an institutional origin
Maqar was established with a clear understanding: lifestyle management, at its highest level, cannot be improvised. It requires structure, reach, and a long-term institutional mindset.
Founded as the first homegrown Arab lifestyle management firm in West Asia and North Africa, Maqar was built to operate quietly across borders, disciplines, and expectations. From its inception, the company was designed not as a service intermediary, but as a central operating platform — capable of managing complexity for both corporations and private individuals with equal discipline.
Maqar’s work exists at the intersection of corporate requirements and private lives. This duality is not coincidental. It reflects an understanding that modern institutions and modern individuals operate within overlapping realities, where discretion, continuity, and control are essential.
The company’s expansion has been deliberate. Growth at Maqar is measured not by visibility, but by capability — by the strength of its networks, the reliability of its systems, and its ability to execute without explanation.
Access to Maqar has never been broad by design. The firm operates on trust accumulated over time, relationships built through consistency, and standards that do not require justification.
Maqar maintains presence where permanence matters.
Maqar operates on three non-negotiable principles:
Trust, Access, and Discretion.
Trust is never assumed and never accelerated; it is earned through consistency, accountability, and the ability to perform without error over time. It forms the foundation of every relationship the firm maintains, whether corporate or private.
Access follows trust. It is not offered broadly, nor is it promoted. Maqar extends access through established authority, long-standing networks, and direct control of outcomes. The value of access lies not in its reach, but in its precision — knowing when, where, and for whom it is exercised.
Discretion governs all operations. It is embedded into structure, decision-making, and execution. Information is contained, visibility is limited, and presence is measured. At Maqar, discretion is not a practice layered onto the work; it is the condition under which the work exists.
our philosophy
Maqar was not built as a service-led organisation.
It was built as an operating institution.
While most firms respond to requests, Maqar governs outcomes. Its model prioritises long-term control over short-term delivery, allowing the firm to operate across corporate and private domains without fragmentation or compromise.
The firm’s distinction lies in structure rather than scope. Maqar maintains authority over its networks, partners, and execution environments, enabling consistent performance across borders, sectors, and levels of complexity. This control eliminates dependency, reduces exposure, and preserves discretion.
Selectivity is not a positioning choice. It is a structural requirement. Capacity is finite, alignment is essential, and standards are non-negotiable.
Maqar does not seek relevance. It sustains it.
the maqar standard
membership structure
Maqar operates through two distinct membership structures, each designed to address a different scale of complexity. While their applications differ, both are governed by the same institutional standards, operating principles, and expectations of discretion.
corporate
Designed for organisations, institutions, and companies operating across jurisdictions and sectors. Corporate Membership supports executive leadership, key personnel, and organisational requirements that extend beyond conventional corporate services.
private
Structured for private individuals operating at decision-making level, including founders, principals, and senior leadership. Private Membership addresses personal, familial, and lifestyle requirements with the same governance, continuity, and control applied at institutional level.