Insights from BCD Global CEO Amit Puri. Building a New Developer in Dubai: Legacy, Strategy & Growth

The UAE real estate market continues to attract new players, but few arrive with the depth of experience behind BCD Global.

Led by CEO Amit Puri, the company may be new to Dubai, but it is backed by a 74-year legacy in India, with over 155 million square feet delivered across infrastructure, residential, and large-scale developments.

This combination — startup agility with institutional experience — defines BCD Global’s approach to entering one of the most competitive real estate markets in the world.

BCD GLOBAL CEO

Amit Puri brings over 26 years of real estate experience, including 12 years in Dubai. His career spans the full lifecycle of the industry — from consulting and design to development and investment.

He began in consulting, working on retail and mixed-use projects across the GCC, including Qatar, Oman, Saudi Arabia, and Bahrain. Later, he joined DAMAC, where he played a key role in developing the company’s rental business.

One of the key insights from his time at DAMAC was the importance of rental income.
While sales drive growth, rental income provides stability. In uncertain market conditions, it becomes the “fuel” that keeps operations running — paying teams, maintaining assets, and ensuring continuity.

More importantly, rental properties provide direct feedback from real users, not just investors. Tenants experience the product daily, and their satisfaction often determines whether they eventually become buyers.

Before joining BCD Global, Amit Puri took on the challenge of transforming B&W from a brokerage into a development company.

This transition required:

• building internal systems and processes
• implementing CRM and operational structures
• shifting the mindset from sales-driven to product-driven

The early stage was intense, requiring long hours and constant iteration. But it reinforced a critical truth:
the hardest part of real estate is not growth — it’s starting.

For Amit, the most fulfilling stage of real estate is the beginning. He compares it to creating something from nothing:

• acquiring land
• designing the concept
• overseeing construction
• delivering a finished asset to end users

This process is not just financial — it is deeply personal. The real satisfaction comes from seeing people live in and value what has been built.

The decision to join BCD Global was driven by alignment in vision.

Unlike many new entrants, BCD is not driven by short-term gains. The leadership, including Chairman Angad Bedi, emphasized long-term commitment and legacy building.

The company operates as:

• a zero-debt organization
• a fourth-generation business
• a developer with global construction experience

One of the biggest challenges in Dubai is financial structure.

Developers must:

• invest heavily in land acquisition
• allocate funds into escrow accounts (often 30% of construction cost)

This results in significant capital being locked, limiting flexibility and growth.

Another issue is access to financing.Banks in the UAE tend to follow strict processes and are less flexible compared to markets like India. They often:

• do not fund based on future inventory
• require completed assets as collateral

This forces developers to rely on private funding, increasing costs and pressure. Because of financial constraints, many developers prioritize funding over product quality. As a result, insufficient attention is given to:

• design
• usability
• long-term value

Dubai can’t be called a speculative market anymore as today more families are relocating, more buyers are purchasing for personal use and long-term residency is increasing.

This shift changes everything. Buyers now care about functionality, comfort,and livability. Developers must adapt to this new reality. 

BCD Global’s strategy is rooted in one principle: design as if you are the end user.
Instead of focusing on ultra-luxury from the start, the company is prioritizing:

• practical layouts
• real usability
• value-driven luxury

BCD’s first project demonstrated the power of this philosophy.

• Limited to around 60 units
• Fully committed through private network and relationships
• No reliance on brokers or mass marketing
• Focus on high-growth areas rather than established premium zone

Dubai South became BCD’s choice. The area particularly stands out due to:

• infrastructure expansion
• proximity to major projects
• long-term urban development plans

The launch event saw an unusually high turnout, reflecting strong early confidence in the brand. That additionally supports the belief that the city’s center of gravity will gradually shift in this direction over the next decade.