Saudi Arabian project management consultancy Compass Project Consulting is gearing up for its next phase of growth after a decade in the region.
It offers services in a range of disciplines including development management, project management, procurement management and commercial management, working with institutional asset owners and other investors.
Managing director Nassib Al Sibassi talks to AGBI about the changes shaping the industry.
How has the Gulf’s project management landscape changed in recent years?
It has matured a lot. The region, especially Saudi Arabia, is now mainly defined by large-scale national programmes and project portfolios, in addition to standalone developments. The kingdom’s transformation is driven by a strategic shift from vision to delivery.
In the UAE, the focus is on integrated, investor-driven assets. In both cases, clients are seeking partners that can operate within complex capital programmes while maintaining control over cost, schedule and quality.
Contracts are longer – we’re talking years rather than months. This requires an agile project management consultancy that can accommodate various changes during the stages of a programme.
What are the key untapped opportunities?
Cities other than the main hubs of Riyadh, Jeddah and Dammam in Saudi Arabia present a major opportunity, and many are underrepresented in terms of delivery expertise. The projects being planned are long-term programmes that require a structured approach to development rather than isolated execution.
Another opportunity area is digital integration across the project life-cycle. While technology is being explored, very few programmes are capturing reliable, real-time data that can inform both strategy and execution.
There is also opportunity in aligning project outcomes with national targets, particularly in environmental, social and governance (ESG) linked capital investments.
AlamyWhat challenges face your industry?
There is pressure on delivery timelines, resource allocation and project governance. Many programmes are accelerating in size and ambition, and this creates pressure points that impact coordination and decision making.
Another challenge is rising demand for localised expertise. Clients are looking for partners that understand both policy and place, and can work with ministries and municipalities as easily as with contractors and consultants.
This sometimes makes resourcing a challenge. At Compass, we always ensure that we put forward a strong project leadership with the required local experience.
Also, we try to grow local talent by helping employees forge a career, not just do a job, through our graduate academy for Saudi nationals. We feel we have a social responsibility towards Saudi Arabia to create its future project leaders.
What property tech and other innovations will disrupt the projects sector, for better or worse?
Technology has the power to add real value to project consultancy. The most impactful innovations will be those that support better governance – for example, tools that provide real-time visibility on cost, risk and progress, and that can improve decision-making.
Artificial intelligence, when applied responsibly, can also support more accurate forecasting and resource planning. You can get AI cameras that know exactly how many people are on site at any point in time.
However, the benefits technology provides depend on successful implementation. Technology must serve the programme, not distract from it. No matter what AI does, there is no replacement for human intelligence.
Shutterstock/Cat BoxWhat are Compass’s main aims for 2025?
We are establishing Compass as the national programme delivery partner of choice in Saudi Arabia. We’re doing that by strategically aligning ourselves with clients and moving towards longer term work, which helps provide both longevity of projects and staff loyalty.
We are also expanding our digital capability to enhance cost control, schedule visibility and reporting accuracy across our portfolios. And we’re investing in the next generation of Saudi professionals through Compass Academy, ensuring that our delivery model is future-focused and locally grounded.
The Gulf project landscape is always changing and there will always be new people coming in. But we believe the market is big enough for the good firms that are agile and set themselves up as long-term partners, not transactional ones.
This is how we want to differentiate ourselves from the competition. We have a more simple structure than the big global giants whose main decision-making boards sit on the other side of the world, and we can respond very quickly to clients’ needs.
What markets does Compass plan to tap next?
Our focus remains on deepening our presence in Saudi Arabia. We are embedded in key giga-programmes and are now extending our support into regional and municipal developments.
In the UAE we continue to work closely with investors and developers seeking disciplined delivery and transparent oversight.
We are keeping an eye on adjacent markets such as Oman and Egypt, where our model can be applied to national growth agendas. Every move is measured against our ability to deliver consistent successful outcomes and long-term value.
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