Most people think of parking as a mundane afterthought that follows every journey. Congestion, time spent searching for a parking space and fragmented payment methods often dominate the experience. However, what is less visible is the underlying infrastructure layer that determines whether a city functions efficiently or experiences disruption, whether traffic flows smoothly or comes to a halt. Effective parking management plays a critical role in orchestrating the movement of people and products at scale, reducing congestion and emissions, enabling economic activity and shaping how people experience cities.
Dubai recognised this early. As the emirate evolved into a global benchmark for integrated transport and smart-city development, it acknowledged that every element of urban mobility needed to operate as part of a cohesive, intelligent platform. Eng. Mohamed Abdulla Al Ali has led this transformation at Parkin Company PJSC, drawing on a two-decade career grounded in public transport, infrastructure and project management, with a strong focus on urban mobility.
From Infrastructure Mastery to Corporate Transformation
Eng. Mohamed started his journey in 2007 at the Dubai Roads and Transport Authority (RTA), where he spent years developing and operating city-scale infrastructure, holding senior roles across strategic planning, public transport delivery, institutional development, innovation and operations. His tenure aligned with some of Dubai’s most significant milestones, including Expo 2020 Dubai, COP28 UAE, and the COVID-19 pandemic, periods that created complex operational environments. Throughout these challenges, he played a pivotal role in ensuring continuity, adaptability and the smooth functioning of the city’s transport network.
“These experiences reinforced the importance of end-to-end thinking, where infrastructure, policy, technology and customer experience operate as a unified system to uphold high service standards and deliver meaningful results,” Eng. Mohamed says.
That perspective became critical in January 2024, upon assuming the role of CEO at Parkin, following the company’s carve-out from RTA and in preparation for its listing on the Dubai Financial Market.
Two months later, Eng. Mohamed led Parkin through its IPO. The March 2024 offering generated AED 259 billion in total demand (US$71 billion), with total oversubscription of 165x. Shares rose by 35% on the first day of trading, positioning Parkin among the top three IPO performers on the DFM that year. By year-end 2024, the share price had increased from AED 2.10 to AED 4.87, a rise of 132%. By June 2025, Parkin’s shares had climbed to an all-time high of AED 6.71, supported by five consecutive quarters of strong operational and financial delivery.
This performance was reflected in a series of high-profile recognitions. Euromoney awarded Parkin Best MENA IPO in May 2025, followed by EMEA Finance’s Best Privatisation in EMEA award in June 2025. Later that year, Forbes Middle East included Eng. Mohamed in its list of the GCC’s 100 most influential leaders.
“The most significant challenge was navigating the complex transformation from a government entity into a publicly listed company within an ambitious timeline,” Eng. Mohamed explains. “The IPO process demanded institutional-grade governance, robust financial controls and transparent investor engagement, while ensuring uninterrupted operations.”
He successfully delivered the transition, setting a new benchmark for how government entities can move into the private sector without compromising operational excellence.
Leadership as Stewardship
When asked to define his leadership approach, Eng. Mohamed points to stewardship, highlighting the distinction between authority and responsibility.
“Leadership, in my view, is not ownership of authority but responsibility for outcomes,” he says. “It is about safeguarding trust, building resilient institutions and creating sustainable value for all our stakeholders that extends beyond immediate results.”
This perspective was shaped by his extensive experience in Dubai’s public sector during periods of rapid growth, where clarity of purpose, disciplined execution and accountability translated ambition into measurable impact. Working with diverse, multidisciplinary teams reinforced the importance of trust, collaboration and empowering people to innovate.
He characterises his leadership style as strategic, collaborative and accountable. Innovation is driven by open dialogue and ownership, while trust is built through transparency and consistency of delivery.
Ten months after listing, Parkin launched its proprietary mobile application in January 2025 at record pace. The app features real-time zone detection, seamless payments, automated alerts, fine dispute management and personalised parking assistance. Additional features, including EV charging, refueling and car washing will be accessible through the same platform in due course.
From Parking Operator to Mobility Platform
Parkin operates more than 219,000 parking spaces across Dubai under an exclusive long-term public parking concession. However, Eng. Mohamed positions the company as a smart mobility platform that connects people, places with the help of smart technologies.
The distinction is meaningful. Traditional parking operators focus on utilisation rates and enforcement efficiency, while mobility platforms adopt a systems-based approach. Through his career, Eng. Mohamed recognised that urban mobility extends beyond infrastructure, enabling economic activity, social inclusion and quality of life.
Parkin’s competitive advantage is anchored in three pillars: scale and exclusivity as Dubai’s sole public parking operator; operational excellence across utilisation and revenue performance; and technology leadership through barrierless, ticketless solutions that enhance traffic flow and customer experience.
Strategic Growth Through Partnerships
Vision requires disciplined execution, a principle that underpins Eng. Mohamed’s approach. Parkin’s expansion has been deliberate, guided by strategic partnerships, measured market entry and a proven operating model.
In June 2024, Parkin broadened the size of its developer portfolio, with the addition of approximately 7,500 new parking spaces across six Dubai communities. Later that year, a partnership with Emaar added around 1,100 spaces in Dubai Hills Estate, expanding the developer parking portfolio far in excess of the IPO guidance.
A collaboration with Majid Al Futtaim introduced Parkin’s smart parking solutions across two malls, covering approximately 15,000 parking spaces. The partnership enhanced brand visibility demonstrated technological capability and delivered barrier-free experiences for millions of visitors.
In 2025, Parkin secured several strategic partnerships, including a major agreement with Dubai Holding to manage 30,000 paid parking spaces, a smart parking deployment with DP World at the Al Aweer Central Fruit and Vegetable Market and a five-year developer agreement with DAMAC Properties covering around 3,600 spaces.
For Eng. Mohamed, these partnerships underscored the strength of Parkin’s operating model and its ability to integrate effectively across a wide range of residential, commercial and infrastructure environments.
Building Institutions That Endure
In the coming years, Parkin aims to expand regionally, diversify revenue streams and strengthen its position as a smart, data-driven urban mobility enabler. The strategy focuses on scaling proven models, advancing technological capabilities and building long-term partnerships across markets.
Eng. Mohamed’s ambition extends beyond financial metrics. He seeks to build an institution that sets benchmarks in governance and innovation, while delivering long-term value and sustained impact for cities, communities and shareholders.
His advice to emerging leaders reflects this outlook: “Lead with purpose, invest deeply in people and act with discipline, while having the courage to challenge the status quo. True impact is not defined by short-term wins, but by the institutions we build and the value they create for generations.”
Under his leadership, Parkin’s journey, from carve-out to IPO to regional expansion, reflects a disciplined approach to evolving essential infrastructure to meet the demands of smart, sustainable and connected cities.
“My ambition is to build an institution that sets new benchmarks for governance, innovation and long-term value creation, delivering enduring impact for cities, communities and shareholders, shaping the future of urban mobility and enabling smarter, more connected cities.”
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