Delivering major infrastructure programs in today’s fast-paced, high-stakes environment demands more than technical expertise — it requires leadership, coordination and trust. In this Q&A, Jeff Ryscavage, a program management leader at WSP in the U.S., shares how he navigates complexity, builds consensus and keeps megaprojects moving forward with precision and purpose.
How do you create a culture of collaboration between stakeholders and team members on the major programs you deliver?
Creating a culture of collaboration starts with understanding the client’s goals and building an environment of open, transparent communication across all levels of the team. For me, communication is the most important ingredient. You need an ecosystem where people feel safe being honest, where the design manager can talk directly to a designer on another team, and stakeholders feel empowered to share what matters to them. That kind of openness builds trust — in each other and in the process — and ensures that critical insights reach the right levels.
On mega multi-stakeholder projects, what is your secret to building consensus while driving delivery?
On complex projects, like LIRR’s Trainhall at Penn Station in New York, building consensus starts with understanding that the client always comes first. The project management consultant’s role is to advocate for the client’s interests while helping them navigate a web of critical stakeholders, each with their own priorities. You’re not just managing tasks — you’re synchronizing interests.
What’s your secret to keeping major programs on schedule and budget, particularly when working through major challenges?
It’s about being consistently organized and having solid processes in place. Every part of the program — design, construction, safety, permitting — has to operate within its own lane, but also understand how it connects across the board. That’s how you identify risks early and build in the right mitigations and contingencies to keep things moving.
