Our work
Three projects, three roles, measured outcomes.
Three projects that show how we work. Neil Mowat led each of them in an earlier role; the approach is the one Flow brings to every commission.
New Ahmadi Hospital, Kuwait Oil Company – USD 350 million
Led by Neil Mowat as Senior Project Manager and Client’s Representative, WorleyParsons, 2012–2014.
Context. A 300-bed hospital, already under construction, with an outdated design and a 50-strong client-side team working as separate functions.
Problem. Hospital programmes in Kuwait at the time were suffering serious delay and overrun, and this one carried a backlog of unresolved variations and technical issues.
What we did. Rebuilt the project management team as one unit across site supervision, HSE, QA/QC, commercial, planning and design. Led the architectural and engineering re-design of room layouts, ELV and medical systems. Procured five medical equipment packages within the main contract, through provisional sums worth about a quarter of the contract value, rather than as a separate late procurement, the first time the approach was used in Kuwait.
Outcome. Recognised in Kuwait as the only hospital project without significant delay or cost overrun; the principal representative of the Ministry of Public Works cited it as an example of how hospital projects should be delivered. More than 400 technical issues negotiated and more than 200 variations closed out. Seven million working hours without a lost-time injury.
Gateway, Dubai – USD 550 million
Design delivery led by Neil Mowat as Senior Project Manager – Design, Atkins, for design-and-build contractor Taisei, 2006–2009.
Context. A development designed to LEED Silver, with a built-up area of more than 500,000 sq m: a 48-storey serviced apartment and hotel tower and two office towers of 47 and 58 storeys above a 14-storey podium containing 4,500 car parking spaces and a monorail depot and station.
Problem. Two clients, three interior design teams and more than thirty specialist sub-consultants, all needing to move at fast-track pace.
What we did. Broke the project into elements, gave each a dedicated sub-team, and ran one management team across the whole. Negotiated the consultancy agreement and a series of significant variations. Piling started five months after design began.
Outcome. A design organisation of more than 100 staff, peaking at 250, kept aligned as the brief changed and through the 2008 financial crisis, with USD 23 million of design fees managed profitably.
Raffles Hotel and Residences, Jeddah Corniche – USD 350 million
Led by Neil Mowat as Senior Project Director (Development), Gemstone Real Estate Development, 2014–2015.
Context. A 162,000 sq m development: a 24-storey hotel tower of more than 180 keys and a 53-storey residence tower of 188 keys above a ten-level parking and back-of-house podium, with a 600-capacity ballroom, spa, F&B outlets, a rooftop restaurant and 3,075 sq m of retail.
Problem. A stalled scheme with a demoralised design team, a sceptical board, and a site with no reliable water supply and no sewerage.
What we did. Led a revenue-driven redesign of space planning, with genuine value engineering rather than cost-cutting. Integrated sewage and water treatment plants into the design. Built working relationships with the Jeddah authorities that improved the scheme’s interface with surrounding infrastructure.
Outcome. USD 35 million of additional project value and board approval to revive the project, which opened in 2026.
Starting a project, or rescuing one?
If a project has not started and you want it set up so that it does not go wrong, or it has already gone wrong and needs an honest read, we would like to hear from you.
