What does it mean for Carter Hones Associates to position itself as the ‘go-to local partner’ for international design and architecture firms entering the Middle East?
Carter Hones Associates is uniquely positioned to support international design consultants working on projects of any scale in the Middle East. Our leadership team comes from architectural backgrounds and has worked client-side with major developers in the region, which really sets us apart when it comes to providing a comprehensive understanding of the entire development life cycle. Additionally, most of our team has worked as consultants and on a secondment basis in client-side roles with key developers in the region. We understand that the design process is not linear, and we appreciate better than most PMCs, good design. Importantly, especially to international design firms who maybe don’t have the local knowledge that we do, we also complement our clients’ work with a project management overlay, running proper design management processes and protocols to ensure the design phases complete on time and within budget, whilst adhering to local regulations and nuances.
In your experience, what are the biggest challenges that international design firms face when delivering projects in the GCC—and how does CHA help overcome them?
There are many challenges that international design firms face when delivering projects in the GCC. But the biggest issue is around the requirement to deliver outside of their core skills. Many are approached on account of their creative flare and design excellence, but due to the size, complexity and scale of many of the projects, especially those in Saudi Arabia, there are numerous reporting and monitoring requirements that are attached to their scope. This is not the best use of their time and often not within their core skills. These reporting and project monitoring and management requirements are exactly what we excel at, allowing the design firms to focus on the design side and coordination with sub-consultants whilst we handle reporting responsibilities, which is where we excel.
Can you share an example of a successful collaboration between CHA and a global design partner that demonstrates your new strategic approach?
A prime example of our strategic approach in action is our collaboration with US-based urban design consultancy, Coen+Partners, on the world’s largest linear park, Sports Boulevard in Riyadh, Saudi Arabia. Carter Hones Associates provided on-the-ground project management during the design phase, overseeing seven distinct packages. Our team acted as the vital link helping guide the design resolution between the client in Riyadh and the design team based in Minnesota. It was a complex project with many moving parts, but our locally based team with years of dealing with these types of projects, Authorities requirements and local cultural nuances. As a result, the design packages were delivered on time and to the required level of detail, despite the challenges of distance and scale.
How do you ensure that CHA can translate bold architectural visions into buildable, budget-aligned outcomes without compromising on quality or creativity?
Carter Hones Associates has been in operation for over 15 years and many of the partners and staff have been in the region for more than 20 years. During this time, we have accumulated a wealth of experience in design management, tendering, cost management and overall delivery. Our cost team have extensive experience spanning the GCC and have recently been focused on delivering ‘design-to-budget’ services for international design firms. Whilst international lead architects can without doubt create amazing and innovative designs, these can sometimes be misaligned with the client’s financial expectations. We start by validating the client’s budget, once that is agreed we monitor the evolving design to ensure that it remains feasible, ensuring design decisions do not put undue pressure on the budget. It is not about limiting the creative process but more challenging the design decisions to ensure budgets are respected, and funds are prioritised in areas that maximise value and impact.
What advice would you offer to international firms seeking to navigate regulatory, cultural, or technical complexities in the UAE or Saudi markets?
Our advice to international firms is simple: collaborate with a trusted local partner. Success in the Middle East requires more than just design excellence—it demands a deep understanding of regulatory, cultural, and technical contexts. By partnering with organisations that share your values and vision, you can navigate these complexities more effectively. There is ample opportunity in the region to support international consultants to create a thriving and sustainable business, but taking a long-term, partnership-based approach is key. Don’t try and do it all yourself. Draw on the strengths and experience of partners you can trust who have been delivering success in the region for a long time and learn from them as you work together. Collaboration is the cornerstone of sustainable success in any market.
With the rapid pace of urban development across the region, particularly in Saudi Arabia, how is CHA adapting its project management approach to meet accelerating timelines and increasing project scale?
While the frequency of large-scale projects has increased, we have been delivering large and complex projects for over 15 years and it’s true that the starting point for any project of any size and complexity is always the same. Our approach begins with a deep understanding of the client’s objectives, followed by the creation of a comprehensive project execution plan. As project scale increases, so does the need for thoughtful phasing, strategic cash flow management, and procurement planning. Large projects require a lot more time to explore the various development options, and aligning those phases with an appropriate programme is key. Splitting early construction packages and innovative early contractor involvement procurement paths also helps to accelerate project programmes which gives the right amount of time to the design firms, whilst not losing time with initial works that we can progress concurrently, giving the client and investors the confidence that the project is progressing on schedule.
Are you observing shifts in client expectations—particularly around sustainability, technology, or delivery methods—and how is CHA responding to those changes?
While sustainability and technology are increasingly important, the most significant shift in client expectations is around timely and budget-aligned delivery. Significant funds have been expended on fees for groundbreaking designs, only to find that that after many months, are so far away from the planned budget, or have slid away from the feasibility study, that they are no longer viable. As a result, clients are transferring responsibility of design-to-budget compliance onto the lead architect. If a project is over budget at the end of design development, architects may be required to rework their designs at their own cost. This would obviously be a disaster for the lead designer and wipe out any potential profit of the project. To avoid this, many are embedding cost professionals into their design teams from the outset to attend design meetings and ensure the design is progressing in alignment with the budget. Carter Hones Associates is assisting a number of international design firms providing precisely this support, ensuring budget alignment throughout the process, something many international firms find challenging to manage remotely.
