Over the past few decades, the United Arab Emirates has emerged as one of the world’s most dynamic environments for modern entrepreneurship, creating space not only for new ventures to take shape but also for established companie s to evolve, expand, and diversify. As the business landscape continues to mature, this growth is opening pathways for both emerging founders and legacy enterprises to scale in response to shifting markets and global demand. Among those helping to shape this next chapter is Mustafa Abbas, Group Managing Partner of Legend Group, a Dubai-based conglomerate that has steadily grown from its origins in general trading into a diversified portfolio spanning luxury retail, real estate, lifestyle, and design.
Originally founded in 1990 by Riadh Abbas, Mustafa’s father, Legend began as a trading company with a clear focus on premium consumer products. Under Abbas’ leadership, the business evolved from a trading company into a group. Today, it represents one of the region’s most enduring partnerships with Bang & Olufsen, as the exclusive distributor in the UAE, a luxury brand within the family that he later consolidated under Legend Group; while also encompassing Property Portfolios International (PPI), a real estate brokerage and property management firm operating across Dubai and London, alongside Abbas’ lifestyle ventures Chivalry: Gentlemen’s Salon; and the premium leather brand, 35 Burgundy. Abbas’ entry into the business in 2005 marked the beginning of a new chapter, as his father prepared to hand over the baton to a new generation. Eight years later, upon assuming the role of CEO, he restructured the company into a group of businesses aligned with changing consumer lifestyles and evolving regional market demands. For Abbas, growing up within a family enterprise did not mean he would automatically inherit the privileges of running the company.
“You still have to do the work. It’s not handed to you. You still need to develop your character, and you most certainly need to develop your skill. Honestly, it’s what you introduce to it, in order to honour the hard work that was done before you. What I mean by that is how to grow the business, make it relevant and valuable to the present and the future, and continuously observe and mould it. It was time to expand. The most important thing is to have a growth mindset and continue to learn and grow.”
It is clear that Abbas holds deep respect for the business his elders built, yet he is equally aware of the need to diversify and evolve the company to ensure its continued growth. This emphasis on evolution has become central to the Group’s trajectory. “For me, it’s keeping up with the times. This is crucial. Businesses are alive and continue to shapeshift. Technology is the same. Lifestyles are also changing. If a business sticks to one model and doesn’t evolve, it will be left behind. If you had a successful business 20 years ago and didn’t bit by bit adapt as time shifted, you would not succeed long-term.”
Leadership, in this context, becomes focused on versatility, with the ability to adapt and reframe when necessary. As Legend expanded into new sectors, Abbas recognised the importance of building structures capable of supporting scale. “The more a company grows, the more delegation is required. In doing so, trust must also be given. It’s important to hire the right people and trust them to make the right decisions. However, it is equally important not to stop exercising your own decision-making muscle.”
Alongside business strategy, Abbas shares his thoughts on the role discipline has played in shaping his approach to entrepreneurship. In an environment that often rewards speed and short-term wins, his perspective leans towards consistency and the ability to remain focused even when immediate results are not guaranteed. “I believe our characters, along with our skills, have a lot to do with the kind of business we run, or any product we may create. Discipline means waiting when it’s hard, trusting without evidence, and holding on to a vision that no one else can see at the time. And this is not the default human response, in my opinion. Discipline is the opposite of impulse.”
This was the driving force behind the launch of Chivalry: Gentlemen’s Salon in 2013, a venture that extended the Group’s footprint into lifestyle and hospitality and reflected an area of particular interest for Abbas. “We wanted a place where gentlemen could hang out, socialise, and get together while providing them with quality grooming services. An added value to their lifestyle. Along with their favourite restaurants, or cigar lounges, enter Chivalry.” Today, the Downtown Dubai salon has become a regular go-to for men seeking an elevated approach to grooming, as well as a space to connect and unwind.
Beyond grooming, Abbas’s interest in craftsmanship and luxury goods materialised through 35 Burgundy, a luxury leather goods label built on a philosophy of simplicity and material integrity. The brand’s products are crafted from the finest natural exotic leathers. “We believe in quality, we believe in simplicity, and most importantly, we believe in seeing our customers satisfied. The brand will be 10 years old in 2027, and we have big plans for it,” he adds.
For Abbas, navigating the tension between heritage and innovation is an ongoing process. Not only does he need to honour the business built by his father, but he must also remain aware of what comes next and stay ahead of the curve. “You have to keep your eyes open. You have to listen to the signs, and you have to see every hurdle as an opportunity, as challenging as that may be. Any discomfort could be a sign to enter a new area. Sometimes feeling like your back is up against the wall might just mean the universe wants you to turn around and see that it’s actually a door.” This glass-half-full perspective is perhaps a significant factor in the company’s success to date. As the UAE’s entrepreneurial ecosystem matures, Abbas remains committed to fostering long-term thinking among the next generation of founders. “Find your path. When I say path, I don’t mean journey, and I certainly don’t mean passion. I mean, find the track that is suitable for you, and stay on it. Don’t derail from it. Once you’re on the right track for you, you’ll recognise it. Because this will flow. This doesn’t mean there won’t be obstacles or hardships, but you’ll know you’re on your path. Listen to the signs.”
Alongside his corporate career, the businessman has also established himself as an award-winning filmmaker, with a creative practice that has run in parallel to his entrepreneurial journey for over two decades. His short film Sunset State (2013) premiered at the Dubai International Film Festival before screening internationally, while his 2020 release The Long Game (2020) went on to secure more than fifteen awards worldwide across the festival circuit. His most recent project Bloodbound (2025), is currently making its rounds in the international film circuit. Reflecting on his creative pursuit and what inspired him to enter this world, he says, “I would say it was my love for movies, observing them and studying them from a young age while watching. Meaning, it was all fascinating, creating characters, what they say, how they behave, how their stories and journeys evolve. You are literally creating lives on paper and then watching them come to life.”
Abbas’ approach to business continues to evolve alongside the Group’s growth. “I learnt that there is a psychology to money, and that there is a science to business. Much of the credit goes to the 100+ books I read on this subject. That being said, I am still learning.” Looking ahead, expansion remains firmly on the agenda, with new sectors under consideration.
“The restaurant business is something I’m very interested in. My team is very passionate about this and believes we can do something great. But it’s still early to seriously think about this, as we have some other major things to focus on at the moment.” As the company enters its next phase, his focus remains on building a business that can continue to adapt to changing markets while maintaining the foundations on which it was built.
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