F . T . G C O N T R A C T O R S
Creating Legacies.
Investment Proposal
From the
Ground up.
Four movements. Who we are, what we have delivered, why capital and where it goes, and what the capital returns.
A vertically integrated marble house
The two operators who sign the contract
Engineering, commercial, pipeline and finance
Supply to fit, owned end to end
Delivered work, realised profit, the work up close
AED 132M signed against sequential capacity
Where each dirham of the AED 20M goes
Workforce mobilisation and parallel delivery
Profit projections, debt coverage, profit share option
Signed contracts and where the market is moving
Terms, what the capital unlocks, next steps
Payment, labour, cost and execution risk
The house, the founders, the operating team, and the specialisation that holds it all together. One company, one point of accountability, from quarry to finished surface.
We source rare African marble directly. We design every application in house. We install it on site with our own team. Owning the full chain removes middleman markups and protects the margin on every square metre we sell.
We grew from a supplier, FTG Stones, into a full service contractor. We now capture the entire project lifecycle, and that lifts the value of every order we sign.
We hold proprietary access to African marble varieties that no one else brings into the UAE. In a crowded stone market, the supply chain is our moat.
We sit inside the UAE's ultra luxury residential and commercial boom, selling into the fastest growing segment of the market.
One point of accountability across sourcing, 3D design, precision moulding and structural fitting. Our clients carry less risk because one team answers for everything.
One holds the commercial and capital story. The other holds the craft, the material and the design language.
Tadiwa founded FTG Stones and leads it as chief executive. Across the Dubai stone trade she is known for a distinct point of view on luxury surfaces, and three years inside the industry have made her the commercial and design voice of the company.
Her craft training comes from the Surface Care Pros Learning Institute. It is the technical foundation the company sells against: differentiating marble, terrazzo, limestone and travertine, masking and protection, honing and polishing, fabrication and installation.
Under her leadership FTG has expanded its product line, won new clients and built a reputation for innovation. The throughline of her work: transforming spaces with timeless beauty, and Creating Legacies.
Eve is FTG's director and chief financial officer. She brings a decade across construction, business and real estate, and a career defined by hands on ownership and the discipline of running operations end to end.
She began in the competitive Namibian sales market at Business Nhinda Properties, where she sharpened the negotiation and client skills the company now relies on. She then owned and ran a construction and real estate company of her own, carrying both commercial and delivery responsibility.
In Dubai she moved into the high end property and construction sector, building networks with luxury clients and the financial infrastructure that underwrites FTG's growth.
Owns site engineering, structural fitting standards and safety governance on every active project. His sign off is the technical accountability that lets a developer underwrite an FTG mobilisation without hesitation.
Owns the top of the funnel. Developer relationships, main contractor partnerships and the qualified pipeline that keeps the delivery team loaded across multiple sites.
Carries the heaviest commercial weight on the bench. Her background spans Transport for London, Network Rail, National Grid and KONE Gulf, with Harvard Business School credentials in business strategy and digital transformation.
Holds the books. Project costing, contract collections, payables and the financial reporting that lets the CFO and the investor see the same numbers at the same time.
"We built FTG because Dubai deserves marble with a story, sourced, shaped and set by one accountable team."
UAE luxury developers lose money to the same failures on every project. Plain stone that does not match the ambition of the building. Unreliable subcontractors that miss handover dates. Rework that eats developer margin. Fragmented supply chains. And no single party accountable from slab to site.
FTG was built to remove every one of them.
We secure the finest marble in Africa. Varieties with no competing source in the UAE, the kind of stone that differentiates a villa from the other fifty on the same street. The supply chain is the moat, and we own it.
Material supply and skilled labour under one roof. The slab you specify is the slab that lands on site, cut by the team that priced it. One contract, one point of accountability, and no finger pointing when something goes wrong.
Strict timelines enforced on site. Supervision by the founding team on every project. Consistent workforce management, so the same hands finish what they started. Direct sourcing, cutting cost and lifting margin on every square metre.
Completed work across Dubai with realised contract values and realised profit. These numbers are not projections. They are already on the books, and the active pipeline is underwritten against them.
Four projects, four different scopes, one accountable team. The blended margin across all of it is 15.7 percent.
| Project | Client | Scope | Value (AED) | Profit (AED) | Margin |
|---|---|---|---|---|---|
| Business BayCompleted | Dubai Holdings | Pavers, streetlight, foundations | 10,000,000 | 2,000,000 | 20.0% |
| Blue HeavenCompleted | Private Client | Palm Jumeirah · construction & finishing | 7,000,000 | 500,000 | 7.1% |
| Sobha Hartland 2Completed | Sobha | Tiling, marble, finishing | 2,000,000 | 480,000 | 24.0% |
| Private Villa, DubaiCompleted | Private Client | Travertine wet room | 5,000,000 | 780,000 | 15.6% |
| Total Delivered | 24,000,000 | 3,760,000 | 15.7% |
Sourcing, fitting and finishing carried out by one accountable team across Dubai and Palm Jumeirah.
The pipeline is signed and a flagship site is already producing. Capital closes the gap between contracts won and the capacity to deliver them in parallel. Every dirham is allocated, and every line is tied to a signed contract.
Today FTG delivers sequentially, financing each project from the last one's collections. The signed pipeline is now more than five times our delivered history. The funding pays for the workforce, the materials at volume and the cashflow bridge that lets multiple sites run at once. No speculative expansion. No new vertical. The capital follows contracts already signed.
This is not a cold start. FTG is mobilised today on a 636 villa development delivered in phased releases, executing structural works across its first releases. Capital accelerates a site that is already producing.
Scale skilled labour to run multiple sites in parallel without quality loss across handover phases.
Secure containers of African marble at volume pricing against signed contracts on the active pipeline.
Systems, yard capacity and supervision layers that compound in margin across every subsequent contract.
Convert the AED 100M+ pipeline from sequential delivery to parallel delivery across multiple active sites.
The largest single line is project cashflow bridging, because that is what the capital is really for: materials before payment, mobilisation gaps, and parallel sites.
Phase one keeps project activity uninterrupted while the in house team is recruited. Phase two transitions to a 200 worker controlled team that lowers unit labour cost and lifts execution quality.
Outsourced workers deployed at AED 2,800 per worker keep contracted scope moving while in house recruitment runs. Higher unit cost, but zero gap in delivery against committed handover dates.
Full transition to a controlled in house team at AED 1,900 per worker, a 32 percent unit cost reduction against the bridge phase. Greater productivity, tighter quality control, full oversight by the founding team. The workforce becomes an owned asset, not a rented service.
With the in house team active across multiple sites, capacity sustains 20 to 24 villas per delivery cycle. A repeatable villa based operating model, dedicated supervisors, controlled scaling. The pipeline converts from sequential to parallel.
The coverage model, the growth path, the signed pipeline that underwrites both, and the terms. The capital is safe because the underlying business generates multiples of what the obligation requires.
Three revenue streams run through one delivery team. Contract based projects at 25 percent, material supply at 35 percent, labour execution at 10 percent. The realised 15.7 percent blended margin on completed work validates the model from below the line.
And the scope ladder compounds it: structural packages open the door to tiling, marble and painting on the same villas, building toward main contractor status with the region's largest developers.
Lowest price, lowest reliability. High risk for any developer running numbers on handover penalties.
Structured, cost effective, accountable. Small enough to stay flexible, large enough to carry AED 100M+ in active pipeline.
High overhead, low flexibility. Slower to mobilise and priced for it, which squeezes developer margin on bespoke work.
| Contract | Scope | Value (AED) |
|---|---|---|
| Trojan Contractor · Reem Island, Abu Dhabi | 200 villas · marble fitting | 20,000,000 |
| Take Taraf | Structural & finishing | 46,000,000 |
| Dubai South · Tiling Works | 800 villas | 20,000,000 |
| Dubai Island · Structural Works | 100 villas | 30,000,000 |
| Damac Villa · Painting Works | 2,000 villas | 10,000,000 |
| Yas Island · Tiling Works | 2,000 villas | 5,000,000 |
| Dubai Island · Marble Supply | 50 villas | 1,000,000 |
| Total Pipeline | 5,150 villas | 132,000,000 |
The UAE development map FTG is actively tracking and quoting against. Master communities and tier one launches across three emirate markets, each feeding demand for premium stone supply and finishing.
Active zones: DIFC Zabeel · Deira Islands · Maritime City · Dubai South & South Bay · Palm Jebel Ali · Damac Hills. Tier one launches: Sobha Skyscape · Binghatti Aquarise · Emaar Creek Blue · Ellington Claydon House · Immersive Tower DIFC.
Active zones: Marjan Island · Al Hamra Island · Hayat Island · RAK Central · Al Qasba & Al Jada, Sharjah · Siniya Island, UAQ · New Ajman Downtown. Launches: Masaar Phase 2 & 3 · Sobha Siniya Island · RAK Central Offices · Al Hamra Waterfront · Anantara Hotel & Residences.
Active zones: Ramhan Island · Fahid Islands · Reem Island · Saadiyat Island · Solea Residence, Saadiyat · Zayed City. Tier one activity: Sphere project · Eagle Hills launches · Sobha's first Abu Dhabi project · new releases from SAAS, TARAF, MERED, MODON and ALDAR · Nobu Hotel & Residences, Saadiyat.
Risk is not absorbed by hope. It is underwritten by design.
The AED 2,000,000 working capital reserve absorbs payment delays of 30 to 90 days on certified invoices. The AED 8,381,000 cashflow bridge covers mobilisation gaps before client advances land. Multi project execution spreads collection risk across counterparties.
The phased transition from outsourced to in house workforce removes third party dependency. The AED 1,500,000 recruitment and visa allocation secures the workforce inside FTG's control. Owned accommodation and transport keep the team stable across project cycles.
A fixed labour structure at AED 1,900 per worker after transition, with no spot market exposure. Owned transport eliminates per trip rental costs across active sites. Bulk procurement on the AED 3,500,000 inventory secures volume pricing against signed scope.
Dedicated site supervisors on every active project, with founder oversight at the contract level. Controlled workforce scaling means quality holds as headcount grows. A repeatable villa based operating model, proven across the AED 24M completed portfolio.
