Leading Large-Scale Projects: A Conversation with Derek Maguire
Project Director, Derek Maguire, on Managing Teams and Delivering Complex Structural Works in Dubai
14 April 2025
After two years away from ISG Middle East, Derek Maguire rejoined the business in August 2024, bringing his extensive expertise and leadership back to the region. Having initially joined ISG in 2014 as a Construction Manager, Derek steadily climbed the ranks, gaining invaluable experience in delivering high-profile projects. Now a Project Director, he is leading a major structural development for a prominent developer on Palm Jumeirah in Dubai—one of the most ambitious projects of his career.
With years of experience in the construction industry, both in the Ireland and the Middle East, Derek has developed a leadership style focused on empowering his team, promoting collaboration, and delivering complex projects. During his time in Ireland, Derek worked on large-scale developments, including a major commercial office project spanning two six-story buildings and totaling 34,000m² as well as a large-scale data center project, further refining his expertise in managing high-value, technically complex builds. He now brings this experience back to ISG Middle East, applying his knowledge and leadership to some of the region’s most ambitious projects.
We sat down with him to discuss his approach to managing large-scale developments, keeping teams motivated, and ensuring success on some of the region’s most complex projects.
What drives your enthusiasm for leadership and building a strong team dynamic?
I’ve always been passionate about seeing a project come to life, from concept to completion. But beyond the physical structures we build, it’s about the people who make it happen. Construction is a team effort, and I believe that fostering a supportive, collaborative environment is crucial to achieving great results.
Coming back to ISG Middle East after two years in Ireland, I immediately saw how much the team had grown and evolved. It reaffirmed my belief that when you create the right environment—one where people feel valued, supported, and challenged—they’re more likely to stay engaged and deliver their best work.
What leadership strategies do you use to keep teams motivated on large-scale projects?
Empowerment is key. When people feel trusted to make decisions, they take ownership of their work and push themselves to achieve more. I always encourage my team to think independently and take initiative—whether they’re just starting out or have years of experience under their belt.
A large-scale project, like the one we’re currently delivering on Palm Jumeirah, can be physically and mentally demanding. It’s essential to maintain a sense of perspective and remind the team of the bigger picture. Regular check-ins, mentorship, and open communication all help ensure that everyone feels supported throughout the project’s lifecycle.
During my time in Ireland, I led teams on projects that required intense coordination across multiple disciplines. One example was a mega-scale commercial office development, where maintaining team motivation over an extended build period was crucial. I’ve brought those lessons back to ISG, ensuring that our teams here feel the same level of support and clarity in their roles.
How do you create a positive site environment?
A project site isn’t just a place of work—it’s where people spend the majority of their day, sometimes for years at a time. That’s why I prioritize creating an environment where people feel comfortable and motivated.
Simple things like high-quality welfare facilities, proper rest areas, and spaces for social interaction make a huge difference. We’ve also seen a major shift post-pandemic, with employees and clients expecting more from their workspaces. This applies not just to office environments but also to the sites where projects are being built.
What makes large-scale projects different from smaller developments, and how does this impact your team?
Long-term projects can be intense. They require endurance, adaptability, and strong leadership. Over time, fatigue can set in, and teams may lose sight of their goals. That’s why leadership plays a crucial role—not just in technical execution but in keeping morale high and ensuring that every team member stays engaged.
At ISG, we’ve built a culture of support and development. When people feel they’re part of something significant and are given opportunities to grow, they’re more likely to stay committed and deliver their best work.
My experience in Ireland reinforced the importance of structured team development. Whether it was on a large office development or a highly technical data center project, I saw firsthand how investing in people’s growth translated into project success. Bringing that experience back to ISG Middle East, I’m focused on ensuring our teams feel empowered, supported, and prepared to tackle the challenges of large-scale construction.
What are the biggest drivers in delivering high-profile developments?
Quality and innovation are at the forefront. Clients today expect more than just a completed project—they want spaces that push boundaries, whether through design, sustainability, or functionality.
On our current project in Palm Dubai, we’re integrating cutting-edge structural solutions and working closely with our trusted partners to ensure an exceptional final product. Flexibility is also key; being adaptable to design changes and ambitious client requests is what sets great contractors apart from the rest.
Any final thoughts?
Returning to ISG Middle East has been an exciting challenge, and I’m grateful to be part of such a dynamic team. What keeps me motivated is not just the scale of the projects we deliver but the people behind them. Leadership, to me, is about giving others the tools and confidence to succeed.
At the end of the day, you’re only as good as the team around you—and I’m fortunate to be working with some of the best in the industry.