Disneyland Abu Dhabi: A Masterclass in Diversification and Jurisdictional Strategy

For the first time in 15 years, the Walt Disney Company is building a new resort destination, but it’s not in the United States, Europe, or even Asia – it’s in Abu Dhabi. 

The move, announced in the wake of a strong earnings report, signals a deliberate strategic pivot for the entertainment giant.

It marks Disney’s first foray into the Middle East, a region historically overlooked by multinationals outside the energy and finance sectors.

But this isn’t just about expanding the Magic Kingdom. Disneyland Abu Dhabi is a playbook in corporate diversification, a clear example of one of the world’s biggest brands deciding to go where it’s treated best.

With this decision, Disney is building more than a theme park; it’s laying down a blueprint for how global companies – and global citizens – can reposition themselves for long-term opportunities.

It’s a case study that will be closely watched not only by other multinational companies but also by entrepreneurs, investors, and advisors in the mobility, residency, and investment migration industries.

The takeaway? Just as individuals seek out jurisdictions that offer better access, opportunity and incentives, so do the world’s most powerful companies.

From the US to the UAE

The new resort, set to open in the early 2030s, will be located on Yas Island and become Disney’s seventh global destination. Already a premium entertainment hub, Yas Island is home to SeaWorld Abu Dhabi, Yas Waterworld, and Warner Bros., World. 

The project will be developed and operated by Miral, a local government-backed developer, with Disney Imagineers overseeing the creative design and guest experience.

But this is more than just a real estate deal. Disney’s decision marks a symbolic and strategic expansion into a region that offers what the company increasingly prioritises: access, stability, infrastructure and scale.

By choosing Abu Dhabi, Disney isn’t just entering a new market – it’s redrawing its global map.

According to Disney Experiences Chairman Josh D’Amaro, the resort will be within a four-hour flight of more than five hundred million people.

‘This was never in doubt,’ commented D’Amaro. ‘There was no question that for our seventh resort, this is where it was going to be.’

For many families in India and the broader region, such as North Africa and Central Asia, a trip to Abu Dhabi will be significantly shorter, simpler, and more affordable than travelling to Disney’s existing resorts in Shanghai and Hong Kong, both of which recently experienced a drop in footfall.

Built for the Future

Disney has called the Abu Dhabi park its most technologically advanced resort to date, designed to reflect the city’s future-facing aesthetic. 

The centrepiece will depart from traditional fairytale architecture with early concept art showing a spiralling, crystal-like castle, distinct from the classical designs in Paris or Florida.

It will also be the first Disney resort built directly on a waterfront, with guests able to access scenic views as part of the experience – a unique design element not even seen at Tokyo Disney.

Crucially, the company is also capitalising on its growing investments in immersive gaming and virtual production. Using tools like Unreal Engine, already employed in many Disney films, the company plans to blur the lines between cinema, gameplay, and physical attractions.

‘So that the real-time translation of stories from film, from game, to theme park, it’s right there for our guests to enjoy,’ said D’Amaro. 

‘So we’re very, very bullish on this space, and I think for this part, particularly given how tech-forward it’s going to be, we have a huge opportunity.’

Strategic Diversification in Practice

For global companies, the post-pandemic era has underscored a hard truth: overreliance on a single region, supply chain, or political environment is a strategic risk. 

From pandemic shocks to tariffs, trade wars, and tightening regulations, overexposure to any one jurisdiction can destabilise even the most iconic brands.

Disney’s own performance tells the story. While its US parks have experienced modest fluctuations, its Chinese parks have run into stronger headwinds.

In early 2025, attendance in Shanghai and Hong Kong declined as geopolitical friction and market unpredictability increased, causing overall international park revenues to tumble.

For a company whose parks have arguably been its most important driver – contributing 59% of its 2024 operating income – standing idly by wasn’t an option. The dip in numbers was interpreted as a warning that concentrating revenue in politically sensitive regions creates real vulnerability.

Enter Abu Dhabi, a neutral, forward-facing, and business-friendly jurisdiction. Disney’s decision to build there is more than opportunistic – it’s a calculated hedge against volatility and a clear signal that the company is diversifying both geographically and strategically.

Disney’s pivot is a move that every global entrepreneur and investor should study. Just as portfolio diversification mitigates financial risk, jurisdictional diversification spreads regulatory, operational, and reputational risk. 

The same logic drives high-net-worth individuals to pursue second citizenship, families to distribute assets across multiple countries, and founders to base intellectual property in one jurisdiction while sourcing talent from another.

A Case Study in ‘Jurisdictional Arbitrage’

Disneyland Abu Dhabi is a textbook example of what’s known as ‘jurisdictional arbitrage’. That’s industry shorthand for leveraging the comparative strengths of different countries – tax, regulation, infrastructure, incentives – to gain a global edge.

It’s easy to see what Abu Dhabi brings to the table:

• Visionary infrastructure: Yas Island isn’t just a tourist hotspot – it’s part of a broader national plan to make Abu Dhabi a global hub for entertainment, culture, and technology.
• Stable governance: The UAE offers long-term political stability, fast-track permitting, and a proven ability to execute mega-projects on time and at scale.
• Access to emerging markets: The park’s location positions Disney to tap into India, the Middle East, and Central Asia – markets with growing middle classes and limited proximity to comparable offerings.
• Tech-forward orientation: Disney’s park will be the company’s most technologically advanced yet, incorporating real-time gaming tools like Unreal Engine into attractions and storytelling.

But it’s important to note these advantages aren’t unique to Disney. They’re available to any forward-looking company or investor that chooses to expand or domicile in the right place.

As jurisdictions vie for talent, capital, and innovation, companies – just like people – are beginning to shop for the best deal.

The Bottom Line: Jurisdictions Compete and the Smart Money Moves

Disney’s decision to build its next resort in Abu Dhabi is more than a business expansion – it’s a global signal and a strategic blueprint.

Corporate mobility isn’t new, but it’s accelerating and evolving. The same principles that drive high-net-worth individuals to pursue second citizenships, tax efficiency and cross-border planning now guide the world’s most influential companies.

For international investors, entrepreneurs and their advisors, the lesson is clear: jurisdictional choice is no longer just a lifestyle decision – it’s a core pillar of competitive advantage. 

The need has never been greater to think beyond borders, diversify with purpose, and position both yourself and your business in ecosystems that reward innovation, protect capital, and enable global scalability.

In a world where governments are actively competing for talent, capital, and corporate presence, location strategy has become a critical factor for multinational firms, entrepreneurs, investors and families alike.

Those who move early and with purpose are increasingly shaping the next phase of global business because whether you’re a billionaire, a startup founder, or The Walt Disney Company – everyone goes where they’re treated best.

But this is a complex space, with many options and just as many pitfalls. A single misstep can lead to lost investments, delays or costly legal headaches.

As always, getting the right advice from the start can save you lots of time, money, and unnecessary stress. Rather than relying on local providers with limited perspective, it pays to work with objective international experts who will prioritise aligning your needs and ambitions. 

That’s what sets Nomad Capitalist apart. With hands-on experience across multiple regions, we help clients weigh up the real pros and cons of their preferred destinations, whether that’s Abu Dhabi, Singapore, Latin America, or the EU. 

We’ve helped thousands of entrepreneurs and investors legally reduce taxes, form international companies, and grow wealth offshore. So, remove all the guesswork, skip past the gatekeepers and speed up the entire process by becoming a Nomad Capitalist.