Against the backdrop of regional conflict and the uncertainty it brought to the Middle East’s business landscape, QComms has quietly been doing the work.
Having reported eight new client wins in Q1 2026, the Dubai-based agency carried that momentum straight into April, adding a further seven mandates across hospitality, wellness, experiential and trade – including the renewal of a long-standing partnership with Singapore-based Ascott Limited and the appointment by Time Out Market Abu Dhabi ahead of its Saadiyat Island opening.
Here, co-founders Elsa Roodt and Katie Harvey reflect on the decisions that got them through the first 60 days, and how that period shaped the agency they are today.
When the conflict began affecting the region’s business environment, what was your immediate instinct as a leadership team?
Elsa Roodt: When the world stopped in its tracks, we didn’t hesitate. We adopted a mindset as practical and disciplined as an airline safety video: put your mask on first, before you try and help anyone else. We put the business first, so we can protect our people and, in turn, protect the work that supports them. The last 60 days have been about precision, honesty, and adaptability.
How did you move from instinct to action in those first days?
Katie Harvey: First, we focused on the one thing that ensures everything else can happen, the survival of the business. In the first week, we paused to assess, not react. We asked hard questions. What short-term decisions could preserve cash flow, protect jobs, and maintain client trust?
The conclusion was clear, if the business isn’t viable, there’s no platform from which to support the team, no way to honour commitments to clients, and no room to think about the future. So, we allocated energy and resources to stabilise the core team, tighten the sails in every way possible, and ensure that every action serves the ultimate goal of keeping the business afloat. This wasn’t about heroics, it was about being precise and responsible, with a clear map of the path to resilience.
Cash flow is often the first thing to come under pressure in a volatile climate. How did you approach that?
KH: Cash is king. The immediate priority was to maximise cash flow and maintain a healthy receivables position. We conducted a thorough review of outstanding invoices, tightened invoicing processes, and accelerated collections where possible.
With less volatility in the short term, the team could stay focused on delivering value to clients rather than worrying about the next payroll cycle. This emphasis on cash management reinforced a simple truth, financial stability creates strategic space to make thoughtful, long-term decisions rather than reactive ones.
With so much uncertainty, how did you keep the team grounded?
ER: We ran weekly scenarios and kept the team informed. Change arrived fast, and uncertainty can erode confidence. To counter this, we introduced weekly scenario planning that re-evaluated revenue projections, costs, and resource needs. Each week, leadership shared a clear, precise update with the entire team, outlining what was assumed, what had changed, and what it meant for priorities.
This transparency did more than set expectations, it enabled people to plan their own work, adjust roles if needed, and plan for their future and families. It wasn’t about chasing perfection, it was about maintaining situational awareness and ensuring everyone had the information to act decisively.
What did those three pillars – protecting the core, optimising cash, communicating with clarity – ultimately give you?
ER: They formed the base of our roadmap. As a result, we avoided abrupt layoffs and preserved the capabilities that would carry us forward into recovery and growth. The emphasis on prioritisation, transparency, and adaptability became not just a response to a crisis, but a framework for navigating future challenges with greater confidence.
And how are you applying those lessons as you look ahead?
KH: We’re translating these lessons into a renewed operating model. We’re documenting decision criteria and deepening collaboration across departments so we can respond even more quickly should conditions shift again. The goal is simple, build a durable foundation that supports great client work, sustains the team, and positions the agency to capitalise on opportunities as markets stabilise.
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