Behind The Blueprint: How PRD Shapes The GCC’S Biggest Developments

A CANDID CONVERSATION WITH THE MANAGEMENT OF PRD SURVEY SERVICES — ON ACCURACY, ETHICS, AND THE UNSEEN BACKBONE OF REAL ESTATE.

Gerard Gabriel, Managing Director, PRD Survey Services

For those unfamiliar, what exactly does PRD do?

PRD is a real estate services company established in Dubai in 2010 by the Founder and CEO, Mr Damian Dooley. We work with major developers across the UAE, Bahrain, and Saudi Arabia to quantify sellable areas, prepare off‑plan registration documents, advise on subdivision and titling, conduct as‑ built surveys during construction, and complete final surveys so title deeds can be issued accurately.

At what stage do developers usually approach you?

Usually after acquiring the plot and starting early concept designs. We review those designs and advise on subdivision, titling, and layout adjustments to ensure the project can be registered correctly. In some cases, developers consult us even before purchasing a plot.

How do you determine sellable areas? Are there fixed standards?

Standards differ by jurisdiction. Dubai, Abu Dhabi, Bahrain, and Saudi Arabia each have their own measurement rules. We follow the exact standards set by the authorities — what’s included, excluded, and how boundaries are measured. These details are crucial for accuracy and credibility.

What happens when a developer tries to push boundaries or act “greedy”?

It happens. But we maintain strict ethics. We’re registered with the Dubai Land Department, and our license depends on compliance. If a developer insists on something unethical or outside the standards, we simply don’t work with them.

Developers pay you, but your loyalty is to the authorities and investors. How does that work?

Developers hire us, but our responsibility is to the authorities and the integrity of the market. If we compromise standards, our license can be suspended. So we follow the rules, we aim to achieve the developer’s goals for their project within the permissible parameters in compliance with the authorities’ regulations.

Can developers change things during construction after registration?

Yes, but changes must be re‑ submitted through an off‑plan amendment. At final survey, we compare the built structure to the registered drawings. If discrepancies exceed 5%, the developer and investor must resolve it — either through compensation or withdrawal.

How accurate is your final survey work?

Extremely accurate. We use advanced laser‑scanning technology that captures every millimeter. It eliminates guesswork and ensures the final registered areas reflect reality.

Where does PRD stand in the market compared to competitors?

We believe we’re the number one land survey services company in the GCC. We’re not the cheapest — we deliver higher expertise, accuracy, and professionalism.

Why don’t you work much with small developers?

Smaller developers often have limited budgets, tight timelines, and less experience. They require more hand‑holding for lower fees, which isn’t sustainable for us.

What commitment do you have toward end‑users and investors?

Accuracy. Every registration we submit must be correct. It protects Dubai’s reputation, our reputation, and ensures buyers get exactly what they paid for.

How do your numbers affect service charges?

We register both sellable and common areas. Owners’ associations use our data to calculate service charges. If areas are wrong, service charges become inaccurate — so our work directly impacts fairness.

Why do some communities still complain about high service charges?

It depends on the developer’s positioning. Luxury projects naturally have higher maintenance costs. Many investors come from markets where service charges don’t exist, so expectations differ.

What was PRD’s lowest point?

COVID. Clients delayed payments, asked for discounts, and projects slowed. We still had salaries, rent, and insurance to pay. We had to let some staff go, but we survived by adapting quickly.

What’s one thing PRD still wants to improve?

Wider adoption of advanced technology across the industry. We’ve invested heavily in laser scanning and BIM‑based workflows, but authorities and some developers still rely on outdated methods.

With the market booming again, does it excite you or worry you?

It excites us. Dubai always reinvents itself. The GCC — especially Saudi’s Giga projects — is full of opportunity. It’s a great time to be in this region.

Stephen Horner, Executive Director, PRD Survey Services

You come from a community management background. How does that help you in an operations role at PRD?

Community management is actually complementary to what PRD does. Community managers deal with the end result of every decision made by developers, architects, designers, and lawyers. By joining PRD, I bring that end‑user perspective into the early stages of title structuring and subdivision. It helps ensure communities function smoothly, costs are allocated correctly, and conflicts are minimized. Having someone who understands how people live in these communities adds value to the technical work PRD delivers.

How different is dealing with communities versus dealing with developers?

The scale is different, but the principle is the same — it’s still about people. In community management, you deal with thousands of residents. At PRD, we deal with developers, their clients, and government authorities. Everyone ultimately wants the same thing: a successful, well‑- functioning community. My role is to keep that end goal in mind.

Where do you see yourself — and PRD — in the next 10 years?

PRD is in a strong position. We’ve built a solid reputation and strong client relationships. With new technologies emerging — from advanced surveying tools to AI — the industry is going to change dramatically. If we stay at the forefront, there’s huge potential for growth across the UAE and the wider GCC, especially with the scale of development happening in Saudi Arabia. Personally, I’m not ready to hand back my one‑way ticket. There’s a lot more to contribute.

Do you miss the community management sector?

I wouldn’t say I miss it. I’m still in a related field where my experience is useful. Community management is a tough, often thankless job — you know you’ve done well when nobody complains. It’s stressful and can be a 24‑hour responsibility, especially during emergencies. My role at PRD is more advisory and strategic. I’m not wading through floodwater at 2 a.m. anymore. But I still think about my former colleagues and how the work we do here can make their lives easier.

Kenneth Hilton, Executive Director of Projects, PRD Survey Services

Tell us about your background and how it shaped your role at PRD.

I’m a land surveyor by training and a spatial data specialist by education. My degree covered land surveying, land administration, GIS, geodesy — everything related to spatial data and how we model and record it. I spent five years in Australia training as a cadastral surveyor, working within a very mature land‑title system. The last 18 years in Dubai have been about adapting that knowledge to a fast‑evolving market. That combination is what shaped PRD’s technical foundation.

Dubai’s system is inspired by Australia’s. How similar are they?

They’re not the same. Australia’s system is deeply rooted in legislation and has evolved over more than a century. Dubai and the GCC adopted the core structure, but because these markets are young and dynamic, the system is constantly being adapted. Here, we can refine processes quickly without waiting years for new laws. That flexibility is powerful — but it also brings challenges.

Is this constant evolution good news or bad news for you?

Both. It’s good because we can solve problems immediately with the Land Department. If something doesn’t work, we propose a solution and adjust the system. But changes driven by developers, owners, or cost modelers can sometimes complicate things — especially around volumetric systems and ownership structures. It’s manageable, but it requires constant coordination.

How do you manage such massive amounts of data?

The physical data sits on servers with multiple backups. No one keeps everything in their head. We have a strong hierarchy — project managers, team leaders, senior drafting staff — each handling different layers of detail. I focus on the high‑level industry issues, not the day‑to‑day numbers.

Have regulatory changes ever completely blocked your work?

Not last‑minute changes, but legacy issues are a challenge. Early registrations were done under older interpretations of the system. Now, when those buildings return for updates, the current rules don’t match what was done 15 years ago. Hotels are the biggest example — older methods allowed them to own shared spaces that today must be common areas. Changing that affects valuations, mortgages, and operations. The Land Department works with us to find middle ground rather than forcing outcomes that harm stakeholders.

When a buyer purchases an entire floor, how does titling work?

It depends on how the developer structured the initial sales. If the floor was subdivided into 10 units, the buyer may receive 10 title deeds. If it was registered as one full‑floor title, the Land Department can register individual Ejari leases over portions of that single title. If the buyer wants simplicity, they can amalgamate multiple titles into one before leasing. Flexibility exists — but it depends on how the project was originally registered.

What would make this process easier?

Allowing volumetric subdivisions more broadly. A volumetric title gives investors flexibility to lease, subdivide, or reconfigure without constantly amending titles. DIFC still allows this system for all user groups. Extending that flexibility across Dubai would simplify commercial ownership and leasing significantly.

How far is AI from replacing parts of the survey process?

AI won’t replace physical surveying anytime soon. But after the survey, AI already helps. When we overlay point‑cloud scans onto architectural plans, AI can detect differences instantly — missing walls, shifted doors, incorrect dimensions. It speeds up reporting and reduces disputes with contractors. But it still needs human oversight. If the alignment is wrong, AI will produce wrong results. The human check remains essential.

How do you maintain trust when AI can make mistakes?

By controlling how we use it. AI processes the data, but humans validate the alignment and interpretation. Clients trust the results because instead of 10 measurements, they see millions of data points confirming the same conclusion. The volume of evidence strengthens credibility.

How do you handle legacy buildings with no available data?

We rebuild them digitally. Using scanning technology, we capture millions — sometimes billions — of points and convert them into accurate 3D models. These digital twins support title updates, FM systems, refurbishments, and regulatory approvals. It’s an evolution of our core work, and it’s becoming essential as older buildings age and documentation disappears.