Mohammed Husary, Founder & CEO of VIWELL, headline partner of the Wellbeing at Work Summit Middle East 2026, speaks with official media partner Muscat Daily about the event to be held in Muscat on Tuesday, January 27 at the Omantel HQ
Mohammed Husary, who founded VIWELL to help educate, motivate and support people to live an optimal balanced life, is a speaker at the Wellbeing at Work Summits in January in Cairo, Riyadh, Muscat and Dubai. He will speak on various topics, including employee wellbeing, burnout and neurodiversity in the workplace. He looks forward to fruitful discussions with industry peers and learning from each other.
Log on to Wellbeing at Work Summit Middle East 2026 – Muscat to book a delegate pass. Enter the code MARK50 at the checkout to receive a special Muscat Daily reader discount of 50%.
As a leader based in the region, what are the main challenges you are facing when it comes to employee wellbeing and mental health?
One of the main challenges we face around employee wellbeing and mental health in this region is breaking the stigma around mental health concerns. Despite significant progress in recent years, cultural perceptions often make it difficult for employees to openly discuss their mental health without fear of being judged. This creates a barrier to early intervention and support, and individuals keeping their feelings bottled in only makes things worse in the future.
Another challenge is awareness and education. Many organisations still view wellbeing as a ‘nice-to-have’ rather than a strategic priority, so we need to continuously advocate for its business impact – on productivity, retention and overall performance. VIWELL aims to create healthier workplaces, which results in healthier businesses.
Finally, accessibility and personalisation are key hurdles. Diverse workforces mean diverse needs, and providing solutions that are culturally sensitive, scalable and tailored to individuals is complex. At VIWELL, we’re addressing these by leveraging technology and data-driven insights to create inclusive wellbeing programmes that resonate with employees across different backgrounds.
What strategies have you seen developing over the past six months, both internally and externally, that are moving the dial on wellbeing in the workplace?
Over the past six months, we’ve seen some encouraging strategies gaining traction both internally and across the region. Internally, there’s been a strong push towards data-driven wellbeing programmes, which involves using analytics to understand stress patterns, engagement levels and burnout risks. This allows us to personalise interventions rather than applying a one-size-fits-all approach. We embrace a holistic wellbeing framework that goes beyond physical health to include mental, emotional and even financial wellbeing.
Externally, I’ve seen growth in the integration of digital wellbeing platforms and AI-driven tools that make support accessible anytime, anywhere. This is particularly important in hybrid and remote work environments where traditional in-office wellbeing initiatives don’t reach everyone. We’re also seeing a rise in manager training programmes focused on empathetic leadership and mental health literacy, which is critical because managers are often the first line of support.
Finally, there’s a growing emphasis on creating psychologically safe workplaces, where employees feel comfortable speaking up about stress or mental health challenges without stigma and fear of judgement. This cultural shift is slow but significant, and it’s moving the dial in a meaningful way.
Why is employee wellbeing so important to you personally?
I have seen firsthand how employee wellbeing impacts not just performance, but people’s lives. In this region, work makes up a very large part of an individual’s life, and when their wellbeing is neglected, it affects their families, communities and the organisations they are part of.
I believe our people’s wellness is our responsibility. As business leaders, we have the privilege – and the obligation – to create environments where people don’t just survive but thrive. When employees feel supported mentally and physically, they bring their best selves to work, and that creates a ripple effect of positivity and productivity.
On a personal level, I’ve experienced moments where stress and burnout were real challenges, and I know how transformative the right support can be. That’s why I’m passionate about removing the stigma on talking about mental health and making wellbeing more accessible by embedding it into the DNA of every organisation.
What impact is AI having in your organisation and how are you managing that?
AI is having a profound impact on how we approach employee wellbeing at VIWELL. Traditionally, wellbeing programmes were reactive and generic. Today, AI enables us to deliver personalised, proactive solutions by analysing data from engagement tools and integrating into ERP platforms. This integration allows us to use predictive analytics to identify stress patterns, predict burnout risks, and recommend tailored interventions before issues escalate. This is the next era of employee wellbeing.
Additionally, integrating into ERP platforms creates a unified ecosystem where wellbeing is not an isolated initiative but embedded into daily workflows. This means organisations can link wellbeing to business metrics such as productivity and retention, making wellbeing a measurable strategic priority.
Managing this transformation requires a balanced approach. We emphasise ethical AI practices to ensure data privacy, transparency and cultural sensitivity. AI is a powerful tool, but it’s not a substitute for human empathy. We use AI to empower leaders and employees with actionable insights while maintaining trust and human connection.
Other than AI, are there any challenges that you are seeing for the first time and how are you addressing these?
Beyond AI, one of the most pressing challenges we’re seeing for the first time is the fragmentation of wellbeing needs in a highly diverse workforce. Many organisations have their workforce distributed not just across multiple geographical regions, but also across a wide range of generations – from Baby Boomers to Gen Z.
Employees today expect wellbeing programmes that are not only comprehensive but also personalised to their cultural, generational and lifestyle preferences. This complexity makes it harder for organisations to deliver a unified experience.
Additionally, there are new financial and social wellbeing concerns on the rise. Increasing economic uncertainty and remote work have amplified stress around financial security and isolation. We’ve expanded our programmes to include financial literacy resources and community-building initiatives to foster connection and resilience.
Our approach is to stay agile by listening to employees, leveraging data insights, and creating holistic solutions that align with organisational goals while respecting cultural nuances.
What areas do you think employers should be focused on over the next 12 months?
Over the next 12 months, employers should focus on three critical areas:
Holistic wellbeing integration
Wellbeing can no longer be a standalone initiative. It needs to be embedded into business strategy and daily workflows. Employers should integrate wellbeing into their ERP and HR systems, so it becomes part of performance management, engagement, and productivity metrics and not just an optional add-on.
Mental health and psychological safety
The stigma around mental health is still a major barrier in many regions. Employers must create psychologically safe environments where employees feel comfortable speaking up about stress and burnout. This means training managers in empathetic leadership and mental health literacy.
Personalisation and inclusivity
One-size-fits-all programmes are outdated. There is rising demand for personalised wellbeing experiences that reflect employees’ unique needs across different areas of life. Employers should leverage data and technology to deliver tailored solutions while ensuring inclusivity across diverse workforces.
Do you feel that investment in employee wellbeing in the region is increasing or decreasing, and is that a direct reflection on HR leaders’ increasing ability to demonstrate effective returns of their strategies to leadership?
Investment in employee wellbeing in the Middle East is increasing, especially in the UAE and GCC, where most organisations plan to raise budgets in 2026. This growth reflects HR leaders’ ability to demonstrate ROI by linking wellbeing to productivity, engagement and retention. Adequate data plays an important role in this, enabling predictive insights and KPI tracking that resonate with leadership. There is also a shift towards human performance metrics, reinforcing wellbeing as a strategic priority. While budget pressures remain, initiatives that prove measurable impact on business outcomes will continue to secure investment.
How has your organisation been leading the way?
VIWELL is leading the way in workplace wellness through a data-driven, integrated approach. Our platform combines science-based programmes that ensure wellbeing is embedded into daily workflows through ERP and HR system integration. We harness AI-powered insights and nudges to predict burnout risks and personalise support, while offering a localised content library across six wellbeing pillars: mental, physical, financial, social, nutritional and professional. Employers benefit from real-time analytics and ROI dashboards, demonstrating the clear link between wellbeing and KPIs like engagement, productivity and retention. Additionally, VIWELL fosters engagement through gamified challenges, community events and rewards, creating a culture of wellbeing that is measurable, scalable, and culturally sensitive.
