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KSA SPECIAL ISSUE
Focus
Market
Compass’ Nassib Al-Sibassi talks talent
What’s next for real estate in Dubai?
Design
Project Management
Gensler’s evolution in the Kingdom
Investors invest in people, not ideas
Vision to Reality HKA on project design and delivery in KSA
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Welcome to the last issue of Middle East Consultant (MEC) for 2025, dear readers. Following our extensive re-design of the magazine, we’re continuing to tweak its look and feel, in addition to further developing the type of content you’ll see each month. Please do get in touch with your comments and feedback on these changes and additions on jason.s@cpitrademedia.com - I’d love to hear from you. Now, as you might have noticed on the cover, this is a special edition of MEC that is focused on one of the most vibrant construction markets in the world: Saudi Arabia. With Vision 2030, the Kingdom began its journey of transformation and economic diversification nearly a decade ago, and it remains one of the most impressive development efforts in the last 100 years. Since the country began its journey, it has achieved some truly incredible milestones within existing cities but - perhaps even more impressively - in previously uninhabited and undeveloped locations across its vast geography. The latter is particularly impressive as absolutely everything had to be built from scratch, which is absolutely amazing. More recently, the Kingdom demonstrated it is committed to its long-term transformation by refocusing its efforts on key giga projects such as Diriyah Gate, the Red Sea project, Trojena and others, whilst scaling back its focus on others. This redirection shows the Kingdom’s leadership and decisionmakers are serious about the country’s long-term transformation, and are focused on realistic project delivery. The Kingdom is, today, already very different from the country it was 10 years ago, and as decisionmakers and construction professionals take steps to complete its transformation, I’m positive the next decade will be absolutely incredible.
Jason Saundalkar Head of Content, ME Consultant
MECONSTRUCTIONNEWS.COM
1
30 COVER STORY
HKA's Tim Whealy talks to MEC's Jason Saundalkar about HKA's business in Saudi Arabia and why the various players in the construction supply chain must adjust their thinking to avoid existing and new project design and delivery issues
2
NOVEMBER-DECEMBER 2025
INITIATE 10 Egis wins Ashghal O&M contract ⁄ 14 Qatar selects architect for new Ministry of Foreign Affairs HQ ⁄ 18 Cavendish Maxwell appoints new advisory board members ⁄ 22 Q3 2025 Dubai Residential Market Review
INTERFACE 34 Compass Project Consulting's Nassib Al-Sibassi talks to MEC about the company's focus on talent development, retention and knowledge sharing in Saudi Arabia ⁄ 56 Gensler Middle East Co-Managing Directors and Principals discuss the firm's evolution in the Kingdom, its focus on talent, technology and sustainability, and how design thinking is shaping the Kingdom's next chapter
INNOVATE 66 Investors invest in people, not ideas ⁄ 72 How the Middle East can deliver stadiums that leave long-term value ⁄ 78 Design errors in modern laboratories: Why flexibility, compliance, safety, and sustainability are fundamental ⁄ 84 Transparency is the new benchmark of sustainable construction, according to ICC MENA's Mohamed Amer
MECONSTRUCTIONNEWS.COM
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NOVEMBER-DECEMBER 2025
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228 OCT-NOV 2025
FROM THE MIDDLE EAST TO EUROPE
KSA SPECIAL ISSUE
FO R T H E C O N ST R U CT I O N S P EC I A L I ST
GREG KARPINSKI PULLS BACK THE CURTAIN ON KEO’S SUCCESSFUL EXPANSION INTO EUROPE
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PLUS
TROVERSY
Focus
Market
Compass’ Nassib Al-Sibassi talks talent
What’s next for real estate in Dubai?
Design
Project Management
Gensler’s evolution in the Kingdom
Investors invest in people, not ideas
BIG CAT CON T ES PATEN ST BOBCAT FIL NT AGAIN COMPLAI ERPILLAR CAT
Vision to Reality HKA on project design and delivery in KSA
ON THE COVER
From vision to reality: HKA’s Tim Whealy highlight’s the firm’s business in Saudi Arabia and talks about key market issues
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Why traditional approaches to fire safety are failing
TECHNOLOGY
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NOVEMBER-DECEMBER 2025
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JANUARY
Construction Golf Day Dubai 21 January 2026 JA The Resort Golf Course, United Arab Emirates
INDUSTRY
WCA warns European policies could triple cement prices The WCA’s latest analysis was presented, indicating that the cement sector will require US $200bn in investment by 2050 to fully decarbonise
FEBRUARY
Heavy Equipment Connect Forum & Expo 2026 2-4 February 2026 Dhahran Expo, Dammam, Saudi Arabia
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HKA unveils Eighth Annual CRUX Insight Report The firm found the most common causes of claims and disputes has generally seen a decline in their impact, particularly in the last five years
FEBRUARY
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DAMAC Properties tops out US $272mn Cavalli Tower The developer stated that Cavalli Tower is now on track for handover by the end of next year
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MECONSTRUCTIONNEWS.COM
7
INITI 8
NOVEMBER-DECEMBER 2025
INSIDE
10 Egis wins Ashghal O&M contract, expands footprint across Qatar ⁄ 14 Qatar selects architect Frida Escobedo for new Ministry of Foreign Affairs HQ ⁄ 18 Cavendish Maxwell appoints new advisory board members in line with the firm’s expansion into Saudi, relaunches several of its services ⁄ 22 Knight Frank discusses the supply and performance of Dubai’s residential real estate market in Q3
IATE A deep dive into the biggest construction headlines that caught our eye this month
MECONSTRUCTIONNEWS.COM
9
INITIATE
Egis wins Ashghal O&M contract 10
NOVEMBER-DECEMBER 2025
Egis has been awarded two major
Ashghal is currently working on a
contracts by the Public Works
wide range of infrastructure programmes
Authority, Ashghal — an independent
across the country, including: the Highway
entity responsible for the design,
Programme which includes some of the
construction, delivery and management
largest highway projects in Qatar, the
of the infrastructure projects and public
Local Infrastructure Programme, which
buildings in Qatar— following a rigorous
will provide many integrated road and
international tender process.
infrastructure projects in local areas,
The agreements mark a significant
and the drainage network development
milestone in the company’s expansion in
projects that will develop and expand the
the Middle East and reinforce its position
drainage infrastructure to accommodate
as a global leader in road operations and
the expected population growth in the
maintenance. Within the Middle East,
country in the future.
Egis hosts 3,500 employees across eight
The Public Works Authority also
countries and has already delivered over
works in cooperation with other
700 complex development projects, which
government entities and sectors to build
have helped stimulate economic growth
large projects, which include healthcare,
and enhance quality of life.
education, and public sector projects. In
According to Egis, the first contract,
the field of asset management, Ashghal
which will span five years, covers the
manages the operation and maintenance
operation and maintenance of 700km
of all road and drainage networks,
of strategic motorways and 1,600km of
where tracking the locations and
secondary service roads. The second,
interconnections of these assets, along
awarded for a period of three years,
with the effective implementation of both
encompasses the management of the
planned and proactive maintenance, is
Road Management Centre, operation of 23
critical to providing customer-centric
tunnels, and maintenance of the national
service to citizens and residents of Qatar.
intelligent transport communication systems. Together, the contracts form part
SECOND CONTRACT
of a 10-year framework agreement that
The Strategic Motorways contract
offers scope for additional future works
encompasses 29 sections of highway,
across Qatar’s transport infrastructure.
including segments up to 125km in
“These contracts reflect Ashghal’s
length, totalling 10,500 lane-km. The
confidence in Egis’ expertise and
Intelligent Transport Systems (ITS)
underscore our ability to deliver complex,
contract integrates traffic management,
high-value infrastructure services at
tunnel operation, and digital monitoring
scale,” said Frederico Justus, CEO of Egis
technologies across Qatar’s road network.
in the Middle East & South Asia. “We are
These projects will enhance safety,
proud to contribute to Qatar’s ambitious
optimise traffic flow, and support Qatar’s
vision for safe, sustainable, and digitally
growing demand for efficient mobility
enabled mobility, while strengthening
solutions, the firm said in its statement.
our long-term presence in the region.”
The projects will be delivered by an
The Public Works Authority ‘Ashghal’
association formed by Egis Operations
is an independent body responsible for
S.A.S, Qatar Building Company and
the design, construction, delivery and
Waagner Biro Bridge Qatar. This
management of infrastructure projects
collaboration will ensure deep local
and public buildings in Qatar.
knowledge and resources are combined
MECONSTRUCTIONNEWS.COM
11
INITIATE The first contract, which will span five years, covers the operation and maintenance of 700km of strategic motorways and 1,600km of secondary service roads according to Egis.
with Egis’ global operational expertise.
South, Strategic Highways, and Intelligent
meeting tomorrow’s standards. We are
Work on the two projects began in
Transport Systems.
committed to leveraging our global
Egis secured two of these lots,
experience to deliver the highest
As part of Ashghal’s ongoing journey
positioning the company at the heart of
standards of safety, innovation,
as a leading customer centric asset
Qatar’s mobility transformation. Egis also
efficiency, and sustainability for Qatar’s
operator in Qatar - and in alignment
operates over 4,260km of roads, 113km
road network. This partnership with
with the nation’s transformation toward
of tunnels and 18 airports across four
Ashghal is a significant step forward
Smart and People-Centred City models - a
continents and the automated metro
in our global and regional strategy and
new Framework Base Contract has been
system in Thessaloniki.
reinforces our commitment to supporting
October 2025, the company confirmed.
introduced. This new infrastructure
“Winning these two key contracts
the development of key infrastructure
framework actually organises Qatar’s
is a testament to our team’s dedication
in the Middle East,” commented Pierre
national road network into four
and expertise in delivering world-class
Yves Massille, CEO for Consulting and
operational lots: Qatar North, Qatar
operations and maintenance services
Operations of Egis.
12
NOVEMBER-DECEMBER 2025
INITIATE
Qatar selects architect for new Ministry of Foreign Affairs HQ
14
NOVEMBER-DECEMBER 2025
Frida Escobedo, Founder and Principal, Frida Escobedo Studio.
The State of Qatar announced it is
this building the first major one to be
pride for our people through reflecting
dedicating a key site on Doha’s waterfront
constructed in decades in the coastal area
Qatar’s leading global role in diplomatic
to a new headquarters for the Ministry of
that curves northward from Qatar’s seat of
negotiations and fostering productive
Foreign Affairs. Created to establish a
government, the Amiri Diwan.
international dialogue and cooperation.
more visible civic presence for the nation’s
To enhance the visibility of the
Many thanks to H.E. Sheikha Al Mayassa
diplomatic service and offer the public
Ministry’s mission of mediation,
bint Hamad bin Khalifa Al-Thani for her
unprecedented access to the Ministry
conflict resolution, and cultural
role in ensuring that this new home for the
complex, the project will transform a
diplomacy, the 1985 General Post Office
Ministry will support all our needs within
prominent section of the city’s corniche.
- known for its distinctive modernist
an extraordinary architectural landmark.”
Through an invited international
‘pigeonholes’- will be assimilated into
Her Excellency Sheikha Al Mayassa
competition, the commission to design
the complex. This major public building
bint Hamad bin Khalifa Al-Thani,
the headquarters has been awarded to
will be preserved and adapted in part as a
Chairperson of Qatar Museums, is said
architect Frida Escobedo, Founder and
space for public programming associated
to have led the competition in her role
Principal of the Mexico City and New York-
with the Ministry’s role in cultural
as Chairperson of Qatar Blueprint. The
based Frida Escobedo Studio.
diplomacy, it added.
latter is a comprehensive initiative to
Rising beside the waters of Doha
His Excellency the Prime Minister
guide development across the nation in
Bay, the 70,000sqm complex will be a
and Minister of Foreign Affairs Sheikh
cooperation with public entities and the
combination of new construction and
Mohammed bin Abdulrahman bin
private sector.
the adaptive reuse of a beloved historic
Jassim Al-Thani said, “I’m grateful to His
The creation of the new Ministry
structure, set within a landscaped
Highness The Amir for his vision for the
headquarters will include a public
environment, said a statement.
nation. MOFA’s new headquarters that
cultural component in the repurposed
The initiation of the plan to create
will be built, will represent an icon for
General Post Office. The project is said
the new complex, aims at making
the nation’s diplomacy, and a source of
to advance Qatar Blueprint’s goals for
MECONSTRUCTIONNEWS.COM
15
INITIATE The ground-level courtyards throughout the Ministry of Foreign Affairs will feature lush gardens that offer moments of respite, while enhancing thermal comfort and energy efficiency.
urban and architectural planning, heritage
Frida Escobedo, a major international
Terracing northward, the new
preservation, adaptive reuse initiatives,
talent, on her selection to design the
construction will preserve sightlines
and excellence in architectural design.
new Ministry headquarters. Her design
of the iconic General Post Office,
Her Excellency Sheikha Al Mayassa
furthers our commitment to heritage
incorporating elements into its façade
commented, “I thank His Highness The
preservation through sustainability and
as part of a vital adaptive reuse endeavor,
Amir for elevating Qatar’s global position
adaptive reuse, while giving Qatar its next
while visually anchoring the Ministry of
and role. I also thank His Excellency the
architectural masterpiece.”
Foreign Affairs to the site’s history, the
Prime Minister and Minister of Foreign
According to a statement, Escobedo’s
Affairs for his efforts to elevate Qatar’s
human-scaled and courtyard-centred
statement explained. The building’s exterior will form an
role as a prominent and active player in
design envisions the new Ministry of
enveloping structure composed of vertical
international diplomacy.”
Foreign Affairs complex in Doha as
pillars that balance shade, privacy and
She added, “Sincere appreciation goes
a rhythmic composition of volumes
transparency, and an inviting interior will
to Ashghal, Qatar’s Public Works Authority,
that build on one another, creating a
feature a series of green patios designed for
for its cooperation throughout the design
threshold between Qatar’s heritage and
reflection, gathering, and art. This dialogue
competition. I also warmly congratulate
its global future.
between architecture and landscape will
16
NOVEMBER-DECEMBER 2025
extend into the General Post Office, whose
fully international, with architects from
The studio is said to have gained
ground floor will be transformed into an
every continent invited to participate. The
broad international recognition in
exhibition space that transitions into a
competition was organised and managed
2018, when Escobedo received the
covered garden. Rooted in the nation’s
by Malcolm Reading Consultants on
prestigious appointment to design the
ongoing investment in diplomacy, art, and
behalf of the Ministry of Foreign Affairs
annual Serpentine Pavilion in London’s
architecture, the project reaffirms Qatar’s
and Qatar Museums.
Kensington Gardens, becoming the
role both as a cultural anchor for Doha and a symbolic gateway to the world.
Escobedo is said to have established her studio in Mexico City in 2006 and
youngest architect to that date to undertake the project.
The Frida Escobedo Studio along
opened the New York studio in 2022. The
Escobedo taught at Universidad
with Buro Happold engineers and
studio’s reputation was initially built on
Iberoamericana, Columbia University’s
Studio Zewde landscape designers,
the strength of a series of projects in her
Graduate School of Architecture,
were selected out of an initial group of 40
native country, including the renovation
Planning and Preservation, the
invited architectural teams and a shortlist
of the Hotel Boca Chica (2008), the El Eco
Architectural Association of London,
of seven. In keeping with the mission of
Pavilion (2010), and the expansion of La
Harvard’s Graduate School of Design, Rice
the Ministry, the selection process was
Tallera Siqueiros in Cuernavaca (2012).
University, and Yale University.
MECONSTRUCTIONNEWS.COM
17
INITIATE
Cavendish Maxwell appoints new advisory board members
Dubai-based real estate advisory group
offering. Robin and Colin bring invaluable
and property consultancy, Cavendish
knowledge and insight, and their deep-
Maxwell, has appointed two new advisory
rooted expertise and experience of the
board members to support its growth
region - in particular KSA - will be pivotal
strategy in the Middle East.
as we execute our growth strategy and
Robin Williamson MRICS and Colin Wright MRICS join existing
expand in Saudi Arabia,” said Nick Witty, Group CEO at Cavendish Maxwell.
board members Jay Grant, Founder of
Williamson previously worked with
Cavendish Maxwell, Nick Witty, Group
DTZ, which merged with Cushman &
Chief Executive Officer and Jessica Taylor,
Wakefield in 2015, running their Middle
Group Chief Operating Officer as the
East operations for 13 years, and as a
company expands its service offerings
Partner at Deloitte, where he established
and ventures into new markets, including
the company’s dedicated Middle East
the Kingdom of Saudi Arabia.
real estate division. After coming out
With nearly 60 years’ of combined
of retirement in 2023, he became Chief
experience across multi-sector real estate,
Commercial Officer at Osool, the managing
asset management and consulting under
agents for the General Organisation for
their belts, Robin, Founding Partner at
Social Insurance’s US $25bn KSA portfolio.
Williamson Partners Ltd and Colin,
Today, he acts as a consultant and sits on
Managing Director, Macintyre Asset
various boards as a non-executive.
Management, bring extensive regional
Wright has over 25 years’ real estate
and international expertise to Cavendish
experience in the Gulf and UK in fund
Maxwell, said a statement from the real
management, asset management,
estate advisory firm.
development and investment, primarily
“Cavendish Maxwell continues to go
in the hospitality, leisure and residential
from strength to strength, with big plans
sectors. His career began at Lend Lease,
for the rest of the year – and beyond.
working on various master developments
These appointments to the advisory board
in Western Europe, including Siemens’
reinforce our commitment to the Middle
‘Isar Sud’ project in Munich.
East and to being part of the success and
He moved to the UAE in 2004 to work
evolution of its multi-faceted real estate
with Majid Al Futtaim Investments,
18
NOVEMBER-DECEMBER 2025
In line with the firm’s expansion into Saudi, it has appointed new advisory board members and recently relaunched several of its services
developing and completing Ski
held the position of CIO at Select Group,
business, with new services in the
Dubai. Later, he headed Kenmore
delivering a five-year business plan to
pipeline. Earlier this year, the company
Property Group’s Middle East business,
acquire, develop and invest in the UK and
strengthened its leadership team in the
completing major residential and
European real estate sectors, acquiring
UAE and Oman, with several Director and
commercial property transactions in
hotels, residential and development
senior management promotions.
the UAE and Qatar. He also spearheaded
assets. Wright holds a MBA and studied
and launched property funds in the
at Harvard Business School.
The company was also recently aw a rd e d
G re a t
Place
to
Wo rk
Gulf and East Africa and incorporated
C av e n d i s h M a x w e l l re c e n t ly
Certification™ by the global authority
Emirates REIT, the Middle East’s first
relaunched a number of its services,
on workplace culture and employee
official Shari’ah compliant REIT. He also
including its Built Asset Consulting
experience, the statement concluded.
MECONSTRUCTIONNEWS.COM
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NOVEMBER-DECEMBER 2025
Q3 2025 Dubai Residential Market Review
Dubai’s investment-grade housing market, which opened to international buyers only in 2002, has already traversed two full market cycles marked by sharp upswings and hard-landing corrections. Cyclicality has been amplified by rapid population growth and the unavoidable three-to-five- year lead times between development decisions and final delivery. In the current third cycle, however, speculative overhang looks materially lower than in prior booms. Resales within one year of purchase are hovering around 4% today versus roughly 25% on the eve of the Global Financial Crisis, signalling an important structural shift toward end-users and long-term investors. The economy’s resilience has also strengthened as diversification and fiscal capacity have improved. The top five sectors’ share of GDP declined from 68% in 2008 to 63% in 2023. The reliance on wholesale & retail trade and construction has eased, while industrial and logistics, and accommodation and food services sectors have significantly increased their respective contributions to GDP. The composition of growth has also shifted: between 2009 and 2016, wholesale and retail trade accounted for 35% of total GDP growth, between 2020 and 2023 the contribution was 27%. Conversely transport and storage activities accounted for 15% of growth between 2020 and 2023, up from 11% between 2009 and 2016. Population growth remains the prime engine of economic growth, more than productivity gains. Since 2005, Dubai’s population has compounded at about 5.8% per annum, albeit unevenly across years. Momentum has remained robust, with a 5% expansion in 2024, equivalent to roughly 208,800 additional residents and a further increase of around 155,000 during the first nine months of 2025. The Dubai 2040 Urban Master Plan targets residential population growth from approximately 3.9m in 2024 to 5.8m by 2040, a compound annual rate of around 2.6%.
MECONSTRUCTIONNEWS.COM
23
INITIATE
DUBAI GDP GROWTH RATES AND REAL ESTATE MARKET CONDITIONS, EXCLUDING 2020
5% 4% 3% 2%
2024
2023
2022
2021
2019
2018
2017
2016
2015
2014
2013
2012
2011
1%
Given typical launch-to-handover timelines of three-to-five
RESIDENTIAL SUPPLY
On the supply side, the city’s housing capacity has scaled
years, year-to-year imbalances are inevitable, as evidenced in
dramatically to keep pace with the growing demand. The
recent years (we explore this later in the report), which reinforces
dwelling stock has multiplied nearly fivefold from roughly
the importance of clear policy signals and careful phasing.
138,000 units in 2005 to around 838,000 by 2023, representing
For the housing market, the implications are clear. With lower
an 8.1% CAGR, equivalent to an average annual completion rate
‘flipping’ activity and a diversified growth base, cycle amplitude
of around 35,000 homes.
should moderate even as net in-migration remains robust.
Meeting the 2040 population goal implies the need for
Through the cycle, an annual supply cadence of roughly
approximately 525,000 additional dwellings between 2025 and
35,000 units remains a useful benchmark; deviations materially
2040, again averaging close to 35,000 units per year, alongside
above or below that level are likely to surface first in reduced
complementary investment in commercial space, education
price and rent growth, possibly localised in areas where home
and healthcare facilities, and broader amenities.
completions are excessive, as well as in higher vacancy rates.
Community
Q3 2025 average transacted price (AED psf)
3-month change
12-month change
Business Bay
2,586
10.2%
13.4%
Damac Hills 2
1,469
11.7%
17.6%
Downtown Dubai
3,033
1.5%
15.0%
Dubai Creek Harbour
2,441
0%
5.9%
Dubai Hills Estate
2,402
1.8%
4.5%
Dubai Marina
2,779
0.3%
32.4%
Jumeirah Beach Residence
2,553
-3.5%
24.3%
Jumeirah Golf Estates
1,382
-4.9%
15.4%
Jumeirah Lake Towers
1,876
-5.3%
3.4%
Jumeirah Village Circle
1,482
2.2%
16.1%
Jumeirah Village Triangle
1,539
7.3%
8.1%
Meydan City
2,099
21.8%
34.9%
Palm Jumeirah
4,147
19.5%
34.0%
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NOVEMBER-DECEMBER 2025
Sources: Knight Frank, REIDIN, Dubai Statistics Center
APARTMENT PRICE PERFORMANCE (Q3 2025)
AVERAGE VALUE OF RESIDENTIAL TRANSACTIONS, BY PROPERTY TYPE All residential Apartments Villas 2000 1500 1000
2025
2024
2023
2022
2021
2020
2019
2018
2017
2016
2015
2014
2013
2012
2011
2010
2009
2008
2007
2006
2005
2004
2003
500
Segmental performance will increasingly hinge on
Waterfront and central districts with affordable units
infrastructure. Submarkets tied to airport expansion, metro
catering to young expats and families led performance. Meydan
and tram infill, and hospitality or experience-led and family-
city saw the sharpest quarterly rise at 22% q/q, equating to an
oriented clusters are well-placed to outperform on both achieved
annual increase of 29%, driven by newly completed mixed-use
prices and rental growth.
projects and expanding investor interest in central submarkets. Palm Jumeirah saw the sharpest annual increase at 31% due to limited new supply.
RESIDENTIAL PERFORMANCE
Dubai’s apartment market registered further gains in Q3 2025,
Dubai Marina mirrored this growth with 15% growth y/y,
extending a steady pattern of quarterly appreciation. The average
supported by continued demand for luxury lifestyle homes
apartment prices in the city increased by around 2.3% quarter-on-
in central communities with lifestyle and leisure amenities.
quarter, (q/q) and 9.6% year-on-year (y/y), with strong divergence
Business Bay maintained its price rise, up 10% q/q, reflecting
across communities.
absorption of premium towers along the Dubai Canal.
VILLA PRICE PERFORMANCE (Q3 2025) Community
Q3 2025 average transacted price (AED psf)
3-month change
12-month change
Al Barari
2,078
-4.8%
10.6%
Al Furjan
1,703
-0.2%
22.8%
Arabian Ranches
2,239
-2.7%
34.2%
Damac Lagoons
1,202
2.3%
9.4%
District One
2,747
9.2%
15.7%
Dubai Hills Estate
3,005
-6.4%
24.7%
Emirates Hills
6,461
33.7%
33.2%
Jumeirah Golf Estates
2,198
1.7%
22.8%
Jumeirah Islands
4,367
0%
27.5%
Jumeirah Village Circle
1,098
0%
17.9%
Meydan City
1,757
7.3%
25.0%
Palm Jumeirah
6,764
0%
5.1%
La Mer
4,511
33.8%
54.8%
MECONSTRUCTIONNEWS.COM
25
INITIATE
PROPORTION OF OFF-PLAN SALES BY DEVELOPER, BY TOTAL VALUE (Q1-Q3 2025)
20% 15% 10%
Danube Properties
Beyond Developments
H&H Inv. and Development
Aldar Properties
Meraas Development
Binghatti Holding
Nakheel
Sobha Real Estate
Damac Properties
Emaar Properties
5%
Downtown Dubai and Dubai Hills Estate recorded more
12% higher than this time last year. This was supported by a
modest quarterly gains of 1.46% and 1.78%, respectively, as these
chronic undersupply of completed homes and a growing cohort
core markets entered a phase of consolidation after several years
of high-income residents seeking larger family-oriented spaces.
of pronounced expansion.
On an annual basis however, luxury communities were
Conversely, supply-heavy districts such as Dubai Creek
once again at the forefront of price gains. For instance, La Mer,
Harbour experienced a mild price correction over the year,
which we have recently identified as a prime neighbourhood
underscoring an emerging two-speed market in which quality,
experienced the sharpest increase at 33.8% q/q and 54.7% y/y - the
brand association, lifestyle infrastructure and high levels of
highest level for any villa community in the city.
completion drive value differentiation.
While Palm Jumeirah, which has been at the epicentre
For context, Dubai Creek Harbour has recorded 5,796
of luxury home sales during this cycle experienced no price
completions between Q1 2023 and Q3 2025, with another 6,967
movement during Q3, alongside a 19% reduction in the number
units to be delivered by 2029, representing 5.4% of the total
of transactions, suggesting more homes are being secured for
number of apartments delivered across the city and doubling
the long-term. Prices here currently stand at $1,840 psf.
the supply in the community since 2019.
Family-oriented suburbs such as Arabian Ranches (34.2%),
In addition, neighbourhoods such as Jumeirah Beach Residence,
Jumeirah Islands (27.5%), and Emirates Hills (33.6%) also recorded
Jumeirah Lake Towers, and Jumeirah Golf Estates also experienced
strong appreciation over the last 12 months, highlighting
price corrections during Q3, mirroring the historical seasonal
continued end-user demand for luxury homes.
summer slowdown when demand for homes wanes, typically
A similar story appears to be playing out in more peripheral
resulting in price dips for both villas and apartments in some areas.
locations, with Expo City and Dubai South, for example, also
At the city level, average apartment prices now stand around
experiencing quarterly declines amid high supply volumes. At
US $490 psf, approximately 69% above their Q1 2020 levels and 20%
Expo City for instance, over 800 homes are expected to be handed
above the 2014 market peak. This growth has been underpinned
over by Q3 2028, while in Dubai South, we recorded a further
by the rising popularity of smaller, high-amenity units among
4,467 residential completions by Q3 2029, effectively doubling
both investors and owner-occupiers. The combination of
supply in the community. A high number of home handovers in
affordability, strong rental yields, and sustained population
a community usually precedes price moderation, which appears
inflows has kept absorption high despite elevated prices.
to have been the case in these areas.
Dubai’s villa market continued to outperform apartments
Overall, villa values have now climbed approximately 124%
in both pace and magnitude of price appreciation. During Q3
since Q1 2020 and stand 55% above the 2014 peak with current
2025, villa prices rose by an average of 3.6% q/q, leaving them
average prices at $613 psf.
26
NOVEMBER-DECEMBER 2025
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NOVEMBER-DECEMBER 2025
INSIDE
30 HKA’s Tim Whealy on HKA’s business in Saudi Arabia and why the various players in the construction supply chain must adjust their thinking to avoid existing and new project design and delivery issues ⁄ 38 Compass Project Consulting’s Nassib Al-Sibassi talks to MEC about the company’s focus on talent development, retention and knowledge sharing in Saudi Arabia ⁄ 48 From branded residences to lifestyle and wellness innovations, Devmark’s Sean McCauley talks to Priyanka Raina about shaping Dubai’s property market in 2025 and beyond ⁄ 56 Gensler Middle East’s Co-Managing Directors and Principals comment on the firm’s evolution in the Kingdom, its focus on talent, technology, and sustainability, and how design thinking is shaping the Kingdom’s next chapter
RFACE Going behind-the-scenes with the region’s top construction consultants and industry trailblazers
MECONSTRUCTIONNEWS.COM
29
INTERFACE
30
NOVEMBER-DECEMBER 2025
FROM VISION HKA’s Tim Whealy talks to MEC’s Jason Saundalkar about HKA’s business in Saudi Arabia and why the various players in the construction supply chain must adjust their thinking to avoid existing and new project design and delivery issues
TO REALITY MECONSTRUCTIONNEWS.COM
31
INTERFACE
UK-headquartered HKA has decades of experience in Saudi Arabia and in early 2024, the global consultancy strengthened its commitment to the Kingdom by securing its Regional Headquarters (RHQ) License. The move positioned HKA as amongst the first major international consultancies to gain regional HQ status under the programme, enabling the firm to conduct business with Saudi state bodies and benefit from certain tax incentives. Even prior to acquiring RHQ status, HKA already had strong ties to the Kingdom, with its Riyadh and Jeddah offices supporting Saudi clients and capital projects for over two
“In the very near future, I think the Kingdom will offer a very good alternative destination to the Caribbean or Seychelles.” TIM WHEALY
decades. Talking to Jason Saundalkar, Head of Content at Middle East Consultant, Tim Whealy, Partner at HKA said that today the firm continues to deliver services to a variety of clients, and notes that the company’s business has grown, and evolved, since it opened its RHQ. “Historically we've done a huge amount of work with contractors, but since we opened our RHQ in the Kingdom
This move follows on from the $5.9bn in contracts that were awarded on the project in 2024.
roughly two years ago, we also began doing a lot of work with
Commenting on this market shift in the country, Whealy
various government entities. We now regularly work with
states, “We’re very busy in the Kingdom but we’re not doing as
ministries, PIF companies and many of the Kingdom’s giga
many of those giga projects at the moment. If you look at MEED
projects. We’re involved with government organisations, asset
data that was published in August 2025, they reported a year-on-
owners (employers) and companies across the construction
year drop on major project orders. It appears there has been a
supply chain, and have to manage our conflicts very carefully,”
refocusing or redistribution of money towards key projects
says Whealy.
that are important such as Diriyah Gate, Red Sea, Trojena and
Over the 2024-2025 period, the Kingdom continued working
others. There’s also Expo 2030 and the 2034 World Cup that have
on diversifying its economy away from hydrocarbons in line
now been won, which will require huge investment. So I think
with the goals of Saudi Vision 2030. Since Vision 2030 was
refocusing is a sensible move and shows that the Kingdom is
unveiled over a decade ago, the country has had a number of
committed to its giga projects and its overall transformation -
successes in terms of its overall transformation, and the delivery
the ability to change course shows very good leadership as far
of components that are a part of its various giga projects,
as I’m concerned.”
including: the completion of the initial phase of NEOM Bay
Whealy first began working in the Kingdom in 2011 and notes
Airport; the partial opening of Diriyah Gate; the opening of
that the perception of the country at that time was that it was a
a significant portion of the King Abdullah Financial District
hardship posting. Today, the situation is far different, he notes.
(KAFD); the opening of a number of the Red Sea Project’s resorts and many others.
“The government has done an amazing job of changing people’s perceptions and changing the country since those
Over the last 12-18 months, the Kingdom seems to have
days, and as more people visit the country, those perceptions
kicked off a sharper focus on the completion of certain key giga
will be a thing of the past. For example, in the very near future, I
projects. While this has meant that contract awards and work has
think the Kingdom will offer a very good alternative destination
slowed on some of the Kingdom’s giga projects, development is
to the Caribbean or Seychelles for people in Europe. You only
continuing in earnest on others. According to a recent Knight
have to fly from Jeddah to London and look down – what you
Frank report, in the first eight months of 2025 alone, US $3.7bn
see is phenomenal, from the beauty of the lagoons and the
worth of contracts were awarded on the Diriyah Gate project.
different islands to the natural onshore landscapes. There’s huge
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NOVEMBER-DECEMBER 2025
MECONSTRUCTIONNEWS.COM
33
INTERFACE While HKA acquired RHQ status in 2024, the company has been an active participant in the Kingdom for over two decades through its offices in Riyadh and Jeddah.
potential there and the Kingdom certainly
something we do very well. That said,
has the ambition to take advantage of it.”
I strongly believe that prevention is better than cure - if we can get the right
Delivering Vision 2030
safeguards in place, get both employers
Since Vision 2030 was first unveiled,
and contractors to fully understand the
Saudi Arabia has made tremendous
contracts they are entering into, ensure
progress on its transformation journey,
they administer these contracts properly,
even looking outside of the delivery of
keep good records and develop/update
its various giga projects. Post 2020, the
the baseline properly, that would be an
country secured the rights to host Expo
excellent start.”
2030 Riyadh and the 2034 FIFA World Cup – two significant mega events that will
A change of mindset
support the Kingdom’s transformation
According to HKA’s Eighth Annual CRUX
journey and help the government
Insight Report, which analysed more
positively shift the country’s perception
than 2,200 projects in 114 countries with
on the world stage.
a combined CAPEX of $2.43tn, projects
The successful delivery of those
in the Middle East have faced the longest
events is connected with the upgrade
schedule overruns. The top five causes
of existing assets, and the design
of claims or dispute in the region were
and completion of all new assets and
due to: change in scope; the late issue
infrastructure in line with the original
of design information; cash flow and
vision. It’s therefore vital that employers
payment issues; late approvals, and
and construction industry stakeholders
incomplete design.
change the way they approach projects,
Asked about the Saudi market in
and the way they interact with each other.
terms of contract structure and the way
“At the moment there are multiple
project stakeholders work with each
issues; employers demand immediate
other following the unveiling of Vision
progress and consultants are struggling
2030 in 2016, Whealy notes that historic
to keep up with their workloads, as they’re
challenges continue to persist, and must
and in that early design, and they’re either
stretched between too many projects. At
be addressed.
not dealt with properly or they’re pushed
the same time, contractors are struggling,
“We’re not seeing enough real change
over to the contractor to try and resolve.
they’re not getting the cashflow they need
in the way contracts are structured, and I
The reality is that the contractor, more
and there is a direct correlation between
think there’s still a desire to get projects
often than not, doesn’t fully understand
payment and progress. All this creates the
off the ground too quickly. I think Saudi
the extent of those problems, and this can
environment for a perfect storm when
continues to suffer from the perennial
ultimately lead to major problems down
it comes to the delivery of projects,”
problem of wanting to see progress, when
the road,” Whealy explains.
Whealy cautions.
– like the old adage says – it’s better to go
He adds, “Clients in Saudi Arabia must
He adds, “Our job is to help people
slow to go fast. Sometimes we see a lot of
remember that risk on a project should
avoid disputes or resolve them and it’s
problems come in at the contract stage
be taken by the party best capable of
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NOVEMBER-DECEMBER 2025
managing that risk - they must move away from the mindset of passing risk over to contractors. It’s also high time for the market to adopt a true value for money procurement evaluation rather than being largely driven by price, and a race to the bottom. Price is disproportionately weighted as a factor in the consideration of who employers appoint, and I think this in addition to the previously mentioned issues is the recipe for a perfect storm on projects. These are the common challenges I’ve observed over my 15 years in the Kingdom.”
“Clients in Saudi Arabia must remember that risk on a project should be taken by the party best capable of managing that risk.”
Here, Whealy says that contractors also have a hand in the project challenges in the country, and should shift their thinking
TIM WHEALY
MECONSTRUCTIONNEWS.COM
35
INTERFACE Whealy says contractors delivering projects in the Kingdom should shift their thinking to ensure the best outcomes for themselves and the projects they’re delivering.
to ensure the best outcomes for themselves and the projects they’re delivering.
Highlighting another challenge that companies must consider are the implications of price escalation. Whealy
“I think some contractors run what I call a hit and hope
says there’s been significant price escalation in Saudi but yet
strategy in the sense that they will price a project to win the
companies are reluctant to put price escalation provisions into
job, and hope that through variation and claims they can make
their planning.
a margin on the project. As an example, I once worked with a
“Employers and contractors don’t really think about this
client that didn’t fully understand the extent of their design
but on a long-term project that runs for two-, three- or four-
obligations under the contract, but at that point we were already
years or longer, it’s a major issue, and so I think it’s something
a year into the contract. It’s clear some contractors don’t fully
everyone must think about carefully. So, whether its employers
understand what they’re signing up to, whether it’s a FIDIC Red
or contractors, there should be careful and sensible allocation of
Book, one of the Aramco contracts or other bespoke forms. This
risk between the parties in terms of who is best able to manage
is a common problem.”
that risk, and then it falls to that party to fully understand the
He emphasies, “This can become highly problematic; contractors must know what their contractual position is before they get into these jobs, particularly when it is a long-term, large-scale project.”
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NOVEMBER-DECEMBER 2025
risks they’re signing up to. This applies to both contractors and employers,” he states. Speaking about employers specifically, Whealy says it’s in their best interest to move away from working with project
partners in this way. “It can be a false economy by appointing
simplistic approach because it doesn’t consider the impact on
someone who is the cheapest on a complete lump sum turnkey
the employer and the entire supply chain if the project is delayed
type project because, invariably, they’re late and it then creates
by a year or two,” he says.
massive problems for an employer, particularly if the employer
Sharing an example of how current contracts and mindsets
needs the project to start generating revenue on a particular date.
jeopardise projects, Whealy says that a contractor was recently
It’s far better for all these calculations to be accounted for and for
looking to unilaterally terminate a contract because they couldn’t
the employer to go with someone who’s offering a slightly higher
afford to remain on the project, and if that happened, it would
price, but also offers more certainty around the program, and is
have significant ramifications on the project and the employer.
committed to achieving the agreed completion date.”
“There are very real implications of the current approach that are never fully considered,” he reiterates. Making his closing statements, Whealy notes that the Kingdom has embarked on one of the biggest and most
“There has been massive changes in the Kingdom, so I think that Vision 2030 has already been very successful.”
ambitious national rebuilding projects in his lifetime, and says that the rate of change has already been “phenomenal”. “There’s already been a massive rebasing of the economy away from what I would call a simple petrodollar driven economy into something that is far, far broader covering multiple segments, including leisure, tourism, sport, and hospitality. There has been massive changes in the Kingdom, so I think that Vision 2030 has already been very successful. To continue
TIM WHEALY
delivering on the Kingdom’s ambition and make the delivery of the country’s vision smoother with regards to projects, industry stakeholders must look internally. At present, the industry is hardwired to be combative, and this has been entrenched for
Delving deeper into the relationships project stakeholders have, specifically with regards to consultants and contractors, Whealy says that a combative mindset is the norm.
years, so it will be a challenge for any stakeholder to move away from,” he points out. Having said that, Whealy says there is a place for collaborative
“People tend to fall into camps and it becomes a little bit of
contracting and says that while it doesn’t work on every project,
us versus them and that approach really doesn’t bode well. The
it can have a positive impact, but it requires a fundamental
alternative to this to introduce more collaboration and early
change in mindset to make it work.
contractor involvement, for example pre-construction services
He concludes, “There has to be an acceptance from people
agreements. While I accept that these are not perfect, it’s vital
to finding common solutions rather than following the normal
that we have a mechanism that gets people to say ‘we’ve got to
play book where the parties retreat to their respective sides and
go get aligned and get this job done together’. When you step
play the blame game. There are other forms of procurement
back from a project, ultimately all the various stakeholders, be it
that can be tried but I’m not sure that the Saudi market is ready
the employer, the funders, consultants, contractors and even the
for management forms of contract and other approaches that
end user – they’ve all got the same objective. Every stakeholder
give clients a lot more opportunity to change and control. As a
wants the job done on-budget and on-time. So, if people start
start, I think the best thing employers can do is go slow to go
from that perspective and change their existing mindset and
fast. This means getting the design right, stress testing it to
workout issues together from a project point of view, everyone
make sure everything works, ensuring that they really are at
benefits,” Whealy comments.
that particular point in the design process, and then making
“The idea of retreating to the contract and the mindset of transferring all risk to the contractors is myopic and an overly
an informed decision to move forward on their projects with the right construction partners.”
MECONSTRUCTIONNEWS.COM
37
INTERFACE
Putting talent first MEC’s Jason Saundalkar talks to Nassib Al-Sibassi, Group Managing Director at Compass about the company’s focus on talent development, retention and knowledge sharing in Saudi Arabia
Since its inception over a decade ago, Compass Project Consulting (Compass) has made a name for itself by offering tremendous results across a mix of projects in the region. The firm credits its success to its diverse and highly disciplined team who drives the delivery of world class project development solutions. Talent has always been critical to the firm’s success in the UAE and Saudi Arabia, and after over a decade in operation, the company continues to place a high value on talent and talent development. “Talent development isn't just important to Compass, it's fundamental to everything we do,” comments Nassib Al-Sibassi, Group Managing Director at Compass. Commenting on the firm’s operations in Saudi Arabia specifically, he notes, “Our business is built on people, and in a market as dynamic and ambitious as Saudi Arabia, continuous development is not optional; it's essential. We operate in an environment where the pace of change is unprecedented, with mega-projects reshaping the landscape and setting new global benchmarks for construction and development.” “To remain competitive and deliver the exceptional standards our clients expect, we must ensure our teams are not just keeping pace with market demands but anticipating them. This means investing heavily in capabilities, technical expertise, and leadership development. Our commitment to talent development is a commitment to the future of the Kingdom itself, because the projects we're delivering today will define the built environment of Saudi Arabia for generations to come.” Asked about the company’s focus on talent development in the Kingdom in terms of its vision and alignment with national mandates, as well as key goals for the 2025-2026 period, Sibassi highlights, “Our vision is straightforward: to become the employer of choice for Saudi construction and project management professionals, while serving as a cornerstone partner in realising Vision 2030. We're not just aligned with the Kingdom's Saudisation mandates, we’re actively shaping them. Our approach to talent development
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NOVEMBER-DECEMBER 2025
MECONSTRUCTIONNEWS.COM
39
INTERFACE
The company’s flagship initiative is the Compass Academy, which provides Saudi graduates with a structured pathway into construction management through an immersive 18-24 month rotational experience, Sibassi explains.
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NOVEMBER-DECEMBER 2025
“Our commitment to talent development is a commitment to the future of the Kingdom itself.” NASSIB AL-SIBASSI
is deeply embedded in our business strategy, ensuring that every
“Each Academy participant is paired with a senior professional
Compass initiative contributes to the Kingdom’s broader vision
who provides guidance, support, and real-world insights. We
of building a world-class, knowledge-based economy.”
combine this mentorship with technical certifications, soft
“For the 2025-2026 period, our goals are ambitious,” he states.
skills development, and exposure to international best practices.
“We're targeting 45% Saudi national representation across our
Academy participants work on actual Vision 2030 projects from
workforce, with particular focus on technical and leadership roles.
day one, they're not observers, they're contributors, working
We aim to graduate over 30 participants through our Compass
alongside experienced professionals on some of the Kingdom's
Academy program, which is designed to accelerate capability
most significant developments.”
development and professional readiness. Most importantly, as a
Sibassi says the results speak for themselves. “Since 2023,
Saudi-owned consultancy, we're working to establish Compass as
we've enrolled over 45 Saudi graduates into the Compass
a recognised centre of excellence for construction management
Academy, with 60% retention rate among Academy graduates
training in the Kingdom.”
after three years. Today, 15% of our Academy alumni have
“We view Saudisation not as a compliance exercise but as a
progressed into project management or specialist roles,
strategic imperative. The Kingdom's Vision 2030 depends on
with 15 Academy graduates now working on giga to mid-tier
developing world-class Saudi talent, and Compass is proud to be
developments around the Kingdom.”
at the forefront of this national transformation. Our success is
Beyond the academy program, Compass has launched several
intrinsically linked to the success of Saudi professionals, which
other targeted initiatives, including women in construction
is why we've structured our entire talent development strategy
programs, technical upskilling workshops, and leadership
around building long-term careers, not just filling positions,” he says.
development tracks via the Compass Talent Development and Localisation Strategy, which is specifically designed for high-
Initiatives in the Kingdom
potential Saudi nationals.
Within the Kingdom, the company has invested significant time
Asked about whether the company has any early engagement
and resources into developing local talent, with the ‘Compass
initiatives in the Kingdom, Sibassi is quick to note that the
Academy’ standing as the firm’s flagship initiative.
firm believes that talent development actually begins “long
“Our flagship initiative is the Compass Academy, a
before graduation”. He explains, “This is why we’ve established
comprehensive graduate development program that has become
partnerships with leading Saudi universities and technical
a model for the industry. The Academy provides Saudi graduates
institutes, and conduct regular campus presentations, career
with a structured pathway into construction management
workshops, and technical seminars to showcase the opportunities
through an immersive 18-24 month rotational experience.
within construction management.”
Graduates spend this time rotating through different business
“One of our most effective strategies is inviting students
functions, including project management, cost management,
to our project sites, giving them firsthand exposure to mega-
contract administration, planning, site supervision and within
projects in progress. Seeing the scale and sophistication of Vision
our support services. This exposure ensures they understand
2030 developments transforms perceptions about construction
the full project lifecycle and can make informed career choices
careers. We also offer structured summer internships and co-op
about their future specialisation,” Sibassi shares.
placements, providing students with meaningful work experience
MECONSTRUCTIONNEWS.COM
41
INTERFACE For the 2025-2026 period, Compass is targeting 45% Saudi national representation across its workforce, with a particular focus on technical and leadership roles says Sibassi.
before they graduate. Many of our Academy participants first
“The construction industry has historically been male
engaged with Compass during these early programs, so we know
dominated, but that's changing rapidly in Saudi Arabia, and
this pipeline approach works.”
Compass is proud to be a part of this important transformation.
He highlights, “For exceptional students demonstrating
We've established targeted recruitment programs specifically
passion for the built environment, we provide financial
designed to attract female Saudi graduates into construction
support and guaranteed pathways into the Compass Academy
management, cost consulting, and project controls, actively
upon graduation. This early engagement is critical because
engaging with women's engineering and architecture programs
construction and project management offer extraordinary career
at Saudi universities.”
opportunities. By connecting with students early, we're building a
“Creating an inclusive workplace culture has been central,
sustainable pipeline of talent while contributing to the Kingdom's
albeit a natural flow, to our approach. We've implemented policies
long-term capability development.”
and practices that ensure female professionals can thrive,
Talking to Sibassi about diversity and inclusion, and how
including dedicated facilities on project sites meeting cultural
Compass attracts women specifically to join its ranks, he notes
and practical requirements, flexible working arrangements where
that the firm has established targeted recruitment programs
appropriate, and zero-tolerance policies on discrimination or
specifically to attract female talent.
harassment. We've also established women in leadership
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NOVEMBER-DECEMBER 2025
mentorship programs that pair junior female professionals with
Overcoming challenges
senior leaders who can guide their career development,” he states.
The Saudi construction market is immense and while this means
He adds, “Female Saudi nationals have equal access to the
that there are a wealth of opportunities for talent from across
Compass Academy and all development programs, and we're
the country, there are also several challenges that have to be
seeing increasing numbers of women choosing construction
navigated carefully.
management careers.
Their contributions have been
Sibassi explains, “The Saudi market presents unique
outstanding. We are also continuously working to increase female
challenges that require thoughtful, strategic responses. The
representation in management positions, through our employ for
sheer scale of Vision 2030 projects means that every major
merit selection process, ensuring diverse perspectives inform
construction firm is competing for the same pool of Saudi
our decision-making.”
talent. The market is exceptionally hot, with demand far
“The Kingdom's reforms have created unprecedented opportunities for women, and Compass is committed to ensuring
outstripping immediate supply. Our response to this challenge is differentiation through development.”
female Saudi professionals have equal opportunities to build
“We position Compass not as just an employer, but as a
rewarding careers in construction and contribute to Vision
career accelerator. The Compass Academy provides something
2030's realisation.”
competitors cannot easily replicate: structured development
MECONSTRUCTIONNEWS.COM
43
INTERFACE
“We're seeing increasing numbers of women choosing construction management careers. Their contributions have been outstanding.”
Sibassi says that knowledge sharing is embedded throughout the firm’s organisational culture, and is also structured into its development programs. “We conduct regular technical workshops where Academy participants and young professionals learn from experienced project directors, cost managers, and technical specialists. These sessions cover everything from contract administration to risk management, from stakeholder engagement to quality assurance. We also facilitate organic knowledge exchange between teams working on different projects, so a graduate working on a residential development can learn from colleagues delivering infrastructure or commercial projects, broadening
NASSIB AL-SIBASSI
their understanding and capabilities.” He continues, “At the completion of every project, we conduct comprehensive lessons-learned sessions. These aren't superficial exercises, they're structured reviews identifying
with direct access to key decision-makers, offering mentorship
what worked, what didn't, and what we'd do differently.
and genuine career progression. We're not hiring Saudis to meet
Critically, these insights are documented and shared across
quotas; we're building careers.”
the organisation, ensuring knowledge isn't lost when projects
Another challenge that Sibassi highlights is knowledge
close. We maintain a centralised digital platform where technical
transfer and experience retention. He remarks, “Many Saudi
guidance, best practices, case studies, and lessons learned are
graduates enter the workforce with strong academic foundations
accessible to all staff. This institutional memory is invaluable,
but limited practical experience on how to translate what they
particularly for young professionals seeking solutions to
learned into the work environment of managing complex, multi-
challenges they're encountering for the first time.”
billion-dollar projects. Our rotational program addresses this
Beyond formal programs, Sibassi says the firm encourage
directly by ensuring graduates gain broad exposure across the
informal knowledge transfer through mentorship pairings
project lifecycle. This approach allows them to discover their
and shadowing opportunities. “Sometimes the best learning
strengths, understand different disciplines, and make informed
happens through observation and conversation. This systematic
career choices. Once they select a specialisation, we provide deep
approach to knowledge sharing ensures Compass continuously
technical training and increasingly complex responsibilities.”
improves, while accelerating the development of our Saudi
He continues, “Retention in such a competitive market
talent base. Knowledge isn't hoarded, it's shared, because we're
requires more than competitive compensation. We emphasise
stronger when everyone has access to our collective expertise.”
contributing to something larger than ourselves – Vision 2030
On the topic of the role the Saudi government can play
– while providing clear progression pathways and genuine
in terms of supporting construction firms with talent
ownership of outcomes. Our retention rates demonstrate this
development, Sibassi explains that Saudi authorities have
works. When people feel they're building something meaningful
already been “exceptionally progressive” in supporting
and see their career advancing, they stay. Saudi professionals
workforce development. That said, he says there are still a few
get world-class development and career opportunities,
areas where additional support would enhance outcomes.
while Compass builds a loyal, highly capable workforce that understands our culture, standards, and ways of working.”
“While we're committed to Saudisation, we still require specialised international expertise for knowledge transfer
On the all-important topic of knowledge transfer/sharing
and technical roles. Streamlined processes for bringing in
– which ensures vital information and project know-how is
these specialists temporarily would help accelerate Saudi
not lost when team members move on or a project closes –
capability building.”
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NOVEMBER-DECEMBER 2025
While the construction industry has historically been male dominated, the dynamic is changing rapidly in Saudi Arabia, Sibassi points out.
“Stronger formal partnerships between industry and
development. The leadership's commitment to human capital
educational institutions would ensure that important curricula
development creates an environment where companies like
remain aligned with market needs. Involving construction
Compass can invest confidently in long-term talent strategies.”
firms in the program's design would help graduates enter the workforce better prepared. Government recognition
Business in the Kingdom
and support for internationally recognised construction
Switching gears and discussing the company’s business and
management certifications would also help Saudi professionals
performance in the Kingdom in 2025, Sibassi points out that
build globally portable credentials, while maintaining Kingdom-
the year has been “transformative”.
specific knowledge. Finally, tax incentives or direct support
“We're currently engaged across the full spectrum of Vision
for companies investing heavily in training programs would
2030's flagship developments, providing project management,
encourage more firms to adopt comprehensive development
cost consultancy, and contract administration services
models like the Compass Academy.”
on projects. Our work spans a mixture of giga-projects and
He clarifies, “That said, the government's Vision 2030
private investments, where we're supporting the delivery of
framework already provides substantial support for workforce
transformational urban developments, mixed-use destinations
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45
INTERFACE
that will redefine entertainment and tourism in the region,
Recently, the Kingdom has begun making decisive moves
residential developments addressing the Kingdom's housing
with regards to the scope and timelines of some of its giga-
objectives, and infrastructure projects connecting communities
projects. The move has been welcomed by a number of
and enabling economic growth,” he explains.
personalities within the built environment, with Sibassi noting
“What distinguishes our 2025 performance is not just the scale of our portfolio, but the depth of Saudi talent now leading
that the refinement of certain giga-project timelines showcases “mature, responsible program management”.
these engagements. Increasingly, our project managers, cost
“These are multi-decade transformations, and it's entirely
managers, and technical leads are Saudi nationals who've
appropriate that programs are continuously evaluated and
progressed through our development programs. We've also
optimised based on market conditions and strategic priorities.
strengthened our local presence, expanding our offices in
This recalibration is healthy, it directs resources toward highest-
Riyadh, Jeddah, and the Eastern Province, and have established
priority initiatives and prevents market overheating that could
dedicated project offices on major development sites."
compromise quality.”
"This localisation reflects our long-term commitment to the
“For Compass, this reinforces the importance of agility.
Kingdom and positions us as a truly Saudi-based consultancy,
We've structured our business to be flexible and responsive,
not an international firm sometimes operating temporarily in
adjusting resource planning as timelines evolve and pivoting
the market,” he highlights.
as priorities shift. This adaptability is essential in a market as
Pressed for his views on the opportunities and challenges
dynamic as Saudi Arabia.”
he sees for Compass in the coming years, Sibassi is highly
He clarifies, “The overall Vision 2030 commitment remains
confident about the firm’s potential as a result of the ambition
absolutely firm. The Kingdom will continue investing in
and magnitude of Vision 2030.
transformational projects, as the mix and timing evolve. As
“The Kingdom's Vision 2030 represents perhaps the most
with any business, the definite constant is change. We've built
ambitious national transformation program anywhere in the
Compass to be agile and flexible, able to mould ourselves to
world. The pipeline of projects is extraordinary! For a firm with
suit the market we're in. And to us, that's not reactive, it's a
Compass's capabilities, the opportunities are virtually unlimited.
strategic strength.”
We see particular potential in second-phase developments as
In 2025, Compass has handed over a number of significant
initial projects complete, infrastructure connecting the mega-
projects in the Kingdom, however Sibassi points out that
developments, and operations and maintenance advisory as
the firm is under NDA on most of the handovers. That said,
delivered projects enter operational phases.”
he points out, “What's particularly noteworthy is that these
Discussing the strategy going forward, he notes, “Our
projects were increasingly delivered by Saudi nationals who
focus remains talent development and retention. The market
progressed through our various development programs,
is intensely competitive, which makes the Compass Academy
demonstrating that our talent strategy delivers genuine
our competitive advantage. By investing deeply in developing
capability, not just compliance.”
Saudi talent, we build loyalty, capability, and differentiation
Making his closing statements, he says, “These handovers
that sets us apart. We've structured our business to be flexible
directly support the Kingdom's transformation objectives across
and entrepreneurial, able to pivot as the market evolves. We're
housing, tourism infrastructure, and urban development. Each
committed long-term partners in the Kingdom's transformation,
project generates valuable lessons learned that we capture and
which means continued investment in local offices, local talent,
share across the organisation, continuously enhancing our
and local relationships.”
delivery capabilities.”
“The constant in any business is change, and Saudi Arabia
“Looking ahead to 2026, we have several major projects
is changing faster than anywhere else on earth. Companies
reaching completion, including additional phases of work
that can adapt while maintaining focus on capability building
across multiple Vision 2030 developments, further reinforcing
will thrive. That's exactly what Compass is positioned to do,”
Compass's position as a trusted partner in the Kingdom's
he clarifies.
transformation,” he concludes.
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NOVEMBER-DECEMBER 2025
INTERFACE
48
NOVEMBER-DECEMBER 2025
Driving Property Forward From branded residences to lifestyle and wellness innovations, Sean McCauley, CEO of Devmark speaks to MEC’s Priyanka Raina about shaping Dubai’s property market in 2025 and beyond
From iconic towers to self-contained communities, Dubai’s property market has long been viewed as a bellwether for the GCC, and that trend has continued in 2025. That said, the city has been undergoing a period of transformation in recent times, with shifts in both buyer behavior and developer strategies that will likely shape the next phase of growth. According to Cavendish Maxwell’s H1 2025 Residential Market Report, off-plan transactions accounted for around 70.2% of all sales during the first half of the year. This dominance reflects a growing appetite for new projects and showcases a strong trend in buyer preferences - the trend is particularly visible within the mid-market price bracket of US $272,000 to $544,000, where a large share of activity is concentrated. For many buyers, this segment is said to represent the ideal entry point into Dubai’s real estate market, balancing affordability with access to high-quality developments. Beyond price, demand is being increasingly shaped by lifestyle aspirations. Wellness-focused communities, once considered niche, are rapidly becoming mainstream. Developers are responding with projects that integrate health and wellbeing into every stage of design, offering features such as flexible floor plans that maximise natural light, car-free community zones, green spaces, fitness and recreational facilities, and holistic amenities that promote balanced living.
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49
INTERFACE Dubai is evolving from viewing wellness as a single amenity to embedding it as a core principle of design and community living.
This evolution reflects the changing
that ensure the product aligns with what
expectations of modern residents. Today’s
buyers want. We then translate those
buyers are not only seeking a property
insights into design briefs for architects
as an investment but also as a lifestyle
and consultants, so that the floor plans,
choice, where the quality of community
specifications, and amenity programs are
infrastructure is as important as the
tailored from day one.
home itself. Developers who can combine
From there, our go-to-market engine
value, innovative design, and lifestyle-
comes into play: branding, marketing,
centric features are likely to remain at the
and broker activations that create
forefront of Dubai’s competitive market.
momentum, all underpinned by our
As off-plan sales continue to dominate
Master Agency sales model. In addition
and wellness-driven developments set
to execution, we also sit at the governance
new benchmarks, 2025 is reinforcing
table, running weekly commercial
Dubai’s position as both a global
councils to manage pricing, stock,
investment hub and a trendsetter in
and performance with our developer
shaping how the region lives and invests.
partners. In short, Devmark provides
In this exclusive interview with Sean
a full ecosystem that ensures a project
McCauley, CEO of Devmark Group, Middle
doesn’t just launch but sells, delivers, and
East Consultant explores how Devmark
lives well long after handover.
helps new developers navigate market entry, integrates data-driven insights into
What’s your overview of Dubai’s
design and marketing, and drives sales
real estate market in 2025, and
through strategic collaboration between
where do you see it heading?
architects, engineers, and brokers.
Resilient is the word most often used to describe Dubai’s market, but the reality
The Devmark Group is described
is more dynamic. We’ve entered a new
as a ‘multi-disciplinary real estate
cycle, one where off-plan sales don’t just
ecosystem’. What value services
contribute to the market, they define it.
do you offer to new developers
Today, roughly 75% of all transactions
entering the market?
are off-plan, a level that would have been
At Devmark, we pride ourselves on being
unthinkable just a few years ago.
far more than a sales agency. We’re a true
What’s particularly telling is the
end-to-end partner for developers. For
concentration of this demand in the US
those entering the market, we don’t simply
$272,000 - $544,000 price band. On one
deploy a sales team; we build the full
hand, this reflects accessibility: a ticket
market-entry strategy from the ground up.
price of $408,000 feels within reach for
That begins with demand analysis,
a broad base of buyers, especially with
competitor mapping, and pricing
extended payment plans of three to five
strategy, which are the fundamentals
years. On the other hand, it speaks to the
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NOVEMBER-DECEMBER 2025
“We’re a true end-to-end partner for developers. For those entering the market, we don’t simply deploy a sales team; we build the full market-entry strategy from the ground up” SEAN MCCAULEY
MECONSTRUCTIONNEWS.COM
51
INTERFACE
psychology of aspiration, where ownership feels attainable and investment yields remain attractive.
Commercially, we’ve consistently outperformed absorption benchmarks. That performance stems from a disciplined
Developers are increasingly tailoring their product to this
approach to pricing, marketing campaigns that tell a story rather
sweet spot, adjusting unit sizes, layouts, and specifications to
than add noise, and a broker community that is more engaged
meet demand. The trend signals a healthy depth in the market.
than ever before. We’ve shortened design-to-market cycles,
Still, it also raises important questions about how demand is
raised the standard of our marketing assets, and built more
structured, where risk may sit, and how developers can continue to
substantial alignment across developers, brokers, and buyers.
differentiate in a segment that is becoming ever more competitive.
The result is not just record sales numbers, but greater confidence from stakeholders who see Devmark as a trusted
How did Devmark perform in 2024, and how is the
partner capable of moving quickly, thinking strategically, and
firm fairing in 2025 to date?
delivering results at the highest level.
The past year has been one of the strongest in our journey. In 2024, we launched Kempinski Marina Residences, which set a
What goals are you aiming to achieve before the end
new benchmark: over $272mn in sales within 48 hours, followed
of 2025?
by a complete sellout. We then introduced the first standalone
Our focus for the remainder of 2025 is threefold. First, to
Chedi Private Residences, along with Résidence Du Port and
continue strengthening Devmark’s leadership in the branded
Affini Residences under Marriott International’s portfolio - each
residences space by successfully launching and selling a new
reinforcing the region’s appetite for branded residences and
pipeline of projects that set benchmarks for design, positioning,
lifestyle-driven offerings.
and sales velocity.
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NOVEMBER-DECEMBER 2025
This shift reflects a growing buyer demand: as life becomes more fast-paced, people are placing real value on environments that support health, balance, and quality of life.
Second, to deepen our integration of data and technology
Sales brings critical data and buyer insight, from view
across the sales and marketing journey, ensuring our developer
premiums to cost-per-square-foot benchmarks - allowing
partners benefit from sharper insights and more efficient go-
architects to translate those insights into layouts, floorplans,
to-market strategies. Lastly, we will continue to invest in our
and façades that resonate with the market. Engineers then
people, expand our capabilities, and develop the next generation
validate and refine these ideas, ensuring they can be built cost-
of leaders who will carry this industry forward.
effectively and maintained over time.
Ultimately, the goal is to close 2025 having not only delivered
When all three disciplines are aligned, the result is
strong commercial results for our clients but also reinforced
developments that are marketable, buildable, and sustainable,
Devmark’s role as a trusted partner shaping the future of Dubai’s
which are projects that achieve sales velocity while creating
real estate market.
lasting value for both developers and buyers.
What role does collaboration between architects,
There’s a global push towards wellness-focused real
engineers, and sales play?
estate. How is Dubai adopting this trend?
In real estate, the connection between design and sales is a
Dubai is actually evolving from viewing wellness as a single
fundamental driver of success, shaping projects that go far
amenity to embedding it as a core principle of design and
beyond aesthetics. True collaboration between architects,
community living. We’re now seeing science-backed approaches,
engineers, and sales ensures developments are not only
from advanced air quality systems and acoustic performance
visionary on paper but also viable in the marketplace and
to circadian lighting, sustainable material choices, and water
practical to deliver.
quality monitoring.
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53
INTERFACE
“We’re seeing wellness move up the priority list for buyers. What used to be considered a luxury is now expected.” SEAN MCCAULEY
Some developers are pursuing a WELL or DELOS
that support health, balance, and quality of life. Wellness has
certification, while others are integrating the principles more
moved from a “nice-to-have” to a differentiator that defines the
flexibly. For example, we’re working with Iquna Properties on
next generation of real estate.
a project at Dubai Islands where wellness is central. The development will introduce innovative amenities such
How does wellness influence construction choices?
as a hyperbaric oxygen chamber - a medical-grade technology
We’re seeing wellness move up the priority list for buyers—
used in high-performance sports and longevity clinics to
especially at the premium end of the market. What used to be
promote recovery, healing, and overall well-being.
considered a luxury is now expected.
This shift reflects a growing buyer demand: as life becomes
Globally, wellness has been a growing theme in real estate
more fast-paced, people are placing real value on environments
for years, but the conversation in Dubai has shifted. Buyers are
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NOVEMBER-DECEMBER 2025
Globally, wellness has been a growing theme in real estate for years, but the conversation in Dubai has shifted.
asking smarter questions about air and water quality, acoustic comfort, lighting, and how spaces support rest and recovery. It’s no longer about having a a sauna and steam room in the building. We’re seeing increased demand for features like in-apartment spa rooms, private treatment areas, and shared recovery spaces equipped with cold plunge pools, infrared saunas, and therapeutic tools. Layouts that promote privacy, calm, and light flow are being prioritised over just the design of homes. From a development perspective, this shift is prompting developers to think differently about lifestyle programming, floorplan flexibility, and service partnerships. Wellness has moved from being a bonus to a baseline and it’s one of the clearest ways we see lifestyle shaping product strategy today. How do you see Dubai’s branded residences market developing over the next three years?
We’ll continue to see more brands enter Dubai’s market, but the sector is clearly moving toward maturity. What began as a niche offering is now evolving into defined tiers. At the ultra-luxury
operations and a coherent narrative will
whether for larger layouts, lower service
level, globally recognised brands with
sustain premiums. Buyers are becoming
charges, or a design aesthetic that feels
deeply loyal followings will continue to
increasingly discerning: a logo alone is
more personal. The result will be a more
command significant premiums.
no longer enough. They expect proven
segmented and balanced market, where
Meanwhile, lifestyle-oriented brands -
service standards, long-term security, and
branding is one route to differentiation,
from fashion to design houses are scaling
a story that instils confidence in future
but not the only one.
rapidly, testing how far their affinity can
resale value.
Ultimately, the winners will be
translate into real estate sales. That said,
It’s also important to recognise
developers who understand where their
not every branded residence will succeed.
that branded residences won’t capture
brand sits in this hierarchy and can deliver
Over time, only those projects that pair
the entire market. Many buyers will
not just a name, but a genuine experience
strong brand equity with disciplined
continue to prefer non-branded options,
backed by operational excellence.
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55
INTERFACE
Fusing local identity and
56
NOVEMBER-DECEMBER 2025
global best practice Gensler Middle East Co-Managing Directors and Principals Todd Pilgreen and Tariq Shaikh talk to MEC’s Jason Saundalkar about the firm’s evolution in the Kingdom, its focus on talent, technology, and sustainability, and how design thinking is shaping the Kingdom’s next chapter
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57
INTERFACE Todd Pilgreen is Co-Managing Director and Principal at Gensler Middle East.
As Saudi Arabia continues to transform its cities in line with the
Gate has become a key regional hub, reflecting our long-term
ambitious objectives of Vision 2030, companies such as Gensler
commitment to the market. We’ve expanded our portfolio
Middle East have an important role to play in terms of design
across commercial, mixed-use, hospitality and entertainment
innovation and delivering projects that fuse local identity with
destinations from the Riyad Bank Headquarters in the King
global best practice.
Abdullah Financial District to the Al-Madinah Entertainment
Here, Jason Saundalkar, Head of Content & Middle East
Destination for SEVEN. Each of these projects embodies the
Consultant speaks to Gensler Middle East Co-Managing
ambition of Vision 2030 and Gensler’s belief in architecture’s
Directors and Principals Todd Pilgreen and Tariq Shaikh
role as a catalyst for economic and social transformation.
about the firm’s evolution in the Kingdom, its focus on talent,
Tariq Shaikh (TS): Our strategy has been to embed ourselves in
technology, and sustainability, and how design thinking is
Saudi Arabia’s design ecosystem, not as an external consultant,
shaping the Kingdom’s next chapter.
but as an invested partner in the country’s growth. The last 12 months have been about deepening that partnership.
Share an overview of Gensler’s business in Saudi Arabia
While we continue to collaborate across borders, our Riyadh
over the last 12 months. Has the firm achieved RHQ
base functions as a fully integrated practice. Gensler’s global
status in the Kingdom?
structure supports this, we operate as one connected network
Todd Pilgreen (TP): Over the past year, Gensler’s presence in
rather than isolated offices, allowing expertise from our 60
Saudi Arabia has grown significantly, aligning with the Kingdom’s
global locations to flow seamlessly into Saudi projects. A big
unprecedented development pace. Our Riyadh office at Business
focus for us this year has been on critical infrastructure, like
58
NOVEMBER-DECEMBER 2025
Tariq Shaikh is Co-Managing Director and Principal at Gensler Middle East.
data centres, as well as mixed use retail, hospitality and urban
the market demands, the volume of projects is extraordinary.
regeneration and planning. We are currently in the final stages
Continued support from government institutions in education
of becoming an RHQ.
partnerships and professional licensing pathways will be instrumental in building a sustainable pipeline of Saudi design
How is Gensler faring with Saudisation and developing
leaders. There is also the issue of retaining Saudi talent; this is
Saudi talent? What are the challenges you face,
an issue across the Kingdom and clients and peers have said
and what support do you need from government
the same. There is an unfortunate tendency to make huge
authorities?
investments into our people, only for them to move elsewhere
TP: People are our greatest asset. Across the Middle East,
for an inflated salary.
we’ve built a team that represents more than 90 nationalities, and we’re investing in programs to attract, train, and retain
What are some of the key projects Gensler has handed
Saudi designers and architects. This includes mentorship,
over in the Kingdom in 2025? What feedback have you
professional development, and embedding local graduates
received from clients?
into live projects from day one.
TS: The completion of Riyad Bank Headquarters and the 1364
TS: Our commitment to diversity and inclusion is not just global
Lifestyle Center are defining milestones. Riyad Bank’s 52-storey
policy; it’s local practice. We believe that when Saudi talent
tower in KAFD, where our Dubai and Abu Dhabi teams led
leads design in the Kingdom, the results are more authentic
the full interior design, unifies more than 5,000 employees
and impactful. The challenge lies in scaling training at the pace
under one roof. It’s a project that celebrates the bank’s values
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INTERFACE The 1364 Lifestyle Center is said to accommodate a rapidly growing neighborhood, while capturing the existing essence of the city.
of trust, professionalism, and bravery, expressed through
it as “transformative” - a landmark that serves its community
materials, light, and technology. Client feedback has been
while setting a new benchmark for sustainable design.
overwhelmingly positive; the headquarters represents a new benchmark for how financial institutions in the Kingdom view
What are some of the key requirements that Gensler
workplace design.
has seen from residential and commercial clients
TP: Meanwhile, the 1364 Lifestyle Center in Riyadh’s Diplomatic
in the Kingdom over the last two years regarding
Quarter has redefined what a mixed-use destination can be. Six
architecture, interiors, and sustainability?
curvilinear buildings host retail and entertainment options for
TP: Clients are increasingly focused on human-centric design
the community with a big focus on walkable spaces. It’s a vibrant,
as we saw in our global workplace survey results - spaces
inclusive development that resonates strongly with Vision
that enhance wellbeing, performance, and connection. In
2030’s focus on liveability and culture. The client described
commercial and mixed-use developments, flexibility and
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NOVEMBER-DECEMBER 2025
experience-driven environments have
Riyad Bank’s LEED Platinum target and
TP: The next step is expansion, not
become essential. The 2025 Global
the 1364 Lifestyle Center’s passive design
in scale alone, but in impact. We aim
Workplace Survey told us that Saudi
strategies, orientation, shading, and
to mentor emerging Saudi designers,
employees value offices that feel more
use of Riyadh stone - demonstrate that
strengthen our collaborations with public
like creative labs or nature retreats,
sustainability and cultural authenticity
agencies, and continue advancing design
emphasising calm, adaptability, and
can coexist seamlessly.
excellence that supports the Kingdom’s long-term transformation.
wellbeing. Sustainability is now a business imperative. Every client
H ow
conversation includes environmental
compare with global residential and
What are the challenges that
performance, from material sourcing
commercial trends?
Gensler faces in the Kingdom
to energy optimisation. Projects like
TP: Globally, we see the same shift,
as a business? What are your
workplaces are no longer just about
strategies to overcome them, and
productivity; they’re about purpose. Our
what support do you need from
survey shows Saudi Arabia is moving
authorities?
in step with leading markets such as
TP: Every market undergoing rapid
the UAE and the U.S., where employees
growth presents challenges. The speed
expect environments that support hybrid
of development in Saudi Arabia demands
work, collaboration, and wellbeing. The
exceptional agility, from resource
Kingdom’s giga-projects have accelerated
planning to coordination with evolving
this evolution by embedding these design
regulations. Our strategy is to leverage
principles at a city scale. Saudi Arabia’s
Gensler’s global network to provide that
trajectory is unique in that it’s not adapting
agility and to hit the ground running
to change, it’s defining it. Projects like
when it comes to quick turnarounds
Diriyah Gate, NEOM, Qiddiya and AlShaya
for project design. We are able to bring
are creating global models for sustainable,
proven delivery models and digital
connected living. Our role is to translate
platforms that maintain quality and
these ambitions into design that’s both
consistency at scale and that’s been a
globally informed and locally rooted.
real game-changer for us. The regulatory
do
t h ose
req u i re m e nt s
environment is evolving positively, but What were the three main goals
continued collaboration between design
that Gensler had for the Saudi
firms and government entities will be
market in 2025, and have they been
essential for streamlined permitting,
achieved?
materials approval, and sustainability
TS: Our goals were clear: establish a
certifications. As the market matures,
permanent base in Riyadh, deepen
there’s a great opportunity for Saudi
our partnerships through major local
Arabia to set new global standards in
projects, and contribute meaningfully
design governance.
to Vision 2030’s built environment. I’m proud to say we’ve achieved all three.
Share an overview of the Saudi
Gensler is now embedded in the Saudi
construction market in 2025 –
market, delivering work that aligns with
what are your expectations from
national priorities across finance, culture,
the market in 2026? Where do you
and entertainment.
anticipate future growth?
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INTERFACE Saudi data centres must navigate two primary conditions the desert periphery and the urban edge says Shaikh.
TS: Saudi Arabia today represents the
built environment in the Middle East can
largest construction market in history,
achieve.
with Vision 2030 projects valued at over US $1.1tn. The next year will see
A number of data centres have been
even greater diversification across
announced or are in the works in
commercial, cultural, and hospitality
the Kingdom – how do you see this
sectors. Future growth will come from
segment shaping up, and how does
integrated, mixed-use destinations that
Gensler plan to capture its share?
combine living, working, and leisure
TS: Data centres are now among the
-developments that put people and
most important building types shaping
experience at their centre.
the Gulf’s future. The region’s capacity
TP: We also see strong momentum
is set to triple from 1GW to 3.3GW
in digital infrastructure, from smart
within five years, driven by AI and cloud
city frameworks to data centres and
adoption. Saudi Arabia is a core part of
innovation hubs. The demand for
this story. Our focus is on designing
design excellence in these areas is
architectural identity for the invisible
unprecedented, and Gensler’s global
asset, ensuring that even highly technical
expertise positions us to help shape this
facilities contribute meaningfully to
new frontier of development.
their urban or desert context. We see opportunity in both large-scale campuses
c o n st ru ct i o n
and edge data centres located closer to
market in Saudi compare to that
urban cores. These facilities require
of the UAE? What are some key
thoughtful design that balances visibility,
differences and similarities?
security, and community integration. Our
TP: The UAE has long been the region’s
global data infrastructure experience,
Within cities, especially for edge facilities,
benchmark for design innovation,
combined with local delivery capability,
integration becomes crucial. These
but Saudi Arabia’s scale and ambition
enables us to offer clients not just
buildings should ‘hide in plain sight’,
are unparalleled. In the UAE, projects
technical efficiency but enduring
blending with their surroundings yet
tend to be vertically integrated within
civic value.
symbolising progress. These edge
H ow
does
the
established urban contexts. In contrast,
facilities are far more common across
Saudi Arabia’s projects, from Riyadh
What are the specific architectural
Europe. We’ve got a high volume of
to the Red Sea, are about city-making.
requirements for data centres in
data centre projects that are both live
They redefine the relationship between
the Kingdom? How do those differ
and complete across Europe and the
architecture,
from Western markets?
US, more than we currently have in the
community.
TS: Saudi data centres must navigate
Kingdom. That said, this is the market we
TS: The similarity lies in shared ambition.
two primary conditions - the desert
are expecting to pull most of our global
Both markets are driven by visionary
periphery and the urban edge. On the
resources for critical infrastructure
national agendas, Vision 2030 and We
outskirts, the emphasis is on resilience:
projects over the next five years. In
the UAE 2031, that prioritise wellbeing,
materials, cooling systems, and forms
Western markets, regulation and climate
technology, and sustainability. Together,
that respond to extreme climate while
drive efficiency. In the Gulf, it’s also about
they’re setting the standard for what the
projecting innovation and responsibility.
cultural legibility, ensuring architecture
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infrastructure,
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NOVEMBER-DECEMBER 2025
reflects regional identity even in hyper-technical typologies.
Our philosophy is that even the most functional buildings
Gensler’s approach uses local abstraction and material
deserve thoughtful architecture. By combining computational
expression to ground data infrastructure in place, while meeting
design, regional insight, and sustainable material strategies,
international standards of performance. We recently worked on
we’re turning data centres into civic icons that symbolize
a project in the US where we completely redesigned the internal
technological and cultural advancement.
layout of a data centre. It was received so well the client will roll out this design globally.
Anything else you’d like to add? TS: The past year has proven that design is central to Saudi
As an architecture/design house, what challenges
Arabia’s transformation. As architects and planners, our role
does Gensler face working on data centre projects
is to help the Kingdom translate its extraordinary vision into
specifically? How do you address those challenges?
spaces that enhance daily life, from workplaces that inspire to
TS: The primary challenge is balancing security, scalability,
cities that connect.
and design integrity. These are buildings that operate 24/7 and
TP: Gensler’s mission is simple: to create a better world
demand flawless performance. We approach them as we do any
through the power of design. In Saudi Arabia, that mission
other project, through data-driven design. Using our proprietary
has found a remarkable canvas. The projects we deliver here
tools like gPlanet and gBlox, we model resilience, energy
will shape not just skylines, but the way people live, work, and
consumption, and spatial optimisation from the earliest stages.
interact for generations to come.
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INNO 64
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INSIDE
66 Investors invest in people, not ideas: What your PM selection says about you ⁄ 72 How the Middle East can deliver stadiums that leave long-term value ⁄ 78 Design errors in modern laboratories: Why flexibility, compliance, safety, and sustainability are fundamental ⁄ 84 Transparency is the new benchmark of sustainable construction, according to ICC MENA’s Mohamed Amer
OVATE A curated collection of reports on the latest industry ideas, trends and critical issues
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INNOVATE
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NOVEMBER-DECEMBER 2025
Investors invest in people, not ideas When your next investor asks about your PM approach, the answer they’re listening for is whether you understand that their success and yours are inseparable says Christopher Rodia, Director at Serin
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INNOVATE When clients invest in a development, they value direct access to the people managing their interests. They appreciate being able to reach decision-makers who understand their specific risk tolerance says Rodia.
After more than 15 years delivering projects across the GCC, I’ve sat through countless developer presentations to investors. The financial models are polished. The architectural renders are stunning. The location analysis is thorough. But when the conversation turns to project management consultancy selection, I watch something interesting happen: developers treat it as a procurement decision, while investors read it as a risk signal. Here’s what most developers miss: your PMC partner choice is one of the clearest indicators investors use to assess your sophistication and their exposure. And in Saudi Arabia’s current development landscape, where the private sector share has surged from 31% to 47% in just two years, getting this signal right matters more than ever. WHAT YOUR PMC CHOICE SIGNALS
When a developer tells me they’ve selected a ‘top-tier global PMC firm’ for their project, I know exactly what they think they’re communicating: credibility and capability. What I’ve learned from working with clients and institutional investors in Qatar is that they’re reading something quite different. Brand-name PMC selection often signals “I chose the defensible option” rather than “I chose the optimal partner for this project”. It tells investors you’re optimising for cover; if things don’t go as planned, you can point to the prestigious name, rather than optimising for execution intelligence specific to your project and investor expectations. Contrast this with developers who can articulate why their PMC partner’s regional experience or senior team accessibility makes them the right fit. That signals a developer who understands that a project’s success extends beyond completing construction – it’s about delivering an asset that meets the investment thesis. QUESTIONS INVESTORS REALLY ASK
In my experience while helping our clients evaluate development opportunities in the region, they end up asking questions about PMC partnerships that most developers never anticipate. “Will we actually work with the people we’re meeting, or is this the sales team?” Investors understand the importance of consistent leadership. They’ve learned to distinguish between senior partners who pitch and the teams who execute. When a developer can clearly identify which specific individuals will manage their project, investors hear: “We’ve thought through execution accountability.” When that answer is vague, it raises questions about oversight. “Does this PMC understand our exit strategy, or just the construction schedule?” Sophisticated investors measure success by achieving targeted returns within their fund timelines, with certificate of completion dates as just one milestone. A PMC partner who thinks in terms of project economics and investor timelines demonstrates
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“Investors increasingly value PMC partners where accountability is personal and proven systems are robust.” CHRISTOPHER RODIA
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INNOVATE
that the developer shares this perspective. This alignment on
The construction was delivered on schedule, and the asset
what defines success creates confidence in execution decisions.
performed to plan because execution was optimised for the
“How does this PMC navigate regional relationship
investment thesis.
dynamics?” This question is particularly relevant in the Saudi
From an investor’s perspective, PMC fees typically represent
market. Investors have learned that approvals and stakeholder
3-5% of total project cost. When that PMC’s regional navigation
management require cultural fluency that credentials alone do
expertise can compress approval timelines by six months, the
not provide. When developers can explain their PMC’s track
value creation through reduced holding costs significantly
record, it materially reduces how investors see execution risk.
exceeds any fee differential. Yet the conversation often focuses on fee competition rather than execution intelligence.
STRATEGY MATTERS MORE THAN PRICE
The most effective developers I work with approach PMC
REGIONAL EXPERTISE AS COMPETITIVE EDGE
selection as a strategic decision rather than a procurement
Saudi Arabia’s development landscape presents a specific
exercise. They recognise different project types require different
opportunity right now. With Expo 2030 driving Riyadh
expertise, and matching PMC capabilities to project needs
concentration, private sector capital is flowing in, and timeline
creates better outcomes.
expectations demand precision. The premium on regional
Large institutional PMCs excel at delivering standardised
execution intelligence has become a competitive advantage.
solutions designed for scale. This makes perfect sense
Developers who understand this opportunity are asking
for government mega-projects or large-scale residential
evolved questions during PMC selection. They want to know
developments. But for boutique mixed-use projects or luxury
about recent Riyadh delivery experiences and how relationship
hospitality assets – where Saudi’s private capital is increasingly
navigation actually worked on those projects. They’re interested
flowing – bespoke thinking becomes the differentiator.
in how regional experience translates to efficient approvals and
I’ve seen projects where execution excellence meant
timeline certainty that protects investor schedules. They’re
understanding how specification decisions impact market
focused on whether senior leadership will be accessible for
positioning and how phasing strategy affects absorption rates.
decisions that affect investment returns.
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Christopher Rodia is a Director at Serin.
WHEN DIRECT ACCESS MATTERS MOST
Here’s what I’ve learned from Qatar that directly applies to Saudi’s current opportunity: Investors increasingly value
PMC
partners
where
the
accountability is personal and proven systems are robust. When
a
client
invests
in
a
development, they value direct access to the people managing their interests. They appreciate being able to reach decision-makers who understand their specific risk tolerance. This direct relationship builds confidence that execution decisions will consider investor priorities. This
approach
particularly
benefits mid-tier developers executing sophisticated projects, whether branded residences or boutique mixed-use developments. These projects benefit from senior attention and tailored thinking, where economic models allow for personalised service backed by proven systems. The
developers
attracting
sophisticated capital can articulate how their PMC partnership provides both accountability and capability. Their investors understand who they’ll be working with and why those individuals’ experience matters specifically for this project type. They see how the PMC’s
developers are treating PMC selection
consider is this: what signal does your
regional intelligence translates to better
as a strategic advantage, focusing on
PMC partnership send about how you
execution outcomes.
regional expertise and senior leadership
think about investor returns?
accessibility.
They’re
attracting
When your next investor asks about
WHAT 2026 WILL REWARD
capital from sophisticated investors
your project management approach,
As Saudi Arabia’s private development
who understand that the right PMC
the answer they’re really listening
market matures and Expo 2030
partnership enhances project outcomes
for is whether you understand that
timelines start to accelerate, I actually
and signals developer quality.
their success and yours are actually
expect to see an evolution in PMC
The opportunity that every developer
selection approaches. Forward-thinking
who is raising capital in 2026 should
inseparable. And whether you’ve chosen partners who think the same way.
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How the Middle East can deliver stadiums that leave longterm value Success on sports-focused projects depends on early clarity - when we are engaged from the outset, we can reduce wasteful change and support better performance throughout a stadium’s operational life writes Knight Frank MENA’s Michael Habib
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INNOVATE Sport will continue to grow in influence, and the infrastructure that enables it must be planned with long-term value in mind says Habib.
Major sporting venues occupy a significant place in the identity of a nation. They welcome the world and can serve communities for decades. They also demand considerable resources, which is why sustainability must now be a core principle of stadium development rather than a secondary consideration. The Middle East is demonstrating how this shift can be achieved by prioritising refurbishment, careful design governance and long-term operational value. RENOVATION AS A FIRST CHOICE
In 2014, I joined the delivery work for the FIFA World Cup in Qatar and was responsible for the roof/envelope design and build package for the redevelopment of Khalifa International Stadium. The venue, originally completed a decade earlier, needed to be brought up to modern FIFA standards for the 2022 World Cup but did not need to Khalifa International Stadium needed to be brought up to modern FIFA standards for the 2022 World Cup but did not need to be replaced.
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be replaced. This decision delivered several benefits. Retaining substantial elements of the original structure avoided unnecessary carbon impacts. The project also protected
existing assets, while meeting new performance requirements.
Comfort and energy efficiency needed equal attention,
My work focused on the stadium envelope, the first thing
particularly given the region’s climate. By resolving these
spectators see and the final layer that creates the viewing
performance requirements before construction began, we were
experience in the bowl. The clarity of the design structure
able to reduce operational demand and support a smoother
determined the project’s ability to progress efficiently. Once
delivery programme.
every stakeholder understood their role and the impact of their
The experience confirmed a principle that applies
decisions, coordination strengthened, and the work accelerated.
across major venues. Sustainability improves when design, responsibilities and risks are established from day one. Early
DESIGN QUALITY DRIVES SUSTAINABILITY
alignment reduces propensity for change during construction.
A later World Cup stadium project required a different approach
Less change means lower resource use, fewer delays and more
through a full design and build contract. This gave our delivery
predictable performance once the stadium opens.
team responsibility for both the design and the final outcome. Designers, engineers and site teams worked together from the
SUSTAINABILITY BECOMES A REGIONAL EXPECTATION
earliest stages, shaping a buildable scheme, while preserving
Across the Gulf there is a visible shift in priorities. Countries
the architectural intent.
are aligning major infrastructure decisions with wider national
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Saudi Arabia’s official FIFA World Cup 2034 plans include both new and redeveloped stadiums, with upgrades to existing venues such as King Fahad Sports City Stadium.
“Major events are important milestones, yet they must support long term community value. A stadium that functions only for a short tournament is no longer an acceptable practice.” MICHAEL HABIB
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Michael Habib, Technical Services Director, Knight Frank MENA.
commitments such as Saudi Vision 2030 and the UAE’s Net Zero 2050 initiative. This is influencing how stadiums are procured, measured and managed. Performance indicators now include carbon footprint over the entire lifecycle of the venue, responsible use of water and adaptive strategies that extend the operational relevance of facilities. Major events are important milestones, yet they must support long term community value. A stadium that functions only for a short tournament is no longer an acceptable practice. One of the strongest signs of progress is the growing adoption of refurbishment as a preferred approach when feasible.
programme - there is no substitute for
that responsible stadium development
Saudi Arabia’s plans for the 2034 FIFA
disciplined planning.
can reinforce national goals, while
World Cup include several upgraded
I have found that construction
venues rather than complete rebuilds.
success depends on allocating adequate
Sport will continue to grow in
Renovation is increasingly recognised as
time to think before beginning work
influence in the region, and the
a strategic choice that supports climate
on site. When design, procurement
infrastructure that enables it must
and economic objectives.
and interfaces are fully understood,
be planned with long-term value in
According to Saudi Arabia’s official
the delivery phase becomes more
mind. By prioritising renovation where
FIFA World Cup 2034 bid materials, the
certain and considerably less resource-
possible and integrating design and
plans include both new and redeveloped
intensive. Responsible use of materials
delivery, the Middle East can ensure
stadiums, with upgrades to existing
and efficient schedules are by-products
that major venues remain relevant and
venues such as King Fahad Sports City
of good project governance.
efficient long after a single tournament
Stadium forming a core part of the strategy.
protecting environmental resources.
has passed. SETTING A GLOBAL EXAMPLE
Success depends on early clarity. Our
Mega-events attract global attention, yet
project and development services team
FUNDAMENTALS THAT SHAPE
true achievement lies in what a venue
works directly with clients to define
DELIVERY
contributes long after the final match.
scope, responsibilities and programme
The most effective sustainability
The Middle East is creating
in a way that turns sustainability
strategies rely on fundamentals that
stadiums that can support local
ambitions into practical results. When
are sometimes overlooked. Design
communities, reduce operational costs
we are engaged from the outset, we can
must be coordinated and verified early.
and meet international sustainability
reduce wasteful change and support
Responsibilities must be clearly owned.
expectations. This progress reflects
better performance throughout a
Stakeholders must share a realistic
a practical mindset. It demonstrates
stadium’s operational life.
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Design errors in modern laboratories A laboratory designed with flexibility, compliance, safety, and sustainability at its core becomes a performance multiplier as opposed to an expense writes LabSpace’s Nilesh Korgaonkar
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A laboratory designed with flexibility, compliance, safety, and sustainability at its core becomes a performance multiplier as opposed to an expense, says Korgaonkar.
Laboratories across the UAE have evolved from backend support centres to strategic engines of innovation, regulation, and economic expansion within several major industries, including healthcare, forensics, food and beverage, pharmaceuticals, materials science, energy, and education. A report from Grand View Research, reveals how the UAE's laboratory equipment market has exceptional growth potential, and is expected to reach US $1.5bn by 2027. While this surge has led to a spike in the development of such facilities, too many labs remain incapable of meeting basic requirements in their haste to deliver cutting-edge facilities. The problem isn’t ambition, but the design. Most laboratories are often constructed or renovated based on outdated design principles without assessing future requirements. Too often stakeholders view a lab as an office fit-out rather than a highly specialised setting with stringent safety, ergonomic, and regulatory requirements. Architects, engineers, and end users tend to coordinate in isolation, producing layouts that look good on paper but fail in practice. Yet when done right, a well-designed lab becomes an enduring asset that drives performance for years. STARTING STRONG
For this, hiring a capable team is key, as many of the challenges can only be solved by recognising laboratories as living systems. This means involving scientists, technicians, safety officers, and facilities managers early on and factoring in their input on workflow and equipment to prevent expensive mistakes. The use of digital modelling or mock-ups to test how equipment, people, and samples will move through the area prior to starting the building process can also help. Rigid layouts that hinder expansion, are among the most prevalent design errors of our time. Fixed benches and hardwired utilities make expansion difficult. However, mobile benches, reconfigurable casework, and overhead utility carriers allow spaces to evolve without disruption. This adaptability is especially valuable for R&D organisations that pivot frequently or universities hosting
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“Too often stakeholders view a lab as an office fit-out rather than a highly specialised setting.” NILESH KORGAONKAR
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Nilesh Korgaonkar, CEO of LabSpace, subsidiary of Centena Group.
multiple research groups, where productivity increases
Infrastructure blind spots, such as ignoring power,
dramatically when workflows are designed around how
cooling, and data requirements for future instruments, are also
technicians and scientists actually work.
potential hazards. To avoid such lapses, laboratories should
Poor workflow planning is another recurring issue. Cross-
configure their infrastructure with long-term scalability in
contamination between clean and dirty zones or long specimen
mind. Designing with flexible utility grids or modular service
travel distances can severely affect productivity. Incorporating
panels allow future upgrades to be integrated seamlessly,
GMP, GLP, ISO, and biosafety level frameworks from the outset
protecting both uptime and investment.
not only ensures compliance but also speeds up accreditation
Along with the initial capital cost, companies must also
and reduces costly rework. Future-proofing utilities is also
make sure the budget accounts for energy, maintenance,
essential. By including scalable data networks, oversized HVAC,
compliance, and operating expenses for at least decade.
and spare power, a laboratory can adopt new technologies
Institutions must combine this with a procedure for regularly
without having to halt operations.
assessing and modifying the lab design to reflect changing technological advances and regulations. All this is possible
THE IMPORTANCE OF ERGONOMICS
when collaborating with companies that offer comprehensive
Ergonomics is another significant aspect that is often
end-to-end solutions in lab design.
overlooked, despite its direct impact on accuracy and comfort.
A laboratory designed with flexibility, compliance, safety,
Controlled sample paths, clear sightlines, and adjustable
and sustainability at its core becomes a performance multiplier
workstations improve turnaround times and reduce strain.
as opposed to an expense. They safeguard employees,
For instance, in forensic and medical labs, thoughtful layouts
accelerate discovery, and grow with the company – driving
can minimise errors and speed up analysis, while in food and
innovation as and when needed. Companies that prioritise
beverage facilities where profit margins are thin, energy-
these key drivers when developing a productive facility are
efficient systems can be the decisive factor between profit
well positioned to drive value for both the organisation and
and loss.
the consumer.
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INNOVATE
Transparency is the new benchmark of sustainable construction Achieving sustainable construction across the GCC is possible through increased transparency and accountability writes ICC MENA’s Mohamed Amer
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INNOVATE
From the visionary skylines of Riyadh and Dubai to the ambitious Net Zero targets of the UAE and Saudi Arabia, the Gulf Cooperation Council (GCC) is building for the future, while setting targets for the world. As GCC governments, developers and manufacturers pursue more responsible building practices, one thing is becoming increasingly clear: transparency is emerging as the foundation for credible sustainability initiatives. In the GCC, where the pace of development is matched only by the scale of ambition, this is both a timely and essential shift. FROM VISION TO VERIFICATION
National visions such as Saudi Arabia’s Vision 2030 and the UAE’s Net Zero 2050 Strategy have placed environmental stewardship at the heart of economic Construction companies and all relevant parties are expected to back up sustainability goals with credentials and certifications, lifecycle assessments and emissions data says Amer.
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transformation. These are not symbolic gestures but structural commitments to the future. Governments and designated demand drivers are setting measurable, time-bound targets. The UAE’s Federal Decree Law is one such example, which requires companies
Mohamed Amer, Managing Director, ICC MENA.
emitting more than or equal to 500,000t
whether the choices being made are
and measurable results. The ICC
of carbon dioxide emissions per year
achieving the desired outcomes.
family of solutions includes training
to monitor and report greenhouse gas
The International Code Council
and certification, product testing,
(GHG) emissions. Such metrics will hold
(ICC) supports the implementation
accreditation services and digital
companies accountable through verified
of compliance ecosystems based on
compliance tools that together provide an
progress, and the commitments will be
science, transparency, verifiability
integrated pathway to help construction
evidenced and enforced.
and enforceability. The International
stakeholders implement sustainability
Construction companies and all
Codes® (I-Codes) support jurisdictions
goals effectively.
relevant industry parties are expected
in adopting actionable sustainability
to back up sustainability goals with
frameworks, which provide clear
ecosystem ensures that materials,
credentials and certifications, lifecycle
guidance,
systems and processes are not only
enforceable
standards
A
comprehensive
compliance
assessments and emissions data. Government bodies are beginning to require environmental product declarations and embodied carbon thresholds. They want to know that the buildings are both efficient and resilient. Embedding transparency into every stage of the construction lifecycle, from design and procurement to operation and decommissioning, boosts accountability across the board and helps deliver tangible results. SUSTAINABLE CONSTRUCTION REQUIRES MEASURABLE CHANGE
A report by the PwC network mentioned that sustainable technologies for the built environment could reduce lifecycle emissions by more than 50% in the MENA region. To address this challenge effectively, we must fundamentally transform the way we design, source, construct and operate. Accordingly, construction material selection becomes increasingly critical, and ensuring product traceability throughout the entire supply chain should remain a top priority. Low-carbon concrete, recycled steel and bio-based alternatives are increasingly available, but without reliable, independentlyverified data, it’s impossible to know
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INNOVATE Oman, in partnership with ICC, is developing national building codes that incorporate global best practices tailored to local needs.
aligned with regulations but also verifiably safe, highperforming and sustainable throughout their lifecycle.
The UAE has implemented energy efficiency standards for buildings. Saudi Arabia is investing in Net Zero cities like
Conformity assessment bodies, such as the ICC Evaluation
NEOM. Oman, in partnership with ICC, is developing national
Service (ICC-ES), provide an essential service within the
building codes that incorporate global best practices tailored
ecosystem, providing independent verification of products’
to local needs.
performance and claims for structural, fire ratings and
The
I-Codes remain a cornerstone, offering robust
sustainability. ICC-ES supports transparency and verifiability
frameworks for material performance, energy conservation,
through evaluation reports (ESR), environmental product
water efficiency, etc. This integrated approach aims to create a
declarations (EPD) and verification of attributes reports (VAR).
cohesive and robust system that fosters the highest standards of safety, quality and innovation in the construction industry.
AN OPPORTUNITY FOR THE GCC TO SHOW REGIONAL
The buildings we construct today will stand for decades. It
READINESS
is important that transparent sustainability is embedded in the
The Gulf region has a unique opportunity to lead in transparent
entire regulatory ecosystem that governs construction. This
sustainability. With rapid urbanisation, iconic megaprojects
ecosystem must integrate up-to-date building codes, product
and growing international influence, what the GCC builds today
evaluation/certification, inspection, training and ongoing
will shape the region’s environmental future for generations.
professional development.
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A DAY IN THE LIFE
Karie Akeelah 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. This month, MEC sits down with Karie Akeelah, Partner at Trowers and Hamlins LLP.
Share a brief about yourself and your role
I am a construction disputes Partner at the international law firm of Trowers and Hamlins LLP, which I joined in November 2019. However, I have over 19 years' experience in the construction sector, and I specialise in contentious construction matters, international arbitration and Middle East law issues. I have been practicing in the UAE since 2008 and I have established myself as a trusted adviser to a range of private and government clients in the MENA region and internationally in arbitration, offshore litigation, adjudication and mediation. Prior to moving to the UAE, I was a disputes lawyer at a construction boutique firm in Ottawa, Canada. In recent years, my work has focused on resolving clients' disputes in major engineering and infrastructure construction projects with complex issues. As project counsel, I work closely with clients to avoid disputes or achieve early resolution of disputes through structured negotiation, mediation, risk management and contract compliance measures. Further, being an IMI Qualified Mediator, I have a strong focus on the long-term view when advising on legal disputes: I think through the wider impact, I help anticipate challenges and address what matters most to my clients' needs, whether that be operational, commercial or wider relationship concerns.
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A DAY IN THE LIFE
In your current role what is the
plant (my client), and the offtaker. This was
procedural issues and jurisdictional
achievement you are the most
after years of negotiations, failed attempts
challenges raised by both parties due to the
proud of and why?
at starting the expert determination
complex nature of the dispute and dispute
My team and I represented a client in an ad
process, another arbitration, and an
resolution provision under the contract.
hoc arbitration which was the culmination
independent expert determination in
We anticipated and strategically
of a long-standing dispute between the
favour of my client (which led to this
responded to the opposing party's
owner and operator of a power and water
arbitration). There were also complicated
arguments and successfully defended several procedural applications and jurisdictional challenges. We were consistently astute and carried out exceptional project management skills that counteracted the opposing party's inefficient and uneconomical conduct of the arbitration. Our efforts meant the proceedings were conducted efficiently and within the expected timeframe and costs for arbitrations of this nature. At the end of the arbitration, the Tribunal found in favour of our client on all substantive issues, awarded it all sums requested, 90% of its legal fees and 100% of the arbitration fees. This was an unprecedent (albeit rightly deserved for my client) win of which I am very proud. Take us through your morning ritual from the time you wake up to arriving at the office
First thing (after brushing my teeth of course), I drink my healthy water - hot water with fresh ginger pieces and a little bit of lime juice - and take my probiotic. I then go to the gym in my building for my daily workout (30 minutes free weights, followed by 30 minutes on the bike or elliptical). If I am short on time, then I will just do 30 minutes of free weights. Back at my apartment, I make my black coffee or green tea and start getting ready for work (shower, do hair, get dressed, do make-up) whilst listening to a podcast, Ted Talk, or audio book. I then
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drive to work, and on my journey I either continue listening to
How does your day begin at the office - what does
a podcast, Ted talk or audio book, or have a catch-up call with
your first hour look like?
friends or family members abroad.
After the initial scroll through emails (and flagging and prioritising them), I sit down in our office pantry with the
Outside of being self-motivated, what drives you
head of our department to discuss practice management issues
forward and motivates you to do better?
and/or client matters over a cup of tea (or coffee if I didn't get
Being surrounded by equally driven people who have a vision
a chance to drink my morning coffee at home).
and see a purpose in what they do. What does your lunch hour look like? How do you What is your ethos on life/work balance? How do you
spend it?
balance the two and ensure you make the most of
I tend to eat lunch late in the day (around 2:30pm or so) because
each day?
I usually find the typical lunch hours between 12 and 2 to be
'Something is better than nothing' is my general motto for life.
quiet/less distracting around the office (since everyone is busy
No one can get the work-life balance elusive goal perfectly right
having lunch), meaning I can focus on responding to emails
or maintain it at all times. Therefore, I find happiness and a sense
during that time. If I am working from home I tend to skip
of balance in being able to achieve on daily basis 'some' or 'a part'
lunch altogether, and I work through it.
of my goals, whether professional or personal (no matter how big or small, short term or long term that they may be), rather
What do you do to refocus yourself and maintain
than stress about not achieving everything that I know I need
productivity as the day progresses?
to achieve.
I need silence to be productive and maintain focus and no
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A DAY IN THE LIFE
food or snacks near me! I also need to have sufficient working
The construction industry can be quite stressful –
space around me and my double monitor screen setup when
how do you handle stress at work? What tips can you
I am drafting.
share with our readers on the healthiest way to deal
So, if there's too much noise around me (as we are in an
with stress?
open plan office), I either find an empty meeting room to do
I used to be a regular runner, and running was my stress antidote.
my reading or phone calls or use my headphones to listen to
I find exerting physical energy (be it via cardio or weights) to be
music in the background (creating white noise) to continue
a huge emotional and mental stress reliever for me. But there
working in front of my double monitors.
is also an added benefit of doing an activity that doesn't require any concentration – like cycling, running or walking, because
How do you wind down your work day? Take us
that's when I tend to think about problem solving, come-up with
through your last hour at the office?
ideas or sometimes listen to podcasts or audio books that I find
I don't wind down! I'm usually working until the last possible
beneficial for my professional and /or personal life.
second, while trying to ignore phone calls and messages from
My advice would be to find an activity that you enjoy doing
my husband asking “have you left the office yet?" and "where
and do it regularly – don't wait to 'feel stressed' to then go and
are you?".
try to reduce your stress.
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How do you make big decisions for your business - take us through your process?
Usually I start with my initial research online to get as much background info as possible about the topic or issue being decided. I bounce my ideas off my CoPartner (and the head of our department) to see her perspective. I then reach out to any specialist/concerned departments in our firm to get their input and/or further information from them as required. Once both the external and internal factors have been considered, I (alone or with the assistance of others) would draft a proposal regarding the issue and desired outcome to be submitted to management for evaluation. The key takeaways are: be informed (do your research), involve (or at least consult with) all relevant stakeholders, and set out your proposal in writing (writing it down will help you be more precise and allow you to see any gaps). Share one aspect of your role that you like, and conversely, one aspect that you dislike
I like knowing that I have brought added value to my clients, be it with my experience and in-depth knowledge in the regional construction industry and/ or Middle East legal market. I also like knowing that I’m helping my clients deliver projects within their parameters and goals. I dislike negotiating fees. Name a person that inspires you personally and professionally, and share two or three things that you most admire from that person and
“'Something is better than nothing' is my general motto for life. No one can get the work-life balance elusive goal perfectly right or maintain it at all times.”
try to emulate in your own life
My Co-Partner and friend, who is the
KARIE AKEELAH
MECONSTRUCTIONNEWS.COM
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head of our department, Cheryl Cairns. She is calm and level-
Garmin Connect – an app for my fitness Garmin watch
headed in her dealings with people, considers intrinsic non-
(which I now wear all the time) that keeps track of many things,
tangible and tangible values when making decisions, and is
including my steps, workouts, sleep, etc.
always dedicated to leading a successful team and keeping meaningful personal relationships.
What’s one thing that you want to be known for personally in the construction industry?
What smartphone do you use and what are your top
That I am creative (and sometimes unconventional) when
three most used applications and why?
resolving problems. I like to think outside the box and I see
Samsung S24 FE as my personal phone and iPhone (no idea
value in challenging the status quo.
which kind) as my company phone. The top three Apps on my personal phone are: Courtney Black (CB) Workout App – I use it for my weight
What advice do you have for fresh graduates and up and comers in your own organisation?
training sessions – the app has several different trainers with
Listen, listen and listen some more, then ask questions, and
different styles and focuses (weights, cardio, pilates, yoga,
ask as many questions as you need to fully understand what
boxing). I find it better than having a personal trainer or having
you were told.
to attend several fitness studios to get different workouts!
We tend to underestimate the value of simply listening
Blinkist – I no longer have time to read books in full (or
when people speak (be it to your clients, colleagues or family/
listen to them in full), and this app gives you a great summary of
friends), and then shy away from asking questions to get to
all types of non-fiction books (usually in 10 pages or so, or 15mins
understand the full picture of what they need (rather than
audio), it also offers some podcasts – I highly recommend it!
what they want).
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