Having just returned to Libya, it didn’t take long for the familiar rhythm of the country to remind us why timing, local understanding, and strong relationships are everything here. With Eid just around the corner, we’ve been reflecting—not just on our own next steps, but also on how we and our international partners can make the most of this important moment.

And since we’ve gathered our thoughts (finally!), we thought: why not share them?

As everyone working in or around Libya knows, things tend to slow down during Ramadan, then shift gears rapidly after Eid. It’s a kind of reset button—but with more coffee and renewed ambition. Our advice? Let’s all use this window wisely.

We’re recommending that both our internal teams and our international partners take this opportunity to get proposals, quotes, and agreements polished and ready. The post-Eid period isn’t just business as usual—it’s a prime time for decision-making, new initiatives, and those all-important face-to-face meetings that really move things forward.

Libya’s oil and gas sector might grab the headlines, but as we keep saying to anyone who’ll listen, the real opportunities are often just off the beaten track: infrastructure, healthcare, power, logistics, and tech are all seeing increased demand. Yes, the regulatory landscape can be tricky, but let’s not forget—Libya relies heavily on imported goods and services, and that’s where international companies can also genuinely add value.

We’re encouraging our partners to think locally—tailoring their offering to address real and present needs: reliable power, better healthcare systems, job creation. And stay light on your feet—things can change quickly, and agility is a real asset here.

We count ourselves lucky to have some exceptional local partners. They’ve helped us navigate more than just red tape—they’ve helped us understand people, priorities, and the unspoken rules of doing business here. But we also know that we all do better when our international partners build these relationships too.

There’s so much more to bring to the table than capital. Companies that offer training, tech, and long-term systems help build trust—and build something that lasts.

Yes, Libya is stabilising. But let’s not gloss over the fact that there are still challenges—bureaucratic delays, political divisions, and occasional security concerns in certain areas. That’s why we’ll continue working closely with our partners to help mitigate risk—through local insight, solid representation, and the right legal, logistical, and operational advice.

We’re also committed to encouraging joint ventures and the creation of Libya-based structures that allow for a real, rooted presence on the ground.

One thing we all know: business in Libya is personal. People work with people they trust. That’s why we’re gearing up for post-Eid with a renewed focus on connection—because this is a moment when many are open to new ideas and partnerships.

We never forget that showing respect for religious and cultural traditions isn’t just good manners—it’s good business!

Despite its potential, Libya remains underserved in marketing and corporate communications. We’re encouraging our partners to invest in Arabic-language materials, to localise their presence, and to be visible—at trade shows, events, and beyond. Commitment speaks volumes, and in Libya, people can tell who’s here for the long haul.

Job creation, training, and capacity building mean everything in a country still rebuilding. Proposals that include these elements tend to go a long way—not just with government stakeholders, but with communities too.

THE POST-EID PERIOD OFFERS SOMETHING QUITE SPECIAL: FRESH ENERGY, BUDGET RELEASES, AND A COLLECTIVE PUSH TO GET THINGS MOVING. FOR THOSE READY TO ACT WITH CULTURAL INTELLIGENCE, STRONG PARTNERSHIPS, AND A BIT OF PATIENCE, LIBYA PRESENTS SERIOUS OPPORTUNITIES.

As always, we’re here to help our partners make the most of that.