Appointment
Egis appoints regional advisory director for the Middle East
By Staff Writer | 12 August 2026
Egis has appointed Steven Scott as Regional Director of its advisory business across the Middle East and South Asia, as the firm expands work that connects strategy to project delivery.
Scott has 34 years of experience in development and infrastructure consulting, including 18 years based in the Middle East. He has led projects and client relationships across the United Arab Emirates, Saudi Arabia, Qatar, Kuwait and Oman.
His background is in urban economics, strategic capital planning and complex development and regeneration, working at the point where economics, spatial planning and capital investment meet.
The firm frames the appointment against clients across the region looking for advisers who can connect strategy to delivery rather than treating the two as separate exercises.
What clients need most right now is someone who can turn a capital plan into a delivery sequence that actually holds up on site.
Steven Scott, Regional Director for Advisory, Egis Middle East and South Asia
The gap the role is aimed at
The distance between a capital plan and a delivery programme is where a great many regional projects have come unstuck. A capital plan is built on assumptions about phasing, funding and absorption. A delivery programme is built on procurement lead times, resource availability, consenting and site logistics. Where the two are prepared by different teams and reconciled late, the plan sets dates the programme cannot meet.
The consequence shows up in the contract. A completion date derived from a funding milestone rather than from a buildable sequence produces a contractor who is late from the day it is appointed, and a claims position that begins before the first pour. Practitioners see the result of that mismatch long after the point at which it could have been fixed.
Where the regional market is moving
Egis describes an expanding pipeline of major projects across the Middle East and South Asia, with emphasis shifting towards operational readiness, delivery discipline and wider use of public private partnership models to manage risk and sustain pace.
That shift has a direct bearing on contract structure. A public private partnership places design, construction, financing, operation and maintenance obligations on a single counterparty across a concession measured in decades, so the lifecycle cost model carries as much commercial weight as the construction price. Advisory work of the kind described here sits ahead of that, in the shaping of the investment case and the delivery sequence it depends on.
Under the appointment, the firm intends to expand its advisory footprint across the region, offering work that balances technical requirements with commercial viability, regulatory compliance and longer term economic priorities. Egis positions advisory alongside its engineering, project management and digital services rather than as a separate consultancy line.
For readers tracking the regional market, senior advisory appointments are a leading indicator worth watching. Advisory work is bought at the front of a programme, so a firm building capacity in it is positioning for schemes that have not yet reached procurement.