As a leader in the fast-evolving infrastructure sector in the Middle East, how do you ensure that Egis doesn’t just keep up with the trends but actively sets them? What’s your approach to fostering a culture of innovation at the top levels?
We are a people business responding to the evolving infrastructure landscape of the region and it’s the ideas within our people that shape innovation in our built environment. However, innovation doesn’t happen in isolation; for us to truly succeed in driving it we need to create a platform where diverse minds are empowered to explore bold ideas and facilitate these ideas being tested, then scaled in order to bring them to market so that they can be deployed on projects.
One example is how we’re leveraging AI and data analytics as strategic enablers to design smarter, more sustainable urban solutions. Predictive maintenance for infrastructure, digital twins for complex assets, or AI-driven mobility planning all help ensure we embed innovation in the DNA of every project.
Crucially, we are fortunate enough to work closely with clients who seek transformative partners like Egis. They are keen to collaborate, explore what possibilities might exist, and have come to expect us to be proactive, not simply responding to RFPs. We engage with them upstream to co-create solutions tailored to the ambitions of their cities and communities. This model enables us to move beyond traditional engineering to become strategic advisors in urban development.
With your extensive experience, what’s one unconventional leadership lesson you’ve learned over the years that you wish more business leaders would embrace?
One of the most valuable and perhaps unconventional leadership lessons I’ve learned is that it's ok to fail… More than that, failure is essential if we’re serious about innovation and growth. The key is how we respond to it. As leaders, we need to dismantle the fear of failure and instead create an environment where setbacks are reframed as stepping stones to progress.
Additionally, I believe it is our role to work with our people and our clients to turn challenges into development opportunities, to turn failings into learning experiences. We need to give our teams the confidence to take a leap of faith and step into the unknown, understanding that they’re supported by a safety net of expertise and collaboration that keeps us delivering while pushing the envelope.
I often like to tell our people that there was a point where we all transitioned from not knowing something, to being adept and skilled at it, from uncertainty to mastery. It’s this transition that we, as industry leaders, must nurture. It is this mindset — a blend of openness, courage, and support that moves the needle the most for organisations seeking to lead.
Looking ahead, what is your vision for Egis over the next five years, especially in light of the region's ambitious infrastructure programs and growing emphasis on sustainability and digital transformation?
My vision is anchored in consistency in attitude and quality in delivery. The differentiator won’t simply be what we do, as we all pivot our businesses to address the rapidly evolving landscape of the region, but it’s about how we do it and, importantly, how we make our partners and clients feel along the way.
I want Egis to be recognised as an environment of passion for the built environment, an incubator for excellence built on humility rather than professional arrogance. We will continue to ask ourselves how we can be better, and through that we will drive continual improvement as a daily practice. The reality of sustainability and digital transformation is that it is part and parcel of our base thinking, not an add on or an added value, but a minimum requirement they’re fundamental, non-negotiable foundations of how we think and operate, embedded in every project from the outset.
