Eighty percent of the world is within an eight-hour flight of Dubai.
That statistic sounds impressive on paper. Standing on the floor of Gulfood, you understand what it means.
This year’s show brought together more than 8,500 exhibitors from over 195 countries and showcased roughly 1.5 million products. The visitor count is almost beside the point. The scale is obvious the moment you walk in. My first thought was that I had landed in the middle of the largest souk in the world.
Not a collection of food businesses. Not a conference about food. A marketplace.
Deals unfolding in every aisle. Samples changing hands. Prices negotiated in real time. Business cards exchanged faster than anyone could sort them later.
Gulfood has kept its dealmaking energy while expanding its global reach. New country pavilions appear each year. Entire sectors rise in prominence. The Middle East, South Asia, Africa, Europe, and Southeast Asia converge in one place. Dubai happens to sit in the GCC, but the gravity pulling people there comes from across the Eastern Hemisphere.
If I had to summarize the trip for the U.S. food and agriculture portfolio in one sentence, it would be this: Gulfood may be the single most important opportunity to identify our next major growth market.
Consider the broader context.
Much of the Middle East imports between 70 and 90 percent of its food, depending on the country. Many nations across North Africa rely heavily on imported grains, proteins, and packaged foods. South Asia and Sub-Saharan Africa are home to some of the fastest-growing populations in the world, with rising urbanization and expanding middle classes. Demand is increasing. Supply chains are modernizing. Retail is as dynamic as anything you’d find in the United States.
Dubai sits at the intersection of those forces. It is not only a destination market. It is a re-export and distribution hub. One importer relationship can extend into multiple surrounding markets. A single conversation can lead to placements in several countries.
The buyers this year were direct and focused.
Food is not discretionary. It is foundational. It carries health claims, cultural identity, and margin expectations. Retail environments across continents increasingly look similar. In most major cities, you can walk into a grocery store that would not feel out of place in the United States. That familiarity creates competition. Importers and retailers are searching for products that differentiate while still meeting baseline expectations.
Those expectations are straightforward. Taste. Format. Nutrition.
If a product seeks a premium, its performance or nutritional value must be clear. Otherwise, flavor must carry the argument. Protein continues to anchor innovation globally. Fiber is gaining ground as consumers pay closer attention to long-term health. Across categories, the brands that stood out were those that balanced cost, sensory appeal, and credible nutrition.
Price was the most consistent theme in conversation.
In many Eastern Hemisphere markets, importers expect commercial terms such as Net 30 or 60. Credit is part of how business is conducted. U.S. companies, understandably focused on risk management, often require payment in advance. That mismatch alone can determine the outcome of a negotiation.
Products must meet quality standards simply to qualify. But the closing question is frequently about structure. How much. When. Under what terms. Even when a U.S. product wins on taste and reputation, inflexible payment requirements can move the business elsewhere.
European suppliers often benefit from geographic proximity into many of these regions. Asian manufacturers are scaling rapidly and tailoring supply chains specifically for export. Many governments are investing heavily in trade promotion and export infrastructure.
The United States felt smaller than it should.
Our reputation for quality and innovation remains strong. But we are not as present on shelves as some of our competitors. Europe’s footprint is deep. Asia’s presence is expanding. The Indian pavilion alone featured more than 600 exhibitors. Many countries are approaching these markets with sustained focus and coordinated support.
There is geopolitical tension in global trade. Yet in Dubai, commerce continues. Hundreds of countries transact simultaneously. Supply chains shift, adapt, and compete. The world does not wait.
One of the clearest lessons from the week was the importance of presence. U.S. companies exhibiting halal meats, salsa, tempeh chips, processed fruits and nuts, barbecue sauce, lentils, live oysters, and packaged seafood represented the range of American agriculture. Those that invested in exhibiting left with more opportunities than they could process alone.
Support matters at that stage. Our team on the ground in Dubai worked alongside companies to execute scheduled appointments, prioritize leads, assess importer credibility, and navigate market complexity. Representatives covering India and African markets provided contacts and regional context that can take years to build independently. For smaller firms especially, cost-share programs and in-market promotional resources can make the difference between participating and staying home.
Gulfood also highlights structural strengths the United States sometimes undersells. The grains and pulses section alone reflected the scale of global staple demand. As food security remains a priority across import-dependent regions, reliable suppliers of wheat, corn, soy, pulses, and value-added grain products hold strategic importance. Producers in the Midwest understand consistency and scale. Seafood and specialty producers from the Northeast bring products that compete on quality anywhere in the world.
Driving back through Dubai’s skyline, a city built for trade and movement, one thought stayed with me: we are just another fish in a very big pond.
That is not a criticism. It is a reality check.
Competing across the Eastern Hemisphere requires discipline on pricing, clarity in storytelling, flexibility where possible, and sustained engagement. Growth will increasingly come from markets that look different from our traditional partners. It requires showing up.
If your strategy includes expanding beyond familiar ground, consider joining us next year. Gulfood offers a concentrated view of where demand is growing and how competitors are positioning themselves. It is an efficient way to test assumptions, build relationships, and identify the next market that could matter to your business.
The opportunity is there, within eight hours of Dubai.
Sincerely,
Brendan Wilson
CEO, Food Export-Midwest & Food Export-Northeast
Your Input Matters: If there is a topic you wish for me to discuss in this space, let me know. You can reach me at info@foodexport.org. Just put Attn: Brendan Wilson in the subject line.
Read the full Gulfood press release