As part of his visit to Argentina, during which he highlighted a meeting with officials from the Ministry of Defense, Zona Militar interviewed Hamad Al Marar, CEO of the firm EDGE Group, one of the main defense and technology conglomerates of the United Arab Emirates.
During the conversation, Hamad Al Marar reviewed the status of the projects undertaken jointly with the Brazilian company SIATT, such as the MANSUP anti-ship missiles and its new extended-range version MANSUPER, and highlighted the participation in the development of the MSS 1.2 AC anti-tank missile. He also confirmed the interest in establishing agreements with Argentina in key areas for the Armed Forces, such as armored vehicles, light weapons, electronic warfare systems, communications, and unmanned systems, to name just a few possibilities.
Finally, he shared his future vision for EDGE Group, focused on the development of smart weaponry, electronic warfare, and unmanned systems, with a strong emphasis on regional and international expansion and industrial cooperation with partner countries in Latin America.
Below, we share the interview conducted with the CEO of EDGE Group:
ZM: In recent years, EDGE Group has had an increasingly notable presence in Latin America, both at trade shows and in various defense-related forums. For the audience and readers of Zona Militar who may still not be familiar with the company, could you provide us with a description of EDGE Group, its origins, international presence, and capabilities?
It may seem like EDGE Group was created in 2019, but in reality, the defense industry in the United Arab Emirates began after the Iraqi invasion of Kuwait, when we realized the need to strengthen our national security. Our starting point was a munitions factory that was established in 1992.
ZM: That was relatively recently.
Yes, it’s still recent, but it’s important to put it into context. Our munitions factory is already 33 years old, and many other companies emerged with a difference of about five years between them. The first conglomerate that was formed in the UAE with a structure similar to the current one was an organization called Tawazun.
Over time and as we grew, we had to go through different phases to remain relevant and competitive. The latest merger gave rise to EDGE Group in 2019, and one of its main goals was to position ourselves in a unique way within the defense field.
I firmly believe that EDGE Group is one of the most unique groups in terms of its technological offering. We operate in six domains—one of them is engineering, and the other five range from vehicles and vessels, to drones, medium- and large-caliber munitions, and missiles. We also have divisions dedicated to cyber defense, space, and electronic warfare—the latter becoming increasingly important for us.
We always had in mind to expand beyond the United Arab Emirates. That’s why we established an international unit that is currently very active in seeking contracts and business opportunities across various continents. Our development has been largely driven by our vision of creating partnerships, and we’ve completed significant acquisitions around the world, including several in South America.
In short, that’s how EDGE Group was born and consolidated.
ZM: One of the developments we’ve observed in recent months is the partnership with various companies from Brazil’s Defense Industrial Base. Could you tell us which companies EDGE Group is currently cooperating with and what are the next steps in this emerging partnership?
To put it into context—and this is a formula we follow and that could be applied in Argentina, Brazil, or anywhere else—we firmly believe that, in order to do business, you first have to “stretch the dollar.” That means maximizing the benefit in everything you do to be competitive and profitable.
In every continent there are unique industries with which you don’t necessarily need to compete. In the case of Brazil, our interest arose from our project to develop an anti-ship missile, the Mansour. We knew that starting its development would involve time, money, resources, and risks. So we asked ourselves: why create another competitor? Why compete for talent or waste time if there is a country willing to cooperate, to share risks, and that can also improve the offering financially and industrially?
That’s where SIATT and the Brazilian Navy welcomed us very well, with a very open and progressive attitude. We advanced very quickly in Brazil. And this product—the missile—became a necessity for both nations.
It’s also important to highlight that in Abu Dhabi we have Abu Dhabi Shipbuilding, so we can offer integrated systems with our vessels, something we’re already working on. In this way, the business expanded: we complemented the Brazilian industry and we’re integrating broader solutions in that market.
And it really is a win-win agreement. Besides, you can’t have all the factories in one place. This is a strategic decision: it’s about distributing the supply chain, reducing risks in the factories, in the technology. That’s the logic behind our partnership.
Later on, as you might already know, we also established a partnership with Condor, a leader in non-lethal munitions.
ZM: Considering also that Brazil has very important needs in terms of security and law enforcement forces…
That’s necessary everywhere. And, in fact, according to the studies we conducted on Condor, we concluded that it is the best supplier of this type of product. Even our own country uses them. And if we decided to compete with them, we would be negatively affecting everyone.
Brazil, Latin America, and parts of Asia are at a disadvantage due to distance. Logistics and the supply chain are a challenge. So, when we made this acquisition, we knew we could add a lot of value by bringing production closer to the Middle East for Asian markets, perhaps to Europe for the European market, and we could even establish something in Africa.
That reduced logistics costs, maintained product relevance, and allowed them to supply the world. And that was another advantage we brought to Brazil.
ZM: The LAAD 2025 International Defense and Security Exhibition recently concluded in Brazil. What is your assessment of this important event? Does EDGE Group plan to participate in other defense trade shows in the region, together with its partner companies? We know that another important meeting will be held in Peru at the end of the month, for example.
Yes. As we see it, you can’t stay on the sidelines or locked in a bubble. Participating makes a difference, especially when it comes to different time zones and continents.
From day one, we noticed that Latin America is very particular. This region requires a physical presence; it demands that cultural, language, and timing issues be addressed. And, in fact, some of the most important fairs we are interested in attending are in Latin America.
We believe that events like IDEX or the aerospace shows already cover part of the region, but Latin America has a unique character and its markets are different. At the end of the day, our industry is focused on building solutions to address security concerns or prevent threats, even in contexts of military conflict.
We are very focused on artificial intelligence, electronic warfare, and of course, on weapons systems. But if we look at this region and the kind of business that is being conducted, we see enormous potential in areas such as cybersecurity, the fight against drug trafficking, insurgency conflicts, illegal fishing, surveillance… These are topics that, as the United Arab Emirates, we have already been addressing, beyond missile development.
ZM: Latin America is a region with very few inter-state conflicts, but with numerous problems linked to transnational crime, like those you just described.
Exactly. And something that surprised me was discovering that, although we know these countries are very large, one would think that police forces are smaller than the armies… but in this continent, I’ve seen the opposite.
ZM: For example, here in Argentina, the Police of the Province of Buenos Aires —the largest in the country— has more personnel than the Argentine Army itself.
And that’s why we’re looking at solutions related to communication devices, command and control systems, surveillance… “soft” and useful technologies that we are already implementing in a safe country like the United Arab Emirates and that we believe would also be very useful here. In fact, we are currently conducting tests in Brazil, in the city of São Paulo.
ZM: Returning to the partnership with Brazil, we would like to talk about one of the most important systems currently under development and production for the Brazilian Navy. What are the prospects for the MANSUP anti-ship missile and its longer-range version, the MANSUPER?
We are currently in the middle of developing the MANSUPER. Both the United Arab Emirates and Brazil have already issued letters of intent for this extended version.
Basically, we are developing the MANSUP in all its variants as part of our standard offering along with our vessels. Regarding anti-ship solutions, we can say that the missile already exists in both its current configuration and the new one, and we see that there is room in the world for this kind of weaponry.
There is a global need for more cost-effective anti-ship solutions with a modern architecture. And that is one of our advantages: by entering the market later, our technologies and designs are more current and relevant. This allows us to integrate more modern electronic components and take advantage of new production bases to bring the system closer to its end users, offering significant logistical advantages.
As you know, a missile has two possible uses: training (in which case it is lost) or combat — and the latter is rare. All of these systems go through realistic training programs.
In the current context, anti-ship missiles generally have to return to the country of origin for maintenance or reassessment, which involves facing complex bureaucratic processes. What we are proposing is different: to establish regional centers that facilitate logistics, increase local content, and most importantly, offer sovereignty to the user.
ZM: We would also like to know more about Edge Group’s involvement in the development and commercialization of the MSS 1.2 AC anti-tank missile, currently in service with the Brazilian Army.
In today’s world of anti-tank missiles, especially in close combat, we understand that the role of drones is becoming increasingly important. That does not mean that other categories of weapons will disappear, but they will probably be used in smaller quantities. At least, that is our view.
For example, in the past perhaps a thousand anti-tank missiles would be acquired. Today, that same need could be met with a combination of drones, loitering munitions, and maybe 10% of those systems would be anti-tank missiles. That’s why, to adapt to this new reality, it is essential to have a modern industry that produces subsystems compatible with different types of technologies.
That is to say, large volumes are still being produced — sensors, propulsion systems, warheads — but their application is changing. And as you well know, nowadays conflicts between regular armies are less frequent, both in your country and in ours.
These systems are still necessary, but their use has transformed.
Now, as a country, we are clearly among the five largest missile producers in the world. That means we have production capacity at scale, which allows us to significantly improve the industrialization, performance, and availability of the MSS 1.2 AC missile. And it also gives us the possibility of manufacturing in Brazil, which represents a major advantage: faster deliveries, accelerated production, and a lower-risk supply chain.
Moreover, it’s important to note that this missile has already been in service for many years, so it requires modernization. And there are armed forces in other parts of the world interested in acquiring it. Ultimately, we are helping to build a very solid business case.
ZM: Setting aside the partnership with Brazil, what are the next steps in Edge Group’s strategy to expand and promote its capabilities and services to the region’s armed forces? Is there a particular country where you are focusing your efforts?
I think it’s important to put things into context. Personally, I like to analyze countries based on their potential, not by their size, economy, or any other isolated factor. One has to look at the opportunity as a whole, because every country in the world has something unique to offer. They all have an economy, an industry, or a capability that can be leveraged.
Some countries are better promoters than others: they know how to present themselves, negotiate, deliver. Others move more slowly.
Now, when we look at countries that are large in terms of population and resources — like Argentina or Brazil — we clearly see that they have a lot to offer. Moreover, their education levels are very high, which represents a challenge: graduates need job opportunities and professional growth. That’s why it is essential to expand and take advantage of the industrial infrastructure that is already in place.
In contrast, the United Arab Emirates has a very different demographic profile. Often, when we want to develop something new, we must seek talent abroad. So we ask ourselves: why build something from scratch that already exists elsewhere?
That’s why we are open to establishing local production outside the country, as long as we can generate value. Furthermore, we want to promote engineering projects—not just on an industrial level, but also within universities and other sectors that truly contribute to technological development.
In this regard, we see enormous potential in Argentina. In fact, that’s why my team has been actively working with the country for some time. And that’s also why I’m here: because we want to take a firm step and establish a strong presence in Argentina.
ZM: What would you say are Edge Group’s main strengths compared to other companies also seeking to expand into the Latin American defense market? And what are the main challenges you’ve identified, considering that Latin America remains the region of the world that allocates the smallest proportion of its GDP to defense spending?
Returning to a point I mentioned earlier, I believe the most valuable thing is being able to contribute with solutions. And even more so, seeing that those solutions truly enhance security, preparedness, and people’s well-being. We analyze this on two levels. First, in the United Arab Emirates, we have been very effective in fighting crime.
Crime is practically nonexistent. And this in a country where the majority of the population is not local. We have over 200 nationalities and probably all the religions of the world coexisting in the country. And we have managed it well.
How did we achieve this? We believe the key lies in anticipating the problem. It’s not just about eliminating it once it happens. We know that there will always be threats—smuggling, terrorism, crime—and that’s why it’s vital to know who is in the country, what they do, where they are, whether they have what they need. All of that directly influences security.
And it can’t be done without intelligence. It can’t be done without artificial intelligence. Nor without modern infrastructure and proper equipment. That’s why we develop systems that not only fulfill their function today but are designed to be constantly updated, adapted, and improved.
Unlike other companies that simply sell products—possibly designed for another context and then exported—we offer solutions. And that is the key differentiator of our products.
From a political standpoint, our international relations are very neutral. Many countries view working with the United Arab Emirates favorably. And doing so doesn’t generate conflicts with third parties. That also facilitates our expansion and the way we offer our capabilities.
Moreover, we offer a very favorable environment, especially when thinking about Argentina. It is a country welcomed in the Emirates. There are opportunities for Argentinians to come, work, develop solutions, and then return with experience.
And something we never stop prioritizing is the human aspect. People are the ones who create solutions. It’s not just about teaching how to use a product, because you never know if that product will be available when it’s needed. It’s about teaching how to think about solutions. We’ve taught ourselves to do that.
And now we want to share it: how to take something and give it a new use, because the rules of the game change. So, if a solution already exists—great. But if it doesn’t, we prefer to start from the operational concept, the threat analysis, and work together with the host country to develop the capability from scratch.
ZM: Although Zona Militar has a regional and international reach, we maintain a particular focus on the present and future of the Argentine Armed Forces. Have you identified capability segments in which Edge Group could position itself as a supplier of equipment? What potential exists for cooperation with local Argentine companies?
Yes, we definitely see opportunities to partner with Argentina in several areas. One of them is armored vehicles. We also believe there is a clear space for collaboration in the development and supply of individual weapons, such as pistols, rifles, and precision firearms.
We see potential in the field of non-lethal ammunition, which is playing an increasingly relevant role. But a particularly important area is secure communications, radios, and electronic warfare, where we believe we can provide a lot of value.
And there is a strong emphasis on complementing Argentina’s efforts in surveillance and intelligence using drones. We are talking about the unmanned domain—on water, on land, and in the air. It’s a sector in which we have a lot of experience and where we are convinced we can work together with the local industry to strengthen the country’s capabilities.
ZM: Regarding the demonstration of your services and platforms based on the requirements of the local armed forces, is there any activity scheduled in the near future?
Yes, we are definitely planning. Of course, we need to carry out demonstrations both here in Argentina and possibly in Brazil, as well as in the United Arab Emirates. All of this, of course, must be coordinated considering the availability of Argentine decision-makers and users.
Our intention is to bring as much as we can to Argentina to begin demonstrations. And when the time is right, we’d also like to hold presentations in the Emirates. This will be an ongoing process, encompassing all our areas.
We understand that any kind of engagement happens on two levels: one is when you already have a finished product and want to showcase it; the other—and perhaps more interesting—is when you are developing a product and want the user to be part of the process from the beginning. We believe that this latter option creates a much healthier relationship because from the start, we are addressing that user’s real needs.
ZM: To conclude, and once again thanking you for your time, could you share your vision for Edge Group over the next ten years? What are the main milestones you would like to reach as CEO, a role you’ve held for just over a year?
Well, I’ve been working in this industry for nearly 20 years. And I’ve always been in this same environment, on the same teams, and in the same group. My journey began in 2005, and since then I’ve understood that this industry cannot remain static: it must constantly evolve.
Before becoming CEO, I was in charge of the missile and weapons cluster at Edge, which is one of the group’s most important pillars. I took on the role of CEO and Managing Director a year and two months ago, and since then, I’ve been working hard to drive our president’s vision for the group.
We are focused on three key technological areas: smart weapons, electronic warfare, and unmanned systems—including everything they entail. We want to solidify our position in these domains.
But we also want to remain an agile, fast organization, one that maintains an entrepreneurial mindset without falling into bureaucracy. The world is changing, and we must keep up. That is the culture of Edge.
As for our position, we are already among the world’s top 25, but we want to take it further: we want to see our solutions deployed internationally. On a personal level, I want to ensure that all current developments stay on track. And finally, I want to see international collaboration grow. If we achieve that, then we’ll be fulfilling our purpose.
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