1. Could you introduce Abler Group and share the founding vision behind the company, as well as how it has evolved into a diversified group operating across multiple sectors?
Abler Group began its journey in 2017 in Mauritius with the launch of Abler Consulting. The founding vision was simple but ambitious: to make compliance work for businesses, not against them.
Before establishing Abler, I spent several years working with regulators, international banks, boards of directors, and foreign investors. I operated in highly regulated environments and repeatedly saw the same challenge playing out: Compliance was treated as a reactive obligation or a cost, rather than a strategic business function or competitive advantage.
From the outset, our mission was to embed compliance in a way that is practical, commercially intelligent, and protective of value. Properly implemented, compliance should enable growth, build trust, and protect long-term value, not slow companies down.
That philosophy has guided our evolution. From our base in Mauritius, we expanded into the UAE in 2022 and established a presence in the Dubai International Financial Centre (DIFC) in 2024. This expansion was driven by growing demand from companies operating across complex cross-border regulatory environments. Today, we support clients across multiple jurisdictions, helping them navigate regulatory expectations with confidence, and ideally without losing sleep or time over weekends. When compliance is done properly, it should feel enabling, not exhausting.
2. Abler Group has built a strong reputation in Mauritius. Which core business verticals are currently driving growth, and how do they align with the country’s economic priorities?
In Mauritius, our core services focus on areas where getting compliance wrong is simply not an option. Regulatory mistakes are costly, public, and often cross jurisdictional in scope.
A significant part of our work involves AML audits, independent reviews, and regulator-facing engagements. We provide independent assessments of whether compliance frameworks are fit for purpose, properly implemented, and aligned with laws, rules and regulations and board-approved policies. Importantly, we also verify whether teams are actually operating in line with those frameworks.
Another major growth area is compliance remediation. We support institutions under regulatory pressure, whether due to outdated client files, inadequate risk profiling, or evolving regulatory expectations. We have carried out remediation projects for local and international banks, corporate service providers, and financial institutions not only in Mauritius, but also in the UAE, Luxembourg, the Cayman Islands, and Guernsey, often deploying Mauritian specialists abroad.
We also provide AML and regulatory advisory services, including framework design, implementation, and ongoing support. Many of our clients operate across multiple jurisdictions, Mauritius, the UAE, Europe, and International Financial Centers, and we help them ensure consistent compliance across all regulatory regimes.
Additionally, we support RegTech adoption by helping clients automate controls, strengthen oversight, and improve data quality.
Finally, training is another key pillar. We pioneered accessible AML e-learning solutions in Mauritius, allowing directors and staff, often based in different countries, to complete mandatory training at their own pace, with proper assessments and certification. This has significantly improved engagement and effectiveness compared to traditional classroom sessions.
What truly differentiates Abler is that we work across the entire compliance ecosystem, with boards, senior management, compliance professionals, and regulators. We understand compliance from every side of the table and focus on embedding it into daily operations rather than treating it as a once-a-year exercise. As I often remind boards: good compliance is an investment; poor compliance is an expense.
3. Innovation and agility are increasingly critical in today’s business environment. How is Abler Group embracing digital transformation and new business models?
Doing compliance without technology today is like trying to do online banking with a cheque: it’s technically possible, but completely unrealistic.
At Abler, we have invested heavily in RegTech solutions to help clients automate monitoring, enhance data quality, and strengthen controls in increasingly complex regulatory environments. Internally, we actively use AI for risk analysis to improve speed, consistency, and decision-making in our work.
We help clients move away from manual, spreadsheet-driven processes toward risk-based, automated monitoring systems. This allows compliance teams to focus on judgment and decision-making rather than chasing data.
Our message to clients is very clear: technology will not replace compliance professionals, but it will replace companies that fail to use technology effectively.
Regulators, particularly in jurisdictions such as the UAE, increasingly expect technology-enabled compliance, strong data governance, and demonstrable oversight. Our role is to help companies meet those expectations while becoming more efficient.
4. Sustainability and responsible business practices are gaining prominence. What ESG principles has Abler Group embedded into its operations and culture?
At Abler Group, sustainability is embedded in how we design compliance and governance frameworks. Thus, ESG is intrinsic to our processes and is not treated as a separate reporting exercise.
From an Environmental perspective, we use technology-driven compliance solutions to reduce paper-based processes, avoid duplication of work and eliminate unnecessary operational waste.
From a Social perspective, we invest heavily in people through training and e-learning, helping organisations build strong in-house compliance and risk capabilities rather than relying indefinitely on external advisers.
From a Governance perspective, we focus on creating proportionate, forward-looking control frameworks that can adapt to regulatory change and business growth, rather than short-term, tick-box compliance.
Ultimately, Abler Group helps organisations build a sustainable compliance culture that supports long-term resilience, responsible business practices and commercial success.
5. Mauritius positions itself as a gateway between Africa, Asia, and the Gulf. How does Abler Group leverage this strategic location?
Mauritius is our foundation, and from here we support clients across the UAE, Saudi Arabia, Europe, and other international markets. Many of our clients operate across multiple jurisdictions where regulatory expectations often overlap, and sometimes collide.
Our cross-border experience allows us to translate global regulatory standards into practical, locally defensible solutions. This helps companies remain credible with regulators while continuing to grow across borders.
In today’s increasingly complex regulatory environment, having an advisor who understands multiple jurisdictions is not just an advantage. It is essential.
6. Female leadership is an important driver of inclusive growth. As a woman leading a diversified group, what perspectives do you bring to leadership and talent development?
Two-thirds of Abler’s management team are women, not by design, but by capability. In compliance and governance, qualities such as judgment, resilience, attention to detail, and long-term thinking are critical, and our leadership reflects those strengths.
Our culture is built on capability, accountability and opportunity. We focus on creating environments where talent can grow based on merit, not background or gender.
I am also deeply committed to mentoring and supporting women, particularly those entering traditionally male-dominated areas of financial services. Having navigated these challenges myself, I believe in sharing experience, guidance and support to help others progress with confidence.
Diverse leadership ultimately strengthens organisations, improves decision-making and contributes to a more resilient and inclusive industry.
7. The UAE and wider Gulf region are increasingly active investors in Mauritius. What partnership opportunities do you see with UAE-based companies and family offices?
We already work with Gulf-based investors who invest in both Mauritius and the wider region. Our role goes beyond advisory; we support execution. In the Gulf, trust and reputation are paramount. Investors want partners who are responsive, credible, and capable of guiding them correctly from day one.
We help clients get compliance right from the outset, rather than fixing issues later. Speed matters, but so does credibility. When trust is established, long-term partnerships naturally follow.
8. What are Abler Group’s strategic priorities over the next three to five years?
Our primary focus is geographic expansion, particularly in the Gulf region. We are already active in Europe and the Gulf, and Mauritius remains central to our strategy.
At the same time, our broader goal is to continue shifting the perception of compliance, from a cost to a strategic advantage. Good compliance should never slow a business down; it should make companies credible, prepared, and resilient at all times – and not just when regulators come knocking.
9. What message would you like to share with Khaleej Times readers about Abler Group’s vision and the importance of purpose-driven leadership?
Compliance is no longer optional, and it is certainly no longer just a cost of doing business. It is a strategic pillar of sustainable growth.
At Abler, our role is to make compliance practical, embedded, and commercially intelligent so businesses can grow with confidence across borders. With our headquarters in Mauritius and a strong presence in the UAE and the Gulf, we are uniquely positioned to support companies operating between Africa, the Middle East, and global markets.
Compliance is the infrastructure that allows trust, capital, and growth to move safely across borders. When it works, it is invisible, but when it fails, it is painfully visible.
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