This article was originally published in the Brand Finance Real Estate 25 2026.
ROSHN Group’s rise into the Top 20 most valuable real estate brands globally reflects its evolution from a national housing developer into a diversified creator of integrated destinations. Expanding across more than 10 asset classes, including residential, retail, commercial, healthcare, hospitality and logistics, the group has built its reputation through large-scale delivery and a focus on enhancing quality of life. Waseem Khashan, Acting Group Chief Marketing & Communication Officer, ROSHN Group, explores how aligning Vision 2030 ambitions with everyday community experiences has helped strengthen trust among residents, investors and stakeholders. Looking ahead, the group aims to further build its international profile by showcasing its delivery track record, human-centric approach and ability to create connected destinations that combine scale, lifestyle and long-term value.
Interview with Waseem Khashan, Acting Group Chief Marketing & Communication Officer, ROSHN Group
Acting Group Chief Marketing & Communication Officer, ROSHN Group
ROSHN Group’s brand value has grown 9% to USD1.2 billion in 2026, placing it among the Top 20 world’s most valuable real estate brands. For a relatively young brand operating at scale, what do you think has driven this level of recognition, and where is there still work to be done in strengthening its global brand equity?
Being recognised among the Top 20 world’s most valuable real estate brands reflects ROSHN Group’s transition from vision to reality. In its early years, ROSHN Group was defined by a clear national mandate and a bold ambition: to raise the standard for real estate development in Saudi Arabia. Today, that ambition is visible across the places people live in, visit and experience, as our portfolio continues to expand across multiple asset classes.
That is what builds a strong brand over time. Not scale alone, but delivery. Homes, streets, parks and services brought to life. Communities that make daily life easier, more connected and more enriching.
ROSHN Group’s story has also evolved. It is no longer only about residential development. Today, our portfolio spans more than 10 asset classes, including residential, retail, commercial, education, healthcare, hospitality, logistics, sports and public spaces, creating integrated destinations that support how people live, work and connect.
The next priority is to ensure this broader story is better understood internationally. Strengthening ROSHN Group’s global brand equity means consistently demonstrating how our integrated destinations, delivery track record and long-term vision are setting new standards for real estate development in Saudi Arabia and beyond.
ROSHN Group operates at the intersection of a national transformation agenda and everyday residential living. How do you balance these dual expectations so that the brand is seen not just as part of a strategic development programme, but as a place people genuinely choose to live and build their lives?
For ROSHN Group, national transformation is directly connected to the enhanced quality of life that we aim to deliver. Vision 2030 has set a clear direction for the Kingdom and people feel its value in more personal ways, like a shorter school run, a park close to home, or somewhere nearby to shop, exercise, meet neighbours or spend time with family.
That is why ROSHN Group develops integrated destinations, not standalone projects. Along with the homes we build, the community’s streets, services, green spaces and public spaces are what ensure a development becomes somewhere people feel they belong.
Strategy is just the starting place, but the lives of people are where we make a difference. When families move into our communities, they experience how their daily life is improved. They see how routines become easier, services are closer, and children have room to grow and play as the community grows closer together.
Our role is not to create a perception that outpaces reality, but to ensure the market clearly understands the value already being delivered. That is where the ROSHN Group brand is defined most clearly: in the connection between national ambition, everyday experience and the confidence placed in us by customers, partners, investors and stakeholders.
As real estate markets across the GCC and beyond become increasingly competitive, with rising expectations around lifestyle, sustainability, and design, how does ROSHN Group differentiate itself in a way that is durable and difficult to replicate?
ROSHN Group’s differentiation is not based on one project, one design feature or one asset class. It comes from providing a fully integrated lifestyle experience that is much harder to copy: scale, breadth and trust, delivered consistently across our projects in the Kingdom.
Scale gives us the ability to shape places at an unprecedented level. But scale is only meaningful if the experience for residents and visitors remains consistent as the portfolio grows. Brands are ultimately built through repeated, positive experiences, which is why ROSHN Group continues to strengthen planning, project management, supplier relationships, digital capability and operating standards.
Breadth is another advantage. ROSHN Group creates communities and destinations where residential, retail, commercial, logistics and other asset classes work together to support daily life, activate places and create long-term value. That mix takes coordination, patience and the ability to manage many moving parts at once. It is not easy to replicate with land and capital alone. Ultimately, what brings it all together is our human-centric approach, placing people and quality of life at the centre of every destination we create.
As more people experience ROSHN Group’s destinations, the brand becomes more firmly associated with a new way of living. Over time, that reputation becomes an advantage in its own right.
