On A Mission With A Vision
RABIA KHAN, FOUNDER & CEO OF AYLESFORD MIDDLE EAST REAL ESTATE STARTED HER JOURNEY IN DUBAI REAL ESTATE MARKET DURING EARLY 2,000’S.
Let’s begin. Your journey in Dubai real estate has evolved from executing deals to shaping strategy. How did that evolution lead to the creation of Aylesford Middle East?
Real estate has always been central to my professional journey in Dubai. Over the years, my role evolved — from executing transactions to shaping strategy, from selling volume to building long-term value. With experience came clarity: clarity about integrity, selectivity, and the responsibility that comes with handling investor trust. Aylesford Middle East was created as a natural progression of that journey — a master brokerage built to elevate standards, not follow trends.
Why did you choose to launch Aylesford Middle East?
I wanted a brand with heritage, credibility, and trust. Aylesford has a 58‑year legacy in the UK. That history matters. I wanted to bring that level of trust and respect to Dubai. And I wanted to build a company where agents feel valued and investors feel safe.
What gap did you see in the Dubai market that pushed you toward the master brokerage model?
The market is full of great companies, but many focus on volume. I wanted to focus on value. I don’t want to sell every project in every area. I want to bring selective, high‑quality projects that truly stand out. And I want to collaborate with brokerages, not compete with them.
You’ve said you want to be a master broker, not a traditional brokerage. Why this direction?
Because master brokerage is about strategy, not just sales. It’s about transforming a project into a global product. It’s about working with every brokerage in Dubai and giving them something worth selling. I’m not here to chase 200 listings. I’m here to take four or five exceptional projects a year and elevate them.
Many master brokers have 200‑ plus teams. You’re starting with 20. How do you see that working?
Every big company started with 10 people. You don’t need 200 people to sell a project. You need the right strategy, the right investors, and the right ecosystem. My team is diverse, experienced, and passionate. And I’m hands‑on. That makes a difference.
You’ve already been offered multiple projects. What makes you accept or reject one?
I look at value — not price. I look at the architectural design, the floor plan, the location, the quality, the effort the developer has put in. I’ve already turned down projects worth hundreds of millions because I didn’t believe in the floor plans. If I wouldn’t invest in it myself, I won’t sell it.
How will you handle situations where a project is good but overpriced?
Overpriced according to what? There is no universal scale. If a project stands out — in design, quality, space, view, experience — it deserves a premium. Dubai is still undervalued compared to many global cities. If the value is there, the price is justified.
How do you plan to build relationships with the 3,500+ brokerages in Dubai?
By being myself. By being honest. By being approachable. By bringing projects that make sense for them. I’m not here to compete with them. I’m here to collaborate. If I bring a strong project to the table, they will naturally want to work with me.
What makes Aylesford Middle East different from other players in the market?
Integrity. Selectivity. Respect for agents. And a commitment to quality over quantity. I want to build a brand that stands for trust. A brand that developers respect and brokerages enjoy working with. A brand that investors feel safe with.
What is your long‑term vision for Aylesford Middle East?
To be one of Dubai’s leading master brokerages. To bring iconic projects to the market. To build a reputation where developers know that if Aylesford takes a project, it will be positioned, marketed, and sold with excellence. And to create an ecosystem where agents feel valued and investors feel protected.
How do you feel about where you are today?
I’m in execution mode. The vision is clear, the structure is in place, and the work has begun. This phase is about building scale, systems, and long-term value. Success isn’t a moment — it’s what endures. Aylesford Middle East is being built to lead, and leadership is earned through consistency and results.
And if challenges come again?
Challenges are part of growth. I assess, adapt, and move forward. I rely on discipline, experience, and sound decision-making. This is how enduring businesses are built — and that’s exactly what I’m doing.
Aylesford Middle East is not built for speed, noise, or volume. It is built for longevity. My focus has always been on creating a platform where developers feel respected, brokers feel valued, and investors feel protected. This is only the beginning — but it is a beginning grounded in legacy, discipline, and conviction. When Aylesford commits to a project, it is not just a sale; it is a statement of belief.
