Nathan Hones, COO and Partner at Carter Hones Associates, highlights how their innovative strategies and expert management solutions drive the company’s role as one of the visionary industry leaders
1. How do you see the construction industry evolving in the Middle East over the next decade, and what trends should companies focus on to stay competitive?
Since the COVID-19 pandemic, we’ve seen a surge in establishing small and medium-sized construction companies looking to capitalise on the current boom in projects of all scales. However, it’s clear we’re in an upswing in the economic cycle, and only the most professional and resilient firms will have sufficient work, clients, and supply chains to weather the next downturn. Companies must prioritise professionalism, quality, and reliable delivery to ensure consistent cash flow and long-term viability as ongoing concerns.
2. What are the biggest challenges you’ve encountered in delivering high-quality construction projects in the region, and how have you overcome them?
The Middle East is a vast and diverse region with widely varying maturity levels in construction and design. Cities like Dubai have been building at pace for over 30 years, giving clients, consultants, contractors, and suppliers ample time to refine their processes and teams to achieve high standards. Contrastingly, other regions and countries are still developing their construction regulations, workflows, and talent pools. This disparity makes it challenging to maintain consistent quality across the region, especially when the benchmark for many projects is the 5-star hotels of Dubai or the Grade-A commercial buildings of Abu Dhabi. Addressing these challenges requires a tailored approach, drawing on our experience and setting realistic but aspirational targets for each project.
3. With sustainability becoming a key focus, how is Carter Hones Associates incorporating eco-friendly practices into its projects?
Sustainability is integral to our ethos at Carter Hones Associates. We hold three ISO accreditations, including ISO 14001, which provides a framework for environmental management systems. Beyond our internal practices, we actively encourage clients and consultant partners to adopt sustainable initiatives in their projects. Over the years, we’ve found that achieving sustainability ratings—such as 3 Pearls under Abu Dhabi’s Estidama framework or LEED Silver certification—can often be cost-neutral. These ratings represent what we consider good building practice. We also urge clients to think of more ambitious sustainability goals, which, while involving an initial capital expenditure increase of 10–30%, can deliver significant operational cost savings over the long term.
4. How do you view the role of emerging technologies like AI, robotics, and BIM in transforming construction processes and outcomes?
Construction has evolved with continuous speed, accuracy, and methodology improvements over thousands of years. Building Information Modelling (BIM), for instance, has been around for quite some time and is now being embraced as a standard, much like 2D CAD was in its day. Technologies like AI and robotics are also becoming valuable tools, particularly for automating routine tasks such as minute-taking, 3D scanning, report writing, and snagging. These tools can enhance efficiency and reduce project timescales. However, AI currently falls short in areas requiring creativity and foresight—it cannot replace original thought or experience. Seeing how these technologies evolve to tackle more complex challenges in the coming years will be fascinating.
5. How have client expectations changed over 18+ years in the industry, and how does your firm address these evolving demands?
Interestingly, our clients’ core expectations have remained relatively consistent. They want assurance that their investments are protected, that their projects are delivered on time and that budgets agreed at the outset are adhered to. What has evolved is the way some clients prefer to track progress and receive updates. We’ve adapted our methods to provide clear, concise reporting on progress, risks, and key issues, often using digital tools to enhance visibility. However, for most clients, the priority remains understanding whether their project is on track and within budget rather than the specifics of how that information is communicated.
6. What opportunities and challenges do you foresee in the region’s push towards developing smart cities and mixed-use developments?
Smart cities present an incredible opportunity to enhance urban living by improving transportation systems, optimising energy use, increasing public safety, and generally elevating the quality of life for residents. However, for a city to truly become ‘smart’, governments must fully commit to a data-driven, technology-focused approach to decision-making.
This can be a significant challenge as it requires a forward-thinking, innovative mindset at all levels of government. It’s not just about making policies—it involves embedding this vision into city-wide urban planning and physical infrastructure development. Without unified agreement and collaboration, cities may call themselves ‘smart’ but fail to realise their full potential.
Success in this area depends on establishing clear objectives, adopting robust smart policies, and fostering partnerships between government entities, private sector players, and the community. Only then can cities unlock the efficiencies and transformative benefits of smart technology.
7. With the industry’s rapid growth, what strategies do you suggest for addressing the talent and skills gap in construction and project management?
Change is inevitable in every industry, and construction and project management are no exceptions. Addressing the talent gap requires both strategic insight and proactive measures.
At Carter Hones Associates, for instance, we have formed an Innovation Team tasked with identifying emerging trends in technology and exploring how these can enhance our team’s skills for the benefit of our clients and projects.
Additionally, we conduct bi-annual Performance Development Reviews (PDRs) across the company. These sessions allow employees to identify their skills gaps, reflect on their progress, and voice feedback on areas for improvement. This approach fosters a culture of self-awareness and continuous learning.
While external factors such as regional mobility and industry demand may be outside our control, we focus on creating an environment where employees feel valued, supported, and aligned with our ethos. This builds a strong company culture prioritising personal and professional growth, benefiting individuals, the organisation, and our clients.
8. What advice would you give aspiring professionals looking to build a successful construction and real estate career in the Middle East?
The Middle East is a dynamic region offering extraordinary opportunities for construction and real estate professionals. Countries across the region are embracing development, construction, and technological advancements to create a better future for their citizens and to improve the experience for visitors to our country.
Despite more than three decades of rapid growth, the region still presents immense potential for professionals seeking to work on innovative, iconic, and career-defining projects. Quick planning authority approval times, ample funding availability, and governmental initiatives to diversify economies away from oil have created a unique environment for growth.
No other region in the world is evolving socially, culturally, technologically, and physically remarkably. For aspiring construction professionals, the Middle East is the place to be. It offers unparalleled opportunities to contribute to transformative projects and leave a lasting impact on the built environment.
