< PreviousCOVER STORY 30 AUGUST 2025 I have always believed that a founder’s journey says more about the business than any balance sheet ever can. It is, at its core, a story of restlessness, of decisions made when no one else was watching, of risks that others considered irrational. That was the undercurrent running through my conversation with Imran Farooq, the man behind Samana Developers, now one of Dubai’s top fi ve off -plan sellers and a name rapidly gaining global currency. Farooq’s story begins in 1996, long before Samana Developers became a fi xture in Dubai’s luxury residential market. What started as a career focused on operational excellence slowly evolved into something larger, more human and more purposeful. “Over the past three decades, my personal view of success has profoundly evolved,” he told me. “What began in 1996 as a drive for effi ciency and market dominance has matured into a much deeper, more holistic vision.” This shift, from corporate cog to community creator, was not abrupt, but gradual. As Farooq transitioned from leadership roles into entrepreneurship, he began to see success not as profi t, but as impact. Not as buildings, but as legacies. THE FOUNDER’S TIPPING POINT Farooq’s early career was defi ned by structure. He excelled in management, in process, in systems that others had built. But something within him stirred. “I always felt a creative friction,” he said. “A pull to do more than just execute someone else’s vision.” Eventually, that friction became a decision, to leave the comfort of the corporate world and build Samana Developers from scratch. It wasn’t a single moment, he explained, but an unshakable internal dialogue: “You’re not just a player in this game; you want to create the game itself.” With that, Samana was born, not with fanfare, but with faith. Farooq didn’t inherit a legacy; he built one. “The move was a leap of faith, built on my own vision and capital,” he said. “I had to be the strategist, the salesperson, the operations manager, and the visionary all at once.” VISION BACKED BY GRIT Farooq speaks of mentorship often as a core responsibility and not only a box to tick. His most repeated lesson is deceptively simple: start. Take action. Execute relentlessly. “Ambition is the spark, but action is the fuel,” he said. “A brilliant idea is worth very little without the grit to execute it.” His path from broker to developer wasn’t linear, but he didn’t wait for perfect conditions. Samana Barari Lagoons Rather, he signed the fi rst land deal, launched the fi rst concept, and when others doubted the marketability of private pool apartments, he trusted his team’s instinct. “Don’t wait for perfect conditions. Learn to start with what you have. Iterate, and adapt,” he said. “True leadership isn’t just about strategy; it’s about taking the fi rst, second, and hundredth step.” 37 Number of projects launched so far CW_Aug2025_28-33_Cover Story Samana_13671181.indd 3001/08/2025 14:30PARTNER CONTENT AUGUST 2025 31 Integrity, he added, is non-negotiable. In an industry fuelled by risk, Farooq sees trust as the most valuable currency. “When you build a business on honesty, transparency, and consistently delivering on your promises, you build a reputation that is more valuable than any project.” SCALING WITH PURPOSE Today, Samana is ranked among Dubai’s top fi ve off -plan sellers, a feat made possible not only by scale alone, but by an internal culture Farooq calls “disciplined agility.” “This isn’t just about being fast; it’s about being fast and smart,” he said. At the heart of it is decentralised decision-making. Small, empowered teams, rapid execution, all backed by meticulous planning and fi nancial discipline. Farooq’s mantra—“On Time, Every Time”—is a promise more than it is a tagline. It essentially governs everything from escrow management to contractor coordination. “Every fast decision is backed by deep market research and a clear understanding of our long-term vision.” So it’s not growth for growth’s sake, but growth rooted in consistency and one reinforced by investor trust. Eighty-six per cent of Samana’s sales today come from international buyers, a statistic Farooq shares with quiet pride. Ambition is the spark, but action is the fuel. Don’t wait for perfect conditions. Instead, learn to start with what you have” BUILDING BEYOND THE BLUEPRINT With success has come new challenges and new solutions. As Samana’s launch schedule accelerated, Farooq made the decision to bring contracting and architectural design in-house. “It was a proactive response to the very challenges that come with exceptional growth,” he explained. “By establishing our own contracting arm, we’ve taken control of our destiny.” At a time when developers scramble for scarce construction resources, Farooq moved to secure his own. But this wasn’t just about timelines; it was about design integrity. Samana’s hallmark Billiards room at Samana Sky Views Samana Barari Heights CW_Aug2025_28-33_Cover Story Samana_13671181.indd 3101/08/2025 14:31COVER STORY 32 AUGUST 2025 While a leader manages and guides, a founder endures, innovates, and takes ultimate responsibility for the creation of a company and its mission” CW_Aug2025_28-33_Cover Story Samana_13671181.indd 3201/08/2025 14:31PARTNER CONTENT AUGUST 2025 33 concepts, like resort-style living and private pool apartments, require precision that external contractors couldn’t always guarantee. “A traditional developer-contractor relationship is transactional,” he said. “By bringing these functions in-house, our architects, designers, and builders are all part of one unifi ed team.” This vertical integration also allows bold ideas to be assessed for feasibility from the outset. “Our designers and contractors collaborate from the beginning,” he said. “That synergy protects our margins and ensures our boldest concepts are practical to build.” PEOPLE BEHIND THE PROCESS The restructuring wasn’t cosmetic; it was foundational. Samana’s in-house design studio is now fi lled with what Farooq describes as “visionaries who understand our resort-style living philosophy.” These architects work side by side with construction experts, ensuring every creative fl ourish can stand on solid ground. “Our contracting arm is the engine that makes our launch schedule possible,” he added. “We’ve brought in seasoned engineers and project managers with decades of experience in the UAE.” The goal is not just operational effi ciency but long-term resilience. And that, Farooq believes, can only happen if you have the right people in the right place, people who are all given the freedom to innovate. A SYMBOL AND A STARTING POINT Among dozens of developments, there is one project that Farooq is especially sentimental about: Samana Greens. “In many ways, Samana Greens is not just a building; it’s a symbol of our journey,” he said. “It represents the courage to start, the perseverance to overcome obstacles, and the fulfi lment of seeing a vision become a reality.” It was also the springboard that enabled bolder concepts, faster launches, and the integrated model Samana is now executing with precision. “It’s the project that laid the groundwork for everything we’ve become today, and for that, it will always hold a special place in my heart.” WHAT’S NEXT? When asked to describe Samana in three words today, Farooq answered: “Innovative, agile, trusted.” By 2030, he hopes those words evolve into “Visionary, global, enduring.” Those aren’t empty ambitions. With projects like Samana Ocean Views in the Maldives and a new $600 million (AED2.2 billion) international collaboration with Elie Saab, the foundations are already being laid. Farooq’s vision extends well beyond real estate. His proudest achievements, he says, include his family and his company’s social impact work, from endowment funding for hospitals to women’s empowerment programmes. “It’s about cultivating a legacy of character and integrity that extends far beyond fi nancial wealth,” he said. In the end, Imran Farooq’s vision remains complex. He’s building permanence on the skyline and in the values that will outlast it. $600MN Total value of Samana Developers’ collaboration with Elie Saab Pool area at Samana Ocean Bay Living room interiors at Samana Park Ville Three-bedroom apartment at Samana Barari Lagoons CW_Aug2025_28-33_Cover Story Samana_13671181.indd 3301/08/2025 14:31CONSTRUCTION SAFETY 34 AUGUST 2025 In the 1960s and 1970s, foreign contractors in Saudi Arabia often applied international best practices in construction safety, drawing from standards set by bodies such as the ILO, ISO, OSHA, and ANSI. However, local safety regulations were minimal. The kingdom’s fi rst formal step came with the Labour and Workman Law of 1969 (Royal Decree No. M/21 of 1969), which off ered only basic protections under general labour provisions. A more structured approach to health, safety, and environmental (HSE) regulation emerged in the early 2000s. This marked a turning point with codifi ed standards, a state audit regime, technical safety frameworks, clearer contractual responsibilities between employers and contractors, and climate-specifi c safety measures. Key regulatory milestones since then include: • Labour Law (Royal Decree No. M/51, 2005) • Saudi Contractors Authority (established in 2015) • Civil Transactions Law (2023) • Saudi Building Code (revised in 2024) • Operational Safety and Health framework by the Ministry of Human Resources and Social Development (HRSD) (2018–2024 and continuing) These developments are in part driven by Saudi Arabia’s construction boom, bold gigaprojects and RISK, REFORM, AND RESPONSIBILITY Norton Rose Fulbright unpacks how evolving safety regulations are reshaping Saudi Arabia’s construction landscape in line with Vision 2030 Vision 2030 strategy, creating demand for more advanced and future-focused regulations. SAUDI LABOUR LAWS Saudi labour laws require a safe working environment on-site to minimise physical hazards and health risks. Employers must provide safety training, personal protective equipment (PPE), and implement eff ective safety protocols as standard practice. SAUDI BUILDING CODE (SBC) First introduced over 20 years ago and most recently updated in 2018 and 2024, the SBC is the backbone of modern construction safety in the kingdom. The SBC addresses core disciplines such as structural and seismic safety (SBC 301), fi re protection and life safety (SBC 801), electrical systems (SBC 401), mechanical systems (SBC 501) and plumbing (SBC 701). Managed by the SBC National Committee (SBC Centre), the SBC ensures compliance and fosters consistent construction practices across the industry. Understanding and applying the SBC is now essential for project approval, regulatory compliance, and risk management. Words by Aarti Thadani, Partner; Ahmed Bobat, Counsel; and Sergey Avakyan, Senior Associate As Saudi Arabia develops its construction sector, the evolving HSE regulatory framework refl ects its commitment to protecting workers and promoting sustainable development” CW_Aug2025_34-35_Construction Safety_13667255.indd 3428/07/2025 19:41CONSTRUCTION SAFETY AUGUST 2025 35 Aarti Thadani, Partner, Norton Rose FulbrightAhmed Bobat, Counsel, Norton Rose FulbrightSergey Avakyan, Senior Associate, Norton Rose Fulbright Saudi labour laws require a safe working environment on-site to minimise physical hazards OCCUPATIONAL SAFETY AND HEALTH (OSH) FRAMEWORK Since 2018, the kingdom has introduced OSH measures targeting high-risk sectors like construction to raise standards, align with global norms, and promote a proactive safety culture. OSH MANAGEMENT REGULATION (2018) This regulation applies to all businesses with 50+ employees and introduces a tiered risk classifi cation system: low, medium (including construction), and high risk. Construction employers must establish written OSH policies, engage workers in risk prevention, deliver regular safety training and maintain safety documentation. The focus is on prevention, emergency readiness, audits, and contractor compliance, with violations penalised under Labour Law to reinforce accountability and a safety-fi rst approach. NATIONAL POLICY ON OSH (2021) This policy off ers a strategic framework to improve workplace safety, especially in construction, by shifting from reactive to preventive approaches. It emphasises updated regulations, risk-based planning, training, and performance monitoring. It also established a National OSH Council for cross-agency coordination and a data system for evidence-based policymaking, all closely aligned with Vision 2030 objectives. GUIDELINES FOR PREVENTING SUN AND HEAT STRESS (2021) Given the extreme climate, these guidelines are crucial for outdoor labour-intensive sectors. They set out enforceable protocols, including mandatory hydration and shaded rest breaks, adjusted work hours during peak heat, heat index monitoring, emergency response plans, and awareness training. GOSI SAFETY GUIDELINES GOSI issues safety guidelines focused on accident prevention. Employers must enforce safety measures, report incidents promptly, and maintain ongoing compliance. CIVIL TRANSACTIONS LAW (2023) An important milestone, this law introduces provisions that hold contractors and employers legally accountable for safety compliance. Key features include vicarious liability for safety violations; decennial liability—10 years— for hidden structural defects, duty of good faith in safety cooperation, and Judicial discretion to adjust contractual penalties based on actual harm. By integrating safety into contractual obligations, the law raises the legal stakes for non-compliance. FINAL THOUGHTS As Saudi Arabia develops its construction sector, the evolving HSE regulatory framework refl ects its commitment to protecting workers and promoting sustainable development. For construction professionals, navigating these frameworks is now essential. Compliance not only reduces legal and fi nancial risk but also boosts project effi ciency, worker morale, and corporate reputation. With gigaprojects setting the pace for industry transformation, a culture of safety is critical to long-term success. Embracing these evolving regulations as strategic enablers, rather than burdens, can position companies at the forefront of a market, where safety, quality, and innovation are inseparable pillars of a new industry standard. 2018 The OSH Management Regulation was introduced in this year CW_Aug2025_34-35_Construction Safety_13667255.indd 3528/07/2025 19:42LEISURE AND ENTERTAINMENT 36 AUGUST 2025 INSIDE THE WORLD OF SQUID GAME: HOW SET DESIGN DRIVES THE NARRATIVE Beyond the gripping plot, Squid Game stands out for its architectural brilliance and immersive set design, bringing the show’s deeper themes to life W ords by Pranati Y ekula CW_Aug2025_36-39_Squid Game_13663727.indd 3602/08/2025 20:44LEISURE AND ENTERTAINMENT AUGUST 2025 37 “We are not horses, we are humans. And humans are…” — these fi nal words from Player 456 (played by Lee Jung-jae) marked a powerful end to Netfl ix’s global phenomenon, Squid Game. While the line is loaded with emotion and meaning, much of its weight is carried visually through the show’s striking set design and architectural choices. From surreal colour palettes to disorienting spatial layouts, Squid Game captivated audiences not just with its narrative, but through a carefully constructed world that evoked nostalgia, fear, and helplessness, all at once. At the heart of this immersive experience was Production Designer Chae Kyung-sun, the creative force who translated psychological tension into physical space. Throughout the series, recurring visual themes draw heavily from Soviet Constructivist architecture of the 1920s, with geometric forms, stark materials like glass, steel, and concrete, and a deliberate absence of ornamentation. This cold, functional aesthetic amplifi ed the prison-like atmosphere and mirrored the players’ internal despair. CW_Aug2025_36-39_Squid Game_13663727.indd 3702/08/2025 20:58LEISURE AND ENTERTAINMENT 38 AUGUST 2025 One can also interpret this style as a nod to Totalitarian Modernism, symbolising the guards’ and VIPs’ absolute control over the players who are driven by poverty and desperation, manipulated by the promise of wealth in exchange for playing the deadly games. This dehumanisation is reinforced visually, beginning with the players’ stacked bunk beds, which Kyung-sun intentionally designed to resemble a warehouse. This setup, she noted, was to signify how the players were viewed as mere objects. The ladders connecting the beds metaphorically represent the societal climb; competition, struggle, and the erosion of community. Furthermore, the bed arrangement also mirrors a colosseum, foreshadowing inevitable violence in the open central space. The doll, with its giant schoolgirl appearance and camera-fi lled eyes, exaggerated the players’ helplessness. Positioned against a leafl ess tree (replacing a utility pole), the game setting took cues from René Magritte’s Empire of Light, a dreamlike painting of daylight cloaking a night scene, refl ecting the confl icted psyches of the contestants. The size of both the doll, and the tree once again made the players look small and insignifi cant. One of the show’s most iconic visuals, the labyrinthine staircase in Pepto-Bismol pink was inspired by M.C. Escher’s Relativity and Spanish architect Ricardo Bofi ll’s work. These gravity-defying, maze-like interiors sparked both curiosity and fear, luring players deeper into a world where rules no longer apply. Bridges also play a recurring symbolic role across the seasons. Inspired by Seoul’s Han River Bridge and various tunnels, the narrow, elongated structures restrict mobility and CW_Aug2025_36-39_Squid Game_13663727.indd 3802/08/2025 20:59LEISURE AND ENTERTAINMENT AUGUST 2025 39 amplify the survivalist stakes. In the fi nal game, Kyung-sun drew from the Mobius strip, with curving, narrow staircases symbolising the inescapable cycle of life and death, leading players toward their fate while VIPs observed in comfort. Kyung-sun’s careful attention to symbolic cues continued in the VIP lounge, where she replaced black tiles with white ones, evoking the ocean and reinforcing the show’s island setting. This contrasted with the forest-themed VIP masks and décor, highlighting the disconnect between those who belonged to the land and those who came merely to spectate. Kyung-sun cleverly juxtaposes hyperreality with colour to disorient both players and audience. A recurring visual cue is that the more vibrant and childish the environment appears, the more lethal the game tends to be. This irony creates emotional tension, the innocence of a school playground or Korean-style neighbourhood setting makes each death feel even more tragic. The ‘hide-and-seek’ set revisited the aesthetics of the Season 1 ‘marbles’ game, once again resembling a traditional Korean residential neighbourhood. Nostalgia lulled players into brief comfort before chaos ensued. The star-fi lled sky, off ering no place to hide, intensifi ed the desperation. Each room had child-like drawings on the walls, which, at fi rst glance, felt dreamy, but upon closer look, told darker stories. In the room where Player 222 (played by Jo Yu-ri) gives birth, sea drawings evoke amniotic fl uid and life. In another, where Player 149 (played by Kang Ae-shim) kills her son, rainbows and a white butterfl y appear, symbols in Korean culture of the death of a loved one. Chae Kyung-sun’s meticulous integration of architecture, symbolism, and colour created more than a visual experience, it became a powerful storytelling device. Through her vision, the sets became an extension of the players’ emotions, anxieties, and ultimately, their humanity. Returning to Player 456’s fi nal line, Squid Game’s production design made one thing clear: while the players may have been treated as pawns in a brutal game, stripped of dignity and autonomy, they remained human. The architecture refl ected that tension between objectifi cation and emotion, spectacle and suff ering. And in doing so, it reminded us that even in the most controlled environments, the human spirit still fi ghts to be seen. CW_Aug2025_36-39_Squid Game_13663727.indd 3928/07/2025 19:46Next >