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Twitter: Doubling the Character Limit Will Not Change Our Identity

Twitter Head of Sales for MENA Head of Sales for MENA. Asharq Al-Awsat Ar.
Twitter Head of Sales for MENA Head of Sales for MENA. Asharq Al-Awsat Ar.
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Twitter: Doubling the Character Limit Will Not Change Our Identity

Twitter Head of Sales for MENA Head of Sales for MENA. Asharq Al-Awsat Ar.
Twitter Head of Sales for MENA Head of Sales for MENA. Asharq Al-Awsat Ar.

Last week, Twitter finally granted its users their request and increased the character limit from 140 to 280. This move comes as part of a series of steps the company has been taking to attract more users worldwide. The company beat analysts' expectations for earnings per share in its third quarter before the opening bell, and surpassed revenue estimates. This comes after a period of stagnation in share growth.

The MENA region is vital for the continuation of growth. Twitter became aware of this two years ago, and felt it was necessary to have a physical presence there. From the regional office in Dubai, Benjamen Ampen,Head of Sales for MENA Head of Sales, revealed the company’s plans to expand in the Arab world. Ampen, who spoke to Asharq Al Awsat over the phone, expressed his utmost optimism; Twitter’s future is bright.

He noted that Saudi Arabia is the region’s locomotive and is among Twitter’s top ten markets, worldwide. Ampen also expressed the company’s intent to cater for all of the MENA countries, and expand. In such a youthful demographic, Twitter will thrive, Ampen insisted.

Congratulations on increasing the character limit to 280. Twitter underwent an experiment and the results led to this decision. Can you tell me more?

I’d like to say it is indeed a positive step, especially in the MENA region where most tweets created are in Arabic. Arabic amongst other languages like English, French and Portuguese are concerned about this change. What we have been doing for the past month is running a test on users. Seeing how having access to 280 characters affects their twitter behaviour. What we realised is that users tweeting in one of the languages mentioned were often hitting the limit of 140 characters. In English it was 9% and in Arabic it was 5.4%.

What that means is that we had a significant portion of our users that were trying to express themselves, but were not able to do so. When they hit the 140 word limit, they would either get frustrated and abandon the tweet or spend more time on how to create it rather than flexibly expressing. This new feature made the frustration disappear and that is really exciting for us.

The feature has just gone into effect. What is the feedback so far from tech experts and from users on the platform?

It’s really early, but the result of last month’s experiment was the reason we went through with this amended feature. It is really positive. Something really important to us was making sure it was not hindering the very nature of Twitter that is speed.

Something important to mention here is that when we did this test, we noticed that only 5 percent of the tweets were longer than 140 characters, and only 2 percent were  longer than 190. So in reality, Twitter’s character is not changing, it has just made life easier when it is necessary.

An article published by a tech expert in a British newspaper said: “plenty of people have pointed out that they would prefer twitter to be focusing on other things; better policing of harassment and harassers, an edit function, addressing white nationalists, addressing the use of bots and sock pocket accounts to sway the political process, addressing the growing use of the platform as a replacement for more considered diplomatic channels”. How would you respond to that?

I am happy you mentioned all of this, because within this statement lies a set of our key priorities. When you are talking about views, combating extremism on the platform, these have come even before we launched this new change. Early this year, we have been talking about the focus on the views and the changes we have been announcing in terms of combating spam and extremist or racist content.

Over the past year and a half, we have been suppressing hundreds of thousands of tweets and accounts linked to terrorism. I cannot comment on this article specifically, but what we are sure of is that the announcement made last night was to improve the user’s product. It comes after things that are a priority like combating abuse and behaviour that doesn’t expect the rules of the platform.

Past reports have illustrated that Twitter has reached a point of stagnation in growth, and is not yielding earnings, but the latest report has noted that things have taken a turn. Is twitter finally getting back on track?

Two weeks ago we announced our earnings. The summary was that it was a good quarter for us. Growth was broad based and from different areas. We have witnessed more user engagement for example. In fact, this is the fourth quarter in a row we record and increase in daily active users. In terms of growth; this quarter was 14% percent.We have 330 million active users on the platform. When  it comes to revenue, now we have a revenue of 590 million. We are showing the result of the improvements Twitter is witnessing. We are now focusing on video too. We are definitely on the right track.

Let us talk about MENA users. Gulf mainly, has it been witnessing further growth? and how are you trying to attract users from regions other than Gulf?

MENA is a very important region for Twitter. This is a region that is growing in terms of users and revenue. This is a region where we have a country, Saudi Arabia, that is really the locomotive of the region. Saudi on its own is among our top ten markets globally. The reason behind that is that you have a population that is young, equipped and when you go back to what the essence of Twitter is, it is about what is happening. Like an echoing of a game between Al Hilal and Al Nasr in Saudi, or when Sheikh Mohammad is announcing the reshuffling of his cabinet on Twitter. This is a region that is really rich in terms of events, population, and an interest to share. And on the business side, we have very good representation of clients from the international brands to the local partners we are working with like “al mosafer” and “kareem” and plenty others. That makes it very useful on the users side and on the revenue side.

What is the next step and challenge you have for the MENA region?

We opened the MENA headquarters in Dubai only two years ago. In two years, we made sure to focus our efforts on Saudi and the UAE as the drivers for the region’s market. However, the region is wider; we have to spend time in Egypt in the countries of the Levant, in North Africa. We need to understand the audiences in each country, and the existing and potential users to provide to them the best platform possible. Each country of the region is special. 

For some social users, Facebook is seen as the tool to keep in touch with friends and family, Instagram is to share and browse moments presented in pictures. What is Twitter’s brand and core essence?

Twitter is what is happening and what people are talking about. We talk about a platform that is used to keep in touch with who you went to school with, Twitter is the people you wish you had been to school with.

You go to Twitter based on your interests. It can be official words, as we world leaders on Twitter, but it can also be your words and your thoughts. It’s for everyone.

You joined the Twitter family 5 years ago. Back then, did you expect that Twitter would replace press conferences, and would be a tool for President Donald Trump to lead the agenda of the most powerful country in the world?

I have never been more excited about the future of our company as I am today. We have a really clear focus on what we are going to do next. The team is exceptional. I think that we have managed to build a real business. It will be difficult to imagine a world without Twitter. It is just testament to the work the team has been doing. Twitter is about connecting people, among them are world leaders. More than 82% of world leaders are on Twitter today.

It is a great deal to verify a Twitter account, and has certainly helped me in my career, but members of the Twitter family do not get blue ticks. Why is that so?

That is a rule that we have. When it comes to verification we have a clear process and we made it public last year for everyone through a form. But as for users from the twitter family, we want to make sure that it is separate from operations and business we do in each country. 

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Interviews

Bin Habrish to Asharq Al-Awsat: Hadhramaut on Threshold of New Era

Sheikh Amr bin Habrish, First Deputy Governor of Hadhramaut (Asharq Al-Awsat)
Sheikh Amr bin Habrish, First Deputy Governor of Hadhramaut (Asharq Al-Awsat)
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Bin Habrish to Asharq Al-Awsat: Hadhramaut on Threshold of New Era

Sheikh Amr bin Habrish, First Deputy Governor of Hadhramaut (Asharq Al-Awsat)
Sheikh Amr bin Habrish, First Deputy Governor of Hadhramaut (Asharq Al-Awsat)

After nearly 500 days spent in the mountains and highlands, Sheikh Amr bin Habrish, First Deputy Governor of Hadhramaut and commander of the Hadhramaut Protection Forces, has returned to the provincial capital, Mukalla, declaring what he described as the beginning of a “new phase” that will shape a different future for Yemen’s largest eastern governorate.

In an interview with Asharq Al-Awsat from his residence overlooking the Arabian Sea, Bin Habrish said Hadhramaut is currently experiencing “a state of stability and reassurance,” which he attributed to the steadfastness of its people and to Saudi support and intervention that came “at the right time.”

He said the current ambition is to build a state based on institutions under which all citizens are united, while preserving Hadhramaut’s distinct character. Bin Habrish also affirmed his commitment to integrating the Hadhramaut Protection Forces into “fair” state institutions.

Addressing security concerns, he described terrorism as “manufactured” and said it has no social base in Hadhramaut. He accused external powers and local actors of exploiting it for their own agendas, while stressing readiness to confront terrorism in all its forms.

Bin Habrish offered his account of the recent handover of military camps led by the Nation’s Shield Forces, saying the achievements were made possible by the resistance of Hadhramaut’s people on their own land, and by Saudi support and what he called the Kingdom’s “honest and decisive” stance at a critical moment.

He said this outcome would not have been possible without the “genuine bond” between Hadhramaut’s society and Saudi Arabia, adding that this relationship has helped restore security and stability to Mukalla after what he described as unnecessary turmoil.

“We were not satisfied with the arrival of forces and the internal conflict and fighting that followed,” he said, adding that some parties felt emboldened and left no room for dialogue.

He accused the Southern Transitional Council of deploying its forces and “fully occupying the governorate,” stressing that Hadhramaut belongs to its people and that any mistake should have been addressed locally, not imposed by force. “We were compelled to resist,” he said, citing home raids and pursuits as “wrong and unjustified.”

Open Channels with Saudi Arabia

Bin Habrish credited Saudi Arabia’s leadership — King Salman bin Abdulaziz, Crown Prince Mohammed bin Salman, Defense Minister Prince Khalid bin Salman, along with the Special Committee and the Joint Forces Command — for Hadhramaut’s current stability.

He said coordination with the Kingdom takes place “at the highest levels,” with open channels and no barriers, praising Saudi intentions and expressing deep appreciation for its support.

A New Era

Bin Habrish said Hadhramaut is entering a new era rooted in its traditions of peace, wisdom, and culture. He reiterated calls for self-rule based on historical grounds, describing it as the minimum requirement for enabling Hadhramaut to build its institutions and deliver services.

He urged unity, mutual compromise, and prioritizing the governorate’s interests, saying: “We forgive and open a new page. We are not seeking revenge. What matters is that Hadhramaut remains at the center of decision-making. Without it, there can be no development.”

Interviews

President of Madagascar to Asharq Al-Awsat: Three-Pillar Economic Plan to Revive the Country

President of Madagascar Michael Randrianirina (Presidency)
President of Madagascar Michael Randrianirina (Presidency)
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President of Madagascar to Asharq Al-Awsat: Three-Pillar Economic Plan to Revive the Country

President of Madagascar Michael Randrianirina (Presidency)
President of Madagascar Michael Randrianirina (Presidency)

President of Madagascar Michael Randrianirina said his country views Saudi Arabia as its “main partner” in the phase of “refoundation” and in building a new development model, revealing to Asharq Al-Awsat a three-pillar economic plan aimed at restoring political and institutional stability, activating structural sectors, and improving the business environment to attract investment, with a focus on cooperation in mining and natural resources, including rare minerals.

In his first interview with an Arab newspaper since assuming office in October, Randrianirina said in remarks delivered via Zoom from his presidential office that Madagascar “possesses real potential in energy, agriculture, mining, tourism, and human capital,” stressing that driving national revival requires consolidating institutional stability and building balanced partnerships with countries such as Saudi Arabia in order to translate potential into tangible outcomes for citizens and youth.

Three-Pillar Economic Plan

The president explained that his plan is based on three main pillars. The first focuses on restoring political and institutional stability through a clear transitional roadmap, the establishment of an executive body to manage and review projects, and the formation of a supporting committee to ensure an orderly and transparent transition.

The second pillar centers on investment in structural sectors, including energy, ports, digital transformation, health, and mining, in partnership with Saudi Arabia and other partners, with the aim of removing the main obstacles to economic revival.

The third pillar, he said, targets creating an attractive environment for investors by improving the business climate, strengthening public-private partnerships, activating special economic zones, and leveraging regional frameworks such as the African Continental Free Trade Area (AfCFTA) and the Southern African Development Community (SADC) to open broader African markets through Madagascar.

Strategic Partnership and “Investment-Ready” Projects

On plans to enhance economic, investment, and trade cooperation between Saudi Arabia and Madagascar, Randrianirina said his objective is to build a long-term strategic partnership within a clear institutional framework and through flagship projects with tangible impact for both countries.

He proposed the creation of a joint Madagascar–Saudi investment body, to be known as “OIMS,” to coordinate and finance projects in energy, ports, health, digital governance, mining, agriculture, and tourism. He noted that Madagascar is simultaneously preparing a package of investment-ready projects aligned with Saudi Vision 2030 and Africa’s regional integration, in order to provide organized and secure opportunities for Saudi capital and expertise.

Saudi Arabia as the “Main Partner”

Randrianirina emphasized that Madagascar considers Saudi Arabia a key partner in priority sectors. In energy and refining, he said the country plans to establish a national oil refinery, supply fuel directly from the Kingdom, and jointly develop heavy oil resources in western Madagascar.

In ports and logistics, he pointed to efforts to modernize and expand the ports of Toliara and Mahajanga to position Madagascar as a logistics and energy hub in the Indian Ocean.

Regarding digital transformation and secure governance, he said Madagascar aims to launch a secure national digital platform for public administration and security, drawing on Saudi experience.

He also highlighted mining and natural resources, including rare minerals, as a cornerstone of cooperation, with the goal of improving valuation and ensuring traceability of Malagasy gold and other mineral resources in a transparent and mutually beneficial manner. He further expressed interest in the health sector, proposing the establishment of a royal health complex in Antananarivo, followed by a gradual expansion of similar facilities in other regions.

Planned Visit to Riyadh

The President said Madagascar is working with Saudi authorities to arrange an official visit in the near future, with the date to be determined in coordination with the Kingdom.

He described the visit as an important opportunity to meet and engage with Crown Prince Mohammed bin Salman, noting that Vision 2030 has brought about a qualitative transformation in the Kingdom’s image and economic trajectory. He said Saudi Arabia has strengthened its role as a major player in economic modernization, energy diversification, digital transformation, and global investment, while maintaining its central role in the Arab and Islamic worlds.

He added that the reforms and major projects achieved under the vision are a source of inspiration for Madagascar’s refoundation efforts, expressing a desire to benefit from the Saudi experience in areas including energy, infrastructure, digital transformation, health, and natural resource development.

The president said he hopes the visit will include meetings with the Custodian of the Two Holy Mosques King Salman bin Abdulaziz and Crown Prince Mohammed bin Salman, as well as sectoral meetings covering energy, ports, digital transformation, health, mining, defense and security, trade, culture, and sports, alongside discussions on establishing the joint investment body.

Historical Links with the Arab World

Randrianirina noted that Madagascar had historical links with the Arab world prior to the arrival of Western powers, explaining that Arab sailors, traders, and scholars reached its coasts and left their mark on certain languages, place names, and customs.

Three Major Challenges

The president acknowledged three main challenges facing his country: poverty and food insecurity, lack of infrastructure, and weak institutions. He said a large segment of the population still lives in poverty and that food security is not guaranteed in several regions, stressing that addressing these challenges requires investment in agriculture and rural infrastructure and the search for partners to support sustainable value chains that improve farmers’ incomes.

On infrastructure, he said the capacity of the energy and port sectors remains insufficient, hindering growth and trade, noting that upcoming discussions with Saudi Arabia focus on projects such as the refinery, heavy oil development, the ports of Toliara and Mahajanga, and digital infrastructure. He added that repeated crises have weakened institutions, and that his government is working to strengthen the rule of law, anti-corruption mechanisms, and public investment governance through independent oversight and transparent reporting to restore trust.

Combating Corruption

The President said financial corruption is a serious problem in Madagascar as it undermines public trust and diverts resources away from development. He explained that the anti-corruption strategy is based on three levels: establishing an executive body with clear procedures, independent audits, and periodic reporting; using digitalization to improve traceability and reduce misuse; and strengthening anti-corruption bodies while supporting judicial independence.

When asked about allegations of financial corruption linked to the previous leadership, he said his focus is on institutions rather than personal accusations, stressing that addressing any allegations falls under the jurisdiction of the competent judicial and oversight bodies, which must be protected from political interference and allowed to operate in accordance with the law and due process.

Duty to the Country and Its Youth

The president concluded by saying that he assumed office out of a sense of duty toward the country and its youth, noting that young people represent a significant demographic weight in Madagascar and are demanding change, dignity, and a better future through jobs, education, stability, and opportunities within their own country.

 

Interviews

Microsoft President: Saudi Arabia is Moving from Exporting Oil to Exporting Artificial Intelligence

Naim Yazbeck, President of Microsoft for the Middle East and Africa (Microsoft) 
Naim Yazbeck, President of Microsoft for the Middle East and Africa (Microsoft) 
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Microsoft President: Saudi Arabia is Moving from Exporting Oil to Exporting Artificial Intelligence

Naim Yazbeck, President of Microsoft for the Middle East and Africa (Microsoft) 
Naim Yazbeck, President of Microsoft for the Middle East and Africa (Microsoft) 

As Saudi Arabia accelerates its national transformation under Vision 2030, the region’s technology landscape is undergoing a decisive shift. For the first time, “the region is not merely participating in a global transformation, it is clearly leading it,” said Naim Yazbeck, President of Microsoft for the Middle East and Africa, in an interview with Asharq Al-Awsat.

Yazbeck argued that Saudi Arabia now stands at the forefront of what he called “a historic turning point not seen in the past century,” defined by sovereign cloud infrastructure, artificial intelligence, and national innovation capabilities.

He noted that Saudi Arabia’s rapid progress is driven by clear political will, explaining that the state is not simply modernizing infrastructure, but views AI as a strategic pillar comparable to the historical role of oil. While oil underpinned the economy for decades, AI has emerged as the new resource on which the Kingdom is staking its economic future.

According to Yazbeck, the recent visit of Crown Prince and Prime Minister Mohammed bin Salman to the United States underscored this shift, with AI and advanced technologies taking center stage in discussions, reflecting Saudi Arabia’s intent to build a globally influential knowledge economy.

This direction marks the start of a new phase in which the Kingdom is no longer a consumer of imported AI technologies but a developer of local capabilities and a producer of exportable knowledge, strengthening technological sovereignty and laying the foundation for an innovation-driven economy.

A Distinctive Tech Market

Yazbeck stressed that the regional landscape, especially in Saudi Arabia, is witnessing an unprecedented shift. Gulf countries are not only deploying AI but also developing and exporting it. The Kingdom is building advanced infrastructure capable of running large-scale models and providing massive computing power, positioning it for the first time as a participant in global innovation rather than a mere technology importer.

He pointed to a common sentiment he encountered in recent meetings across Riyadh’s ministries, regulatory bodies, national institutions, and global companies: “Everyone wants to be ahead of AI, not behind it.” Ambition has translated into action through revised budgets, higher targets, and faster project timelines.

He added that Saudi institutions now demand the highest standards of data sovereignty, especially in sensitive financial, health, and education sectors. The regulatory environment is evolving rapidly; Saudi Arabia has modernized its cybersecurity, data governance, cloud, and AI frameworks faster than many countries worldwide, turning regulatory agility into a competitive asset.

Yazbeck emphasized that success is not measured by the number of AI projects but by their alignment with national priorities, productivity, healthcare, education, and cybersecurity, rather than superficial, publicity-driven initiatives.

The ‘Return on Investment’ Equation

According to the Microsoft official, building an AI-driven economy requires more than advanced data centers. It begins with long-term planning for energy production and the expansion of connectivity networks. He further said that running large models demands enormous electrical capacity and long-term stability, which the Kingdom is addressing through strategic investments in renewable energy and telecommunications.

Yazbeck said return on investment is a central question. Nationally, ROI is measured through economic growth, job creation, higher productivity, enhanced innovation, and stronger global standing. At the institutional level, tangible results are already emerging: with tools such as Copilot, employees are working faster and with higher quality, shedding routine tasks and redirecting time toward innovation. The next phase, he added, will unlock new business models, improved customer experiences, streamlined operations, and higher efficiency across sectors.

Sovereignty and Security

Digital sovereignty is now indispensable, Yazbeck said. Saudi Arabia requires cloud providers to meet the highest accreditation standards to host sensitive national systems, which are criteria Microsoft is working to fulfill ahead of launch. Once the new cloud regions in Dammam go live, they will become part of the Kingdom’s sovereign infrastructure, requiring maximum protection.

Microsoft invests billions annually in cybersecurity and has repelled unprecedented cyberattacks, an indicator of the threats national infrastructure faces. The company offers a suite of sovereign cloud solutions, data-classification tools, and hybrid options that allow flexible operation and expansion. Yazbeck noted that sovereignty is not a single concept but a spectrum that includes data protection, regulatory control, and local hosting all play critical roles.

Data: The Next Source of Advantage

Yazbeck identified data as the decisive factor in AI success. He warned that any model built on unclean data becomes a source of hallucinations. Thus, national strategy begins with assessing the readiness of Saudi Arabia’s data landscape.

He revealed that the Kingdom, working with SDAIA, the Ministry of Communications, and national companies, is constructing a vast, high-quality data ecosystem, laying the groundwork for competitive Arabic language models.

He also called for a robust framework for responsible AI, saying that speed alone is not enough. He stressed that safe and trustworthy use must be built from the start, noting that Microsoft is collaborating with national bodies to craft policies that prevent misuse, protect data, and ensure fairness and transparency.

Skills: A National Advantage

Human capability is the true engine of national power; Yazbeck underlined, pointing that infrastructure means little without talent to run and advance it. He stated that Saudi youth represent the Kingdom’s greatest competitive advantage.

Microsoft has trained more than one million Saudis over the past two years through programs with SDAIA, the Ministry of Communications, the Ministry of Education, and the MISK Foundation. Its joint AI Academy has graduated thousands of students from over 40 universities, and it has launched broad programs to train teachers on AI tools in education.