This interview was first published in the May 2025 issue of Middle East Consultant 

At a time when it has never been more crucial to offer a range of sophisticated, one-stop services, TBH celebrates six decades of continual success and market strength. At its 60th anniversary, what are the touchstone values, the dynamics and the corporate mindsets that have enabled this international growth? ME Consultant interviewed six team members about the company’s powerful legacy and competitive advantage… 

CHRISTOPHER NICOLAS, DIRECTOR  

You’ve been part of TBH’s journey for a number of years; as the firm celebrates its 60th anniversary, how would you best describe the TBH ‘brand’?  

“I’d say that we strive for excellence; we really strive to be project delivery experts – and indeed, that’s our tagline for the company. We to position ourselves as experts in fields as diverse as time management, claims and dispute resolution, and so on.  

“We’re not a company with thousands and thousands of employees. We’re 60 years old, and, in our mind, having 350 people is large for us. Bigger businesses may have thousands of staff, but you simply can’t have thousands of subject matter experts, and for us, quality is everything.  

“We believe in our ability to answer certain, quite difficult questions. How do we actually help clients deliver projects on time and within budget? How do we help them avoid contractual disputes? How do we mitigate our clients’ risks? These are all questions that our 60 years’ experience means we are well-placed to answer.” 

With the ever-growing scale of projects, how does TBH adapt to the challenges?  

“I think that in reality, what’s unique to the region – what’s the driving factor here – is that, for a lot of the big programmes, clients want to move quickly. They want to evolve their cities, and they can only do that with a rapid, fast-paced evolution of infrastructure. Time is, clearly, always of the essence. Twinned with this, costs are also of paramount importance – and it’s in these two areas that we really have exceptional subject matter expertise.  

“When you have challenging timelines on complex projects, you need a very strong, independent voice that is able to provide sound advice to clients without influence from other parties or any other agendas. Whether from pre-construction activities, commencement works or enabling works, we’re able to look at all facets of the project. We will really scrutinise, then come back to our client and give the best advice we possibly can.” 

How would you describe TBH’s Middle East focus areas for 2025?  

“While we love many areas of diverse and complex project work, for 2025, we will be focusing on:  

• Energy 
• Transportation and Infrastructure 
• Building and Construction  
• Special Projects 

“As an example of our special projects focus, we’ve been doing a huge amount of work relating to data centers in Asia and Australia – and one our initiatives this year is that we’re looking to make sure that we expand those services to the market here. We’re already discussing this important transition with one of our leading Australian clients, in fact.”  

How is TBH dealing with the ‘race-for-skills’, and ensuring that the company has the right people with the right raft of experience and knowledge?  

“For us, it’s about ensuring that the company always has the right people, with the right experience, nurturing them from the ground up. We are long-term players and want to create an environment that encourages excellence and real skills growth.  

“Personally, I’m a good example of this. I started here at TBH as a junior consultant in my second year of university, and I trained during my university years, building the key skillsets. It’s exactly the same here now, as we are hiring fresh graduates and then methodically upskilling them. We ensure that we can keep up with the clients’ demands for great resources, and along with focusing on graduate level, we are also very agile as a business, and we encourage highly qualified people to move across from our Australian and Asian offices. There’s a keen international interest in a lot of our projects here in the GCC, and that benefits us, because we can bring across someone who’s been fully trained in the same systems and procedures.  

“As a next step, they can go back to their home office in Australia with a much broader raft of experience, or they can stay and advance their career here. This is a very strong way of ensuring not only the business’ development and growth but the career paths of talented individuals as well.” 

ROSINE NABAA, SENIOR CONSULTANT  

What are some of the key changes that you have seen in the style of client projects in recent years?  

“The first aspect to mention is the sheer scale of the projects. I would say that the projects I’m working on at the moment – specifically in KSA – are on a much larger scale, and considerably more complex, than anything we’ve seen previously. They’re also very much ‘out of the ordinary’, with numerous exceptional features and innovations.  

“Another factor is that today, clients are looking for increasing capability to use and deploy digitalised tools. Given current trends in the workplace, people can work from all over the world, and the client is looking for a transparent platform that combines the raft of stakeholder contributions. The client wants easier, more accessible tools that enable them to accurately monitor the project, checking progress, delays and so on.  

“I think we’re shifting towards a more technology-driven style of project, and there’s no doubt that this technology is even more vital when you’re dealing with large scale projects that have inherent complexity in their designs.”  

Do you see particular trends in the way that TBH has evolved over its 60 years in the market; what do you feel really makes it stand out?  

“I’ve been here six years now and I can already say that I feel very much part of the growth that we see happening in the region, as well as the rapid growth of TBH as a business. From contributing to the growth of the UAE office, to being part of the team launching the KSA office, I’ve personally seen so many landmarks on that journey. TBH’s fast growth makes us all feel very proud – but I think what separates TBH from other firms in the market, and what makes it stand out as a company, is not only the technical capabilities and the strength of projects we deliver, but also the people and culture within the team.  

“TBH has successfully built a culture where everybody feels valued and where everyone’s work is appreciated. We all work as a team, and we’re all concerned about each other’s career growth. Here, you’re in an environment where the culture is based on a ‘family’ mentality. You can speak up about any concerns that you may have and can easily express yourself to the management.” 

Do you perceive there to be any unique challenges when dealing with the KSA market, and how does it differ from other territories?  

“This is a really good question, because being part of the KSA business and working on giga projects, my feeling overall is that the market is very much into innovation. All the projects there are very much technology-driven, in order to meet their extremely challenging timeframes and deal effectively with many different levels of complexity. Yet again, TBH’s ability to work as a team is extremely helpful and enables us to bring the right skillsets and solutions very consistently. I feel this is the real USP for our business and often places us ahead of the competition.”  

What about TBH’s ongoing commitment to key areas of ED&I? How do these help create a genuinely ‘level playing field’? 

“The first thing I should say here is that we don’t only work at a scale within the region; we’re constantly in touch with ED&I representatives in our other offices overseas, for example, in Sydney, Australia. So, effectively we’re working as a much bigger team, and we can bring broader learning and initiatives to the region.  

“We make sure that we set a range of specific initiatives, and everyone – from top to bottom of the company – is involved in meeting those goals. So, when we actually create the initiatives, at the same time we can pass them on to the management and positive action is immediately underway. The view is that everyone’s opinion really matters, and TBH’s philosophy as a business is that we are better-placed to thrive when there is a diverse level playing-field – one where everyone’s feedback is seen as hugely valuable.” 

AYTUG OZKAN, DIRECTOR  

How do you feel when you hear that TBH is celebrating 60 years in the market? What is the ‘X Factor’ that has added to its brand success?  

“If I had to pinpoint the ‘X Factor’ behind TBH’s success, I’d say it all comes down to service delivery experience. We don’t just complete projects – we build strategic partnerships with our clients. Our approach goes beyond transactional relationships; we work closely with clients to truly understand their needs, challenges and long-term goals. This level of engagement and reliability has led to an incredibly high client retention rate, with 80% of our work coming from repeat clients.”  

What do you see as the main points of differentiation between TBH and its competitors?  

“Firstly, it’s our ability to service the full project life cycle, from initiation to post-completion. Unlike firms that specialise in just one phase of a project, we provide end-to-end support.  

“At the initiation stage, we focus on strategic planning and advisory, helping clients define their project vision, assess feasibility and set a strong foundation for success. As the project progresses, we bring in our expertise in project controls, risk management, and delivery oversight. Then, after completion, we continue to add value through dispute resolution.”  

Are there significant plans ahead for further international expansion?  

“We have recently opened our Malaysia office, an important step in our international growth. In the short term, our focus is to grow in a steady and sustainable manner within the markets we currently operate in.”  

How do you go about structuring the firm’s client-facing teams – eg, do you prefer a more flat, non-hierarchical structure, where communication and teamwork are key?  

“When it comes to structuring our client-facing teams, communication and teamwork is absolutely essential. However, what truly sets our approach apart is that our clients don’t just work with an individual or a single team – they gain access to the collective expertise of our entire company.  

“Rather than operating in silos, we ensure that our client-facing teams are fully supported by the knowledge and experience of our global experts. This means that no matter where a project is based or what challenges arise, our clients benefit from the collective knowledge, proven best practices, and technical expertise drawn from our entire company.” 

What about the role of mentoring here at TBH?  

“We take a structured approach to mentoring, ensuring that our people receive continuous guidance and support throughout their careers. There are four key stages in our mentoring journey –  

1) Knowledge – The first stage is all about building a solid foundation. New team members focus on gaining the technical knowledge required to deliver our services effectively.  

2) Skills – Once they have the knowledge, the next step is developing the skills to apply it in real-world scenarios, refining their ability to problem-solve and add value to projects.  

3) Network – As they progress in their careers, we encourage them to build strong professional relationships – both within TBH and across the industry – helping them expand their influence.  

4) Reputation – Finally, we support our people in establishing a reputation in the market, ensuring that they are recognised as trusted experts in their field.  

“This roadmap forms the backbone of our mentoring approach.” 

DINA DWEIK, ASSOCIATE DIRECTOR  

Tell us something about your own journey at TBH – what distinctive features does the company have in terms of its recruitment and empowerment?  

“When I first joined TBH, I quickly progressed within the business, taking on greater responsibilities within my first year. I really feel this reflects the empowerment that we are given here by TBH; everyone in the company is thoroughly empowered to learn, to develop and – ultimately – to expand their network within the industry.  

“For example, I was given the opportunity to learn more about critical areas of business development, and additionally, I was then supported by TBH through sponsored training, attending technical and non-technical training courses – and that helped me a lot, really expanding my knowledge and skills.”  

What do you feel about the firm celebrating 60 years? What lessons do you believe it has learned – and applied – most successfully?  

“Personally, I feel that I’ve really benefitted from the experience that the business has gained over the years – and I also feel proud to be part of an organisation that has grown and evolved over such a long timeframe. It gives you a strong sense of security, too, because a company that has sustained its market presence for 60 years is clearly built for long-term success.  

“What’s more, if we’re talking about lessons learned, one of the key factors is the importance of succession planning. TBH pays a lot of attention to this aspect, consistently preparing more junior staff to develop their careers within the business and having the clearest possible path to becoming more senior.”  

How do you see the role of strong mentoring at TBH, and how does this improve the quality and effectiveness of client engagement? 

“Mentoring is fundamental to staff development at TBH; it’s very much part of both the overall value-set and the day-to-day. For example, everyone has a mentor and then is encouraged to become a mentor in turn. 

“Mentorship provides guidance and empowers individuals to engage more effectively with clients. Team members are consistently given opportunities to work directly with clients, and strong mentoring helps them do so with confidence—ensuring the highest standards of quality in their work. 

“This gives junior team members the chance to build meaningful client relationships early on. From day one, it’s clear that the role isn’t just about sitting behind a computer, it’s about confidently presenting your work and clearly communicating its value to the client. That culture of mentorship is a true strength of TBH and a key driver of the continued success of its teams.” 

TALAL NASSER ALRASHDI, CONSULTANT  

With the firm now celebrating its 60th anniversary, what do you feel has been distinctive about the business and enabled its consistent growth?  

“The first thing I would say is that TBH consistently produces high quality work and aims to set a very high standard across its portfolio of activities here in the GCC. I would also say that TBH has very strong credibility with its clients, servicing a very broad range of major developers and main contractors.”  

We hear a good deal about the ever-growing market in KSA; how has TBH responded to this shift in emphasis?  

“TBH has responded strongly to the needs of the ever-growing market in the KSA, where it can provide real value in meeting the challenges of Saudi Vision 2030. As a company, it has shown excellence, as well as the ability to work smart. 

“Mega-projects across the region have been highly innovative, often leading in areas such as technology while also setting extremely challenging timeframes, and TBH has consistently demonstrated its ability to meet these diverse and demanding requirements.”  

Do you see any particular trends in terms of these project timeframes over the last several years?  

“Certainly, yes. The trend now is that clients want to move really fast; they want to speed up the project to reach the deadlines set by Saudi Vision 2030. It is only the companies that can effectively work at that speed that will stay in the game.  

“Also, KSA is now setting perhaps the highest standards in the world in terms of expectations about 360-degree project management. This is not a simple remit, because it involves a host of complex and sophisticated factors, such as the overall quest for sustainability, both in terms of delivery and subsequent operation.”  

What are some of the risk management protocols that TBH puts in place to maximise project efficiency and delivery?  

“TBH takes a proactive and structured approach to risk management – identifying potential issues early, applying targeted mitigation strategies, and maintaining regular reviews. This ensures risks are managed effectively to support efficient delivery, informed decision-making and alignment with project goals.” 

What about the flexible working protocols at TBH; have these helped empower your own role here?  

“Flexible working is very important here at TBH, and there’s no doubt that it enhances employee engagement and motivation. Personally, I appreciate the trust and respect that comes with flexible working; it not only helps ensure that individuals and teams can work in a comfortable way, but it also enables the correct route to meeting and exceeding the client’s brief.”

STEPHEN TOPP, DIRECTOR, MIDDLE EAST  

With 60 years in the market, what special landmarks do you see as defining TBH’s journey?  

“After building a successful business in Australia over multiple decades, the decision to pursue international expansion over the last twenty years was a significant landmark which has helped shape not only the business today, but also my own career.  

“An international footprint reduces geographic risk, in an industry where markets, even the most mature, are cyclical. This allows TBH to focus our growth on markets with the strongest demand at any given time – and a great example of this currently is the KSA market.”  

We hear a good deal about the ever-growing project appetite in KSA; how has TBH responded to this shift in emphasis?  

“Whilst TBH has supported clients in KSA for more than a decade, we made a significant commitment to the market in setting up our office in Riyadh in 2021. This has allowed us to grow a significant KSA-based team, develop local talent, and better service our clients’ requirements. We look forward to continuing to grow our presence in both KSA and the greater Middle East markets for years to come.”  

In a challenging sector, what are the key skills that you believe give TBH its competitive advantage?  

“TBH is focused on supporting our clients with their greatest ‘pain-points’. This problem-solving mentality is central to everything we undertake, ensuring that there is a clear focus on the outcomes that will be most beneficial to our clients.  

TBH is very well positioned to support timely delivery of projects, with one of our foundational service lines being Time Management. This support includes full development life-cycle master schedules, tracking and reporting on progress, early warning procedures and proactive claims management, and advising on possible mitigation measures to get projects back on track.”  

Tell us more about the key Middle East focus areas for 2025; how will you go about developing these?  

“As an industry, we’re fortunate with the quantum of significant projects and programmes of work being undertaken, and we see that momentum continuing through 2025 and beyond. We’re always drawn to large-scale, complex projects where we feel we can add the greatest value to our clients and will continue to focus on these across the construction and infrastructure sectors in the Middle East. 

“Our focus is on partnering with past and current clients with whom we’ve built strong, long-term relationships. We’re proud of the significant proportion of engagements which constitute ‘return-business’.” 

Can you describe the strategies that TBH uses to interact with its clients in the most effective way?  

“From my perspective, the key to all client interactions is actively listening, and understanding the fundamental challenges, and root causes, that your clients are dealing with. Once you genuinely understand the key issues, you can work collaboratively to define appropriate solutions. Something that I believe really helps in this regard is spending time with clients, face-to-face, talking through the big picture in terms of what they’re trying to achieve and what success looks like for them.”