ALEC

The transformation was not just technical , it changed how departments talk to each other. What started as an information management tool for ISO 19650 expanded into four additional departments, each building their own solutions.

The workforce mobilisation tracker is probably the clearest success story. Agency labour onboarding , job offers, visa applications, start dates, current status , used to live in a massive Excel spreadsheet with multiple people inputting to it. Nobody could see the trends. Now it runs in Morta with 20-plus people inputting daily. As Andy described it: “It’s just running in the background. Everyone’s getting on with it, and it works beautifully.” Power BI dashboards embedded back into Morta show arrival trends and scheduling at a glance.

The newsletter workflow replaced a monthly email blast to 40–50 content ambassadors. Now submissions come through Morta form views, webhooks trigger emails to the marketing team on submission, and a separate approval workflow lets department heads review their sections , with automated notifications throughout.

Across the board, the dynamic table relationships mean data is entered once at source and reused everywhere. On projects with 50-plus work packages, Abdelrahman’s package matrix pulls live data from Aconex and automatically calculates engineering progress per work package , no manual reconciliation, refreshed daily.

When Andy Boutle arrived at ALEC from the UK, the first thing he looked for was standardised templates on the company’s management system. There were none. The latest project’s documentation would simply be carried over and made project-specific for the next one , no consistent approach, no alignment to standards.

The team was living in Excel. Workflows meant pinging spreadsheets back and forth by email. As Andy put it: “We don’t want to be using Excel in some form of workflow to collaborate on and ping spreadsheets back and forth.” For a main contractor delivering projects typically valued at over a billion dirhams, with 50-plus work packages spanning engineering, procurement, and construction , the manual reconciliation was unsustainable.

Different departments used different tools. The QAQC team needed to check every CDE upload against the information delivery plan, but there was no clean way to do it. Visibility across teams was poor. And the bigger the project got, the worse it became.

The key insight was to treat information management resources as a connected database, not a collection of static documents. ALEC built what they call the “IM Hub” , a templates project in Morta containing all the ISO 19650-2 resources a lead appointed party needs: BIM execution plans, EIRs, TIDPs, MIDPs, responsibility matrices. For each new tender, they duplicate the whole thing into a fresh project and customise.

What makes it powerful is the relationships between tables. Andy mapped it all out: each box is a table, the red lines are table joins, the blue lines are select picklists. Data gets entered once at source and flows through to every connected resource. That alone eliminated a huge amount of human error and double-handling.

For TIDP entry, they split by department with role-based permissions. Each team , commercial, QS, and so on , sees only their filtered view and adds deliverables through pre-defined pick lists. It guides people into completing TIDPs correctly without needing to understand the whole structure.

On the integration side, ALEC connected Morta to Aconex and ACC Docs for real-time information delivery tracking. Abdelrahman Negm built a package matrix that automatically pulls project team composition data, receives dates from planners, and tracks engineering progress from Aconex , showing issued versus approved drawings per work package with automated percentage calculations. Power BI dashboards are embedded directly within Morta for reporting.

ALEC tested Morta on a new project starting in Saudi Arabia. They began with a BIM execution plan and an information delivery plan. Quick success with some good learning along the way validated the approach, and it snowballed from there , first into standardised templates across all new projects, then into entirely new departments.

The key to adoption was not trying to do everything at once. Andy’s advice is straightforward: identify a use case, start small and test. Work with at least one other person as a resource builder , Andy had Abdelrahman, and together they mapped out the entire table relationship structure. Bring IT along for the ride early to align on architecture. And once you have a working example, engage other departments and empower them to start building their own resources.

The fact that four departments beyond information management , People & Culture, Marketing, Digital Construction, and Pre-Qualification , now run their own Morta solutions speaks to how the platform scales when you give people the tools and let them solve their own problems.