MEC_MAY_JUNE

ISSUE

M AY/J U N E 2 0 2 6

Market

Digital innovation reshaping the industry

Residential and office market in Qatar

Design

Management

ESG and sustainability create long-term value

KSA construction priorities and delivery

Licensed by Dubai Development Authority

FO R T H E C O N ST R U CT I O N S P EC I A L I ST

Focus

Consultancy meets Innovation Paul Kelly on C-Quest’s rapid growth, people and digital evolution

130

Summer welfare

As summer takes hold across the UAE, residents are once again adjusting to the realities of life in one of the world’s hottest climates. With temperatures already peaking to over 45°C in many parts of the country, staying safe in the heat has become a daily consideration. Hydration, sun protection, and limiting exposure during the hottest hours of the day are all essential precautions for anyone spending time outdoors.

While many of us can seek refuge in air-conditioned homes, offices, and vehicles, it is impossible not to spare a thought for the thousands of workers who continue to keep the nation moving throughout the summer months. Construction workers, in particular, face challenging conditions. Surrounded by concrete, steel, and other heat-retaining materials, they often work in environments where temperatures can feel significantly higher than those recorded by weather stations. Combined with the protective clothing required on site, the physical demands are considerable.

For this reason, the UAE’s annual midday break remains one of the country’s most important workplace welfare initiatives. Effective from 15 June to 15 September, the regulation prohibits work under direct sunlight and in open-air areas between 12:30pm and 3:00pm each day.

The regulations also place clear responsibilities on employers, who must provide shaded rest areas, adequate supplies of cold drinking water, and access to first-aid facilities for employees working outdoors. These requirements are not only sensible but essential in reducing the risks associated with heat stress and heat-related illness. It also serves as a timely reminder that progress and productivity should always go hand in hand with care for the people who help build and maintain our communities. Until next time, stay safe and take care.

Clayton Aldo Vallabhan Deputy Editor, ME Consultant

MECONSTRUCTIONNEWS.COM

1

CONTENTS

28 COVER STORY

Paul Kelly on adapting to changing market conditions, digital transformation, and increasing client expectations

2

MAY-JUNE 2026

INITIATE 10 Parsons appointed by The Boring Company to support Dubai Loop project ⁄ 12 Gensler appoints Dima Rachid to Landscape Urbanism Design Lead ⁄ 13 HKA strengthens EMEA capacity with key partner relocations ⁄ 14 AESG inaugurates 25,000sqft headquarters in Dubai ⁄ 16 Khatib & Alami appoints new VP of PMC and FM

INTERFACE 36 Nader Emile and Hilal Itani, Partners at HKA in Saudi Arabia talk about the evolving construction landscape in the Kingdom, from design maturity and cash‑flow pressures to collaboration across the supply chain and the evolving priorities of Vision 2030 ⁄ 46 Walid Gomaa, CEO of Omnix International speaks with Clayton Vallabhan of MEC on how adoption of modern technology is changing the landscape of the AEC sector and beyond

INNOVATE 58 Beyond buildings: Why ESG strategy and sustainability advisory are becoming the new competitive advantage for masterplans and cities ⁄ 64 Designing for uncertainty: What regional tensions mean for project pipelines, costs, and confidence in the GCC ⁄ 68 Why design & build works better than traditional contracting ⁄ 74 A 'Day in the life' with Olivia Taylor, Senior Consultant, HKA

MECONSTRUCTIONNEWS.COM

3

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4

MAY-JUNE 2026

Market

Digital innovation reshaping the industry

Residential and office market in Qatar

Design

Management

ESG and sustainability create long-term value

KSA construction priorities and delivery

Licensed by Dubai Development Authority

ISSUE

M AY/J U N E 2 0 2 6

Focus

130

230 MAR-APR 2026

BUILDING A NEW ICON

Licensed by Dubai Development Authority

FO R T H E C O N ST R U CT I O N S P EC I A L I ST

KHANSAHEB CIVIL ENGINEERING’S JASON SAMS AND HOWARD MCDONAGH TALK TO BPME ABOUT THE DELIVERY OF THE DEC CAMPUS LEGACY PROJECT PHASE ONE

ISSUE 163 EBRUARY 2026 JANUARY-F

Consultancy meets Innovation Paul Kelly on C-Quest’s rapid growth, people and digital evolution

PLUS

MANCE G PERFORHA PULVERISINSHE RD R’S

MB CRU ZING AND HITS ON RAN JOB-SITES DEMOLITIO

ON THE COVER

Paul Kelly on C-Quest’s rapid growth, people and digital evolution

CHARGING AHEAD

CKS MINING TRU

ASH AND GARG LIUGONG RIES CHES FROM QUAR NEW LAUNHAUL AGE IN UA E E AM FR RE

VEHICLES/ TECH / TRANSPORTATION/LOGISTICS

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137/OCTOBER 2O25 LI CENSED BY D U BAI D EVELO PM ENT AU TH O RIT Y

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POPULAR

FEATURES

SUSTAINABILITY

AECOM calls for ‘responsible progress’ ahead of World Environment Day 2026

Getting to the CRUX of the matter CONSTRUCTION

6 development sites worth $3.54bn investment awarded in Makkah

SUSTAINABILITY

Masdar signs agreement with Sungrow for renewable project in Abu Dhabi

Building a coastal icon

OPERATIONS

RTA concludes maintenance and rehabilitation works on Dubai Metro tunnels

INFRASTRUCTURE

DAMAC Digital reaches 6,000MW planned IT capacity across territories

6

MAY-JUNE 2026

Why integrated living is reshaping Saudi Arabia’s residential future

FEATURED NEWS

UPCOMING EVENTS

REPORT

Bahrain real estate records robust growth in 2025 The Survey and Land Registration Bureau recorded a total of 29,777 real estate deals for the year, up 19.8% from 2024

JUNE

Digital Construction Awards 24 June 2026 Dubai, United Arab Emirates

INFRASTRUCTURE

Parsons appointed by The Boring Company to support Dubai Loop project Parsons will act as TBC’s delegated program manager, supporting designbuild activities for the project JUNE

Construction Machinery ME Awards INDUSTRY

ALEC’s 2025 ESG report showcases notable improvements in ESG performance

25 June 2026 Dubai, United Arab Emirates

The firm’s 2025 achievements include 69% of operational waste diverted from landfill and 6,421MWp of cumulative installed solar capacity across assets and projects CONSTRUCTION

Shuwaikh’s US $243mn water distribution complex project approved The contract for the project will cover the construction, completion, maintenance and full development of the complex, along with the associated works

SEPTEMBER

Real Estate Leaders Summit 23 September 2026 Dubai, United Arab Emirates

INFRASTRUCTURE

Work starts on Riyadh’s Imam Muslim road development project The project marks a new phase of works extending north toward Dirab Road, as part of ongoing efforts to upgrade the city’s road network

SEPTEMBER

Digital Construction Summit 30 September 2026 Dubai, United Arab Emirates

MECONSTRUCTIONNEWS.COM

7

INITI 8

MAY-JUNE 2026

INSIDE

10 Parsons appointed by The Boring Company to support Dubai Loop project ⁄ 12 Gensler appoints Dima Rachid to Landscape Urbanism Design Lead ⁄ 13 HKA strengthens EMEA capacity with key partner relocations ⁄ 14 AESG inaugurates 25,000sqft headquarters in Dubai ⁄ 16 Khatib & Alami appoints new VP of PMC and FM

IATE A deep dive into the biggest construction headlines that caught our eye this month

MECONSTRUCTIONNEWS.COM

9

INITIATE

Parsons appointed by The Boring Company to support Dubai Loop project

10

MAY-JUNE 2026

The Boring Company (TBC) has awarded

1980s,” said Pierre Santoni, President,

residents in, and visitors to, the city, said

Parsons Corporation a contract to provide

Infrastructure EMEA at Parsons.

the statement.

professional services in support of the

He added, “From roads, bridges, and

Parsons confirmed it already

Dubai Loop project. The project is an

tunnels, to airports, railways, and urban

works extensively with the RTA, having

underground transportation initiative

developments, our team has delivered

supported the organisation with key

being developed in Dubai, UAE.

superior quality, integrity and innovation

transportation infrastructure projects

According to Parsons, the 9-month

on every single project from day one. Our

in the emirate since its inception in

contract represents new work and as

agreement with TBC reflects the directives

2005. These include projects such as the

per the terms of the agreement, the

of the UAE’s leadership to strengthen

Dubai Metro Red and Green Line, the

company will act as TBC’s delegated

strategic partnerships with leading global

Dubai Metro Route 2020 expansion, the

program manager, supporting design-

innovators and accelerate the deployment

Dubai Intelligent Traffic Systems Center,

build activities for the project. As part

of advanced technologies to support the

the Infinity Bridge, and more than 100

of this agreement, Parsons will provide

Dubai 2040 Urban Master Plan. Parsons

highway, bridge and tunnel projects across

integrated services, directly supporting

will ensure all designs are technically

the emirate.

TBC with Independent Design Verification,

robust, fully compliant with local

Jim Fitzgerald, Global Vice President

Stakeholder Management, Permitting

regulations, and efficiently progressed

of Business Development at The Boring

and NOC Support for the Dubai Loop

to support safe, reliable, and integrated

Company commented, ”We are excited

pilot phase. Parsons will also conduct

mobility across the emirate.”

to collaborate with Parsons on the Dubai

multidisciplinary reviews of civil,

In partnership with Dubai’s Roads

Loop project as we bring next-generation

structural, mechanical, electrical, safety,

and Transit Authority (RTA), TBC has

underground transportation solutions

and utility designs.

been tasked with delivering the Dubai

to Dubai.”

“Parsons has proudly played a

Loop, a multi-phased passenger transport

He continued, “By partnering with

central role in developing some of the

tunnel project comprised of multiple

Parsons, we combine innovative tunneling

most important and prestigious critical

tunnels and stations aimed at expanding

technology with strong regional expertise

infrastructure programs across the UAE

Dubai’s transport ecosystem and offering

and a proven track record in major

since our first programs there in the

an additional mode of transport to

infrastructure delivery.”

MECONSTRUCTIONNEWS.COM

11

INITIATE

Gensler has appointed Dima Rachid as Landscape Urbanism Design Lead within its growing Cities Studio in the Middle East, reinforcing the firm’s long-term commitment to shaping people-centered urban experiences across the public and private sectors.

Based in Dubai, Rachid will play a central role in advancing the studio’s work across climate-responsive, resilient urban environments.

In her new role, Rachid will work closely with multidisciplinary teams to deliver innovative, integrative, context-driven solutions that prioritise sustainability, liveability, and longterm resilience under the direction of Steven Velegrinis, Design Director, Gensler Middle East and Head of Cities Practice APME. The appointment comes amid continued growth for Gensler’s Middle East Cities studio, which is delivering projects across the Middle East, Asia, Africa, and international markets, with projects including: Rawasi Muscat, a vibrant hospitality driven destination that is the first Mountain Wellness Integrated Tourism Complex in Oman; a tourism masterplan in Vang Vieng, Laos; master planning packages on Egypt’s Mediterranean coast; and infrastructure and resilience-focused work across Africa, including projects in Kenya and the Lagos Coastal masterplan in Nigeria.

Rachid’s portfolio includes major

Gensler appoints Dima Rachid to Landscape Urbanism Design Lead 12

MAY-JUNE 2026

public realm and regeneration projects such as the Ministry of Culture JAX in Diriyah, the Horsh Beirut Regeneration Plan, the JAX Public Realm Regeneration Plan, and a sustainable greywater treatment pilot within one of Saudi Arabia’s giga projects.

HKA strengthens EMEA capacity with key partner relocations As part of its focus on strengthening

clients from her previous time in the UK.

leadership with priority geographies and

its presence across key markets, whilst

The firm also confirmed that Tom

client demand across Europe, the Middle

maintaining an integrated international

Kapapa, Partner at HKA will relocate from

platform, HKA has announced changes

Doha to Abu Dhabi, where he will play a

“These developments collectively

within its EMEA Construction Claims and

major role in expanding HKA’s expert

place HKA in a strong position to

Expert Services (CCE) Partner team.

offering in the UAE. HKA explained that he

sustain its momentum throughout the

East and Africa.

According to a statement from the

will continue to support existing projects

year, strengthen client relationships,

firm, Nicola Caley, Partner at HKA, will be

and client relationships in Qatar, while his

and help deliver complex, high-value

relocating to London, and will continue to

presence in Abu Dhabi enhances the firm’s

projects across the region. I look

play a role on major claims assignments

ability to respond to growing demand

forward to supporting Nicola and Tom

across EMEA. The firm said her return

in one of the region’s most important

in their new geographical roles and to

further strengthens HKA’s regional

construction markets, working closely

their ongoing contributions to the firm’s

presence and ensures continuity across

with colleagues across the Middle East.

success,” explained Haroon Niazi, Partner,

key commissions. HKA notes that Caley

HKA confirmed that the updates

is already well known to colleagues and

are part of its broader strategy to align

Construction, Claims and Services Lead, EMEA, International at HKA.

MECONSTRUCTIONNEWS.COM

13

INITIATE

AESG inaugurates 25,000sqft headquarters in Dubai 14

MAY-JUNE 2026

AESG has inaugurated its new 25,000sqft

brings to bear on them. Increasingly, the

can bring engineering, sustainability and

headquarters in Dubai. The new

firm is being appointed not to deliver a

cost optimisation together from the very

headquarters consolidates AESG’s Dubai-

single service line, but to provide end-to-

outset of a project. Our growth over recent

based teams into a purpose-designed

end technical integration across the full

years is a direct reflection of that demand,

multidisciplinary high-performance

lifecycle of major developments, from

and this headquarters is our response

environment, the consultancy said.

early-stage feasibility through to detailed

to it. It also reflects our continued

engineering and cost management.

confidence in Dubai as a global hub for

According to a statement from the firm, the move marks a significant milestone

“The built environment across the

business and innovation. The emirate’s

in its evolution and its commitment

region is undergoing a fundamental

infrastructure, talent pool, and long-term

to the emirate as a centre for business,

shift in how complexity is managed

ambition make it the right place to build

innovation, and technical excellence.

and delivered. Clients are no longer

from — and we remain firmly committed

The company now has a global footprint

procuring skillsets in isolation — they

to it,” explained Saeed Al Abbar, CEO

with offices in London, Singapore, Sydney,

are seeking fully integrated teams that

of AESG.

Melbourne, Cape Town, Cairo and across several Middle East markets.

The new headquarters was launched following a period of sustained growth: the firm’s project pipeline has increased by over 60% in 2-years, with headcount doubling to over 500 consultants since the start of 2023, the company explained.

That expansion reflects rising client demand for integrated delivery across some of the region’s most technically demanding sectors, including data centres, giga-projects, hospitality, mixed-use developments, and large-scale infrastructure, it added.

Over the same period, AESG has significantly broadened both the scale and complexity of projects it is engaged on, as well as the technical disciplines it

MECONSTRUCTIONNEWS.COM

15

INITIATE

Khatib & Alami appoints new VP of PMC and FM C

M

Khatib & Alami (K&A) is investing in

Y

its project management consultancy

CM

(PMC) and facilities management (FM)

MY

capabilities following the appointment

CY

of Dany Ghandour as Vice President.

Ghandour brings more than 25-years

CMY

of experience to the role, including

K

2-decades previously spent at K&A. He has held senior leadership positions on complex, multi-billion-dollar programs – predominantly in Saudi Arabia – and has led the delivery of major project management and FM services contracts for a wide range of public and private sector clients in the region.

He rejoins K&A following 4-years at KEO, where he drove strategic growth as General Manager – KSA and MD of the

design intent, managing risk and

clients now expect partners who can think

company’s FM practice.

protecting value well beyond handover.

beyond handover and focus on how assets

Dr Najib Khatib, Chairman and CEO

Dany’s return strengthens our leadership

perform over time. Bringing PMC and FM

of K&A said, “Our clients are increasingly

in this area and supports our continued

under one leadership enables exactly that

focused not just on delivering assets,

investment in both disciplines.”

– a more joined-up way of delivering and

but on how those assets perform over

Ghandour added, “K&A has shaped

sustaining value. I’m pleased to return at

the long term. Aligning our PMC and FM

much of my career, so coming back after

a moment when the business is making

capabilities allows us to move seamlessly

4-years away feels both personal and

such a clear and strategic investment in

from delivery into operations, preserving

natural. The industry has evolved, and

its future.”

16

MAY-JUNE 2026

INITIATE

Qatar residential and office market review Experts at ValuStrat said Qatar’s real estate market remained largely stable through Q1 2026, demonstrating resilience despite regional uncertainty towards the quarter-end. While geopolitical tensions and seasonal factors, including Ramadan and Eid, weighed on activity levels, overall market performance remained steady.

The residential sector remained stable, with the ValuStrat Price Index unchanged quarterly but increasing annually, supported primarily by gains in the villa segment. Ticket sizes showed quarterly strength, rising by 3.2%, while transactions recorded a 21.1% quarterly decline, reflecting softer activity. A drop in transactions between February and March was also observed; however, a similar trend last year suggests the slowdown was largely seasonal rather than driven by geopolitical tensions. Residential rents stabilised quarterly across both apartments and villas, while rising renewals alongside fewer new contracts indicated reduced tenant mobility.

The office sector remained stable, with limited rental volatility. Retail performed strongly during the first two months of the quarter but softened towards quarter-end, particularly across open-air destinations, influenced by regional uncertainty and seasonal patterns. Rents remained largely unchanged quarterly, with a marginal annual decline. In hospitality, expectations of a significant downturn were not fully realised. Tourism volumes declined by 8.3% YoY, while average daily rates increased by 2.3% annually, indicating pricing resilience.

Month-on-month ADR movement between February and March was broadly consistent with last year, suggesting limited incremental impact from the conflict. Industrial and logistics segments presented mixed performance, with warehouse rents increasing quarterly and cold storage rates declining yearly. Maritime activity was impacted, with vessel calls recording a decline amid broader regional disruptions.

Overall, the market remained resilient, with pricing levels holding firm despite softer activity and leasing conditions. Landlords generally adopted a cautious approach, favouring incentives such as extended grace periods over direct rental reductions. While near-term sentiment remains measured, current indicators suggest a cyclical and seasonal impact rather

18

MAY-JUNE 2026

MECONSTRUCTIONNEWS.COM

19

INITIATE

RESIDENTIAL CAPITAL VALUES Apartments

Villas

115

2%

110

1%

105

0%

100

-1%

95

-2%

Q1

Q2

Q3

Q4

Q1

2023

Q2

Q3

Q4

Q1

2024

Q3 2025

than a structural shift, with Q2 performance expected to provide greater clarity on the persistence of these trends.

Q2

Q4

Quarterly Change

VPI

VPI

Q1 2026

Values remained stable both quarterly and annually across all 3 locations, with the exception of Lusail, where values increased by 1.5% YoY. Villa capital values were broadly stable QoQ while

RESIDENTIAL CAPITAL VALUES

increasing by 1.9% annually to average US $1,563 per sqm.

The ValuStrat Price Index (VPI) for Qatar’s residential sector

Quarterly growth was primarily recorded in Al Wakrah where

demonstrated resilience, recording a 1.6% YoY increase in Q1

values rose by 3.5%. On a yearly basis, gains ranging from 2% to

2026 while stabilising quarterly, reaching 98.0 points against a

6% were observed in Umm Salal Ali and Muaither, respectively.

In contrast, The Pearl and West Bay Lagoon recorded no

Apartment capital values remained unchanged both

change quarterly but declined by up to 10% YoY. The price-to-

quarterly and annually following the last uplift in Q2 2025,

rent ratio for both apartments and villas stabilised QoQ while

averaging US $2,877 per sqm. Sales rates averaged US $2,915

increasing by 4.1% annually to reach 20.1 years. Residential gross

per sqm in The Pearl, US $2,623 per sqm in West Bay Lagoon

yields remained unchanged quarterly but declined by 5.7% YoY,

and US $2,837 per sqm in Lusail.

with apartments at 7.9% and villas at 4.4%.

RESIDENTIAL SUPPLY Existing Supply

Projected Supply

Units (Thousands)

420

410

400

390

380

2023

20

MAY-JUNE 2026

2024

2025

2026E

2027E

Sources: Valustrat, Planning & Statistics Authority, Qatar Census 2020, MEED Projects

base of 100 in Q1 2021.

AVERAGE APARTMENT RENT Two Bedroom

Three Bedroom

Quarterly Change (%)

18

2%

15

1% 0.0%

12

0.0%

-1.2%

9

0% -1%

-1.4%

-1.6%

6

-2%

Al Mansoura

Lusail

Al Sadd

Fereej Bin Mahmoud

The Pearl

RESIDENTIAL SUPPLY

$1,511 for 1-bedroom apartments, US $1,648 for 2-bedroom

Total residential stock stood at 405,742 units, comprising 256,916

units and US $1,923 for 3-bedroom layouts. One bedroom

apartments and 148,826 villas. An estimated 957 apartments

apartment rents increased by 5% YoY, while 2-bedroom units

and 173 villas were delivered during the quarter. Notable villa

recorded an annual decline of 5%, followed by a 4% reduction

completions included 49 high-end houses at Giardino Village

for 3-bedroom apartments.

in Pearl Qatar. Key apartment completions were led by Fox Hills

Around 18,700 apartment leases were recorded in Q1, down

with 146 units, followed by Mesaieed and Al Sadd with 50 and

13% QoQ, with new contracts declining by 15% and renewals

30 homes, respectively.

decreasing by 2.2%. The slowdown may reflect seasonal factors and reduced tenant mobility, as leasing decisions were deferred

RESIDENTIAL SALES TRANSACTIONS

across the market. Al Wukair registered the highest leasing

In Q1 2026, residential house transaction volume declined

activity with 3,577 contracts, followed by Al Meshaf with 1,567

by 21.1% compared to Q4 2025, however activity increased by

agreements, reflecting sustained demand across suburban

22.7% annually. Sales transaction volume declined by 50% in

areas. Towards quarter-end, regional tensions softened tenant

March 2026 compared to February; however, a similar drop was

enquiries, with landlords offering longer grace periods and

recorded during the Ramadan/Eid period last year, suggesting

adopting a wait-and-see approach rather than reducing rents.

that seasonal factors may have contributed to the slowdown, alongside broader geopolitical uncertainty. Transaction activity was strongest in Al Wukair and The Pearl. The Pearl and Legtaifiya recorded a 7.7% decline in transaction volume in Q1 2026 compared to Q4 2025 and a 69% drop YoY, while values fell by 12% quarterly and remained unchanged annually, reflecting lower transaction activity alongside price stability in prime locations.

RESIDENTIAL PERFORMANCE

During Q1 2026, the median monthly rent for residential units stabilised compared to the previous quarter and declined by 4.6% YoY, settling at US $2,252. Apartment lease values remained

“The ValuStrat Price Index (VPI) for Qatar’s residential sector demonstrated resilience, recording a 1.6% YoY increase in Q1 2026.”

stable on a quarterly basis, while declining by 4.3% YoY to reach US $1,566. In Q1 2026, median monthly lease rates reached US

VALUSTRAT

MECONSTRUCTIONNEWS.COM

21

Quarterly Change

QAR (Thousands)

One Bedroom

INITIATE

AVERAGE VILLA RENT Four Bedroom

Five Bedroom

Quarterly Change (%)

25

2%

20

1% 0.0%

15

-0.4%

10

-1%

-1.2%

-2%

5

Al Wakrah

Al Muraikh

Abu Hamour

The median villa rents in Q1 declined by 3.3% QoQ and by

Al Waab

West Bay Lagoon

MORTGAGE TRANSACTIONS

6.1% annually. Rents in Al Wakrah declined by 1.2% in Q1, while

In the first quarter of 2026, Qatar’s real estate market witnessed

all other major areas remained stable QoQ. Demand continued

292 mortgage transactions across all asset classes of ready

to be primarily driven by 3 and 4-bedroom villa configurations,

properties, stable QoQ but declining by 11% yearly. The total

reflecting sustained family occupancy trends across established

value of mortgage transactions reached US $4.12bn during Q1

suburban communities. As for 4 and 5-bedroom villas, rents

2026, reflecting an increase of 50% YoY.

decreased by 4.6% and 3.5% QoQ, respectively. Around 6,900

The US Federal Open Market Committee has maintained

villa lease contracts were registered in Q1 2026, representing

the federal funds rate at 3.50% to 3.75% for a second consecutive

an 8.7% decline compared to the previous quarter, with new

meeting in March 2026, supporting stability in mortgage

leases declining by 12.4% while renewals increased by 7%. Ain

rates and housing demand. Doha municipality recorded 132

Khaled recorded the highest leasing activity with 493 contracts,

transactions worth US $2.91bn, representing the highest volume

followed by Al Wukair with 438 and Al Waab with 340.

and value in this quarter.

MORTGAGE TRANSACTIONS Mortgage - Ready

Federal Funds Rate

30 25 QAR (Billions)

0%

-0.6%

-0.7%

20 15 10

Q1

Q2

Q3 2023

22

MAY-JUNE 2026

Q4

Q1

Q2

Q3 2024

Q4

Q1

Q2

Q3 2025

Q4

Q1 2026

Quarterly Change

QAR (Thousands)

Three Bedroom

OFFICE SUPPLY Existing Supply

Projected Supply

7.8

SQM (Millions)

7.6

7.4

7.2

7.0

2023

2024

2025

2026E

2027E

OFFICE SUPPLY

both quarterly and annually. This is in comparison to the baseline

Approximately 23,300sqm GLA was introduced during the quarter,

of 100 points set in Q1 2024. Grade A weighted average rents

bringing the total supply to 7.5m sq m GLA. Key additions during

in Qatar remained stable both QoQ and YoY at US $31.54 per

the quarter included an 8,000sqm mixed-use development in Fereej

sqm. Within the Grade A segment, West Bay cluster observed a

Al Soudan and an additional 15,000sqm delivered across Birkat Al

3.2% decline in rents, while the Lusail cluster observed a 4.5%

Awamer, Mesaieed Logistics Park, and Al Wakrah. Grade-A office

increase yearly. At US $18.65 per sqm, Grade B weighted average

inventory remained unchanged with Doha municipality accounting

rents held stable both quarterly and yearly. Grade B office rents

for 57.9% of the total supply and Lusail contributing 42.1%.

in the Salwa and Industrial Area cluster declined by 4.6% both

Estimated 85,278 sq m GLA is expected to be delivered in 2026.

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INTER 26

MAY-JUNE 2026

INSIDE

28 Paul Kelly, MD of C-Quest discusses how the construction consultancy sector is continuing to evolve as businesses adapt to changing market conditions, digital transformation, and increasing client expectations ⁄ 36 HKA’s Nader Emile and Hilal Itani talk about the evolving construction landscape in the Kingdom, from design maturity and cash‑flow pressures to collaboration across the supply chain and the evolving priorities of Vision 2030 ⁄ 46 Walid Gomaa, CEO of Omnix International speaks with MEC on how adoption of modern technology is changing the landscape of the AEC sector and beyond

RFACE Going behind-the-scenes with the region’s top construction consultants and industry trailblazers

MECONSTRUCTIONNEWS.COM

27

INTERFACE

28

MAY-JUNE 2026

Consultancy meets Innovation Paul Kelly, MD of C-Quest speaks with Clayton Vallabhan and Jason Saundalkar of MEC about how the construction consultancy sector is continuing to evolve as businesses adapt to changing market conditions, digital transformation, and increasing client expectations Cost consultancy has traditionally been built around individual expertise — experienced quantity surveyors applying commercial judgement project by project, often relying on fragmented historical data, disconnected systems, and years of personal experience. For decades, that model worked. But across the Middle East, the scale, speed, and complexity of construction programs are now forcing consultancies to rethink how knowledge is delivered, shared, and scaled. That shift is already underway at C-Quest.

Over the past 4 years, the specialist cost consultancy has grown rapidly across the region, expanding from a 40-person business into a team of more than 100 professionals supporting over 250 live projects across Saudi Arabia, the UAE, and the wider GCC. Its portfolio now spans some of the region’s most ambitious giga and community developments, including NEOM, Qiddiya, ROSHN, and SEVEN. Yet internally, the company’s leadership believes the bigger transformation is not the scale of its growth — but what that growth has forced the business to become.

“The challenge today isn’t simply attracting expertise,” says Paul Kelly, Managing Director at C-Quest. “It’s how you scale that expertise consistently across projects, teams, and geographies without losing quality, trust, or judgement.”

MECONSTRUCTIONNEWS.COM

29

INTERFACE

That challenge sits at the heart of a wider evolution happening across the consultancy sector. As clients demand

procurement routes, and asset typologies in real time.

faster decision-making, greater cost certainty, real-time

“Last year we developed an AI

benchmarking, and deeper commercial insight, traditional

cost database which eliminates

consultancy models are increasingly coming under pressure.

a huge amount of manual

The sheer volume of project data generated across large-scale

processing,” says Kelly. “We can

developments has made it difficult for firms to rely solely on

sit with a client, pull up live

individual experience or siloed knowledge.

project cost data associated with

For C-Quest, rapid expansion exposed those operational realities quickly.

“There’s a big difference between running a business of 50 or 60 people and running one with more than 100,” Kelly explains. “At

a particular city or project type, and provide more reasoned advice immediately. It removes a lot of the guesswork.”

that point, you can’t rely on informal ways of working anymore.

The platform now contains

You need stronger systems, better operational structure, and a

more than 60,000 structured data

different way of sharing knowledge across the business.”

points linked to project variables including city, year, procurement

DEVELOPMENT OF AI COST DATABASE

methodology, and sector type,

It is against this backdrop of rapid growth that technology has

with more than 100 users

become an increasingly important part of the business. Rather

trained across the business. The

than treating technology as a standalone innovation initiative,

intention is not simply to improve

C-Quest has positioned it as infrastructure for the next phase

efficiency, but to create greater

of consultancy delivery.

consistency and accessibility of

At the centre of that strategy is the company’s AI-driven cost database — a platform developed to consolidate years of project information into a live, searchable commercial intelligence

commercial knowledge across the organisation.

“We

are

collating

the

system. Instead of relying on static spreadsheets, disconnected

information that we’re getting and enabling our teams to have

cost plans, or individual memory, consultants are able to access

easier access to it,” Kelly explains. “That allows us to provide

real project benchmarking data across locations, sectors,

more reliable and more trustworthy advice to clients.”

The company is now exploring the next stage of that evolution through AI-led measurement and automated take-off

“The challenge today isn’t simply attracting expertise, it’s how you scale that expertise consistently across projects, teams, and geographies.”

PAUL KELLY

30

MAY-JUNE 2026

capabilities — one of the most labour-intensive areas of quantity surveying. C-Quest is currently working with external partners and internal specialists to investigate the development of proprietary measurement systems that could further streamline workflows and improve delivery speed.

Yet despite its focus on AI, Kelly is careful not to position technology as a replacement for people.

“AI is a cog in the wheel for me. It’s not the end game,” he says.

“Clients still want relationships, communication, and human judgement. Technology can support better decision-making, but ultimately the responsibility and advice still sit with people.”

That balance between systems and human expertise increasingly defines the company’s operating philosophy. As

projects become more complex and timelines compress, the role of the modern cost consultant is also changing — evolving from traditional measurement and reporting towards broader

C-Quest's AI-driven cost database combines years of project information into a live, searchable commercial intelligence system for real project benchmarking data across various locations and sectors in real time.

commercial advisory, risk analysis, scenario planning, and strategic decision-making.

“Being in the industry for over 20 years, the role of cost consultants has continually evolved,” Kelly says. “AI is simply

New roles will emerge that we probably haven’t even

the latest phase of that evolution. The industry shouldn’t be

considered yet.”

afraid of it, but equally we shouldn’t assume technology solves everything on its own.”

Internally, C-Quest has tried to embed that mindset into its culture. Staff are encouraged to experiment with large

The shift is also influencing how the next generation of

language models and emerging technologies rather than

quantity surveyors will enter the profession. While automation

avoid them. The company also runs innovation sessions where

is likely to reshape some entry-level responsibilities, Kelly

employees can pitch ideas and collaborate with internal IT and

believes it will also create new opportunities and demand

innovation teams to develop new workflows and tools.

new skillsets.

“We don’t shy away from technology,” Kelly says. “All of our

“The future quantity surveyor will need to be commercially

teams have access to the major AI platforms because the reality

intelligent and digitally fluent,” he says. “If people are open to

is this technology is already changing how people work. We’d

learning and adapting, there will absolutely be opportunities.

rather help our teams learn how to use it properly.”

MECONSTRUCTIONNEWS.COM

31

INTERFACE

INNOVATION CULTURE

Alongside its digital transformation, the company has

The company also holds regular innovation meetings where

continued to expand operationally. C-Quest recently established

employees are encouraged to present ideas and explore

a dedicated delivery hub in Sri Lanka, which supports technical

new technologies.

measurement and quantity surveying functions across the

“Our team are in almost like a ‘Shark Tank’ type environment.

wider business. The move forms part of a broader international

They're encouraged to come up with ideas and they will be

strategy that also includes planned expansion into the UK

given support from our IT team and innovation team to work

and Ireland.

on them,” he adds.

“One of our objectives this year is to open up operations in both the UK and the Republic of Ireland, which would

The C-Quest team is constantly encouraged to come up with new ideas, which are then supported to come to fruition by the firm's IT and innovation teams.

32

MAY-JUNE 2026

give us entry into the European Union through Ireland,” remarks Kelly.

He explains that the business has already secured licensing to operate in both countries and believes there is an opportunity to provide competitive consultancy services within those markets.

“We believe that we can provide a service at a price level that will make an impact and we can get into the market utilising the experience and expertise that we have at C-Quest,” he adds.

According to Kelly, C-Quest’s Sri Lanka office will play a key role in supporting this strategy by providing the technical measurement support required for growth.

“Since opening our office in Sri Lanka, we have the ability to react quicker to market requirements and detailed measurement activities in unison,” says Kelly.

He explains that the high cost of labour in the UK creates an opportunity for C-Quest to provide cost-effective support

“Construction is still fundamentally a people business. You can have all the systems and data in the world, but culture, communication, and relationships still matter enormously.”

PAUL KELLY

services remotely.

“We believe that getting someone on the ground and approaching contractors and consultants who need that, can be done through our Sri Lankan offering. That's where we see the inroad,” explains Kelly.

The company is already beginning to secure work in Ireland through its wider group network.

“We're actually just starting to get involved on a first project in Ireland, which is a demolition project. That has been

C-Quest responded by engaging directly with suppliers, subcontractors, and contractors to better understand the impact on pricing and material availability.

Despite the challenges, Kelly praised the regional construction industry for its collaborative response.

won through the sustainability team of KEO, and we will be

“One of the first things we did was speak directly with

supporting them in measurement activities on that demolition

suppliers, subcontractors, and contractors to understand

project,” he explains.

what was happening on the ground,” he says. “The reality is

However, despite its international ambitions, the GCC remains the company’s primary growth market.

“Our focus remains Saudi Arabia and the UAE because the demand is still incredibly strong,” Kelly says. “The scale of development happening across the region continues to create opportunities over the next several years.”

there will always be pressures on cost and delivery, but what’s been encouraging is how collaborative the industry has been in responding.”

“I believe the Middle East as a whole has faced up to this problem in a very positive manner,” he remarks.

For C-Quest, that adaptability is becoming increasingly important as consultancy itself evolves into a more integrated,

REGIONAL INSTABILITY AND PROJECT DELIVERY

data-enabled discipline. The company’s recently launched

The business acknowledges that regional instability, supply

website reflects that wider repositioning — not simply as a

chain disruption, and cost escalation continue to reshape project

visual rebrand, but as an external expression of how the

delivery environments across the Middle East. According to

business now sees its future.

Kelly, this has increased the importance of accurate commercial

The new digital platform presents C-Quest less as a

intelligence and stronger collaboration between clients,

traditional quantity surveying consultancy and more as a

contractors, and consultants.

technology-enabled commercial advisory business, highlighting

“We can't deny that there will be increases in cost. There will

capabilities that extend beyond cost management into

be delays to projects, there will be problems, and it's going to

benchmarking, procurement strategy, lifecycle costing, risk

massively affect the construction industry,” says Kelly.

analysis, and data-led project intelligence.

MECONSTRUCTIONNEWS.COM

33

INTERFACE Kelly believes work must be approached in a positive manner to reap the most benefit, which in turn also leads to happier employees and staff retention.

“We encourage health and wellness activities, cultural days, getting teams together for padel, running, marathons, walking challenges. All of that is done because we believe it makes a real impact on people's day-to-day life,” explains Kelly.

The company continues to invest heavily in professional development and Assessment of Professional Competence (APC) support, innovation workshops, and employee engagement initiatives across its regional offices.

“If you approach work in a positive manner, you get happier employees, you get people that stay around longer, and people that really can make an impact to their clients,” says Kelly.

“We strongly encourage our staff to take the APC because it's a measure of where they are as a quantity surveyor and it really supports their growth and development in the industry,” he explains.

“One phrase that resonated with me recently was ‘you bring the weather’,” Kelly says. “The way leaders show up, the energy they bring into teams, the environment EVOLVING TECHNOLOGY - BUT PEOPLE AND WORKPLACE CULTURE REMAIN FUNDAMENTAL

they create — all of that shapes the culture of the business.”

C-Quest’s transformation reflects a belief that the future

Internally, Kelly believes maintaining culture and human

of consultancy will require fundamentally different operating

connection remains just as important as investing in systems

models from those that shaped the industry over the past 2

and technology.

decades. As projects become more data-heavy, commercially

“Construction is still fundamentally a people business,”

complex, and fast-moving, growth alone is no longer enough.

he says. “You can have all the systems and data in the

The real challenge is building businesses capable of scaling

world, but culture, communication, and relationships still

expertise, maintaining consistency, and delivering intelligent

matter enormously.”

commercial insight at speed.

“Face-time for me is super important,” comments Kelly.

A newly launched website may be the outward expression

The company currently operates across 15 different

of that evolution, but the deeper shift is operational. What is

locations and leadership teams regularly travel to maintain

emerging is not simply a larger consultancy, but a different type

direct engagement with employees.

of consultancy altogether.

34

MAY-JUNE 2026

MECONSTRUCTIONNEWS.COM

35

INTERFACE

Driving the Kingdom forward HKA's Nader Emile and Hilal Itani talk to Jason Saundalkar about the evolving construction landscape in KSA, from design maturity and cash‑flow pressures to collaboration across the supply chain and the evolving priorities of Vision 2030, and offer insight into how programmes are being reshaped to improve delivery and long‑term value

36

MAY-JUNE 2026

MECONSTRUCTIONNEWS.COM

37

INTERFACE

The Middle East and especially the countries that are part of the

With 2 offices in the Kingdom, global risk mitigation and

Gulf Cooperation Council (GCC) have made a habit of grabbing

dispute resolution firm HKA has been a part of the Saudi

headlines around the world. Last year in Q3, the Institute of

construction landscape for over 20 years. The firm has its

Chartered Accountants in England and Wales (ICAEW) published

Regional Headquarters (RHQ) in Riyadh in the 302m tall Kingdom

its Economic Insight Q3 2025 report (produced in collaboration

Centre, in addition to their office in Jeddah.

with Oxford Economics), which revealed the GCC economy

Nader Emile and Hilal Itani, Partners at HKA in Saudi

was on track for 4.1% growth in 2025, increasing to 4.6% in 2026

Arabia, share their perspectives on the evolving construction

despite global GDP expansion slowing to 2.7%.

landscape in the Kingdom. From design maturity and cash‑flow

Following recent regional strife and the accompanying

pressures to collaboration across the supply chain and the

disruptions, GCC economies are projected to contract by 0.2% in

evolving priorities of Vision 2030, they offer insight into how

2026 according to the ICAEW’s Economic Insight Q1 2026 report.

major programmes are being reshaped to improve delivery and

However, the report also said that GCC economies are expected

long‑term value.

to rebound sharply, with growth forecasts reaching 8.5% in 2027,

In 2025, the company enjoyed tremendous success. Emile

as a result of strong fundamentals, diversification, and policy

shared that, “2025 was a strong year for HKA. We inaugurated

reform supporting a return to growth, as energy flows normalise

our RHQ, secured high‑profile engagement with PIF entities

and non‑oil sectors strengthen.

and strengthened our relationship with the government. With the establishment of the RHQ, we are strategically positioned

“We have worked on hundreds of projects, with 152 projects directly contributing to the Eighth Annual CRUX Insight Report.”

NADER EMILE

to expand our business with the government across a variety of projects. We have also provided expert services with the Saudi Center for Commercial Arbitration (SCCA) in Arabic and have been actively collaborating with lawyers throughout the Kingdom to secure further expert assignments in the future.”

Emile also notes that in 2025, the firm undertook 2,200 projects worldwide valued at approximately $2.43tn, with average CapEX of $1.25bn spanning 114 countries. He also reports that the disputed costs claimed on average constitute roughly one third of contract budgets, while the Extension of Time (EOT) claims would extend project schedules by approximately two thirds.

Talking specifically about the Kingdom, he notes, “We have worked on hundreds of projects, with 152 projects directly contributing to the Eight Annual CRUX Insight Report. The

The GCC economy continues to be led by two major markets,

average CapEX in Saudi Arabia is $1.68bn while the average cost

the UAE and Saudi Arabia, with the latter holding the crown

claimed amounts to nearly 27%. The total EOT associated with

of being one of the most vibrant construction markets in the

these projects is approximately 96.2%.”

world. According to the recent Saudi Arabia Construction Market Analysis report produced by Mordor Intelligence, the Saudi

KEY ACHIEVEMENTS AND HIGHLIGHTS IN 2025

construction market size was $133.79bn in 2025, is expected to

Reflecting on 2025, Emile emphasises HKA’s strong performance

grow to $142.3bn in 2026, and ultimately reach $186.13bn by 2031,

and highlights a number of significant achievements.

growing at a CAGR of 5.52% from 2026 to 2031. The construction

“There’s plenty to be proud of, but I believe that our training

market in the Kingdom continues to be driven by giga‑projects

capabilities deserve special praise. We’re well known for our

under Saudi Vision 2030, the development of transport corridors,

dispute expertise and claims services, but we also do a lot of

housing programs and other infrastructure upgrades.

training with our clients. I’ve been personally engaged in several

38

MAY-JUNE 2026

assignments with employers and contractors and we’ve made a significant impact in terms of raising their capabilities, and

(L-R) Hilal Itani and Nader Emile say that the shift from solving a problem for a client, to empowering the client to locate and prevent issues is very rewarding.

the results have been positive in terms of how they are evolving and adopting our approach and methods. Beyond the delivery of claims and our dispute resolution services, we help clients

are. It’s highly rewarding to see that we are contributing to the

strengthen their own internal understanding of delay analysis

advancement of the construction industry by educating client

and contract management. I personally provide training on delay

planners, claims practitioners and internal engineers.”

analysis and disruption methodologies, scheduling techniques, and the preparation of EOT claims,” Emile states.

Here he adds that Itani also undertakes work relating to delay, disruption, prolongation costs, and all of the issues related to change of scope and claims management.

He emphasises, “Prevention is much better than cure, and helps avoid situations in which we are engaged for claims work only to discover that some clients lack adequate records or do not fully understand the processes involved.”

On a personal note, Emile shares that 2025 has been a

Emile says, “The shift from simply solving a provblem for

particularly memorable year. He has been honoured with the

a client to empowering them to prevent issues themselves

Client Choice Award 2025 for the second consecutive year as a

is rewarding and it's not only because of training. When we

Construction Consulting Expert in Saudi Arabia by Lexology

collaborate with clients on our assignments and we conduct

Index (formerly Who’s Who Legal). This achievement reflects

Windows analysis or Time Impact Analysis (TIA) or As‑Built

the exceptional feedback and trust of HKA’s valued clients.

versus As‑Planned analysis, and work with their planners, we

In addition, Emile says he is especially proud to be the only

also teach them – through our assignment – how to carry out

Arabic‑speaking testifying delay expert recognised by Lexology

these methods of analysis properly and what the best practices

Index in Saudi Arabia.

MECONSTRUCTIONNEWS.COM

39

INTERFACE Emile says he personally provides training to clients on delay analysis and disruption methodologies, as well as the preparation of EOT claims.

Itani points to HKA’s client feedback programme as one of

In 2025, 85% of respondents classified themselves as

his proudest milestones of 2025, highlighting the firm’s strong

promoters of HKA, an exceptionally high result within the

performance under the Net Promoter Score (NPS) framework.

advisory and disputes sector. A further 36% awarded the firm

The tool, widely used across professional services, enables HKA

an overall score of 10, with 18% providing a perfect rating.

to assess client perception and its likelihood of recommendation across the market.

“It is always rewarding to see this reflected at an individual level,” Itani adds. “Achieving a perfect 10 from clients is a strong

“NPS is a powerful indicator because it goes beyond

endorsement of the work we do, and being recognised by our

satisfaction and captures trust, confidence and perceived

CEO, Renny Borhan, made this one of the most meaningful

value,” Itani explains. “It provides objective, candid feedback that

moments of the year.”

allows us to assess where we are performing well and where we can improve.”

Turning to the firm’s outlook for 2026, and despite heightened regional uncertainty, HKA remains focused on expansion within the Kingdom. According to Itani, the firm has identified 3‑clear priorities aligned with market demand and the pace of development under Vision 2030.

“Our first objective is to expand our Saudi team and increase both commissions

and

expert‑related

appointments,” he says. “Saudi Arabia market is critical to HKA’s long‑term growth, not only because of the scale of current and planned investment, but also because clients are seeking more specialised dispute‑ready expertise as projects grow in scale and complexity.”

To support this, HKA is continuing to strengthen its local capabilities by appointing senior experts, transferring forensic delay analysis capacity into the Kingdom, and ensuring the right balance of technical, commercial and contractual skill sets.

“We are positioning ourselves to secure more expert appointments and arbitration‑related commissions,” Itani notes. “Nader and I both testify in Arabic, and we are likely the only firm in this segment with Arabic‑speaking experts formally registered in Saudi Arabia. That gives us a clear advantage in understanding local procurement practices, dispute frameworks and client expectations”.

40

MAY-JUNE 2026

“We believe that sustainable growth in the Kingdom requires more than just expertise, it requires building a pipeline of Saudi professionals who can grow with us and eventually lead major commissions.”

CRUX IN THE KINGDOM

HKA released the Eight Annual CRUX Insight report titled ‘From Insight to Foresight’ in H2 2025, which features insights from over 2,200 projects from 114 countries valued at US $2.43tn. Since the very first report was first released, it has been extremely well received around the world, thanks to its deep insights into the main causes of claims and disputes on engineering and construction projects. The full report and a powerful interactive dashboard are freely accessible at www.hka.com/crux‑insight.

Discussing the report’s popularity, Emile remarks, “It’s been 8‑years now and the popularity is growing year after year. We have thousands of downloads, and the readership includes several major employers and contractors. Apart from this, we often present CRUX data to our clients and to other organisations via relevant events. We also use bespoke analysis in our own proposals and include figures and analytical information to back up our capabilities with respect to specific commissions.”

HILAL ITANI

Emile also highlights that HKA will be hosting a Saudi breakfast VIP event in the first half 2026, alongside the delivery of a CRUX webinar in Arabic scheduled for June. “Hilal and I normally host this annual CRUX webinar in Arabic, with a strong

Beyond market expansion, Itani emphasises that

focus on the Middle East and Saudi Arabia in particular. We

HKA’s strategy in Saudi Arabia also places strong emphasis on

dissect all the findings by sector, contract type, and individual

people development. “Our second area of focus is investing

cases. We have been delivering this webinar together for around

in young Saudi talent,” he says. “We believe that sustainable

4‑years now, and it continues to be an important platform for

growth in the Kingdom requires more than just expertise, it

sharing insights relevant to the regional market.”

requires building a pipeline of Saudi professionals who can

Asked about whether the CRUX report is published in Arabic,

grow with us and eventually lead major commissions.” This

Emile confirms, “We usually have an Arabic language version of

is being delivered through structured training, mentorship

the report and we’re hoping the latest edition will be available

programmes and planned succession pathways, he says. “We

in Arabic soon.”

are not just filling roles; we are building long‑term careers,” he adds.

Discussing some of the data published in the 2025 edition of the CRUX Insight report in response to a question on whether

The firm’s third strategic priority is investment in bespoke

the causes behind disputes has changed noticeably compared to

artificial intelligence solutions aligned with its core services.

previous years, Emile responds, “That’s an interesting one; when

“We are not interested in off‑the‑shelf AI tools that everyone

you look at the cumulative data that’s added annually, it doesn’t

has access to,” Itani explains. “Instead, we are developing tailored

dramatically change the overall rankings of dispute causation.

solutions around delay analysis, claims management, expert

This year, we conducted our first time‑based comparison by

reporting and data‑driven dispute resolution ‑ areas where data

analysing results pre and post 2020 (based on the COVID‑19

quality, judgement and repeatability really matter.”

pandemic timing and impact on the industry). We observed a

Itani confirms that these tools will leverage existing CRUX data, and notes that there is no fixed launch date yet. “Developing a tool such as this takes time; I believe we’ll be ready in the next 2‑years,” he notes.

substantial drop in disputes arising from design‑related issues in the Middle East.”

“According to the data, the incidence of disputes related to incomplete design declined from 28.8% to 11.9%. This

MECONSTRUCTIONNEWS.COM

41

INTERFACE

improvement can be attributed to increased awareness among

Asked to delve deeper into the topic of challenges on

clients and contractors regarding effective strategies to prevent

megaprojects and the advice he has for clients, Emile notes

and resolve these issues before they escalate into disputes. I

that it’s important to address these issues on megaprojects

hope that our CRUX report, along with our training programs

specifically, as projects of this type amplify the consequences

and webinars, has contributed to this positive development,”

of misalignment, uncertainty, and delay, making their impacts

explains Emile.

more pronounced and far‑reaching than on smaller projects.

“In terms of cash flow for instance and payment issues, these were found to have affected 16.7% of projects up to 2020, compared to 25.5% from 2020 onwards globally. That said, the Middle East and Saudi Arabia are affected by this trend as well,” he clarifies.

42

MAY-JUNE 2026

HKA thinks its very important to quickly address issues on megaprojects in KSA, because if left unchecked, projects of this nature can amplify the consequences of misalignment, uncertainty and delay.

“With respect to scope and design issues, it’s essential to

scope and design. “There is a real connection between scope

address this on massive construction projects. In the Kingdom,

of work and design changes; once the scope changes – even

significant efforts are underway to enhance megaproject

where robust change management mechanisms exist in the

delivery, and our predominant advice regarding scope changes

contract – it inevitably triggers design changes, because the

is ‘go slow to go fast’. This guidance, which is emphasised

design is typically frozen against a defined scope. Changing

throughout our CRUX report, fundamentally discourages fast‑

the scope therefore changes the design. It becomes a domino

tracking in complex projects. Fast‑tracking involves overlapping

effect, or a ‘ping pong’ cycle between scope and design. This is

various project phases, such as initiating construction prior to

precisely why scope and design issues, whether arising from

the completion of the design, which can introduce substantial

incomplete, late, or incorrect design, consistently rank among

risks and complications,” he outlines.

the top 5 causes of claims and disputes.”

“It is essential to cultivate a culture that recognises the value

Shifting focus to design specifically, Emile explained

of sacrificing some initial progress to achieve superior long‑

that, through his and Hilal’s frequent work with project

term project outcomes. Employers should commit to a tighter

programmes in the context of delay analysis and EOT, they

scope definition and facilitate an Early Contractor Involvement

consistently encounter challenges related to how design timing

(ECI) approach when integrating technical inputs and insights.

has been accepted, structured, or provided for within the

During the design development phase, it is imperative that

contract programme.

designs are thoroughly reviewed and finalised prior to the

Emile states, “My advice to clients is to include clearly

commencement of on‑site activities. This remains our standard

defined milestones specifying when particular stages or

recommendation to our clients.”

elements of the design are required. The logic links and the

“This specific requirement really depends on the type of

floats must be managed very carefully, so that each party

contract and whether it is Design and Build (D&B), Engineering,

understands its obligations and delivery timelines in line with

Procurement and Construction (EPC) or instances where the

its design responsibility.”

design is provided by the employer. In essence, while this

Emile further highlighted the importance of well‑drafted

approach entails higher initial costs and time investment,

and properly interpreted contracts, noting that clarity around

it yields significant benefits in terms of scheduling,

design responsibility is critical. “If responsibilities are not

constructability, management of interfaces and costs, especially

clearly defined, delays are almost inevitable,” he explained.

for more complex engineering projects,” he continues.

“Uncertainty over who is responsible for which design elements

He cautions, “Project stakeholders, particularly contractors,

often leads to delays across all design phases, as debates over

should proactively implement self‑protective measures by

responsibility can stall progress and result in the entire design

engaging experienced consultants and contract managers at

falling behind schedule.”

the earliest possible stage. Ideally, these appointments should

Itani advises rigorous gateway checks throughout the

occur prior to contract engagement; however, if not feasible,

design verification process, including budget and programme

they must be made immediately following contract execution

considerations linked to design development. “Advanced design

and project commencement. This will enable them to accurately

development is critical in reducing delivery risk,” he says, noting

identify assumed risks and anticipate potential risks that could

that insufficient design maturity remains a recurring issue

give rise to disputes.”

across major projects.

At this point, Emile notes that clients they work with are

Shedding light on aspects relating to cash‑flow, Emile

actively incorporating these consultancy costs into their

notes that it ranks after scope and design issues and observes

bid calculations nowadays and factoring them into their

that it can sometimes be quite surprising to find cash‑flow

budgeting processes.

and payment issues are predominant in the Middle East. He

Elaborating on the risks associated with project delivery,

comments, “With government budgets shrinking currently

Emile emphasised the importance of avoiding overlapping

and public debt increasing, private finance will need to support

project phases, highlighting the direct relationship between

large projects more than before. Public Private Partnerships

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INTERFACE Itani thinks early collaboration from all parties involved in a project, combined with shifting the mindset of contractual defence to a project-first approach can help mitigate problems onsite.

(PPP) therefore need to be strengthened, particularly to

Asked about his thoughts on this, Itani acknowledges

address recurring challenges such as unclear project objectives

that the issue remains prevalent, particularly on large‑scale

or poorly defined risk allocation – issues that have recently

programmes in the Kingdom, “We see this across many projects,

caused difficulties on many projects globally, not only in the

especially major programmes,” he says. “There is a noticeable

Middle East.”

adversarial mindset amongst stakeholders, mostly driven

Here, Emile says that it’s important to link what is happening

by schedule pressure, unclear scopes, rapid mobilisation,

on the ground and what HKA’s CRUX Insight report can add

fragmented interface, and an overarching rush to deliver.

to clients’ businesses. “We are focused on bridging the gap

This tendency towards blame‑shifting rather than collective

between theory and practice to ensure the findings are applied

problem‑solving ultimately slows progress and drives claims.”

meaningfully to business decision‑making. Drawing on our

That said, Itani is clear that these challenges are far from

years of experience in the Kingdom and across the region, we

insurmountable. “We’ve applied practical solutions on projects

aim to ensure that the insights from CRUX add tangible value

and seen a significant positive impact,” he explains. “Shifting

to our clients,” he says.

from a mindset of contractual defence to a project‑first approach

Itani also highlights the growing importance of CRUX as an

can materially enhance progress onsite. Early collaboration

industry resource. “CRUX represents a vital industry platform,

models, for example, or a delivery partner approach along

and one of its key strengths is accessibility. The data is freely

with early warning systems, lessons learned cycles, integrated

available on our website, supported by a powerful interactive

decision forums, all play a critical role. These mechanisms

dashboard that allows users to interrogate the information and

improve collaboration, accelerate delivery and reduce friction.”

extract insights in a way that suits their needs.”

He adds that clarity and discipline are equally important.

He adds that the platform reflects a significant long

“When responsibilities are clear and supported by a robust

term investment by the firm. “CRUX is something we are

respected change control system, outcomes improve for

extremely proud of because it represents the culmination of 8‑to‑10‑years of collective effort across HKA. When you consider the depth of analysis and volume of data required to produce even a single table, the scale of work behind CRUX is truly remarkable.”

Emile continues, “We’re really proud of CRUX, and it has also been very rewarding for both Hilal and me as we’ve both contributed to the study and analysis. We can confidently say that only HKA is able to produce insights of this depth and scale, given our global reach and the breadth of projects and contract types we are involved in worldwide. We remain fully committed to the continued development of CRUX with further enhancements and upgrades planned for the future.”

THE BENEFITS OF TRUE COLLABORATION

The construction supply chain in the Kingdom and across the broader GCC region is made up of hundreds if not thousands of stakeholders. Unfortunately, quite a combative mindset still seems to pervade the supply chain with stakeholders appearing all too eager to blame other parties, rather than working together

“My advice to clients is to include clearly defined milestones specifying when particular stages or elements of the design are required. The logic links and the floats must be managed very carefully, so that each party understands its obligations.”

collaboratively and placing the interests of the client and the project first.

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NADER EMILE

everybody involved. Promoting a long‑ term industry mindset also offers a lot of benefits. Many organisations are working together repeatedly across Vision 2030 projects, and a reputation for collaboration is becoming a genuine competitive advantage”. Given the interconnected nature of the current programme pipeline, Itani notes that behaviours are increasingly visible to major clients. “With projects often flowing through entities such as PIF, clients are fully aware of how organisations perform and interact. Those that demonstrate collaborative behaviours and a solutions driven approach are more likely to be favoured when future opportunities arise.”

Over the past 2‑years, the Saudi market has continued to evolve, with a growing focus on announced projects and those delivering near‑term economic impact or tied to events with immovable completion dates.

Commenting on this shift, Itani says: “It’s clear that Saudi Arabia is increasingly focused on delivery and placing greater emphasis on private sector participation.

Several giga projects have been restructured, and in many cases,

the governance and the delivery capacity underpinning the

this has strengthened their overall viability. Actions such as

broader giga‑project portfolios, and will ultimately support

pausing, scaling back, and restructuring aspects should be

the successful delivery of Vision 2030, he says. “They signal a

viewed as strategic prioritisation rather than retreat.”

shift from capital‑intensive, highly futuristic mega‑structures

Emile notes, “We’re seeing this prioritisation of projects

towards sectors that offer quicker and more tangible

taking share through various mechanisms, whether that is

economic returns, such as logistics, AI, mining and event

deferring specific elements of a project, reducing scope,

related infrastructure.”

re‑budgeting, or undertaking value engineering exercises. This

He adds that fixed‑date global events are now acting as a

is happening in Riyadh, in NEOM and in Jeddah as well, albeit

key driver of focus. “In the near future, Saudi Arabia is

at different scales. Looking ahead to the second half of 2026, we

preparing for EXPO 2030 and the 2034 FIFA World Cup, both

expect a number of significant announcements, with several

of which are immovable deadlines. When events open on

strong projects in the pipeline.”

fixed dates, prioritisation becomes inevitable. Concentrating

In his closing remarks, Itani emphasises that the recent

resources on certain programmes will naturally impact others,

reprioritisation measures ultimately strengthen the Kingdom’s

but this is a strategic decision and, in our view, a necessary and

development agenda. “These moves enhance the feasibility,

positive one.”

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INTERFACE

Construction evolves into Intelligence Walid Gomaa, CEO of Omnix International speaks with Clayton Vallabhan of MEC on how adoption of modern technology is changing the landscape of the AEC sector and beyond The construction and engineering industries are undergoing a structural shift that goes far beyond digitisation. What was once a sector defined by drawings, site supervision, and fragmented documentation is now being reshaped by artificial intelligence, data-driven decision-making, and increasingly autonomous systems that connect the physical and digital worlds in real time.

At the centre of this transformation is Omnix International, a technology and engineering solutions provider that has spent over 35-years evolving alongside the industries it serves. Its trajectory reflects a broader change across the built environment: from traditional design tools to intelligent systems capable of simulating, predicting, and optimising entire asset lifecycles.

Walid Gomaa, CEO of Omnix International, describes this evolution as the convergence of 2 long-standing organisational identities that have defined Omnix International's growth: He says, “Both domains that are converging are the AI domain and the construction domain.”

That intersection is not accidental. It reflects a deliberate strategy to bridge engineering expertise with digital transformation capabilities, creating a platform that spans design, construction, and operations. Omnix International, in this sense, is not simply a technology provider. It is positioning itself as an integrator of systems, data, and intelligence across the entire lifecycle of the built environment.

Its history is rooted in engineering software and design technologies. The company had an early role in introducing Autodesk into the Middle East, which helped establish its foundation in digital design and building information modelling workflows.

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INTERFACE

Rather than being only confined to isolated tasks, AI is now being embedded in design, construction, and operational processes.

Gomaa says, “The team we had built around Autodesk is what we call the supporting, tooling, functions and services that fits basically the AEC industry, and we later adopted this to other industries.”

Over time, this evolved into a broader ecosystem of services supporting architects, engineers, and construction professionals.

As Gomaa explains, the organisation developed around 2 distinct but complementary strands: “Omnix has mainly 2 different DNAs in the organisation, one which is engineering related.”

This engineering DNA encompasses digital design solutions, visualisation tools, BIM services, and later digital twin capabilities.

It also includes enabling technologies such as common data environments and cloud-based collaboration platforms, which are now essential to modern construction workflows.

Alongside this, a second digital transformation DNA emerged, focused on enterprise systems, automation, and data-driven services. This included early work in document management and smart infrastructure before expanding into more advanced domains.

“We were talking about document management solutions, we were talking about smart infrastructure solutions,” he explains.

Over time, this expanded into application modernisation, cloud infrastructure, robotic process automation, and process mining.

More recently, it has evolved further into artificial intelligence, forming a core pillar of Omnix International's strategy.

“This is where we implemented solutions around the robotic process automation, process mining, enhancing the processes within the customers environment and then we of added the AI domain,” he adds.

Rather than being confined to isolated tasks, AI is now embedded in design, construction, and operational processes.

“We have use case development for specific use cases around the different technologies using AI, like computer vision, conversation AI and others, and lately Agentic AI and implementation of how different agents can act together to implement the agentic nature of of the requirements,” he says.

In design, AI is enabling a shift towards generative and optimised workflows. Instead of manually iterating designs, engineers can now explore multiple possibilities generated by algorithms trained on constraints, performance criteria, and historical data.

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“It’s a very exciting time.

We are seeing a lot of changes in the industry.”

WALID GOMAA

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INTERFACE

“You have to always keep human in loop, especially in taking decisions that are going to affect either individuals or assets.”

WALID GOMAA

“We can help the designers by using different models and

In the construction phase, AI shifts from design

generate different models for them that we can select whatever

assistance to site intelligence. Through progress tracking

you have, which actually shorten the lifetime for a creative

and monitoring systems, project teams can compare real-

design,” explains Gomaa.

world site activity against planned models. This enables

This changes the role of the designer, moving from manual creation to decision-making and refinement.

early detection of deviations, reducing costly rework and delays.

AI also introduces advanced simulation capabilities that

“The AI progress monitor is capturing what’s happening

were previously too time-consuming or computationally

on a daily basis. You can see if there are any deviations. You

expensive. Engineers can now model performance scenarios in real time, adjusting parameters and immediately observing outcomes.

“I can actually work with the system to implement simulation rather than doing it physically,” he adds.

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With AI Smart Yards you perform manoeuvres like the slope test, emergency brake, parallel parking, and garage parking. AI automatically records these and grades your performance.

can compare that to what you have in the design and see if there are things that need to be fixed early in the site,” remarks Gomaa.

AI also introduces predictive risk analysis, identifying potential issues before they escalate into critical failures.

“You might have a risk prediction also during the construction phase,” says Gomaa.

In operations, the focus transitions to long-term asset performance.

Once

physical

infrastructure

is

built, AI systems can analyse usage patterns, detect anomalies, and predict maintenance requirements.

This is where predictive maintenance becomes particularly valuable, reducing downtime and extending asset lifecycles through

continuous

monitoring

and optimisation.

Despite the potential of AI, Gomaa emphasises that its effectiveness is fundamentally dependent on organisational structure and

RETHINKING DIGITAL TWINS AS A LIVING SYSTEM

data maturity. One of the biggest barriers in the industry

Perhaps one of the most misunderstood concepts in the industry is

remains fragmentation.

the digital twin. Many organisations still view it as a 3D visualisation

“If you can create this notion of sharing and collaboration, this can then eliminate many of the issues that can happen later in the project cycle,” explains Gomaa.

Traditional construction environments often operate

layer rather than a dynamic, evolving system says Gomaa.

“When we implement digital twins, people tend to forget that digital twins is not only about visualisation of the asset,” he explains.

independently, where different stakeholders manage separate

Gomaa says the digital twin is a continuous loop that

datasets and workflows. This leads to inconsistencies, duplicated

connects physical reality with digital intelligence. “This digital

effort, and poor decision-making.

twin is a cycle loop,” he says.

To address this, Omnix International promotes early

The process begins with reality capture using drones,

adoption of BIM management systems and common data

scanners, and imaging technologies such as Matterport. These

environments, ensuring that all stakeholders operate from

inputs are combined into a unified 3D representation of the

a shared source of truth. This is not just a technical shift

asset, forming a baseline digital model.

but a cultural one, requiring organisations to rethink how information flows across teams.

From there, sensor data is introduced, enabling real-time updates on asset performance and environmental conditions.

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INTERFACE

This transforms the model from static representation into a living system.

“You can capture some of the data that is coming on a daily basis, an hourly basis and even on a minute basis,” he exclaims.

Once data is collected, it is curated and processed for analytics and AI applications.

This enables both descriptive insights and predictive capabilities, allowing organisations to anticipate outcomes rather than simply observe them.

Then comes the most significant stage: feedback into the physical system.

“This becomes an entire loop from reality capture to data capture into analytics into AI and then feedback to the asset itself.”

This closed-loop system is sometimes referred

to

as

physical

AI,

where

digital intelligence directly influences physical operations.

As AI models become more complex, the need for high-performance computing infrastructure has become critical. Simulation, predictive analytics, and large-scale data processing require significant computational power. For this purpose, Omnix has collaborated

While all AI models work on data, it is exceedingly important to ensure that the data being input is correct, validated and governed.

with Hyperfusion.

“When you talk about simulation, we are talking about predictive analytics, and a huge amount of data access. This requires a lot of performance power. You don’t want to wait for 3 or 4 days for an algorithm to run,” remarks Gomaa.

To address this, the comapany works with high-performance computing environments that allow organisations to test and scale AI workloads efficiently. These environments can be deployed on-premises, in the cloud, or through hybrid models

Data governance ensures consistency, accuracy, and security across systems. It also establishes trust in analytics outputs, which is essential for decision-making in high-stakes environments such as construction and infrastructure.

Gomaa emphasises that data must be treated as an asset in its own right, not just a byproduct of operations.

depending on organisational needs.

This flexibility is essential for industries where experimentation is key to innovation.

At the core of any AI or digital twin system is data. Without reliable, structured, and governed data, even the most advanced models fail to deliver meaningful outcomes.

“You need to make sure that you have the right data - this data has been validated, it is correct and it is governed. This is where we are working with Data IQ,” he explains.

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KEEPING HUMANS IN THE LOOP

Despite rapid advances in automation, Gomaa is clear that human oversight remains essential in AI-driven systems.

“You have to always keep human in loop, especially in taking decisions that are going to affect either individuals or assets,” he says.

This principle becomes particularly important in safetycritical or high-impact scenarios, where fully automated

The third is a shortage of skilled professionals who can bridge the gap between technical systems and business requirements.

“Who can bridge the gap between the technology and the business to make sure that we implement the use case?” asks Gomaa.

FROM CONVERSATIONAL AI TO IMMERSIVE DIGITAL ENVIRONMENTS

Omnix International’s work spans multiple industries and use cases. One of its recent implementations involved conversational AI systems designed to improve customer engagement through natural language interaction and provide personalised assistance.

“Conversational AI is all about customer experience, how the customers can have a better experience using what they think is a human, but is actually an engine. In the back end, the engine can understand the sentimented analysis and can talk to the individual using their own dialects,” explains Gomaa.

Another major project involved large-scale 3D reality capture in Abu Dhabi, combining drone imagery, scanning technologies, and visualisatIon platforms to create an immersive digital decisions may not account for operational complexity or human consequences.

He illustrates this with examples from predictive maintenance systems, where AI may recommend shutting down equipment to prevent failure. While technically correct, the operational cost and downtime implications require human judgment.

replica of physical environments.

The result was a fully navigable virtual space integrated with VR technology, allowing users to explore assets as if they were physically present.

“Once we started implementing it, the customer said, oh really? You can do this,” explains Gomaa.

He also references broader industry lessons, including

While Gomaa is cautious about long-term predictions, he is

cases where fully automated HR systems led to unintended

confident about the direction of travel. Over the next few years,

consequences, reinforcing the need for ethical oversight

he expects continued growth in AI-driven simulation, digital

in AI deployment.

twins, and reality capture technologies.

INDUSTRY BARRIERS: RESISTANCE , SILOS, AND

significantly, moving from pilot projects to enterprise-wide

SKILLS GAPS

implementations with deeper integration across operations.

He also anticipates that digital twin adoption will scale

Despite technological progress, Gomaa identifies 3 persistent barriers to adoption across the industry.

The first is organisational resistance, often driven by fear of job displacement.

“People are afraid of replacement because now you’re bringing AI to replace individuals,” he says.

The second is data fragmentation across systems, making it difficult to build unified intelligence frameworks.

The convergence of AI, data, and engineering is not just enhancing existing workflows. It is redefining how the built environment is conceived, delivered, and managed. In that transformation, organisations like Omnix International are positioning themselves not just as participants, but as architects of the next industrial operating model.

“It’s a very exciting time. We are seeing a lot of changes in the industry,” concludes Gomaa.

MECONSTRUCTIONNEWS.COM

53

23 September 2026

Building the UAE Real Estate Market Opportunities, Challenges, Demands and the Vision of the Leaders Dubai, United Arab Emirates

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Editorial Director +971 4 375 5475 jason.s@cpitrademedia.com

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INNO 56

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INSIDE

58 Beyond buildings: Why ESG strategy and sustainability advisory are becoming the new competitive advantage for masterplans and cities, explains Cundall’s Mario Saab ⁄ 64 Designing for uncertainty: What regional tensions mean for project pipelines, costs, and confidence in the GCC , writes Ammar Al Assam, Dewan Architects + Engineers ⁄ 68 North 51 Consulting’s Natasha Abbas discusses why design & build works better than traditional contracting

OVATE A curated collection of reports on the latest industry ideas, trends and critical issues

MECONSTRUCTIONNEWS.COM

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INNOVATE

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MAY-JUNE 2026

Beyond buildings: Why ESG strategy and sustainability advisory are becoming the new competitive advantage for masterplans and cities Tomorrow’s communities will be built with stronger ESG, sustainability, and wellness in mind writes Mario Saab, Director of Sustainability, MENA at Cundall

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INNOVATE

With Ghaf Woods, Cundall prioritised sustainability and wellness, which it positioned as strategic tools shaping the direction, ambition and long-term performance of the development.

What if the next competitive advantage in real estate isn’t another iconic tower, another branded residence, or another lifestyle amenity?

What if it is something far more fundamental: creating communities where people genuinely feel better living. Places that are cooler, healthier, more resilient, more connected, and ultimately more valuable.

For decades, masterplans across the region have largely competed on density, land value optimisation, architecture, and destination appeal. Tomorrow’s winning communities, however, will compete on something deeper, human experience and long-term performance.

This is where ESG strategy and strategic sustainability and wellness advisory become transformative.

Not because they help achieve certifications, or satisfy regulations. And not because they create attractive sustainability narratives. but as a way to fundamentally shape how communities are conceived, designed, experienced, and valued.

For masterplan developers and city-makers, the biggest opportunities and risks are actually determined long before construction begins.

The early visioning and masterplanning stages define approximately up to 80–90% of a development’s long-term environmental performance, operational efficiency, climate resilience, and human experience. Yet these same stages often still prioritise Gross Floor Area (GFA) optimisation, infrastructure efficiency, and commercial metrics alone.

The question is no longer: How sustainable is this project?

The real question is: Will people still choose this place in 20 years?

Because future communities will be judged differently.

Investors are becoming more selective, with capital increasingly ESG-driven. Governments across the GCC are strengthening climate regulation - from the UAE’s Federal Decree-Law No. 11 to expanding sector mandates in Saudi Arabia and growing reporting and carbon market alignment in Qatar.

At the same time, expectations are shifting. Residents are seeking healthier lifestyles and more meaningful experiences.

Global talent is choosing cities based on quality of life, while

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“Expectations are shifting. Residents are seeking healthier lifestyles and more meaningful experiences.”

MARIO SAAB

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INNOVATE

buyers are placing greater value on wellbeing, walkability, nature, community and environmental quality.

Think about the world’s most successful districts and destinations. People don’t remember zoning diagrams or

As a result, sustainability shifts from being a technical

Floor Area Ratio (FAR) calculations; they remember streets

exercise to a business strategy. The most forward-thinking

that felt alive, parks that felt comfortable, shaded public spaces,

developers understand that sustainability and wellness are

walkability, nature, human connection, and a sense of belonging.

not layers applied to a masterplan, but design intelligence embedded from the outset.

The challenge in the GCC is that creating this experience is significantly harder than elsewhere.

They shape the DNA of the destination itself – influencing

Designing human-centric communities in a region defined

how people move, where they gather, how long they stay

by intense heat, water scarcity, rapid urbanisation, and ambitious

outdoors, how communities respond to extreme climates, and

growth targets requires a fundamentally different approach.

ultimately how people feel in their everyday lives.

This is where strategic sustainability advisory moves beyond

Ultimately, they influence whether a place creates an

engineering and becomes a tool for place-making.

emotional connection, the one metric no spreadsheet can

The strongest ESG strategies today influence:

fully capture.

•

Climate-responsive urban form

Because successful places are rarely remembered for

•

Mobility and walkability frameworks

their infrastructure. They are remembered for how they made

•

Biodiversity and ecological integration

people feel.

•

Microclimate optimisation

•

Human comfort mapping

•

Health and wellness programming

•

Infrastructure resilience

•

Carbon and resource strategies

Most developers understand that sustainability and wellness are design intelligence that has to be embedded into the project from the beginning, rather than something that is an afterthought.

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Mario Saab is Director of Sustainability, MENA at Cundall.

•

Social activation and community identity

•

Long-term

governance

and

operational models The result is not a greener version of traditional development, but rather a fundamentally different type of destination. One designed around performance and people simultaneously.

One strong example of this approach can be seen through our work on Ghaf Woods in Dubai, developed by Majid Al Futtaim.

From the outset, sustainability and wellness were not treated as secondary overlays or certification-driven exercises.

Instead, they were positioned as strategic tools shaping

better decision-making across multiple disciplines throughout

the direction, ambition and long-term performance of

the evolution of the masterplan.

the development.

Supporting this, environmental simulations and urban

Our role extended well beyond traditional sustainability

microclimate analysis added an additional evidence-based layer,

consulting. As Strategic Sustainability and Wellness Advisors,

assessing how planning decisions around greenery, shading,

we established an integrated framework that influenced

and urban form could influence outdoor thermal comfort and

masterplanning decisions and translated high-level ambitions

overall livability.

into measurable outcomes. This brought together sustainability

This is where the true value of ESG and strategic

strategy, wellness principles, ESG objectives, circular economy

sustainability advisory lies: not in validating decisions after they

thinking, whole-life carbon, biodiversity, and long-term

are made, but in shaping better ones from the very beginning.

resilience into a single, coherent approach.

And perhaps this is where the industry is entering its next

The objective was not just to define sustainability ambitions,

chapter. The next generation of communities in the GCC will

but to translate it into clear KPIs and delivery pathways.

not be defined by the tallest skylines or largest land parcels,

Frameworks including LEED Cities and Communities, WELL

but by something much harder to replicate.

Community, WiredScore Neighbourhood and SmartScore

Communities where climate feels different. Where health

were leveraged not merely as certification pathways, but as

outcomes improve. Where nature becomes infrastructure.

strategic tools helping establish targets around health and

Where ESG is embedded into every decision, not measured at

wellbeing, sustainability performance, digital connectivity,

the end. Where masterplans evolve from collections of buildings

smart technologies, resilience, and future readiness.

into living systems.

Alongside this, circular economy principles helped drive

For developers, architects, and city-makers, this represents

broader thinking around long-term resource efficiency, and

one of the most significant opportunities of the coming decade.

environmental impact. These frameworks collectively created

Because future market leaders will not simply build projects,

a structured basis for stakeholder alignment and informed

they will build places people cannot imagine leaving.

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Designing for uncertainty: What regional tensions mean for project pipelines, costs, and confidence in the GCC The regional industry has been forced to reassess perspectives, with rising oil prices and alternative shipping routes causing margins to be tested and delays to be factored in, writes Ammar Al Assam, CEO of Dewan Architects + Engineers

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INNOVATE

The US- and Israel-led strikes on Iran in February have drawn

more selectively. However, projects that have already been sold

nearby Gulf states closer to the conflict. Their proximity has

are continuing to move forward. Delivery, for now, remains

exposed them to unprecedented missile and drone threats,

non-negotiable.

ushering in a period of heightened uncertainty as tensions persist.

This is not to downplay the situation. The most immediate

The region has weathered upheaval before - from the

impact is being felt in costs. Rising oil prices are feeding

2008 global financial crisis to the COVID-19 pandemic. From

directly into construction inputs, while disruptions to regional

a business perspective, however, the proximity of the current

shipping routes are adding friction to already complex supply

conflict, and the speed at which it is reshaping risk calculations,

chains. These are not temporary pressures; they are structural

makes this moment materially different. Businesses are being

and likely to intensify over time. Margins are being tested

forced to reassess assumptions in real time - not easy amid

across the board, from developers to contractors, with an

mixed and often conflicting signals about the evolving situation.

increased risk of delays and contractual disputes. Consultants,

For design consultancies like ours, and the AEC industry

typically positioned earlier in the value chain and with a

more broadly, the immediate question is not whether projects

smaller share of overall project cost, are somewhat insulated

will stop, but how they will evolve.

in the short term, though still exposed to these underlying

From our vantage point - after 42 years in the UAE - the reality on the ground is more stable than might be expected.

pressures. In this environment, staying close to both clients and cash flow is critical.

Project pipelines in key markets such as the UAE and Saudi Arabia remain intact, and firms are still actively winning work.

What we are seeing instead is reprioritisation. New launches are being reassessed, timelines adjusted, and capital deployed

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Al Assam thinks the more immediate question for the AEC industry is the knockon effect on future pipelines.

Investor sentiment has shifted, but it has not disappeared.

time to understand shifting priorities, share risk intelligently,

The conflict remains relatively new, and a "wait and see" approach

and adapt delivery models to a more volatile environment. The

is prevailing for now. Even when a long-term agreement is

firms that do this well will not just weather the disruption - they

reached, developers, contractors, consultants, and suppliers

will help define what comes next.

are likely to remain cautious until its durability is proven. The

The Gulf’s growth story has never been linear. It is

more immediate question for the AEC industry is the knock-on

shaped by disruption but driven by resilience. This time will

effect on future pipelines - particularly in 2027. Will projects

be no different.

expected to come to market next year proceed as planned, or will they be delayed as confidence readjusts?

The IMF has already warned of a potential slowdown or even contraction - in Gulf economies in the near term,

Ammar Al Assam is CEO of Dewan Architects + Engineers.

reflecting the uneven impact across the region. However, it also points to a rebound as early as 2027 for all but a few countries, assuming a fast deescalation. In the UAE and Saudi Arabia, for instance, the IMF forecasts growth of 5.3% and 4.5% respectively. Economic resilience, however, will depend on several factors, including damage to energy infrastructure, reliance on the Strait of Hormuz, and the availability of alternative export routes.

If there is one constant in the Gulf, it is its ability to absorb shocks and respond decisively. The UAE, in particular, has built a reputation for turning disruption into momentum. The recent US $272,294,000 support package for Dubai’s business sector is a clear signal of intent - and more is likely to follow. The Central Bank of the UAE has also moved swiftly, introducing targeted liquidity measures to support the banking sector amid regional volatility.

When stability returns, so too, government-led investment aimed at restoring confidence and accelerating growth. While the UAE’s image as a safe haven may have been tested, it can be rebuilt over time.

For AEC firms, this is a moment to stay close to clients, not step back. It is a

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Why design & build works better than traditional contracting Design & Build has become increasingly popular in construction and interior fitout projects compared to traditional contracting, as well as in residential construction and renovation projects writes Natasha Abbas, Director of Project Management at North 51 Consulting

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Design & Build (D&B) offers several key advantages making the

between designers and contractors under traditional

process faster, more efficient, and highly collaborative for all

contracting methods.

parties involved.

When opting for the D&B form of contract, several key

Having delivered projects under both D&B and traditional

criteria are fundamental ensuring that the contract structure

contracting models, North 51 Consulting recognises that

and procurement approach align with the client’s objectives

successful outcomes in either approach rely on clear oversight,

and project requirements.

disciplined coordination and effective control of cost, quality

The D&B model integrates both design and construction

and change. When these fundamentals are well managed, risk

responsibilities under a single contractor and therefore offers

is reduced, and projects are better positioned to achieve their

advantages over traditional contracting, depending on the

intended design, program, and budget objectives.

nature and complexity of the project.

SINGLE POINT OF RESPONSIBILITY

In D&B, a single entity is responsible for both design and construction eliminating the typical friction that can rise

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The D&B model integrates design and construction responsibilities under a single contractor and therefore offers advantages over traditional contracting.

PROJECT SCOPE

increases accountability on the contractor’s side. The contractor

The employer’s requirements and clear definition of scope

manages design development, enabling faster site execution

is quintessential. This includes a well-defined brief that sets

and project completion, as design and construction phases

out performance specifications, functional requirements, and

may overlap.

quality standards, forming the foundation for effective delivery under a D&B arrangement.

The employer’s requirements form the basis of design and tender documentation. If they are unclear or insufficiently detailed, cost and quality control can be compromised, often resulting in project delays and cost overruns.

COST CERTAINTY

D&B provides greater cost certainty early in the process as design and construction are often tendered as a single package.

However, this certainty is directly linked to how accurately the employer’s requirements and finishes are defined at the outset.

When properly established, value engineering opportunities can be integrated into the early design stages, rather than introduced later as reactive cost-saving measures.

“Integrated living is not a passing trend, but a structural response to urbanisation, changing demographics, and evolving lifestyles.”

NATASHA ABBAS

Studies by the Design-Build Institute of America (DBIA) show that Design-Build projects are often delivered with lower cost growth than traditional methods of contracting.

RISK ALLOCATION AND MANAGEMENT OVERLAPPING TIMELINES AND PROJECT PHASES

The D&B model transfers significant design and construction

D&B allows overlapping of design and construction phases,

risks to the contractor compared to traditional contracting.

resulting in faster project completion compared to traditional

While the client’s exposure to cost overruns and design errors

contracting. This may be the deciding factor in F&B and

is minimised, the contractor may factor these risks into their

commercial projects where earlier entry into operation

bid. In the wider construction industry, providing more detailed

enables quicker Return on Investment (ROI). Design & Build

designs during the early stages helps the contractor reduce

projects typically progress at a faster pace than traditional

unforeseen risks that may not be apparent at the project outset.

contracting because:

However, the impact of this depends on the project type and the

•

Design and construction phases can overlap (fast-tracking)

contractor’s pre-qualification.

•

Collaborative decision making reduces delays in communication and the need for re-bidding, minimising downtime

QUALITY ASSURANCE AND DESIGN INNOVATION

This makes the D&B form of contracting ideal for projects

Whilst in traditional contracting, detailed designs are

with tight deadlines or those that continue to evolve after the

developed based on specified requirements, in the D&B form

concept design phase.

of contracting, the client must specify performance criteria rather than fully detailed designs, allowing the contractor to

DESIGN RESPONSIBILITY AND ACCOUNTABILITY

propose innovative solutions. The integration of design and

Unlike traditional contracting, where the design responsibility

construction encourages higher-quality outcomes, as the project

rests solely with the client and the client’s appointed design

team can optimise performance holistically from the outset

team under D&B, the design responsibility shifts to the

whilst maintaining continuous quality control throughout both

contractor. This provides the client with less control but

design and construction phases.

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INNOVATE Natasha Abbas, Director of Project Management, North 51 Consulting.

•

Innovative materials, methods, and

technologies

are

more

easily and readily adopted than traditional contracting.

REDUCED CLAIMS AND CHANGE ORDERS

With a single contract covering both design and construction, there is less opportunity for scope gaps or conflicting interpretations

of

responsibility

resulting in fewer legal disputes and a more streamlined, well-controlled change management system.

GREATER EMPLOYER/ CLIENT INVOLVEMENT

The employer/client remains engaged in key decisions—particularly regarding finishes, aesthetics, and performance without having to manage multiple contracts or coordinate between design and construction teams, thus resulting in transparent communication and increased alignment with employers/ clients end project vision.

LEGAL AND CONTRACTUAL STATUTE

In summary, depending on the client’s risk appetite, TCQ

From a legal and contractual statute, the chosen form (e.g.

(Time, Cost, Quality) parameters, whether the project is design-

JCT Design & Build, NEC Option A/E) must align with client’s

led or specification/performance criteria-led, and the project

risk appetite and project’s complexity. Clear definitions of

type such as commercial, residential, F&B/hospitality, retail,

responsibilities, liabilities, warranties and intellectual property

offices, or infrastructure, key project drivers are required to be

rights should be established at the outset by the project manager

established at the outset to determine the appropriate form of

or employer’s agent.

contract and develop the overall procurement strategy. Whilst the Design & Build Model offers a fast-track project completion

IMPROVED COLLABORATION AND INNOVATION

compared to traditional contracting, in both instances the role of

With the client, project manager, designers and contractor

the design team, comprising of architects, structural designers,

working as a single team from the outset, creativity and problem-

MEP designers, interior designers, project managers, cost

solving is significantly enhanced.

consultants, and contract administrators, is vital. Additionally,

•

Early contractor involvement helps identify constructability

contractor pre-qualification and experience with the chosen

issues early on in the project, thereby diffusing any

contract type and form ie. D&B or traditional contracting is

potential showstoppers.

essential to ensure the project’s overall success.

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A DAY IN THE LIFE

Olivia Taylor Each month Middle East Consultant (MEC) sits down with an executive from the built environment to get to know them better from a professional and personal standpoint. Through the ‘Day in the Life’ focus, we learn more about their role, achievements, how they progress through their work days, how they handle stress, advice for the next generation and more. Here, MEC sits down with Olivia Taylor, Senior Consultant, HKA.

Share a brief about yourself and your role

I am a Senior Consultant at HKA working in quantum and construction disputes, and I have been with HKA for coming up 7 years, based in the Dubai office.

I did not start out in this field; I trained and chartered as an Architect and worked as a Project Architect for several years at a leading practice in London before moving into claims and disputes in the UAE. That background still shapes how I think. I tend to visualise problems first, often sketching or mapping things out before getting into the detail. I am usually trying to understand what actually happened on a project, not just what is recorded, which is often where the difference lies.

In your current role what is the achievement you are the most proud of and why?

The moments I feel most proud are when something initially feels unclear and you are able to give it direction and arrive at a coherent view.

That has been a consistent thread throughout my career, from completing my first project as a Project Architect through to more recent work in construction disputes. On a recent project involving a large claim, the information was fragmented and difficult to navigate. I rebuilt the sequence of events, mapping out what had actually happened before forming a position.

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A DAY IN THE LIFE

“I have always been drawn to problems where there is no obvious answer.”

There is usually a point where everything aligns, and that shift from uncertainty to a clear position is probably the most rewarding part of the work.

Outside of being driven/self-

OLIVIA TAYLOR

motivated, what drives you forward and motivates you to do better?

I have always been drawn to problems where there is no obvious answer.

Construction disputes tend to sit in that space, with competing views and a lot of noise. I enjoy working through that and getting to something that feels clear and grounded.

Over time, what motivates me more is having a greater role in shaping the outcome rather than just contributing to it. That sense of ownership changes how you approach the work.

What is your ethos on life/work balance? How do you balance the two and ensure you make the most of each day?

I do not think balance exists neatly dayto-day, particularly in this role. There are periods where work is more intense, and I think it is better to accept that than fight it. What matters more is being able to switch off properly when you can.

I have a young family, which helps create that boundary whether I plan it or not. For me, it is less about perfect balance and more about making sure things feel sustainable over time.

How does your day begin at the office? What does your first hour look like?

Coffee, always. After that, the first part of my day is usually about understanding what matters before reacting to

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everything that has come in overnight. That means going

When things feel large or complicated, I try to break them down

through emails, but more importantly deciding what genuinely

into something workable quite quickly. I often map things out

needs attention.

visually at the start, which helps create a route into the detail.

If there is something complex or important, I try to tackle it

It is easy to get lost in the volume of information otherwise.

early while things are still quiet. Once the day fills up with calls

A big part of the role is deciding what deserves attention

and meetings, it becomes much harder to think clearly, so that

and what does not, which makes a noticeable difference to both

first hour tends to set the tone.

clarity and productivity.

What does your lunch hour look like? How do you

How do you wind down your workday? Take us

spend it?

through your last hour at the office.

It depends on the day. Some days lunch is at my desk, particularly

The last part of the day is about pulling things together and

if things are busy, but I do try to step away where I can.

making sure there is a clear plan for what comes next. I try

I also have a 2-year old daughter, so on days I am working from home, lunch usually involves a “cup of tea” she has made

not to leave things mid-thought, as that makes the following day harder.

for me. It is entirely imaginary, but she takes it very seriously,

Where possible, I also take a wider view and sense-check

so it tends to be non-negotiable. It is a surprisingly effective

whether the overall direction still makes sense. It is easy to

way of forcing a break from my desk.

get caught up in individual tasks, so having that moment of perspective helps create a cleaner break into the evening.

What do you to refocus yourself and maintain

Recently, I have taken to the habit of writing a list of tasks for

productivity as the day progresses?

the following day and it has been game changing.

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A DAY IN THE LIFE

The construction industry can be quite stressful – how

I usually start by asking what really matters in the context of the

do you handle stress? What tips can you share with our

problem. It is easy to get pulled into technical detail too quickly,

readers on the healthiest way to deal with stress?

but most decisions hinge on 1 or 2 key issues.

There are definitely periods where the pressure is higher,

From there, I work through the information and form a view,

particularly around deadlines or complex submissions. Most

even if everything is not completely clear. In this type of work,

situations feel more overwhelming at the start than they do

waiting for perfect information is not realistic, so it is about

once you begin to organise them.

making a reasoned judgement and being able to stand behind

I often find that mapping things out on paper helps bring

it once you have taken a position.

clarity quite quickly. Breaking things down and focusing on what you can control makes a big difference. I have also learnt

Share one aspect of your role that you like, and

that stepping away briefly, even when it feels counterintuitive,

conversely, one aspect that you dislike.

often helps you come back with a clearer head.

I like the point where something stops feeling abstract and starts to make sense. There is usually a moment in a claim

How do you make big decisions for your business -

where the direction becomes clear, and that is probably the

take us through your process.

most satisfying part.

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What I find more challenging is the volume of information. There is often a lot of it, and not all of it is useful. A big part of the role is learning where to direct your attention, rather than trying to absorb everything.

Name a person that inspires you personally and professionally, and share 2 or 3 things that you most admire from that person and try to emulate in your own life?

I tend to be inspired by people I have worked with rather than one specific individual. In particular, those who combine technical knowledge with calm judgement and clarity.

I admire people who can simplify complex situations without losing accuracy, and who remain measured under pressure. That ability to think clearly and communicate simply is something I try to emulate in my own work.

What smartphone do you use and what are your top 3 most used applications and why?

I use an iPhone 16 Pro, although I do miss my old Nokia 3210. It was less efficient, but it also meant there were far fewer distractions.

My most used apps are Audible, FT Edit and Outlook. Audible is for my growing selection of audiobooks, which I tend to listen to throughout the day, particularly when I may not be able to set aside time to read.

FT Edit is useful because it curates a small number of the top Financial Times articles, so you stay informed without getting overwhelmed. Outlook is where most of my day is coordinated, so it is

“I admire people who can simplify complex situations without losing accuracy, and who remain measured under pressure.”

nearly always open. I try to keep it simple and focus on what is useful.

OLIVIA TAYLOR

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A DAY IN THE LIFE

“The last part of the day is about pulling things together and making sure there is a clear plan for what comes next.”

OLIVIA TAYLOR

What’s one thing that you want to be known for

most, particularly in an environment that can often feel

personally in the construction industry?

high pressure.

I would like to be known as someone who makes complex situations feel manageable and easier to navigate. Construction

What advice do you have for fresh graduates and up

disputes can feel quite overwhelming, and I think there is

and comers in your own organisation?

real value in being able to bring clarity without adding to

Be patient with the process and focus on understanding how

that complexity.

projects actually work, not just the theory behind them. That

Having started in architecture, I also tend to see things

depth comes with time and should not be rushed.

slightly differently, and I would like that to be part of

Always ask questions, stay curious, and try to see the

what I am known for. If anything, I would rather simplify

bigger picture rather than just the task in front of you. Also,

than overcomplicate.

do not underestimate the importance of communication.

Above all, I would like to be known as someone who is kind and approachable. These are qualities I think matter

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Being able to explain your thinking is just as important as the analysis itself.

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