A Feat Of Engineering

After sailing through the COVID-19 storm, Fares Nassif, Founder and CEO at DEP Partners, is bullish about the future as the world of engineering and construction continues to bounce back.

What key decisions and strategies have shaped DEP’s journey to success?

The engineering consultancy business is full of competition, so in order to really distinguish ourselves we developed several strategies that have become determining factors in our success. In addition, we took the decision to involve our engineers not only the technical side of the business, but in financial incentive plans too. Furthermore, we rose above traditional methods by investing in advanced engineering technologies and simulations. Last but not least, we embarked on a challenging marketing plan that enabled us to win airport projects that are, in fact, the most complex in engineering. Combined, all these factors have contributed to the success of DEP, as it is known today.

How did COVID-19 impact your business?

The impact of COVID-19 was hardly felt within the company’s operations because our research and development department had already created engineering solutions that enabled us to work remotely, without losing any sense of coordination or unity amongst ourselves. Most of our clients are from overseas, and while they were all impacted by the pandemic in some form, they were each affected at different times, so we remained operational and busy throughout. From the COVID-19 experience, we have learned that we are able to generate business in challenging international circumstances.

How do you use and promote sustainable design practices in your projects?

Sustainable design involves the consideration of all environmental, social, and economic parameters, and is nowadays a key factor in investors receiving a fast return on investment. Our sustainable design solutions seek to reduce negative impacts on the environment and enhance the health and comfort of building occupants, by improving technical performance and reducing

bill ratios. We strive to provide the most economical solutions to our clients. These solutions include project orientation vis-à-vis prevailing wind and solar exposure, and we carefully consider building materials, water consumption, and used water recycling. We also focus on renewable energies, air conditioning and noise cancellation, and smart systems that eliminate energy waste. With lifestyle and wellbeing in mind, our research has led to the best use of wind currents and landscape effects, by enriching the useful space with oxygen and good smells.

What business trends do you foresee in your sector post-COVID-19?

At DEP, we believe all economic sectors will shift back to normal very soon. In fact, some have already done so. Our business is correlated to worldwide operations and growth, particularly in the sectors of energy, industry, health, infrastructure, travel, and others, which make up most of our everyday interests. From now on, in order to mitigate future disruption within this growing business, the engineering industry will integrate smart operational solutions based on the acquisition and implementation of intelligent data.

What is the most iconic or memorable project that DEP has delivered?

The most iconic project that we ever produced was the airport operational management center in 2006. That project was based on integrating aircraft, passenger, and baggage operations, and while there were already some advanced systems available at the time, we were able to add great value. We integrated flight information systems, passenger registrations, and baggage into big data; we introduced a design performance script that formulated this data, and we came up with a total airport management solution that saved a lot of money and time. Today, 15 years later, the philosophy of our solution has been complemented by the Internet of Business (IOB).

What advice would you give to the new generation of professionals in your field? What is the recipe for success?

My advice to young engineers and technicians today is to shift their studies towards aviation, since transportation has grown steadily throughout the years and has always been a winning financial investment. Global industry forecasts indicate that the six billion passengers who fly around the world today will grow to 13 billion in 2035, while airport and air traffic volumes are expected to double in 10 years. Against this backdrop of growth, the world has a shortage in airport engineering, and that shortage will remain for the next decade, as demand is much higher than supply.

How do you see the future of engineering and construction? And how can young engineers develop successful careers in the sector? Knowledge and perseverance are vital to success. School and university diplomas are necessary but not sufficient; the earlier engineers get involved in real engineering processes, the easier their entry into the industry will be. Engineers need to assimilate revolutionary software and simulators, get acquainted with standards and codes, and gain a deep understanding of design concepts.

With skilled workers in place, the future of the sector is bright: engineering and construction are essential to everyday life, opportunities are plentiful, and the threats are minimal. That said, competition will always exist, so industry players must continue to innovate and work hard to stay ahead of the curve.

“The most iconic project that we ever produced was the airport operational management center in 2006.”