Ishraq Hospitality’s Joseph Karam talks Competitive Advantage
In Practice
Getting it Right…
ME Consultant spoke to Versatile International’s CEO, Marco Fahd, about project management, the rise of sustainability - and solving challenges with advanced AI…
Close-up
“Building Richer Stories”
For more than three decades, Hospitality has been one of the major sources of income for the GCC economies – and it’s also given rise to touchstone developments in architecture, bespoke user experiences and brand differentiation. To get an inside-track view of current trends and dynamics, ME Consultant spoke with Joseph Karam, COO, Ishraq Hospitality
Close-up
“From Compliance to Leadership”
At a time when the quest for Sustainability is becoming an organisational imperative, what are the strategic advantages that a specialist consultancy can bring to the mix? ME Consultant spoke to +impact’s Associate Partner - Sustainability and Head of Climatize, Engi Jaber…
Beyond the Office Tour
Emma Jordaan, CEO, Infinite Consulting, advocates for induction programmes that, at last, put the role of Cultural Intelligence front and centre…
In
Smart Cities: Where Life can Thrive
There’s a good deal of rhetoric around the idea of smart cities, but when exactly can these visions turn into a new reality, and what are the critical challenges for urban planners to address? To get the answers, ME Consultant spoke to two expert specialists, JLL’s Dr. Matthew Marson and Michael Ewert
Experts
The C-Suite Report: Part Two
In this, the second of three serialised reviews of the C-Suite Report, we discover whether the eight industry champions taking part in the elite discussion believe that the days of the niche, specialised business are numbered…
All that Sparkles: The Hazards of Glint and Glare…
Kai Frolic, from UK-based glass specialists Pager Power, looks at key strategies for minimising these persistant glint and glare risks…
In quest of the truly Smart city
One of the most exhaustively-discussed topics in just about every conference in the GCC is the ever-growing significance of AI. From a Construction standpoint, the obvious development of this theme is the idea of a truly Smart city.
Indeed, everyone’s very much aware that there’s a good deal of rhetoric around the idea of Smart cities, with all their abundant tech and empathy with bespoke lifestyle choices. But the obvious question remains: when exactly can these visions turn into a new reality, and what are the critical challenges for urban planners to address?
To get the answers, ME Consultant spoke to two expert specialists, Dr. Matthew Marson, Managing Director, EMEA Technology Advisory at JLL, and Michael Ewert, Global Head of Advisory Services, JLL Technologies - and I strongly urge all of you to read the extraordinary answers they provided in this issue’s feature interview.
For example, they make the very telling point that creating a Smart city from scratch is
easier said than done. Because while it may be possible to create a ‘digital spine’ that’s more far-reaching than anything we see in existing cities, that paradigm is very far removed from constituting a liveable environment - which requires neighbourhoods with different characteristics and personalities, and an understanding that urban communities need to be the ‘same but different’.
Similarly, the infrastructure network needs to be leaps and bounds more immediate, bespoke and flexible than anything we see in cities today; and while the pure technology exists to do this, there’s typically been strong resistance to the widespread adoption of ‘next step’ solutions, such as autonomous vehicles.
All in all, in creating the truly Smart city, the question remains not so much ‘is the technology ready?’, but rather, ‘are WE ready to make the mindset leap required?’ When we are, the Smart city can truly offer a new dimension of living…
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CELEBR AT E YEAR S
A R CHI TECTU R A L i nno v a ti o n
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G LO B AL r ec o g n itio n
I N O VE R 2500+ P R O JE C T S
PROPERTY
Realty launches new mixed-use development
INDUSTRY
ACCIONA Living & Culture completes the design and execution of Pathway to Peace exhibition
CONSTRUCTION
UAQ FTZ and Dubai Land Department sign Landmark Agreement
PROPERTY
Modon launches first townhouses on Hudayriyat Island at Nawayef Village
INFRASTRUCTURE
Saudi’s Roads General Authority updates design guidelines for roundabouts
Sobha
OPINION: Why is Disney building its first park in 15 years in Abu Dhabi?
PROPERTY
Luxe Developers sees increased demand for premium residences with co-working spaces
Research has shown a surge in demand for co-working spaces across the UAE, the market is projected to grow by 43% by 2029
INFRASTRUCTURE
AECOM extends collaboration with Saudi Arabia’s Ministry of Sports
AECOM Hunt will serve as a key consulting partner in the stadium’s transformation and brings extensive expertise managing the construction of sports and entertainment venues
TECHNOLOGY
IMKAN partners with Saal.ai to revolutionise UAE real estate
The collaboration will deliver smarter, faster, and more sustainable living experiences by empowering developers to design intelligently, streamline operations, and make evidence-based decisions
CONSTRUCTION
The Misk Heritage Museum announces start of construction
Upon opening, the museum will showcase a conservation laboratory dedicated to restoring and preserving heritage artifacts and artworks
SUATAINABILITY
Mace survey shows global climate response is largely theoretical
The survey spanning 14 sectors such as architecture and engineering, residential real estate and infrastructure, aimed to gain insights into how asset managers are addressing the global climate challenge
completes phase
Waterfront Development
“Building Richer Stories”
For more than three decades, Hospitality has been one of the major sources of income for the GCC economies – and it’s also given rise to touchstone developments in architecture, bespoke user experiences and brand differentiation. To get an inside-track view of current trends and dynamics, ME Consultant spoke with Joseph Karam, COO, Ishraq Hospitality
The Hospitality sector has enjoyed extraordinary success in the UAE and across the wider GCC; what do you see as the main current trends impacting the industry here in the region?
“The region is moving decisively from “building more rooms” to “building richer stories.” 2025 is being shaped by five forces: (1) immersive storytelling and cultural authenticity, where properties weave local narratives into every touchpoint; (2) event-led tourism fuelled by giga-projects and mega-festivals, which raise average occupancies well beyond the traditional high season; (3) a noticeable pivot toward mid-scale and extended-stay concepts to serve price-sensitive but experience-hungry travellers; (4) the rapid rise of branded residences and mixed-use hubs that blend hospitality, retail, and co-working; and (5) a “no-excuses” approach to
sustainability, with single-use plastics and inefficient utilities now viewed as legacy practices.”
In the last decade, we have seen strong competition between Hospitality brands result in a transition from ‘customer service’ to ‘user experience’. Can you tell us about the quality of user experience that your venues offer?
“Our goal is to remove friction and create meaningful memories. Across Ishraq Hospitality’s portfolio, we combine human-centred design with AI-driven personalisation: each guest’s stated preferences are blended with behavioural data to curate dining recommendations, wellness add-ons and even pillow options in real time. A 24/7 digital conciergeaccessible through an in-room QR code - handles everything from extra amenities to last-minute restaurant bookings in the
guest’s preferred language. Behind the scenes, a reservation-preference engine surfaces tailor-made wellness, dining and workspace offers, while team members are empowered to deliver spontaneous “surprise-and-delight” gestures that transform a routine stay into a story guests love to share.”
How do you go about planning the ‘vertical marketing’ of your brands, ie, ensuring that you can upsell customers to new and more rewarding experiencesand at the same time avoiding duplication between brands?
“Our vertical-marketing playbook begins with a brand-positioning matrix that isolates the “why” behind every stay - speed and efficiency at Holiday Inn Express, extended comfort at Staybridge Suites, premium bleisure and meetings at Crowne Plaza. Each flag therefore owns a specific need-state before a campaign is even designed.
“From there, IHG One Rewards supplies real-time insight into individual guest behaviour - frequency, length of stay, ancillary spend - so we can deepen engagement inside the brand they have already chosen rather than steering them elsewhere. Personalised messages focus on richer in-stay options (room upgrades, late check-out, curated amenities) that enhance the original purpose without diluting brand clarity.
“For organisers, IHG Business Rewards performs the same role at account level.
Booking data reveal when a planner’s requirements evolve - for example, moving from half-day workshops to hybrid events - allowing us to size venues, tech packages and point incentives precisely within the most suitable property.
Joseph Karam, COO, Ishraq Hospitality.
“Finally, a centralised Ishraq Sales & Marketing hub oversees one shared calendar, rate grid and set of creative guardrails. The hub audits every offer for tone, timing and margin impact, ensuring campaigns remain true to each flag’s DNA and that no two properties chase the same guest with overlapping propositions. In short, we channel loyalty intelligence to enrich experiences inside each brand, while the central team safeguards coherence across the portfolio.”
What is the emphasis that you place on the quality of your venues’ architecture? Is there an emphasis on creative, visually pleasing design?
“At Ishraq Hospitality, architecture is never a neutral backdrop; it is a strategic
Holiday
Architecture is never a neutral backdrop; it is a strategic asset that must tell a story, guide guest behaviour, and protect the bottom line”
asset that must tell a story, guide guest behaviour, and protect the bottom line. We begin every project with a brand-DNA worksheet that distils the mood, materials and spatial rhythms the venue should evoke; only then do we let the pencils move. Creativity and aesthetics are critical - people choose venues that make them feel something - but each design gesture also earns its keep operationally.
“Take Goose & Gander, the Britishstyle gastropub we are bringing to Holiday Inn Express Dubai Internet City. The 360-degree bar wrapped around a timber column is crowned by a “liquid-chandelier” of hundreds of LED droplets: visually arresting, yes, yet also a practical beacon that orients guests the moment they enter and keeps bartenders in the centre of the action. Overhead, a
Inn Al Maktoum combines a highly inviting ambience with a strong commitment to a wide variety of sustainability protocols.
sculpted flock of geese and a ceiling “cloud” of reclaimed oak barrels create Instagram-ready moments while doubling as acoustic baffling. Even the vintage oval portraits of dapper birds on the curved feature wall are lit to draw traffic toward quieter seating zones, balancing energy across the floor.
“Across the portfolio we follow the same principles: integrated storytelling, human-centred flow, and embedded sustainability - from living plant columns that improve air quality to modular stages that convert seamlessly from breakfast talks to live-music nights. The result is architecture that is undeniably eye-catching yet always in service of comfort, efficiency, and memorable guest experiences.”
We hear a great deal about the quest for Sustainability; to what extent do your venues embody sustainable design/ build and operation?
“Sustainability is engineered into our hotels from the design brief through to day-to-day SOPs, and we judge performance with hard metrics - kilowatt-
The most important lessons I have learned are that people trump property because even the most stunning hotel fails without empowered colleagues”
hours, litres and kilograms - rather than slogans.
“Holiday Inn Dubai Al Maktoum Airport offers the clearest snapshot of what that looks like in practice. A year-long retrofit and waste-management overhaul cut electricity consumption by about 200,000 kWh, saved roughly one million gallons of water through low-flow fixtures and smartroom sensors, and drove a 40 percent drop in total waste. The initiative also earned the property Dubai Sustainable Tourism’s Silver Stamp, and the team has logged more than 1,400 volunteer hours in beach clean-ups, desert conservation and UAE Food Bank drives.
“Next door, Staybridge Suites Dubai Al Maktoum Airport follows the same philosophy and communicates it openly to guests: the property recycles, saves energy and reduces food waste as part of its extended-stay offering, reinforcing the brand’s home-away-from-home ethos.
“While metrics vary with occupancy, the hotel - like every Ishraq asset -operates under the IHG Green Engage system; Level 3 certification, which our larger properties target, is associated with up to a 25 percent reduction in energy use.
Stand-out location is always a key hallmark of Ishraq Hospitality's portfolio of venues.
“Portfolio-wide, the baseline is consistent: LED lighting retrofits, variablerefrigerant-flow HVAC, central buildingmanagement systems, elimination of single-use plastics in rooms and meeting spaces, and low-VOC finishes in new builds. In short, sustainability for us is a built-in discipline - audited in real time and continuously refined - driving environmental, social and governance value while enhancing guest comfort and long-term asset performance.”
Tell us about the role of Innovation. How do you always strive to offer something that’s new and ‘different’?
“Innovation at Ishraq Hospitality is practical and guest-centred. A portfoliowide digital concierge - reachable via WhatsApp or QR code - lets guests adjust room settings, book services, and store preferences for future stays, cutting response times to minutes. In F&B, our chefs turn coffee breaks into brand moments: a medical conference
Attention to detail, highlighted here by the use of carefully selected Carrara marble, has become an important feature of differentiating individual brands.
Across the portfolio we follow the same principles: integrated storytelling, human-centred flow, and embedded sustainability”
enjoyed “clinical” IV-smoothies and pillbox macarons, while a brainstorm session featured a Newton-inspired spread of apple desserts and “gravity” mocktails. Every idea is piloted, measured, and only scaled if it lifts guest satisfaction and revenue, ensuring freshness without gimmicks.”
In your own considerable experience, what would you say are the main lessons you have learned?
“The most important lessons I have learned are that people trump property because even the most stunning hotel fails without empowered colleagues; agility beats long range perfection because modular assets and flexible programming keep brands resilient when markets pivot; partnerships are multipliers because collaboration with global brands and local communities fast tracks scale and credibility; and purpose sustains profit because embedding strong ESG principles mitigates risk and secures the loyalty of ethically minded travellers and investors.”
MZ Architects believes in pushing the boundaries of architecture and design to inspire and transform
Residential Offices
Commercial Mixed
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Public
Master
Sports
Religious
“From
Compliance to Leadership”
At a time when the quest for Sustainability is at last becoming an organisational imperative, what are the strategic and competitive advantages that a specialist consultancy can bring to the mix – and how do these pan out both in terms of project conception and delivery? ME Consultant spoke to +impact’s Associate Partner - Sustainability and Head of Climatize, Engi Jaber…
Engi, Climatize, the sustainability advisory service that is part of +impact, has positioned itself at the intersection of sustainability, innovation, and operational excellence. So, how would you define your core philosophy when it comes to delivering sustainable operations advisory services on a global scale?
“At Climatize, we embed sustainability into every phase of a project - from design and construction to long-term operational management. Our core philosophy centres on three pillars: impactful collaboration, innovationdriven strategy, and accountability for results. Moreover, we focus on creating solutions that balance environmental stewardship, economic viability, and social equity.
“Globally, this means tailoring strategies to local contexts while ensuring our methodologies are underpinned by universal sustainability principles like circularity, resilience, and carbon neutrality. This philosophy allows us to act as both visionaries and pragmatic implementers.”
In your experience, what are the most critical mindset shifts organisations must make to engage in truly transformative sustainability practices?
“The most critical shift organisations must embrace is moving from a mindset of compliance to one of leadership. Sustainability needs to transition from being seen as a cost or regulatory requirement to a strategic asset that drives innovation, resilience, and competitive
advantage. This requires integrating sustainability into every decision-making process, fostering a culture of continuous improvement, and viewing challenges as opportunities to innovate.
“Equally important is adopting a holistic approach. Organisations must break down silos between departments, ensuring sustainability is embedded across operations, from design and engineering to asset management and beyond. Transparency and stakeholder engagement are also essential for building trust and fostering collaborative solutions.”
Could you walk us through the typical lifecycle of a sustainable operations engagement at Climatize - from early-stage consultation through to implementation and postdelivery performance monitoring? What makes your delivery model particularly effective?
“Our process begins with a baseline assessment to identify opportunities for efficiency and impact. From there, we codevelop a tailored strategy that integrates our expertise in design and construction engineering with operational asset management. This dual focus ensures that sustainability is not only embedded in the physical infrastructure but also in the way assets are managed and maintained. Implementation involves hands-on collaboration to execute the strategy, supported by training, digital tools, and systems integration to empower stakeholders. What sets our delivery model apart is our commitment to post-delivery performance monitoring. By leveraging advanced analytics, we provide real-time insights into
Engi Jaber, Associate Partner - Sustainability, +impact and Head of Climatize.
operational performance, ensuring continuous optimisation and long-term success. This full-lifecycle approach guarantees that sustainability is not just a one-time achievement but a sustained operational priority.”
Climatize (Part of +impact) works across a broad spectrum of project types and geographies - how do you tailor your approach to different cultural, regulatory, or environmental contexts without compromising the integrity of your sustainability outcomes?
“We recognise that no two projects are the same. Tailoring our approach starts with understanding the local contextcultural norms, regulatory frameworks, and environmental conditions. Whether designing for a water-scarce region or navigating complex urban environments, we adapt our solutions to address specific challenges while aligning with global best practices.
“Our ability to integrate local insights with cutting-edge expertise ensures that sustainability outcomes remain robust and impactful. For example, in regions
with stringent regulatory requirements, we focus on compliance while pushing for innovation. In less regulated contexts, we emphasise capacity building and stakeholder engagement to create lasting change.”
How do you approach projects that are already underway or based on legacy systems, as most are here in the Middle East? What does it look like to retrofit sustainability into pre-existing operations, and where do you see the greatest opportunities in that space?
“Retrofitting requires a dual focus on incremental upgrades and transformative overhauls. For immediate wins, we optimise existing systems - e.g., integrating smart metering or energyefficient MEP retrofits whereas for longterm impact, we align operations with critical targets like renewable energy goals and zero-waste strategies.
“In the Middle East, the potential lies in district cooling retrofits, intelligent water management systems, and enhancing building envelopes for climate resilience.”
Agility is key when working across sectors and scales. How does your team stay adaptable while still delivering bespoke, highimpact sustainability solutions?
“Our team prioritises flexibility through cross-disciplinary expertise and agile project management tools. We adapt by collaborating with diverse stakeholders to align on priorities, in addition to incorporating iterative feedback loops during implementation which we believe is key to delivering sustainable and resilient operations. This ensures we deliver solutions that are both adaptable and impactful, no matter the scale or sector.”
What role does innovationwhether through digital tools, data systems, emerging materials or nature-based solutions - play in
DAMAC Lagoons, Dubai, UAE.
+impact’s sustainable operations strategy? Could you share a few examples where innovation has redefined project outcomes?
“Innovation is central to our strategy. From AI-powered predictive maintenance to integrating emerging materials like low-carbon concrete and recyclable components, as well as nature-based solutions like urban green corridors, we leverage cutting-edge tools to redefine project outcomes. A recent project, for example, integrated IoT with EDGE-certified smart controls, which significantly improved energy efficiency, achieving Net Zero Energy and enhancing occupant comfort by 75%-80%. This integration of innovation is transforming how we approach sustainability in our operations.”
The Wilds, Dubai, UAE.
Sustainability needs to transition from being seen as a cost or regulatory requirement to a strategic asset that drives innovation, resilience, and competitive advantage”
In a competitive and evolving global sustainability landscape, what do you consider the key differentiators of Climatize and, effectively +impact as a whole? And what is your unique value proposition as a partner in sustainable operations?
“We seamlessly integrate design, construction, and operational expertise into a unified sustainability strategy. Our systems-thinking approach ensures that every project, regardless of scale, benefits from holistic solutions that are practical, innovative, and measurable.
“Our differentiators include a deep understanding of global sustainability frameworks, an ability to adapt to diverse cultural and regulatory contexts, and a commitment to leveraging advanced digital tools. Ultimately, our value proposition
lies in delivering solutions that align with our clients’ goals while exceeding their expectations for environmental and social impact. A key takeaway is that ‘we are different because we do’. We not only advise on our areas of expertise, but we are also able to deliver and operate.”
How do you measure the longterm value and success of your sustainability advisory services?
Are there particular frameworks, metrics or narratives you find most powerful when communicating impact to global stakeholders?
“We measure success through both
DIFC Living, Dubai, UAE.
Our ability to integrate local insights with cutting-edge expertise ensures that sustainability outcomes remain robust and impactful”
quantitative metrics, such as emissions reductions and resource efficiency improvements, and qualitative impacts, such as stakeholder satisfaction and community benefits. Using frameworks like GRI and CDP, along with bespoke dashboards, we provide clear, data-driven insights into progress.
“Additionally, we focus on storytelling - connecting the data to human experiences. By demonstrating how sustainability initiatives enhance lives, protect ecosystems, and drive economic growth, we communicate a compelling narrative that resonates with global stakeholders.”
COMPANY OF THE YEAR 2021
COST CONSULTING COMPANY OF THE YEAR
2015, 2016, 2018, 2019, 2020, 2021, 2022 & 2023
GETTING IT RIGHT…
Versatile International has built a standout reputation for using high-grade natural stone as a keynote element in diverse project builds. The business has also launched an insightful, data-rich White Paper, ‘The Construction Pulse’, reviewing the challenges and trends impacting built environments across the GCC.
ME Consultant spoke to Versatile’s CEO, Marco Fahd, about project
management, the rise of sustainability
and solving challenges with advanced
Marco, what was the motivation behind Versatile International launching The Construction Pulse?
“Our first Construction Pulse survey was launched to address a gap in data-driven insights specific to the Gulf construction sector. It provides stakeholders with clear, regionally relevant benchmarks. Our aim was to provide up-to-date, accurate forecasts regarding the challenges that regional construction professionals are facing, as well as forward looking predictions to allow them to make decisions.
-
AI…
“Like industries across the globe, the construction sector is experiencing change due to global trends such as technology and sustainability. We noticed a lack of aggregated research reflecting what professionals on the ground are experiencing and how they are currently responding to those changes.
“The survey is designed to be more than a snapshot; we plan to use it as a barometer tracking how industry sentiments and priorities evolve. For example, our data highlighting the main pain points during the construction process will no doubt change in a year, two years - and a decade. Our White Papers further reinforce this with
“Our plan is to produce further iterations of the survey, to update stakeholders on the sentiment in the sector and monitor key trends and challenges impacting the industry and driving change - topics such as skilled labour availability, the impact of technology, pressures on the supply chain, rework - and the demand for natural stone in the region.
sector-level comparisons, giving indications regarding where demand lies.
With the quest for sustainability being so important, tell us more about the advantages of using a material such as high-quality stone?
“Sustainability has become a nonnegotiable in Gulf construction, and natural stone offers distinct advantages. It is a highly durable, low-emission material that can be locally sourced, reducing transport-related carbon footprints.
Compared to concrete, for example, natural stone emits just one-eighth of the CO₂ per ton, thanks to a simpler, less energy-intensive processing method.
“Additionally, natural stone’s longevity enhances a project’s lifecycle performance. It withstands harsh environments without frequent replacement, aligning with longterm ESG goals. Its thermal mass also contributes to energy efficiency in buildings.
“According to our research, 55% of professionals across the UAE and Saudi Arabia are prioritising local material sourcing as a way to boost sustainability. This trend reinforces the relevance of highquality, locally available materials like stone from quarries across the region.”
Supervision and quality control of the complete supply chain lifecycle is fundimental to Versatile International's client delivery.
Stone is moving from being viewed as a commodity to being valued as a craft - one that must be strategically integrated into design and procurement from day one”
How would you like construction professionals to use and followthrough on the findings of The Construction Pulse?
“We want the Construction Pulse to assist as a future forward decision-making toolnot just an industry readout. These findings allow firms to benchmark themselves, identify gaps in their approach, make informed adjustments to recalibrate strategies accordingly.
“For instance, our research found that 60% of construction professionals are already integrating AI-powered project management tools, to reduce delays and manage schedules. This provides a clear benchmark for firms to refer to, highlighting that the majority are integrating AI technology. More broadly, our research highlighted that AI was identified as the primary trend driving the construction industry - with new technology acting as a useful solution for challenges beyond speed and optimisation, such as the lack of skilled labour in the region.
“Our research also shows clear regional nuances with comparisons between the UAE and Saudi Arabia. In the UAE, 72% of respondents prioritised sustainability, compared to 31% in Saudi Arabia. Professionals can therefore refer to the
survey to assess how expectations differ by market, and tailor their delivery and messaging accordingly.
“Ultimately, this research is about forward-looking planning. We hope it becomes a reference point across project lifecycles, from procurement to project handover, to inform decision-making.”
Can stone play a key role in reducing aspects of project complexity?
“Absolutely. When properly managed, stone can simplify multiple layers of the project lifecycle. At Versatile International, our unique business model provides complete oversight of the supply chain from design, sourcing, and installation, which removes many of the typical variables that create inefficiencies.
“Our data showed that 57% of professionals see quality control as the main driver of rework. Stone, being the final visible finish, requires precision, and when mishandled, errors aren’t just aesthetic; they can derail project timelines and costs.
“By handling this process end-to-end, we eliminate handover points, reduce miscommunication, and ensure alignment between design intent and execution. The result is fewer revisions, lower rework costs, and improved certainty.
“Traditional models of natural stone procurement and installation are focused on shifting risk down the value chain. Versatile International partners with the asset developer across the entire supply chain, controlling risk by putting in place the right governance and installation processes from the start to deliver the vision.
“As our White Paper notes, rework accounts for up to 30% of global construction costs - which is also detrimental to sustainability goals. Rework in construction is a direct wastage of materials, energy, and labour, leading to increased carbon emissions, disrupted supply chains, and extended project timelines - ultimately increasing the environmental impact.
“With stone, early involvement of specialists like Versatile International can drastically reduce these inefficiencies.”
Marco Fahd, CEO, Versatile International.
What current trends are we seeing in the use of stone in project conception and build?
“Several key trends are emerging. First, there is a greater appreciation for stone’s role in sustainability, with over half of respondents in our survey prioritising local sourcing, in part to align with growing ESG mandates across the region.
“Secondly, we’re seeing growing demand for bespoke applications, from heritageinspired facades to digitally-mapped stone layouts in ultra-modern developments. Stone is no longer a static element; it’s part of a broader narrative about placemaking.
“Thirdly, quality assurance is taking centre stage. As delivery delays and installation issues emerge as major risks, more developers are turning to consultants like Versatile to mitigate these challenges
through standardised QA protocols. Stone is moving from being viewed as a commodity to being valued as a craft - one that must be strategically integrated into design and procurement from day one.”
Do you see the use of stone as continuing the legacy and history of the region (staying true to local traditions, etc.)?
“At Versatile International, innovation means anticipating what the region’s most ambitious projects will need nextand building solutions before challenges arise. We see the Middle East construction sector is now evolving in two key ways: an increased demand for niche project management expertise or specialists, and a rising emphasis on innovation to overcome complexity and scale.
“Our 360-degree perspective sets us apart. We’ve stood in our clients’ shoes as developers, procurement leads, and on-site project managers. This experience informs our approach, helping us remove layers of risk and deliver certainty from sourcing through to installation. That mindset is at the heart of everything we do - getting it right from the start.
“It’s also what led us to launch Asheil Lighting Technologies last year, an end-toend lighting supply model mirroring the success of our specialist consultancy work in stone. Like stone, large-scale lighting procurement is often fragmented. Through Asheil, we’ve applied our integrated business model to lighting, ensuring transparency, speed, and cost control - while also investing in Saudi Arabia’s industrial future - we’re building a bespoke manufacturing plant in the Kingdom, supporting Vision 2030 by fostering local manufacturing, creating skilled jobs and advancing sustainable infrastructure. We’re not just building supply chainswe’re building regional capability and supporting Saudi Arabia’s transformation.
“Our model is built to elevate the industry. We are raising standards while grounding every project in the region’s identity and ambition.”
SMART CITIES: WHERE LIFE CAN THRIVE
There’s a good deal of rhetoric around the idea of smart cities, with their abundant tech and empathy with bespoke lifestyle choices. But when exactly can these visions turn into a new reality, and what are the critical challenges for urban planners to address? To get the answers, ME Consultant spoke to two expert specialists, Dr. Matthew Marson, Managing Director, EMEA Technology Advisory at JLL, and Michael Ewert, Global Head of Technology Advisory Services at JLL …
major current trend in architecture and urban planning is the move towards ‘liveable density’; so, what are the key components of Smart City design which can make that density more vibrant, appealing and relevant to growing populations?
“Well, the first thing I'd say”, comments Dr. Matthew, “is that, at heart, I'm a Modernist; and it’s interesting that this ‘liveable density’ concept originally came from my favourite architect, Le Corbusier. We see this trend particularly with his Unité d'Habitation project, completed in 1952 in Marseilles. It was all about ‘streets in the sky’, communication across levels and multiple hubs of planned activities. He was using reinforced concrete across residential and retail for the first time, and it was very much a new typology, enabling a series of tall buildings to be connected above parklands across a super-highways. Yet I think we've learned a lot about the built environment
since then, so although that was an incredibly exciting time, at the end of the day he was trying to apply the technologies of his era, which were around the motor car, the ocean vessel and the aeroplane.
“We’ve learned that this style of connectivity is practically very difficult to pull off; and now we understand much more about the damage we’re doing to the planet by our selection of materials, so on. It ultimately became clear that the style of architecture that surrounds us requires technology in the form of Heating, Ventilation & Air Conditioning (HVAC) to make it happen, and it’s not something that’s particularly sensitive to environmental - or even community - needs. We also know that from a social perspective, Le Corbusier’s vision with this project didn't translate particularly well outside of France. It implies the need for a homogeneous culture whichoften - just isn't there.
“So, the reason that smart cities are so relevant today is because they’re something that you can apply in a uniform way; the context that’s required doesn't matter, and the idea is that it helps to ‘fill in the gaps’ between me and, say, the building over there. That building is no longer a cold, anonymous monolith, but something that informs me and with which I’m very much connected.
“The Internet of Things plays a key role here, giving a sensory role to your city and a new raft of interconnectivity. We haven’t seen the force of this quite yet, but it’s set to be a key element in templates of smart city profiling and evolution.”
BUT WILL THE REVOLUTION REALLY HAPPEN?
All too often, there’s been dissonance between the dream of a complete, all-inone Smart city and the reality. After all, while we hear of moves towards creating complete Smart cities ‘from scratch’, at present, the examples are rather limited, and tend to embrace smaller digital communities, such as Prospera, in Roatan. Given that, how feasible is it to blueprint completely new, holistic Smart cities - and when will they appear?
Michael Ewert gives an interesting slant on the challenge: “If we think about the vision of the smart city, it can all too easily be at odds with the realities of urban development. Historically, cities are growing through centuries, not years. Whether we go from an overall asset level or a district level, we’re seeing that it’s over centuries - or decades at the very least - that a city evolves.
Dr. Matthew Marson, Managing Director, EMEA Technology Advisory at JLL (left), and Michael Ewert, Global Head of Technology Advisory Services at JLL.
Then, if we go down to the actual building level, with design and construction, we can see that there are already misalignments with the way that other aspects of daily life are evolving and progressing. Elements around the built environment evolve quite slowly, while technology, for example, is advancing very rapidly; it can do that because it doesn’t have to be concerned with massive issues like infrastructure rebuild, and so on.
“If we think about last 20 years and what happened in that space, we see that while construction technologies have indeed evolved, they have done so much slower than the rate of progress we see in technology, where there is much faster acceleration. Let’s say there’s a profound contrast between the physical and digital worlds here. So, the biggest challenge in urban design still remains to come - it’s bringing those two together and then harnessing the power of that alignment.
“So, from a blueprint standpoint, what we're seeing is a series of amazing visions, but right now, those visions need to be matched with a similarly visionary and fundamentally disruptive technology model. That's where still, today, I think we see the chasm.”
“You now see potentially where, in a fast track, smart cities can go; they can exemplify a much more simplified digital spine, modular manufacturing and streamlined design. But the question still remains: is all this actually amenable and liveable? Is that differentiated enough to actually create a human residence, where people want to live, one that’s successfully differentiated just enough from where everyone else chooses to live?
“We need to remember that, all in all, the smart city doesn't exist just for the digital spine alone.”
Dr. Matthew: “It’s exactly this kind of ‘same but different’ equation which is one of the main challenges when designing an urban environment from scratch, which is why the definition of smart is so difficult. For example, one might choose to visit Paris to experience its romantic atmosphere, while another may prefer Amsterdam for its vibrant nightlife. A particular city has a particular role in our hearts and that of course changes the technology that you
From a blueprint standpoint, what we're seeing is a series of amazing visions, but right now, those visions need to be matched with a similarly visionary and fundamentally disruptive technology model”
would put in it. The technology has to have a strategic function; it’s not just about high levels of connectivity for its own sake.
“When you ask about the birthing of smart cities from scratch, there are certainly some major projects underway, but there are good reasons why planners and developers haven’t rushed into this. Let me just come back to the first question, relating to ‘liveability’. I think the visions that come from a design aspect of how that livability can be achieved need to reflect on the underlying economics and timelines, and that's where most of the grand visions encounter challenges. When we look at any city that has expanded or grown, it has followed some natural laws and has often realised the hard way what can make cities more liveable. So, we need to consider the lifecycle of a city; Madrid, for instance has experienced significant densification in the 21st century, making it less liveable. Now the city is attempting to reverse this at the macro and micro levels.
Michael Ewert: “A lot of city level planning goes back to the real basics such as enabling natural air flow and cooling, while encouraging reforestation and ‘greening’. There are many good examples of where we’re making an existing density liveable again, realising that we have to retro-fit base principles. Remember, the organic growth of a city is all about lifecycles, so before we
start building a complete city from scratch, we have to comprehend and embrace all the lessons that need to be learned.
“It’s not impossible to learn these lessons; I believe that when we look at what’s going on in Saudi Arabia right now, with NEOM and The Line, for example, we are seeing all these considerations forming the framework of a smart city being created literally from the ground up. Then, when we look at China, building numerous city infrastructures from scratch, there’s definitely a very strong emphasis towards enabling public services through technology and providing many levels of lifestyle support and security.
“This also raises questions about local regulations, and indeed, local expectations about the role of technology; how does it make itself present in our lives, and what are our own accepted tolerance levels?
“I think, though, notwithstanding, that there would still be a broad consensus of what ‘smart city’ means: let’s say it’s a place where people can feel secure and safe and where people thrive, can be themselves, and feel that the society is very inclusive. Along these lines, there a lot of current blueprints and a lot of discussions taking place right now on what that can look like. So, to answer the question, there are indeed blueprints to build an ultimate smart city from scratch - to create a new city whereby everything within it would embody a very high ratio of connectivity.”
THE INFRASTRUCTURE CHALLENGE
It’s a truism that smart cities can potentially give citizens ease of access to all the items that they habitually prefer, via the gathering of gigabytes of experiential data. But this approach traditionally has its limits when it comes to elements such as infrastructure and ‘fixed’ amenities. How and when can we transition to styles of transport, mobility and welfare which are truly bespoke to individual needs?
Michael: “I think here that several big mindset changes need to happen. Moving towards an idea of ‘modularism’ is particularly important. By this I mean “how can more units travel but in a better-
probably talking about another 25 to 50 years before we see autonomous transport becoming the norm.
sequenced way”? Imagine if, right now, we give the actual users of the infrastructure the ability to control the density of infrastructure functions? If only the users could be the operators in real time, and we could truly modularise that, I believe there might be much higher efficiencies. For example, when we come to the office, the journey often isn’t efficiently managed, because the traffic light system has left one street at a complete standstill while the other one is empty. How do you get ‘live’ feedback on that and do something about it, there and then? How can we actually think about traffic as a fluid concept? How do we use the Internet of Things to guide, separate and liberate? That’s a world where some vehicles travel next to each other, some are travelling in different directions and some are above each other. Clearly, a better use of technology can drive huge efficiencies.
“We have to overcome the sense of resistance here. We mentioned the example of the automotive sector; just imagine the progress in autonomous vehicles if there was a platform of full adoption across all G8 countries. But as things stand, we’re
“Currently, with transport, I see in almost every place that there's a grid of all the roads and rails that we've put down, and we've typically gone for something that has a fairly even distribution. The problem is, how do you get on and off the grid knowing that you personally want to go from A to B, but the grid simply won’t let you? This is the kind of challenging transition that is the next big stand-out step for a truly smart city; and once the right technologies and the right approaches are in place, it will become the obvious ‘new normal’, where infrastructure works in our service, not the other way round.”
AI PARADIGMS
Given that everyone is talking about the increasing importance - dominance, even - of AI, do Dr. Matthew and Michael see AI and AI-led modelling as increasingly important in the conception and delivery of smart cities?
“The headline answer”, says Dr. Matthew, “is Yes! People now know intrinsically that this is something that needs to be worked into the design. But there is a challenge here: for a lot of the smart cities that are being built from the ground up, they made their technology decision before 2020, and that
was a very different time. It's the equivalent of them trying to say that they want everything to go onto one CD, when right now, what we're looking at in terms of technology feels a bit more like a live orchestra! So, how do you keep the music playing when you need to swap out the bassoonist or the flautist or the tuba player? How do you integrate something that's a bit wiser and better?
“So that’s where I think artificial intelligence comes into it, because it's much better at helping the individual orchestra players and helping them optimise themselves.
“Of course, AI is typically used throughout the design phase and planning the physical space life cycle. The question now is this: when you have a city-level planning effort, how can you use AI to harmonise that and envisage a blueprint where all the different areas of planning don't collide with each other? This means, firstly, aligning the vision and the delivery; for example, you can take constant pictures of the construction site, and put in sensors to see if the concrete is drying too fast or too slow. But at exactly the same time, you can also streamline factors such as cost management, approvals and quality control. You can use very complex programmes to overcome and account for changes in the supply chain, changes in the workforce or changes in the weather conditions. Whereas
Oslo richly deserves its global smart city rating of No.2, combining an organic infrastructure with digitally advanced spine.
previously, project managers would have needed weeks to factor in these variables, AI can do the job in minutes.
“Ultimately, you can create a digital twin layer that harmonises every physical factor with every operational requirement - and that can also include the end-users’ expectations and ROI forecasts. So, this data modelling effectively creates an AI-led revenue model.”
ROADS TO SUSTAINABILITY
Of course, we hear a good deal about the quest for Sustainability. How will smart city solutions prioritise Sustainable protocols down-the-line, from conception to delivery and operational ROI, as well as the pre-selection of Sustainable construction and fit-out materials?
Dr. Matthew: “I think that when it comes to the quest for Sustainability, we've now got systems that are so much better than human engineers in being able to understand everything that's happening within that building or across a city at scale. This process is intrinsically geared to factoring in every aspect of the sustainability life cycle, from effective pre-selection and procurement of materials, to the sustainable operation of work on-site, to the micro-level and the day-to-day workings of the project delivery.
“Yet for me, it always goes back to the real basics: asking questions about the energy source and the concomitant quest for a true Net Positive structure. Instead of the present state of affairs where we are, by and large, 100% dependent on the energy source, the smart cities of the future will feature clustered communities that have the option between network connectivity and full independence - knowing they can replenish and re-balance any environmental deficits as part of their day-to-day life. What’s also remarkable with a future vision like this is that the idea of harmony and co-existence with the environment isn’t anything new and novel in itself; it actually harks back to the kind of balanced community lifestyles that were quite normal in this part of the world more than two centuries ago.”
Beijing is a world-leading entity in terms of community engagement in an all-embracing digital and social media framework.
A PROMISE FOR THE FUTURE?
Whether we go from an overall asset level or a district level, we’re seeing that it’s over centuries - or decades at the very leastthat a city evolves”
Ultimately, the promise of smart cities can indeed be realised, but the journey involves navigating substantial complexities with careful, adaptive planning, integrated technological strategies, and an acute awareness of the social and cultural contexts within which these cities exist. Addressing these challenges thoughtfully and strategically is not just beneficial, it is essential.
By carefully balancing technological innovation with social, cultural, and environmental sensitivity, smart cities can evolve into genuinely vibrant, inclusive, resilient, and sustainable environments where life not only survives but truly thrives.
BEYOND THE OFFICE TOUR: CULTURAL INTELLIGENCE & CONSULTANCY ONBOARDING
At a time when the race-for-skills is critical, it’s chastening to realise that 40% of executive re-assignments fail. Here, Emma Jordaan, CEO, Infinite Consulting, looks at precisely why this is - and advocates for induction programmes that, at last, put the role of Cultural Intelligence front and centre…
or the last two decades, a key focus of Consultancy firms across the GCC has been the critical importance of
sourcing highly skilled professionals from across international marketsthereby ensuring those organisations can meet the growth of key markets such as Construction, Retail and Hospitality.
Arguably, this trend has accelerated since the advent of the so-called ‘GigaProjects’ in Saudi Arabia, calling for world-class advisory skills in often complex and highly innovative verticals.
Yet even the right recruitment strategies, this process is far from simple. Relocating to the Gulf region is a
significant transition for any professional, even those with extensive international experience. While technical competence and global exposure may be high, they do not always prepare individuals for the cultural nuances and logistical realities of settling into life and work in the GCC. Thereby, many of the challenges lay in the ‘onboarding’ process - and its viability and value is fundamental to any firm’s ultimate success at handling and delivering client projects.
UNFAMILIARITY
New arrivals are often faced with a complex mix of unfamiliar workplace dynamics, social norms, and day-to-day challenges. From interpreting communication styles and adjusting to different expectations around hierarchy and decision-making, to managing simple tasks like setting up utility accounts or navigating public transport, the adjustment period can be overwhelming.
Remote onboarding can further complicate the process of relocating employees. Without face-to-face interactions, it can be difficult to pick up on cultural nuances or build trust.
Currently, we are seeing a rapid growth in multicultural teams in the GCC, especially in UAE and Saudi Arabia. Recent statistics show Dubai’s population is growing at a rate of around 1,000 people a day, with just under 90,000 new residents in the first three months of 2025. That's double the daily rate of growth seen in 2024. It’s evident that the workforce continues to be an increasingly diverse one in terms of nationality, values and communication styles - and the reality is that companies need to be doing more to support their employees.
When companies onboard a new employee relocating to the region, it often consists of an office tour, with an ‘admin heavy’ introduction to local policies. It’s often seen as a compliance task, rather than a strategic necessity. At best, the newcomer may have had a cultural awareness course, but these tend to be
one-dimensional, related only to the host country’s culture; but that would, all too often, have been the sum total of what’s communicated.
There usually tends to be a lack of personalised support to help the new employee decode the power structure, approach to time, communication norms and relationship building approaches. Let alone support for the employees’ spouse who may have given up their career in their home country.
New employees relocating can often forget that their colleagues and clients will approach things in an entirely different way; so with their technical competence alone, they may not see the same results as back home. Projects succeed or fail based not just on the employee’s technical skills but also on their ability to communicate effectively with their colleagues and clients and demonstrate a level of cultural understanding. While the new employee is often getting to grips with their new role, the spouse can often be limited social connections and loss of their own career identity. The emotional toll it can have on a family is huge and it can have significant impact on how the employee is able to show up at work if things are unsettled at home. Including the whole family in the onboarding process - providing guidance to settling into life in the region - is key.
The result is often an unhappy mix of multiple misunderstandings and miscommunications, and an employee who is likely unproductive, who is significantly more likely to leave the company early. Attrition rates are a regular occurrence which can be an expensive concern for organisations. The financial reputational impact of failed relocations is significant. Moving a senior leader to the GCC can cost an
organisation in excess of USD130,000, factoring in elements like the initial ‘looksee’ trips, flights and other relocation fees, along with the business disruption.
Many of the failed relocations are not due to a lack of capability on the part of the employee, but rather, unaddressed cultural gaps that created friction, frustration and disconnection that could have all been mitigated through a cultural intelligence approach to their onboarding. Unfortunately, 40% assignments fail, and the employee goes home without meeting the objectives of the assignment. Interestingly 70% of failed assignments are due to the family not feeling settled.
Understanding cultural context and the expected business norms is crucial to successful onboarding and nourishing executive growth.
THE ROLE OF CULTURAL INTELLIGENCE
This is where Cultural Intelligence (CQ) comes in. Cultural Intelligence (CQ) is the ability to work and relate effectively with people from different cultures and it goes beyond cultural awareness. In fact, within CQ there are four capabilities which can help individuals navigate unfamiliar cultural settings with intentionality and skill. The four capabilities of cultural intelligences (CQ) are:
• Motivational (CQ Drive) - Interest, drive and energy to adapt crossculturally.
• Cognitive (CQ Knowledge) -
Cultural awareness is about knowledge alone, whereas cultural intelligence (CQ) is about strategising around how you can adapt your approach and best apply it when interacting with people from different cultures”
Knowledge of cultural norms, practices and conventions across different settings.
• Metacognitive (CQ Strategy)Strategies to plan, monitor and revise cultural assumptions.
• Behavioural (CQ Action) - Flexibility in verbal and non-verbal behaviours during cross-cultural interactions.
Cultural awareness is about knowledge alone, whereas cultural intelligence (CQ) is about strategising around how you can adapt your approach and best apply it when interacting with people from different cultures. CQ is a strategic tool that can help build trust, collaboration and leadership effectiveness.
One case study showed that expatiate leaders of a multinational bank were facing challenges adapting to their new cultural environment, which was impacting their performance and success on their international assignments, The bank introduced a programme that provided the leaders with the necessary skills to navigate the diverse cultural setting, which included cultural assessments and coaching support. As a result, the company observed improved cross-cultural interactions, enhanced leadership effectiveness, and increased success rates of international assignments. The company reported that early attrition rates dropped by 15% and the new employee was fully functional in their roles three months after relocating, rather than the previous average of 8-9 months after relocating.
Applying CQ to the onboarding process is only the beginning. It should be embedded throughout the entire new employee journey.
During preboarding - At this stage, the employee can share their expectations, and receive a cultural briefing to factoring in the core values of the new culture, enabling them to anticipate potential cohesion and challenges they are likely to face on arrival. The new employee needs to consider how motivated and curious
they are to learn about different cultures.
Post arrival - Personalised support needs to include professional introduction to the office cultural nuances and insights, what are the predominant cultures in the office? How does this determine how your colleagues or team behave? This enables the new employee to consider the personal adaptation that is required and how that can be applied.
The role of the line manager - The way the line manager approaches the new hire’s experience of their new role, can make or break its success. Their communication style, leadership style and attention to relationship building can shape how safe and included the employee feels. Equipping line managers with CQ training can empower them to quickly spot cultural mismatches and adjust accordingly.
In the first 90 days of the new role - Ongoing cultural relocation coaching should be provided to continue to explore a deeper understanding of scenarios that
Projects succeed or fail based not just on the employee’s technical skills but also on their ability to communicate effectively with their colleagues and clients and demonstrate a level of cultural understanding”
the employee is experiencing with their colleagues to provide an explanation and an understanding of the behaviours and responses. Providing regular checkins with the new employee, to ensure that they are feeling supported both professionally and personally.
Beyond this period - Organisations should be continuously developing CQ within the organisation by integrating into the leadership training programmes, performance reviews and succession planning.
HUMAN
RESOURCES AND CQ
HR leaders should be including cultural intelligence (CQ) into all stages of the employee life cycle, starting with the onboarding process. Onboarding is no longer only about signing paperwork, it’s also about helping the new employee feel a sense of belonging, through understanding the cultural dynamics within the office and helping them to navigate daily life - even something as
The physical environment can play a key role in successful induction, just as much as actual dialogue and training manuals.
basic as how to set up their utility bills. Research from Deloitte, Economic Intelligence, SHRM and Blackrock show that high CQ leads to better adjustment, performance and retention. If organisations actively build CQ, it can reduce attrition by up to 30% (SHRM); and when companies tailor their management strategies to respect cultural sensitivities, they see a 40% increase in employee engagement and satisfaction. (Economic Intelligence). Companies that leverage cultural difference with CQ outperform their competition by an average of 29% (Blackrock, 2023) and organisations that actively build cultural intelligence (CQ) see their productivity increase by at least 10% (Deloitte 2022).
NO ‘ONE SIZE FITS ALL’
Onboarding can no longer be a ‘one size fits all’ approach; it must be culturally intelligent. Every person’s relocation and onboarding will look different, and to this end, providing strategic support through a cultural relocation coach is a great mechanism to provide a unique personalised approach. An employee onboarding process should start by providing the new employee with cultural relocation coaching for both the employee and their family to help them considering their own cultural lens. This should be followed by familiarising them with the cultural nuances they are likely to experience and the preferred cultural values and communication styles. Following the initial onboarding, organisations should be providing cultural intelligence training to help employees adapt and be better at leading multicultural teams. All this, whilst throughout providing practical support for life outside work, like how to make connections, build friendships and set up a viable and vibrant home.
THE IMPACT OF ESG
One area that’s on high on the agenda of most companies is Environmental, Social and Governance (ESG) considerations.
The ‘S’ in ESG focuses on social responsibility, inclusion and employee development - and CQ is a powerful enabler of that. Cultural Intelligence also aligns to the United Nations Sustainability Development Goal #10: ‘Reduce Inequalities’. This calls for greater inclusion of individuals from marginalised groups. When organisations prioritise CQ practices into their onboarding and leadership development programmes, they are contributing to the broader societal goals of equity and opportunity.
DON’T BE OVERWHELMED!
For organisations that are new to the concept of culturally intelligent onboarding, it doesn’t need to be overwhelming, just some small changes can make a significant impact. For example, providing each new employee with a CQ assessment that provides
s/he with an opportunity for selfreflection, including their cultural value preferences and their current level of cultural intelligence. This will help them to identify where the largest need for flexibility and adaptation will be required on their part. Plus, hiring a cultural relocation coach to provide a few sessions in the early stages. Even updating the employee handbook with information about cultural nuances and what to expect can make a huge difference.
As someone who has experienced this first-hand and now helps others through this process, I recognise how cultural insights can go a long way to help the employee feel seen, understood and supported as they adjust to their new life. Much of this is explored in my book, Dubai Decoded, which unpacks the strategies that help global professionals thrive in multicultural workplaces. This enables them to bring their best selves to work. The future of work in the GCC isn’t just about hiring global talent. It’s about helping that talent belong, contribute, and thrive. And that starts by going beyond the office tour.
Emma Jordaan, CEO, Infinite Consulting.
n its second topic of discussion, the C-Suite Report posed a simple question: Is this the end of specialist firms?
The ‘hidden agenda’ behind this question is that, with the increasing rise and dominant presence of multidisciplinary businesses, perhaps there’s no longer any role for the smaller specialists? After all, can’t the big multinationals do everything that the smaller specialists can do - and afford the skillsets and technical expertise to do it even better? What’s more, another trend has also appeared in the last several years: more and more, we see companies of a medium scale ‘bolting on’ disciplines such as cost consultancy, engineering, sustainability and quality management.
So even here, the specialist, solo player is under pressure.
The eight C-Suite panelists tackling the question were –
• Jad Chouman, Partner, Head of Middle East, HKA
• Adam Smith, Managing Director, Polypipe Middle East
• Faysal Ali, Senior VP, Head of Studio, Parsons
• Nicholas Maclean, President-elect, RICS
• Amanda Clack, Partner, CEORegional, HKA
• Greg Karpinski, COO, KEO International Consultants
• Kevin Offin, Principal, Graphite
• Richard Cushnan, Managing Director UAE, Compass Project Consulting
Perhaps surprisingly, after more than one hour of intense discussion, there was an across-the-board consensus that “No, this is not the end of specialist firms”.
While everyone around the table agreed that the multi-disciplinary
THE C-SUITE REPORT: PART TWO
In this, the second of three serialised reviews of the C-Suite Report, we discover whether the eight industry champions taking part in the elite discussion believe that the days of the niche, specialised business are numbered…
organisations were indeed encroaching on the more traditional preserves of the niche players, the view was that there is still a clear and firm role for the specialist firm. This is for three important reasons –
• Niche players may have advanced skillsets that are hard to equal. It would simply be too costly, inconvenient and time-consuming for even the largest multinational titans to bolt on an equivalent knowledgebase.
• Many specialist firms are formed around one world-class professional, whose global reputation is strongly in demand. Since this personality ‘can’t be bought’, the firms who can work with them will then have a recognised badge of kudos and, accordingly, a strong competitive advantage.
• Niche players can be flexible, quick and nimble. Giving face-to-face, personalised client service, without the ‘baggage’ of excessive bureaucracy and the need to obtain verifications across multiple departments. When asked to vote on the future of the specialised business, the C-Suite executives voted unanimously - 8-0 - that niche firms still had a strong value and life expectancy.
PARSONS’ FAYSAL ALI ELABORATES
ME Consultant then followed-up this segment of the C-Suite Report debate by asking Faysal Ali, Senior VP, Head of Studio, Parsons, to qualify his views in more detail. He responded as follows -
“Firstly, there’s no doubt that the rise of multi-disciplinary businesses is reshaping the landscape for specialist firms. By integrating various specialisations under one roof, businesses are able to offer end-to-end services that can be more efficient and cost-effective for clients. In my opinion, this trend has significantly impacted fields like cost consultancy, engineering, design, and sustainability. At Parsons, we’re proud of our ability to integrate solutions and
bring our global expertise and portfolio across these disciplines to our customers under a single umbrella.
“I don’t, however, necessarily see this as the end of independent specialists; they still have a unique value, because they can offer:
• Niche Expertise: deep, focused expertise in their fields, which are invaluable for complex or highly specialised projects.
• Collaborative Opportunities: Specialists can collaborate with multi-
There’s no doubt that the rise of multi-disciplinary businesses is reshaping the landscape for specialist firms”
disciplinary firms on specific projects, bringing their unique skills to the table and adding value to the offering.
“The discussion concluded that Specialist businesses still have a strong future; and indeed, I do believe that vibrant partnerships with specialist firms play a role in Parsons’ ongoing commitment to service excellence.
“By integrating the strengths of some specialist firms into our operations, Parsons enhances its ability to provide innovative, high-quality, and sustainable
The C-Suite Report fully delivered on its promise of animated and prevocative high-level debate.
solutions to our clients, thereby reinforcing our commitment to service excellence. Here are some ways in which these firms support Parsons:
• Expertise and Knowledge: Some specialist firms bring in-depth knowledge and specialised skills that complement Parsons' capabilities. This allows Parsons to tackle complex challenges with precision and efficiency.
• Innovation: By partnering with specialist firms, Parsons can leverage cutting-edge technologies and innovative processes. This collaboration fosters a creative work environment and ensures that
By integrating various specialisations under one roof, businesses are able to offer end-to-end services that can be more efficient and costeffective for clients”
Parsons remains at the forefront of industry advancements.
• Resource Augmentation: These firms provide additional resources and capabilities, enabling Parsons to scale their operations and manage large, multifaceted projects effectively. This flexibility is crucial for meeting client demands and delivering projects on time and within budget.
“These mutual benefits are strong dynamics in the ever-changing industry landscape that we see at the momentand my conclusion is that the rise of the multidisciplinary business and the role of the niche, specialist players are far from being mutually exclusive.”
Faysal Ali, Senior VP, Head of Studio, Parsons.
ALL THAT SPARKLES:
THE HAZARDS OF GLINT AND GLARE…
Ever since the time of Ludwig Mies Van der Rohe - more than 80 years ago - the world has been fascinated by glass-façade buildings. Sleek, minimalist and striking, they have been the go-to solution in regions as far afield as Chicago and Singapore. Yet today, the world is becoming increasingly skeptical about their value, impact and purpose; because not only can they create unwelcome ‘hotspots’ in their surroundings, projecting stored heat back into the urban landscape, but can have dangerous effects of glint and glare under a variety of lighting conditions and settings. Here, Kai Frolic, from UK-based glass specialists Pager Power, looks at key strategies for minimising these persistant risks…
lass façades on building developments are a common sight all over the world, particularly in cities. Whilst they may be aesthetically popular, they can often introduce planning hurdles around glint and glare, i.e., the unbridled reflection of sunlight by a building which can effectively cause a safety hazard or a nuisance.
A related, but separate, effect is the potential for a glass building to focus the sun’s rays, creating the potential for heat damage. This has led to high-profile safety issues for numerous buildings around the world: notable examples include London’s 20 Fenchurch Street, which melted parts of a nearby car and the Vdara hotel in Las Vegas which reportedly burned a guest.
Heating issues due to solar convergence are typically caused by concave reflective surfaces that face south (in the northern hemisphere). This article is on the topic of glint and glare in the context of causing a distraction or inconvenience to an observer, which is a more common concern as it can apply to any building development comprising a reflective surface. Most often
concerns relate to glass façades, but they can also apply to metallic roofs, wall sections or other reflective surfaces.
A NEW PROBLEM
The issue of glint and glare as a planning constraint is a relatively new phenomenon in many countries. It is not entirely clear why this is the case. It could be that there are many more buildings with reflective surfaces than there used to be, or that there is generally more focus on safety and residential amenity than was previously the case. Certainly, there is now far more awareness, too, of the quests for sustainability and urban liveability, where heat ‘peaks’ can detract from equable conditions and go on to necessitate counteractive measures requiring higher power consumption.
Another potential contributor is the progress of the solar photovoltaic industry - where glint and glare effects are a more prevalent concern. This may have brought the issue to the attention of stakeholders and planners who had perhaps not considered it before.
DEVELOPMENTS REQUIRING GLINT AND GLARE ASSESSMENTS
Virtually any development that comprises metallic or glass exterior elements can trigger a glint and glare concern. The risks are generally highest for:
• High-rise developments, e.g., comprising more than five storeys.
• Developments with a continuous glass façade.
• Developments adjacent to roads and railway lines, e.g., within 100 metres.
• Developments close to airports, e.g., within 5 km.
London's 20 Fenchurch Street has inadvertently become a case study in Glare management.
The above are not, by any means, hard and fast rules. It is very rare for planning authorities or even individual stakeholders to define quantifiable parameters pertaining to glint and glare concerns. The most common concerns that a developer must contend with are:
• Effects towards road users, which is a safety concern due to the potential distraction of drivers
• Effects towards pilots of aircraft or personnel within air traffic control towers, which is a noted safety concern, due to the potential for the distraction of either group.
• Effects towards residential properties, causing a nuisance which affects residential amenity.
• Effects towards train drivers and railway signals, which is a safety concern due to potential distraction of a driver or potential illumination of a signal (giving it the appearance of being on when it’s not).
Virtually any development that comprises metallic or glass exterior elements can trigger a glint and glare concern”
WHAT TO DO
When proposing a new development, particularly one that meets the criteria set out above, it is a good idea to identify and assess receptors that could be affected by glint and glare.
The process for carrying out a glint and glare assessment, in broad terms, is as follows:
• Identify potentially affected receptors
• Define which façade(s) of the development will be -
a) Potentially visible to the receptors And -
b) Comprise reflective elements
• Quantify the dates and times at which reflections are possible towards each receptor throughout the year (technical assessment requiring a bespoke modelling package)
• Evaluate the predicted technical effects in an operational context considering: a) Duration.
b) Position of reflector relative to
It's all too easy to accept 'Alpenglow' on glass areas, but it can potentially be distracting and problematic.
observers, e.g., is the reflection occurring directly in front of a driver or off to one side?
c) Incremental increase in effects based on the existing environment, for example, is the development being added to an existing cluster of similar ones, or is it introducing a reflector in an area that does not have any?
• Devise a mitigation strategy where necessary
• Consult with the relevant bodies following completion of the above
MITIGATION
Mitigation options depend on the nature of the predicted impact and the receptor type. Options can include:
• Provision of screening e.g., shielding a receptor from potentially reflected sunlight
Uncontrolled direct sunlight is a critical factor when considering the optimum layout of developments.
The best way to prevent glint and glare hazards is to ‘write them out’ of the equation from the get-go”
• Utilisation of less reflecting materials
• Design changes
A mitigation strategy should be devised taking into consideration the level of impact and the nature of the receptor. This can require coordination with the potentially affected stakeholder.
It should also be remembered that the best way to prevent glint and glare hazards is to ‘write them out’ of the equation from the get-go. In this instance, that means starting with the architect and the technical team, who will source effective means for protecting glass surfaces from direct sunlight, or - better still - create designs that obviate the risks of distracting and potentially harmful glare by sourcing non-reflective materials. In today’s market, there is a plethora of options, and developers should be encouraged to look well beyond pure surface aesthetics.
