With Rob Hammond, Director & Global Data Centre Lead; Meiske Sompie, Director (Asia); Stephen Topp, Director (Middle East); and Stuart Cassie, Director (Strategic Advisory).
This interview was the cover story for the October 2025 issue of Middle East Consultant
Fact. Data Centres are an indispensable element of global connectivity, yet their conception, delivery and operation bring a raft of complex issues requiring profound technical and environmental solutions. As specialists in high-risk, large-scale and challenging projects, TBH is at the forefront of this new era of Data Centre enterprise, and here, four of the firm’s senior executives explain the commitment, protocols and robust, proven experience behind that consistently innovative vision…
In this in-depth Q&A, Rob Hammond, Director and Global Data Centre Lead; Meiske Sompie, Director (Asia); Stephen Topp, Director (Middle East); and Stuart Cassie, Director, Strategic Advisory, bring together the different facets of the Data Centre paradigm; their remarks show how fully understanding the regional dynamics, regulatory frameworks and evolving needs of the Energy sector have allowed TBH to deliver some of the most advanced digital hubs in the world.
ROB HAMMOND
Rob, how do you communicate the confidence of an evolved strategic vision to diverse senior executives who are all too aware of the complexities of Data Centre conception and delivery?
“At the senior executive level, the key is translating highly technical, construction-focused language into a strategic commercial narrative that speaks directly to business priorities.
“Remember, executives are not necessarily concerned with the intricacies of design or engineering, rather they want to know what it means commercially. Will it create penalties, cause reputational damage, threaten operational continuity or undermine long-term value? Our role is to make these links clear. That means distilling complexity into structured insights: here are the opportunities, here are the risks, here are the areas where risk mitigation is required. It is less about explaining why a design detail is technically substandard and more about articulating that it may result in a commercial liability under a lease or expose the organisation to operational risk. Equally important is providing pragmatic solutions that address those concerns, so that even within complexity major stakeholders are reassured with a clear understanding of risk mitigation and return on investment.
Some markets – Australian is a key example – set the bar very high in terms of their regulatory framework; how does this drive TBH’s vision and influence factors such as scenario planning and operational projections?
“The bar is indeed set exceptionally high in Australia, not only in terms of rigorous regulatory frameworks but also the high-spec, stringent operational requirements of hyperscale tenants such as Microsoft, Google and Meta. This dual pressure means projects must not only comply with regulation but also achieve ‘five nines’ reliability, meaning approximately five minutes of downtime per year. Owners, tenants and financiers who have billions at stake require confidence that facilities will operate without interruption for many years.
“Our approach is to balance these layers of expectation; regulatory compliance, tenant operational requirements and commercial feasibility. That means asking: how do we achieve absolute reliability without ‘gold plating’ the facility to the point where it becomes commercially unviable? We run scenario planning that considers today’s hurdles as well as what facilities will need to deliver in 20 or 30 years’ time. Future requirements around technological demands, green energy, water efficiency and environmental sustainability are already shaping design and operational projections.”
To what extent has TBH’s significant project experience in the Energy sector proved a catalyst for securing Data Centre projects of the highest level?
“Our long-standing experience in the energy sector has been critical in building credibility and capability in the data centre market. The core building of a data centre is relatively straightforward – concrete and steel. What makes these projects complex is the integration of energy systems: bringing high-voltage power from the grid, distributing it through multiple redundant circuits and ensuring resilience through commissioning. Our energy background means we understand the technical, safety and delivery challenges of those systems in detail.
“But it’s not just energy. What has really positioned us as leaders in this space is our broader experience in large-scale, high-risk, time-critical projects. In this environment, the ultimate measure of success is delivery on time and to quality, far more than cost. We bring a macro perspective: mapping long-lead items, planning around regulatory approvals and ensuring mitigation strategies are in place when delays arise. That capability, proven across energy, infrastructure and other complex sectors, is why the biggest names in the industry, from AirTrunk to AWS, have trusted us to deliver their most critical programmes.”
Data Centres have huge contemporary significance; what is TBH’s vision for delivering projects that have resonance and exceed expectations? How do you do things differently and better – and really stand out from the pack?
“At TBH, delivering projects on time, to quality and with precision is the baseline. It is what our clients expect, and it is what we have consistently delivered for over 60 years. But what truly sets us apart is that we look beyond the immediate. Technology is evolving at extraordinary speed, demand profiles are shifting and we need ever-greater power, cooling and space… and at the same time, communities and regulators expect greater efficiency and sustainability. Our role is to think 20 years ahead, ensuring data centres are not only fit for purpose today but adaptable and resilient for the future, balancing digital growth with responsible use of scarce resources like water and energy.
“Just as important is our ability to align diverse stakeholders around that vision. We work with governments, tenants, builders, communities, and we understand what each stakeholder requires in order to make a project a success. We translate complex technical and commercial issues into terms that resonate with every group and create a shared roadmap that ensures delivery is not only possible, but successful for all involved.”
“Compliance is non-negotiable, and proactive engagement with authorities is essential to keep projects on schedule.”
MEISKE SOMPIE
What do you see as the main ‘USPs’ that have enabled TBH to make such strong inroads into the multi-billion-dollar Asian Data Centre market?
“The first thing I should say is that Asia is not a homogeneous market like Australia, where standards, costs and maturity levels are broadly consistent across cities. Each Asian country brings its own government policies, levels of market maturity, cultural context and delivery practices. Our strength has been recognising and embracing those differences, while focusing on what is universally essential to data centre delivery. We avoid imposing a single ‘Western’ playbook; instead, we adapt to local conditions and ask: what works best here? For example, what may at first appear unfamiliar, such as bamboo scaffolding in place of steel, can in fact be highly effective in certain contexts.
“Yet amid this diversity, some fundamentals are non-negotiable. Every successful project must have a clear plan, a robust construction schedule, engaged stakeholders and a defined budget. The level of detail may vary, but these disciplines cannot be compromised without risking control. Our ability to balance respect for local practices with steadfast adherence to delivery fundamentals has been central to our success across Asia’s highly varied markets.”
What particular challenges have you had to overcome when delivering projects in acutely land-constrained territories as Jakarta, Japan and Singapore – particularly since these are also some of the most discerning and mature urban hubs in the world?
“Building data centres in dense urban hubs such as Jakarta, Japan and Singapore presents unique challenges. These are some of the most discerning and mature markets in the world, yet they are also among the most space-constrained. Success begins with understanding government policy and city administration, because delivery often requires measures that impact the broader community. This could mean road closures for crane lifts, temporary utility interruptions or restrictions on transport and logistics. Compliance is non-negotiable, and proactive engagement with authorities is essential to keep projects on schedule.
“Equally critical is open communication with local businesses and residents. Dedicated community liaison helps minimise disruption, whether that means scheduling noisy works after hours, compressing activities into shorter periods or adjusting logistics around peak use. We also plan carefully for impacts such as dust, vibration and access, which can affect daily life in high-density areas.
“Our role is to balance these competing pressures with rigorous scheduling and stakeholder co-ordination, ensuring delivery remains efficient, compliant and respectful of the surrounding communities.
With TBH’s 60 years of expertise, and your own 20 years of experience, what are the key lessons you’ve learned about client liaison, and inspiring trust in complex, high-risk project conception and delivery? Plus, Data Centres involve extremely broad stakeholder networks – so, how do you cost-in everyone’s priorities and concerns, and risk-fit (especially with powerful telcos and utilities providers)?
“Inspiring trust begins with honesty and independence. We are open in our communications, we do not make promises we cannot keep, and we treat all parties fairly. If another stakeholder has a strong case, we tell our client directly, because informed decisions require clear sight of both strengths and weaknesses. This perspective, in addition to our independence as a privately held firm, is a core reason why we are trusted by investors, governments, contractors and owners alike. Clients know we are on their side, but never sycophantic; our role is to give them the truth, backed by analysis and experience.
“Large data centre projects involve a broad network of stakeholders, including powerful telcos and utilities. Here our approach is to identify common goals and build delivery roadmaps that clarify roles, responsibilities and sequences of work. We gain buy-in by speaking each party’s language, whether commercial, technical or regulatory, and by demonstrating how collaboration delivers benefits for all. When people see genuine alignment and independence rather than an agenda, trust follows.”
What importance do you attach to the end-user’s experience? How far ‘down the telescope’ do you look when providing optimum strategic delivery?
“For us, the end-user’s experience is not just a measure of satisfaction – it is a key driver of commercial success. Our role is to ensure that strategy, sequencing and delivery are aligned so that the investment translates into an asset that performs as intended and generates long-term value.
“Looking ‘down the telescope’ means keeping line of sight from the earliest strategic decisions through to the operational outcomes. This approach helps our clients avoid misalignment between intent and delivery, reduce wasted capital, and make sure that every decision on time, cost, and risk ultimately protects both the user experience and the financial return.”
You sit on TBH’s Inclusivity and Diversity Committee; what lessons have you learned in terms of the role of cultural intelligence and how it best empowers TBH’s market presence?
“At TBH, diversity and inclusivity are values we live internally, but they also shape how we operate externally. They allow us to connect across cultures and markets, and in doing so, they strengthen our market presence and our ability to deliver consistently at a global level.
“In Asia, cultural intelligence is essential. Every country has its own ways of making decisions, conducting business and defining value. Success depends on recognising those differences, listening carefully and adapting our approach to each environment rather than applying a one-size-fits-all model. When we engage genuinely and respectfully with local partners, we build that trust quickly and represent our clients more effectively.
“This approach is also a competitive advantage. Clients and stakeholders can tell the difference between a firm imposing external methods and one that is committed to learning and working with the local context. Ultimately, the cultural know-how we have built over decades enables us to deliver consistency at a global level while remaining sensitive to the local environments where projects take shape.”
“We’ve seen significant commitment to digital transformation and an integrated ‘smart city’ approach across the giga-portfolios that we are supporting across the Kingdom.”
STEPHEN TOPP
With your considerable industry experience across Australia, Asia and the Middle East, what are the lessons that you’ve learned about the power of effective knowledge transfer?
“Knowledge transfer is an extremely powerful tool that can shorten the learning curve in the delivery of complex projects. By identifying common challenges and best practices that have previously been successfully implemented for a specific type of project, in this case Data Centres, teams can deliver more efficiently and with greater confidence. TBH employs knowledge transfer across all sectors and geographies, regularly deploying subject matter experts based in our Australian and Asian offices to supplement our Middle East teams on projects in their area of expertise, and vice versa.
“An area where knowledge transfer can be particularly impactful is in identification of risks and understanding of subsequent mitigation strategies that have or have not been successful in similar scenarios. However, it is essential that these lessons learned are applied in the local context, with a strong understanding of regional differences guiding the implementation of appropriate lessons learned and global best practices.”
How do you see the importance of a new and powerful Data Centre infrastructure in the Middle East, particularly in the context of the Saudi Giga-projects and their commitment to a Smart City agenda?
“We’ve seen significant commitment to digital transformation and an integrated ‘smart city’ approach across the giga-portfolios that we are supporting across the Kingdom. Appropriate capacity and quality of Data Centres is obviously essential to the success of these initiatives. The intensive demand of such portfolios is also a key driver in determining optimal locations and the required timing for the roll-out of Data Centre capacity, whilst the localised infrastructure required downstream will also put a lot of stress on the homogeneous specialist resources required to deliver these assets. Another key driver in demand for Data Centre capacity is the growing requirement for Data Sovereignty, the ambition of which is significantly under-serviced currently in a number of Middle East markets.”
What do you see as the greatest challenge in deployment of significant additional Data Centre Capacity in the Middle East in the short-term?
“As is the case with the delivery of complex assets across most development sectors in the Middle East, specialised labour resources will be a challenge with the quantum of assets planned for concurrent delivery in the Data Centre sector, alongside the competing demands of giga-portfolio developments. Similar constraints also apply to specialised plant and equipment, including switchgear, chillers and generators.
“Another key challenge, also being faced in many other regions, will be the availability of supporting infrastructure and utilities, such as power and water (for water-based cooling, dependent on the system design), in the quantities required to not only support Data Centre development but simultaneously the significant growth across many sectors of the development industry in these locations. In the Middle East, for example, creating significant additional water capacity often involves the development of desalination plant capacity which, in itself, is a complex, costly, and time-consuming process.”
How do you feel that TBH’s 60-year legacy (with 20-years in the Middle East) gives you a competitive advantage in delivering regional Data Centre projects of the largest scale and complexity?
“TBH has specialised in large complex projects for over 60 years, helping our clients to deliver many ‘first of their kind’ projects in a given region. In the Data Centre space, we understand the requirements and processes of global leaders in the development of Data Centres, and we combine this with significant local experience delivering projects in the Middle East. One of our main focuses in the Data Centre sector currently, is supporting key global clients to navigate Middle East markets and understand localised risks, to give them the best opportunity to deliver their Data Centres, or adjacent infrastructure, successfully.”
STUART CASSIE
With ESG commitments becoming a defining factor in the Data Centre sector’s market reputation and investment appeal, how important is it for clients that TBH embeds end-to-end sustainability and low-carbon protocols as standard practice? Do they view this as a differentiator that strengthens their own ESG positioning and brand?
“Sustainability is now a defining factor in Data Centre delivery. For investors, owners and tenants, ESG performance is now inseparable from commercial performance. Financiers want assurance that assets can operate reliably for decades without becoming stranded by rising environmental expectations or water levels. Communities expect efficient use of scarce resources like power and water as well as low carbon footprints. And hyperscalers see ESG alignment as central to their global brand.
“We need to look ahead. A Data Centre today may simply connect to existing utilities, but in the future power and water will not be guaranteed.
“That shift will require facilities to be conceived alongside renewable energy, new water sources, fibre connectivity working in harmony with communities, often in new locations. And to deliver this successfully, you need more than just data centre experience, but also deep knowledge and integrated thinking across energy, water, infrastructure and logistics.”