How does your public-sector experience give you a project management and delivery advantage?
A comprehensive understanding of agency dynamics has served me well in managing infrastructure projects from the consultant side. My experience at UTA helped me better understand public needs and goals while developing the skills required to move projects from planning to execution.
Today, I apply those same skills to identifying the right technical approach for a project. I work to break down silos that may be slowing progress and gather input from stakeholders early in the process. Public agencies are influenced by many competing priorities, and understanding those dynamics helps me deliver successful outcomes for clients.
How do you build teams with the resources a client needs and guide them to successful project delivery?
WSP has an amazing depth and breadth of professionals who provide expertise on the most technical aspects of infrastructure. Access to that level of expertise, whether here in the U.S. or around the world, is a significant advantage. As project manager, my role is building a nimble, functional team of experts. Engaging clients with our subject matter experts and other team members early helps ensure everyone understands project goals and expectations. It also creates accountability because the team has a clear understanding of the scope, schedule and budget. All team members participate in regular client reviews so we can continue refining our approach and delivering value throughout the project.
How do you define, identify and deploy innovation to maximize your team’s value?
I encourage teams to keep innovation and creativity at the forefront of project delivery. For me, innovation is about reducing risk, saving time and money, and improving outcomes for the client.
When leading project check-in meetings, I encourage “innovation moments” designed to surface how members, regardless of discipline, are applying innovative mindsets and thinking creatively about improving project management and delivery.
One example was the UTA Airport TRAX Project, which used an alliance contract structure. Each project partner contributed to a shared risk pool, creating incentives to manage risk effectively and deliver the project on schedule and under budget. That focus on collaboration helped create value for the client.
