Cian Farah, group director at ECC Group: Each week, My Morning Routine looks at how a successful member of the community starts their day — and then throws in a couple of random business questions just for fun. Speaking to us this week is Cian Farah, group director at Engineering Contracting Company (ECC) Group. Edited excerpts from our conversation:

My name is Cian Farah. I'm a member of the board of directors of ECC Group. My background is primarily in real estate development and asset management, and I’ve been in the UAE since 2014.

I initially had no intention of going into this industry. My brothers are civil engineers; I wanted to go into advertising. But in my final year of university, I found myself drawn to real estate and pursued a master's in it. I started my career in the post-financial crisis period, which shaped a lot of my thinking.

In 1975, two ambitious engineers, Mr Hatem Farah and Mr Khodr Aldah, set off to start ECC. They followed an ethos that still runs through the group today: quality, deliverability, and customer service over profitability. Growth has always been organic, deliberate, and cautious. Abanos started in a warehouse because of an internal need. United Masters came from an engineer in-house with a vision for a mechanical, electrical, and plumbing (MEP) division. DesertBoard’s inception was in the late '90s. It took almost a decade of trial and error before finding the right formula, then came the challenge of funding.

Staying close to the core of construction and development has been key to the group's success. Even DesertBoard, which is technically a manufacturing business, is trying to disrupt construction and design with its [environmentally-friendly] products. We also have a small facilities management business, and a steel and aluminum division — all vertically integrated around our core. The group has also maintained a family ethos. Even as we introduce institutional controls, we remain committed to that culture. During downturns, there’s a clear effort to retain staff rather than resort to mass layoffs.

I think second-gen family business leaders face two challenges: following the patriarch and getting stuck in “your” part of the business. I want to step back and take more of a bird’s-eye view, applying my skillset across the organization instead of just being buried in operations.

We’re working through that as a family. Right now, we’re having some honest conversations and figuring out where each of us adds the most value, being less defensive about our territories, and creating a more unified leadership structure. That means letting go of a bit of operational control and giving younger team members a chance to step into leadership. It's a healthy, necessary shift.

My main focus has been on Aurora Real Estate Development — [ECC’s real estate development arm] — which I helped build when I arrived in the UAE in 2014. It's a relatively small team, so that's where a lot of my attention goes. I also work closely with ECC Fitout and Construction and am heavily involved with our CFO on financial arrangements and alternative investment strategy. On DesertBoard, my focus is primarily financial.

I see two exciting shifts in the market. One is prefabrication and pod construction. These methods are big in Europe and Asia and are gaining traction here. The UAE still benefits from relatively lower costs, so adoption has been slower than in places like North America or Canada. But it’s coming.

The other is sustainability. Driven by regulation and consumer awareness, it’s increasingly top of mind. People want to know how their homes are built, what materials were used, what the utility bills might be. ESG isn’t just about materials anymore; it’s about the whole process. AI is also creating major shifts, especially in design. You can now generate plans and renders with the click of a button. While quality control is still essential, the pace of early-stage work has been transformed.

My mornings are pretty structured now. In the last year, I've become more self-aware about routines. I keep my phone out of the bedroom and wake up using a Hatch — a sunrise simulator with birdsong. My daughter usually wakes up around the same time, between 6:15 and 6:30am. We have breakfast together, and I avoid using my phone during that time. Then I do 10 minutes of breathwork in the garden, followed by 10 minutes of stretching. I get ready and only pick up my phone just before leaving the house. We drive to school together, sing songs, and avoid phone calls. Once I drop her off, I head into the day.

I always start with a short priority list, only what absolutely needs to be done that day. From 8:30 to 9:15am, I keep an open-door policy. Colleagues can pop in for quick chats. After that, I usually spend time with the chairman and CFO until around 10, when my formal meetings start. I stack meetings until lunch, then head to the gym and grab a bite. I’m back at my desk by 3pm for more meetings until 5pm. After that, I try to wrap up, keep the last 30 minutes flexible, and head home by 5:30 to do bath and bedtime with the kids. If the day’s particularly packed, I sometimes book a driver so I can work on the way home.

Work-life balance is something I've definitely had to work on. With today’s connectivity, it's hard to switch off. Most people are responsible and want to give their all, but it’s easy to slip into “always on” mode. That’s not sustainable.

For me, that balance includes physical and mental wellness: gym, breathwork, meditation. But I also have some more unconventional hobbies. I play the drums weekly with a band and enjoy a bit of DJing at home, just in the bedroom, headphones on, mixing a bit. It’s actually very therapeutic. My wife and I also unwind with walks, cards, or a series in the evening. I try not to bring devices into the bedroom and will either chat with her or read a bit before bed.

Surrounded by Idiots by Thomas Erikson had a big impact on me. It helped me understand how different personality types affect behavior at work and at home. That understanding changed how I perceive situations and interact with others. I also found The Jakarta Method fascinating, though a bit controversial. I’m currently reading The Making of the Modern Middle East.

On a personal level, my focus is my kids. I came to parenthood later in life, and I don’t take that for granted. I structure my days to spend time with them in the mornings and evenings, and keep weekends open. That time is irreplaceable. I also prioritize health: regular exercise, decent food, annual checkups.

Professionally, I’m trying to stay clear-eyed. The market in the UAE is fantastic right now. But I’ve been through cycles before. We’re capitalizing on the opportunities, yes, but we’re also looking at future risks. Is the client a good payer? Are we tracking payments and claims? Are we overexposed? That kind of risk mitigation work is as important as chasing growth. Because the cycle always turns.

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