Three decades on Dubai’s building sites have given Shadi Küzam, Founder and CEO, Gulf Modern Contracting, a rare view of what really determines whether a project succeeds. He explains why delivery, workmanship and partnership matter more than any brochure.
November 12, 2026 | Tripti Mehta | UAE | Construction | 5 Min Read
Image Courtesy: Real Estate Market Times
Behind every Dubai launch is the contractor who turns drawings into towers and villas. In the latest episode of Construction Pulse by Real Estate Market Times, Jatin Deepchandani, Chief Executive Officer, Eventyst Global, sits down with Shadi Küzam, Founder and CEO, Gulf Modern Contracting (GMC), a construction leader with 30 years of experience. Together, they explore how contractors are adapting to a shifting market, what protects quality on site, and why collaboration between developers and contractors matters more than ever.
What role does the developer-contractor relationship play when market conditions shift?
It is not only about a contract, it is about the relationship with the developer. At the end of the day, the developer wants his project delivered. To protect delivery, you have to go all the way down the supply chain, because a project can be held back by a single subcontractor. Aluminium or elevators may be less than 10 per cent of a tower’s value, yet they can delay it by months. Neither the developer nor the contractor can afford that, so you solve problems jointly. And even when a contractor is compensated for a delay, we are not happy, because we do not make money from prolongation.
Will supply chain pressures lead to project delays?
Some activities will be affected, as certain materials are shipped from abroad and some have become harder to find. However, a delayed activity does not mean a delayed project. If that activity falls on the critical path, it affects the completion date. If it has float, it can be delayed without affecting the rest of the programme. Everyone invested in a project understands the situation, as long as any delay stays within range and quality is not compromised.
Are developers asking contractors to cut corners on quality?
We look at quality from two perspectives. The first is workmanship, such as how you fix tiles or install cladding. There, we make no compromise, whether we are making money or not. The second is materials, where a project may undergo value engineering if the contract allows. That does not always mean lower quality. Sometimes a specified product, such as an air-conditioning unit, is coming from abroad, and a locally available alternative saves time and money without affecting the end user. We have also seen the opposite. On one project, the client chose to upgrade, rebranding an unbranded tower as Mövenpick. The cost was higher, but so was the revenue, and early buyers effectively received a free upgrade. End users should always check that they are getting what they signed for.
Many large developers now run in-house construction arms. How does that affect independent contractors?
It is a growing trend, and it is not a bad one. It makes sense when you have a steady pipeline of projects. The benefit is not really cost, as it will cost roughly the same either way. The benefit is control. You can set priorities and you face fewer variation orders and claims. The risk is that if projects slow down, you carry thousands of people on your payroll with no other outlet. An external contractor also stays specialised and up to date. It is like having a doctor who only treats you; after a while, his knowledge becomes limited.
Have you ever considered becoming a developer yourself?
It is very tempting, and we have almost everything in-house. We know how to select land, develop a concept, secure approvals and build. What we do not have is sales and marketing experience. More importantly, I would be competing with my clients, so strategically it is not the right move. But who knows what the future holds.
How do you tell a strong developer from a risky one?
We are very selective, and we learned that the hard way. The biggest risk is a developer who over-leverages, starting too many projects before completing any and stretching himself thin. Experience is the second factor. Experienced developers know what they want, understand the importance of time, and know that late changes can hurt everyone. The third is spending discipline. Marketing and showrooms are fine when funded from profits already made, but spending ahead of delivery is risky.
After 30 years in construction, how have you evolved as a leader?
When you start as a site engineer, you are a control freak, policing cost, time, manpower and attendance. As you grow, you need leadership, emotional intelligence and vision. Management becomes more an art than a science. Dubai teaches you a lot about vision and how to turn challenging times into opportunities. Today, it is about balance between technical skill and people skills, and between hard work and personal life. I would like to see developers succeed, because their success means continuity for us. The old idea of developers, consultants and contractors sitting on opposite sides of the table has to go. Together, they can overcome any challenge.
