Unibail-Rodamco-Westfield

Moad Ziadi

My professional journey began on the ground as a site manager at Dragados y Construcciones. Afterwards, I transitioned to a construction engineering role at Bouygues, where I led hospitality resort projects in the Caribbean. This formative experience allowed me to manage projects across the entire value chain, from design to full in-house delivery. I later took on similar assignments in a sub-contractordriven environment in Russia.

In 2008, I contributed to the design and engineering management of the USD 1.2 billion Singapore Sports Hub. That experience led me to work as a tender manager on international bids, focusing on structuring joint ventures. I helped lead tendering operations in the Middle East, bridging the French builder model, which integrates contractors early, with the Anglo-Saxon model used in GCC projects, where project managers supervise but do not execute. This hybrid approach helped secure the Barwa Financial District contract in Doha, now the Qatar Petroleum District.

In 2012, I joined Unibail-Rodamco-Westfield as it evolved into a pan-European real estate group. Drawing on my 12 years at Bouygues, I brought procurement insight and contract expertise to flagship projects in Spain, Benelux, Poland and Italy. Throughout, I have learned that leadership is about empowering people and fostering aligned, committed teams.

Effective Strategies for Procuring Construction Materials and Services

The best procurement strategy is the one that aligns with local market conditions. I learned this during my time at Bouygues.

Between 2007 and 2013, the financial crisis slowed real estate investment significantly. Construction companies struggled, many went bankrupt and others survived by signing contracts with very low margins just to stay afloat. Developers who could still launch projects secured better construction prices and pushed for favorable contract terms, especially around change orders.

“The construction process will only succeed if led by teams who understand the project vision and have planned thoroughly.”

Fast forward to the post-COVID period and the war in Ukraine, and the tables turned. Costs soared and contractors became more selective about the projects they accepted.

In volatile markets like these, the key is not to fight the current. For instance, in Denmark, 80 percent of construction is done through general contractors. Trying to run a project in separate packages there would limit your access to just 20 percent of the market’s capacity.

On the other hand, in Italy, the construction industry is highly fragmented and dominated by family-owned firms. In that context, a general contractor model is not ideal.

A second key principle is to respect local contract norms. Even in private markets, using well-known local contract models reduces legal risk. Courts usually rule based on established case law, and deviations from standard frameworks tend to backfire.

Another important factor, especially in hospitality, office and retail projects, is the flexibility of design. You must anticipate frequent tenant-driven program changes. Projects should be structured from the beginning to accommodate those changes, minimizing impact on cost and schedule.

In summary, successful procurement depends on market alignment, local legal familiarity and early-stage design flexibility. This approach supports cost control, reduces risk and ensures your project stays adaptable.

Sustainable Development That Supports Project Goals

Sustainable development offers a real opportunity to drive real estate growth.

Environmentally responsible projects are more likely to win support from public authorities and receive permits faster. Though sustainable construction is often perceived as expensive, that’s not always true. If architects and engineers focus on efficiency and integrate clean energy sources like solar or geothermal, it’s entirely possible to build cost-effectively and operate efficiently.

The trick lies in a holistic approach. A higher upfront cost for low-carbon materials is often offset by long-term energy savings. That’s where the real ROI emerges.

What’s more, greener, low-carbon buildings appeal to investors and tenants, increasing asset value. Developers who understand this have created models that are both profitable and responsible.

Beyond the business case, there’s a deeper personal motivation. Engineers take pride not just in the structures they create, but in helping protect the environment for future generations. Since contributing to the Better Places label in 2015, the first decarbonization benchmark for shopping centers, I’ve felt more connected to this mission. I see the same commitment growing in the next generation.

Being Aligned for Delivering Long-term Value

Success is often the result of collective work, while failure tends to be blamed on individuals. But problems usually stem from earlier stages.

A strong asset starts with a well-structured program that attracts tenants and visitors, generates foot traffic and adapts to market changes. A good project integrates this into a sound design framework that is cost-effective, marketable and sustainable.

Procurement must reflect real market conditions. The construction process will only succeed if led by teams who understand the project vision and have planned thoroughly.

To align these areas, I recommend a matrix structure. Projects run vertically, while functional departments (design, construction and procurement) operate horizontally. With top management actively engaged, everyone shares accountability and has a clear stake in outcomes.

The Role of Digitalization in Real Estate Project Management

Digitalization is not an end goal. It’s a tool to optimize project delivery across all phases—design, procurement, construction and long-term management.

There are many digital tools available, but they must be chosen wisely. Each tool should solve a specific problem and deliver measurable value to project managers and investors. It’s equally important to ensure different tools integrate smoothly. Otherwise, you risk inefficiencies and mistakes.

The best digital tools adapt to project needs. For example, flexible BIM standards enhance collaboration, while rigid ones can create delays. This occurs especially in retail, where tenant changes, aging infrastructure and shifting responsibilities make up-to-date models difficult to maintain.

Digital providers still have work to do to make their solutions robust yet flexible for dynamic projects like these.

Advice for Emerging Construction Leaders

I’ve already touched on most of this, but it’s worth reinforcing: there is no universal formula for project management. It comes down to people.

As Pascal once said, “Style is the man himself.” Learn from others, draw inspiration from their stories, but don’t try to copy them. Your leadership style must be authentic, aligned with your values and personality. That authenticity is where real strength lies.