Navigating Major Programmes Transistor (https://transistor.fm) https://feeds.transistor.fm/navigating-major-programmes-acb8e2c5-f4c2-4e93-aac8-8542b90fe2c2 Have you ever wondered why 80 percent of major programmes are late and over budget? Are you skeptical about the pace of adoption of technology in the infrastructure industry? Is your leadership as a major programme professional different from leadership of other professions? Welcome to the Navigating Major Programmes podcast, the elevated conversation dedicated to the world of infrastructure and major programme management. Join Riccardo Cosentino, a Major Programmes Senior Executive with over 20 years experience, along with the industry’s thought leaders as they delve into your disconcerting questions on programme design, delivery, governance, risk management, stakeholder engagement, along with the most controversial subjects facing infrastructure professionals today. As misconceptions are dismantled, industry standards questioned and fresh ideas are shared, you’ll walk away with new perspective. The conversation doesn’t stop here—connect and converse with our community via LinkedIn: https://www.linkedin.com/in/cosentinoriccardo/ 2023-2026 Navigating Major Programmes 5a9d0db4-d4c5-5b21-a88a-2d4ad1df50d9 yes Navigating Major Programmes | Trailer en Fri, 24 Apr 2026 13:13:49 -0400 Fri, 24 Apr 2026 13:14:20 -0400 https://navigatingmajorprogrammes.transistor.fm/ https://img.transistorcdn.com/QMvg6wBPX7ZhbtqIOxMNcdqzleeq5VBB48paWcvy-cg/rs:fill:0:0:1/w:1400/h:1400/q:60/mb:500000/aHR0cHM6Ly9pbWct/dXBsb2FkLXByb2R1/Y3Rpb24udHJhbnNp/c3Rvci5mbS8zMDYw/Mzc5YTliYjM5OGEz/ZDUzNTllNGU5MDM2/ZDBlMi5qcGc.jpg Navigating Major Programmes https://navigatingmajorprogrammes.transistor.fm/ episodic Riccardo Cosentino Have you ever wondered why 80 percent of major programmes are late and over budget? Are you skeptical about the pace of adoption of technology in the infrastructure industry? Is your leadership as a major programme professional different from leadership of other professions? Welcome to the Navigating Major Programmes podcast, the elevated conversation dedicated to the world of infrastructure and major programme management. Join Riccardo Cosentino, a Major Programmes Senior Executive with over 20 years experience, along with the industry’s thought leaders as they delve into your disconcerting questions on programme design, delivery, governance, risk management, stakeholder engagement, along with the most controversial subjects facing infrastructure professionals today. As misconceptions are dismantled, industry standards questioned and fresh ideas are shared, you’ll walk away with new perspective. The conversation doesn’t stop here—connect and converse with our community via LinkedIn: https://www.linkedin.com/in/cosentinoriccardo/ Have you ever wondered why 80 percent of major programmes are late and over budget. engineering project planning, budget management, change management, engineering design management, cost engineering, engineering project management software, engineering project budgeting, major project management, agile project management, leadership Riccardo Cosentino riccardo@riccardocosentino.com No No Engineering Leadership: Empathy and Self-Reflection in Tech Management 4 4 15 15 Engineering Leadership: Empathy and Self-Reflection in Tech Management full 0176a94c-9f89-4b93-b116-98b5ae67c7fe https://navigatingmajorprogrammes.transistor.fm/s4/15 How do you know if you’re a good leader? In engineering, like any profession, leadership is so much more than just getting your team to do what they’re told. In this episode of Navigating Major Programmes, Riccardo and Shormila shift their focus to a broader topic: people management. Reaching beyond assessments and management styles, the two long-time leaders unpack their experiences so far. They explore the difference between managing contractors and direct reports, the importance of feedback delivery, and the need for empathy that flows in both directions—up and down the chain of command.


Their conversation winds through self-reflection, organizational structures, and the dearth of training for technical experts thrust into people-management roles as the only path for advancement. Along the way, they discuss how leadership evolves over time (and often through mistakes), why emotional intelligence takes deliberate work, and what makes people management uniquely demanding—especially when you’re delivering hard news while still remembering there’s a human on the other end.


They also dig into the realities of leading within complex systems: how to motivate and retain people across generations, why “tone from the top” shapes culture more than any slogan, and how leaders can adapt their style to the individual in front of them. Therapy, organizational design, and the impact of AI on early-career technical roles all receive their due consideration in a thoughtful, candid episode that recognizes leadership is a lifelong practice—not a just title.


Key takeaways

  • The role of empathy in business, relationships, and company culture;
  • Why self-reflection is essential to every leader’s development;
  • Recognizing when to adhere to and when to throw out the org chart;
  • Navigating disconnection from direct reports in enormous corporations;
  • The negative impact of distilling rational reasoning as decisions descend from the top.

Quote

  • “Creating corporate culture…all starts from the leader—the tone from the top.” - Shormilla Chaterjee

The conversation doesn’t stop here—connect and converse with our community via LinkedIn:

]]> How do you know if you’re a good leader? In engineering, like any profession, leadership is so much more than just getting your team to do what they’re told. In this episode of Navigating Major Programmes, Riccardo and Shormila shift their focus to a broader topic: people management. Reaching beyond assessments and management styles, the two long-time leaders unpack their experiences so far. They explore the difference between managing contractors and direct reports, the importance of feedback delivery, and the need for empathy that flows in both directions—up and down the chain of command.


Their conversation winds through self-reflection, organizational structures, and the dearth of training for technical experts thrust into people-management roles as the only path for advancement. Along the way, they discuss how leadership evolves over time (and often through mistakes), why emotional intelligence takes deliberate work, and what makes people management uniquely demanding—especially when you’re delivering hard news while still remembering there’s a human on the other end.


They also dig into the realities of leading within complex systems: how to motivate and retain people across generations, why “tone from the top” shapes culture more than any slogan, and how leaders can adapt their style to the individual in front of them. Therapy, organizational design, and the impact of AI on early-career technical roles all receive their due consideration in a thoughtful, candid episode that recognizes leadership is a lifelong practice—not a just title.


Key takeaways

  • The role of empathy in business, relationships, and company culture;
  • Why self-reflection is essential to every leader’s development;
  • Recognizing when to adhere to and when to throw out the org chart;
  • Navigating disconnection from direct reports in enormous corporations;
  • The negative impact of distilling rational reasoning as decisions descend from the top.

Quote

  • “Creating corporate culture…all starts from the leader—the tone from the top.” - Shormilla Chaterjee

The conversation doesn’t stop here—connect and converse with our community via LinkedIn:

]]> Mon, 20 Apr 2026 05:00:00 -0400 Riccardo Cosentino Riccardo Cosentino 3100 How do you know if you’re a good leader? In engineering, like any profession, leadership is so much more than just getting your team to do what they’re told. In this episode of Navigating Major Programmes, Riccardo and Shormila shift their focus to a broader topic: people management. Reaching beyond assessments and management styles, the two long-time leaders unpack their experiences so far. They explore the difference between managing contractors and direct reports, the importance of feedback delivery, and the need for empathy that flows in both directions—up and down the chain of command.


Their conversation winds through self-reflection, organizational structures, and the dearth of training for technical experts thrust into people-management roles as the only path for advancement. Along the way, they discuss how leadership evolves over time (and often through mistakes), why emotional intelligence takes deliberate work, and what makes people management uniquely demanding—especially when you’re delivering hard news while still remembering there’s a human on the other end.


They also dig into the realities of leading within complex systems: how to motivate and retain people across generations, why “tone from the top” shapes culture more than any slogan, and how leaders can adapt their style to the individual in front of them. Therapy, organizational design, and the impact of AI on early-career technical roles all receive their due consideration in a thoughtful, candid episode that recognizes leadership is a lifelong practice—not a just title.


Key takeaways

  • The role of empathy in business, relationships, and company culture;
  • Why self-reflection is essential to every leader’s development;
  • Recognizing when to adhere to and when to throw out the org chart;
  • Navigating disconnection from direct reports in enormous corporations;
  • The negative impact of distilling rational reasoning as decisions descend from the top.

Quote

  • “Creating corporate culture…all starts from the leader—the tone from the top.” - Shormilla Chaterjee

The conversation doesn’t stop here—connect and converse with our community via LinkedIn:

]]> engineering project planning, budget management, change management, engineering design management, cost engineering, engineering project management software, engineering project budgeting, major project management, agile project management, leadership No Unlocking the Economic Potential of Canada’s North with Sima Sahar Zerehi 4 4 14 14 Unlocking the Economic Potential of Canada’s North with Sima Sahar Zerehi full 6197f147-72f7-4f29-9276-0318a0ae2b07 https://navigatingmajorprogrammes.transistor.fm/s4/14 Canada has long called itself “the North.” Now is the time to seize the economic opportunities so long unsupported in the country’s true North: Nunavut, the Northwest Territories, and the Yukon. Sima Sahar Zerehi knows first-hand that building relationships is the key to delivering interconnected and impactful major infrastructure projects in Canada’s North. In this episode of the Master Builders series, the Chief Executive Officer of the Arctic Opportunities Group shares the fortuitous route that led her to leadership in what she considers the country’s most promising region.


Exuding passionate belief in Canada’s future, Sima unpacks how Arctic sovereignty conversations and renewed federal funding are shifting the narrative from untethered announcements to real, strategic projects that create jobs, unlock corridors, and signal Canada’s commitment to expanding “coast to coast to coast”. The way to success, however, differs from traditional major infrastructure approaches. Sima emphasizes that Inuit and Indigenous organizations in the North are vital partners from beginning to end, not simple stakeholders. Builders who want to expand into this largely untapped region need to start with relationships, respect that communities have already identified their priorities, and structure partnerships that create direct local benefits, not just revenue they can take with them when they leave.


Riccardo, Shormilla, and Sima’s conversation explores the need for right-sized business models that account for the timeline, cost, and local focus unique to Northern infrastructure projects. The creative and community-driven approach that Sima champions holds enormous promise, for both Canada’s True North and the provinces to the south.


Key Takeaways

  • The importance of relationship-building and community consulting when working with Arctic organizations;
  • How the North’s unique selection criteria keeps the focus on local economic growth;
  • What we can learn from other Arctic nations, like Greenland;
  • The significant impact of Nunavut’s four upcoming infrastructure projects;
  • How shifting our perspective of Indigenous peoples from victims to resilient innovators will elevate Canada as a whole.

Quote:

  • “The attention to the Arctic is an attention to Canada as a country that expands coast to coast to coast.” - Sima Sahar Zerehi

The conversation doesn’t stop here—connect and converse with our community via LinkedIn:

]]> Canada has long called itself “the North.” Now is the time to seize the economic opportunities so long unsupported in the country’s true North: Nunavut, the Northwest Territories, and the Yukon. Sima Sahar Zerehi knows first-hand that building relationships is the key to delivering interconnected and impactful major infrastructure projects in Canada’s North. In this episode of the Master Builders series, the Chief Executive Officer of the Arctic Opportunities Group shares the fortuitous route that led her to leadership in what she considers the country’s most promising region.


Exuding passionate belief in Canada’s future, Sima unpacks how Arctic sovereignty conversations and renewed federal funding are shifting the narrative from untethered announcements to real, strategic projects that create jobs, unlock corridors, and signal Canada’s commitment to expanding “coast to coast to coast”. The way to success, however, differs from traditional major infrastructure approaches. Sima emphasizes that Inuit and Indigenous organizations in the North are vital partners from beginning to end, not simple stakeholders. Builders who want to expand into this largely untapped region need to start with relationships, respect that communities have already identified their priorities, and structure partnerships that create direct local benefits, not just revenue they can take with them when they leave.


Riccardo, Shormilla, and Sima’s conversation explores the need for right-sized business models that account for the timeline, cost, and local focus unique to Northern infrastructure projects. The creative and community-driven approach that Sima champions holds enormous promise, for both Canada’s True North and the provinces to the south.


Key Takeaways

  • The importance of relationship-building and community consulting when working with Arctic organizations;
  • How the North’s unique selection criteria keeps the focus on local economic growth;
  • What we can learn from other Arctic nations, like Greenland;
  • The significant impact of Nunavut’s four upcoming infrastructure projects;
  • How shifting our perspective of Indigenous peoples from victims to resilient innovators will elevate Canada as a whole.

Quote:

  • “The attention to the Arctic is an attention to Canada as a country that expands coast to coast to coast.” - Sima Sahar Zerehi

The conversation doesn’t stop here—connect and converse with our community via LinkedIn:

]]> Mon, 13 Apr 2026 05:00:00 -0400 Riccardo Cosentino Riccardo Cosentino 3416 Canada has long called itself “the North.” Now is the time to seize the economic opportunities so long unsupported in the country’s true North: Nunavut, the Northwest Territories, and the Yukon. Sima Sahar Zerehi knows first-hand that building relationships is the key to delivering interconnected and impactful major infrastructure projects in Canada’s North. In this episode of the Master Builders series, the Chief Executive Officer of the Arctic Opportunities Group shares the fortuitous route that led her to leadership in what she considers the country’s most promising region.


Exuding passionate belief in Canada’s future, Sima unpacks how Arctic sovereignty conversations and renewed federal funding are shifting the narrative from untethered announcements to real, strategic projects that create jobs, unlock corridors, and signal Canada’s commitment to expanding “coast to coast to coast”. The way to success, however, differs from traditional major infrastructure approaches. Sima emphasizes that Inuit and Indigenous organizations in the North are vital partners from beginning to end, not simple stakeholders. Builders who want to expand into this largely untapped region need to start with relationships, respect that communities have already identified their priorities, and structure partnerships that create direct local benefits, not just revenue they can take with them when they leave.


Riccardo, Shormilla, and Sima’s conversation explores the need for right-sized business models that account for the timeline, cost, and local focus unique to Northern infrastructure projects. The creative and community-driven approach that Sima champions holds enormous promise, for both Canada’s True North and the provinces to the south.


Key Takeaways

  • The importance of relationship-building and community consulting when working with Arctic organizations;
  • How the North’s unique selection criteria keeps the focus on local economic growth;
  • What we can learn from other Arctic nations, like Greenland;
  • The significant impact of Nunavut’s four upcoming infrastructure projects;
  • How shifting our perspective of Indigenous peoples from victims to resilient innovators will elevate Canada as a whole.

Quote:

  • “The attention to the Arctic is an attention to Canada as a country that expands coast to coast to coast.” - Sima Sahar Zerehi

The conversation doesn’t stop here—connect and converse with our community via LinkedIn:

]]> engineering project planning, budget management, change management, engineering design management, cost engineering, engineering project management software, engineering project budgeting, major project management, agile project management, leadership No The Soft Skills that Build Lasting Infrastructure with Marilyn Spink 4 4 13 13 The Soft Skills that Build Lasting Infrastructure with Marilyn Spink full 740c3f1f-0b5f-43a1-8d35-117695027d80 https://navigatingmajorprogrammes.transistor.fm/s4/13 How do feminine-coded skills and thinking ahead transform the outcomes of major projects?  Marilyn Spink uses her experience, expertise, and eloquence to explore this and so much more in this episode of Master Builders. Approaching engineering as a practical force that materially improves how people live has driven Marilyn’s professional ventures for much of her impressive career. She’s a metallurgical and materials engineer whose career has spanned a wide range of industries. Today, she serves as Executive Director of the Canadian Critical Minerals and Materials Alliance. 


Marilyn turns a candid lens on why projects succeed or go sideways, citing delivery and procurement norms she has seen in Canada and around the world. Proudly independent of public oversight, she is unafraid to call out familiar failures. Her thoughtful explanations of why projects fail and how they could avoid pitfalls make a future of prosperous critical minerals projects in Canada feel attainable. 


Marilyn and hosts Shormilla and Riccardo discuss how long-term planning and accountability, as well as procurement approaches that consider more than just the lowest bid, make for stronger builds. They examine the need to balance social and environmental considerations with revenue generation. Throughout the conversation, Marilyn shares hard-won insights about advocacy and how the socially conditioned skill sets of women and other underrepresented groups will change the engineering industry as cultures of inclusivity continue to grow.


Key takeaways

  • The skills and approaches required to make a project actually work in the long term;
  • The meaningful impacts that engineering projects can have on communities;
  • Using beer and food metaphors to highlight the opportunities of midstream minerals processing;
  • The benefits of using a qualification-based selection to identify the best choice during procurement;
  • Why unrealistic budgets and schedules undermine due diligence and set projects up to “fix” problems later.

Quote:

  • “You can make money, but you can also do things that are responsible from an environmental and social perspective.” - Marilyn Spink

The conversation doesn’t stop here—connect and converse with our community via LinkedIn:

]]> How do feminine-coded skills and thinking ahead transform the outcomes of major projects?  Marilyn Spink uses her experience, expertise, and eloquence to explore this and so much more in this episode of Master Builders. Approaching engineering as a practical force that materially improves how people live has driven Marilyn’s professional ventures for much of her impressive career. She’s a metallurgical and materials engineer whose career has spanned a wide range of industries. Today, she serves as Executive Director of the Canadian Critical Minerals and Materials Alliance. 


Marilyn turns a candid lens on why projects succeed or go sideways, citing delivery and procurement norms she has seen in Canada and around the world. Proudly independent of public oversight, she is unafraid to call out familiar failures. Her thoughtful explanations of why projects fail and how they could avoid pitfalls make a future of prosperous critical minerals projects in Canada feel attainable. 


Marilyn and hosts Shormilla and Riccardo discuss how long-term planning and accountability, as well as procurement approaches that consider more than just the lowest bid, make for stronger builds. They examine the need to balance social and environmental considerations with revenue generation. Throughout the conversation, Marilyn shares hard-won insights about advocacy and how the socially conditioned skill sets of women and other underrepresented groups will change the engineering industry as cultures of inclusivity continue to grow.


Key takeaways

  • The skills and approaches required to make a project actually work in the long term;
  • The meaningful impacts that engineering projects can have on communities;
  • Using beer and food metaphors to highlight the opportunities of midstream minerals processing;
  • The benefits of using a qualification-based selection to identify the best choice during procurement;
  • Why unrealistic budgets and schedules undermine due diligence and set projects up to “fix” problems later.

Quote:

  • “You can make money, but you can also do things that are responsible from an environmental and social perspective.” - Marilyn Spink

The conversation doesn’t stop here—connect and converse with our community via LinkedIn:

]]> Mon, 06 Apr 2026 05:00:00 -0400 Riccardo Cosentino Riccardo Cosentino 3246 How do feminine-coded skills and thinking ahead transform the outcomes of major projects?  Marilyn Spink uses her experience, expertise, and eloquence to explore this and so much more in this episode of Master Builders. Approaching engineering as a practical force that materially improves how people live has driven Marilyn’s professional ventures for much of her impressive career. She’s a metallurgical and materials engineer whose career has spanned a wide range of industries. Today, she serves as Executive Director of the Canadian Critical Minerals and Materials Alliance. 


Marilyn turns a candid lens on why projects succeed or go sideways, citing delivery and procurement norms she has seen in Canada and around the world. Proudly independent of public oversight, she is unafraid to call out familiar failures. Her thoughtful explanations of why projects fail and how they could avoid pitfalls make a future of prosperous critical minerals projects in Canada feel attainable. 


Marilyn and hosts Shormilla and Riccardo discuss how long-term planning and accountability, as well as procurement approaches that consider more than just the lowest bid, make for stronger builds. They examine the need to balance social and environmental considerations with revenue generation. Throughout the conversation, Marilyn shares hard-won insights about advocacy and how the socially conditioned skill sets of women and other underrepresented groups will change the engineering industry as cultures of inclusivity continue to grow.


Key takeaways

  • The skills and approaches required to make a project actually work in the long term;
  • The meaningful impacts that engineering projects can have on communities;
  • Using beer and food metaphors to highlight the opportunities of midstream minerals processing;
  • The benefits of using a qualification-based selection to identify the best choice during procurement;
  • Why unrealistic budgets and schedules undermine due diligence and set projects up to “fix” problems later.

Quote:

  • “You can make money, but you can also do things that are responsible from an environmental and social perspective.” - Marilyn Spink

The conversation doesn’t stop here—connect and converse with our community via LinkedIn:

]]> engineering project planning, budget management, change management, engineering design management, cost engineering, engineering project management software, engineering project budgeting, major project management, agile project management, leadership No Learning, Leaping, and Leadership in Infrastructure with Evgenia Jilina 4 4 12 12 Learning, Leaping, and Leadership in Infrastructure with Evgenia Jilina full 963fef3b-13af-4e36-8a94-0566ad95d65d https://navigatingmajorprogrammes.transistor.fm/s4/12 There’s no one path to career success, and technical skills aren’t everything. This wide-ranging conversation explores the process of building a major program career you can be proud of, and the lifelong learning that makes it possible. Evgenia Jilina, Colliers’ leader of Western Canada transit sector growth, joins Riccardo to talk about industry and life shifts, and the underdiscussed links between the two. 


Their discussion muses over the economic and emotional intensity of Canada’s 2010s P3 boom—its momentum, pressure, and rapid learning curve. They break down how that era of “get stuff done” energy shaped a generation of practitioners and helped set the stage for today’s alliance-style delivery models. The open and honest conversation also tackles two themes that rarely get discussed with enough transparency. Riccardo and Evgenia delve into pursuing continuing education mid-career and the difficult overlap between peak promotion years and the life stage when many professional women consider having children. Evgenia unpacks the “broken rung” dynamic of women in management and her thoughts on the future of leadership in the age of AI. Throughout this companionable dialogue, Evgenia reflects on what it means to stay curious, stretch beyond a job title, and keep learning in an industry that never stops changing.


Key Takeaways

  • Thinking back on the highs and learning opportunities of the 2010s P3 boom;
  • The road that P3 paved for the development of alliance and collaborative models;
  • The effects of life and work experience when returning to school as a professional;
  • What the unfortunate timing of the average woman’s career peak and parenting windows costs workplaces;
  • AI as a leadership tool, and the very human skills that remain essential.

Quote: 

  • “When a woman says, ‘My priorities have changed’ after having children, let’s not assume they’ve changed [to be] against their ambition or career.”  - Evgenia Jilina

The conversation doesn’t stop here—connect and converse with our community via LinkedIn:

]]> There’s no one path to career success, and technical skills aren’t everything. This wide-ranging conversation explores the process of building a major program career you can be proud of, and the lifelong learning that makes it possible. Evgenia Jilina, Colliers’ leader of Western Canada transit sector growth, joins Riccardo to talk about industry and life shifts, and the underdiscussed links between the two. 


Their discussion muses over the economic and emotional intensity of Canada’s 2010s P3 boom—its momentum, pressure, and rapid learning curve. They break down how that era of “get stuff done” energy shaped a generation of practitioners and helped set the stage for today’s alliance-style delivery models. The open and honest conversation also tackles two themes that rarely get discussed with enough transparency. Riccardo and Evgenia delve into pursuing continuing education mid-career and the difficult overlap between peak promotion years and the life stage when many professional women consider having children. Evgenia unpacks the “broken rung” dynamic of women in management and her thoughts on the future of leadership in the age of AI. Throughout this companionable dialogue, Evgenia reflects on what it means to stay curious, stretch beyond a job title, and keep learning in an industry that never stops changing.


Key Takeaways

  • Thinking back on the highs and learning opportunities of the 2010s P3 boom;
  • The road that P3 paved for the development of alliance and collaborative models;
  • The effects of life and work experience when returning to school as a professional;
  • What the unfortunate timing of the average woman’s career peak and parenting windows costs workplaces;
  • AI as a leadership tool, and the very human skills that remain essential.

Quote: 

  • “When a woman says, ‘My priorities have changed’ after having children, let’s not assume they’ve changed [to be] against their ambition or career.”  - Evgenia Jilina

The conversation doesn’t stop here—connect and converse with our community via LinkedIn:

]]> Mon, 30 Mar 2026 05:00:00 -0400 Riccardo Cosentino Riccardo Cosentino 3415 There’s no one path to career success, and technical skills aren’t everything. This wide-ranging conversation explores the process of building a major program career you can be proud of, and the lifelong learning that makes it possible. Evgenia Jilina, Colliers’ leader of Western Canada transit sector growth, joins Riccardo to talk about industry and life shifts, and the underdiscussed links between the two. 


Their discussion muses over the economic and emotional intensity of Canada’s 2010s P3 boom—its momentum, pressure, and rapid learning curve. They break down how that era of “get stuff done” energy shaped a generation of practitioners and helped set the stage for today’s alliance-style delivery models. The open and honest conversation also tackles two themes that rarely get discussed with enough transparency. Riccardo and Evgenia delve into pursuing continuing education mid-career and the difficult overlap between peak promotion years and the life stage when many professional women consider having children. Evgenia unpacks the “broken rung” dynamic of women in management and her thoughts on the future of leadership in the age of AI. Throughout this companionable dialogue, Evgenia reflects on what it means to stay curious, stretch beyond a job title, and keep learning in an industry that never stops changing.


Key Takeaways

  • Thinking back on the highs and learning opportunities of the 2010s P3 boom;
  • The road that P3 paved for the development of alliance and collaborative models;
  • The effects of life and work experience when returning to school as a professional;
  • What the unfortunate timing of the average woman’s career peak and parenting windows costs workplaces;
  • AI as a leadership tool, and the very human skills that remain essential.

Quote: 

  • “When a woman says, ‘My priorities have changed’ after having children, let’s not assume they’ve changed [to be] against their ambition or career.”  - Evgenia Jilina

The conversation doesn’t stop here—connect and converse with our community via LinkedIn:

]]> engineering project planning, budget management, change management, engineering design management, cost engineering, engineering project management software, engineering project budgeting, major project management, agile project management, leadership No Income vs. Outcome: Defining Infrastructure Value and Investing in Innovation 4 4 11 11 Income vs. Outcome: Defining Infrastructure Value and Investing in Innovation full 881bdc7f-ca89-4a3a-9957-8873cb15cc39 https://navigatingmajorprogrammes.transistor.fm/s4/11 How is value determined and discussed in infrastructure planning, procurement, and delivery? The Uncharted Conversations panel—Shormila Chatterjee, David Ho, and Melissa Di Marco—tackles a complicated question brought by a new addition: Lisa Mitchell, the President and CEO of the Canadian Council for Public-Private Partnerships (CCPPP). What defines the concept of value? The language behind the vital term has shifted in ways that impact how infrastructure projects are approved, designed, and ultimately judged, a significant issue in the country’s current era of increased building. How do we determine the “right” definition when different players are banking on different results, from the government administrators who approve the project, to the private sector that builds it, to the public, who use it? 

The four panelists reflect on how “value for money” has morphed over the decades, from enduring outcomes to short-term optics, such as cost of capital and debt pricing. Too often, the result is a growing mismatch between what is authorized—time and budget—and what is deemed important in the long term. The conversation asks what it would take to bring outcomes back into focus. Along the way, they float provocative ideas—like an infrastructure “incubator” that funds better concepts upstream—and give a much-needed nod to an undervalued and less marketable component: maintenance, renewals, and deferred capital repairs that don’t come with ribbon cuttings but keep vital public systems functioning.


Key Takeaways

  • The factors that have shifted the public and private perceptions of value;
  • How looking at financing as the overarching goal rather than a tool narrows the definition of success;
  • How public-sector objectives and private-sector delivery incentives can misalign without clear benefit stewardship;
  • How “on time and on budget” became a placeholder metric that ignores real-world performance;
  • How a public fund that supports big ideas in infrastructure could unlock private innovation as Canada pushes for economic resilience.

Quotes:

  • “I think the concept of outcome has been completely forgotten.” - David Ho

The conversation doesn’t stop here—connect and converse with our community via LinkedIn:

]]> How is value determined and discussed in infrastructure planning, procurement, and delivery? The Uncharted Conversations panel—Shormila Chatterjee, David Ho, and Melissa Di Marco—tackles a complicated question brought by a new addition: Lisa Mitchell, the President and CEO of the Canadian Council for Public-Private Partnerships (CCPPP). What defines the concept of value? The language behind the vital term has shifted in ways that impact how infrastructure projects are approved, designed, and ultimately judged, a significant issue in the country’s current era of increased building. How do we determine the “right” definition when different players are banking on different results, from the government administrators who approve the project, to the private sector that builds it, to the public, who use it? 

The four panelists reflect on how “value for money” has morphed over the decades, from enduring outcomes to short-term optics, such as cost of capital and debt pricing. Too often, the result is a growing mismatch between what is authorized—time and budget—and what is deemed important in the long term. The conversation asks what it would take to bring outcomes back into focus. Along the way, they float provocative ideas—like an infrastructure “incubator” that funds better concepts upstream—and give a much-needed nod to an undervalued and less marketable component: maintenance, renewals, and deferred capital repairs that don’t come with ribbon cuttings but keep vital public systems functioning.


Key Takeaways

  • The factors that have shifted the public and private perceptions of value;
  • How looking at financing as the overarching goal rather than a tool narrows the definition of success;
  • How public-sector objectives and private-sector delivery incentives can misalign without clear benefit stewardship;
  • How “on time and on budget” became a placeholder metric that ignores real-world performance;
  • How a public fund that supports big ideas in infrastructure could unlock private innovation as Canada pushes for economic resilience.

Quotes:

  • “I think the concept of outcome has been completely forgotten.” - David Ho

The conversation doesn’t stop here—connect and converse with our community via LinkedIn:

]]> Mon, 23 Mar 2026 05:00:00 -0400 Riccardo Cosentino Riccardo Cosentino 2923 How is value determined and discussed in infrastructure planning, procurement, and delivery? The Uncharted Conversations panel—Shormila Chatterjee, David Ho, and Melissa Di Marco—tackles a complicated question brought by a new addition: Lisa Mitchell, the President and CEO of the Canadian Council for Public-Private Partnerships (CCPPP). What defines the concept of value? The language behind the vital term has shifted in ways that impact how infrastructure projects are approved, designed, and ultimately judged, a significant issue in the country’s current era of increased building. How do we determine the “right” definition when different players are banking on different results, from the government administrators who approve the project, to the private sector that builds it, to the public, who use it? 

The four panelists reflect on how “value for money” has morphed over the decades, from enduring outcomes to short-term optics, such as cost of capital and debt pricing. Too often, the result is a growing mismatch between what is authorized—time and budget—and what is deemed important in the long term. The conversation asks what it would take to bring outcomes back into focus. Along the way, they float provocative ideas—like an infrastructure “incubator” that funds better concepts upstream—and give a much-needed nod to an undervalued and less marketable component: maintenance, renewals, and deferred capital repairs that don’t come with ribbon cuttings but keep vital public systems functioning.


Key Takeaways

  • The factors that have shifted the public and private perceptions of value;
  • How looking at financing as the overarching goal rather than a tool narrows the definition of success;
  • How public-sector objectives and private-sector delivery incentives can misalign without clear benefit stewardship;
  • How “on time and on budget” became a placeholder metric that ignores real-world performance;
  • How a public fund that supports big ideas in infrastructure could unlock private innovation as Canada pushes for economic resilience.

Quotes:

  • “I think the concept of outcome has been completely forgotten.” - David Ho

The conversation doesn’t stop here—connect and converse with our community via LinkedIn:

]]> engineering project planning, budget management, change management, engineering design management, cost engineering, engineering project management software, engineering project budgeting, major project management, agile project management, leadership No Digging Deeper: Ontario's Underground Mapping Revolution with Mitch Panciuk 4 4 10 10 Digging Deeper: Ontario's Underground Mapping Revolution with Mitch Panciuk full 197c192b-c8f3-4216-915e-96daa712ae74 https://navigatingmajorprogrammes.transistor.fm/s4/10 How can underground innovation transform the entire infrastructure industry? In Ontario, every contractor and homeowner is required to “call before you dig”, so utilities and other owners of buried gas, electric, fibre optic and sewer lines can flag areas for excavators to avoid. Every inquiry is facilitated by Ontario One Call, though today, 95% of people reach out online, rather than by phone. President and CEO Mitch Panciuk and his team have big plans to take their organization—essential for both safety and uninterrupted services—even further into the digital age.


In this episode, Riccardo and Mitch discuss the inspiration behind Ontario One Call’s ambitious plan to consolidate a province-wide base map. This digital twin, already proven out in places like the UK and Singapore, will reduce the time it takes to complete the million excavation requests Ontario receives each year. Especially as the federal government continues to heavily encourage new infrastructure, an up-to-date, secure, and accessible guide to every underground cable and pipe holds tremendous promise for the future efficiency and cost-savings of major programmes all across Canada. 


Key Takeaways

  • The potential improvements to accuracy, workload, and project speed promised by a base map of all buried infrastructure;
  • The time-consuming current process of facilitating hundreds of thousands of excavation inquiries;
  • How a widespread, standardized collation of underground asset data could benefit the smallest municipalities;
  • Why better mapping will change the future of planning and growth projections in Ontario;
  • The role AI has to play in the future of excavation workflow automation.

Quote

“2026 is the time that we should start harvesting this data…[and] putting it on a unified base map so that we can use it for generations to come.” -Mitch Panciuk


The conversation doesn’t stop here—connect and converse with our community via LinkedIn:

]]> How can underground innovation transform the entire infrastructure industry? In Ontario, every contractor and homeowner is required to “call before you dig”, so utilities and other owners of buried gas, electric, fibre optic and sewer lines can flag areas for excavators to avoid. Every inquiry is facilitated by Ontario One Call, though today, 95% of people reach out online, rather than by phone. President and CEO Mitch Panciuk and his team have big plans to take their organization—essential for both safety and uninterrupted services—even further into the digital age.


In this episode, Riccardo and Mitch discuss the inspiration behind Ontario One Call’s ambitious plan to consolidate a province-wide base map. This digital twin, already proven out in places like the UK and Singapore, will reduce the time it takes to complete the million excavation requests Ontario receives each year. Especially as the federal government continues to heavily encourage new infrastructure, an up-to-date, secure, and accessible guide to every underground cable and pipe holds tremendous promise for the future efficiency and cost-savings of major programmes all across Canada. 


Key Takeaways

  • The potential improvements to accuracy, workload, and project speed promised by a base map of all buried infrastructure;
  • The time-consuming current process of facilitating hundreds of thousands of excavation inquiries;
  • How a widespread, standardized collation of underground asset data could benefit the smallest municipalities;
  • Why better mapping will change the future of planning and growth projections in Ontario;
  • The role AI has to play in the future of excavation workflow automation.

Quote

“2026 is the time that we should start harvesting this data…[and] putting it on a unified base map so that we can use it for generations to come.” -Mitch Panciuk


The conversation doesn’t stop here—connect and converse with our community via LinkedIn:

]]> Mon, 16 Mar 2026 05:00:00 -0400 Riccardo Cosentino Riccardo Cosentino 2311 How can underground innovation transform the entire infrastructure industry? In Ontario, every contractor and homeowner is required to “call before you dig”, so utilities and other owners of buried gas, electric, fibre optic and sewer lines can flag areas for excavators to avoid. Every inquiry is facilitated by Ontario One Call, though today, 95% of people reach out online, rather than by phone. President and CEO Mitch Panciuk and his team have big plans to take their organization—essential for both safety and uninterrupted services—even further into the digital age.


In this episode, Riccardo and Mitch discuss the inspiration behind Ontario One Call’s ambitious plan to consolidate a province-wide base map. This digital twin, already proven out in places like the UK and Singapore, will reduce the time it takes to complete the million excavation requests Ontario receives each year. Especially as the federal government continues to heavily encourage new infrastructure, an up-to-date, secure, and accessible guide to every underground cable and pipe holds tremendous promise for the future efficiency and cost-savings of major programmes all across Canada. 


Key Takeaways

  • The potential improvements to accuracy, workload, and project speed promised by a base map of all buried infrastructure;
  • The time-consuming current process of facilitating hundreds of thousands of excavation inquiries;
  • How a widespread, standardized collation of underground asset data could benefit the smallest municipalities;
  • Why better mapping will change the future of planning and growth projections in Ontario;
  • The role AI has to play in the future of excavation workflow automation.

Quote

“2026 is the time that we should start harvesting this data…[and] putting it on a unified base map so that we can use it for generations to come.” -Mitch Panciuk


The conversation doesn’t stop here—connect and converse with our community via LinkedIn:

]]> Ontario OneCall, excavation safety, underground infrastructure, digital mapping, economic growth, data utilization, infrastructure management, collaboration, technology, regulatory framework No Where Canada Went Wrong on Rail with Michael Schabas 4 4 9 9 Where Canada Went Wrong on Rail with Michael Schabas full 60c0a156-5a81-40b3-bc11-8a743e882d2b https://navigatingmajorprogrammes.transistor.fm/s4/9 How could Canada—and Ontario in particular—have done rail transit better? Navigating Major Programmes never shies away from the controversial takes. In this episode, Riccardo takes to the mic with multi-disciplinary rail strategist and longtime industry builder Michael Schabas. Their candid, deeply informed conversation delves deep into what has gone awry in Canadian transit planning and what it would take to get it right.


Michael traces his path from a childhood fascination with trains to a career spanning architecture, transport planning, railway operations, and major infrastructure consulting. Along the way, he helped build and lead rail businesses in the UK and Australia, consistently proving that well-run passenger rail can be both high-performing and financially viable. That global experience shapes his perspective on Ontario’s railway decisions. He argues that too many projects have suffered from poor technology choices, weak route selection, and procurement strategies that don’t match the true complexity of this infrastructure solution.


Throughout his conversation with Riccardo, Michael also reflects on what Canadian builders have learned, the reality of Toronto’s ongoing and overdue electrification project, and why high-speed rail is the answer the country too often avoids. This wide-ranging look at rail infrastructure questions long-held assumptions and challenges decision-makers to never stop learning when it comes to public transportation projects.


Key Takeaways

  • Recovering from the rushed and ill-informed decision-making that lead to costly transit mistakes;
  • The potential for well-run passenger rail to grow ridership and improve financial performance;
  • How technology, route, and operating strategy choices shape transit outcomes;
  • Why past LRT decisions failed to deliver the speed and rider benefits promised;
  • How greenfield thinking and the right corridor strategy could change the future of high-speed rail in Canada.

Quote:

  • “If you’ve seen one railway, you’ve seen one railway. Every railway’s different.” - Michael Schabas

The conversation doesn’t stop here—connect and converse with our community via LinkedIn:

]]> How could Canada—and Ontario in particular—have done rail transit better? Navigating Major Programmes never shies away from the controversial takes. In this episode, Riccardo takes to the mic with multi-disciplinary rail strategist and longtime industry builder Michael Schabas. Their candid, deeply informed conversation delves deep into what has gone awry in Canadian transit planning and what it would take to get it right.


Michael traces his path from a childhood fascination with trains to a career spanning architecture, transport planning, railway operations, and major infrastructure consulting. Along the way, he helped build and lead rail businesses in the UK and Australia, consistently proving that well-run passenger rail can be both high-performing and financially viable. That global experience shapes his perspective on Ontario’s railway decisions. He argues that too many projects have suffered from poor technology choices, weak route selection, and procurement strategies that don’t match the true complexity of this infrastructure solution.


Throughout his conversation with Riccardo, Michael also reflects on what Canadian builders have learned, the reality of Toronto’s ongoing and overdue electrification project, and why high-speed rail is the answer the country too often avoids. This wide-ranging look at rail infrastructure questions long-held assumptions and challenges decision-makers to never stop learning when it comes to public transportation projects.


Key Takeaways

  • Recovering from the rushed and ill-informed decision-making that lead to costly transit mistakes;
  • The potential for well-run passenger rail to grow ridership and improve financial performance;
  • How technology, route, and operating strategy choices shape transit outcomes;
  • Why past LRT decisions failed to deliver the speed and rider benefits promised;
  • How greenfield thinking and the right corridor strategy could change the future of high-speed rail in Canada.

Quote:

  • “If you’ve seen one railway, you’ve seen one railway. Every railway’s different.” - Michael Schabas

The conversation doesn’t stop here—connect and converse with our community via LinkedIn:

]]> Mon, 09 Mar 2026 05:00:00 -0400 Riccardo Cosentino Riccardo Cosentino 2737 How could Canada—and Ontario in particular—have done rail transit better? Navigating Major Programmes never shies away from the controversial takes. In this episode, Riccardo takes to the mic with multi-disciplinary rail strategist and longtime industry builder Michael Schabas. Their candid, deeply informed conversation delves deep into what has gone awry in Canadian transit planning and what it would take to get it right.


Michael traces his path from a childhood fascination with trains to a career spanning architecture, transport planning, railway operations, and major infrastructure consulting. Along the way, he helped build and lead rail businesses in the UK and Australia, consistently proving that well-run passenger rail can be both high-performing and financially viable. That global experience shapes his perspective on Ontario’s railway decisions. He argues that too many projects have suffered from poor technology choices, weak route selection, and procurement strategies that don’t match the true complexity of this infrastructure solution.


Throughout his conversation with Riccardo, Michael also reflects on what Canadian builders have learned, the reality of Toronto’s ongoing and overdue electrification project, and why high-speed rail is the answer the country too often avoids. This wide-ranging look at rail infrastructure questions long-held assumptions and challenges decision-makers to never stop learning when it comes to public transportation projects.


Key Takeaways

  • Recovering from the rushed and ill-informed decision-making that lead to costly transit mistakes;
  • The potential for well-run passenger rail to grow ridership and improve financial performance;
  • How technology, route, and operating strategy choices shape transit outcomes;
  • Why past LRT decisions failed to deliver the speed and rider benefits promised;
  • How greenfield thinking and the right corridor strategy could change the future of high-speed rail in Canada.

Quote:

  • “If you’ve seen one railway, you’ve seen one railway. Every railway’s different.” - Michael Schabas

The conversation doesn’t stop here—connect and converse with our community via LinkedIn:

]]> railways, transit systems, high-speed rail, Canada, infrastructure, Michael Schabas, Toronto, transportation, urban planning, public transport No Young Leaders in Infrastructure: Building a More Accessible Industry 4 4 8 8 Young Leaders in Infrastructure: Building a More Accessible Industry full 65d5f026-2534-4e4d-becd-05dbf366bb56 https://navigatingmajorprogrammes.transistor.fm/s4/8 What is it like to navigate the infrastructure industry as a young professional? Finding footing in any field is challenging. Entrants are faced with rapidly changing technologies and processes, hybrid working environments, impostor syndrome, and breaking into existing tight-knit communities. Organizations like Young Leaders in Infrastructure (YLI) strive to help people entering the industry learn, grow, and connect. In this episode of Navigating Major Programmes, Riccardo and Shormilla speak with three members of the Toronto chapter: Mariam Faizal, Ursula Kenkel, and Iris Templo. 

The trio details their experiences with the YLI tenets: developing confidence, capability, and community in the industry. They praise beneficial quarterly events, mentorships, and AI advancement, but raise a unanimous call to action for more accessibility. Their unique and unjaded perspectives highlight where expansion and improvement could elevate infrastructure as younger generations continue to transform Canada’s built environment and the organizations that build it.


Key Takeaways:

  • How organizations like YLI assist those entering the industry in finding their place;
  • The community-minded motivation that draws graduates from all sectors to public service;
  • The need for more accessibility into the clique of established infrastructure professionals;
  • A fresh perspective on the ever-growing implementation of AI;
  • The ambition of continued collaboration across sectors and specialties.

Quote:

“[YLI provides] a good way of relating to my peers…but also having a good example of where my career can take me.” - Iris Templo


The conversation doesn’t stop here—connect and converse with our community via LinkedIn:

]]> What is it like to navigate the infrastructure industry as a young professional? Finding footing in any field is challenging. Entrants are faced with rapidly changing technologies and processes, hybrid working environments, impostor syndrome, and breaking into existing tight-knit communities. Organizations like Young Leaders in Infrastructure (YLI) strive to help people entering the industry learn, grow, and connect. In this episode of Navigating Major Programmes, Riccardo and Shormilla speak with three members of the Toronto chapter: Mariam Faizal, Ursula Kenkel, and Iris Templo. 

The trio details their experiences with the YLI tenets: developing confidence, capability, and community in the industry. They praise beneficial quarterly events, mentorships, and AI advancement, but raise a unanimous call to action for more accessibility. Their unique and unjaded perspectives highlight where expansion and improvement could elevate infrastructure as younger generations continue to transform Canada’s built environment and the organizations that build it.


Key Takeaways:

  • How organizations like YLI assist those entering the industry in finding their place;
  • The community-minded motivation that draws graduates from all sectors to public service;
  • The need for more accessibility into the clique of established infrastructure professionals;
  • A fresh perspective on the ever-growing implementation of AI;
  • The ambition of continued collaboration across sectors and specialties.

Quote:

“[YLI provides] a good way of relating to my peers…but also having a good example of where my career can take me.” - Iris Templo


The conversation doesn’t stop here—connect and converse with our community via LinkedIn:

]]> Mon, 02 Mar 2026 05:00:00 -0500 Riccardo Cosentino Riccardo Cosentino 3092 What is it like to navigate the infrastructure industry as a young professional? Finding footing in any field is challenging. Entrants are faced with rapidly changing technologies and processes, hybrid working environments, impostor syndrome, and breaking into existing tight-knit communities. Organizations like Young Leaders in Infrastructure (YLI) strive to help people entering the industry learn, grow, and connect. In this episode of Navigating Major Programmes, Riccardo and Shormilla speak with three members of the Toronto chapter: Mariam Faizal, Ursula Kenkel, and Iris Templo. 

The trio details their experiences with the YLI tenets: developing confidence, capability, and community in the industry. They praise beneficial quarterly events, mentorships, and AI advancement, but raise a unanimous call to action for more accessibility. Their unique and unjaded perspectives highlight where expansion and improvement could elevate infrastructure as younger generations continue to transform Canada’s built environment and the organizations that build it.


Key Takeaways:

  • How organizations like YLI assist those entering the industry in finding their place;
  • The community-minded motivation that draws graduates from all sectors to public service;
  • The need for more accessibility into the clique of established infrastructure professionals;
  • A fresh perspective on the ever-growing implementation of AI;
  • The ambition of continued collaboration across sectors and specialties.

Quote:

“[YLI provides] a good way of relating to my peers…but also having a good example of where my career can take me.” - Iris Templo


The conversation doesn’t stop here—connect and converse with our community via LinkedIn:

]]> engineering project planning, budget management, change management, engineering design management, cost engineering, engineering project management software, engineering project budgeting, major project management, agile project management, leadership No The Challenges and Rewards of Prioritizing Benefit Realization on Major Projects 4 4 7 7 The Challenges and Rewards of Prioritizing Benefit Realization on Major Projects full 4978ee67-4e86-42af-83d6-cb25dc297fef https://navigatingmajorprogrammes.transistor.fm/s4/7 The Uncharted Conversations series tackles the tough and sometimes controversial questions of the infrastructure industry. This time, Riccardo, David, and Melissa set sail toward benefits realization—why is this seemingly vital component of major programmes so often eclipsed by an overarching focus on time and budget? Shouldn’t the real measure of social project success be the benefits to the public, long after the project is over?

Projects in transit and other asset classes are becoming more complex and interprovincial. The panel considers the need for benefit realization to stay front and centre—superseding capital budget adherence. It is, after all, the outcome least likely to change over often decade-long planning and execution. They look at public reaction to finished projects and consider how that reaction might change should cost–benefit analysis play a larger role from the beginning. Can delivery teams call a project a “win” simply because it’s operational? 


This episode explores the trade-offs decision makers need to weigh (signal priority, car-centric constraints, political palatability, affordability) and how those choices shape the end user experience and media narrative. Along the way, the panel touches on how better incentive design, clearer decision architecture, and more connected suite-of-projects thinking may be necessary over long build lifecycles, in the face of ever-shifting expectations and populations.

Key Takeaways:

  • Aligning bidding and design decisions with cost–benefit outcomes to unlock innovation beyond lowest-capital-cost thinking;
  • The industry’s struggle to challenge major social infrastructure operating models;
  • The vital role of the project sponsor in the balance between intended benefits and inevitable trade-offs;
  • The potential for public dissatisfaction regardless of a project’s original business case and outcome;
  • How delays, population growth, and rising expectations can erode public tolerance—even if an asset meets its original targets.

Quote:

“Aligning based on the cost–benefit of the project can allow for a little bit more innovation when it comes to bidding on these projects.” - Melissa Di Marco


The conversation doesn’t stop here—connect and converse with our community via LinkedIn:

]]> The Uncharted Conversations series tackles the tough and sometimes controversial questions of the infrastructure industry. This time, Riccardo, David, and Melissa set sail toward benefits realization—why is this seemingly vital component of major programmes so often eclipsed by an overarching focus on time and budget? Shouldn’t the real measure of social project success be the benefits to the public, long after the project is over?

Projects in transit and other asset classes are becoming more complex and interprovincial. The panel considers the need for benefit realization to stay front and centre—superseding capital budget adherence. It is, after all, the outcome least likely to change over often decade-long planning and execution. They look at public reaction to finished projects and consider how that reaction might change should cost–benefit analysis play a larger role from the beginning. Can delivery teams call a project a “win” simply because it’s operational? 


This episode explores the trade-offs decision makers need to weigh (signal priority, car-centric constraints, political palatability, affordability) and how those choices shape the end user experience and media narrative. Along the way, the panel touches on how better incentive design, clearer decision architecture, and more connected suite-of-projects thinking may be necessary over long build lifecycles, in the face of ever-shifting expectations and populations.

Key Takeaways:

  • Aligning bidding and design decisions with cost–benefit outcomes to unlock innovation beyond lowest-capital-cost thinking;
  • The industry’s struggle to challenge major social infrastructure operating models;
  • The vital role of the project sponsor in the balance between intended benefits and inevitable trade-offs;
  • The potential for public dissatisfaction regardless of a project’s original business case and outcome;
  • How delays, population growth, and rising expectations can erode public tolerance—even if an asset meets its original targets.

Quote:

“Aligning based on the cost–benefit of the project can allow for a little bit more innovation when it comes to bidding on these projects.” - Melissa Di Marco


The conversation doesn’t stop here—connect and converse with our community via LinkedIn:

]]> Mon, 23 Feb 2026 05:00:00 -0500 Riccardo Cosentino Riccardo Cosentino 2703 The Uncharted Conversations series tackles the tough and sometimes controversial questions of the infrastructure industry. This time, Riccardo, David, and Melissa set sail toward benefits realization—why is this seemingly vital component of major programmes so often eclipsed by an overarching focus on time and budget? Shouldn’t the real measure of social project success be the benefits to the public, long after the project is over?

Projects in transit and other asset classes are becoming more complex and interprovincial. The panel considers the need for benefit realization to stay front and centre—superseding capital budget adherence. It is, after all, the outcome least likely to change over often decade-long planning and execution. They look at public reaction to finished projects and consider how that reaction might change should cost–benefit analysis play a larger role from the beginning. Can delivery teams call a project a “win” simply because it’s operational? 


This episode explores the trade-offs decision makers need to weigh (signal priority, car-centric constraints, political palatability, affordability) and how those choices shape the end user experience and media narrative. Along the way, the panel touches on how better incentive design, clearer decision architecture, and more connected suite-of-projects thinking may be necessary over long build lifecycles, in the face of ever-shifting expectations and populations.

Key Takeaways:

  • Aligning bidding and design decisions with cost–benefit outcomes to unlock innovation beyond lowest-capital-cost thinking;
  • The industry’s struggle to challenge major social infrastructure operating models;
  • The vital role of the project sponsor in the balance between intended benefits and inevitable trade-offs;
  • The potential for public dissatisfaction regardless of a project’s original business case and outcome;
  • How delays, population growth, and rising expectations can erode public tolerance—even if an asset meets its original targets.

Quote:

“Aligning based on the cost–benefit of the project can allow for a little bit more innovation when it comes to bidding on these projects.” - Melissa Di Marco


The conversation doesn’t stop here—connect and converse with our community via LinkedIn:

]]> benefit realization, project management, infrastructure, cost-benefit analysis, public perception, project sponsors, stakeholder management, social infrastructure, transportation projects, governance No The Positive Impact of External Legal Counsel on Major Projects with Sahil Shoor 4 4 6 6 The Positive Impact of External Legal Counsel on Major Projects with Sahil Shoor full c42e23a9-183a-4d0d-b0e3-333a890f8da3 https://navigatingmajorprogrammes.transistor.fm/s4/6 How do proactive dispute resolution pathways improve infrastructure project success? Every major programme has its share of disputes, big or small, and addressing these issues with level heads benefits every party on every project. In this episode, Riccardo sits down with Sahil Shoor, a partner at Gowling WLG who serves as external counsel on a wide range of construction projects. Together, they unpack the role lawyers play in the lifecycle of a project—and why that role is increasingly shifting from “claims at the end” to “resolution during the work.” 


Sahil acknowledges that many disputes aren’t born from bad faith or failed contract drafting—they come from unresolved issues that quietly compound. When teams avoid hard conversations early, the same friction points can echo throughout the project, creating domino effects in schedules, costs, and relationships. Sahil argues that the best results come when projects build credible pathways for raising issues and making timely decisions before situations become adversarial.


Riccardo and Sahil’s conversation digs into governance tools that support dispute avoidance rather than dispute denial: structured “early warning” approaches, clear escalation routes, and dispute boards that introduce neutral expertise before technical problems become existential. The takeaway is clear: the success of any project depends on how proactively risk is managed and disagreements are handled from the outset.


Key Takeaways

  • Why unresolved issues cause more conflict than bad drafting or bad faith;
  • The nip-in-the-bud benefits of the neutral, expert input of dispute boards;
  • Where internal counsel and external counsel add different value during execution;
  • The danger of split focus when ignoring disputes until a project is completed;
  • How resolution pathways reduce overreliance on “contractual entitlement” thinking.

Quote:

  • “It is not about avoiding risk but managing risk and managing it intelligently…project counsel is central to that effort.” - Sahil Shoor


The conversation doesn’t stop here—connect and converse with our community via LinkedIn:

]]> How do proactive dispute resolution pathways improve infrastructure project success? Every major programme has its share of disputes, big or small, and addressing these issues with level heads benefits every party on every project. In this episode, Riccardo sits down with Sahil Shoor, a partner at Gowling WLG who serves as external counsel on a wide range of construction projects. Together, they unpack the role lawyers play in the lifecycle of a project—and why that role is increasingly shifting from “claims at the end” to “resolution during the work.” 


Sahil acknowledges that many disputes aren’t born from bad faith or failed contract drafting—they come from unresolved issues that quietly compound. When teams avoid hard conversations early, the same friction points can echo throughout the project, creating domino effects in schedules, costs, and relationships. Sahil argues that the best results come when projects build credible pathways for raising issues and making timely decisions before situations become adversarial.


Riccardo and Sahil’s conversation digs into governance tools that support dispute avoidance rather than dispute denial: structured “early warning” approaches, clear escalation routes, and dispute boards that introduce neutral expertise before technical problems become existential. The takeaway is clear: the success of any project depends on how proactively risk is managed and disagreements are handled from the outset.


Key Takeaways

  • Why unresolved issues cause more conflict than bad drafting or bad faith;
  • The nip-in-the-bud benefits of the neutral, expert input of dispute boards;
  • Where internal counsel and external counsel add different value during execution;
  • The danger of split focus when ignoring disputes until a project is completed;
  • How resolution pathways reduce overreliance on “contractual entitlement” thinking.

Quote:

  • “It is not about avoiding risk but managing risk and managing it intelligently…project counsel is central to that effort.” - Sahil Shoor


The conversation doesn’t stop here—connect and converse with our community via LinkedIn:

]]> Mon, 16 Feb 2026 05:00:00 -0500 Riccardo Cosentino Riccardo Cosentino 2258 How do proactive dispute resolution pathways improve infrastructure project success? Every major programme has its share of disputes, big or small, and addressing these issues with level heads benefits every party on every project. In this episode, Riccardo sits down with Sahil Shoor, a partner at Gowling WLG who serves as external counsel on a wide range of construction projects. Together, they unpack the role lawyers play in the lifecycle of a project—and why that role is increasingly shifting from “claims at the end” to “resolution during the work.” 


Sahil acknowledges that many disputes aren’t born from bad faith or failed contract drafting—they come from unresolved issues that quietly compound. When teams avoid hard conversations early, the same friction points can echo throughout the project, creating domino effects in schedules, costs, and relationships. Sahil argues that the best results come when projects build credible pathways for raising issues and making timely decisions before situations become adversarial.


Riccardo and Sahil’s conversation digs into governance tools that support dispute avoidance rather than dispute denial: structured “early warning” approaches, clear escalation routes, and dispute boards that introduce neutral expertise before technical problems become existential. The takeaway is clear: the success of any project depends on how proactively risk is managed and disagreements are handled from the outset.


Key Takeaways

  • Why unresolved issues cause more conflict than bad drafting or bad faith;
  • The nip-in-the-bud benefits of the neutral, expert input of dispute boards;
  • Where internal counsel and external counsel add different value during execution;
  • The danger of split focus when ignoring disputes until a project is completed;
  • How resolution pathways reduce overreliance on “contractual entitlement” thinking.

Quote:

  • “It is not about avoiding risk but managing risk and managing it intelligently…project counsel is central to that effort.” - Sahil Shoor


The conversation doesn’t stop here—connect and converse with our community via LinkedIn:

]]> construction law, project counsel, dispute resolution, infrastructure projects, collaborative contracting, risk management, legal expertise, project management, claims, construction disputes No Montreal’s REM Project: Accepting Risk, Owner Expertise, and Accountability (Part 2 of 2) 4 4 5 5 Montreal’s REM Project: Accepting Risk, Owner Expertise, and Accountability (Part 2 of 2) full 9d115b64-25ec-43fb-976a-a49d3fd1de16 https://navigatingmajorprogrammes.transistor.fm/s4/5 In part two of this deep dive, Riccardo, Emily Moore, Pouya Zangeneh, and Rob Pattison continue unpacking Montreal’s REM (Réseau express métropolitain)—this time zooming in on what the project’s risk decisions reveal about long-term infrastructure delivery.


The group digs into a key point that often gets lost in public conversations about mega-projects: risk doesn’t disappear, it just shifts hands. CDPQ Infra’s willingness to absorb ridership and cost-overrun risk prompts a broader discussion about what it means to plan on a decades-long horizon and why “designing for the bad years” may be a defining feature of resilient infrastructure.


They also discuss the role of regulation and professional judgment: whether success comes from pushing limits or from rethinking policies that no longer serve their intended purposes. They explore how contract structures, interface management, and invested technical expertise on the owner side can influence outcomes more than any single procurement model.


Finally, the panel returns to the big question raised in part one: Is the REM model replicable? The answer requires examining the enabling conditions, including trust, governance, political courage, and public tolerance.


Key Takeaways:

  • Why absorbing risk isn’t unique but long-horizon thinking is;
  • What happens to contingency planning when owners accept the inevitability of “bad years”;
  • The important difference between pushing the limits and reconsidering the rules;
  • How looking beyond a single capital line item toward lifecycle outcomes secures project success;
  • Why the “stupid owner” model has a tendency to fail and how successful project owners avoid it.

Quote:

“The ​problem ​around ​the ​world…​is ​the ​stupid ​owner ​movement: ‘Pass ​all ​the ​risk ​to the ​contractor. ​Call ​me ​when ​you're ​done.’ It doesn’t work. You ​need ​invested ​experts ​on ​the ​owner ​side.” - Robert Pattison


The conversation doesn’t stop here—connect and converse with our community via LinkedIn:

]]> In part two of this deep dive, Riccardo, Emily Moore, Pouya Zangeneh, and Rob Pattison continue unpacking Montreal’s REM (Réseau express métropolitain)—this time zooming in on what the project’s risk decisions reveal about long-term infrastructure delivery.


The group digs into a key point that often gets lost in public conversations about mega-projects: risk doesn’t disappear, it just shifts hands. CDPQ Infra’s willingness to absorb ridership and cost-overrun risk prompts a broader discussion about what it means to plan on a decades-long horizon and why “designing for the bad years” may be a defining feature of resilient infrastructure.


They also discuss the role of regulation and professional judgment: whether success comes from pushing limits or from rethinking policies that no longer serve their intended purposes. They explore how contract structures, interface management, and invested technical expertise on the owner side can influence outcomes more than any single procurement model.


Finally, the panel returns to the big question raised in part one: Is the REM model replicable? The answer requires examining the enabling conditions, including trust, governance, political courage, and public tolerance.


Key Takeaways:

  • Why absorbing risk isn’t unique but long-horizon thinking is;
  • What happens to contingency planning when owners accept the inevitability of “bad years”;
  • The important difference between pushing the limits and reconsidering the rules;
  • How looking beyond a single capital line item toward lifecycle outcomes secures project success;
  • Why the “stupid owner” model has a tendency to fail and how successful project owners avoid it.

Quote:

“The ​problem ​around ​the ​world…​is ​the ​stupid ​owner ​movement: ‘Pass ​all ​the ​risk ​to the ​contractor. ​Call ​me ​when ​you're ​done.’ It doesn’t work. You ​need ​invested ​experts ​on ​the ​owner ​side.” - Robert Pattison


The conversation doesn’t stop here—connect and converse with our community via LinkedIn:

]]> Wed, 11 Feb 2026 05:00:00 -0500 Riccardo Cosentino Riccardo Cosentino 2808 In part two of this deep dive, Riccardo, Emily Moore, Pouya Zangeneh, and Rob Pattison continue unpacking Montreal’s REM (Réseau express métropolitain)—this time zooming in on what the project’s risk decisions reveal about long-term infrastructure delivery.


The group digs into a key point that often gets lost in public conversations about mega-projects: risk doesn’t disappear, it just shifts hands. CDPQ Infra’s willingness to absorb ridership and cost-overrun risk prompts a broader discussion about what it means to plan on a decades-long horizon and why “designing for the bad years” may be a defining feature of resilient infrastructure.


They also discuss the role of regulation and professional judgment: whether success comes from pushing limits or from rethinking policies that no longer serve their intended purposes. They explore how contract structures, interface management, and invested technical expertise on the owner side can influence outcomes more than any single procurement model.


Finally, the panel returns to the big question raised in part one: Is the REM model replicable? The answer requires examining the enabling conditions, including trust, governance, political courage, and public tolerance.


Key Takeaways:

  • Why absorbing risk isn’t unique but long-horizon thinking is;
  • What happens to contingency planning when owners accept the inevitability of “bad years”;
  • The important difference between pushing the limits and reconsidering the rules;
  • How looking beyond a single capital line item toward lifecycle outcomes secures project success;
  • Why the “stupid owner” model has a tendency to fail and how successful project owners avoid it.

Quote:

“The ​problem ​around ​the ​world…​is ​the ​stupid ​owner ​movement: ‘Pass ​all ​the ​risk ​to the ​contractor. ​Call ​me ​when ​you're ​done.’ It doesn’t work. You ​need ​invested ​experts ​on ​the ​owner ​side.” - Robert Pattison


The conversation doesn’t stop here—connect and converse with our community via LinkedIn:

]]> REM model, infrastructure financing, public-private partnership, Montreal transit, governance, project management, risk management, public trust, decision-making, replicability, profit motive, public-private partnerships, risk management, infrastructure projects, cost efficiency, innovative contracts, project financing, governance, transit systems, investment strategies No Exploring CDPQ Infra’s REM Playbook: Financing, Risk, and Delivery (Part 1 of 2) 4 4 4 4 Exploring CDPQ Infra’s REM Playbook: Financing, Risk, and Delivery (Part 1 of 2) full 2daa1a0c-8dfa-45ae-95f7-7617ff8e1071 https://navigatingmajorprogrammes.transistor.fm/s4/4 In the first of this two-part conversation, Riccardo is joined by a familiar trio—Emily Moore, Pouya Zangeneh, and Rob Patterson—for a wide-ranging and refreshingly candid unpacking of Montreal’s REM (Réseau express métropolitain) project and the structure behind it.

The REM is a modern driverless transit system, but that’s not where its innovation lies. Rather, the panel suggests, what’s unique is its governance and financing model: CDPQ Infra (a subsidiary of CDPQ, Quebec’s largest pension fund) acts as developer and financier for the multi-billion-dollar, revenue-backed public transit asset. The three infrastructure experts explore what makes this arrangement so unusual, what conditions were required for it to work, and whether it’s replicable outside Quebec’s distinctive political, legal, and trust environment.

The conversation digs into the often-overlooked “plumbing” of mega-project delivery: who holds accountability, who makes decisions, how consultation is structured, and why separating operations from development can change outcomes dramatically. Come back next week for part two, which delves into the long-horizon decisions behind the REM and how risk, regulation, and ownership shape mega projects.

Key Takeaways:

  • The governance and legislative conditions that helped set the REM up for speed and results;
  • Why the trust factor may be the silent enabler that makes this model politically viable;
  • Why CDPQ Infra’s role as developer raises new questions about public vs. private delivery;
  • What “risk” means when a pension fund is behind a project (and what happens if things go badly);
  • Why project success often depends on the separation of owners and operators from developers.

Quote:

“Success comes from splitting the money from the project from the operational program, and I think they’ve done that really, really well.” - Rob Pattison

The conversation doesn’t stop here—connect and converse with our community via LinkedIn:

]]> In the first of this two-part conversation, Riccardo is joined by a familiar trio—Emily Moore, Pouya Zangeneh, and Rob Patterson—for a wide-ranging and refreshingly candid unpacking of Montreal’s REM (Réseau express métropolitain) project and the structure behind it.

The REM is a modern driverless transit system, but that’s not where its innovation lies. Rather, the panel suggests, what’s unique is its governance and financing model: CDPQ Infra (a subsidiary of CDPQ, Quebec’s largest pension fund) acts as developer and financier for the multi-billion-dollar, revenue-backed public transit asset. The three infrastructure experts explore what makes this arrangement so unusual, what conditions were required for it to work, and whether it’s replicable outside Quebec’s distinctive political, legal, and trust environment.

The conversation digs into the often-overlooked “plumbing” of mega-project delivery: who holds accountability, who makes decisions, how consultation is structured, and why separating operations from development can change outcomes dramatically. Come back next week for part two, which delves into the long-horizon decisions behind the REM and how risk, regulation, and ownership shape mega projects.

Key Takeaways:

  • The governance and legislative conditions that helped set the REM up for speed and results;
  • Why the trust factor may be the silent enabler that makes this model politically viable;
  • Why CDPQ Infra’s role as developer raises new questions about public vs. private delivery;
  • What “risk” means when a pension fund is behind a project (and what happens if things go badly);
  • Why project success often depends on the separation of owners and operators from developers.

Quote:

“Success comes from splitting the money from the project from the operational program, and I think they’ve done that really, really well.” - Rob Pattison

The conversation doesn’t stop here—connect and converse with our community via LinkedIn:

]]> Mon, 09 Feb 2026 05:00:00 -0500 Riccardo Cosentino Riccardo Cosentino 2762 In the first of this two-part conversation, Riccardo is joined by a familiar trio—Emily Moore, Pouya Zangeneh, and Rob Patterson—for a wide-ranging and refreshingly candid unpacking of Montreal’s REM (Réseau express métropolitain) project and the structure behind it.

The REM is a modern driverless transit system, but that’s not where its innovation lies. Rather, the panel suggests, what’s unique is its governance and financing model: CDPQ Infra (a subsidiary of CDPQ, Quebec’s largest pension fund) acts as developer and financier for the multi-billion-dollar, revenue-backed public transit asset. The three infrastructure experts explore what makes this arrangement so unusual, what conditions were required for it to work, and whether it’s replicable outside Quebec’s distinctive political, legal, and trust environment.

The conversation digs into the often-overlooked “plumbing” of mega-project delivery: who holds accountability, who makes decisions, how consultation is structured, and why separating operations from development can change outcomes dramatically. Come back next week for part two, which delves into the long-horizon decisions behind the REM and how risk, regulation, and ownership shape mega projects.

Key Takeaways:

  • The governance and legislative conditions that helped set the REM up for speed and results;
  • Why the trust factor may be the silent enabler that makes this model politically viable;
  • Why CDPQ Infra’s role as developer raises new questions about public vs. private delivery;
  • What “risk” means when a pension fund is behind a project (and what happens if things go badly);
  • Why project success often depends on the separation of owners and operators from developers.

Quote:

“Success comes from splitting the money from the project from the operational program, and I think they’ve done that really, really well.” - Rob Pattison

The conversation doesn’t stop here—connect and converse with our community via LinkedIn:

]]> REM model, infrastructure financing, public-private partnership, Montreal transit, governance, project management, risk management, public trust, decision-making, replicability, profit motive, public-private partnerships, risk management, infrastructure projects, cost efficiency, innovative contracts, project financing, governance, transit systems, investment strategies No Breaking Down Government Budget Decisions for Major Projects with Peter Weltman 4 4 3 3 Breaking Down Government Budget Decisions for Major Projects with Peter Weltman full 20c37aa6-fbb3-44bf-a6f3-2fbae28c485a https://navigatingmajorprogrammes.transistor.fm/s4/3 What actually goes into major project budgeting at the government level—and what does it mean to take a calculated risk with public dollars? In this episode, Riccardo and Peter Weltman explore how public infrastructure decisions get made behind the scenes. 

A former Financial Accountability Officer for Ontario and veteran of the Treasury Board of Canada, Peter has decades of experience in cost estimation, defence procurement, and parliamentary budgeting. He provides illuminating explanations of how funding decisions are influenced by factors like confidence intervals, political priorities, and strategic tradeoffs. Together, he and Riccardo take a look at the budgetary pressures facing all levels of government and what “over budget” really means. This episode offers a frank perspective on implementing a shift from reactive fixes to proactive planning and the financial and political mechanisms that could make that possible.

Key Takeaways

  • How the Treasury Board of Canada makes decisions around government spending on infrastructure;
  • The political side of deciding on major project budgets;
  • How the Canadian Infrastructure Council is researching their report;
  • Asking questions that help secure budget decision accountability;
  • The benefits of financial incentives for infrastructure maintenance.

Quote:

“Really, the best investment [for Canadian infrastructure] right now is investing in making the stuff we already own work better.” - Peter Weltman

The conversation doesn’t stop here—connect and converse with our community via LinkedIn:

 Music: "A New Tomorrow" by Chordial Music. Licensed through PremiumBeat. 

]]> What actually goes into major project budgeting at the government level—and what does it mean to take a calculated risk with public dollars? In this episode, Riccardo and Peter Weltman explore how public infrastructure decisions get made behind the scenes. 

A former Financial Accountability Officer for Ontario and veteran of the Treasury Board of Canada, Peter has decades of experience in cost estimation, defence procurement, and parliamentary budgeting. He provides illuminating explanations of how funding decisions are influenced by factors like confidence intervals, political priorities, and strategic tradeoffs. Together, he and Riccardo take a look at the budgetary pressures facing all levels of government and what “over budget” really means. This episode offers a frank perspective on implementing a shift from reactive fixes to proactive planning and the financial and political mechanisms that could make that possible.

Key Takeaways

  • How the Treasury Board of Canada makes decisions around government spending on infrastructure;
  • The political side of deciding on major project budgets;
  • How the Canadian Infrastructure Council is researching their report;
  • Asking questions that help secure budget decision accountability;
  • The benefits of financial incentives for infrastructure maintenance.

Quote:

“Really, the best investment [for Canadian infrastructure] right now is investing in making the stuff we already own work better.” - Peter Weltman

The conversation doesn’t stop here—connect and converse with our community via LinkedIn:

 Music: "A New Tomorrow" by Chordial Music. Licensed through PremiumBeat. 

]]> Mon, 02 Feb 2026 05:00:00 -0500 Riccardo Cosentino Riccardo Cosentino 3801 What actually goes into major project budgeting at the government level—and what does it mean to take a calculated risk with public dollars? In this episode, Riccardo and Peter Weltman explore how public infrastructure decisions get made behind the scenes. 

A former Financial Accountability Officer for Ontario and veteran of the Treasury Board of Canada, Peter has decades of experience in cost estimation, defence procurement, and parliamentary budgeting. He provides illuminating explanations of how funding decisions are influenced by factors like confidence intervals, political priorities, and strategic tradeoffs. Together, he and Riccardo take a look at the budgetary pressures facing all levels of government and what “over budget” really means. This episode offers a frank perspective on implementing a shift from reactive fixes to proactive planning and the financial and political mechanisms that could make that possible.

Key Takeaways

  • How the Treasury Board of Canada makes decisions around government spending on infrastructure;
  • The political side of deciding on major project budgets;
  • How the Canadian Infrastructure Council is researching their report;
  • Asking questions that help secure budget decision accountability;
  • The benefits of financial incentives for infrastructure maintenance.

Quote:

“Really, the best investment [for Canadian infrastructure] right now is investing in making the stuff we already own work better.” - Peter Weltman

The conversation doesn’t stop here—connect and converse with our community via LinkedIn:

 Music: "A New Tomorrow" by Chordial Music. Licensed through PremiumBeat. 

]]> probabilistic estimates, f-35 fiasco, financial forecasting, cost estimation, government budgeting, decision making No Leading Through Change in Infrastructure with Jennifer Quinn 4 4 2 2 Leading Through Change in Infrastructure with Jennifer Quinn full 487bff50-bdbb-473e-9d75-77bf77074767 https://navigatingmajorprogrammes.transistor.fm/s4/2 How do you build an intentional and rewarding career while still allowing life and shifting roles to take their course? Jennifer Quinn is no stranger to route adjustments on her career path. Her willingness to adjust, accept, and constantly learn has enabled her to soar through the ranks, building supportive and impactful teams along the way. The CEO of Nieuport Aviation, the terminal owner and operator of Toronto’s Billy Bishop Airport, Jennifer’s long career in infrastructure, on both the public and private sides, has given her a unique and nuanced perspective on the industry.

In her discussion with Riccardo and Shormilla, Jennifer shares transparent and thoughtful insights into the transitions that led to her current infrastructure leadership position. She reflects on how her foundational goals and values have always guided her decisions—in both her career shifts and her leadership approach. Her experience as a female, queer C-suite executive comes with unique challenges and rewards. But Jennifer has navigated it all with well-honed discernment and self-awareness—characteristics that unquestionably mark her as a true Master Builder.

Key Takeaways:

  • The reward of balancing the unplanned and the strategic in a career trajectory;
  • The impact of prioritizing strong, lasting relationships with clients and employers;
  • Navigating the decision-making processes essential to job transitions;
  • The progress made and changes still needed around inclusivity in the industry; 
  • The “right” time to begin pursuing board appointments.

Quote:

  • "All the cliches are true. ​It's ​lonely ​at ​the ​top, ​and ​you ​feel ​all ​the ​accountability—​it ​is ​all ​true, ​very ​much ​so. ​And ​that ​being ​said, ​I ​also ​feel ​great ​about ​it. I love…leading our vision and…driving a culture shift.” - Jennifer Quinn

The conversation doesn’t stop here—connect and converse with our community via LinkedIn:

]]> How do you build an intentional and rewarding career while still allowing life and shifting roles to take their course? Jennifer Quinn is no stranger to route adjustments on her career path. Her willingness to adjust, accept, and constantly learn has enabled her to soar through the ranks, building supportive and impactful teams along the way. The CEO of Nieuport Aviation, the terminal owner and operator of Toronto’s Billy Bishop Airport, Jennifer’s long career in infrastructure, on both the public and private sides, has given her a unique and nuanced perspective on the industry.

In her discussion with Riccardo and Shormilla, Jennifer shares transparent and thoughtful insights into the transitions that led to her current infrastructure leadership position. She reflects on how her foundational goals and values have always guided her decisions—in both her career shifts and her leadership approach. Her experience as a female, queer C-suite executive comes with unique challenges and rewards. But Jennifer has navigated it all with well-honed discernment and self-awareness—characteristics that unquestionably mark her as a true Master Builder.

Key Takeaways:

  • The reward of balancing the unplanned and the strategic in a career trajectory;
  • The impact of prioritizing strong, lasting relationships with clients and employers;
  • Navigating the decision-making processes essential to job transitions;
  • The progress made and changes still needed around inclusivity in the industry; 
  • The “right” time to begin pursuing board appointments.

Quote:

  • "All the cliches are true. ​It's ​lonely ​at ​the ​top, ​and ​you ​feel ​all ​the ​accountability—​it ​is ​all ​true, ​very ​much ​so. ​And ​that ​being ​said, ​I ​also ​feel ​great ​about ​it. I love…leading our vision and…driving a culture shift.” - Jennifer Quinn

The conversation doesn’t stop here—connect and converse with our community via LinkedIn:

]]> Mon, 26 Jan 2026 05:00:00 -0500 Riccardo Cosentino Riccardo Cosentino 2396 How do you build an intentional and rewarding career while still allowing life and shifting roles to take their course? Jennifer Quinn is no stranger to route adjustments on her career path. Her willingness to adjust, accept, and constantly learn has enabled her to soar through the ranks, building supportive and impactful teams along the way. The CEO of Nieuport Aviation, the terminal owner and operator of Toronto’s Billy Bishop Airport, Jennifer’s long career in infrastructure, on both the public and private sides, has given her a unique and nuanced perspective on the industry.

In her discussion with Riccardo and Shormilla, Jennifer shares transparent and thoughtful insights into the transitions that led to her current infrastructure leadership position. She reflects on how her foundational goals and values have always guided her decisions—in both her career shifts and her leadership approach. Her experience as a female, queer C-suite executive comes with unique challenges and rewards. But Jennifer has navigated it all with well-honed discernment and self-awareness—characteristics that unquestionably mark her as a true Master Builder.

Key Takeaways:

  • The reward of balancing the unplanned and the strategic in a career trajectory;
  • The impact of prioritizing strong, lasting relationships with clients and employers;
  • Navigating the decision-making processes essential to job transitions;
  • The progress made and changes still needed around inclusivity in the industry; 
  • The “right” time to begin pursuing board appointments.

Quote:

  • "All the cliches are true. ​It's ​lonely ​at ​the ​top, ​and ​you ​feel ​all ​the ​accountability—​it ​is ​all ​true, ​very ​much ​so. ​And ​that ​being ​said, ​I ​also ​feel ​great ​about ​it. I love…leading our vision and…driving a culture shift.” - Jennifer Quinn

The conversation doesn’t stop here—connect and converse with our community via LinkedIn:

]]> infrastructure, leadership, women in business, public-private partnerships, career transitions, COVID-19, diversity, female CEO, mentorship, personal growth No Building an Engaging Infrastructure Podcast from the Ground Up 4 4 1 1 Building an Engaging Infrastructure Podcast from the Ground Up full e6d95bfe-7f38-4eec-92ea-ecdc3b0311b6 https://navigatingmajorprogrammes.transistor.fm/s4/1 What’s going on off-mic for the Navigating Major Programmes podcast team? Riccardo kicks off Season 4 with a behind-the-scenes conversation with Mikaila (writing and marketing) and Mary (podcast production). The three experts from across the communications spectrum join forces to unpack all that happens before the interview begins and after the recording stops. 

Thoughtful preparation meets natural curiosity to deliver a show that so many people in the industry and beyond now tune into every week. In this episode, the trio delves into how Riccardo sources guests, the difficulty of scheduling around the busy timelines of professionals, and how both Riccardo’s workflow and confidence have advanced over more than 80 episodes. The back-and-forth becomes a friendly debate over the benefits and drawbacks of AI in writing and podcasting, from audio cleanup and title generation to voice cloning. The team recognizes that authenticity, emotion, and human effort are all in flux as automation continues to dominate our workflows.

On the heels of a milestone season, the fourth installment of Navigating Major Programmes will bring a fresh cohort of insightful professionals—both those newer to infrastructure and well-established—with the goal of further elevating the industry, one conversation at a time.


Key Takeaways

  • Breaking down all the legwork required before and after recording an episode.
  • The role of podcasting in building confidence and public speaking ability.
  • How post-production enhances a show without removing its humanness.
  • The controversial use of AI in each step of show creation.
  • Where they’ve been and what’s to come in Season 4.

Quote:

 “If you have something interesting to say, my platform is your platform.” - Riccardo Cosentino

The conversation doesn’t stop here—connect and converse with our community via LinkedIn:

Music: "A New Tomorrow" by Chordial Music. Licensed through PremiumBeat.


]]> What’s going on off-mic for the Navigating Major Programmes podcast team? Riccardo kicks off Season 4 with a behind-the-scenes conversation with Mikaila (writing and marketing) and Mary (podcast production). The three experts from across the communications spectrum join forces to unpack all that happens before the interview begins and after the recording stops. 

Thoughtful preparation meets natural curiosity to deliver a show that so many people in the industry and beyond now tune into every week. In this episode, the trio delves into how Riccardo sources guests, the difficulty of scheduling around the busy timelines of professionals, and how both Riccardo’s workflow and confidence have advanced over more than 80 episodes. The back-and-forth becomes a friendly debate over the benefits and drawbacks of AI in writing and podcasting, from audio cleanup and title generation to voice cloning. The team recognizes that authenticity, emotion, and human effort are all in flux as automation continues to dominate our workflows.

On the heels of a milestone season, the fourth installment of Navigating Major Programmes will bring a fresh cohort of insightful professionals—both those newer to infrastructure and well-established—with the goal of further elevating the industry, one conversation at a time.


Key Takeaways

  • Breaking down all the legwork required before and after recording an episode.
  • The role of podcasting in building confidence and public speaking ability.
  • How post-production enhances a show without removing its humanness.
  • The controversial use of AI in each step of show creation.
  • Where they’ve been and what’s to come in Season 4.

Quote:

 “If you have something interesting to say, my platform is your platform.” - Riccardo Cosentino

The conversation doesn’t stop here—connect and converse with our community via LinkedIn:

Music: "A New Tomorrow" by Chordial Music. Licensed through PremiumBeat.


]]> Mon, 19 Jan 2026 05:00:00 -0500 Riccardo Cosentino Riccardo Cosentino 4070 What’s going on off-mic for the Navigating Major Programmes podcast team? Riccardo kicks off Season 4 with a behind-the-scenes conversation with Mikaila (writing and marketing) and Mary (podcast production). The three experts from across the communications spectrum join forces to unpack all that happens before the interview begins and after the recording stops. 

Thoughtful preparation meets natural curiosity to deliver a show that so many people in the industry and beyond now tune into every week. In this episode, the trio delves into how Riccardo sources guests, the difficulty of scheduling around the busy timelines of professionals, and how both Riccardo’s workflow and confidence have advanced over more than 80 episodes. The back-and-forth becomes a friendly debate over the benefits and drawbacks of AI in writing and podcasting, from audio cleanup and title generation to voice cloning. The team recognizes that authenticity, emotion, and human effort are all in flux as automation continues to dominate our workflows.

On the heels of a milestone season, the fourth installment of Navigating Major Programmes will bring a fresh cohort of insightful professionals—both those newer to infrastructure and well-established—with the goal of further elevating the industry, one conversation at a time.


Key Takeaways

  • Breaking down all the legwork required before and after recording an episode.
  • The role of podcasting in building confidence and public speaking ability.
  • How post-production enhances a show without removing its humanness.
  • The controversial use of AI in each step of show creation.
  • Where they’ve been and what’s to come in Season 4.

Quote:

 “If you have something interesting to say, my platform is your platform.” - Riccardo Cosentino

The conversation doesn’t stop here—connect and converse with our community via LinkedIn:

Music: "A New Tomorrow" by Chordial Music. Licensed through PremiumBeat.


]]> engineering project planning, budget management, change management, engineering design management, cost engineering, engineering project management software, engineering project budgeting, major project management, agile project management, leadership No Leadership, Courage, and Alignment in Major Projects 3 3 82 82 Leadership, Courage, and Alignment in Major Projects full 4005d3bc-7e84-44cf-95cc-444f7d2b652e https://navigatingmajorprogrammes.transistor.fm/s3/82 In Season 3, Navigating Major Programmes expanded the podcast’s primary goal—to go beyond the tools and frameworks of program delivery into the humanity behind it—with amazing results. In this wrap-up episode, Riccardo reviews the past year, celebrating the panelists, guests, and listeners who make the show possible. He highlights salient points from Uncharted Conversations and Master Builders, points that truly capture the breadth and depth these collaborators have achieved, both behind the mic and every day in their roles as leaders and innovators.

With nearly twice as many episodes and double the weekly listeners from Season 2, the 2025 season gave Riccardo and his co-hosts and guests so many opportunities to explore both the big picture thinking and practical applications that are shaping—and shaking up—the industry today. In January 2026, Navigating Major Programmes will return for season 4 with even more inspiring stories, game-changing ideas, and disruptive conversations about the future of program management.

Disclaimer: Navigating Major Programmes believes in adapting with technological advances. This episode was narrated by an AI-generated voice of the program host.

Key Takeaways:

  • What this season taught the hosts about what you—the listener—want to hear;
  • Riccardo’s favourite episodes, to listen back on during the break;
  • What to expect in season 4, including a brand new series.

 Quote:

“The future of this industry will be built by those who lead with humanity.” - Riccardo Cosentino

The conversation doesn’t stop here—connect and converse with our community via LinkedIn:

Music: "A New Tomorrow" by Chordial Music. Licensed through PremiumBeat.

]]> In Season 3, Navigating Major Programmes expanded the podcast’s primary goal—to go beyond the tools and frameworks of program delivery into the humanity behind it—with amazing results. In this wrap-up episode, Riccardo reviews the past year, celebrating the panelists, guests, and listeners who make the show possible. He highlights salient points from Uncharted Conversations and Master Builders, points that truly capture the breadth and depth these collaborators have achieved, both behind the mic and every day in their roles as leaders and innovators.

With nearly twice as many episodes and double the weekly listeners from Season 2, the 2025 season gave Riccardo and his co-hosts and guests so many opportunities to explore both the big picture thinking and practical applications that are shaping—and shaking up—the industry today. In January 2026, Navigating Major Programmes will return for season 4 with even more inspiring stories, game-changing ideas, and disruptive conversations about the future of program management.

Disclaimer: Navigating Major Programmes believes in adapting with technological advances. This episode was narrated by an AI-generated voice of the program host.

Key Takeaways:

  • What this season taught the hosts about what you—the listener—want to hear;
  • Riccardo’s favourite episodes, to listen back on during the break;
  • What to expect in season 4, including a brand new series.

 Quote:

“The future of this industry will be built by those who lead with humanity.” - Riccardo Cosentino

The conversation doesn’t stop here—connect and converse with our community via LinkedIn:

Music: "A New Tomorrow" by Chordial Music. Licensed through PremiumBeat.

]]> Mon, 15 Dec 2025 05:00:00 -0500 Riccardo Cosentino Riccardo Cosentino 573 In Season 3, Navigating Major Programmes expanded the podcast’s primary goal—to go beyond the tools and frameworks of program delivery into the humanity behind it—with amazing results. In this wrap-up episode, Riccardo reviews the past year, celebrating the panelists, guests, and listeners who make the show possible. He highlights salient points from Uncharted Conversations and Master Builders, points that truly capture the breadth and depth these collaborators have achieved, both behind the mic and every day in their roles as leaders and innovators. With nearly twice as many episodes and double the weekly listeners from Season 2, the 2025 season gave Riccardo and his co-hosts and guests so many opportunities to explore both the big picture thinking and practical applications that are shaping—and shaking up—the industry today. In January 2026, Navigating Major Programmes will return for season 4 with even more inspiring stories, game-changing ideas, and disruptive conversations about the future of program management. In Season 3, Navigating Major Programmes expanded the podcast’s primary goal—to go beyond the tools and frameworks of program delivery into the humanity behind it—with amazing results. In this wrap-up episode, Riccardo reviews the past year, celebrating t big projects, government projects, major projects, risk management, infrastructure, public policy No Systems Engineering: From Contract Requirements to Project Realization with Jared Theriault 3 3 81 81 Systems Engineering: From Contract Requirements to Project Realization with Jared Theriault full fa2426b7-1829-4b64-a265-af446287774a https://navigatingmajorprogrammes.transistor.fm/s3/81 How do you break a massive system down into manageable parts—and make sure it all still works together in the end? Much of this responsibility falls to the systems engineer, a vital if underdiscussed position in the major programme ecosystem. In this episode, Jared Theriault joins Riccardo to demystify systems engineering and clarify why it’s an essential discipline in any construction undertaking. 

Four years ago, Jared graduated from Queens University with a degree in electrical engineering and signal processing. His transition into systems engineering was unexpected, but today he is a passionate proponent for future progress in the practice. Jared’s role involves ensuring every component of an infrastructure project—communications, controls, safety plans, and more—is accounted for, integrated, and doing what it’s supposed to do. Together, he and Riccardo explore the specialized tools and processes that keep long-term projects on the rails. It’s a data-heavy role, and AI and LLMs can’t be ignored. The two take a look at what the future holds for this multifaceted component so essential to the design, construction, and validation of infrastructure.

Key Takeaways

  • The many-pronged approach to systems management;
  • The similarities between systems data management and social media networks;
  • The distinction between relational and graph databases;
  • How robust database software keeps long-term projects organized and efficient;
  • How AI and automation are reshaping the role of systems engineers and the industry as a whole.

Quote:

“That was one of the cooler things I had done. Gathering all the requirements in one place, seeing how many we actually did have at the end. And yeah, I think it was in the tens of thousands, easily.” - Jared Theriault

The conversation doesn’t stop here—connect and converse with our community via LinkedIn:

Music: "A New Tomorrow" by Chordial Music. Licensed through PremiumBeat.

]]> How do you break a massive system down into manageable parts—and make sure it all still works together in the end? Much of this responsibility falls to the systems engineer, a vital if underdiscussed position in the major programme ecosystem. In this episode, Jared Theriault joins Riccardo to demystify systems engineering and clarify why it’s an essential discipline in any construction undertaking. 

Four years ago, Jared graduated from Queens University with a degree in electrical engineering and signal processing. His transition into systems engineering was unexpected, but today he is a passionate proponent for future progress in the practice. Jared’s role involves ensuring every component of an infrastructure project—communications, controls, safety plans, and more—is accounted for, integrated, and doing what it’s supposed to do. Together, he and Riccardo explore the specialized tools and processes that keep long-term projects on the rails. It’s a data-heavy role, and AI and LLMs can’t be ignored. The two take a look at what the future holds for this multifaceted component so essential to the design, construction, and validation of infrastructure.

Key Takeaways

  • The many-pronged approach to systems management;
  • The similarities between systems data management and social media networks;
  • The distinction between relational and graph databases;
  • How robust database software keeps long-term projects organized and efficient;
  • How AI and automation are reshaping the role of systems engineers and the industry as a whole.

Quote:

“That was one of the cooler things I had done. Gathering all the requirements in one place, seeing how many we actually did have at the end. And yeah, I think it was in the tens of thousands, easily.” - Jared Theriault

The conversation doesn’t stop here—connect and converse with our community via LinkedIn:

Music: "A New Tomorrow" by Chordial Music. Licensed through PremiumBeat.

]]> Mon, 08 Dec 2025 05:00:00 -0500 Riccardo Cosentino Riccardo Cosentino 2716 How do you break a massive system down into manageable parts—and make sure it all still works together in the end? Much of this responsibility falls to the systems engineer, a vital if underdiscussed position in the major programme ecosystem. In this episode, Jared Theriault joins Riccardo to demystify systems engineering and clarify why it’s an essential discipline in any construction undertaking. Four years ago, Jared graduated from Queens University with a degree in electrical engineering and signal processing. His transition into systems engineering was unexpected, but today he is a passionate proponent for future progress in the practice. Jared’s role involves ensuring every component of an infrastructure project—communications, controls, safety plans, and more—is accounted for, integrated, and doing what it’s supposed to do. Together, he and Riccardo explore the specialized tools and processes that keep long-term projects on the rails. It’s a data-heavy role, and AI and LLMs can’t be ignored. The two take a look at what the future holds for this multifaceted component so essential to the design, construction, and validation of infrastructure. How do you break a massive system down into manageable parts—and make sure it all still works together in the end? Much of this responsibility falls to the systems engineer, a vital if underdiscussed position in the major programme ecosystem. In this epis systems engineering, engineering disciplines, challenges, future trends, real-world applications No Cross-Sector Applied Learning in Major Programme Management with Tim Fitch 3 3 80 80 Cross-Sector Applied Learning in Major Programme Management with Tim Fitch full 8824db23-8ace-49a7-97cd-efe53e6d0402 https://navigatingmajorprogrammes.transistor.fm/s3/80 What correlations can we uncover when we extend construction and infrastructure concepts beyond the industry? Exploring high-stress railway builds to supply chain and project management parallels with fashion design, this episode of Navigating Major Programmes is packed with sector-spanning insights. Riccardo sits down with one of his mentors, Tim Fitch, to reflect on the enduring patterns that emerge when delivering major outcomes under tight timelines. 

Tim is a veteran director of building development, a market strategist, and this year’s Master of the Worshipful Company of Constructors in London. Through intriguing stories from decades working in diverse roles, Tim shares how early lessons in modular design, safety, and worker wellness continue to inform his work today. He also explores the fascinating history of his livery and London, England’s other Worshipful Companies that support industry camaraderie and higher education in the trades throughout the city. Together, these industry experts take a look back, as well as ahead, to the future of professional leadership in the built environment.

Key Takeaways:

  • How the mindset of project delivery applies across industries;
  • The lessons that strategic consulting in infrastructure can borrow from parallel industries
  • Why modular construction is essential for infrastructure that must stay operational;
  • What high-pressure projects teach us about burnout, resilience, and boundaries;
  • The fascinating history of livery companies in England.

Quote: 

“You think you're the king of the world because you've done all this innovative stuff and you take a bite too much and then you spent about six months digesting it, with a lot of Alka Seltzer required. So that was a really important lesson that it's very easy to get carried away with success.” - Tim Fitch

The conversation doesn’t stop here—connect and converse with our community via LinkedIn:

Music: "A New Tomorrow" by Chordial Music. Licensed through PremiumBeat.

]]> What correlations can we uncover when we extend construction and infrastructure concepts beyond the industry? Exploring high-stress railway builds to supply chain and project management parallels with fashion design, this episode of Navigating Major Programmes is packed with sector-spanning insights. Riccardo sits down with one of his mentors, Tim Fitch, to reflect on the enduring patterns that emerge when delivering major outcomes under tight timelines. 

Tim is a veteran director of building development, a market strategist, and this year’s Master of the Worshipful Company of Constructors in London. Through intriguing stories from decades working in diverse roles, Tim shares how early lessons in modular design, safety, and worker wellness continue to inform his work today. He also explores the fascinating history of his livery and London, England’s other Worshipful Companies that support industry camaraderie and higher education in the trades throughout the city. Together, these industry experts take a look back, as well as ahead, to the future of professional leadership in the built environment.

Key Takeaways:

  • How the mindset of project delivery applies across industries;
  • The lessons that strategic consulting in infrastructure can borrow from parallel industries
  • Why modular construction is essential for infrastructure that must stay operational;
  • What high-pressure projects teach us about burnout, resilience, and boundaries;
  • The fascinating history of livery companies in England.

Quote: 

“You think you're the king of the world because you've done all this innovative stuff and you take a bite too much and then you spent about six months digesting it, with a lot of Alka Seltzer required. So that was a really important lesson that it's very easy to get carried away with success.” - Tim Fitch

The conversation doesn’t stop here—connect and converse with our community via LinkedIn:

Music: "A New Tomorrow" by Chordial Music. Licensed through PremiumBeat.

]]> Mon, 01 Dec 2025 05:00:00 -0500 Riccardo Cosentino Riccardo Cosentino 4005 What correlations can we uncover when we extend construction and infrastructure concepts beyond the industry? Exploring high-stress railway builds to supply chain and project management parallels with fashion design, this episode of Navigating Major Programmes is packed with sector-spanning insights. Riccardo sits down with one of his mentors, Tim Fitch, to reflect on the enduring patterns that emerge when delivering major outcomes under tight timelines. Tim is a veteran director of building development, a market strategist, and this year’s Master of the Worshipful Company of Constructors in London. Through intriguing stories from decades working in diverse roles, Tim shares how early lessons in modular design, safety, and worker wellness continue to inform his work today. He also explores the fascinating history of his livery and London, England’s other Worshipful Companies that support industry camaraderie and higher education in the trades throughout the city. Together, these industry experts take a look back, as well as ahead, to the future of professional leadership in the built environment. What correlations can we uncover when we extend construction and infrastructure concepts beyond the industry? Exploring high-stress railway builds to supply chain and project management parallels with fashion design, this episode of Navigating Major Progr fast fashion, eco-friendly fashion, garment production, sustainability, landfill waste No The Future of the Infrastructure Conversation: 2026 and Beyond 3 3 79 79 The Future of the Infrastructure Conversation: 2026 and Beyond full fe963bd0-b620-41a9-ac15-4f897f814ba5 https://navigatingmajorprogrammes.transistor.fm/s3/79 How can the infrastructure industry encourage more open discussions between diverse sectors? In the final Uncharted Conversations episode of the year, Riccardo, Shormila, and David come together to look back at 2025 and ahead at what’s to come, reflecting on the themes, tensions, and unanswered questions of the season.

This year saw murky decision-making persist despite infrastructure’s growing prevalence in every Canadian industry. This characteristically honest and envelope-pushing roundtable teases apart the challenges of navigating building and public sector leadership in this economic reality. The group digs into the impact and barriers that risk-averse and unwieldy systems erect against innovative Canadian ideas and efficient project management. They propose new lines of inquiry—including public finance, ideal delivery model selection, and fundamental government mechanics—for the coming year. The pirates also share their personal experiences recording free and unscripted conversations about an industry whose hatches are so tightly battened down with technicality and precision. This episode is part retrospective, part provocation, and a clear invitation to keep the conversation going.

Key Takeaways:

  • The podcast's role in building a community of thought and practice;
  • The vital importance of conversations that span all sectors of the industry;
  • How we’ve overcomplicated government decision-making processes, and the resulting implications;
  • Why generalized indecision is the greatest risk facing public project delivery;
  • The fraught reality—and future potential—of hybrid private finance and alliance contracts.

Quote:

“I feel that now, speaking from a private sector lens, the indecision is a real dampener for my optimism and enthusiasm for how we’re going to tackle some big challenges.”- David Ho

The conversation doesn’t stop here—connect and converse with our community via LinkedIn:

Music: "A New Tomorrow" by Chordial Music. Licensed through PremiumBeat.

]]> How can the infrastructure industry encourage more open discussions between diverse sectors? In the final Uncharted Conversations episode of the year, Riccardo, Shormila, and David come together to look back at 2025 and ahead at what’s to come, reflecting on the themes, tensions, and unanswered questions of the season.

This year saw murky decision-making persist despite infrastructure’s growing prevalence in every Canadian industry. This characteristically honest and envelope-pushing roundtable teases apart the challenges of navigating building and public sector leadership in this economic reality. The group digs into the impact and barriers that risk-averse and unwieldy systems erect against innovative Canadian ideas and efficient project management. They propose new lines of inquiry—including public finance, ideal delivery model selection, and fundamental government mechanics—for the coming year. The pirates also share their personal experiences recording free and unscripted conversations about an industry whose hatches are so tightly battened down with technicality and precision. This episode is part retrospective, part provocation, and a clear invitation to keep the conversation going.

Key Takeaways:

  • The podcast's role in building a community of thought and practice;
  • The vital importance of conversations that span all sectors of the industry;
  • How we’ve overcomplicated government decision-making processes, and the resulting implications;
  • Why generalized indecision is the greatest risk facing public project delivery;
  • The fraught reality—and future potential—of hybrid private finance and alliance contracts.

Quote:

“I feel that now, speaking from a private sector lens, the indecision is a real dampener for my optimism and enthusiasm for how we’re going to tackle some big challenges.”- David Ho

The conversation doesn’t stop here—connect and converse with our community via LinkedIn:

Music: "A New Tomorrow" by Chordial Music. Licensed through PremiumBeat.

]]> Mon, 24 Nov 2025 05:00:00 -0500 Riccardo Cosentino Riccardo Cosentino 3251 How can the infrastructure industry encourage more open discussions between diverse sectors? In the final Uncharted Conversations episode of the year, Riccardo, Shormila, and David come together to look back at 2025 and ahead at what’s to come, reflecting on the themes, tensions, and unanswered questions of the season. This year saw murky decision-making persist despite infrastructure’s growing prevalence in every Canadian industry. This characteristically honest and envelope-pushing roundtable teases apart the challenges of navigating building and public sector leadership in this economic reality. The group digs into the impact and barriers that risk-averse and unwieldy systems erect against innovative Canadian ideas and efficient project management. They propose new lines of inquiry—including public finance, ideal delivery model selection, and fundamental government mechanics—for the coming year. The pirates also share their personal experiences recording free and unscripted conversations about an industry whose hatches are so tightly battened down with technicality and precision. This episode is part retrospective, part provocation, and a clear invitation to keep the conversation going. How can the infrastructure industry encourage more open discussions between diverse sectors? In the final Uncharted Conversations episode of the year, Riccardo, Shormila, and David come together to look back at 2025 and ahead at what’s to come, reflecting big projects, public sector, project execution, challenges, government actors, risk management, indecision, private sector, optimism, decision making No The Risk, Cost, and Advisory Roles of the Project Control Manager with Mohammed “Moody” Saad 3 3 78 78 The Risk, Cost, and Advisory Roles of the Project Control Manager with Mohammed “Moody” Saad full 28113f7b-73a1-4b79-bd38-85680c1d8586 https://navigatingmajorprogrammes.transistor.fm/s3/78 Where does project control exist in the hierarchy of major programme management? This important role is far more than just financial reporting, providing oversight, or raising all the red flags—it's serves as the critical support function that enables project managers to see clearly and act decisively. In this episode, Mohammed “Moody” Saad joins Riccardo to clear up the common misconceptions around project controls. Moody is the VP of Project Delivery at AtkinsRéalis and a sessional lecturer for Toronto Metropolitan University’s Masters of Project Management program. 

The project controls manager is a trusted advisor and data wizard who connects the many moving parts of every infrastructure venture. Moody draws on his decades of experience to outline what sets high-performing professionals in his industry apart, including their ability to analyze problems, ask the right questions, and circumvent misplaced emotional or reactive decisions. He and Riccardo also explore the need for early integration of project controls and how the right tools and leadership culture are essential for every programme’s success.

Key Takeaways:

  • What project control management is—and what it definitely is not;
  • What great project control managers have in common across sectors and roles;
  • The essential tools and leadership culture that set them up for success;
  • The three critical questions every project control manager should be able to answer;
  • How to begin your project control journey.

Quote: 

“One ​thing ​that ​is ​often ​overlooked ​in ​organizations ​is ​a ​project ​management ​culture. And ​that's ​where ​I ​think ​a ​lot ​of ​organizations ​struggle. ​Because ​if ​you ​don't ​have ​that ​buy ​in ​from ​executive ​leadership ​in ​an ​organization ​to ​drive ​that ​project ​management ​culture, then ​you ​are ​not ​setting ​up ​the ​project ​management ​and ​project ​controls ​personnel ​for ​success.” - Mohammed “Moody” Saad

The conversation doesn’t stop here—connect and converse with our community via LinkedIn:

Music: "A New Tomorrow" by Chordial Music. Licensed through PremiumBeat.

]]> Where does project control exist in the hierarchy of major programme management? This important role is far more than just financial reporting, providing oversight, or raising all the red flags—it's serves as the critical support function that enables project managers to see clearly and act decisively. In this episode, Mohammed “Moody” Saad joins Riccardo to clear up the common misconceptions around project controls. Moody is the VP of Project Delivery at AtkinsRéalis and a sessional lecturer for Toronto Metropolitan University’s Masters of Project Management program. 

The project controls manager is a trusted advisor and data wizard who connects the many moving parts of every infrastructure venture. Moody draws on his decades of experience to outline what sets high-performing professionals in his industry apart, including their ability to analyze problems, ask the right questions, and circumvent misplaced emotional or reactive decisions. He and Riccardo also explore the need for early integration of project controls and how the right tools and leadership culture are essential for every programme’s success.

Key Takeaways:

  • What project control management is—and what it definitely is not;
  • What great project control managers have in common across sectors and roles;
  • The essential tools and leadership culture that set them up for success;
  • The three critical questions every project control manager should be able to answer;
  • How to begin your project control journey.

Quote: 

“One ​thing ​that ​is ​often ​overlooked ​in ​organizations ​is ​a ​project ​management ​culture. And ​that's ​where ​I ​think ​a ​lot ​of ​organizations ​struggle. ​Because ​if ​you ​don't ​have ​that ​buy ​in ​from ​executive ​leadership ​in ​an ​organization ​to ​drive ​that ​project ​management ​culture, then ​you ​are ​not ​setting ​up ​the ​project ​management ​and ​project ​controls ​personnel ​for ​success.” - Mohammed “Moody” Saad

The conversation doesn’t stop here—connect and converse with our community via LinkedIn:

Music: "A New Tomorrow" by Chordial Music. Licensed through PremiumBeat.

]]> Mon, 17 Nov 2025 05:00:00 -0500 Riccardo Cosentino Riccardo Cosentino 2423 Where does project control exist in the hierarchy of major programme management? This important role is far more than just financial reporting, providing oversight, or raising all the red flags—it's serves as the critical support function that enables project managers to see clearly and act decisively. In this episode, Mohammed “Moody” Saad joins Riccardo to clear up the common misconceptions around project controls. Moody is the VP of Project Delivery at AtkinsRéalis and a sessional lecturer for Toronto Metropolitan University’s Masters of Project Management program. The project controls manager is a trusted advisor and data wizard who connects the many moving parts of every infrastructure venture. Moody draws on his decades of experience to outline what sets high-performing professionals in his industry apart, including their ability to analyze problems, ask the right questions, and circumvent misplaced emotional or reactive decisions. He and Riccardo also explore the need for early integration of project controls and how the right tools and leadership culture are essential for every programme’s success. Where does project control exist in the hierarchy of major programme management? This important role is far more than just financial reporting, providing oversight, or raising all the red flags—it's serves as the critical support function that enables pro schedule management, data-driven decision-making, young professionals, engineering, cost management, risk management, project controls, change management, project management, construction No The Promise and Imperfections of Canada’s Infrastructure Industry with Damian Joy 3 3 77 77 The Promise and Imperfections of Canada’s Infrastructure Industry with Damian Joy full 54ac54e4-d8f8-4310-809b-301cc2568041 https://navigatingmajorprogrammes.transistor.fm/s3/77 How has the rise of P3s in major infrastructure programmes impacted Canada since their adoption? In the past 30 years, the country has seen a significant transformation in the industry, from the rise of public-private partnerships, to the creation of governance like the Infrastructure Ontario Act, to the more recent implementation of alliance and collaborative models. Riccardo’s guest, Damian Joy, has seen this development from its early stages. 

Damien’s journey through what he calls his three careers—working with contractors on mega projects around the world, settling in Canada as a director at Balfour, and consulting with Ernst & Young—offers an excellent vantage point. With his wide-ranging knowledge and eagerness to continue growing his expertise, Damian is perfectly positioned to provide a well-rounded SWOT analysis.

In this episode, the two civil engineers identify and break down the strengths, weaknesses, and opportunities of past and future social infrastructure projects in Canada. Their insightful and unfiltered exploration highlights the external impacts and internal sticking points that are carrying the country through its burgeoning building renaissance.

Key Takeaways

  • The origin and development of P3 across Canada;
  • The importance of strong leadership and proactive governance in the success of mega projects;
  • How P3 and UK knowledge transfer benefited contractors in Canada;
  • The factors that affect a programme’s success above and beyond the delivery format;
  • The impact technology is having on infrastructure data management.

Quote:

“[P3s and alliance models] both have a role to play. I think there’s benefits of both and the problem is not the model, it’s when the model is used in the wrong place at the wrong time.”- Damian Joy

The conversation doesn’t stop here—connect and converse with our community via LinkedIn:

Music: "A New Tomorrow" by Chordial Music. Licensed through PremiumBeat.

]]> How has the rise of P3s in major infrastructure programmes impacted Canada since their adoption? In the past 30 years, the country has seen a significant transformation in the industry, from the rise of public-private partnerships, to the creation of governance like the Infrastructure Ontario Act, to the more recent implementation of alliance and collaborative models. Riccardo’s guest, Damian Joy, has seen this development from its early stages. 

Damien’s journey through what he calls his three careers—working with contractors on mega projects around the world, settling in Canada as a director at Balfour, and consulting with Ernst & Young—offers an excellent vantage point. With his wide-ranging knowledge and eagerness to continue growing his expertise, Damian is perfectly positioned to provide a well-rounded SWOT analysis.

In this episode, the two civil engineers identify and break down the strengths, weaknesses, and opportunities of past and future social infrastructure projects in Canada. Their insightful and unfiltered exploration highlights the external impacts and internal sticking points that are carrying the country through its burgeoning building renaissance.

Key Takeaways

  • The origin and development of P3 across Canada;
  • The importance of strong leadership and proactive governance in the success of mega projects;
  • How P3 and UK knowledge transfer benefited contractors in Canada;
  • The factors that affect a programme’s success above and beyond the delivery format;
  • The impact technology is having on infrastructure data management.

Quote:

“[P3s and alliance models] both have a role to play. I think there’s benefits of both and the problem is not the model, it’s when the model is used in the wrong place at the wrong time.”- Damian Joy

The conversation doesn’t stop here—connect and converse with our community via LinkedIn:

Music: "A New Tomorrow" by Chordial Music. Licensed through PremiumBeat.

]]> Mon, 10 Nov 2025 05:00:00 -0500 Riccardo Cosentino Riccardo Cosentino 2996 How has the rise of P3s in major infrastructure programmes impacted Canada since their adoption? In the past 30 years, the country has seen a significant transformation in the industry, from the rise of public-private partnerships, to the creation of governance like the Infrastructure Ontario Act, to the more recent implementation of alliance and collaborative models. Riccardo’s guest, Damian Joy, has seen this development from its early stages. Damien’s journey through what he calls his three careers—working with contractors on mega projects around the world, settling in Canada as a director at Balfour, and consulting with Ernst & Young—offers an excellent vantage point. With his wide-ranging knowledge and eagerness to continue growing his expertise, Damian is perfectly positioned to provide a well-rounded SWOT analysis. In this episode, the two civil engineers identify and break down the strengths, weaknesses, and opportunities of past and future social infrastructure projects in Canada. Their insightful and unfiltered exploration highlights the external impacts and internal sticking points that are carrying the country through its burgeoning building renaissance. How has the rise of P3s in major infrastructure programmes impacted Canada since their adoption? In the past 30 years, the country has seen a significant transformation in the industry, from the rise of public-private partnerships, to the creation of gove technology, public sector, consulting, career transitions, p3, infrastructure, project management, canada, global financial crisis, construction No Innovating for Infrastructure from the Ground Up with Teresa Gonzalez Rico 3 3 76 76 Innovating for Infrastructure from the Ground Up with Teresa Gonzalez Rico full f94c1032-ee40-463a-9afc-c61dcbd41a00 https://navigatingmajorprogrammes.transistor.fm/s3/76 How do we build innovation before we begin to build infrastructure? When it comes to planning and launching major infrastructure projects, rushing to the construction phase too quickly has proven disadvantages. Navigating Major Programmes takes it down to the studs with Teresa Gonzalez Rico, the London-based Associate Director of AtkinsRéalis. She joins Riccardo to talk about innovation and development as a safeguard for stability while those projects are still just ideas.

Teresa was a part of the early stages of the UK’s Catapult Network, a government-funded initiative that supports innovation across high-growth sectors. Through real-world case studies and insights from her experience leading cross-sector collaborations, she expounds on the wide-ranging benefits of gathering diverse players—startups, researchers, educational institutions, and big tech—to test-run solutions to complex problems, at scale, right from the start. She and Riccardo discuss striking a balance between human-centred and commercial gain, and they explore the impact funding models have on success and public perception. Teresa also dives into the industry’s need for smart digitization to address the messy realities of major infrastructure projects.

Key Takeaways

  • How projects combining disparate interests deliver widespread research and development benefits;
  • The importance of effectively implementing and scaling up with new technologies;
  • Why requiring publicly funded organizations to raise capital can send mixed messages;
  • Digitization across the full life-cycle of built environment projects;
  • The innovative mission of the Catapult Network in the UK.

Quote:

“I ​think ​one ​interesting ​aspect ​of ​the ​catapult ​network ​is that they were ​set ​up ​as ​not ​for ​profit ​private ​companies. ​Their ​commercial ​model ​is ​that ​they ​receive  ​funding ​from ​that ​core ​funding, ​but ​then ​they ​would ​have ​to ​supplement ​that ​funding. So ​actually ​in ​some ​way, ​while ​there ​is ​a ​lot ​of ​activity ​that ​is ​powered ​through ​that core ​funding ​coming ​from ​the ​government, ​there ​is ​also ​a ​big ​drive ​to ​find ​opportunities ​and ​find partners ​and other to ​collaborate ​with ​and ​draw ​in ​investment.” - Teresa Gonzalez Rico

The conversation doesn’t stop here—connect and converse with our community via LinkedIn:

Music: "A New Tomorrow" by Chordial Music. Licensed through PremiumBeat.

]]> How do we build innovation before we begin to build infrastructure? When it comes to planning and launching major infrastructure projects, rushing to the construction phase too quickly has proven disadvantages. Navigating Major Programmes takes it down to the studs with Teresa Gonzalez Rico, the London-based Associate Director of AtkinsRéalis. She joins Riccardo to talk about innovation and development as a safeguard for stability while those projects are still just ideas.

Teresa was a part of the early stages of the UK’s Catapult Network, a government-funded initiative that supports innovation across high-growth sectors. Through real-world case studies and insights from her experience leading cross-sector collaborations, she expounds on the wide-ranging benefits of gathering diverse players—startups, researchers, educational institutions, and big tech—to test-run solutions to complex problems, at scale, right from the start. She and Riccardo discuss striking a balance between human-centred and commercial gain, and they explore the impact funding models have on success and public perception. Teresa also dives into the industry’s need for smart digitization to address the messy realities of major infrastructure projects.

Key Takeaways

  • How projects combining disparate interests deliver widespread research and development benefits;
  • The importance of effectively implementing and scaling up with new technologies;
  • Why requiring publicly funded organizations to raise capital can send mixed messages;
  • Digitization across the full life-cycle of built environment projects;
  • The innovative mission of the Catapult Network in the UK.

Quote:

“I ​think ​one ​interesting ​aspect ​of ​the ​catapult ​network ​is that they were ​set ​up ​as ​not ​for ​profit ​private ​companies. ​Their ​commercial ​model ​is ​that ​they ​receive  ​funding ​from ​that ​core ​funding, ​but ​then ​they ​would ​have ​to ​supplement ​that ​funding. So ​actually ​in ​some ​way, ​while ​there ​is ​a ​lot ​of ​activity ​that ​is ​powered ​through ​that core ​funding ​coming ​from ​the ​government, ​there ​is ​also ​a ​big ​drive ​to ​find ​opportunities ​and ​find partners ​and other to ​collaborate ​with ​and ​draw ​in ​investment.” - Teresa Gonzalez Rico

The conversation doesn’t stop here—connect and converse with our community via LinkedIn:

Music: "A New Tomorrow" by Chordial Music. Licensed through PremiumBeat.

]]> Mon, 03 Nov 2025 05:00:00 -0500 Riccardo Cosentino Riccardo Cosentino 2580 How do we build innovation before we begin to build infrastructure? When it comes to planning and launching major infrastructure projects, rushing to the construction phase too quickly has proven disadvantages. Navigating Major Programmes takes it down to the studs with Teresa Gonzalez Rico, the London-based Associate Director of AtkinsRéalis. She joins Riccardo to talk about innovation and development as a safeguard for stability while those projects are still just ideas. Teresa was a part of the early stages of the UK’s Catapult Network, a government-funded initiative that supports innovation across high-growth sectors. Through real-world case studies and insights from her experience leading cross-sector collaborations, she expounds on the wide-ranging benefits of gathering diverse players—startups, researchers, educational institutions, and big tech—to test-run solutions to complex problems, at scale, right from the start. She and Riccardo discuss striking a balance between human-centred and commercial gain, and they explore the impact funding models have on success and public perception. Teresa also dives into the industry’s need for smart digitization to address the messy realities of major infrastructure projects. How do we build innovation before we begin to build infrastructure? When it comes to planning and launching major infrastructure projects, rushing to the construction phase too quickly has proven disadvantages. Navigating Major Programmes takes it down to technology, uk, innovation, infrastructure, canada, collaboration, research, urban development, catapult, smart cities No Fast‑Track or Bottleneck? The Pros and Cons of Canada’s New Major Projects Agencies 3 3 75 75 Fast‑Track or Bottleneck? The Pros and Cons of Canada’s New Major Projects Agencies full 02d47645-b925-431b-9e58-6b27002f94bf https://navigatingmajorprogrammes.transistor.fm/s3/75 The federal government recently announced the Major Projects Office and Build Canada Homes agencies designed to administer funds and accelerate infrastructure—but will they streamline or weigh down progress with bureaucracy? Riccardo, Melissa Di Marco, and David Ho pull up chairs to a roundtable discussion of this timely and complex topic. In this episode of Uncharted Conversations, they explore the often default solution of agency development when issues arise and whether those at the helm are genuinely equipped to solve these particular problems. 

Questions of risk aversion and fragmented decision-making prompt skepticism from both private infrastructure bodies and Canadian citizens. The three seasoned experts unpack the structural and political realities that influence how agencies perform, reflecting on past examples, and consider whether the present country-wide urgency might push leaders to act differently this time.

The conversation poses an essential question: Are these agencies being created to lead, or just to manage? Infrastructure in Canada today faces overlapping jurisdictions, unclear mandates, and high public expectation. Success will depend on more than just good intentions—it will require clarity of purpose, empowered leadership, and swift execution within a narrowing window of opportunity.

Key Takeaways

  • The challenge of clearly defining what problem an agency is meant to solve;
  • How funding concerns can block and distract from forward progress;
  • The sometimes murky relationship between provincial and federal in major programme delivery;
  • The risk of adding bureaucracy instead of leadership in moments of urgency;
  • The opportunity for optimism in the face of Canada’s infrastructure crisis.

Quote:

“I think if somebody tried to create a new version of a provincial infrastructure agency today [like Infrastructure Ontario], they would be burdened with expectations of fixing almost everything, and I think might be quite unfair.” -David Ho

The conversation doesn’t stop here—connect and converse with our community via LinkedIn:

Music: "A New Tomorrow" by Chordial Music. Licensed through PremiumBeat.

]]> The federal government recently announced the Major Projects Office and Build Canada Homes agencies designed to administer funds and accelerate infrastructure—but will they streamline or weigh down progress with bureaucracy? Riccardo, Melissa Di Marco, and David Ho pull up chairs to a roundtable discussion of this timely and complex topic. In this episode of Uncharted Conversations, they explore the often default solution of agency development when issues arise and whether those at the helm are genuinely equipped to solve these particular problems. 

Questions of risk aversion and fragmented decision-making prompt skepticism from both private infrastructure bodies and Canadian citizens. The three seasoned experts unpack the structural and political realities that influence how agencies perform, reflecting on past examples, and consider whether the present country-wide urgency might push leaders to act differently this time.

The conversation poses an essential question: Are these agencies being created to lead, or just to manage? Infrastructure in Canada today faces overlapping jurisdictions, unclear mandates, and high public expectation. Success will depend on more than just good intentions—it will require clarity of purpose, empowered leadership, and swift execution within a narrowing window of opportunity.

Key Takeaways

  • The challenge of clearly defining what problem an agency is meant to solve;
  • How funding concerns can block and distract from forward progress;
  • The sometimes murky relationship between provincial and federal in major programme delivery;
  • The risk of adding bureaucracy instead of leadership in moments of urgency;
  • The opportunity for optimism in the face of Canada’s infrastructure crisis.

Quote:

“I think if somebody tried to create a new version of a provincial infrastructure agency today [like Infrastructure Ontario], they would be burdened with expectations of fixing almost everything, and I think might be quite unfair.” -David Ho

The conversation doesn’t stop here—connect and converse with our community via LinkedIn:

Music: "A New Tomorrow" by Chordial Music. Licensed through PremiumBeat.

]]> Mon, 27 Oct 2025 05:00:00 -0400 Riccardo Cosentino Riccardo Cosentino 2104 The federal government recently announced the Major Projects Office and Build Canada Homes agencies designed to administer funds and accelerate infrastructure—but will they streamline or weigh down progress with bureaucracy? Riccardo, Melissa Di Marco, and David Ho pull up chairs to a roundtable discussion of this timely and complex topic. In this episode of Uncharted Conversations, they explore the often default solution of agency development when issues arise and whether those at the helm are genuinely equipped to solve these particular problems. Questions of risk aversion and fragmented decision-making prompt skepticism from both private infrastructure bodies and Canadian citizens. The three seasoned experts unpack the structural and political realities that influence how agencies perform, reflecting on past examples, and consider whether the present country-wide urgency might push leaders to act differently this time. The conversation poses an essential question: Are these agencies being created to lead, or just to manage? Infrastructure in Canada today faces overlapping jurisdictions, unclear mandates, and high public expectation. Success will depend on more than just good intentions—it will require clarity of purpose, empowered leadership, and swift execution within a narrowing window of opportunity. The federal government recently announced the Major Projects Office and Build Canada Homes agencies designed to administer funds and accelerate infrastructure—but will they streamline or weigh down progress with bureaucracy? Riccardo, Melissa Di Marco, an skepticism, bureaucracy, governance, government agencies, infrastructure, leadership, political climate, canada, progress, public policy No Human-Specific Skills vs. AI in Major Project Controls with Dale Foong 3 3 74 74 Human-Specific Skills vs. AI in Major Project Controls with Dale Foong full a2ba53c5-311f-4a5b-b897-129b9a157fbb https://navigatingmajorprogrammes.transistor.fm/s3/74 What impact has the AI evolution had on the role of the project controller? Project controls is a lesser-known but essential component in the delivery of any large infrastructure venture. In this episode of Navigating Major Programmes, Riccardo brings in Dale Foong, a seasoned specialist in the digital side of project controls and PMO leadership. Dale reframes this multifaceted career path as equivalent to a rally co-driver or golf caddy—someone to guide the project leader through inevitable complexity. Success calls for a combination of risk interpretation, blind spot highlighting, and dynamic decision-making.

Dale and Riccardo’s conversation unpacks how AI and advanced integrated data systems are reshaping what’s possible in major programmes. Despite this constant advancement, Dale is confident that the ability to tell the story behind the data will always protect the human side of project controls. He champions a future where innovation is embraced, not feared— where those who can harness new tools while keeping their communication skills sharp will lead the way.

Key Takeaways

  • Why “project controller” might be the wrong name for this information management role;
  • Some of the newest AI-based technologies transforming the project controller toolbox;
  • How to tackle the issues of using a linear interaction tool to map a complex major program;
  • The most vital skill required by a project controller, regardless of tech advancements;
  • The cognitive pitfalls of mindlessly engaging with LLMs.

Quote: 20:13-21:20

Pull quote options:
“We know we deliver far more complex projects than we’d like and we know there’s many different ways to deliver those projects. So my challenge to that way of thinking is, why do we only have one version of how to deliver that project?” (20:25)

“In the short term, or even the medium term, AI will not replace the project controller. Project controllers who know how to use AI and know what technology is out there will replace those that don’t.” (41:15)

The most important skill that I think is required for the project controller…regardless of technology, AI, or any tools advancing, is still going to remain communication skills.” (24:18)

The conversation doesn’t stop here—connect and converse with our community via LinkedIn:

Music: "A New Tomorrow" by Chordial Music. Licensed through PremiumBeat.

]]> What impact has the AI evolution had on the role of the project controller? Project controls is a lesser-known but essential component in the delivery of any large infrastructure venture. In this episode of Navigating Major Programmes, Riccardo brings in Dale Foong, a seasoned specialist in the digital side of project controls and PMO leadership. Dale reframes this multifaceted career path as equivalent to a rally co-driver or golf caddy—someone to guide the project leader through inevitable complexity. Success calls for a combination of risk interpretation, blind spot highlighting, and dynamic decision-making.

Dale and Riccardo’s conversation unpacks how AI and advanced integrated data systems are reshaping what’s possible in major programmes. Despite this constant advancement, Dale is confident that the ability to tell the story behind the data will always protect the human side of project controls. He champions a future where innovation is embraced, not feared— where those who can harness new tools while keeping their communication skills sharp will lead the way.

Key Takeaways

  • Why “project controller” might be the wrong name for this information management role;
  • Some of the newest AI-based technologies transforming the project controller toolbox;
  • How to tackle the issues of using a linear interaction tool to map a complex major program;
  • The most vital skill required by a project controller, regardless of tech advancements;
  • The cognitive pitfalls of mindlessly engaging with LLMs.

Quote: 20:13-21:20

Pull quote options:
“We know we deliver far more complex projects than we’d like and we know there’s many different ways to deliver those projects. So my challenge to that way of thinking is, why do we only have one version of how to deliver that project?” (20:25)

“In the short term, or even the medium term, AI will not replace the project controller. Project controllers who know how to use AI and know what technology is out there will replace those that don’t.” (41:15)

The most important skill that I think is required for the project controller…regardless of technology, AI, or any tools advancing, is still going to remain communication skills.” (24:18)

The conversation doesn’t stop here—connect and converse with our community via LinkedIn:

Music: "A New Tomorrow" by Chordial Music. Licensed through PremiumBeat.

]]> Mon, 20 Oct 2025 05:00:00 -0400 Riccardo Cosentino Riccardo Cosentino 2651 What impact has the AI evolution had on the role of the project controller? Project controls is a lesser-known but essential component in the delivery of any large infrastructure venture. In this episode of Navigating Major Programmes, Riccardo brings in Dale Foong, a seasoned specialist in the digital side of project controls and PMO leadership. Dale reframes this multifaceted career path as equivalent to a rally co-driver or golf caddy—someone to guide the project leader through inevitable complexity. Success calls for a combination of risk interpretation, blind spot highlighting, and dynamic decision-making. What impact has the AI evolution had on the role of the project controller? Project controls is a lesser-known but essential component in the delivery of any large infrastructure venture. In this episode of Navigating Major Programmes, Riccardo brings in project delivery, project management office, consulting, ai in project management, digital transformation, risk management, project controls, technology in construction, project management tools, scheduling No Self-Improvement and Strategic Leadership in Infrastructure with Annie Ropar 3 3 73 73 Self-Improvement and Strategic Leadership in Infrastructure with Annie Ropar full eee76622-81d2-452b-beb0-7c8021fc23cb https://navigatingmajorprogrammes.transistor.fm/s3/73 Where can your career take you when you’re open to learning more? In this episode of the Master Builders series, Annie Ropar—the CFO of the UK’s National Wealth Fund (formerly the UK Infrastructure Bank)—joins Riccardo and Shormila for a candid conversation about lifelong learning, leadership humility, and how a start in finance has evolved into purpose-driven management in infrastructure. 

Annie’s dedication to curiosity and building great teams is a throughline in her career. A transition from the private to public sector reshaped Annie’s understanding of success—shifting from rapid execution to long-term and varied stakeholder impact. She outlines their different approaches, with the latter’s focus extending beyond amassing revenue to providing lasting social value. With humour and realism, Annie speaks to numerous industry motifs, including the senior-level gender gap and the demands of executive leadership. Her perspective highlights why today’s major programmes demand a special kind of master builder—one who can leave their ego behind and lift the whole team forward.

Key Takeaways

  • Why never assuming you’re the smartest person in the room is an essential leadership skill
  • How a recalibration of expectations plays into the transition between sectors and industries;
  • The caring imperative of leadership, and the challenge of setting boundaries;
  • Why joining boards isn’t the only possibility for women looking to advance their careers;
  • The unexpected innovation of Canada’s infrastructure industry.

Quote options:

“I ​really ​have ​a ​fundamental ​care ​for ​not ​just ​my ​box ​or ​whether ​it's ​a ​small ​box, ​big ​box, ​but ​also ​about ​the ​people ​around ​me, ​even ​if ​they ​work ​in ​different ​parts ​of ​the ​business, ​et ​cetera. ​I ​always ​look ​at ​it ​from ​the ​perspective ​of, ​I'm ​an ​owner ​of ​this ​organization. ​I ​may ​not ​have ​shares, ​I ​may ​not ​have ​a ​stock ​certificate, ​but ​I ​am ​responsible ​for ​everyone ​in ​this ​organization.” - Annie Ropar

The conversation doesn’t stop here—connect and converse with our community via LinkedIn:

   

Music: "A New Tomorrow" by Chordial Music. Licensed through PremiumBeat.

]]> Where can your career take you when you’re open to learning more? In this episode of the Master Builders series, Annie Ropar—the CFO of the UK’s National Wealth Fund (formerly the UK Infrastructure Bank)—joins Riccardo and Shormila for a candid conversation about lifelong learning, leadership humility, and how a start in finance has evolved into purpose-driven management in infrastructure. 

Annie’s dedication to curiosity and building great teams is a throughline in her career. A transition from the private to public sector reshaped Annie’s understanding of success—shifting from rapid execution to long-term and varied stakeholder impact. She outlines their different approaches, with the latter’s focus extending beyond amassing revenue to providing lasting social value. With humour and realism, Annie speaks to numerous industry motifs, including the senior-level gender gap and the demands of executive leadership. Her perspective highlights why today’s major programmes demand a special kind of master builder—one who can leave their ego behind and lift the whole team forward.

Key Takeaways

  • Why never assuming you’re the smartest person in the room is an essential leadership skill
  • How a recalibration of expectations plays into the transition between sectors and industries;
  • The caring imperative of leadership, and the challenge of setting boundaries;
  • Why joining boards isn’t the only possibility for women looking to advance their careers;
  • The unexpected innovation of Canada’s infrastructure industry.

Quote options:

“I ​really ​have ​a ​fundamental ​care ​for ​not ​just ​my ​box ​or ​whether ​it's ​a ​small ​box, ​big ​box, ​but ​also ​about ​the ​people ​around ​me, ​even ​if ​they ​work ​in ​different ​parts ​of ​the ​business, ​et ​cetera. ​I ​always ​look ​at ​it ​from ​the ​perspective ​of, ​I'm ​an ​owner ​of ​this ​organization. ​I ​may ​not ​have ​shares, ​I ​may ​not ​have ​a ​stock ​certificate, ​but ​I ​am ​responsible ​for ​everyone ​in ​this ​organization.” - Annie Ropar

The conversation doesn’t stop here—connect and converse with our community via LinkedIn:

   

Music: "A New Tomorrow" by Chordial Music. Licensed through PremiumBeat.

]]> Mon, 13 Oct 2025 05:00:00 -0400 Riccardo Cosentino Riccardo Cosentino 3002 Where can your career take you when you’re open to learning more? In this episode of the Master Builders series, Annie Ropar—the CFO of the UK’s National Wealth Fund (formerly the UK Infrastructure Bank)—joins Riccardo and Shormila for a candid conversation about lifelong learning, leadership humility, and how a start in finance has evolved into purpose-driven management in infrastructure. Annie’s dedication to curiosity and building great teams is a throughline in her career. A transition from the private to public sector reshaped Annie’s understanding of success—shifting from rapid execution to long-term and varied stakeholder impact. She outlines their different approaches, with the latter’s focus extending beyond amassing revenue to providing lasting social value. With humour and realism, Annie speaks to numerous industry motifs, including the senior-level gender gap and the demands of executive leadership. Her perspective highlights why today’s major programmes demand a special kind of master builder—one who can leave their ego behind and lift the whole team forward. Where can your career take you when you’re open to learning more? In this episode of the Master Builders series, Annie Ropar—the CFO of the UK’s National Wealth Fund (formerly the UK Infrastructure Bank)—joins Riccardo and Shormila for a candid conversati public sector, finance, infrastructure, private sector, career journey, master builder, women in finance, work-life balance, investment decisions No Stewards of the Public Good: Defining Project Sponsorship with Andrew Antinucci and Carol Deveney 3 3 72 72 Stewards of the Public Good: Defining Project Sponsorship with Andrew Antinucci and Carol Deveney full ff9afecc-9d8c-49cf-ac84-a4081bd47034 https://navigatingmajorprogrammes.transistor.fm/s3/72 What is the role of the sponsor in planning and delivering major projects? When it comes to public transit infrastructure, on time and on budget is only part of the story. In this episode of Navigating Major Programs, Andrew Antinucci and Carol Deveney—seasoned sponsorship and governance experts at CPCS—join Riccardo in a layered and comprehensive conversation exploring what it really means to ensure not just completion but the benefits of every major programme.

The three self-professed transit geeks unpack this evolving role in Canada. The sponsor is critical, but often misunderstood, responsible not just for justifying cost and schedule, but for identifying and defending monetizing and non-monetizing benefits throughout a project’s lifecycle—for the communities the build will employ, serve, and exist within. From the business case to resisting scope adjustments to navigating multi-layer funding in a changing political climate, project sponsors are quietly shaping the success of the country’s most ambitious projects.

Key Takeaways

  • Why the project sponsor is a champion of public benefits, not just project outputs;
  • The importance of post-evaluation for recognizing the short- and long-term benefits;
  • What Canada can learn from the UK’s more mature sponsorship practices;
  • How clear accountability reduces risk and speeds decision-making;
  • What it takes to support scope, governance, and expectations at every phase.

Quote:

“When ​we're ​spending ​public ​money, ​I ​think ​all ​of ​us ​would ​agree ​we've ​got ​an ​absolute ​duty ​to ​say ​that ​we're ​spending ​it ​wisely ​because ​these ​things ​are ​expensive. ​There's ​never ​enough ​money ​to ​go ​around, ​not ​just ​our ​sector, ​but ​all ​the ​sectors. ​So ​the ​focus ​on ​cost ​should ​always ​be ​there. ​But, ​I ​think ​benefits ​are ​more ​difficult ​to ​explain ​because ​a ​lot ​of ​the ​time, ​especially ​in ​major ​projects, ​people ​get ​money, ​they ​understand ​what ​cost ​is, ​but ​the ​benefits ​are ​sometimes ​more ​nuanced.” - Carol Deveney

The conversation doesn’t stop here—connect and converse with our community via LinkedIn:

Music: "A New Tomorrow" by Chordial Music. Licensed through PremiumBeat.

]]> What is the role of the sponsor in planning and delivering major projects? When it comes to public transit infrastructure, on time and on budget is only part of the story. In this episode of Navigating Major Programs, Andrew Antinucci and Carol Deveney—seasoned sponsorship and governance experts at CPCS—join Riccardo in a layered and comprehensive conversation exploring what it really means to ensure not just completion but the benefits of every major programme.

The three self-professed transit geeks unpack this evolving role in Canada. The sponsor is critical, but often misunderstood, responsible not just for justifying cost and schedule, but for identifying and defending monetizing and non-monetizing benefits throughout a project’s lifecycle—for the communities the build will employ, serve, and exist within. From the business case to resisting scope adjustments to navigating multi-layer funding in a changing political climate, project sponsors are quietly shaping the success of the country’s most ambitious projects.

Key Takeaways

  • Why the project sponsor is a champion of public benefits, not just project outputs;
  • The importance of post-evaluation for recognizing the short- and long-term benefits;
  • What Canada can learn from the UK’s more mature sponsorship practices;
  • How clear accountability reduces risk and speeds decision-making;
  • What it takes to support scope, governance, and expectations at every phase.

Quote:

“When ​we're ​spending ​public ​money, ​I ​think ​all ​of ​us ​would ​agree ​we've ​got ​an ​absolute ​duty ​to ​say ​that ​we're ​spending ​it ​wisely ​because ​these ​things ​are ​expensive. ​There's ​never ​enough ​money ​to ​go ​around, ​not ​just ​our ​sector, ​but ​all ​the ​sectors. ​So ​the ​focus ​on ​cost ​should ​always ​be ​there. ​But, ​I ​think ​benefits ​are ​more ​difficult ​to ​explain ​because ​a ​lot ​of ​the ​time, ​especially ​in ​major ​projects, ​people ​get ​money, ​they ​understand ​what ​cost ​is, ​but ​the ​benefits ​are ​sometimes ​more ​nuanced.” - Carol Deveney

The conversation doesn’t stop here—connect and converse with our community via LinkedIn:

Music: "A New Tomorrow" by Chordial Music. Licensed through PremiumBeat.

]]> Mon, 06 Oct 2025 05:00:00 -0400 Riccardo Cosentino Riccardo Cosentino 3267 What is the role of the sponsor in planning and delivering major projects? When it comes to public transit infrastructure, on time and on budget is only part of the story. In this episode of Navigating Major Programs, Andrew Antinucci and Carol Deveney—seasoned sponsorship and governance experts at CPCS—join Riccardo in a layered and comprehensive conversation exploring what it really means to ensure not just completion but the benefits of every major programme. The three self-professed transit geeks unpack this evolving role in Canada. The sponsor is critical, but often misunderstood, responsible not just for justifying cost and schedule, but for identifying and defending monetizing and non-monetizing benefits throughout a project’s lifecycle—for the communities the build will employ, serve, and exist within. From the business case to resisting scope adjustments to navigating multi-layer funding in a changing political climate, project sponsors are quietly shaping the success of the country’s most ambitious projects. What is the role of the sponsor in planning and delivering major projects? When it comes to public transit infrastructure, on time and on budget is only part of the story. In this episode of Navigating Major Programs, Andrew Antinucci and Carol Deveney—se public transport, uk, major projects, governance, infrastructure, project management, canada, community impact, benefits realization, project sponsorship No Powering Our Planet: the Promise of Major Nuclear Energy Projects with Julianne den Decker 3 3 71 71 Powering Our Planet: the Promise of Major Nuclear Energy Projects with Julianne den Decker full 0eaa644e-97ee-4ad9-ace1-9a89b6d11db1 https://navigatingmajorprogrammes.transistor.fm/s3/71 What does our society—and our country—need to know to embrace nuclear as the answer to the global energy situation? Riccardo sits down with the SVP of CANDU Energy at AtkinsRéalis, Julianne den Decker, in this intricate and important conversation. Julianne is the perfect spokesperson to clarify the history and impressive comeback of nuclear energy, a once-maligned and feared innovation. 

A lifelong advocate for the science, safety, and societal benefits of this baseline power source, Julianne explains with detail and passion how the decarbonization movement, security concerns, and AI’s unprecedented energy demands make nuclear a no-brainer for uninterrupted electricity around the world. She and Riccardo unpack the misunderstood safety record and strategic advantages of the made-in-Canada nuclear solution, as well as the practical importance of major project best practices in ensuring the success of complex nuclear infrastructure builds. This episode presents insights on the future of energy that make a compelling case for why nuclear matters now more than ever.

Key Takeaways

  • The factors behind the global nuclear renaissance;
  • What history got wrong, and how public perception of nuclear risk has evolved;
  • What sets CANDU reactors apart, including fuel flexibility to medical isotope production;
  • How the Darlington refurbishment succeeded through collaborative project management and realistic planning;
  • What the global future of nuclear looks like—and why Canada is well-positioned to lead.

Quote:

“It gets back to fundamental project management. With power ​generation, ​we ​are ​dealing ​with ​a ​very ​sophisticated ​customer ​that ​not ​only ​runs ​a ​big ​fleet ​of ​reactors, but they’re not new to major project execution. There was a lot of thought put into how are we going to run this kind of a major project and how are we going to listen to those who have been around the block and then do this project differently. There’s not one silver bullet you can point to, but many many things we’ve done correctly.” - Julianne den Decker

The conversation doesn’t stop here—connect and converse with our community via LinkedIn:

  

Music: "A New Tomorrow" by Chordial Music. Licensed through PremiumBeat.

]]> What does our society—and our country—need to know to embrace nuclear as the answer to the global energy situation? Riccardo sits down with the SVP of CANDU Energy at AtkinsRéalis, Julianne den Decker, in this intricate and important conversation. Julianne is the perfect spokesperson to clarify the history and impressive comeback of nuclear energy, a once-maligned and feared innovation. 

A lifelong advocate for the science, safety, and societal benefits of this baseline power source, Julianne explains with detail and passion how the decarbonization movement, security concerns, and AI’s unprecedented energy demands make nuclear a no-brainer for uninterrupted electricity around the world. She and Riccardo unpack the misunderstood safety record and strategic advantages of the made-in-Canada nuclear solution, as well as the practical importance of major project best practices in ensuring the success of complex nuclear infrastructure builds. This episode presents insights on the future of energy that make a compelling case for why nuclear matters now more than ever.

Key Takeaways

  • The factors behind the global nuclear renaissance;
  • What history got wrong, and how public perception of nuclear risk has evolved;
  • What sets CANDU reactors apart, including fuel flexibility to medical isotope production;
  • How the Darlington refurbishment succeeded through collaborative project management and realistic planning;
  • What the global future of nuclear looks like—and why Canada is well-positioned to lead.

Quote:

“It gets back to fundamental project management. With power ​generation, ​we ​are ​dealing ​with ​a ​very ​sophisticated ​customer ​that ​not ​only ​runs ​a ​big ​fleet ​of ​reactors, but they’re not new to major project execution. There was a lot of thought put into how are we going to run this kind of a major project and how are we going to listen to those who have been around the block and then do this project differently. There’s not one silver bullet you can point to, but many many things we’ve done correctly.” - Julianne den Decker

The conversation doesn’t stop here—connect and converse with our community via LinkedIn:

  

Music: "A New Tomorrow" by Chordial Music. Licensed through PremiumBeat.

]]> Mon, 29 Sep 2025 05:00:00 -0400 Riccardo Cosentino Riccardo Cosentino 2785 What does our society—and our country—need to know to embrace nuclear as the answer to the global energy situation? Riccardo sits down with the SVP of CANDU Energy at AtkinsRéalis, Julianne den Decker, in this intricate and important conversation. Julianne is the perfect spokesperson to clarify the history and impressive comeback of nuclear energy, a once-maligned and feared innovation. A lifelong advocate for the science, safety, and societal benefits of this baseline power source, Julianne explains with detail and passion how the decarbonization movement, security concerns, and AI’s unprecedented energy demands make nuclear a no-brainer for uninterrupted electricity around the world. She and Riccardo unpack the misunderstood safety record and strategic advantages of the made-in-Canada nuclear solution, as well as the practical importance of major project best practices in ensuring the success of complex nuclear infrastructure builds. This episode presents insights on the future of energy that make a compelling case for why nuclear matters now more than ever. What does our society—and our country—need to know to embrace nuclear as the answer to the global energy situation? Riccardo sits down with the SVP of CANDU Energy at AtkinsRéalis, Julianne den Decker, in this intricate and important conversation. Juliann nuclear renaissance, medical isotopes, nuclear safety, energy security, project management, nuclear industry, baseload power, kandu technology, refurbishment, canadian technology No AI Agents at the Table: the Evolution of Disputes in Major Projects 3 3 70 70 AI Agents at the Table: the Evolution of Disputes in Major Projects full e88bb862-7333-45a6-80f7-a3a2ecfc82e4 https://navigatingmajorprogrammes.transistor.fm/s3/70 How are new procurement approaches, policies, and politics affecting disputes in major programmes? As collaborative and alliance models continue to rise in popularity, the old disputes playbook is rapidly being rewritten. It’s an exploration perfectly suited to Uncharted Conversations, so Riccardo and Melissa Di Marco take aim at the ways dispute resolution is evolving—courtroom litigation and boardroom negotiations, data-driven forensics, and increasingly AI-assisted workflows.

The focus on alliance-style contracts is shifting fault lines and muddying traditional supply chain relationships within the industry. Legal grey zones introduced by expanding digital components are challenging the dispute landscape, and algorithms are having an outsized influence on expert analysis. Melissa also breaks down why environmental disputes are primed to be the next big thing. This episode explores how teams delivering major infrastructure projects must adapt not only their contracts but also their thinking to resolve issues in an industry where the source of conflict, and the tools to address it, are changing fast.

Key Takeaways

  • Why alliance contracts still allow certain claims—and why that matters;
  • How AI and data tools are transforming the speed, scope, and tone of dispute resolution;
  • Dispute review boards (DRBs) and the change in venue of major project disputes;
  • Detailed specifics of how delay analysis goes forward in disputes;
  • How responsibility shifts when AI agents begin making the decisions.

Quote:

“Data won’t eliminate disputes. It might potentially weaponize them in some way, because you can take the same dataset and one party can cherry pick whatever set of data to help them tell a different story, so we might actually see disputes about data about disputes”. - Melissa Di Marco

The conversation doesn’t stop here—connect and converse with our community via LinkedIn:

  

Music: "A New Tomorrow" by Chordial Music. Licensed through PremiumBeat.

]]> How are new procurement approaches, policies, and politics affecting disputes in major programmes? As collaborative and alliance models continue to rise in popularity, the old disputes playbook is rapidly being rewritten. It’s an exploration perfectly suited to Uncharted Conversations, so Riccardo and Melissa Di Marco take aim at the ways dispute resolution is evolving—courtroom litigation and boardroom negotiations, data-driven forensics, and increasingly AI-assisted workflows.

The focus on alliance-style contracts is shifting fault lines and muddying traditional supply chain relationships within the industry. Legal grey zones introduced by expanding digital components are challenging the dispute landscape, and algorithms are having an outsized influence on expert analysis. Melissa also breaks down why environmental disputes are primed to be the next big thing. This episode explores how teams delivering major infrastructure projects must adapt not only their contracts but also their thinking to resolve issues in an industry where the source of conflict, and the tools to address it, are changing fast.

Key Takeaways

  • Why alliance contracts still allow certain claims—and why that matters;
  • How AI and data tools are transforming the speed, scope, and tone of dispute resolution;
  • Dispute review boards (DRBs) and the change in venue of major project disputes;
  • Detailed specifics of how delay analysis goes forward in disputes;
  • How responsibility shifts when AI agents begin making the decisions.

Quote:

“Data won’t eliminate disputes. It might potentially weaponize them in some way, because you can take the same dataset and one party can cherry pick whatever set of data to help them tell a different story, so we might actually see disputes about data about disputes”. - Melissa Di Marco

The conversation doesn’t stop here—connect and converse with our community via LinkedIn:

  

Music: "A New Tomorrow" by Chordial Music. Licensed through PremiumBeat.

]]> Mon, 22 Sep 2025 05:00:00 -0400 Riccardo Cosentino Riccardo Cosentino 3410 How are new procurement approaches, policies, and politics affecting disputes in major programmes? As collaborative and alliance models continue to rise in popularity, the old disputes playbook is rapidly being rewritten. It’s an exploration perfectly suited to Uncharted Conversations, so Riccardo and Melissa Di Marco take aim at the ways dispute resolution is evolving—courtroom litigation and boardroom negotiations, data-driven forensics, and increasingly AI-assisted workflows. The focus on alliance-style contracts is shifting fault lines and muddying traditional supply chain relationships within the industry. Legal grey zones introduced by expanding digital components are challenging the dispute landscape, and algorithms are having an outsized influence on expert analysis. Melissa also breaks down why environmental disputes are primed to be the next big thing. This episode explores how teams delivering major infrastructure projects must adapt not only their contracts but also their thinking to resolve issues in an industry where the source of conflict, and the tools to address it, are changing fast. How are new procurement approaches, policies, and politics affecting disputes in major programmes? As collaborative and alliance models continue to rise in popularity, the old disputes playbook is rapidly being rewritten. It’s an exploration perfectly sui technology, arbitration, major projects, ai, dispute resolution, disputes, construction law, esg, collaborative procurement, supply chains No Systems Change: Building the Skills to Lead in Public-Private Partnerships with Lisa Mitchell 3 3 69 69 Systems Change: Building the Skills to Lead in Public-Private Partnerships with Lisa Mitchell full bda7584a-75bc-40ac-bca0-f20c0eab8758 https://navigatingmajorprogrammes.transistor.fm/s3/69 How do you lead a national infrastructure organization in the process of building a new future? This episode for the Master Builders series, invites in one of the experts behind the curtain: Lisa Mitchell, the President and CEO of the Canadian Council for Public-Private Partnerships (CCPPP). In her deep-dive conversation with Riccardo and Shormila, she speaks to her journey from politics to the forefront of Canada's infrastructure evolution.

Early experiences in Ottawa prepared Lisa for the fast pace and competing priorities of national infrastructure. She shares how she navigated imposter syndrome and career pivots, and why she sees this moment as a powerful opportunity to modernize P3s. The cross-cultural strengths of this modality, many of which are unique to Canada, create a strong foundation from which to build a groundbreaking tradition, especially today, when infrastructure finds itself front and centre in political discourse. From fostering industry-wide collaboration to advocating for programmatic delivery and inclusive stakeholder engagement, Lisa takes us on a candid, capable, and humble exploration of how we might build a better Canada—one conversation, one contract, and one conference at a time.

Key Takeaways:

  • Why redefining leadership means focusing on function, not the title;
  • How infrastructure became a top political priority—and what comes next;
  • The public and private discourse that makes Canada’s P3 ecosystem uniques;
  • What goes into organizing Canada’s biggest infrastructure conference (aka P3 Prom);
  • Why the next era of P3s must expand beyond traditional models and asset classes.

Quote

“It's ​naturally ​built ​on ​competition, ​but ​I ​had ​never ​met ​a ​group ​of ​private ​and ​public ​sector ​folks ​that ​were ​so ​willing ​and ​committed ​to ​sit ​at ​the ​table ​and ​figure ​out ​how ​to ​make ​things ​work ​and ​to ​do ​good ​things. If ​we've ​got ​a ​sticky ​policy ​thing, ​I ​can ​pull ​a ​group ​of ​people ​together ​to ​sit ​around ​a ​boardroom ​table  very ​easily. ​They're ​so ​committed ​and ​willing ​and ​they're ​able ​to put ​​the ​individual ​​needs on ​the ​back ​burner ​to ​have ​these ​conversations ​and ​really ​look ​at ​it as ​industry ​specific. ​And ​I've ​just ​been ​so ​fascinated ​by ​that.” - Lisa Mitchell

The conversation doesn’t stop here—connect and converse with our community via LinkedIn:

Music: "A New Tomorrow" by Chordial Music. Licensed through PremiumBeat.

]]> How do you lead a national infrastructure organization in the process of building a new future? This episode for the Master Builders series, invites in one of the experts behind the curtain: Lisa Mitchell, the President and CEO of the Canadian Council for Public-Private Partnerships (CCPPP). In her deep-dive conversation with Riccardo and Shormila, she speaks to her journey from politics to the forefront of Canada's infrastructure evolution.

Early experiences in Ottawa prepared Lisa for the fast pace and competing priorities of national infrastructure. She shares how she navigated imposter syndrome and career pivots, and why she sees this moment as a powerful opportunity to modernize P3s. The cross-cultural strengths of this modality, many of which are unique to Canada, create a strong foundation from which to build a groundbreaking tradition, especially today, when infrastructure finds itself front and centre in political discourse. From fostering industry-wide collaboration to advocating for programmatic delivery and inclusive stakeholder engagement, Lisa takes us on a candid, capable, and humble exploration of how we might build a better Canada—one conversation, one contract, and one conference at a time.

Key Takeaways:

  • Why redefining leadership means focusing on function, not the title;
  • How infrastructure became a top political priority—and what comes next;
  • The public and private discourse that makes Canada’s P3 ecosystem uniques;
  • What goes into organizing Canada’s biggest infrastructure conference (aka P3 Prom);
  • Why the next era of P3s must expand beyond traditional models and asset classes.

Quote

“It's ​naturally ​built ​on ​competition, ​but ​I ​had ​never ​met ​a ​group ​of ​private ​and ​public ​sector ​folks ​that ​were ​so ​willing ​and ​committed ​to ​sit ​at ​the ​table ​and ​figure ​out ​how ​to ​make ​things ​work ​and ​to ​do ​good ​things. If ​we've ​got ​a ​sticky ​policy ​thing, ​I ​can ​pull ​a ​group ​of ​people ​together ​to ​sit ​around ​a ​boardroom ​table  very ​easily. ​They're ​so ​committed ​and ​willing ​and ​they're ​able ​to put ​​the ​individual ​​needs on ​the ​back ​burner ​to ​have ​these ​conversations ​and ​really ​look ​at ​it as ​industry ​specific. ​And ​I've ​just ​been ​so ​fascinated ​by ​that.” - Lisa Mitchell

The conversation doesn’t stop here—connect and converse with our community via LinkedIn:

Music: "A New Tomorrow" by Chordial Music. Licensed through PremiumBeat.

]]> Mon, 15 Sep 2025 05:00:00 -0400 Riccardo Cosentino Riccardo Cosentino 3572 How do you lead a national infrastructure organization in the process of building a new future? This episode for the Master Builders series, invites in one of the experts behind the curtain: Lisa Mitchell, the President and CEO of the Canadian Council for Public-Private Partnerships (CCPPP). In her deep-dive conversation with Riccardo and Shormila, she speaks to her journey from politics to the forefront of Canada's infrastructure evolution. Early experiences in Ottawa prepared Lisa for the fast pace and competing priorities of national infrastructure. She shares how she navigated imposter syndrome and career pivots, and why she sees this moment as a powerful opportunity to modernize P3s. The cross-cultural strengths of this modality, many of which are unique to Canada, create a strong foundation from which to build a groundbreaking tradition, especially today, when infrastructure finds itself front and centre in political discourse. From fostering industry-wide collaboration to advocating for programmatic delivery and inclusive stakeholder engagement, Lisa takes us on a candid, capable, and humble exploration of how we might build a better Canada—one conversation, one contract, and one conference at a time. How do you lead a national infrastructure organization in the process of building a new future? This episode for the Master Builders series, invites in one of the experts behind the curtain: Lisa Mitchell, the President and CEO of the Canadian Council for conference, p3s, thought leadership, challenges, career transitions, public-private partnerships, government, opportunities, industry evolution, women in politics, infrastructure, leadership, collaboration, political journey, ppp canada, industry dynamics No Canada’s Future as an Innovator in Major Projects with Tim Murphy 3 3 68 68 Canada’s Future as an Innovator in Major Projects with Tim Murphy full 71d92610-91c6-4b0b-bbac-be827f9a6525 https://navigatingmajorprogrammes.transistor.fm/s3/68 What does it take to deliver nation-building infrastructure in an era of political momentum, regulatory complexity, and evolving priorities? Prepare for an evocative conversation with Tim Murphy, as we explore a complex and important question for our country’s future. Tim is the Executive Vice President and Chief Strategic Affairs Officer at AECON with an illustrious 40-year career in litigation, politics, and major projects. This wide-ranging discussion is an expert look at the opportunities and obstacles shaping Canada’s infrastructure in the coming years. Tim and Riccardo unpack the interplay between political will, regulatory frameworks, Indigenous participation, and shifting public expectations.

Success depends on more than funding and approvals: it calls for courage, collaboration, and a willingness to rethink entrenched models. Tim speaks to lessons learned from vertical and horizontal building projects, the complicated role of Indigenous reconciliation in project planning, and the urgent need for productivity and innovation in the construction sector. This conversation highlights both the challenges and the untapped potential of thinking—and building—bigger.

Key Takeaways:

  • Why Canada’s current political climate creates a rare opportunity for nation-building infrastructure.
  • How Indigenous participation is reshaping project planning and delivery.
  • The unique regulatory and stakeholder challenges of vertical and horizontal infrastructure projects.
  • Why public-sector incentives must evolve to prioritize project success over strict contract adherence.
  • The role of government in driving technology adoption in construction.

Quote:

“To ​be ​honest ​with ​you, ​divergent ​interests ​inside ​the ​indigenous ​communities ​too. ​You'll ​have ​some ​national ​organizations ​who ​have ​certain ​kinds ​of ​views ​as ​national ​organizations, ​and ​very ​particular ​communities ​who ​are ​supportive ​of ​particular ​projects ​and ​want ​it ​to ​proceed ​because ​they ​see ​it as ​the ​chance ​for ​economic ​reconciliation, ​jobs, ​contracts, ​opportunities. ​etc. ​So ​I ​think ​there's ​a ​process ​that ​needs ​to ​happen ​to have ​those ​discussions ​at ​a outsized ​project ​specific. ​And ​then ​part ​two ​is ​the ​project ​specific. ​So ​it's ​not ​going ​to ​be ​fast.” - Tim Murphy

The conversation doesn’t stop here—connect and converse with our community via LinkedIn:

Music: "A New Tomorrow" by Chordial Music. Licensed through PremiumBeat.

]]> What does it take to deliver nation-building infrastructure in an era of political momentum, regulatory complexity, and evolving priorities? Prepare for an evocative conversation with Tim Murphy, as we explore a complex and important question for our country’s future. Tim is the Executive Vice President and Chief Strategic Affairs Officer at AECON with an illustrious 40-year career in litigation, politics, and major projects. This wide-ranging discussion is an expert look at the opportunities and obstacles shaping Canada’s infrastructure in the coming years. Tim and Riccardo unpack the interplay between political will, regulatory frameworks, Indigenous participation, and shifting public expectations.

Success depends on more than funding and approvals: it calls for courage, collaboration, and a willingness to rethink entrenched models. Tim speaks to lessons learned from vertical and horizontal building projects, the complicated role of Indigenous reconciliation in project planning, and the urgent need for productivity and innovation in the construction sector. This conversation highlights both the challenges and the untapped potential of thinking—and building—bigger.

Key Takeaways:

  • Why Canada’s current political climate creates a rare opportunity for nation-building infrastructure.
  • How Indigenous participation is reshaping project planning and delivery.
  • The unique regulatory and stakeholder challenges of vertical and horizontal infrastructure projects.
  • Why public-sector incentives must evolve to prioritize project success over strict contract adherence.
  • The role of government in driving technology adoption in construction.

Quote:

“To ​be ​honest ​with ​you, ​divergent ​interests ​inside ​the ​indigenous ​communities ​too. ​You'll ​have ​some ​national ​organizations ​who ​have ​certain ​kinds ​of ​views ​as ​national ​organizations, ​and ​very ​particular ​communities ​who ​are ​supportive ​of ​particular ​projects ​and ​want ​it ​to ​proceed ​because ​they ​see ​it as ​the ​chance ​for ​economic ​reconciliation, ​jobs, ​contracts, ​opportunities. ​etc. ​So ​I ​think ​there's ​a ​process ​that ​needs ​to ​happen ​to have ​those ​discussions ​at ​a outsized ​project ​specific. ​And ​then ​part ​two ​is ​the ​project ​specific. ​So ​it's ​not ​going ​to ​be ​fast.” - Tim Murphy

The conversation doesn’t stop here—connect and converse with our community via LinkedIn:

Music: "A New Tomorrow" by Chordial Music. Licensed through PremiumBeat.

]]> Mon, 08 Sep 2025 05:00:00 -0400 Riccardo Cosentino Riccardo Cosentino 3440 What does it take to deliver nation-building infrastructure in an era of political momentum, regulatory complexity, and evolving priorities? Prepare for an evocative conversation with Tim Murphy, as we explore a complex and important question for our country’s future. Tim is the Executive Vice President and Chief Strategic Affairs Officer at AECON with an illustrious 40-year career in litigation, politics, and major projects. This wide-ranging discussion is an expert look at the opportunities and obstacles shaping Canada’s infrastructure in the coming years. Tim and Riccardo unpack the interplay between political will, regulatory frameworks, Indigenous participation, and shifting public expectations. Success depends on more than funding and approvals: it calls for courage, collaboration, and a willingness to rethink entrenched models. Tim speaks to lessons learned from vertical and horizontal building projects, the complicated role of Indigenous reconciliation in project planning, and the urgent need for productivity and innovation in the construction sector. This conversation highlights both the challenges and the untapped potential of thinking—and building—bigger. Key Takeaways: - Why Canada’s current political climate creates a rare opportunity for nation-building infrastructure. - How Indigenous participation is reshaping project planning and delivery. - The unique regulatory and stakeholder challenges of vertical and horizontal infrastructure projects. - Why public-sector incentives must evolve to prioritize project success over strict contract adherence. - The role of government in driving technology adoption in construction. Quote: “To ​be ​honest ​with ​you, ​divergent ​interests ​inside ​the ​indigenous ​communities ​too. ​You'll ​have ​some ​national ​organizations ​who ​have ​certain ​kinds ​of ​views ​as ​national ​organizations, ​and ​very ​particular ​communities ​who ​are ​supportive ​of ​particular ​projects ​and ​want ​it ​to ​proceed ​because ​they ​see ​it as ​the ​chance ​for ​economic ​reconciliation, ​jobs, ​contracts, ​opportunities. ​etc. ​So ​I ​think ​there's ​a ​process ​that ​needs ​to ​happen ​to have ​those ​discussions ​at ​a outsized ​project ​specific. ​And ​then ​part ​two ​is ​the ​project ​specific. ​So ​it's ​not ​going ​to ​be ​fast.” - Tim Murphy What does it take to deliver nation-building infrastructure in an era of political momentum, regulatory complexity, and evolving priorities? Prepare for an evocative conversation with Tim Murphy, as we explore a complex and important question for our coun construction productivity, major projects, public-private partnerships, nation building, political will, infrastructure, project management, canada, regulatory challenges, indigenous participation No The Long Game: Finance, Policy, and Leadership in Infrastructure with Sara Alvarado 3 3 67 67 The Long Game: Finance, Policy, and Leadership in Infrastructure with Sara Alvarado full 7947fc7d-f956-418a-95fe-629c45b41f29 https://navigatingmajorprogrammes.transistor.fm/s3/67 What does it take to thrive in the highly complex and male-dominated financial industry? This episode of Master Builder highlights the journey and achievements of Sara Alvarado, a powerhouse in infrastructure finance whose career has spanned continents, crises, and industry and policy overhauls. 

With co-hosts Riccardo and Shormila, Sara shares how her experience as an immigrant shaped her resilience. She details her role in defining infrastructure as an asset class in Canada and describes the unique combination of ever-growing policy and risk expertise that has kept her on a steady career trajectory for more than 30 years. From spearheading early renewable energy financing deals to helping shape global UN guidelines on digitalization and gender equality, Sara reminds us that success is driven by more than technical skills—it calls for hard work, curiosity, and passion.

This conversation is an opportunity to explore the interplay of finance, infrastructure, and social impact. Sara recently received the King Charles III Coronation Medal for her sustainable finance contributions and is a true Master Builder—one who has already begun to shape her legacy.

Key Takeaways

  • How Canada’s early renewable energy boom helped define infrastructure finance as we know it;
  • The impact of the 2008 financial crisis on infrastructure as a stable, long-term investment;
  • Why policy, finance, and technology need to move in tandem to shape meaningful change;
  • The one trait Sara prioritizes over everything else when building successful teams;
  • A behind-the-scenes look at how UN working groups are driving global change.

Quote:

“I ​think ​there's ​a ​catalytic ​point. ​It ​is ​in ​our ​brains ​and ​we ​feel ​the ​need to ​do ​more. ​​So ​it's ​either ​moving ​into ​something ​different, ​moving ​into ​a ​much ​more ​senior ​role, ​decision ​maker, ​leader ​position, or ​you ​can ​move ​into ​boards. ​And ​that ​will ​come ​at ​different ​times ​for ​different ​females. ​But ​what ​I ​want ​them ​to ​know ​is, ​yes, ​there ​is ​a ​second ​career ​curve. And ​it can ​be ​hard ​because ​you're ​learning ​something ​else. But ​it ​is ​very ​rewarding. ​And ​it ​happens ​at ​a ​time ​where ​females ​are ​much ​more ​confident.” - Sara Alvarado

The conversation doesn’t stop here—connect and converse with our community via LinkedIn:

Music: "A New Tomorrow" by Chordial Music. Licensed through PremiumBeat.

]]> What does it take to thrive in the highly complex and male-dominated financial industry? This episode of Master Builder highlights the journey and achievements of Sara Alvarado, a powerhouse in infrastructure finance whose career has spanned continents, crises, and industry and policy overhauls. 

With co-hosts Riccardo and Shormila, Sara shares how her experience as an immigrant shaped her resilience. She details her role in defining infrastructure as an asset class in Canada and describes the unique combination of ever-growing policy and risk expertise that has kept her on a steady career trajectory for more than 30 years. From spearheading early renewable energy financing deals to helping shape global UN guidelines on digitalization and gender equality, Sara reminds us that success is driven by more than technical skills—it calls for hard work, curiosity, and passion.

This conversation is an opportunity to explore the interplay of finance, infrastructure, and social impact. Sara recently received the King Charles III Coronation Medal for her sustainable finance contributions and is a true Master Builder—one who has already begun to shape her legacy.

Key Takeaways

  • How Canada’s early renewable energy boom helped define infrastructure finance as we know it;
  • The impact of the 2008 financial crisis on infrastructure as a stable, long-term investment;
  • Why policy, finance, and technology need to move in tandem to shape meaningful change;
  • The one trait Sara prioritizes over everything else when building successful teams;
  • A behind-the-scenes look at how UN working groups are driving global change.

Quote:

“I ​think ​there's ​a ​catalytic ​point. ​It ​is ​in ​our ​brains ​and ​we ​feel ​the ​need to ​do ​more. ​​So ​it's ​either ​moving ​into ​something ​different, ​moving ​into ​a ​much ​more ​senior ​role, ​decision ​maker, ​leader ​position, or ​you ​can ​move ​into ​boards. ​And ​that ​will ​come ​at ​different ​times ​for ​different ​females. ​But ​what ​I ​want ​them ​to ​know ​is, ​yes, ​there ​is ​a ​second ​career ​curve. And ​it can ​be ​hard ​because ​you're ​learning ​something ​else. But ​it ​is ​very ​rewarding. ​And ​it ​happens ​at ​a ​time ​where ​females ​are ​much ​more ​confident.” - Sara Alvarado

The conversation doesn’t stop here—connect and converse with our community via LinkedIn:

Music: "A New Tomorrow" by Chordial Music. Licensed through PremiumBeat.

]]> Mon, 01 Sep 2025 05:00:00 -0400 Riccardo Cosentino Riccardo Cosentino 3144 What does it take to thrive in the highly complex and male-dominated financial industry? This episode of Master Builder highlights the journey and achievements of Sara Alvarado, a powerhouse in infrastructure finance whose career has spanned continents, crises, and industry and policy overhauls. With co-hosts Riccardo and Shormila, Sara shares how her experience as an immigrant shaped her resilience. She details her role in defining infrastructure as an asset class in Canada and describes the unique combination of ever-growing policy and risk expertise that has kept her on a steady career trajectory for more than 30 years. From spearheading early renewable energy financing deals to helping shape global UN guidelines on digitalization and gender equality, Sara reminds us that success is driven by more than technical skills—it calls for hard work, curiosity, and passion. This conversation is an opportunity to explore the interplay of finance, infrastructure, and social impact. Sara recently received the King Charles III Coronation Medal for her sustainable finance contributions and is a true Master Builder—one who has already begun to shape her legacy. Key Takeaways: - How Canada’s early renewable energy boom helped define infrastructure finance as we know it; - The impact of the 2008 financial crisis on infrastructure as a stable, long-term investment; - Why policy, finance, and technology need to move in tandem to shape meaningful change; - The one trait Sara prioritizes over everything else when building successful teams; - A behind-the-scenes look at how UN working groups are driving global change. Quote: “I ​think ​there's ​a ​catalytic ​point. ​It ​is ​in ​our ​brains ​and ​we ​feel ​the ​need to ​do ​more. ​​So ​it's ​either ​moving ​into ​something ​different, ​moving ​into ​a ​much ​more ​senior ​role, ​decision ​maker, ​leader ​position, or ​you ​can ​move ​into ​boards. ​And ​that ​will ​come ​at ​different ​times ​for ​different ​females. ​But ​what ​I ​want ​them ​to ​know ​is, ​yes, ​there ​is ​a ​second ​career ​curve. And ​it can ​be ​hard ​because ​you're ​learning ​something ​else. But ​it ​is ​very ​rewarding. ​And ​it ​happens ​at ​a ​time ​where ​females ​are ​much ​more ​confident.” - Sara Alvarado What does it take to thrive in the highly complex and male-dominated financial industry? This episode of Master Builder highlights the journey and achievements of Sara Alvarado, a powerhouse in infrastructure finance whose career has spanned continents, c finance, policy, digitalization, infrastructure, leadership, women empowerment, career development, sustainability, project finance No The Leadership Gap: Building Better Leaders for the Future of Canadian Infrastructure 3 3 66 66 The Leadership Gap: Building Better Leaders for the Future of Canadian Infrastructure full e488ec62-3986-4b07-a093-b6a4172287a7 https://navigatingmajorprogrammes.transistor.fm/s3/66 How do we transform infrastructure experts into infrastructure leaders in time for Canada’s building boom? Canada is facing a future of increased infrastructure projects, but the country has a poor track record when it comes to delivering major projects. In fact, “over time and over budget” is a global industry trope. 

In pursuit of systemic, upstream solutions, Riccardo compiles an esteemed panel of experts for a timely and critical conversation: how do we elevate the leadership of multi-billion-dollar major infrastructure programmes essential to our country’s national culture and well-being? Barriers to collaboration, differences and similarities between infrastructure programmes and corporations, the behavioural versus the technical—the industry leaders break down what’s going wrong and why we haven’t fixed it yet. Unwilling to stop at theory, the group posits and troubleshoots actionable ways governments and the private sector could work together to quickly and effectively shore up Canada’s infrastructure industry.

Key Takeaways:

  • The theories as to why it costs more to create infrastructure in Canada;
  • The significant and often-ignored gap between technical, management, and leadership skill sets;
  • How an integrated leadership training program could elevate all levels of project management;
  • The impact of lackluster research into Canada’s past infrastructure successes and failures;
  • Utilizing AI within reason in an industry that relies on human interaction.

Quote:

“I ​think ​we ​can ​create ​a ​program ​that builds ​on ​the ​global ​experience ​and ​best ​practices, ​but ​also ​captures ​Canada’s ​own ​project ​delivery ​cultures, ​business ​practices,  ​community ​needs, ​and ​sees ​leadership ​through ​that ​lens ​and ​enables ​us ​to ​deliver ​projects. ​But ​it's ​going ​to ​take ​governments ​coming ​on ​board and recognizing ​the ​value ​that ​it's ​not ​just ​private ​sector ​expertise ​on ​these ​projects. ​You ​don't ​just ​hand ​over ​a ​project ​and ​then ​say ​come ​back ​in ​five ​years ​and ​we'll ​cut ​the ​ribbon ​together. There's ​a ​ton ​of ​leadership ​that's ​required ​on ​the ​public ​sector ​side ​too, ​at ​the ​highest ​levels ​of ​the ​organization ​to ​make ​sure ​that ​these ​projects ​stay ​on ​track.” - Matti Siemiatycki 

The conversation doesn’t stop here—connect and converse with our community via LinkedIn:

Music: "A New Tomorrow" by Chordial Music. Licensed through PremiumBeat.

]]> How do we transform infrastructure experts into infrastructure leaders in time for Canada’s building boom? Canada is facing a future of increased infrastructure projects, but the country has a poor track record when it comes to delivering major projects. In fact, “over time and over budget” is a global industry trope. 

In pursuit of systemic, upstream solutions, Riccardo compiles an esteemed panel of experts for a timely and critical conversation: how do we elevate the leadership of multi-billion-dollar major infrastructure programmes essential to our country’s national culture and well-being? Barriers to collaboration, differences and similarities between infrastructure programmes and corporations, the behavioural versus the technical—the industry leaders break down what’s going wrong and why we haven’t fixed it yet. Unwilling to stop at theory, the group posits and troubleshoots actionable ways governments and the private sector could work together to quickly and effectively shore up Canada’s infrastructure industry.

Key Takeaways:

  • The theories as to why it costs more to create infrastructure in Canada;
  • The significant and often-ignored gap between technical, management, and leadership skill sets;
  • How an integrated leadership training program could elevate all levels of project management;
  • The impact of lackluster research into Canada’s past infrastructure successes and failures;
  • Utilizing AI within reason in an industry that relies on human interaction.

Quote:

“I ​think ​we ​can ​create ​a ​program ​that builds ​on ​the ​global ​experience ​and ​best ​practices, ​but ​also ​captures ​Canada’s ​own ​project ​delivery ​cultures, ​business ​practices,  ​community ​needs, ​and ​sees ​leadership ​through ​that ​lens ​and ​enables ​us ​to ​deliver ​projects. ​But ​it's ​going ​to ​take ​governments ​coming ​on ​board and recognizing ​the ​value ​that ​it's ​not ​just ​private ​sector ​expertise ​on ​these ​projects. ​You ​don't ​just ​hand ​over ​a ​project ​and ​then ​say ​come ​back ​in ​five ​years ​and ​we'll ​cut ​the ​ribbon ​together. There's ​a ​ton ​of ​leadership ​that's ​required ​on ​the ​public ​sector ​side ​too, ​at ​the ​highest ​levels ​of ​the ​organization ​to ​make ​sure ​that ​these ​projects ​stay ​on ​track.” - Matti Siemiatycki 

The conversation doesn’t stop here—connect and converse with our community via LinkedIn:

Music: "A New Tomorrow" by Chordial Music. Licensed through PremiumBeat.

]]> Mon, 25 Aug 2025 05:00:00 -0400 Riccardo Cosentino Riccardo Cosentino 3816 How do we transform infrastructure experts into infrastructure leaders in time for Canada’s building boom? Canada is facing a future of increased infrastructure projects, but the country has a poor track record when it comes to delivering major projects. In fact, “over time and over budget” is a global industry trope. In pursuit of systemic, upstream solutions, Riccardo compiles an esteemed panel of experts for a timely and critical conversation: how do we elevate the leadership of multi-billion-dollar major infrastructure programmes essential to our country’s national culture and well-being? Barriers to collaboration, differences and similarities between infrastructure programmes and corporations, the behavioural versus the technical—the industry leaders break down what’s going wrong and why we haven’t fixed it yet. Unwilling to stop at theory, the group posits and troubleshoots actionable ways governments and the private sector could work together to quickly and effectively shore up Canada’s infrastructure industry. Key Takeaways: - The theories as to why it costs more to create infrastructure in Canada; - The significant and often-ignored gap between technical, management, and leadership skill sets; - How an integrated leadership training program could elevate all levels of project management; - The impact of lackluster research into Canada’s past infrastructure successes and failures; - Utilizing AI within reason in an industry that relies on human interaction. Quote: “I ​think ​we ​can ​create ​a ​program ​that builds ​on ​the ​global ​experience ​and ​best ​practices, ​but ​also ​captures ​Canada’s ​own ​project ​delivery ​cultures, ​business ​practices, ​community ​needs, ​and ​sees ​leadership ​through ​that ​lens ​and ​enables ​us ​to ​deliver ​projects. ​But ​it's ​going ​to ​take ​governments ​coming ​on ​board and recognizing ​the ​value ​that ​it's ​not ​just ​private ​sector ​expertise ​on ​these ​projects. ​You ​don't ​just ​hand ​over ​a ​project ​and ​then ​say ​come ​back ​in ​five ​years ​and ​we'll ​cut ​the ​ribbon ​together. There's ​a ​ton ​of ​leadership ​that's ​required ​on ​the ​public ​sector ​side ​too, ​at ​the ​highest ​levels ​of ​the ​organization ​to ​make ​sure ​that ​these ​projects ​stay ​on ​track.” - Matti Siemiatycki How do we transform infrastructure experts into infrastructure leaders in time for Canada’s building boom? Canada is facing a future of increased infrastructure projects, but the country has a poor track record when it comes to delivering major projects. fig, project delivery, ai, education, infrastructure, leadership, project management, canada, training, major programs No Multinational, Multidisciplinary, Misaligned? Fixing What Gets in the Way of Project Success 3 3 65 65 Multinational, Multidisciplinary, Misaligned? Fixing What Gets in the Way of Project Success full 467e67b6-94bd-4ffe-9d54-49bb5b264c59 https://navigatingmajorprogrammes.transistor.fm/s3/65 How does cross-over between diverse perspectives and cultures affect project delivery, and how could it be improved? In this episode of Uncharted Conversations, Shormila and Riccardo are once again joined by fellow infrastructure experts David Ho and Melissa Di Marco. Their animated discussion explores how organizational dynamics—building teams that combine both multi-service and multinational cultures—impact the successful delivery of major programmes. 

Jumping directly into the action items of a project, as the client often expects, is a great dopamine hit, but is it really the best approach? The self-proclaimed industry pirates call out the drawbacks of North America’s checks and balances tradition and the need for more client ownership. This episode aims the cannons at systemic assumptions and poses big questions to procurement professionals, all with the crew’s uniquely provocative and playful inspection of their industry.

Key Takeaways:

  • The importance of aligning the values across a project and all its contributors;
  • Recognizing that “meaningful teaming up” takes time;
  • The fallout of the industry historically being so transactional and deliverable-focused;
  • The problem with the disconnect between who bids on the project and who ultimately delivers it;
  • How bringing client-side experts to the table could improve infrastructure projects.

Quote: 

“I ​have ​never ​seen an ​RFP ​where ​the ​client who ​is ​asking ​for ​a ​description of ​a ​team ​is ​doing ​so ​with ​reference ​to ​a ​real ​understanding ​of ​how ​you, private ​sector ​company, ​​delineate ​​the ​function ​that's ​responsible ​for ​the ​delivery ​of ​a ​service ​from ​the ​function ​that ​is ​responsible ​for ​the ​P&​L ​from ​the ​way ​in ​which you ​have ​a ​team ​structured ​for ​a ​pursuit versus ​when ​you ​shift ​into ​execution. And ​even ​just ​that ​type ​of ​a ​description would ​be ​an ​interesting ​change ​I ​think ​for ​the ​better ​that ​would ​allow ​clients ​a ​more ​sophisticated ​understanding ​of ​how ​things ​work.” - David Ho

The conversation doesn’t stop here—connect and converse with our community via LinkedIn:

Music: "A New Tomorrow" by Chordial Music. Licensed through PremiumBeat.

]]> How does cross-over between diverse perspectives and cultures affect project delivery, and how could it be improved? In this episode of Uncharted Conversations, Shormila and Riccardo are once again joined by fellow infrastructure experts David Ho and Melissa Di Marco. Their animated discussion explores how organizational dynamics—building teams that combine both multi-service and multinational cultures—impact the successful delivery of major programmes. 

Jumping directly into the action items of a project, as the client often expects, is a great dopamine hit, but is it really the best approach? The self-proclaimed industry pirates call out the drawbacks of North America’s checks and balances tradition and the need for more client ownership. This episode aims the cannons at systemic assumptions and poses big questions to procurement professionals, all with the crew’s uniquely provocative and playful inspection of their industry.

Key Takeaways:

  • The importance of aligning the values across a project and all its contributors;
  • Recognizing that “meaningful teaming up” takes time;
  • The fallout of the industry historically being so transactional and deliverable-focused;
  • The problem with the disconnect between who bids on the project and who ultimately delivers it;
  • How bringing client-side experts to the table could improve infrastructure projects.

Quote: 

“I ​have ​never ​seen an ​RFP ​where ​the ​client who ​is ​asking ​for ​a ​description of ​a ​team ​is ​doing ​so ​with ​reference ​to ​a ​real ​understanding ​of ​how ​you, private ​sector ​company, ​​delineate ​​the ​function ​that's ​responsible ​for ​the ​delivery ​of ​a ​service ​from ​the ​function ​that ​is ​responsible ​for ​the ​P&​L ​from ​the ​way ​in ​which you ​have ​a ​team ​structured ​for ​a ​pursuit versus ​when ​you ​shift ​into ​execution. And ​even ​just ​that ​type ​of ​a ​description would ​be ​an ​interesting ​change ​I ​think ​for ​the ​better ​that ​would ​allow ​clients ​a ​more ​sophisticated ​understanding ​of ​how ​things ​work.” - David Ho

The conversation doesn’t stop here—connect and converse with our community via LinkedIn:

Music: "A New Tomorrow" by Chordial Music. Licensed through PremiumBeat.

]]> Mon, 18 Aug 2025 05:00:00 -0400 Riccardo Cosentino Riccardo Cosentino 3457 How does cross-over between diverse perspectives and cultures affect project delivery, and how could it be improved? In this episode of Uncharted Conversations, Shormila and Riccardo are once again joined by fellow infrastructure experts David Ho and Melissa Di Marco. Their animated discussion explores how organizational dynamics—building teams that combine both multi-service and multinational cultures—impact the successful delivery of major programmes. Jumping directly into the action items of a project, as the client often expects, is a great dopamine hit, but is it really the best approach? The self-proclaimed industry pirates call out the drawbacks of North America’s checks and balances tradition and the need for more client ownership. This episode aims the cannons at systemic assumptions and poses big questions to procurement professionals, all with the crew’s uniquely provocative and playful inspection of their industry. Key Takeaways: - The importance of aligning the values across a project and all its contributors; - Recognizing that “meaningful teaming up” takes time; - The fallout of the industry historically being so transactional and deliverable-focused; - The problem with the disconnect between who bids on the project and who ultimately delivers it; - How bringing client-side experts to the table could improve infrastructure projects. Quote: “I ​have ​never ​seen an ​RFP ​where ​the ​client who ​is ​asking ​for ​a ​description of ​a ​team ​is ​doing ​so ​with ​reference ​to ​a ​real ​understanding ​of ​how ​you, private ​sector ​company, ​​delineate ​​the ​function ​that's ​responsible ​for ​the ​delivery ​of ​a ​service ​from ​the ​function ​that ​is ​responsible ​for ​the ​P&​L ​from ​the ​way ​in ​which you ​have ​a ​team ​structured ​for ​a ​pursuit versus ​when ​you ​shift ​into ​execution. And ​even ​just ​that ​type ​of ​a ​description would ​be ​an ​interesting ​change ​I ​think ​for ​the ​better ​that ​would ​allow ​clients ​a ​more ​sophisticated ​understanding ​of ​how ​things ​work.” - David Ho How does cross-over between diverse perspectives and cultures affect project delivery, and how could it be improved? In this episode of Uncharted Conversations, Shormila and Riccardo are once again joined by fellow infrastructure experts David Ho and Meli organizational culture, client relationships, team dynamics, productivity, cultural diversity, infrastructure, leadership, project management, collaboration, all-nighter No The Impact of Paddington Square’s Public Art Project with Jonathan Ring 3 3 64 64 The Impact of Paddington Square’s Public Art Project with Jonathan Ring full c3e1dc4f-9626-485a-8477-1613998d6cc4 https://navigatingmajorprogrammes.transistor.fm/s3/64 What does it take to transform a gateway station into a place where people pause in their head-down commute to connect and reflect? Riccardo Cosentino and returning co-host Corail Bourrelier Fabiani are joined by Jonathan Ring, the Development Director for London-based developer Sellar. They explore the public art programme at Paddington Square—one of the city’s most ambitious and complex redevelopment projects.

Jonathan shares how the programme evolved from the early planning conditions to the final installation. His experience highlights the balance inherent in major projects, where diverse stakeholder voices, strict timelines, and logistical constraints pile on the pressure and teamwork is non-negotiable.

Public art may be a smaller portion of the overall budget, but its impact on the public experience is profound. This episode offers an inside look at the creative and collaborative processes behind curating art in a heavily trafficked urban space. It is a conversation about leadership, legacy, and how the spaces we build shape how people feel.

Key Takeaways

  • Public art may be a smaller line item, but its emotional and social impact is immense.
  • The earlier you integrate public art into a project’s design and planning, the smoother the process will be.
  • Stakeholder management is about more than communication; it calls for timing, trust, and making space for diverse opinions.
  • Delivering complex urban infrastructure requires balancing fixed timelines with creative possibilities.
  • Strong, long-term relationships with designers and collaborators make it easier to solve challenges together.
  • Rotating public art programs create ongoing opportunities for re-engagement and placemaking.

Quote: 

“We're ​really ​trying ​to ​create ​a ​place ​people ​want ​to ​dwell ​in ​because ​it's ​got ​very ​interesting ​areas ​around ​it. And ​the ​public ​art ​really ​formed ​a ​major ​part ​of ​that, creating ​a ​place ​where ​people ​dwell ​in. ​What's ​great ​is ​now ​seeing ​in ​the ​summer, ​and ​I ​bet ​today, ​people ​will ​be ​sitting ​out ​in ​the ​square ​enjoying ​the ​public ​realm, ​seeing ​the ​art ​and ​enjoying ​it.” - Jonathan Ring

The conversation doesn’t stop here—connect and converse with our community via LinkedIn:

Music: "A New Tomorrow" by Chordial Music. Licensed through PremiumBeat.

]]> What does it take to transform a gateway station into a place where people pause in their head-down commute to connect and reflect? Riccardo Cosentino and returning co-host Corail Bourrelier Fabiani are joined by Jonathan Ring, the Development Director for London-based developer Sellar. They explore the public art programme at Paddington Square—one of the city’s most ambitious and complex redevelopment projects.

Jonathan shares how the programme evolved from the early planning conditions to the final installation. His experience highlights the balance inherent in major projects, where diverse stakeholder voices, strict timelines, and logistical constraints pile on the pressure and teamwork is non-negotiable.

Public art may be a smaller portion of the overall budget, but its impact on the public experience is profound. This episode offers an inside look at the creative and collaborative processes behind curating art in a heavily trafficked urban space. It is a conversation about leadership, legacy, and how the spaces we build shape how people feel.

Key Takeaways

  • Public art may be a smaller line item, but its emotional and social impact is immense.
  • The earlier you integrate public art into a project’s design and planning, the smoother the process will be.
  • Stakeholder management is about more than communication; it calls for timing, trust, and making space for diverse opinions.
  • Delivering complex urban infrastructure requires balancing fixed timelines with creative possibilities.
  • Strong, long-term relationships with designers and collaborators make it easier to solve challenges together.
  • Rotating public art programs create ongoing opportunities for re-engagement and placemaking.

Quote: 

“We're ​really ​trying ​to ​create ​a ​place ​people ​want ​to ​dwell ​in ​because ​it's ​got ​very ​interesting ​areas ​around ​it. And ​the ​public ​art ​really ​formed ​a ​major ​part ​of ​that, creating ​a ​place ​where ​people ​dwell ​in. ​What's ​great ​is ​now ​seeing ​in ​the ​summer, ​and ​I ​bet ​today, ​people ​will ​be ​sitting ​out ​in ​the ​square ​enjoying ​the ​public ​realm, ​seeing ​the ​art ​and ​enjoying ​it.” - Jonathan Ring

The conversation doesn’t stop here—connect and converse with our community via LinkedIn:

Music: "A New Tomorrow" by Chordial Music. Licensed through PremiumBeat.

]]> Mon, 11 Aug 2025 05:00:00 -0400 Riccardo Cosentino Riccardo Cosentino 2513 What does it take to transform a gateway station into a place where people pause in their head-down commute to connect and reflect? Riccardo Cosentino and returning co-host Corail Bourrelier Fabiani are joined by Jonathan Ring, the Development Director for London-based developer Sellar. They explore the public art programme at Paddington Square—one of the city’s most ambitious and complex redevelopment projects. Jonathan shares how the programme evolved from the early planning conditions to the final installation. His experience highlights the balance inherent in major projects, where diverse stakeholder voices, strict timelines, and logistical constraints pile on the pressure and teamwork is non-negotiable. Public art may be a smaller portion of the overall budget, but its impact on the public experience is profound. This episode offers an inside look at the creative and collaborative processes behind curating art in a heavily trafficked urban space. It is a conversation about leadership, legacy, and how the spaces we build shape how people feel. Key Takeaways - Public art may be a smaller line item, but its emotional and social impact is immense. - The earlier you integrate public art into a project’s design and planning, the smoother the process will be. - Stakeholder management is about more than communication; it calls for timing, trust, and making space for diverse opinions. - Delivering complex urban infrastructure requires balancing fixed timelines with creative possibilities. - Strong, long-term relationships with designers and collaborators make it easier to solve challenges together. - Rotating public art programs create ongoing opportunities for re-engagement and placemaking. Quote: “We're ​really ​trying ​to ​create ​a ​place ​people ​want ​to ​dwell ​in ​because ​it's ​got ​very ​interesting ​areas ​around ​it. And ​the ​public ​art ​really ​formed ​a ​major ​part ​of ​that, creating ​a ​place ​where ​people ​dwell ​in. ​What's ​great ​is ​now ​seeing ​in ​the ​summer, ​and ​I ​bet ​today, ​people ​will ​be ​sitting ​out ​in ​the ​square ​enjoying ​the ​public ​realm, ​seeing ​the ​art ​and ​enjoying ​it.” - Jonathan Ring What does it take to transform a gateway station into a place where people pause in their head-down commute to connect and reflect? Riccardo Cosentino and returning co-host Corail Bourrelier Fabiani are joined by Jonathan Ring, the Development Director fo london, user experience, design, major projects, community engagement, public space, stakeholder engagement, community involvement, legacy, project management, collaboration, paddington square, architecture, art installation, art programs, urban developme No How to Bring the Right People to the Table with Kirsten Watson 3 3 63 63 How to Bring the Right People to the Table with Kirsten Watson full de4423dd-be0c-458b-a5e0-a94244af050d https://navigatingmajorprogrammes.transistor.fm/s3/63 Can you rise up in the industry without an engineering degree? Kirsten Watson, AECOM’s Transit Market Sector Lead, is a case study in how continuous passion for learning and a celebration and honing your strengths—even when they don’t appear to be the perfect fit for a role—can lead to a varied and rewarding career. Co-hosts Riccardo and Shormila sit down with the transit executive on the interpersonal side of the industry in this episode of the Master Builder series. They break down the challenges and wins of major infrastructure projects and explore Kirsten’s career trajectory from private to public and back again. Their conversation explores the reality of the skills you really need (and don’t) for leadership, particularly as a woman in the industry. 

Kirsten’s background in employment law and HR have instilled in her a deep respect for listening—to clients, to stakeholders, to the smartest person in the room. As she explains, that’s how she’s become the one who brings the right people to the table, and it’s how even now, as a master builder, she leads with learning and pushes herself to say yes to even the most challenging opportunities.

Key Takeaways:

  • Why the ability to bring people together in agreement and collaboration transcends industry;
  • How to challenge the misgivings of both internal and external skeptics when accepting a position in an unfamiliar field;
  • The truth of the often undervalued HR skillset;
  • The disconnect in big projects between the technology and civil components and who’s in charge of them;
  • The ongoing challenge of providing proof of capability again and again as a women in infrastructure.

Quote: 

“I ​think ​that's ​what ​I ​bring ​to ​the ​table, ​is ​the ​ability ​to ​bring ​other ​people ​to ​the ​table. ​And ​when ​we're ​talking ​about women ​in ​leadership ​and ​women ​saying ​yes. Bring ​the ​right ​people ​to ​the ​table ​and ​solve ​the ​problems through ​that ​team ​and ​that ​collaboration trying ​to ​learn ​other ​bits ​of ​the ​business ​so ​that ​you ​can ​actually ​do ​that ​work.” - Kirsten Watson

The conversation doesn’t stop here—connect and converse with our community via LinkedIn:

Music: "A New Tomorrow" by Chordial Music. Licensed through PremiumBeat.

]]> Can you rise up in the industry without an engineering degree? Kirsten Watson, AECOM’s Transit Market Sector Lead, is a case study in how continuous passion for learning and a celebration and honing your strengths—even when they don’t appear to be the perfect fit for a role—can lead to a varied and rewarding career. Co-hosts Riccardo and Shormila sit down with the transit executive on the interpersonal side of the industry in this episode of the Master Builder series. They break down the challenges and wins of major infrastructure projects and explore Kirsten’s career trajectory from private to public and back again. Their conversation explores the reality of the skills you really need (and don’t) for leadership, particularly as a woman in the industry. 

Kirsten’s background in employment law and HR have instilled in her a deep respect for listening—to clients, to stakeholders, to the smartest person in the room. As she explains, that’s how she’s become the one who brings the right people to the table, and it’s how even now, as a master builder, she leads with learning and pushes herself to say yes to even the most challenging opportunities.

Key Takeaways:

  • Why the ability to bring people together in agreement and collaboration transcends industry;
  • How to challenge the misgivings of both internal and external skeptics when accepting a position in an unfamiliar field;
  • The truth of the often undervalued HR skillset;
  • The disconnect in big projects between the technology and civil components and who’s in charge of them;
  • The ongoing challenge of providing proof of capability again and again as a women in infrastructure.

Quote: 

“I ​think ​that's ​what ​I ​bring ​to ​the ​table, ​is ​the ​ability ​to ​bring ​other ​people ​to ​the ​table. ​And ​when ​we're ​talking ​about women ​in ​leadership ​and ​women ​saying ​yes. Bring ​the ​right ​people ​to ​the ​table ​and ​solve ​the ​problems through ​that ​team ​and ​that ​collaboration trying ​to ​learn ​other ​bits ​of ​the ​business ​so ​that ​you ​can ​actually ​do ​that ​work.” - Kirsten Watson

The conversation doesn’t stop here—connect and converse with our community via LinkedIn:

Music: "A New Tomorrow" by Chordial Music. Licensed through PremiumBeat.

]]> Mon, 04 Aug 2025 05:00:00 -0400 Riccardo Cosentino Riccardo Cosentino 3026 Can you rise up in the industry without an engineering degree? Kirsten Watson, AECOM’s Transit Market Sector Lead, is a case study in how continuous passion for learning and a celebration and honing your strengths—even when they don’t appear to be the perfect fit for a role—can lead to a varied and rewarding career. Co-hosts Riccardo and Shormila sit down with the transit executive on the interpersonal side of the industry in this episode of the Master Builder series. They break down the challenges and wins of major infrastructure projects and explore Kirsten’s career trajectory from private to public and back again. Their conversation explores the reality of the skills you really need (and don’t) for leadership, particularly as a woman in the industry. Kirsten’s background in employment law and HR have instilled in her a deep respect for listening—to clients, to stakeholders, to the smartest person in the room. As she explains, that’s how she’s become the one who brings the right people to the table, and it’s how even now, as a master builder, she leads with learning and pushes herself to say yes to even the most challenging opportunities. Key Takeaways: - Why the ability to bring people together in agreement and collaboration transcends industry; - How to challenge the misgivings of both internal and external skeptics when accepting a position in an unfamiliar field; - The truth of the often undervalued HR skillset; - The disconnect in big projects between the technology and civil components and who’s in charge of them; - The ongoing challenge of providing proof of capability again and again as a women in infrastructure. Quote: “I ​think ​that's ​what ​I ​bring ​to ​the ​table, ​is ​the ​ability ​to ​bring ​other ​people ​to ​the ​table. ​And ​when ​we're ​talking ​about women ​in ​leadership ​and ​women ​saying ​yes. Bring ​the ​right ​people ​to ​the ​table ​and ​solve ​the ​problems through ​that ​team ​and ​that ​collaboration trying ​to ​learn ​other ​bits ​of ​the ​business ​so ​that ​you ​can ​actually ​do ​that ​work.” - Kirsten Watson Can you rise up in the industry without an engineering degree? Kirsten Watson, AECOM’s Transit Market Sector Lead, is a case study in how continuous passion for learning and a celebration and honing your strengths—even when they don’t appear to be the per labor relations, ttc, infrastructure projects, presto, acom, leadership, women in transportation, wheel-trans, public transit No From P3s to Alliance Contracts: Building Better Projects Together with Fred Antunes 3 3 62 62 From P3s to Alliance Contracts: Building Better Projects Together with Fred Antunes full 315e4914-463e-48e1-ac31-b5276b990fce https://navigatingmajorprogrammes.transistor.fm/s3/62 Even traditional contracts can be collaborative with the right team. As a seasoned infrastructure leader who has served in government, private sector, and advisory roles for more than 15 years, Fred Antunes has seen this firsthand. His extensive experience delivering large-scale projects under P3s, design-builds, and collaborative models guides this wide-ranging and nuanced conversation with Riccardo. Together, they unpack truths and myths around what makes projects work.

Fred’s real-world insights help to highlight the power owners have to shape project relationships and outcomes, the dangers of shifting risk without support, and why alliance contracts call for experienced and deeply engaged teams.

Fred and Riccardo reframe collaboration beyond just a type of contract and offer up a compelling case for considering the unique needs, risks, and capabilities of each project team when choosing a delivery approach.

Key Takeaways

  • The right people, mindset, and approach—not the contract itself—determine whether a project is truly collaborative (and successful).
  • Fair and active engagement from owners through major programme challenges can mean the difference between a frictionless project and a contentious one.
  • When public infrastructure contracts push all risk onto the contractor, collaboration breaks down—and so does performance.
  • Having the right people on the team during high-stress phases can turn a failing project around, even if it means personnel changes.
  • Experience across public and private sectors builds a more well-rounded, adaptable perspective on project delivery.

Quote: 

“The ​thing ​about ​the ​alliance ​that's ​really ​interesting ​is, it’s ​like ​setting ​up ​a ​new ​company. ​Where ​you ​basically have an ​alliance ​leadership ​team ​​that ​is ​providing oversight ​and ​direction. ​They're ​like ​the ​board ​of ​directors. ​You ​appoint ​somebody ​who's ​the ​CEO ​and ​then ​you ​basically ​create ​an ​organization ​that ​includes ​people ​from ​the ​owner, ​the ​designer, ​the ​contractor, ​put ​them ​together ​and ​you ​may ​have ​somebody ​from ​the ​owner's ​team ​managing ​somebody ​who's ​in ​the ​design ​team, ​or ​in ​the ​construction ​team, ​but ​they're ​all ​working ​for ​the ​best ​outcome ​of ​the ​project. ​And ​working ​as ​one ​coherent ​management ​team.” - Fred Antunes

The conversation doesn’t stop here—connect and converse with our community via LinkedIn:

Music: "A New Tomorrow" by Chordial Music. Licensed through PremiumBeat.

]]> Even traditional contracts can be collaborative with the right team. As a seasoned infrastructure leader who has served in government, private sector, and advisory roles for more than 15 years, Fred Antunes has seen this firsthand. His extensive experience delivering large-scale projects under P3s, design-builds, and collaborative models guides this wide-ranging and nuanced conversation with Riccardo. Together, they unpack truths and myths around what makes projects work.

Fred’s real-world insights help to highlight the power owners have to shape project relationships and outcomes, the dangers of shifting risk without support, and why alliance contracts call for experienced and deeply engaged teams.

Fred and Riccardo reframe collaboration beyond just a type of contract and offer up a compelling case for considering the unique needs, risks, and capabilities of each project team when choosing a delivery approach.

Key Takeaways

  • The right people, mindset, and approach—not the contract itself—determine whether a project is truly collaborative (and successful).
  • Fair and active engagement from owners through major programme challenges can mean the difference between a frictionless project and a contentious one.
  • When public infrastructure contracts push all risk onto the contractor, collaboration breaks down—and so does performance.
  • Having the right people on the team during high-stress phases can turn a failing project around, even if it means personnel changes.
  • Experience across public and private sectors builds a more well-rounded, adaptable perspective on project delivery.

Quote: 

“The ​thing ​about ​the ​alliance ​that's ​really ​interesting ​is, it’s ​like ​setting ​up ​a ​new ​company. ​Where ​you ​basically have an ​alliance ​leadership ​team ​​that ​is ​providing oversight ​and ​direction. ​They're ​like ​the ​board ​of ​directors. ​You ​appoint ​somebody ​who's ​the ​CEO ​and ​then ​you ​basically ​create ​an ​organization ​that ​includes ​people ​from ​the ​owner, ​the ​designer, ​the ​contractor, ​put ​them ​together ​and ​you ​may ​have ​somebody ​from ​the ​owner's ​team ​managing ​somebody ​who's ​in ​the ​design ​team, ​or ​in ​the ​construction ​team, ​but ​they're ​all ​working ​for ​the ​best ​outcome ​of ​the ​project. ​And ​working ​as ​one ​coherent ​management ​team.” - Fred Antunes

The conversation doesn’t stop here—connect and converse with our community via LinkedIn:

Music: "A New Tomorrow" by Chordial Music. Licensed through PremiumBeat.

]]> Mon, 28 Jul 2025 05:00:00 -0400 Riccardo Cosentino Riccardo Cosentino 3023 Even traditional contracts can be collaborative with the right team. As a seasoned infrastructure leader who has served in government, private sector, and advisory roles for more than 15 years, Fred Antunes has seen this firsthand. His extensive experience delivering large-scale projects under P3s, design-builds, and collaborative models guides this wide-ranging and nuanced conversation with Riccardo. Together, they unpack truths and myths around what makes projects work. Fred’s real-world insights help to highlight the power owners have to shape project relationships and outcomes, the dangers of shifting risk without support, and why alliance contracts call for experienced and deeply engaged teams. Fred and Riccardo reframe collaboration beyond just a type of contract and offer up a compelling case for considering the unique needs, risks, and capabilities of each project team when choosing a delivery approach. Key Takeaways: - The right people, mindset, and approach—not the contract itself—determine whether a project is truly collaborative (and successful). - Fair and active engagement from owners through major programme challenges can mean the difference between a frictionless project and a contentious one. - When public infrastructure contracts push all risk onto the contractor, collaboration breaks down—and so does performance. - Having the right people on the team during high-stress phases can turn a failing project around, even if it means personnel changes. - Experience across public and private sectors builds a more well-rounded, adaptable perspective on project delivery. Quote: “The ​thing ​about ​the ​alliance ​that's ​really ​interesting ​is, it’s ​like ​setting ​up ​a ​new ​company. ​Where ​you ​basically have an ​alliance ​leadership ​team ​​that ​is ​providing oversight ​and ​direction. ​They're ​like ​the ​board ​of ​directors. ​You ​appoint ​somebody ​who's ​the ​CEO ​and ​then ​you ​basically ​create ​an ​organization ​that ​includes ​people ​from ​the ​owner, ​the ​designer, ​the ​contractor, ​put ​them ​together ​and ​you ​may ​have ​somebody ​from ​the ​owner's ​team ​managing ​somebody ​who's ​in ​the ​design ​team, ​or ​in ​the ​construction ​team, ​but ​they're ​all ​working ​for ​the ​best ​outcome ​of ​the ​project. ​And ​working ​as ​one ​coherent ​management ​team.” - Fred Antunes Even traditional contracts can be collaborative with the right team. As a seasoned infrastructure leader who has served in government, private sector, and advisory roles for more than 15 years, Fred Antunes has seen this firsthand. His extensive experienc construction challenges, cost certainty, alliance contracts, public sector, complexity, bidding processes, engineering, public-private partnerships, risk management, collaborative contracts, infrastructure projects, contracting tools, project success, pro No Defying Doubt and Redefining Leadership with Ethel Craft 3 3 61 61 Defying Doubt and Redefining Leadership with Ethel Craft full 8e1969d1-71f0-4cb2-a033-f1df7b74b4a5 https://navigatingmajorprogrammes.transistor.fm/s3/61 What does it take to lead with integrity and empathy in an industry where technical expertise can quickly outweigh human connection? In this episode of the Master Builder series, Ethel Craft joins Riccardo and Shormila to reflect on a career rooted in service—from her beginnings in social services to her leadership role in Ottawa’s rail construction program.

Ethel shares how a leadership course during her MBA sparked her passion for mentoring others, ultimately guiding her to pursue a Doctorate in Business while working full-time. Through personal challenges, professional pivots, and academic milestones, Ethel has remained grounded in one goal: to be a role model and a connector. She leads with a deep respect for the people around her and a clear-eyed view of stakeholder relations. Her track record highlights the vital balance leaders must strike between respect for those around them and confidence that they have earned their place, regardless of the journey that brought them to the table.

Within this celebration of Ethel’s achievements is an invitation to re-envision what leadership can look like, in infrastructure and beyond.

Key Takeaways:

  • Genuine care and passion can take you further in leadership than a degree in your chosen industry.
  • A strong support network makes all the difference as you chase your goals through life’s inevitable challenges.
  • Imposter syndrome is common, even among accomplished leaders, but it shouldn’t define your path.
  • Seeking to be a good role model can have a significant positive influence on your path to success.
  • Real leadership is less about having all the answers and more about creating space for others to shine.

Quote:

“I ​felt ​like ​I ​was ​just ​draining ​everything ​within ​me, ​and ​at ​the ​same ​time, ​I ​needed ​to ​be ​a ​mom. ​And I ​was ​working, ​too. So, ​it ​was ​hard. ​But ​I ​had ​this ​amazing ​supervisor who ​just kept ​telling ​me, ​you ​can ​do ​this. ​Never ​putting ​pressure ​on ​me, telling ​me ​to ​take ​the ​time. ​And ​so ​when ​I ​talk ​about ​having ​a ​support ​system, ​it's ​a ​word ​that ​we ​take ​for ​granted, right? ​​But ​to ​have ​that ​network ​around ​you ​that ​makes ​you ​feel ​full ​on ​the ​inside is ​crucial.​” - Ethel Craft

The conversation doesn’t stop here—connect and converse with our community via LinkedIn:

Music: "A New Tomorrow" by Chordial Music. Licensed through PremiumBeat.

]]> What does it take to lead with integrity and empathy in an industry where technical expertise can quickly outweigh human connection? In this episode of the Master Builder series, Ethel Craft joins Riccardo and Shormila to reflect on a career rooted in service—from her beginnings in social services to her leadership role in Ottawa’s rail construction program.

Ethel shares how a leadership course during her MBA sparked her passion for mentoring others, ultimately guiding her to pursue a Doctorate in Business while working full-time. Through personal challenges, professional pivots, and academic milestones, Ethel has remained grounded in one goal: to be a role model and a connector. She leads with a deep respect for the people around her and a clear-eyed view of stakeholder relations. Her track record highlights the vital balance leaders must strike between respect for those around them and confidence that they have earned their place, regardless of the journey that brought them to the table.

Within this celebration of Ethel’s achievements is an invitation to re-envision what leadership can look like, in infrastructure and beyond.

Key Takeaways:

  • Genuine care and passion can take you further in leadership than a degree in your chosen industry.
  • A strong support network makes all the difference as you chase your goals through life’s inevitable challenges.
  • Imposter syndrome is common, even among accomplished leaders, but it shouldn’t define your path.
  • Seeking to be a good role model can have a significant positive influence on your path to success.
  • Real leadership is less about having all the answers and more about creating space for others to shine.

Quote:

“I ​felt ​like ​I ​was ​just ​draining ​everything ​within ​me, ​and ​at ​the ​same ​time, ​I ​needed ​to ​be ​a ​mom. ​And I ​was ​working, ​too. So, ​it ​was ​hard. ​But ​I ​had ​this ​amazing ​supervisor who ​just kept ​telling ​me, ​you ​can ​do ​this. ​Never ​putting ​pressure ​on ​me, telling ​me ​to ​take ​the ​time. ​And ​so ​when ​I ​talk ​about ​having ​a ​support ​system, ​it's ​a ​word ​that ​we ​take ​for ​granted, right? ​​But ​to ​have ​that ​network ​around ​you ​that ​makes ​you ​feel ​full ​on ​the ​inside is ​crucial.​” - Ethel Craft

The conversation doesn’t stop here—connect and converse with our community via LinkedIn:

Music: "A New Tomorrow" by Chordial Music. Licensed through PremiumBeat.

]]> Mon, 21 Jul 2025 05:00:00 -0400 Riccardo Cosentino Riccardo Cosentino 2698 What does it take to lead with integrity and empathy in an industry where technical expertise can quickly outweigh human connection? In this episode of the Master Builder series, Ethel Craft joins Riccardo and Shormila to reflect on a career rooted in service—from her beginnings in social services to her leadership role in Ottawa’s Rail Construction Program. Ethel shares how a leadership course during her MBA sparked her passion for mentoring others, ultimately guiding her to pursue a Doctorate in Business while working full-time. Through personal challenges, professional pivots, and academic milestones, Ethel has remained grounded in one goal: to be a role model and a connector. She leads with a deep respect for the people around her and a clear-eyed view of stakeholder relations. Her track record highlights the vital balance leaders must strike between respect for those around them and confidence that they have earned their place, regardless of the journey that brought them to the table. Within this celebration of Ethel’s achievements is an invitation to re-envision what leadership can look like, in infrastructure and beyond. Key Takeaways: - Genuine care and passion can take you further in leadership than a degree in your chosen industry. - A strong support network makes all the difference as you chase your goals through life’s inevitable challenges. - Imposter syndrome is common, even among accomplished leaders, but it shouldn’t define your path. - Seeking to be a good role model can have a significant positive influence on your path to success. - Real leadership is less about having all the answers and more about creating space for others to shine. Quote: “I ​felt ​like ​I ​was ​just ​draining ​everything ​within ​me, ​and ​at ​the ​same ​time, ​I ​needed ​to ​be ​a ​mom. ​And I ​was ​working, ​too. So, ​it ​was ​hard. ​But ​I ​had ​this ​amazing ​supervisor who ​just kept ​telling ​me, ​you ​can ​do ​this. ​Never ​putting ​pressure ​on ​me, telling ​me ​to ​take ​the ​time. ​And ​so ​when ​I ​talk ​about ​having ​a ​support ​system, ​it's ​a ​word ​that ​we ​take ​for ​granted, right? ​​But ​to ​have ​that ​network ​around ​you ​that ​makes ​you ​feel ​full ​on ​the ​inside is ​crucial.​” - Ethel Craft What does it take to lead with integrity and empathy in an industry where technical expertise can quickly outweigh human connection? In this episode of the Master Builder series, Ethel Craft joins Riccardo and Shormila to reflect on a career rooted in ser support systems, ottawa lrt, risk-taking, doctorate, education, empowerment, women in politics, stakeholder engagement, personal growth, lrt project, mentorship, infrastructure, women in infrastructure, leadership, ottawa, imposter syndrome, passion, pers No Dare to Disrupt: Skill Shortages, Leadership, and Innovation in Infrastructure 3 3 60 60 Dare to Disrupt: Skill Shortages, Leadership, and Innovation in Infrastructure full 14db224b-0c47-48b8-8400-29ca013268ed https://navigatingmajorprogrammes.transistor.fm/s3/60 Uncharted Conversations facilitates unscripted and controversial discussions aimed at disrupting the infrastructure industry. In the face of major skills shortages affecting Canada’s major programmes, Riccardo sits down with David Ho, the National Leader for Healthcare and Buildings at Accenture. What begins as a look at the skill-based industry shortcomings transforms into a nuanced conversation about cultural, structural, and leadership challenges.

Is the talent shortage just about trades and technical labour, or are we also seeing a void in leadership and bold thinking? Together, David and Riccardo dig into why the industry struggles to innovate, what it would take to truly break from tradition, and how a fear-based approach to risk weakens even the most capable leaders. They explore how changing political priorities, unclear project outcomes, and resistance to outside ideas further complicate the path forward.

This conversation challenges long-held assumptions and invites anyone involved at every stage of the infrastructure delivery lifecycle to have the kinds of discussions that, David and Riccardo argue, are essential to carrying the industry into the future.

Key Takeaways:

  • Current labour shortages may be overshadowed by a systematically hindered approach to leadership.
  • The shift of project outcomes over time, while often unavoidable, creates missed opportunities for the implementation of new technologies.
  • Fear of risk is an intrinsic part of the industry’s culture, discouraging first movers and stifling the bold leadership required for innovation.
  • Venture capital constraints and razor-thin contractor margins leave little room for research and development.
  • Remote and underserved communities could be catalysts for innovation—if approached with intention.
  • How a uniqueness bias prompts us to reject international approaches that could help Canada adapt and improve.

Quote: 

“I encounter lots of different infrastructure leaders and usually conversations where  these individuals are reflecting on their own organizations or on other  organizations. Somewhere  within the diagnosis is a problem of disempowerment.  And  that when people and leaders are not truly empowered, they fail to live up to what are their on paper accountabilities. And lack of empowerment at all different  levels of leadership causes people to put the blinders on, work in their silo and  become content or comfortable being told what to do. And ​that ​is ​the ​sort ​of ​exact ​​opposite ​type ​of ​outcome ​and ​behaviour ​we ​want ​from leaders.” - David Ho

The conversation doesn’t stop here—connect and converse with our community via LinkedIn:

Music: "A New Tomorrow" by Chordial Music. Licensed through PremiumBeat.

]]> Uncharted Conversations facilitates unscripted and controversial discussions aimed at disrupting the infrastructure industry. In the face of major skills shortages affecting Canada’s major programmes, Riccardo sits down with David Ho, the National Leader for Healthcare and Buildings at Accenture. What begins as a look at the skill-based industry shortcomings transforms into a nuanced conversation about cultural, structural, and leadership challenges.

Is the talent shortage just about trades and technical labour, or are we also seeing a void in leadership and bold thinking? Together, David and Riccardo dig into why the industry struggles to innovate, what it would take to truly break from tradition, and how a fear-based approach to risk weakens even the most capable leaders. They explore how changing political priorities, unclear project outcomes, and resistance to outside ideas further complicate the path forward.

This conversation challenges long-held assumptions and invites anyone involved at every stage of the infrastructure delivery lifecycle to have the kinds of discussions that, David and Riccardo argue, are essential to carrying the industry into the future.

Key Takeaways:

  • Current labour shortages may be overshadowed by a systematically hindered approach to leadership.
  • The shift of project outcomes over time, while often unavoidable, creates missed opportunities for the implementation of new technologies.
  • Fear of risk is an intrinsic part of the industry’s culture, discouraging first movers and stifling the bold leadership required for innovation.
  • Venture capital constraints and razor-thin contractor margins leave little room for research and development.
  • Remote and underserved communities could be catalysts for innovation—if approached with intention.
  • How a uniqueness bias prompts us to reject international approaches that could help Canada adapt and improve.

Quote: 

“I encounter lots of different infrastructure leaders and usually conversations where  these individuals are reflecting on their own organizations or on other  organizations. Somewhere  within the diagnosis is a problem of disempowerment.  And  that when people and leaders are not truly empowered, they fail to live up to what are their on paper accountabilities. And lack of empowerment at all different  levels of leadership causes people to put the blinders on, work in their silo and  become content or comfortable being told what to do. And ​that ​is ​the ​sort ​of ​exact ​​opposite ​type ​of ​outcome ​and ​behaviour ​we ​want ​from leaders.” - David Ho

The conversation doesn’t stop here—connect and converse with our community via LinkedIn:

Music: "A New Tomorrow" by Chordial Music. Licensed through PremiumBeat.

]]> Mon, 14 Jul 2025 05:00:00 -0400 Riccardo Cosentino Riccardo Cosentino 3682 Uncharted Conversations facilitates unscripted and controversial discussions aimed at disrupting the infrastructure industry. In the face of major skills shortages affecting Canada’s major programmes, Riccardo sits down with David Ho, the National Leader for Healthcare and Buildings at Accenture. What begins as a look at the skill-based industry shortcomings transforms into a nuanced conversation about cultural, structural, and leadership challenges. Is the talent shortage just about trades and technical labour, or are we also seeing a void in leadership and bold thinking? Together, David and Riccardo dig into why the industry struggles to innovate, what it would take to truly break from tradition, and how a fear-based approach to risk weakens even the most capable leaders. They explore how changing political priorities, unclear project outcomes, and resistance to outside ideas further complicate the path forward. This conversation challenges long-held assumptions and invites anyone involved at every stage of the infrastructure delivery lifecycle to have the kinds of discussions that, David and Riccardo argue, are essential to carrying the industry into the future. Key Takeaways: - Current labour shortages may be overshadowed by a systematically hindered approach to leadership. - The shift of project outcomes over time, while often unavoidable, creates missed opportunities for the implementation of new technologies. - Fear of risk is an intrinsic part of the industry’s culture, discouraging first movers and stifling the bold leadership required for innovation. - Venture capital constraints and razor-thin contractor margins leave little room for research and development. - Remote and underserved communities could be catalysts for innovation—if approached with intention. - How a uniqueness bias prompts us to reject international approaches that could help Canada adapt and improve. Quote: “I encounter lots of different infrastructure leaders and usually conversations where these individuals are reflecting on their own organizations or on other organizations. Somewhere within the diagnosis is a problem of disempowerment. And that when people and leaders are not truly empowered, they fail to live up to what are their on paper accountabilities. And lack of empowerment at all different levels of leadership causes people to put the blinders on, work in their silo and become content or comfortable being told what to do. And ​that ​is ​the ​sort ​of ​exact ​​opposite ​type ​of ​outcome ​and ​behaviour ​we ​want ​from leaders.” - David Ho Uncharted Conversations facilitates unscripted and controversial discussions aimed at disrupting the infrastructure industry. In the face of major skills shortages affecting Canada’s major programmes, Riccardo sits down with David Ho, the National Leader technology, technology, political change, disruptors, disempowerment, skills shortages, outcomes management, project delivery, innovation, workforce development, infrastructure industry, education, risk management, infrastructure, leadership, leadership, No Infrastructure Planning Meets Social Purpose with Matti Siemiatycki 3 3 59 59 Infrastructure Planning Meets Social Purpose with Matti Siemiatycki full ac6f69ff-40c7-4047-b394-b0f4978398af https://navigatingmajorprogrammes.transistor.fm/s3/59 How do we build better cities that hold community in as high regard as revenue? It starts with an approach to urban infrastructure that goes beyond roads and bridges. In this episode of Navigating Major Programmes, Riccardo sits down with Matti Siemiatycki, Director of the Infrastructure Institute and a professor at the University of Toronto.

Matti draws from both his academic work and practical involvement in major projects to outline the potential of community impact, intentional design, and interdisciplinary collaboration. The right balance of these components can change the way cities are built and expand their positive impacts exponentially.

From reimagining schools and fire stations as mixed-use spaces to championing health-oriented communities, Matti offers a compelling argument for infrastructure that does more than meet technical needs. He explains why universities are uniquely positioned to support community-driven projects, how the Infrastructure Institute leverages academic insight into real-world support, and why we need a mindset shift to make the most of aging public assets.

With case studies that range from TIFF Bell Lightbox to stacked fire stations, this episode challenges conventional thinking. Matti designs a hopeful vision for what’s possible when planners, policymakers, and local communities work together by design.

Key Takeaways:

  • The measures that can mitigate the long-held divide between academic research and infrastructure practice.
  • How mixed-use public buildings can maximize land value and community benefit when intentionally designed.
  • The vital support role universities can play by helping non-profits and public agencies navigate complex early-stage urban planning work.
  • Where social-purpose infrastructure has moved beyond the theoretical into tangible action in Canada.
  • Why rethinking underutilized land and public assets isn’t just about financial return—it’s a matter of long-term social value and good land stewardship.

Quote: 

“I've become really engaged on this idea that we can build schools differently and that you can have a stack school. Reimagining what a mixed use school might look like. You have to make sure that the building is safe and that there's no unsupervised access between the different uses. There's always questions about where the schoolyard is going to go. Because a lot of the communities we're building now are very dense and so there's questions about like, can you have some part of the school yard on the roof of the building, for example, so it's a shared use. How does the housing actually fit up above and how do they access it?" - Matti Siemiatycki

The conversation doesn’t stop here—connect and converse with our community via LinkedIn:

Music: "A New Tomorrow" by Chordial Music. Licensed through PremiumBeat.

]]> How do we build better cities that hold community in as high regard as revenue? It starts with an approach to urban infrastructure that goes beyond roads and bridges. In this episode of Navigating Major Programmes, Riccardo sits down with Matti Siemiatycki, Director of the Infrastructure Institute and a professor at the University of Toronto.

Matti draws from both his academic work and practical involvement in major projects to outline the potential of community impact, intentional design, and interdisciplinary collaboration. The right balance of these components can change the way cities are built and expand their positive impacts exponentially.

From reimagining schools and fire stations as mixed-use spaces to championing health-oriented communities, Matti offers a compelling argument for infrastructure that does more than meet technical needs. He explains why universities are uniquely positioned to support community-driven projects, how the Infrastructure Institute leverages academic insight into real-world support, and why we need a mindset shift to make the most of aging public assets.

With case studies that range from TIFF Bell Lightbox to stacked fire stations, this episode challenges conventional thinking. Matti designs a hopeful vision for what’s possible when planners, policymakers, and local communities work together by design.

Key Takeaways:

  • The measures that can mitigate the long-held divide between academic research and infrastructure practice.
  • How mixed-use public buildings can maximize land value and community benefit when intentionally designed.
  • The vital support role universities can play by helping non-profits and public agencies navigate complex early-stage urban planning work.
  • Where social-purpose infrastructure has moved beyond the theoretical into tangible action in Canada.
  • Why rethinking underutilized land and public assets isn’t just about financial return—it’s a matter of long-term social value and good land stewardship.

Quote: 

“I've become really engaged on this idea that we can build schools differently and that you can have a stack school. Reimagining what a mixed use school might look like. You have to make sure that the building is safe and that there's no unsupervised access between the different uses. There's always questions about where the schoolyard is going to go. Because a lot of the communities we're building now are very dense and so there's questions about like, can you have some part of the school yard on the roof of the building, for example, so it's a shared use. How does the housing actually fit up above and how do they access it?" - Matti Siemiatycki

The conversation doesn’t stop here—connect and converse with our community via LinkedIn:

Music: "A New Tomorrow" by Chordial Music. Licensed through PremiumBeat.

]]> Mon, 07 Jul 2025 05:00:00 -0400 Riccardo Cosentino Riccardo Cosentino 2785 How do we build better cities that hold community in as high regard as revenue? It starts with an approach to urban infrastructure that goes beyond roads and bridges. In this episode of Navigating Major Programmes, Riccardo sits down with Matti Siemiatycki, Director of the Infrastructure Institute and a professor at the University of Toronto. Matti draws from both his academic work and practical involvement in major projects to outline the potential of community impact, intentional design, and interdisciplinary collaboration. The right balance of these components can change the way cities are built and expand their positive impacts exponentially. From reimagining schools and fire stations as mixed-use spaces to championing health-oriented communities, Matti offers a compelling argument for infrastructure that does more than meet technical needs. He explains why universities are uniquely positioned to support community-driven projects, how the Infrastructure Institute leverages academic insight into real-world support, and why we need a mindset shift to make the most of aging public assets. With case studies that range from TIFF Bell Lightbox to stacked fire stations, this episode challenges conventional thinking. Matti designs a hopeful vision for what’s possible when planners, policymakers, and local communities work together by design. Key Takeaways: -The measures that can mitigate the long-held divide between academic research and infrastructure practice. -How mixed-use public buildings can maximize land value and community benefit when intentionally designed. -The vital support role universities can play by helping non-profits and public agencies navigate complex early-stage urban planning work. -Where social-purpose infrastructure has moved beyond the theoretical into tangible action in Canada. -Why rethinking underutilized land and public assets isn’t just about financial return—it’s a matter of long-term social value and good land stewardship. Quote: “I've become really engaged on this idea that we can build schools differently and that you can have a stack school. Reimagining what a mixed use school might look like. You have to make sure that the building is safe and that there's no unsupervised access between the different uses. There's always questions about where the schoolyard is going to go. Because a lot of the communities we're building now are very dense and so there's questions about like, can you have some part of the school yard on the roof of the building, for example, so it's a shared use. How does the housing actually fit up above and how do they access it?" - Matti Siemiatycki How do we build better cities that hold community in as high regard as revenue? It starts with an approach to urban infrastructure that goes beyond roads and bridges. In this episode of Navigating Major Programmes, Riccardo sits down with Matti Siemiatyck university of toronto, public good, urbanism, housing, community engagement, education, public-private partnerships, mixed-use developments, fire stations, health-oriented communities, social infrastructure, infrastructure, toronto, mixed-use, regent park No Delivering Major Nuclear Energy Projects with Collaboration in Mind with Carol Tansley 3 3 58 58 Delivering Major Nuclear Energy Projects with Collaboration in Mind with Carol Tansley full 9402d99e-b265-4316-baba-c08a5879995c https://navigatingmajorprogrammes.transistor.fm/s3/58 What does it take to lead major programmes in one of the world’s most complex, highly regulated, and rapidly evolving sectors? Carol Tansley has built a career doing just that. In this episode of the Master Builder series, she joins Riccardo to talk about her unconventional path to leadership in the nuclear industry. Carol takes listeners through her early days in international consulting, a transformative period working in Saudi Arabia, up to her current role spearheading major nuclear projects at X-Energy in Maryland.

Carol offers a candid look at what it means to lead with strategy and humility. She shares how returning to school mid-career helped sharpen her focus and how stakeholder alignment is the biggest differentiator of success. They also explore why complex infrastructure projects demand more than technical skills—genuine engagement, curiosity, and a deep respect for collaboration are equally essential. Whether you’re already in the field or considering your options in programme management, Carol’s humble and holistic perspective is a powerful reminder of how valuable and versatile project leadership can be.

Key Takeaways

  • Strong project leadership is powered by vision, adaptability, and people skills, as much or more than by technical knowledge.
  • How unfamiliar or challenging environments can accelerate your leadership growth if you focus on creating value for others.
  • The factors shaping nuclear energy’s resurgence, from policy to AI and decarbonization.
  • The importance of minimizing first-time risks in successful major programme management.
  • The truth of infrastructure projects: it is less about individual brilliance and more about coordinated collaboration across hundreds of contributors.

Quote:

“But ​I ​would ​say, ​you ​know, ​from ​an ​early ​stage ​in ​my ​career, ​I ​think ​the ​thing ​you ​learn ​more ​than ​anything ​is, ​I'll ​call ​it ​stakeholder ​management, ​for ​want ​of ​a ​more delicate ​expression. ​You ​know, ​the ​ability ​to ​be ​able ​to ​help ​people. ​I ​mean, ​something ​somebody ​told ​me ​years ​and ​years ​ago, ​and ​this ​wasn't ​even ​in ​a ​work ​context, ​was ​when ​there's ​somebody ​standing ​in ​front ​of ​you, ​what ​you ​should ​do ​is ​look ​and ​think, ​how ​can ​I ​help ​this ​person? ​And ​I ​think ​if ​you ​bring ​that ​kind ​of ​mindset, ​you ​know, ​what ​can ​you ​do ​to ​try ​and ​make ​everybody ​else ​successful? ​That ​really ​helps. An ​ability ​to think ​about ​how ​you ​add ​value on ​other ​people's ​terms, ​not ​just ​what ​is ​valuable ​in ​your ​context. ​And ​I ​feel ​like ​that, that ​has ​served ​me ​quite ​well ​wherever ​I've ​been. ​You ​know, ​ability ​to. ​And ​the ​willingness ​to ​listen ​and ​understand ​what ​it ​is ​other ​people ​are needing ​and ​what ​will ​help ​them ​to ​be ​successful.” - Carol Tansley

The conversation doesn’t stop here—connect and converse with our community via LinkedIn:

Music: "A New Tomorrow" by Chordial Music. Licensed through PremiumBeat.

]]> What does it take to lead major programmes in one of the world’s most complex, highly regulated, and rapidly evolving sectors? Carol Tansley has built a career doing just that. In this episode of the Master Builder series, she joins Riccardo to talk about her unconventional path to leadership in the nuclear industry. Carol takes listeners through her early days in international consulting, a transformative period working in Saudi Arabia, up to her current role spearheading major nuclear projects at X-Energy in Maryland.

Carol offers a candid look at what it means to lead with strategy and humility. She shares how returning to school mid-career helped sharpen her focus and how stakeholder alignment is the biggest differentiator of success. They also explore why complex infrastructure projects demand more than technical skills—genuine engagement, curiosity, and a deep respect for collaboration are equally essential. Whether you’re already in the field or considering your options in programme management, Carol’s humble and holistic perspective is a powerful reminder of how valuable and versatile project leadership can be.

Key Takeaways

  • Strong project leadership is powered by vision, adaptability, and people skills, as much or more than by technical knowledge.
  • How unfamiliar or challenging environments can accelerate your leadership growth if you focus on creating value for others.
  • The factors shaping nuclear energy’s resurgence, from policy to AI and decarbonization.
  • The importance of minimizing first-time risks in successful major programme management.
  • The truth of infrastructure projects: it is less about individual brilliance and more about coordinated collaboration across hundreds of contributors.

Quote:

“But ​I ​would ​say, ​you ​know, ​from ​an ​early ​stage ​in ​my ​career, ​I ​think ​the ​thing ​you ​learn ​more ​than ​anything ​is, ​I'll ​call ​it ​stakeholder ​management, ​for ​want ​of ​a ​more delicate ​expression. ​You ​know, ​the ​ability ​to ​be ​able ​to ​help ​people. ​I ​mean, ​something ​somebody ​told ​me ​years ​and ​years ​ago, ​and ​this ​wasn't ​even ​in ​a ​work ​context, ​was ​when ​there's ​somebody ​standing ​in ​front ​of ​you, ​what ​you ​should ​do ​is ​look ​and ​think, ​how ​can ​I ​help ​this ​person? ​And ​I ​think ​if ​you ​bring ​that ​kind ​of ​mindset, ​you ​know, ​what ​can ​you ​do ​to ​try ​and ​make ​everybody ​else ​successful? ​That ​really ​helps. An ​ability ​to think ​about ​how ​you ​add ​value on ​other ​people's ​terms, ​not ​just ​what ​is ​valuable ​in ​your ​context. ​And ​I ​feel ​like ​that, that ​has ​served ​me ​quite ​well ​wherever ​I've ​been. ​You ​know, ​ability ​to. ​And ​the ​willingness ​to ​listen ​and ​understand ​what ​it ​is ​other ​people ​are needing ​and ​what ​will ​help ​them ​to ​be ​successful.” - Carol Tansley

The conversation doesn’t stop here—connect and converse with our community via LinkedIn:

Music: "A New Tomorrow" by Chordial Music. Licensed through PremiumBeat.

]]> Mon, 30 Jun 2025 05:00:00 -0400 Riccardo Cosentino Riccardo Cosentino 2301 What does it take to lead major programmes in one of the world’s most complex, highly regulated, and rapidly evolving sectors? Carol Tansley has built a career doing just that. In this episode of the Master Builder series, she joins Riccardo to talk about her unconventional path to leadership in the nuclear industry. Carol takes listeners through her early days in international consulting, a transformative period working in Saudi Arabia, up to her current role spearheading major nuclear projects at X-Energy in Maryland. Carol offers a candid look at what it means to lead with strategy and humility. She shares how returning to school mid-career helped sharpen her focus and how stakeholder alignment is the biggest differentiator of success. They also explore why complex infrastructure projects demand more than technical skills—genuine engagement, curiosity, and a deep respect for collaboration are equally essential. Whether you’re already in the field or considering your options in programme management, Carol’s humble and holistic perspective is a powerful reminder of how valuable and versatile project leadership can be. Key Takeaways Strong project leadership is powered by vision, adaptability, and people skills, as much or more than by technical knowledge. How unfamiliar or challenging environments can accelerate your leadership growth if you focus on creating value for others. The factors shaping nuclear energy’s resurgence, from policy to AI and decarbonization. The importance of minimizing first-time risks in successful major programme management. The truth of infrastructure projects: it is less about individual brilliance and more about coordinated collaboration across hundreds of contributors. Quote: “But ​I ​would ​say, ​you ​know, ​from ​an ​early ​stage ​in ​my ​career, ​I ​think ​the ​thing ​you ​learn ​more ​than ​anything ​is, ​I'll ​call ​it ​stakeholder ​management, ​for ​want ​of ​a ​more delicate ​expression. ​You ​know, ​the ​ability ​to ​be ​able ​to ​help ​people. ​I ​mean, ​something ​somebody ​told ​me ​years ​and ​years ​ago, ​and ​this ​wasn't ​even ​in ​a ​work ​context, ​was ​when ​there's ​somebody ​standing ​in ​front ​of ​you, ​what ​you ​should ​do ​is ​look ​and ​think, ​how ​can ​I ​help ​this ​person? ​And ​I ​think ​if ​you ​bring ​that ​kind ​of ​mindset, ​you ​know, ​what ​can ​you ​do ​to ​try ​and ​make ​everybody ​else ​successful? ​That ​really ​helps. An ​ability ​to think ​about ​how ​you ​add ​value on ​other ​people's ​terms, ​not ​just ​what ​is ​valuable ​in ​your ​context. ​And ​I ​feel ​like ​that, that ​has ​served ​me ​quite ​well ​wherever ​I've ​been. ​You ​know, ​ability ​to. ​And ​the ​willingness ​to ​listen ​and ​understand ​what ​it ​is ​other ​people ​are needing ​and ​what ​will ​help ​them ​to ​be ​successful.” - Carol Tansley What does it take to lead major programmes in one of the world’s most complex, highly regulated, and rapidly evolving sectors? Carol Tansley has built a career doing just that. In this episode of the Master Builder series, she joins Riccardo to talk about x-energy, major projects, education, infrastructure, project management, women in leadership, nuclear industry, career development, middle east, clean energy No Public–Private Partnerships Part 2: Contracts, Contractors, and True Collaboration 3 3 57 57 Public–Private Partnerships Part 2: Contracts, Contractors, and True Collaboration full b2769bed-1558-4a80-8c5f-593f0cff5514 https://navigatingmajorprogrammes.transistor.fm/s3/57 In the second installment of this two-part series on public–private partnerships (P3s), Riccardo and his expert guests move from theory to practice, digging into the real-world complexities and nuances that make or break these projects. Emily Moore (University of Toronto), Pouya Zangeneh (University of Calgary), and Rob Pattison (Rob Pattison Consulting) return to share lessons from the field and reflections on how innovation, collaboration, and contract design shape project outcomes.

Together, they explore why achieving true output-based specifications is so challenging in regulated environments, when P3s work best for complex projects, and how to balance innovation with safety and quality. The conversation also delves into the human factors behind success: how courage, trust, and integrity influence outcomes far more than contract structures alone.

From navigating biases in project estimation to building the conditions for genuine collaboration, this episode offers a candid look at what it takes to deliver high-quality infrastructure through public–private partnerships today.

Key Takeaways

  • The fine line between reality and expectation in output-based specifications.
  • Cutting corners is a false economy, but owners and contractors can still explore feasible ways to save time and money.
  • The real differences between collaborative and alliance versus P3 models.
  • The conclusions to be drawn from examining the first wave of P3 and linear projects in Canada.
  • The huge impact of having courage and character in this industry.

Quote

“I'm ​first ​and ​foremost a ​contracts ​person, ​and ​I ​love ​contracts ​and ​I ​believe ​in ​freedom ​of ​contract. Freedom ​of ​contract ​​means, ​at ​its ​heart, ​the ​freedom ​to ​make ​what ​might ​appear ​to ​others ​​to ​be ​a ​bad ​deal, right? ​So ​let ​me ​offer ​the ​three ​of ​you ​a ​deal. I'm ​going ​to ​pay ​you, ​I ​don't ​know, ​a ​thousand ​bucks ​a ​year. ​And ​if ​I ​get ​drunk ​and ​fall ​asleep ​smoking ​in ​my ​bed, ​you're ​going ​to ​build ​me ​a ​new ​house ​for ​a ​couple ​of ​million ​bucks, anybody ​want ​to ​sign ​that ​contract ​with ​me, right? ​You'd ​be ​crazy ​to. ​That's ​a ​crazy ​contract, right? ​But ​my ​insurance ​company ​does ​that ​for ​me. ​They ​take ​that ​bet ​and ​they ​make ​a ​bucket ​of ​money ​doing ​it. Maybe ​not ​these ​days, ​but, ​you ​know, ​traditionally, ​that's ​a ​contract ​that ​looks ​ridiculous ​on ​its ​face, and ​yet ​it ​works.” - Rob Pattison

The conversation doesn’t stop here—connect and converse with our community via LinkedIn:

Music: "A New Tomorrow" by Chordial Music. Licensed through PremiumBeat.

]]> In the second installment of this two-part series on public–private partnerships (P3s), Riccardo and his expert guests move from theory to practice, digging into the real-world complexities and nuances that make or break these projects. Emily Moore (University of Toronto), Pouya Zangeneh (University of Calgary), and Rob Pattison (Rob Pattison Consulting) return to share lessons from the field and reflections on how innovation, collaboration, and contract design shape project outcomes.

Together, they explore why achieving true output-based specifications is so challenging in regulated environments, when P3s work best for complex projects, and how to balance innovation with safety and quality. The conversation also delves into the human factors behind success: how courage, trust, and integrity influence outcomes far more than contract structures alone.

From navigating biases in project estimation to building the conditions for genuine collaboration, this episode offers a candid look at what it takes to deliver high-quality infrastructure through public–private partnerships today.

Key Takeaways

  • The fine line between reality and expectation in output-based specifications.
  • Cutting corners is a false economy, but owners and contractors can still explore feasible ways to save time and money.
  • The real differences between collaborative and alliance versus P3 models.
  • The conclusions to be drawn from examining the first wave of P3 and linear projects in Canada.
  • The huge impact of having courage and character in this industry.

Quote

“I'm ​first ​and ​foremost a ​contracts ​person, ​and ​I ​love ​contracts ​and ​I ​believe ​in ​freedom ​of ​contract. Freedom ​of ​contract ​​means, ​at ​its ​heart, ​the ​freedom ​to ​make ​what ​might ​appear ​to ​others ​​to ​be ​a ​bad ​deal, right? ​So ​let ​me ​offer ​the ​three ​of ​you ​a ​deal. I'm ​going ​to ​pay ​you, ​I ​don't ​know, ​a ​thousand ​bucks ​a ​year. ​And ​if ​I ​get ​drunk ​and ​fall ​asleep ​smoking ​in ​my ​bed, ​you're ​going ​to ​build ​me ​a ​new ​house ​for ​a ​couple ​of ​million ​bucks, anybody ​want ​to ​sign ​that ​contract ​with ​me, right? ​You'd ​be ​crazy ​to. ​That's ​a ​crazy ​contract, right? ​But ​my ​insurance ​company ​does ​that ​for ​me. ​They ​take ​that ​bet ​and ​they ​make ​a ​bucket ​of ​money ​doing ​it. Maybe ​not ​these ​days, ​but, ​you ​know, ​traditionally, ​that's ​a ​contract ​that ​looks ​ridiculous ​on ​its ​face, and ​yet ​it ​works.” - Rob Pattison

The conversation doesn’t stop here—connect and converse with our community via LinkedIn:

Music: "A New Tomorrow" by Chordial Music. Licensed through PremiumBeat.

]]> Mon, 23 Jun 2025 05:00:00 -0400 Riccardo Cosentino Riccardo Cosentino 3530 In the second installment of this two-part series on public–private partnerships (P3s), Riccardo and his expert guests move from theory to practice, digging into the real-world complexities and nuances that make or break these projects. Emily Moore (University of Toronto), Pouya Zangeneh (University of Calgary), and Rob Pattison (Rob Pattison Consulting) return to share lessons from the field and reflections on how innovation, collaboration, and contract design shape project outcomes. Together, they explore why achieving true output-based specifications is so challenging in regulated environments, when P3s work best for complex projects, and how to balance innovation with safety and quality. The conversation also delves into the human factors behind success: how courage, trust, and integrity influence outcomes far more than contract structures alone. From navigating biases in project estimation to building the conditions for genuine collaboration, this episode offers a candid look at what it takes to deliver high-quality infrastructure through public–private partnerships today. Key Takeaways -The fine line between reality and expectation in output-based specifications. -Cutting corners is a false economy, but owners and contractors can still explore feasible ways to save time and money. -The real differences between collaborative and alliance versus P3 models. -The conclusions to be drawn from examining the first wave of P3 and linear projects in Canada. -The huge impact of having courage and character in this industry. Quote “I'm ​first ​and ​foremost a ​contracts ​person, ​and ​I ​love ​contracts ​and ​I ​believe ​in ​freedom ​of ​contract. Freedom ​of ​contract ​​means, ​at ​its ​heart, ​the ​freedom ​to ​make ​what ​might ​appear ​to ​others ​​to ​be ​a ​bad ​deal, right? ​So ​let ​me ​offer ​the ​three ​of ​you ​a ​deal. I'm ​going ​to ​pay ​you, ​I ​don't ​know, ​a ​thousand ​bucks ​a ​year. ​And ​if ​I ​get ​drunk ​and ​fall ​asleep ​smoking ​in ​my ​bed, ​you're ​going ​to ​build ​me ​a ​new ​house ​for ​a ​couple ​of ​million ​bucks, anybody ​want ​to ​sign ​that ​contract ​with ​me, right? ​You'd ​be ​crazy ​to. ​That's ​a ​crazy ​contract, right? ​But ​my ​insurance ​company ​does ​that ​for ​me. ​They ​take ​that ​bet ​and ​they ​make ​a ​bucket ​of ​money ​doing ​it. Maybe ​not ​these ​days, ​but, ​you ​know, ​traditionally, ​that's ​a ​contract ​that ​looks ​ridiculous ​on ​its ​face, and ​yet ​it ​works.” - Rob Pattison In the second installment of this two-part series on public–private partnerships (P3s), Riccardo and his expert guests move from theory to practice, digging into the real-world complexities and nuances that make or break these projects. Emily Moore (Unive engineering project planning, budget management, change management, engineering design management, cost engineering, engineering project management software, engineering project budgeting, major project management, agile project management, leadership No Public–Private Partnerships Part 1: The Evolution of P3 in Canada 3 3 56 56 Public–Private Partnerships Part 1: The Evolution of P3 in Canada full d1563c07-c2e4-40a4-b7cd-b79a89d7d2f2 https://navigatingmajorprogrammes.transistor.fm/s3/56 Public–private partnerships (P3s) have long been used as a tool for delivering complex infrastructure projects in Canada, but the landscape is changing. In this episode, Riccardo and his panel of experts explore how P3s have evolved and what that means for today’s projects, funding models, and risk-sharing dynamics.

In this two-part series, Emily Moore (University of Toronto), Pouya Zangeneh (University of Calgary), and Rob Pattison (Rob Pattison Consulting) bring industry, academic, and legal perspectives to the conversation. Together, they unpack how shifting risk appetites, funding structures, and partner roles are reshaping both the potential and the challenges of using P3s.

From the financial nuances of availability versus revenue deals to the often-overlooked behavioural impacts of changing equity stakes, this discussion offers timely insights for anyone curious about what makes these partnerships succeed or fail.

Key Takeaways

  • How project decisions, such as the approach to liquidated damages, change based on whether a project is privately or publicly funded.
  • The various dynamics and incentives in revenue deals and availability deals.
  • How equity plays into the outcomes of P3 projects, both beneficially and detrimentally.
  • How misaligned motivations, externally or internally, can complicate or even derail a project.
  • The history and practice of honourariums and bid fees during project bidding.

Quote

“Any ​contractor ​that ​they're ​going ​to ​hire ​is completely ​independent. ​They're ​a ​third ​party. ​And ​so ​if ​to ​protect ​your ​equity ​as ​the ​owner ​and ​if ​to ​protect ​the ​business, ​you've ​got ​to ​bankrupt ​your ​contractor, ​well, ​you ​know, ​you ​won't ​have ​qualms ​about ​that. ​I ​mean, ​other ​than ​as ​a ​sort ​of ​human ​being ​walking ​around ​on ​this ​planet. ​But ​from ​a ​financial ​perspective, ​you ​won't ​have ​any ​qualms ​about ​that ​because ​your ​only ​relationship ​is ​that ​contract ​and ​you've ​got ​securities ​and ​you've ​got ​this ​and ​that ​and ​you've ​got ​the ​other ​thing. ​And ​the ​interesting ​thing ​in ​a ​P3 ​is ​if ​everybody ​in ​that ​family ​has ​their ​own ​P ​and ​L  ​and ​if ​they ​take ​it ​to ​the ​logical ​extension, ​and ​Ricardo, ​you'll ​correct ​me, ​but ​if ​you're ​a ​public ​company, every ​officer ​of ​that ​company ​who's ​got ​a ​P ​and ​L ​has ​a ​fiduciary ​duty ​to ​deliver ​for ​the ​public ​company. ​And ​well, ​my ​responsibility ​is ​my ​P ​and ​L. ​And ​if ​protecting ​my ​P ​and ​L ​means ​bankrupting ​another ​division, ​actually ​that's ​what ​I ​got ​to ​do ​unless ​the ​board ​wants ​to ​overrule ​me.” - Rob Pattison

The conversation doesn’t stop here—connect and converse with our community via LinkedIn:

Music: "A New Tomorrow" by Chordial Music. Licensed through PremiumBeat.

]]> Public–private partnerships (P3s) have long been used as a tool for delivering complex infrastructure projects in Canada, but the landscape is changing. In this episode, Riccardo and his panel of experts explore how P3s have evolved and what that means for today’s projects, funding models, and risk-sharing dynamics.

In this two-part series, Emily Moore (University of Toronto), Pouya Zangeneh (University of Calgary), and Rob Pattison (Rob Pattison Consulting) bring industry, academic, and legal perspectives to the conversation. Together, they unpack how shifting risk appetites, funding structures, and partner roles are reshaping both the potential and the challenges of using P3s.

From the financial nuances of availability versus revenue deals to the often-overlooked behavioural impacts of changing equity stakes, this discussion offers timely insights for anyone curious about what makes these partnerships succeed or fail.

Key Takeaways

  • How project decisions, such as the approach to liquidated damages, change based on whether a project is privately or publicly funded.
  • The various dynamics and incentives in revenue deals and availability deals.
  • How equity plays into the outcomes of P3 projects, both beneficially and detrimentally.
  • How misaligned motivations, externally or internally, can complicate or even derail a project.
  • The history and practice of honourariums and bid fees during project bidding.

Quote

“Any ​contractor ​that ​they're ​going ​to ​hire ​is completely ​independent. ​They're ​a ​third ​party. ​And ​so ​if ​to ​protect ​your ​equity ​as ​the ​owner ​and ​if ​to ​protect ​the ​business, ​you've ​got ​to ​bankrupt ​your ​contractor, ​well, ​you ​know, ​you ​won't ​have ​qualms ​about ​that. ​I ​mean, ​other ​than ​as ​a ​sort ​of ​human ​being ​walking ​around ​on ​this ​planet. ​But ​from ​a ​financial ​perspective, ​you ​won't ​have ​any ​qualms ​about ​that ​because ​your ​only ​relationship ​is ​that ​contract ​and ​you've ​got ​securities ​and ​you've ​got ​this ​and ​that ​and ​you've ​got ​the ​other ​thing. ​And ​the ​interesting ​thing ​in ​a ​P3 ​is ​if ​everybody ​in ​that ​family ​has ​their ​own ​P ​and ​L  ​and ​if ​they ​take ​it ​to ​the ​logical ​extension, ​and ​Ricardo, ​you'll ​correct ​me, ​but ​if ​you're ​a ​public ​company, every ​officer ​of ​that ​company ​who's ​got ​a ​P ​and ​L ​has ​a ​fiduciary ​duty ​to ​deliver ​for ​the ​public ​company. ​And ​well, ​my ​responsibility ​is ​my ​P ​and ​L. ​And ​if ​protecting ​my ​P ​and ​L ​means ​bankrupting ​another ​division, ​actually ​that's ​what ​I ​got ​to ​do ​unless ​the ​board ​wants ​to ​overrule ​me.” - Rob Pattison

The conversation doesn’t stop here—connect and converse with our community via LinkedIn:

Music: "A New Tomorrow" by Chordial Music. Licensed through PremiumBeat.

]]> Mon, 16 Jun 2025 05:00:00 -0400 Riccardo Cosentino Riccardo Cosentino 2873 Public–private partnerships (P3s) have long been used as a tool for delivering complex infrastructure projects in Canada, but the landscape is changing. In this episode, Riccardo and his panel of experts explore how P3s have evolved and what that means for today’s projects, funding models, and risk-sharing dynamics. In this two-part series, Emily Moore (University of Toronto), Pouya Zangeneh (University of Calgary), and Rob Pattison (Rob Pattison Consulting) bring industry, academic, and legal perspectives to the conversation. Together, they unpack how shifting risk appetites, funding structures, and partner roles are reshaping both the potential and the challenges of using P3s. From the financial nuances of availability versus revenue deals to the often-overlooked behavioural impacts of changing equity stakes, this discussion offers timely insights for anyone curious about what makes these partnerships succeed or fail. Key Takeaways -How project decisions, such as the approach to liquidated damages, change based on whether a project is privately or publicly funded. -The various dynamics and incentives in revenue deals and availability deals. -How equity plays into the outcomes of P3 projects, both beneficially and detrimentally. -How misaligned motivations, externally or internally, can complicate or even derail a project. -The history and practice of honourariums and bid fees during project bidding. Quote “Any ​contractor ​that ​they're ​going ​to ​hire ​is completely ​independent. ​They're ​a ​third ​party. ​And ​so ​if ​to ​protect ​your ​equity ​as ​the ​owner ​and ​if ​to ​protect ​the ​business, ​you've ​got ​to ​bankrupt ​your ​contractor, ​well, ​you ​know, ​you ​won't ​have ​qualms ​about ​that. ​I ​mean, ​other ​than ​as ​a ​sort ​of ​human ​being ​walking ​around ​on ​this ​planet. ​But ​from ​a ​financial ​perspective, ​you ​won't ​have ​any ​qualms ​about ​that ​because ​your ​only ​relationship ​is ​that ​contract ​and ​you've ​got ​securities ​and ​you've ​got ​this ​and ​that ​and ​you've ​got ​the ​other ​thing. ​And ​the ​interesting ​thing ​in ​a ​P3 ​is ​if ​everybody ​in ​that ​family ​has ​their ​own ​P ​and ​L ​and ​if ​they ​take ​it ​to ​the ​logical ​extension, ​and ​Ricardo, ​you'll ​correct ​me, ​but ​if ​you're ​a ​public ​company, every ​officer ​of ​that ​company ​who's ​got ​a ​P ​and ​L ​has ​a ​fiduciary ​duty ​to ​deliver ​for ​the ​public ​company. ​And ​well, ​my ​responsibility ​is ​my ​P ​and ​L. ​And ​if ​protecting ​my ​P ​and ​L ​means ​bankrupting ​another ​division, ​actually ​that's ​what ​I ​got ​to ​do ​unless ​the ​board ​wants ​to ​overrule ​me.” - Rob Pattison Public–private partnerships (P3s) have long been used as a tool for delivering complex infrastructure projects in Canada, but the landscape is changing. In this episode, Riccardo and his panel of experts explore how P3s have evolved and what that means fo engineering project planning, budget management, change management, engineering design management, cost engineering, engineering project management software, engineering project budgeting, major project management, agile project management, leadership No Outcomes Before Process: When Collaborative Contracts Are Doomed To Fail 3 3 55 55 Outcomes Before Process: When Collaborative Contracts Are Doomed To Fail full 37824aef-b41d-4d67-b260-6cd4c2edb6f5 https://navigatingmajorprogrammes.transistor.fm/s3/55 Welcome to Uncharted Conversations, a new Navigating Major Programmes series designed to disrupt industry thinking one unscripted conversation at a time. In each episode, the panelists bring their diverse perspectives to the table as self-dubbed industry pirates, adopting a mercenary approach to calling out industry challenges. Up first: collaborative contracts. 

David Ho is the National Leader of Healthcare and Buildings for Accenture. Melissa Di Marco is a Partner and specialist in Project Advisory and Disputes at Accuracy. Shormila Chatterjee is the Vice President of EY. Together, these experienced programme professionals discuss the complexities of collaborative contracting in the infrastructure sector, including often-seen core competency shortcomings and the importance of empowering the right decision makers.

Too often, collaboration is misconstrued as the project goal when it is, in fact, merely one possible vehicle. This conversation delves into market participation, trust issues and risk allocation, and why technical skill shouldn’t top the recruitment checklist. Decision-making, competency, and governance are painstakingly dissected in this no-holds-barred discussion that highlights the problems not with collaborative contracts themselves but with the assumption that choosing this model will fix all the problems. Join these leaders as they explore why the infrastructure industry might be ready for a seismic systemic shift.

Takeaways:

  • Why every organization’s first question should be whether they have the skills to manage a collaborative contract.
  • The dangers of assuming a collaborative contract will automatically be easier and mitigate risk.
  • The need for a strong collection of capable people around the table for any programme model to succeed.
  • How systems and governance can be structured with empowerment in mind.
  • The soft skills that are essential, and more important than technical experience, for true collaboration.

Quote: 

“The idea ​will ​be ​to enter ​into ​a ​process ​with ​a ​winning ​counterparty. ​We ​can ​call ​them ​whatever ​we ​want, ​development ​partner, ​whatever ​it ​might ​be. But ​that ​period ​of ​dialogue ​and ​iteration,​ ​if ​it ​is ​prescribed ​by ​an ​even ​more ​detailed ​rulebook, in ​my ​mind, ​it ​doesn't ​matter ​if ​the ​end ​of ​that ​rulebook ​still ​doesn't ​have ​a ​fixed ​price. ​All ​you're ​doing ​is ​layering ​on ​a ​set ​of ​rules ​that ​is ​now ​a ​wholly ​dependent ​upon ​the ​behavioural ​interpretations ​of ​the ​people ​playing ​the ​game. ​And ​if ​the ​behavioural ​interpretation ​is, ​I'm ​going ​to ​use ​the ​rules ​to ​my ​advantage ​to ​exploit ​your ​bad ​writing ​of ​the ​rules, ​or ​I'm ​going ​to ​use ​the ​rules ​to ​my ​advantage ​to ​compel ​you ​to ​obey ​no ​matter ​what. ​Then ​forget ​it. ​It's ​not ​collaborative. ​It ​is ​just ​a ​more ​involved ​rule ​book ​​for ​less ​certainty ​of ​outcome.” - David Ho

The conversation doesn’t stop here—connect and converse with our community via LinkedIn:

Music: "A New Tomorrow" by Chordial Music. Licensed through PremiumBeat.

]]> Welcome to Uncharted Conversations, a new Navigating Major Programmes series designed to disrupt industry thinking one unscripted conversation at a time. In each episode, the panelists bring their diverse perspectives to the table as self-dubbed industry pirates, adopting a mercenary approach to calling out industry challenges. Up first: collaborative contracts. 

David Ho is the National Leader of Healthcare and Buildings for Accenture. Melissa Di Marco is a Partner and specialist in Project Advisory and Disputes at Accuracy. Shormila Chatterjee is the Vice President of EY. Together, these experienced programme professionals discuss the complexities of collaborative contracting in the infrastructure sector, including often-seen core competency shortcomings and the importance of empowering the right decision makers.

Too often, collaboration is misconstrued as the project goal when it is, in fact, merely one possible vehicle. This conversation delves into market participation, trust issues and risk allocation, and why technical skill shouldn’t top the recruitment checklist. Decision-making, competency, and governance are painstakingly dissected in this no-holds-barred discussion that highlights the problems not with collaborative contracts themselves but with the assumption that choosing this model will fix all the problems. Join these leaders as they explore why the infrastructure industry might be ready for a seismic systemic shift.

Takeaways:

  • Why every organization’s first question should be whether they have the skills to manage a collaborative contract.
  • The dangers of assuming a collaborative contract will automatically be easier and mitigate risk.
  • The need for a strong collection of capable people around the table for any programme model to succeed.
  • How systems and governance can be structured with empowerment in mind.
  • The soft skills that are essential, and more important than technical experience, for true collaboration.

Quote: 

“The idea ​will ​be ​to enter ​into ​a ​process ​with ​a ​winning ​counterparty. ​We ​can ​call ​them ​whatever ​we ​want, ​development ​partner, ​whatever ​it ​might ​be. But ​that ​period ​of ​dialogue ​and ​iteration,​ ​if ​it ​is ​prescribed ​by ​an ​even ​more ​detailed ​rulebook, in ​my ​mind, ​it ​doesn't ​matter ​if ​the ​end ​of ​that ​rulebook ​still ​doesn't ​have ​a ​fixed ​price. ​All ​you're ​doing ​is ​layering ​on ​a ​set ​of ​rules ​that ​is ​now ​a ​wholly ​dependent ​upon ​the ​behavioural ​interpretations ​of ​the ​people ​playing ​the ​game. ​And ​if ​the ​behavioural ​interpretation ​is, ​I'm ​going ​to ​use ​the ​rules ​to ​my ​advantage ​to ​exploit ​your ​bad ​writing ​of ​the ​rules, ​or ​I'm ​going ​to ​use ​the ​rules ​to ​my ​advantage ​to ​compel ​you ​to ​obey ​no ​matter ​what. ​Then ​forget ​it. ​It's ​not ​collaborative. ​It ​is ​just ​a ​more ​involved ​rule ​book ​​for ​less ​certainty ​of ​outcome.” - David Ho

The conversation doesn’t stop here—connect and converse with our community via LinkedIn:

Music: "A New Tomorrow" by Chordial Music. Licensed through PremiumBeat.

]]> Mon, 09 Jun 2025 05:00:00 -0400 Riccardo Cosentino Riccardo Cosentino 3887 Welcome to Uncharted Conversations, a new Navigating Major Programmes series designed to disrupt industry thinking one unscripted conversation at a time. In each episode, the panelists bring their diverse perspectives to the table as self-dubbed industry pirates, adopting a mercenary approach to calling out industry challenges. Up first: collaborative contracts. David Ho is the National Leader of Healthcare and Buildings for Accenture. Melissa Di Marco is a Partner and specialist in Project Advisory and Disputes at Accuracy. Shormila Chatterjee is the Vice President of EY. Together, these experienced programme professionals discuss the complexities of collaborative contracting in the infrastructure sector, including often-seen core competency shortcomings and the importance of empowering the right decision makers. Too often, collaboration is misconstrued as the project goal when it is, in fact, merely one possible vehicle. This conversation delves into market participation, trust issues and risk allocation, and why technical skill shouldn’t top the recruitment checklist. Decision-making, competency, and governance are painstakingly dissected in this no-holds-barred discussion that highlights the problems not with collaborative contracts themselves but with the assumption that choosing this model will fix all the problems. Join these leaders as they explore why the infrastructure industry might be ready for a seismic systemic shift. Takeaways: Why every organization’s first question should be whether they have the skills to manage a collaborative contract. The dangers of assuming a collaborative contract will automatically be easier and mitigate risk. The need for a strong collection of capable people around the table for any programme model to succeed. How systems and governance can be structured with empowerment in mind. The soft skills that are essential, and more important than technical experience, for true collaboration. Quote: “The idea ​will ​be ​to enter ​into ​a ​process ​with ​a ​winning ​counterparty. ​We ​can ​call ​them ​whatever ​we ​want, ​development ​partner, ​whatever ​it ​might ​be. But ​that ​period ​of ​dialogue ​and ​iteration,​ ​if ​it ​is ​prescribed ​by ​an ​even ​more ​detailed ​rulebook, in ​my ​mind, ​it ​doesn't ​matter ​if ​the ​end ​of ​that ​rulebook ​still ​doesn't ​have ​a ​fixed ​price. ​All ​you're ​doing ​is ​layering ​on ​a ​set ​of ​rules ​that ​is ​now ​a ​wholly ​dependent ​upon ​the ​behavioural ​interpretations ​of ​the ​people ​playing ​the ​game. ​And ​if ​the ​behavioural ​interpretation ​is, ​I'm ​going ​to ​use ​the ​rules ​to ​my ​advantage ​to ​exploit ​your ​bad ​writing ​of ​the ​rules, ​or ​I'm ​going ​to ​use ​the ​rules ​to ​my ​advantage ​to ​compel ​you ​to ​obey ​no ​matter ​what. ​Then ​forget ​it. ​It's ​not ​collaborative. ​It ​is ​just ​a ​more ​involved ​rule ​book ​​for ​less ​certainty ​of ​outcome.” - David Ho Welcome to Uncharted Conversations, a new Navigating Major Programmes series designed to disrupt industry thinking one unscripted conversation at a time. In each episode, the panelists bring their diverse perspectives to the table as self-dubbed industry engineering project planning, budget management, change management, engineering design management, cost engineering, engineering project management software, engineering project budgeting, major project management, agile project management, leadership No Public Art Installation as an Intrinsic Part of Building Development with Corail Bourrelier Fabiani 3 3 54 54 Public Art Installation as an Intrinsic Part of Building Development with Corail Bourrelier Fabiani full b4616351-9610-4036-9686-e71fa4310087 https://navigatingmajorprogrammes.transistor.fm/s3/54 How is urban art developed in cooperation with planners, developers, and architects? Public art is designed to be viewed and enjoyed from many angles. Riccardo embraces this 360-degree perspective in this episode by examining a component of major programmes that is not often explored: the development of the impressive art installations on display in many public buildings. He speaks with Corail Bourrelier Fabiani, a former host of the podcast and the passionate programme manager behind London’s Shard and Paddington Square sculptures.

Corail outlines the intricate relationship between public art and major urban developments in the city, from why it’s so important to inspire ongoing wonder in our concrete jungles to the challenges of getting involved late in the development process. Her experiences highlight the importance of stakeholder collaboration and the many moving parts that must be navigated to create something beautiful, lasting, and welcoming for tourists and residents alike—something that helps define the fabric of the city around us.

Takeaways:

  • The humanizing impact of interacting with public art.
  • The complex process of stakeholder management and artistic team selection.
  • The benefits of enthusiastic architect and engineer buy-in on an art installation.
  • The technical, structural, and visual challenges inherent in making public art decisions at the end of development.

Quote: “There ​are ​a ​lot ​of ​sculptures ​around ​us ​that ​we, ​after ​a ​while, ​we ​don't ​even ​see. ​And ​I ​would ​say, ​like, ​it's ​true. ​It's ​true ​with ​a ​lot ​of ​the ​urban ​fabric ​that ​when ​you ​get ​used ​to ​something, ​you ​just ​stop ​like ​looking ​at ​it. ​If ​you ​take ​the ​tube ​in ​Paris, ​for ​example, ​like ​the ​very ​old ​entrances ​to ​the ​tube ​with ​like ​the ​lights ​and ​the ​way ​they're ​shaped, ​etc. ​This ​kind ​of ​Art ​Deco, ​like, ​beautiful ​entrance. ​Most ​people ​don't ​even see ​them ​anymore, ​you ​know. ​Or ​if ​you ​walk ​along ​alongside ​the ​Thames ​and ​you ​go closer ​to ​the ​Tate, ​you ​would ​see ​these ​lampposts ​that ​have ​big ​fish ​at ​the ​bottom ​of ​them ​that ​are, ​you ​know, ​around ​the ​lamppost. ​And ​a ​lot ​of ​people, ​because ​we're ​so. ​There ​are ​so ​many ​images, ​etc, ​or ​we're ​too ​much ​into ​our ​own ​world, ​like ​thinking ​about ​our ​issues, ​our, ​like ​our ​next ​meeting, ​et ​cetera, ​we ​just ​walk ​past ​them ​without ​even ​noticing ​what's ​around ​us. ​And ​I ​think ​art, ​​the ​magic ​of ​art ​is ​that ​sometimes ​it ​grabs ​your ​attention, ​you ​don't ​know ​why, ​and ​it ​makes ​you ​stop ​for ​a ​second ​and ​realize ​that ​your ​surroundings, ​or ​be ​completely ​amazed ​that ​you ​notice ​that ​element.” - Corail Bourrelier Fabiani

The conversation doesn’t stop here—connect and converse with our community via LinkedIn:

Music: "A New Tomorrow" by Chordial Music. Licensed through PremiumBeat.

]]> How is urban art developed in cooperation with planners, developers, and architects? Public art is designed to be viewed and enjoyed from many angles. Riccardo embraces this 360-degree perspective in this episode by examining a component of major programmes that is not often explored: the development of the impressive art installations on display in many public buildings. He speaks with Corail Bourrelier Fabiani, a former host of the podcast and the passionate programme manager behind London’s Shard and Paddington Square sculptures.

Corail outlines the intricate relationship between public art and major urban developments in the city, from why it’s so important to inspire ongoing wonder in our concrete jungles to the challenges of getting involved late in the development process. Her experiences highlight the importance of stakeholder collaboration and the many moving parts that must be navigated to create something beautiful, lasting, and welcoming for tourists and residents alike—something that helps define the fabric of the city around us.

Takeaways:

  • The humanizing impact of interacting with public art.
  • The complex process of stakeholder management and artistic team selection.
  • The benefits of enthusiastic architect and engineer buy-in on an art installation.
  • The technical, structural, and visual challenges inherent in making public art decisions at the end of development.

Quote: “There ​are ​a ​lot ​of ​sculptures ​around ​us ​that ​we, ​after ​a ​while, ​we ​don't ​even ​see. ​And ​I ​would ​say, ​like, ​it's ​true. ​It's ​true ​with ​a ​lot ​of ​the ​urban ​fabric ​that ​when ​you ​get ​used ​to ​something, ​you ​just ​stop ​like ​looking ​at ​it. ​If ​you ​take ​the ​tube ​in ​Paris, ​for ​example, ​like ​the ​very ​old ​entrances ​to ​the ​tube ​with ​like ​the ​lights ​and ​the ​way ​they're ​shaped, ​etc. ​This ​kind ​of ​Art ​Deco, ​like, ​beautiful ​entrance. ​Most ​people ​don't ​even see ​them ​anymore, ​you ​know. ​Or ​if ​you ​walk ​along ​alongside ​the ​Thames ​and ​you ​go closer ​to ​the ​Tate, ​you ​would ​see ​these ​lampposts ​that ​have ​big ​fish ​at ​the ​bottom ​of ​them ​that ​are, ​you ​know, ​around ​the ​lamppost. ​And ​a ​lot ​of ​people, ​because ​we're ​so. ​There ​are ​so ​many ​images, ​etc, ​or ​we're ​too ​much ​into ​our ​own ​world, ​like ​thinking ​about ​our ​issues, ​our, ​like ​our ​next ​meeting, ​et ​cetera, ​we ​just ​walk ​past ​them ​without ​even ​noticing ​what's ​around ​us. ​And ​I ​think ​art, ​​the ​magic ​of ​art ​is ​that ​sometimes ​it ​grabs ​your ​attention, ​you ​don't ​know ​why, ​and ​it ​makes ​you ​stop ​for ​a ​second ​and ​realize ​that ​your ​surroundings, ​or ​be ​completely ​amazed ​that ​you ​notice ​that ​element.” - Corail Bourrelier Fabiani

The conversation doesn’t stop here—connect and converse with our community via LinkedIn:

Music: "A New Tomorrow" by Chordial Music. Licensed through PremiumBeat.

]]> Mon, 02 Jun 2025 05:00:00 -0400 Riccardo Cosentino Riccardo Cosentino 3718 How is urban art developed in cooperation with planners, developers, and architects? Public art is designed to be viewed and enjoyed from many angles. Riccardo embraces this 360-degree perspective in this episode by examining a component of major programmes that is not often explored: the development of the impressive art installations on display in many public buildings. He speaks with Corail Bourrelier Fabiani, a former host of the podcast and the passionate programme manager behind London’s Shard and Paddington Square sculptures. Corail outlines the intricate relationship between public art and major urban developments in the city, from why it’s so important to inspire ongoing wonder in our concrete jungles to the challenges of getting involved late in the development process. Her experiences highlight the importance of stakeholder collaboration and the many moving parts that must be navigated to create something beautiful, lasting, and welcoming for tourists and residents alike—something that helps define the fabric of the city around us. Takeaways: -The humanizing impact of interacting with public art. -The complex process of stakeholder management and artistic team selection. -The benefits of enthusiastic architect and engineer buy-in on an art installation. -The technical, structural, and visual challenges inherent in making public art decisions at the end of development. Quote: “There ​are ​a ​lot ​of ​sculptures ​around ​us ​that ​we, ​after ​a ​while, ​we ​don't ​even ​see. ​And ​I ​would ​say, ​like, ​it's ​true. ​It's ​true ​with ​a ​lot ​of ​the ​urban ​fabric ​that ​when ​you ​get ​used ​to ​something, ​you ​just ​stop ​like ​looking ​at ​it. ​If ​you ​take ​the ​tube ​in ​Paris, ​for ​example, ​like ​the ​very ​old ​entrances ​to ​the ​tube ​with ​like ​the ​lights ​and ​the ​way ​they're ​shaped, ​etc. ​This ​kind ​of ​Art ​Deco, ​like, ​beautiful ​entrance. ​Most ​people ​don't ​even see ​them ​anymore, ​you ​know. ​Or ​if ​you ​walk ​along ​alongside ​the ​Thames ​and ​you ​go closer ​to ​the ​Tate, ​you ​would ​see ​these ​lamp​posts ​that ​have ​big ​fish ​at ​the ​bottom ​of ​them ​that ​are, ​you ​know, ​around ​the ​lamppost. ​And ​a ​lot ​of ​people, ​because ​we're ​so. ​There ​are ​so ​many ​images, ​etc, ​or ​we're ​too ​much ​into ​our ​own ​world, ​like ​thinking ​about ​our ​issues, ​our, ​like ​our ​next ​meeting, ​et ​cetera, ​we ​just ​walk ​past ​them ​without ​even ​noticing ​what's ​around ​us. ​And ​I ​think ​art, ​​the ​magic ​of ​art ​is ​that ​sometimes ​it ​grabs ​your ​attention, ​you ​don't ​know ​why, ​and ​it ​makes ​you ​stop ​for ​a ​second ​and ​realize ​that ​your ​surroundings, ​or ​be ​completely ​amazed ​that ​you ​notice ​that ​element.” - Corail Bourrelier Fabiani How is urban art developed in cooperation with planners, developers, and architects? Public art is designed to be viewed and enjoyed from many angles. Riccardo embraces this 360-degree perspective in this episode by examining a component of major programm engineering project planning, budget management, change management, engineering design management, cost engineering, engineering project management software, engineering project budgeting, major project management, agile project management, leadership No Construction Technology and the Importance of Industry Adaptation with Alice Leung 3 3 53 53 Construction Technology and the Importance of Industry Adaptation with Alice Leung full 1bda9662-a12c-4628-81cb-67e8b73665d1 https://navigatingmajorprogrammes.transistor.fm/s3/53 What does the future of construction technology hold for industry and investors? Through more than a decade of work in construction tech and AEC-focused venture capital, Alice Leung has seen much of the technology being developed for construction in recent years, as well as the challenges forward-thinking tech startups face as they pursue adoption and implementation of their software within this hard-to-crack industry. 

Navigating Major Programmes delves into the past, present, and future of construction technology as Riccardo speaks with Alice about the sector’s opportunities and limitations. They discuss the importance of sector expertise in venture capital, the evolution of AEC technology, and the impact of delivery models on technology adoption. Their conversation explores the significance of collaboration and the impact technology can have on this approach, as well as incentive alignment and the potential of robotics in addressing labour shortages. Alice’s take on cultural shifts that could lead to tech adoption and improve the safety and efficiency of building projects is both realistic and optimistic, emphasizing the rewarding nature of building long-lasting infrastructure.

Takeaways:

  • The productivity and efficiency challenges inherent in traditional construction projects.
  • The history of AEC investment and how venture capitalists and experienced industry professionals can work together.
  • The importance of pursuing innovation in construction technology.
  • How incentive alignment could help drive collaboration in construction.
  • Why robotics might be the answer to some of the industry’s biggest challenges.

Quote:

“I ​think, ​you ​know, ​when ​you, there's ​a ​lot ​of, ​kind ​of ​different ​angles ​and ​different problems ​where ​you ​can ​really ​see ​this, right? ​One ​of ​​my ​favourite ​examples ​is ​obviously ​around ​BIM ​and VEC, ​right? ​Like, ​BIM ​has ​been ​around ​for ​a ​long ​time. ​Why ​hasn't ​it ​truly ​been ​adopted, right? ​And ​in ​theory you ​should ​have ​this ​federated ​model ​that ​everyone ​can ​leverage, right? ​That's ​the ​goal, ​right? ​Is ​like, ​you ​have ​this ​one ​single ​source ​of ​truth ​with ​everything ​that ​you ​need ​obviously ​to ​different ​complexities ​across ​the ​supply ​chain. ​But ​let's ​just ​pretend ​that ​we're ​in ​this ​perfect ​world ​right ​now ​where ​we ​have ​that ​fully ​coordinated ​model, ​everything ​makes ​sense. ​If ​we ​build ​off ​of ​it, ​we ​won't ​have ​any ​rework. ​We ​shouldn't ​have ​that ​many ​issues ​in ​the ​field. ​But ​if ​you ​think ​about ​just ​pure, ​if ​this ​was ​fixed ​price, ​contract, design, ​bid ​build ​with ​BIM, why ​does ​that ​fail? ​Because everyone ​needs ​a ​different ​level ​of ​detail. ​Everyone ​wants ​to ​maybe ​add ​or ​use ​different ​data ​in ​those ​models and ​to ​get ​to ​a ​model ​that ​is accurate ​enough ​for ​construction, ​you're ​really ​asking ​the ​design ​teams ​to ​put ​in ​so ​much ​more ​effort ​than ​really ​what ​they ​normally ​do. I ​think ​this ​is ​all ​about ​incentive ​alignment. ​And ​with ​the ​traditional ​contracting ​methods ​it's ​like, ​oh, ​why ​would ​I ​add ​more ​detail ​in ​my ​goodwill ​to ​help ​this ​other ​company ​who ​may ​​mess ​me ​up ​in ​the ​future, ​right?” - Alice Leung

The conversation doesn’t stop here—connect and converse with our community via LinkedIn:

Music: "A New Tomorrow" by Chordial Music. Licensed through PremiumBeat.

]]> What does the future of construction technology hold for industry and investors? Through more than a decade of work in construction tech and AEC-focused venture capital, Alice Leung has seen much of the technology being developed for construction in recent years, as well as the challenges forward-thinking tech startups face as they pursue adoption and implementation of their software within this hard-to-crack industry. 

Navigating Major Programmes delves into the past, present, and future of construction technology as Riccardo speaks with Alice about the sector’s opportunities and limitations. They discuss the importance of sector expertise in venture capital, the evolution of AEC technology, and the impact of delivery models on technology adoption. Their conversation explores the significance of collaboration and the impact technology can have on this approach, as well as incentive alignment and the potential of robotics in addressing labour shortages. Alice’s take on cultural shifts that could lead to tech adoption and improve the safety and efficiency of building projects is both realistic and optimistic, emphasizing the rewarding nature of building long-lasting infrastructure.

Takeaways:

  • The productivity and efficiency challenges inherent in traditional construction projects.
  • The history of AEC investment and how venture capitalists and experienced industry professionals can work together.
  • The importance of pursuing innovation in construction technology.
  • How incentive alignment could help drive collaboration in construction.
  • Why robotics might be the answer to some of the industry’s biggest challenges.

Quote:

“I ​think, ​you ​know, ​when ​you, there's ​a ​lot ​of, ​kind ​of ​different ​angles ​and ​different problems ​where ​you ​can ​really ​see ​this, right? ​One ​of ​​my ​favourite ​examples ​is ​obviously ​around ​BIM ​and VEC, ​right? ​Like, ​BIM ​has ​been ​around ​for ​a ​long ​time. ​Why ​hasn't ​it ​truly ​been ​adopted, right? ​And ​in ​theory you ​should ​have ​this ​federated ​model ​that ​everyone ​can ​leverage, right? ​That's ​the ​goal, ​right? ​Is ​like, ​you ​have ​this ​one ​single ​source ​of ​truth ​with ​everything ​that ​you ​need ​obviously ​to ​different ​complexities ​across ​the ​supply ​chain. ​But ​let's ​just ​pretend ​that ​we're ​in ​this ​perfect ​world ​right ​now ​where ​we ​have ​that ​fully ​coordinated ​model, ​everything ​makes ​sense. ​If ​we ​build ​off ​of ​it, ​we ​won't ​have ​any ​rework. ​We ​shouldn't ​have ​that ​many ​issues ​in ​the ​field. ​But ​if ​you ​think ​about ​just ​pure, ​if ​this ​was ​fixed ​price, ​contract, design, ​bid ​build ​with ​BIM, why ​does ​that ​fail? ​Because everyone ​needs ​a ​different ​level ​of ​detail. ​Everyone ​wants ​to ​maybe ​add ​or ​use ​different ​data ​in ​those ​models and ​to ​get ​to ​a ​model ​that ​is accurate ​enough ​for ​construction, ​you're ​really ​asking ​the ​design ​teams ​to ​put ​in ​so ​much ​more ​effort ​than ​really ​what ​they ​normally ​do. I ​think ​this ​is ​all ​about ​incentive ​alignment. ​And ​with ​the ​traditional ​contracting ​methods ​it's ​like, ​oh, ​why ​would ​I ​add ​more ​detail ​in ​my ​goodwill ​to ​help ​this ​other ​company ​who ​may ​​mess ​me ​up ​in ​the ​future, ​right?” - Alice Leung

The conversation doesn’t stop here—connect and converse with our community via LinkedIn:

Music: "A New Tomorrow" by Chordial Music. Licensed through PremiumBeat.

]]> Mon, 26 May 2025 05:00:00 -0400 Riccardo Cosentino Riccardo Cosentino 2828 What does the future of construction technology hold for industry and investors? Through more than a decade of work in construction tech and AEC-focused venture capital, Alice Leung has seen much of the technology being developed for construction in recent years, as well as the challenges forward-thinking tech startups face as they pursue adoption and implementation of their software within this hard-to-crack industry. Navigating Major Programmes delves into the past, present, and future of construction technology as Riccardo speaks with Alice about the sector’s opportunities and limitations. They discuss the importance of sector expertise in venture capital, the evolution of AEC technology, and the impact of delivery models on technology adoption. Their conversation explores the significance of collaboration and the impact technology can have on this approach, as well as incentive alignment and the potential of robotics in addressing labour shortages. Alice’s take on cultural shifts that could lead to tech adoption and improve the safety and efficiency of building projects is both realistic and optimistic, emphasizing the rewarding nature of building long-lasting infrastructure. Takeaways: -The productivity and efficiency challenges inherent in traditional construction projects. -The history of AEC investment and how venture capitalists and experienced industry professionals can work together. -The importance of pursuing innovation in construction technology. -How incentive alignment could help drive collaboration in construction. -Why robotics might be the answer to some of the industry’s biggest challenges. Quote: “I ​think, ​you ​know, ​when ​you, there's ​a ​lot ​of, ​kind ​of ​different ​angles ​and ​different problems ​where ​you ​can ​really ​see ​this, right? ​One ​of ​​my ​favourite ​examples ​is ​obviously ​around ​BIM ​and VEC, ​right? ​Like, ​BIM ​has ​been ​around ​for ​a ​long ​time. ​Why ​hasn't ​it ​truly ​been ​adopted, right? ​And ​in ​theory you ​should ​have ​this ​federated ​model ​that ​everyone ​can ​leverage, right? ​That's ​the ​goal, ​right? ​Is ​like, ​you ​have ​this ​one ​single ​source ​of ​truth ​with ​everything ​that ​you ​need ​obviously ​to ​different ​complexities ​across ​the ​supply ​chain. ​But ​let's ​just ​pretend ​that ​we're ​in ​this ​perfect ​world ​right ​now ​where ​we ​have ​that ​fully ​coordinated ​model, ​everything ​makes ​sense. ​If ​we ​build ​off ​of ​it, ​we ​won't ​have ​any ​rework. ​We ​shouldn't ​have ​that ​many ​issues ​in ​the ​field. ​But ​if ​you ​think ​about ​just ​pure, ​if ​this ​was ​fixed ​price, ​contract, design, ​bid ​build ​with ​BIM, why ​does ​that ​fail? ​Because everyone ​needs ​a ​different ​level ​of ​detail. ​Everyone ​wants ​to ​maybe ​add ​or ​use ​different ​data ​in ​those ​models and ​to ​get ​to ​a ​model ​that ​is accurate ​enough ​for ​construction, ​you're ​really ​asking ​the ​design ​teams ​to ​put ​in ​so ​much ​more ​effort ​than ​really ​what ​they ​normally ​do. I ​think ​this ​is ​all ​about ​incentive ​alignment. ​And ​with ​the ​traditional ​contracting ​methods ​it's ​like, ​oh, ​why ​would ​I ​add ​more ​detail ​in ​my ​goodwill ​to ​help ​this ​other ​company ​who ​may ​​mess ​me ​up ​in ​the ​future, ​right?” - Alice Leung What does the future of construction technology hold for industry and investors? Through more than a decade of work in construction tech and AEC-focused venture capital, Alice Leung has seen much of the technology being developed for construction in recen engineering project planning, budget management, change management, engineering design management, cost engineering, engineering project management software, engineering project budgeting, major project management, agile project management, leadership No Managing Risk: Striking an Insurance Leadership and Personal Life Balance with Sarah Roberts 3 3 52 52 Managing Risk: Striking an Insurance Leadership and Personal Life Balance with Sarah Roberts full e0ff94ab-36b6-40d7-9dca-8542741b57c0 https://navigatingmajorprogrammes.transistor.fm/s3/52 How does a master insurance executive balance globe-trotting, raising a family, and pursuing meaningful projects? In this episode of the Master Builder series, Shormila explores the realities of professional and personal life in the C-suite with Sarah Roberts, the president of INTECH Risk Management.

Sarah delves into the history of insurance, both her own and how this vital component of infrastructure projects first came to be. In an industry that is evolving due to increased global and climate change demands, clear communication, public-private partnerships, and professional liability insurance as a whole have never been more important—but they’re only part of the story. Sarah’s intricate balance of career and family life is relatable or aspirational to so many. It highlights a dedication to both her chosen industry and personal passions, from overseeing risk management projects around the world to the challenges and rewards of being a working mother in two countries.

Key Takeaways:

  • The importance of professional liability insurance in infrastructure.
  • The significance of breaking down “insurance speak” in client relationships.
  • The intriguing history of insurance and the rise of women in the industry.
  • The rewarding challenges of balancing family and career across continents.
  • The positive impact of diverse perspectives on infrastructure projects.

“I ​think ​probably ​that ​sort ​of ​​light ​bulb ​moment ​for ​me ​was, ​probably ​sitting ​in ​a ​meeting ​one ​day, ​and ​you ​had ​the ​insurance ​brokers ​and ​you ​had ​claims ​adjusters ​and ​they ​were ​all ​talking ​insurance ​speak ​to ​one ​of ​our ​clients. ​And ​you ​could ​just ​see ​them ​all ​sitting ​there, ​five ​of ​them ​with ​their ​eyes ​completely ​glazed ​over, ​having ​no ​idea ​what ​was ​going ​on. And ​I ​sort ​of ​stepped ​in ​and ​I ​said ​we ​need ​to ​speak ​English ​to ​people, right? ​And ​you ​know, ​it's ​great ​to ​throw ​around ​all ​the ​terminology ​and ​I ​am ​the ​biggest ​insurance ​geek. ​So ​you ​get ​me ​on ​the ​phone ​with ​insurance ​people ​​and ​that's ​what ​we ​will ​speak, ​acronyms ​just ​like ​engineers ​will, right? We ​will, ​we ​will ​speak ​all ​of ​that ​sort ​of ​insurance ​ease ​that's ​there. ​But ​when ​you're ​talking ​to ​a ​layperson, ​it ​doesn't ​mean ​anything ​to them.” - Sarah Roberts


The conversation doesn’t stop here—connect and converse with our community via LinkedIn:

  • Follow Navigating Major Programmes - https://www.linkedin.com/company/navigating-major-programmes/
  • Follow Riccardo Cosentino - https://www.linkedin.com/in/cosentinoriccardo/
  • Follow Shormila Chatterjee - https://www.linkedin.com/in/shormilac/
  • Read Riccardo’s latest at www.riccardocosentino.com
  • Follow Sarah Roberts - https://www.linkedin.com/in/sarah-roberts-74005024/

Music: "A New Tomorrow" by Chordial Music. Licensed through PremiumBeat.

]]> How does a master insurance executive balance globe-trotting, raising a family, and pursuing meaningful projects? In this episode of the Master Builder series, Shormila explores the realities of professional and personal life in the C-suite with Sarah Roberts, the president of INTECH Risk Management.

Sarah delves into the history of insurance, both her own and how this vital component of infrastructure projects first came to be. In an industry that is evolving due to increased global and climate change demands, clear communication, public-private partnerships, and professional liability insurance as a whole have never been more important—but they’re only part of the story. Sarah’s intricate balance of career and family life is relatable or aspirational to so many. It highlights a dedication to both her chosen industry and personal passions, from overseeing risk management projects around the world to the challenges and rewards of being a working mother in two countries.

Key Takeaways:

  • The importance of professional liability insurance in infrastructure.
  • The significance of breaking down “insurance speak” in client relationships.
  • The intriguing history of insurance and the rise of women in the industry.
  • The rewarding challenges of balancing family and career across continents.
  • The positive impact of diverse perspectives on infrastructure projects.

“I ​think ​probably ​that ​sort ​of ​​light ​bulb ​moment ​for ​me ​was, ​probably ​sitting ​in ​a ​meeting ​one ​day, ​and ​you ​had ​the ​insurance ​brokers ​and ​you ​had ​claims ​adjusters ​and ​they ​were ​all ​talking ​insurance ​speak ​to ​one ​of ​our ​clients. ​And ​you ​could ​just ​see ​them ​all ​sitting ​there, ​five ​of ​them ​with ​their ​eyes ​completely ​glazed ​over, ​having ​no ​idea ​what ​was ​going ​on. And ​I ​sort ​of ​stepped ​in ​and ​I ​said ​we ​need ​to ​speak ​English ​to ​people, right? ​And ​you ​know, ​it's ​great ​to ​throw ​around ​all ​the ​terminology ​and ​I ​am ​the ​biggest ​insurance ​geek. ​So ​you ​get ​me ​on ​the ​phone ​with ​insurance ​people ​​and ​that's ​what ​we ​will ​speak, ​acronyms ​just ​like ​engineers ​will, right? We ​will, ​we ​will ​speak ​all ​of ​that ​sort ​of ​insurance ​ease ​that's ​there. ​But ​when ​you're ​talking ​to ​a ​layperson, ​it ​doesn't ​mean ​anything ​to them.” - Sarah Roberts


The conversation doesn’t stop here—connect and converse with our community via LinkedIn:

  • Follow Navigating Major Programmes - https://www.linkedin.com/company/navigating-major-programmes/
  • Follow Riccardo Cosentino - https://www.linkedin.com/in/cosentinoriccardo/
  • Follow Shormila Chatterjee - https://www.linkedin.com/in/shormilac/
  • Read Riccardo’s latest at www.riccardocosentino.com
  • Follow Sarah Roberts - https://www.linkedin.com/in/sarah-roberts-74005024/

Music: "A New Tomorrow" by Chordial Music. Licensed through PremiumBeat.

]]> Mon, 19 May 2025 05:00:00 -0400 Riccardo Cosentino Riccardo Cosentino 2468 How does a master insurance executive balance globe-trotting, raising a family, and pursuing meaningful projects? In this episode of the Master Builder series, Shormila explores the realities of professional and personal life in the C-suite with Sarah Roberts, the president of INTECH Risk Management. Sarah delves into the history of insurance, both her own and how this vital component of infrastructure projects first came to be. In an industry that is evolving due to increased global and climate change demands, clear communication, public-private partnerships, and professional liability insurance as a whole have never been more important—but they’re only part of the story. Sarah’s intricate balance of career and family life is relatable or aspirational to so many. It highlights a dedication to both her chosen industry and personal passions, from overseeing risk management projects around the world to the challenges and rewards of being a working mother in two countries. Key Takeaways: -The importance of professional liability insurance in infrastructure. -The significance of breaking down “insurance speak” in client relationships. -The intriguing history of insurance and the rise of women in the industry. -The rewarding challenges of balancing family and career across continents. -The positive impact of diverse perspectives on infrastructure projects. “I ​think ​probably ​that ​sort ​of ​​light ​bulb ​moment ​for ​me ​was, ​probably ​sitting ​in ​a ​meeting ​one ​day, ​and ​you ​had ​the ​insurance ​brokers ​and ​you ​had ​claims ​adjusters ​and ​they ​were ​all ​talking ​insurance ​speak ​to ​one ​of ​our ​clients. ​And ​you ​could ​just ​see ​them ​all ​sitting ​there, ​five ​of ​them ​with ​their ​eyes ​completely ​glazed ​over, ​having ​no ​idea ​what ​was ​going ​on. And ​I ​sort ​of ​stepped ​in ​and ​I ​said ​we ​need ​to ​speak ​English ​to ​people, right? ​And ​you ​know, ​it's ​great ​to ​throw ​around ​all ​the ​terminology ​and ​I ​am ​the ​biggest ​insurance ​geek. ​So ​you ​get ​me ​on ​the ​phone ​with ​insurance ​people ​​and ​that's ​what ​we ​will ​speak, ​acronyms ​just ​like ​engineers ​will, right? We ​will, ​we ​will ​speak ​all ​of ​that ​sort ​of ​insurance ​ease ​that's ​there. ​But ​when ​you're ​talking ​to ​a ​layperson, ​it ​doesn't ​mean ​anything ​to them.” - Sarah Roberts How does a master insurance executive balance globe-trotting, raising a family, and pursuing meaningful projects? In this episode of the Master Builder series, Shormila explores the realities of professional and personal life in the C-suite with Sarah Rob engineering project planning, budget management, change management, engineering design management, cost engineering, engineering project management software, engineering project budgeting, major project management, agile project management, leadership No The Interplay Between Infrastructure and Government Policy with David Ho 3 3 51 51 The Interplay Between Infrastructure and Government Policy with David Ho full b07513c7-5871-406d-addc-977e02b16ac4 https://navigatingmajorprogrammes.transistor.fm/s3/51 What does it mean to build infrastructure that goes beyond causing or just avoiding friction with the policy side of the table? In this episode, David Ho—former lawyer, infrastructure strategist, and seasoned capital program and project manager—joins Riccardo to discuss how major projects are shaped not only by procurement models but by the complex, nuanced world of policy-making.

David has experience in helping stakeholders understand the limits of doing everything at once and the possibilities that emerge when we confront different questions. From collaborative contracting models to data governance in healthcare infrastructure, he challenges them to think beyond technical fixes and ask, What’s the real problem we’re solving for? The relationship between infrastructure professionals and policymakers should involve informing policy, not just executing it.

David and Riccardo explore why infrastructure can struggle to keep pace with need and the role risk aversion plays in enacting change.

”It's ​like ​we ​didn't ​examine ​what ​were ​the ​original ​root ​cause ​problems ​that ​were ​driving ​us ​to ​what ​we've ​been ​feeling ​and ​seeing ​in ​the ​last ​few ​years. ​And ​by ​that ​I ​mean ​what ​are ​both ​the ​political ​and ​market ​dynamics ​that ​are ​bigger ​than ​just ​us, ​uh, ​in ​the ​infrastructure ​space? ​I'll ​speak ​for ​what ​I ​see ​in ​Ontario, ​in ​Canada, ​because ​I ​obviously ​know ​that ​best. ​But ​I, ​I ​have ​a ​suspicion ​this ​is ​very, ​very ​similar ​in ​other ​places ​around ​the ​world. ​If ​you ​ask ​people, ​you ​know, ​why ​are ​we ​going ​into ​a ​collaborative ​model, ​by ​the ​way? ​You ​know, ​whatever ​your ​working ​definition ​of ​collaborative ​or ​progressive ​actually ​means, ​I ​think ​you ​would ​get ​a ​lot ​of ​different ​answers ​of ​what ​people ​are ​trying ​to ​solve ​for. ​And ​none ​of ​them ​are ​necessarily ​wrong. ​But ​if ​you ​add ​them ​together,​sometimes ​we ​try ​and ​be ​too ​intellectually ​precise. ​We ​talk ​about ​risk, ​actually ​we ​talk ​about ​risk ​a ​lot, ​but ​we ​don't ​talk ​about ​market ​forces ​and ​dynamics ​and ​we ​don't ​talk ​about ​political ​pressures other ​than ​to ​just ​be ​really ​negative ​about ​them, ​but ​they're ​actually ​real.” - David Ho

Key Takeaways:

  • Why building relationships isn't just practicing government relations.
  • What can happen when we turn our minds to “what’s possible” instead of “why it’s not possible”.
  • The impact of change management and agility on procurement and execution.
  • What the voice of disruption looks like to create big changes in infrastructure.
  • How health data privacy laws tie in to infrastructure.

The conversation doesn’t stop here—connect and converse with our community via LinkedIn:

Music: "A New Tomorrow" by Chordial Music. Licensed through PremiumBeat.

]]> What does it mean to build infrastructure that goes beyond causing or just avoiding friction with the policy side of the table? In this episode, David Ho—former lawyer, infrastructure strategist, and seasoned capital program and project manager—joins Riccardo to discuss how major projects are shaped not only by procurement models but by the complex, nuanced world of policy-making.

David has experience in helping stakeholders understand the limits of doing everything at once and the possibilities that emerge when we confront different questions. From collaborative contracting models to data governance in healthcare infrastructure, he challenges them to think beyond technical fixes and ask, What’s the real problem we’re solving for? The relationship between infrastructure professionals and policymakers should involve informing policy, not just executing it.

David and Riccardo explore why infrastructure can struggle to keep pace with need and the role risk aversion plays in enacting change.

”It's ​like ​we ​didn't ​examine ​what ​were ​the ​original ​root ​cause ​problems ​that ​were ​driving ​us ​to ​what ​we've ​been ​feeling ​and ​seeing ​in ​the ​last ​few ​years. ​And ​by ​that ​I ​mean ​what ​are ​both ​the ​political ​and ​market ​dynamics ​that ​are ​bigger ​than ​just ​us, ​uh, ​in ​the ​infrastructure ​space? ​I'll ​speak ​for ​what ​I ​see ​in ​Ontario, ​in ​Canada, ​because ​I ​obviously ​know ​that ​best. ​But ​I, ​I ​have ​a ​suspicion ​this ​is ​very, ​very ​similar ​in ​other ​places ​around ​the ​world. ​If ​you ​ask ​people, ​you ​know, ​why ​are ​we ​going ​into ​a ​collaborative ​model, ​by ​the ​way? ​You ​know, ​whatever ​your ​working ​definition ​of ​collaborative ​or ​progressive ​actually ​means, ​I ​think ​you ​would ​get ​a ​lot ​of ​different ​answers ​of ​what ​people ​are ​trying ​to ​solve ​for. ​And ​none ​of ​them ​are ​necessarily ​wrong. ​But ​if ​you ​add ​them ​together,​sometimes ​we ​try ​and ​be ​too ​intellectually ​precise. ​We ​talk ​about ​risk, ​actually ​we ​talk ​about ​risk ​a ​lot, ​but ​we ​don't ​talk ​about ​market ​forces ​and ​dynamics ​and ​we ​don't ​talk ​about ​political ​pressures other ​than ​to ​just ​be ​really ​negative ​about ​them, ​but ​they're ​actually ​real.” - David Ho

Key Takeaways:

  • Why building relationships isn't just practicing government relations.
  • What can happen when we turn our minds to “what’s possible” instead of “why it’s not possible”.
  • The impact of change management and agility on procurement and execution.
  • What the voice of disruption looks like to create big changes in infrastructure.
  • How health data privacy laws tie in to infrastructure.

The conversation doesn’t stop here—connect and converse with our community via LinkedIn:

Music: "A New Tomorrow" by Chordial Music. Licensed through PremiumBeat.

]]> Mon, 12 May 2025 05:00:00 -0400 Riccardo Cosentino Riccardo Cosentino 2974 What does it mean to build infrastructure that goes beyond causing or just avoiding friction with the policy side of the table? In this episode, David Ho—former lawyer, infrastructure strategist, and seasoned capital program and project manager—joins Riccardo to discuss how major projects are shaped not only by procurement models but by the complex, nuanced world of policy-making. David has experience in helping stakeholders understand the limits of doing everything at once and the possibilities that emerge when we confront different questions. From collaborative contracting models to data governance in healthcare infrastructure, he challenges them to think beyond technical fixes and ask, What’s the real problem we’re solving for? The relationship between infrastructure professionals and policymakers should involve informing policy, not just executing it. David and Riccardo explore why infrastructure can struggle to keep pace with need and the role risk aversion plays in enacting change. ”It's ​like ​we ​didn't ​examine ​what ​were ​the ​original ​root ​cause ​problems ​that ​were ​driving ​us ​to ​what ​we've ​been ​feeling ​and ​seeing ​in ​the ​last ​few ​years. ​And ​by ​that ​I ​mean ​what ​are ​both ​the ​political ​and ​market ​dynamics ​that ​are ​bigger ​than ​just ​us, ​uh, ​in ​the ​infrastructure ​space? ​I'll ​speak ​for ​what ​I ​see ​in ​Ontario, ​in ​Canada, ​because ​I ​obviously ​know ​that ​best. ​But ​I, ​I ​have ​a ​suspicion ​this ​is ​very, ​very ​similar ​in ​other ​places ​around ​the ​world. ​If ​you ​ask ​people, ​you ​know, ​why ​are ​we ​going ​into ​a ​collaborative ​model, ​by ​the ​way? ​You ​know, ​whatever ​your ​working ​definition ​of ​collaborative ​or ​progressive ​actually ​means, ​I ​think ​you ​would ​get ​a ​lot ​of ​different ​answers ​of ​what ​people ​are ​trying ​to ​solve ​for. ​And ​none ​of ​them ​are ​necessarily ​wrong. ​But ​if ​you ​add ​them ​together,​sometimes ​we ​try ​and ​be ​too ​intellectually ​precise. ​We ​talk ​about ​risk, ​actually ​we ​talk ​about ​risk ​a ​lot, ​but ​we ​don't ​talk ​about ​market ​forces ​and ​dynamics ​and ​we ​don't ​talk ​about ​political ​pressures other ​than ​to ​just ​be ​really ​negative ​about ​them, ​but ​they're ​actually ​real.” - David Ho What does it mean to build infrastructure that goes beyond causing or just avoiding friction with the policy side of the table? In this episode, David Ho—former lawyer, infrastructure strategist, and seasoned capital program and project manager—joins Ricc engineering project planning, budget management, change management, engineering design management, cost engineering, engineering project management software, engineering project budgeting, major project management, agile project management, leadership No The Powerful Impact of Specialization and Dedication on Long-Haul Projects with Wendy Itagawa 3 3 50 50 The Powerful Impact of Specialization and Dedication on Long-Haul Projects with Wendy Itagawa full c3d4109a-dd35-4d48-b6dc-96562079991c https://navigatingmajorprogrammes.transistor.fm/s3/50 In engineering today, more and more people are choosing the generalist route, often pivoting off that solid, multi-faceted educational foundation into different fields. But what happens when you take the opposite route, honing in to pursue an aspect of your work that truly drives your passion?

In today’s episode of Navigating Major Programmes, hosts Riccardo Cosentino and Shormila Chatterjee speak with a Master Builder who did just that. After spending her early years on industrial projects, Wendy Itagawa returned to school for a Master’s in structural engineering, focusing on bridge design. Today, she serves as the Executive Director of Vancouver’s Pattullo Bridge Replacement Project, of which she’s been an integral part for more than seven years. She shares how working with and leading teams through the whole lifecycle of projects impacts how she views the work she has completed on some of the country’s most high-profile transportation initiatives.

”I ​really ​believe ​that ​even ​if ​it's ​a ​design ​build ​contract, ​it ​doesn't ​necessarily ​mean ​you ​don't ​have ​to ​be ​in ​one ​of ​these ​progressive ​collaborative ​models. ​So ​really ​comes ​down ​to ​the ​relationship ​and ​helping, ​helping ​each ​other. ​And ​I ​think ​sometimes ​what ​I've ​seen ​is, ​you ​know, ​owners ​or ​on ​their ​team ​that ​too ​almost ​afraid ​of ​helping ​too ​much ​or ​because ​you're ​afraid ​of ​getting ​claims ​or ​creating ​too ​many ​changes. ​But ​I ​think ​it ​actually ​prevents ​that ​and ​you ​know, ​claims ​are ​going ​to ​happen ​either ​way. ​So, ​but ​you ​can ​mitigate ​impacts ​a ​lot ​more ​if ​you ​do ​work ​collaboratively ​because ​you ​can ​sometimes ​reduce ​the ​time ​and, ​and ​costs ​if ​you ​work ​together ​on ​it. ​So ​yeah, ​I ​think ​sometimes ​being ​like ​that ​hands ​off ​owner ​approach ​is ​not, ​is ​not ​helpful.” — Wendy Itagawa

Key Takeaways:

  • The benefits of focusing on a more technical specialization rather than generalizing
  • Why working on a project for the long term impacts team performance and outcomes
  • How to foster a collaborative approach even in traditional design-build contracts
  • A master builder’s uniquely positive perspective on working in male-dominated environments.

The conversation doesn’t stop here—connect and converse with our community via LinkedIn:

Music: "A New Tomorrow" by Chordial Music. Licensed through PremiumBeat.

]]> In engineering today, more and more people are choosing the generalist route, often pivoting off that solid, multi-faceted educational foundation into different fields. But what happens when you take the opposite route, honing in to pursue an aspect of your work that truly drives your passion?

In today’s episode of Navigating Major Programmes, hosts Riccardo Cosentino and Shormila Chatterjee speak with a Master Builder who did just that. After spending her early years on industrial projects, Wendy Itagawa returned to school for a Master’s in structural engineering, focusing on bridge design. Today, she serves as the Executive Director of Vancouver’s Pattullo Bridge Replacement Project, of which she’s been an integral part for more than seven years. She shares how working with and leading teams through the whole lifecycle of projects impacts how she views the work she has completed on some of the country’s most high-profile transportation initiatives.

”I ​really ​believe ​that ​even ​if ​it's ​a ​design ​build ​contract, ​it ​doesn't ​necessarily ​mean ​you ​don't ​have ​to ​be ​in ​one ​of ​these ​progressive ​collaborative ​models. ​So ​really ​comes ​down ​to ​the ​relationship ​and ​helping, ​helping ​each ​other. ​And ​I ​think ​sometimes ​what ​I've ​seen ​is, ​you ​know, ​owners ​or ​on ​their ​team ​that ​too ​almost ​afraid ​of ​helping ​too ​much ​or ​because ​you're ​afraid ​of ​getting ​claims ​or ​creating ​too ​many ​changes. ​But ​I ​think ​it ​actually ​prevents ​that ​and ​you ​know, ​claims ​are ​going ​to ​happen ​either ​way. ​So, ​but ​you ​can ​mitigate ​impacts ​a ​lot ​more ​if ​you ​do ​work ​collaboratively ​because ​you ​can ​sometimes ​reduce ​the ​time ​and, ​and ​costs ​if ​you ​work ​together ​on ​it. ​So ​yeah, ​I ​think ​sometimes ​being ​like ​that ​hands ​off ​owner ​approach ​is ​not, ​is ​not ​helpful.” — Wendy Itagawa

Key Takeaways:

  • The benefits of focusing on a more technical specialization rather than generalizing
  • Why working on a project for the long term impacts team performance and outcomes
  • How to foster a collaborative approach even in traditional design-build contracts
  • A master builder’s uniquely positive perspective on working in male-dominated environments.

The conversation doesn’t stop here—connect and converse with our community via LinkedIn:

Music: "A New Tomorrow" by Chordial Music. Licensed through PremiumBeat.

]]> Mon, 05 May 2025 05:00:00 -0400 Riccardo Cosentino Riccardo Cosentino 2658 In engineering today, more and more people are choosing the generalist route, often pivoting off that solid, multi-faceted educational foundation into different fields. But what happens when you take the opposite route, honing in to pursue an aspect of your work that truly drives your passion? In today’s episode of Navigating Major Programmes, hosts Riccardo Cosentino and Shormila Chatterjee speak with a Master Builder who did just that. After spending her early years on industrial projects, Wendy Itagawa returned to school for a Master’s in structural engineering, focusing on bridge design. Today, she serves as the Executive Director of Vancouver’s Pattullo Bridge Replacement Project, of which she’s been an integral part for more than seven years. She shares how working with and leading teams through the whole lifecycle of projects impacts how she views the work she has completed on some of the country’s most high-profile transportation initiatives. ”I ​really ​believe ​that ​even ​if ​it's ​a ​design ​build ​contract, ​it ​doesn't ​necessarily ​mean ​you ​don't ​have ​to ​be ​in ​one ​of ​these ​progressive ​collaborative ​models. ​So ​really ​comes ​down ​to ​the ​relationship ​and ​helping, ​helping ​each ​other. ​And ​I ​think ​sometimes ​what ​I've ​seen ​is, ​you ​know, ​owners ​or ​on ​their ​team ​that ​too ​almost ​afraid ​of ​helping ​too ​much ​or ​because ​you're ​afraid ​of ​getting ​claims ​or ​creating ​too ​many ​changes. ​But ​I ​think ​it ​actually ​prevents ​that ​and ​you ​know, ​claims ​are ​going ​to ​happen ​either ​way. ​So, ​but ​you ​can ​mitigate ​impacts ​a ​lot ​more ​if ​you ​do ​work ​collaboratively ​because ​you ​can ​sometimes ​reduce ​the ​time ​and, ​and ​costs ​if ​you ​work ​together ​on ​it. ​So ​yeah, ​I ​think ​sometimes ​being ​like ​that ​hands ​off ​owner ​approach ​is ​not, ​is ​not ​helpful.” - Wendy Itagawa In engineering today, more and more people are choosing the generalist route, often pivoting off that solid, multi-faceted educational foundation into different fields. But what happens when you take the opposite route, honing in to pursue an aspect of yo engineering project planning, budget management, change management, engineering design management, cost engineering, engineering project management software, engineering project budgeting, major project management, agile project management, leadership No Leveraging Empathy and Alignment to Build Successful Collaborative Projects with Emily Mahoney and Sarah Laurence 3 3 49 49 Leveraging Empathy and Alignment to Build Successful Collaborative Projects with Emily Mahoney and Sarah Laurence full 61e7ad11-536a-4ca3-af92-cf87961de7bb https://navigatingmajorprogrammes.transistor.fm/s3/49 How can teams take the concept of collaboration beyond lip service and virtue signalling to create stronger, more successful projects? 

We know that collaboration is the cornerstone of alliance contracting models, but countless research shows us that when it comes to behavioural cohesion, teamwork, and empathy, the type of contract is immaterial—collaborative teams across industries and contract type perform better, see greater successes, and save more money than teams built on competition and infighting.

Emily Mahoney and Sarah Laurence, the founders of Mahoney & Matthews Consulting, work with high-performance teams, not only preparing them for the behavioural assessment that will win the project but also instilling the tenets of collaboration to carry all the way through to a successful culmination. Creating a true team takes more than a couple of nights out at the pub. It calls for hard, intentional conversations, deep honesty, and being human.

“So ​if ​you ​think ​about ​it, ​all ​leadership ​really ​is, ​is ​a ​set ​of ​behaviours ​that ​are ​used ​in ​a ​certain ​way. ​And ​it's ​not ​exactly ​the ​same ​behaviours ​as ​collaboration. ​They ​can ​obviously, ​they ​obviously ​overlap ​a ​lot. ​But ​collaboration ​as ​well ​is ​a ​set ​of ​behaviours ​that ​are ​used ​in ​certain ​ways. ​So ​in ​terms ​of organizational ​development ​​org ​psych ​behaviours, ​there ​is ​a ​canon ​of ​research ​and ​of ​literature ​and ​there ​are ​people ​who ​spend ​a ​lot ​of ​time ​and ​money ​not ​only ​researching ​these ​things, ​but ​also ​making ​them ​accessible ​to ​people ​through ​books, ​podcasts, ​TED ​talks, ​etc.” - Emily Mahoney

Key Takeaways:

  • Why owners and contractors must leave behind competitive preconceptions of the “other side” and find the common ground
  • The benefit of introducing and continuing real teamwork regardless of the contract model
  • How social learning can facilitate high-performing teams, taking them beyond buzzwords to true and lasting collaboration
  • How the collaborative approach changes what we should expect from leadership
  • What sports teams have to teach us about the importance of continuous and supportive coaching to success.

Links Mentioned:

The conversation doesn’t stop here—connect and converse with our community via LinkedIn:

Music: "A New Tomorrow" by Chordial Music. Licensed through PremiumBeat.

]]> How can teams take the concept of collaboration beyond lip service and virtue signalling to create stronger, more successful projects? 

We know that collaboration is the cornerstone of alliance contracting models, but countless research shows us that when it comes to behavioural cohesion, teamwork, and empathy, the type of contract is immaterial—collaborative teams across industries and contract type perform better, see greater successes, and save more money than teams built on competition and infighting.

Emily Mahoney and Sarah Laurence, the founders of Mahoney & Matthews Consulting, work with high-performance teams, not only preparing them for the behavioural assessment that will win the project but also instilling the tenets of collaboration to carry all the way through to a successful culmination. Creating a true team takes more than a couple of nights out at the pub. It calls for hard, intentional conversations, deep honesty, and being human.

“So ​if ​you ​think ​about ​it, ​all ​leadership ​really ​is, ​is ​a ​set ​of ​behaviours ​that ​are ​used ​in ​a ​certain ​way. ​And ​it's ​not ​exactly ​the ​same ​behaviours ​as ​collaboration. ​They ​can ​obviously, ​they ​obviously ​overlap ​a ​lot. ​But ​collaboration ​as ​well ​is ​a ​set ​of ​behaviours ​that ​are ​used ​in ​certain ​ways. ​So ​in ​terms ​of organizational ​development ​​org ​psych ​behaviours, ​there ​is ​a ​canon ​of ​research ​and ​of ​literature ​and ​there ​are ​people ​who ​spend ​a ​lot ​of ​time ​and ​money ​not ​only ​researching ​these ​things, ​but ​also ​making ​them ​accessible ​to ​people ​through ​books, ​podcasts, ​TED ​talks, ​etc.” - Emily Mahoney

Key Takeaways:

  • Why owners and contractors must leave behind competitive preconceptions of the “other side” and find the common ground
  • The benefit of introducing and continuing real teamwork regardless of the contract model
  • How social learning can facilitate high-performing teams, taking them beyond buzzwords to true and lasting collaboration
  • How the collaborative approach changes what we should expect from leadership
  • What sports teams have to teach us about the importance of continuous and supportive coaching to success.

Links Mentioned:

The conversation doesn’t stop here—connect and converse with our community via LinkedIn:

Music: "A New Tomorrow" by Chordial Music. Licensed through PremiumBeat.

]]> Mon, 28 Apr 2025 05:00:00 -0400 Riccardo Cosentino Riccardo Cosentino 4059 How can teams take the concept of collaboration beyond lip service and virtue signalling to create stronger, more successful projects? We know that collaboration is the cornerstone of alliance contracting models, but countless research shows us that when it comes to behavioural cohesion, teamwork, and empathy, the type of contract is immaterial—collaborative teams across industries and contract type perform better, see greater successes, and save more money than teams built on competition and infighting. Emily Mahoney and Sarah Laurence, the founders of Mahoney & Matthews Consulting, work with high-performance teams, not only preparing them for the behavioural assessment that will win the project but also instilling the tenets of collaboration to carry all the way through to a successful culmination. Creating a true team takes more than a couple of nights out at the pub. It calls for hard, intentional conversations, deep honesty, and being human. “So ​if ​you ​think ​about ​it, ​all ​leadership ​really ​is, ​is ​a ​set ​of ​behaviours ​that ​are ​used ​in ​a ​certain ​way. ​And ​it's ​not ​exactly ​the ​same ​behaviours ​as ​collaboration. ​They ​can ​obviously, ​they ​obviously ​overlap ​a ​lot. ​But ​collaboration ​as ​well ​is ​a ​set ​of ​behaviours ​that ​are ​used ​in ​certain ​ways. ​So ​in ​terms ​of organizational ​development ​​or ​psych ​behaviours, ​there ​is ​a ​canon ​of ​research ​and ​of ​literature ​and ​there ​are ​people ​who ​spend ​a ​lot ​of ​time ​and ​money ​not ​only ​researching ​these ​things, ​but ​also ​making ​them ​accessible ​to ​people ​through ​books, ​podcasts, ​TED ​talks, ​etc.” - Emily Mahoney How can teams take the concept of collaboration beyond lip service and virtue signalling to create stronger, more successful projects? We know that collaboration is the cornerstone of alliance contracting models, but countless research shows us that whe engineering project planning, budget management, change management, engineering design management, cost engineering, engineering project management software, engineering project budgeting, major project management, agile project management, leadership No Fueled by Passion: Create a Career Path That Facilitates Ongoing Growth with Salima Rawji 3 3 48 48 Fueled by Passion: Create a Career Path That Facilitates Ongoing Growth with Salima Rawji full abac4fc0-26d7-40f4-a33c-40da727dccc6 https://navigatingmajorprogrammes.transistor.fm/s3/48 It can be easy to forget just how much seemingly unrelated skills and wisdom can inform the work we want to do. Impostor syndrome so often steps in, leaving us doubting our expertise because it doesn’t fit precisely with the knowledge we imagine a new position demands and holding us back from pursuing what we really want to achieve.

In this episode of Master Builders, Ricccardo and Shormila sit down with Salima Rawji, the President and CEO of York University Development Corporation. A theme of passion, creativity, and positivity runs through Salima’s long and varied career. She has experienced first-hand how experience in the public sector can inform the private and non-profit and vice versa and how, all along the way, collaboration makes things better. Salima’s willingness to say yes, refusal to accept the no’s, and determination to always learn more and know her facts have led to an inspiring and fulfilling career path.

”In ​terms ​of ​the ​imposter ​syndrome, ​I ​also ​think ​I ​pair ​it ​with ​the ​fact ​that ​like ​the ​answer ​for ​me ​is ​it ​never ​goes ​away ​because ​I ​think ​there's ​also ​this ​like ​desire ​for ​like ​continual ​growth ​and ​ambition. ​And ​so, perhaps ​I ​didn't ​feel ​it ​as ​much. ​I ​would ​say ​in ​my ​later ​years ​at ​Create TO, ​where ​I ​had ​been ​doing ​that ​work, ​I ​knew ​I ​was ​an ​expert. ​I ​was ​kind ​of ​like ​in ​a ​position ​of ​leadership ​and ​seen ​to ​be ​a ​leader ​by ​the ​political ​side, ​by ​the ​administrative ​side, ​by ​the ​staff ​that ​worked ​for ​me. ​Maybe ​that ​didn't ​exist ​as ​much, ​but ​the ​second ​I ​kind ​of ​took ​the ​step ​to ​grow,  ​it's ​like ​instantly ​back. ​And ​so, ​I ​feel ​like ​maybe ​that's ​just ​a ​part ​of ​what ​growth ​is.” - Salima Rawji

Key Takeaways:

  • How cross-sectoral experience can add insight to private sector work.
  • Practical planning for the challenges of changing career directions.
  • The cross-over between impostor syndrome and the lifelong learner.
  • The vital importance of creativity when approaching any project.

The conversation doesn’t stop here—connect and converse with our community via LinkedIn:

Music: "A New Tomorrow" by Chordial Music. Licensed through PremiumBeat.

]]> It can be easy to forget just how much seemingly unrelated skills and wisdom can inform the work we want to do. Impostor syndrome so often steps in, leaving us doubting our expertise because it doesn’t fit precisely with the knowledge we imagine a new position demands and holding us back from pursuing what we really want to achieve.

In this episode of Master Builders, Ricccardo and Shormila sit down with Salima Rawji, the President and CEO of York University Development Corporation. A theme of passion, creativity, and positivity runs through Salima’s long and varied career. She has experienced first-hand how experience in the public sector can inform the private and non-profit and vice versa and how, all along the way, collaboration makes things better. Salima’s willingness to say yes, refusal to accept the no’s, and determination to always learn more and know her facts have led to an inspiring and fulfilling career path.

”In ​terms ​of ​the ​imposter ​syndrome, ​I ​also ​think ​I ​pair ​it ​with ​the ​fact ​that ​like ​the ​answer ​for ​me ​is ​it ​never ​goes ​away ​because ​I ​think ​there's ​also ​this ​like ​desire ​for ​like ​continual ​growth ​and ​ambition. ​And ​so, perhaps ​I ​didn't ​feel ​it ​as ​much. ​I ​would ​say ​in ​my ​later ​years ​at ​Create TO, ​where ​I ​had ​been ​doing ​that ​work, ​I ​knew ​I ​was ​an ​expert. ​I ​was ​kind ​of ​like ​in ​a ​position ​of ​leadership ​and ​seen ​to ​be ​a ​leader ​by ​the ​political ​side, ​by ​the ​administrative ​side, ​by ​the ​staff ​that ​worked ​for ​me. ​Maybe ​that ​didn't ​exist ​as ​much, ​but ​the ​second ​I ​kind ​of ​took ​the ​step ​to ​grow,  ​it's ​like ​instantly ​back. ​And ​so, ​I ​feel ​like ​maybe ​that's ​just ​a ​part ​of ​what ​growth ​is.” - Salima Rawji

Key Takeaways:

  • How cross-sectoral experience can add insight to private sector work.
  • Practical planning for the challenges of changing career directions.
  • The cross-over between impostor syndrome and the lifelong learner.
  • The vital importance of creativity when approaching any project.

The conversation doesn’t stop here—connect and converse with our community via LinkedIn:

Music: "A New Tomorrow" by Chordial Music. Licensed through PremiumBeat.

]]> Mon, 21 Apr 2025 05:00:00 -0400 Riccardo Cosentino Riccardo Cosentino 3685 It can be easy to forget just how much seemingly unrelated skills and wisdom can inform the work we want to do. Impostor syndrome so often steps in, leaving us doubting our expertise because it doesn’t fit precisely with the knowledge we imagine a new position demands and holding us back from pursuing what we really want to achieve. In this episode of Master Builders, Ricccardo and Shormila sit down with Salima Rawji, the President and CEO of York University Development Corporation. A theme of passion, creativity, and positivity runs through Salima’s long and varied career. She has experienced first-hand how experience in the public sector can inform the private and non-profit and vice versa and how, all along the way, collaboration makes things better. Salima’s willingness to say yes, refusal to accept the no’s, and determination to always learn more and know her facts have led to an inspiring and fulfilling career path. ”In ​terms ​of ​the ​imposter ​syndrome, ​I ​also ​think ​I ​pair ​it ​with ​the ​fact ​that ​like ​the ​answer ​for ​me ​is ​it ​never ​goes ​away ​because ​I ​think ​there's ​also ​this ​like ​desire ​for ​like ​continual ​growth ​and ​ambition. ​And ​so, perhaps ​I ​didn't ​feel ​it ​as ​much. ​I ​would ​say ​in ​my ​later ​years ​at ​Create TO, ​where ​I ​had ​been ​doing ​that ​work, ​I ​knew ​I ​was ​an ​expert. ​I ​was ​kind ​of ​like ​in ​a ​position ​of ​leadership ​and ​seen ​to ​be ​a ​leader ​by ​the ​political ​side, ​by ​the ​administrative ​side, ​by ​the ​staff ​that ​worked ​for ​me. ​Maybe ​that ​didn't ​exist ​as ​much, ​but ​the ​second ​I ​kind ​of ​took ​the ​step ​to ​grow, ​it's ​like ​instantly ​back. ​And ​so, ​I ​feel ​like ​maybe ​that's ​just ​a ​part ​of ​what ​growth ​is.” - Salima Rawji It can be easy to forget just how much seemingly unrelated skills and wisdom can inform the work we want to do. Impostor syndrome so often steps in, leaving us doubting our expertise because it doesn’t fit precisely with the knowledge we imagine a new pos engineering project planning, budget management, change management, engineering design management, cost engineering, engineering project management software, engineering project budgeting, major project management, agile project management, leadership No Primed for Disruption: Construction’s Internet 1.0 Moment with Patric Hellermann and Shub Bhattacharya 3 3 47 47 Primed for Disruption: Construction’s Internet 1.0 Moment with Patric Hellermann and Shub Bhattacharya full 4b32bd85-c8cc-42f0-8f11-a0f57f99c597 https://navigatingmajorprogrammes.transistor.fm/s3/47 What if the construction industry is on the brink of a transformation as significant as the rise of the internet? With construction representing a massive portion of global GDP and a growing demand for infrastructure, how can innovation meet the challenge of a shrinking skilled labor force?

In this episode, Patric Hellermann and Shub Bhattacharya, co-founders of Foundamental and voices behind the Practical Nerds podcast, sit down with host Riccardo Cosentino to explain why they believe construction is the next major frontier for venture capital. They discuss how venture capital acts as a flywheel—fueling innovation, enabling founders, and driving customer adoption—and why patience and compounding value are crucial in this sector. Patric and Shub highlight the importance of understanding construction’s unique complexities, explain why AI should be seen as an enabler rather than the main solution, and examine how hidden innovations and new business models, like cloud manufacturing, are reshaping the industry.

“I really feel like we are in what I would describe as the equivalent of the internet 1.0 era in construction. Imagine you are somewhere, say 1994 or 1995, and someone tells you, there's an opportunity to be investing for the next decade or two in the internet. That would be a tremendous opportunity. Perhaps one of the greatest venture opportunities of a lifetime, maybe the greatest, right? I think it feels comparable. It feels very large. ” — Shub Bhattacharya

Key Takeaways

  • The broader macroeconomic and geopolitical trends influencing construction.
  • The sector’s massive demand growth, coupled with a shrinking labor supply, presents a once-in-a-lifetime opportunity for innovation.
  • True disruption often starts with solving "boring" but fundamental problems, compounding value over time.
  •  How the right investments can transform how we build, maintain, and innovate for the future.

The conversation doesn’t stop here—connect and converse with our community via LinkedIn:

Music: "A New Tomorrow" by Chordial Music. Licensed through PremiumBeat.

]]> What if the construction industry is on the brink of a transformation as significant as the rise of the internet? With construction representing a massive portion of global GDP and a growing demand for infrastructure, how can innovation meet the challenge of a shrinking skilled labor force?

In this episode, Patric Hellermann and Shub Bhattacharya, co-founders of Foundamental and voices behind the Practical Nerds podcast, sit down with host Riccardo Cosentino to explain why they believe construction is the next major frontier for venture capital. They discuss how venture capital acts as a flywheel—fueling innovation, enabling founders, and driving customer adoption—and why patience and compounding value are crucial in this sector. Patric and Shub highlight the importance of understanding construction’s unique complexities, explain why AI should be seen as an enabler rather than the main solution, and examine how hidden innovations and new business models, like cloud manufacturing, are reshaping the industry.

“I really feel like we are in what I would describe as the equivalent of the internet 1.0 era in construction. Imagine you are somewhere, say 1994 or 1995, and someone tells you, there's an opportunity to be investing for the next decade or two in the internet. That would be a tremendous opportunity. Perhaps one of the greatest venture opportunities of a lifetime, maybe the greatest, right? I think it feels comparable. It feels very large. ” — Shub Bhattacharya

Key Takeaways

  • The broader macroeconomic and geopolitical trends influencing construction.
  • The sector’s massive demand growth, coupled with a shrinking labor supply, presents a once-in-a-lifetime opportunity for innovation.
  • True disruption often starts with solving "boring" but fundamental problems, compounding value over time.
  •  How the right investments can transform how we build, maintain, and innovate for the future.

The conversation doesn’t stop here—connect and converse with our community via LinkedIn:

Music: "A New Tomorrow" by Chordial Music. Licensed through PremiumBeat.

]]> Mon, 07 Apr 2025 05:00:00 -0400 Riccardo Cosentino Riccardo Cosentino 3667 What if the construction industry is on the brink of a transformation as significant as the rise of the internet? With construction representing a massive portion of global GDP and a growing demand for infrastructure, how can innovation meet the challenge of a shrinking skilled labor force? In this episode, Patric Hellermann and Shub Bhattacharya, co-founders of Foundamental and voices behind the Practical Nerds podcast, sit down with host Riccardo Cosentino to explain why they believe construction is the next major frontier for venture capital. They discuss how venture capital acts as a flywheel—fueling innovation, enabling founders, and driving customer adoption—and why patience and compounding value are crucial in this sector. Patric and Shub highlight the importance of understanding construction’s unique complexities, explain why AI should be seen as an enabler rather than the main solution, and examine how hidden innovations and new business models, like cloud manufacturing, are reshaping the industry. “I really feel like we are in what I would describe as the equivalent of the internet 1.0 era in construction. Imagine you are somewhere, say 1994 or 1995, and someone tells you, there's an opportunity to be investing for the next decade or two in the internet. That would be a tremendous opportunity. Perhaps one of the greatest venture opportunities of a lifetime, maybe the greatest, right? I think it feels comparable. It feels very large. ” — Shub Bhattacharya What if the construction industry is on the brink of a transformation as significant as the rise of the internet? With construction representing a massive portion of global GDP and a growing demand for infrastructure, how can innovation meet the challenge engineering project planning, budget management, change management, engineering design management, cost engineering, engineering project management software, engineering project budgeting, major project management, agile project management, leadership No Fostering Innovation Through Collaboration on Alliance Contracts with Jane Ogilvie 3 3 46 46 Fostering Innovation Through Collaboration on Alliance Contracts with Jane Ogilvie full 217124f7-0efd-4f14-ab5b-e7b7ab5455d2 https://navigatingmajorprogrammes.transistor.fm/s3/46 In this Master Builders episode of Navigating Major Programmes, hosts Riccardo Cosentino and Shormila Chatterjee challenge the mindset around alliance contracts with Jane Ogilvie, the Alliance Director of Toronto’s East Harbour Transit Hub Alliance and a 20-year veteran of major projects management in her home country of Australia. 

Jane shares the details of this collaborative approach—one that has long been popular in certain industries Down Under but is still quite new in Canada. From method variations to adopting an alliance contract model mid-project to the future of this framework in Canada and beyond, Jane’s insights highlight the benefits of abandoning an us-versus-them mentality in favour of more collaboration between project participants.

“I've ​worked ​on ​P3s ​and ​alliances ​and ​a ​lot ​in ​between, ​as ​I ​mentioned. ​And ​I ​think ​P3s ​still ​have ​their ​place. ​You ​know, ​I ​think ​you ​need ​a ​mix ​of ​the ​different ​styles ​of ​contracts, ​and ​you ​need ​to ​look ​at ​the ​risk ​profile ​of ​a ​project ​to ​see ​which ​one ​makes ​sense. ​You ​know, there are ​some ​types ​of ​contract ​where ​I ​would ​always ​say, ​you ​know, ​a ​P3 ​is ​probably ​a ​better ​model. ​And ​then ​there's ​ones ​that ​I'd ​say, ​obviously ​an ​alliance ​is ​a ​better ​way ​to ​go ​as ​an ​outcome. ​So ​as ​an ​owner, ​I ​think ​you ​need ​to ​look ​at ​that ​spectrum ​of ​where ​is ​the ​risk ​profile? ​How ​much ​of ​the ​risk ​can ​you ​share ​versus ​what's ​still ​a ​retained ​risk ​that ​you ​need ​to ​retain? ​As ​an ​owner, ​you ​can't ​push ​everything ​onto ​a ​contract.” - Jane Ogilvie

Key Takeaways:

  • The importance of having a legal framework to support collaboration in projects.
  • The demographic differences in the soft skills that best serve collaborative contract participants.
  • The benefits of combining and coordinating multiple alliances in a multi-discipline, large-scale project.
  • How alliance contracts can take project value beyond capital cost.
  • How to determine the ideal methodology for different types of projects.

The conversation doesn’t stop here—connect and converse with our community via LinkedIn:

Music: "A New Tomorrow" by Chordial Music. Licensed through PremiumBeat.

]]> In this Master Builders episode of Navigating Major Programmes, hosts Riccardo Cosentino and Shormila Chatterjee challenge the mindset around alliance contracts with Jane Ogilvie, the Alliance Director of Toronto’s East Harbour Transit Hub Alliance and a 20-year veteran of major projects management in her home country of Australia. 

Jane shares the details of this collaborative approach—one that has long been popular in certain industries Down Under but is still quite new in Canada. From method variations to adopting an alliance contract model mid-project to the future of this framework in Canada and beyond, Jane’s insights highlight the benefits of abandoning an us-versus-them mentality in favour of more collaboration between project participants.

“I've ​worked ​on ​P3s ​and ​alliances ​and ​a ​lot ​in ​between, ​as ​I ​mentioned. ​And ​I ​think ​P3s ​still ​have ​their ​place. ​You ​know, ​I ​think ​you ​need ​a ​mix ​of ​the ​different ​styles ​of ​contracts, ​and ​you ​need ​to ​look ​at ​the ​risk ​profile ​of ​a ​project ​to ​see ​which ​one ​makes ​sense. ​You ​know, there are ​some ​types ​of ​contract ​where ​I ​would ​always ​say, ​you ​know, ​a ​P3 ​is ​probably ​a ​better ​model. ​And ​then ​there's ​ones ​that ​I'd ​say, ​obviously ​an ​alliance ​is ​a ​better ​way ​to ​go ​as ​an ​outcome. ​So ​as ​an ​owner, ​I ​think ​you ​need ​to ​look ​at ​that ​spectrum ​of ​where ​is ​the ​risk ​profile? ​How ​much ​of ​the ​risk ​can ​you ​share ​versus ​what's ​still ​a ​retained ​risk ​that ​you ​need ​to ​retain? ​As ​an ​owner, ​you ​can't ​push ​everything ​onto ​a ​contract.” - Jane Ogilvie

Key Takeaways:

  • The importance of having a legal framework to support collaboration in projects.
  • The demographic differences in the soft skills that best serve collaborative contract participants.
  • The benefits of combining and coordinating multiple alliances in a multi-discipline, large-scale project.
  • How alliance contracts can take project value beyond capital cost.
  • How to determine the ideal methodology for different types of projects.

The conversation doesn’t stop here—connect and converse with our community via LinkedIn:

Music: "A New Tomorrow" by Chordial Music. Licensed through PremiumBeat.

]]> Mon, 24 Mar 2025 05:00:00 -0400 Riccardo Cosentino Riccardo Cosentino 2863 In this Master Builders episode of Navigating Major Programmes, hosts Riccardo Cosentino and Shormila Chatterjee challenge the mindset around alliance contracts with Jane Ogilvie, the Alliance Director of Toronto’s East Harbour Transit Hub Alliance and a 20-year veteran of major projects management in her home country of Australia. Jane shares the details of this collaborative approach—one that has long been popular in certain industries Down Under but is still quite new in Canada. From method variations to adopting an alliance contract model mid-project to the future of this framework in Canada and beyond, Jane’s insights highlight the benefits of abandoning an us-versus-them mentality in favour of more collaboration between project participants. “I've ​worked ​on ​P3s ​and ​alliances ​and ​a ​lot ​in ​between, ​as ​I ​mentioned. ​And ​I ​think ​P3s ​still ​have ​their ​place. ​You ​know, ​I ​think ​you ​need ​a ​mix ​of ​the ​different ​styles ​of ​contracts, ​and ​you ​need ​to ​look ​at ​the ​risk ​profile ​of ​a ​project ​to ​see ​which ​one ​makes ​sense. ​You ​know, ​uh, ​there ​is ​some ​types ​of ​contract ​where ​I ​would ​always ​say, ​you ​know, ​a ​P3 ​is ​probably ​a ​better ​model. ​And ​then ​there's ​ones ​that ​I'd ​say, ​obviously ​an ​alliance ​is ​a ​better ​way ​to ​go ​as ​an ​outcome. ​So ​as ​an ​owner, ​I ​think ​you ​need ​to ​look ​at ​that ​spectrum ​of ​where ​is ​the ​risk ​profile? ​How ​much ​of ​the ​risk ​can ​you ​share ​versus ​what's ​still ​a ​retained ​risk ​that ​you ​need ​to ​retain? ​As ​an ​owner, ​you ​can't ​push ​everything ​onto ​a ​contract.” - Jane Ogilvie In this Master Builders episode of Navigating Major Programmes, hosts Riccardo Cosentino and Shormila Chatterjee challenge the mindset around alliance contracts with Jane Ogilvie, the Alliance Director of Toronto’s East Harbour Transit Hub Alliance and a engineering project planning, budget management, change management, engineering design management, cost engineering, engineering project management software, engineering project budgeting, major project management, agile project management, leadership No Embracing AI to Transform Risk Management in Construction with Luigi La Corte 3 3 45 45 Embracing AI to Transform Risk Management in Construction with Luigi La Corte full f5207150-ca65-4214-a958-fcd165af1fd0 https://navigatingmajorprogrammes.transistor.fm/s3/45 Host Riccardo Cosentino sits down with Luigi La Corte, CEO and Co-Founder of Provision, a Toronto-based AI construction technology company. Luigi recounts his journey from working alongside his father’s contracting business to a role in P3 (Public-Private Partnerships) at Plenary, where he observed firsthand the mounting costs of construction disputes and claims. 

Driven by a desire to create positive change, Luigi launched Provision in 2022, evolving the venture through several pivots to its current mission—helping contractors and subcontractors identify and mitigate contractual risks early and effectively. 

Together, Riccardo and Luigi discuss the promise of AI in reducing disputes, optimizing processes, and ultimately aiming to put more profit into contractors’ pockets, thereby fueling a more innovative and rewarding construction industry for all.

" I do think the industry is very receptive. They want to solve problems. And I don't think AI is a lot of hype. I think what it's done, especially in construction, is it's helped people standardize. One of the biggest problems in construction is that a lot of the information is contained within PDFs and unstructured documents. But now you can create a taxonomy for each of those things and plug them into, you know, the respective workflow. That's magic. And then also, LLMs can emulate some level of human thought and exercise some discretion in a very specific sense." – Luigi La Corte

Key Takeaways

  • Why construction claims are costly: they consume 2–4% of project budgets, making early risk identification essential to save time and money.
  • How AI can streamline error-prone document reviews, improving accuracy and project efficiency 
  • How market feedback drives product evolution: Iterating based on real-world pain points leads to solutions that better meet user needs.
  • Why AI won’t solve every dispute is because its strength lies in reducing errors, identifying risks, and augmenting human expertise for higher-level tasks.
  • How contractor profitability fuels industry transformation: reinvesting gains in technology sparks innovation

The conversation doesn’t stop here—connect and converse with our community via LinkedIn:

Music: "A New Tomorrow" by Chordial Music. Licensed through PremiumBeat.

]]> Host Riccardo Cosentino sits down with Luigi La Corte, CEO and Co-Founder of Provision, a Toronto-based AI construction technology company. Luigi recounts his journey from working alongside his father’s contracting business to a role in P3 (Public-Private Partnerships) at Plenary, where he observed firsthand the mounting costs of construction disputes and claims. 

Driven by a desire to create positive change, Luigi launched Provision in 2022, evolving the venture through several pivots to its current mission—helping contractors and subcontractors identify and mitigate contractual risks early and effectively. 

Together, Riccardo and Luigi discuss the promise of AI in reducing disputes, optimizing processes, and ultimately aiming to put more profit into contractors’ pockets, thereby fueling a more innovative and rewarding construction industry for all.

" I do think the industry is very receptive. They want to solve problems. And I don't think AI is a lot of hype. I think what it's done, especially in construction, is it's helped people standardize. One of the biggest problems in construction is that a lot of the information is contained within PDFs and unstructured documents. But now you can create a taxonomy for each of those things and plug them into, you know, the respective workflow. That's magic. And then also, LLMs can emulate some level of human thought and exercise some discretion in a very specific sense." – Luigi La Corte

Key Takeaways

  • Why construction claims are costly: they consume 2–4% of project budgets, making early risk identification essential to save time and money.
  • How AI can streamline error-prone document reviews, improving accuracy and project efficiency 
  • How market feedback drives product evolution: Iterating based on real-world pain points leads to solutions that better meet user needs.
  • Why AI won’t solve every dispute is because its strength lies in reducing errors, identifying risks, and augmenting human expertise for higher-level tasks.
  • How contractor profitability fuels industry transformation: reinvesting gains in technology sparks innovation

The conversation doesn’t stop here—connect and converse with our community via LinkedIn:

Music: "A New Tomorrow" by Chordial Music. Licensed through PremiumBeat.

]]> Mon, 10 Mar 2025 05:00:00 -0400 Riccardo Cosentino Riccardo Cosentino 2605 Host Riccardo Cosentino sits down with Luigi La Corte, CEO and Co-Founder of Provision, a Toronto-based AI construction technology company. Luigi recounts his journey from working alongside his father’s contracting business to a role in P3 (Public-Private Partnerships) at Plenary, where he observed firsthand the mounting costs of construction disputes and claims. Driven by a desire to create positive change, Luigi launched Provision in 2022, evolving the venture through several pivots to its current mission—helping contractors and subcontractors identify and mitigate contractual risks early and effectively. Together, Riccardo and Luigi discuss the promise of AI in reducing disputes, optimizing processes, and ultimately aiming to put more profit into contractors’ pockets, thereby fueling a more innovative and rewarding construction industry for all. " I do think the industry is very receptive. They want to solve problems. And I don't think AI is a lot of hype. I think what it's done, especially in construction, is it's helped people standardize. One of the biggest problems in construction is that a lot of the information is contained within PDFs and unstructured documents. But now you can create a taxonomy for each of those things and plug them into, you know, the respective workflow. That's magic. And then also, LLMs can emulate some level of human thought and exercise some discretion in a very specific sense." – Luigi La Corte Host Riccardo Cosentino sits down with Luigi La Corte, CEO and Co-Founder of Provision, a Toronto-based AI construction technology company. Luigi recounts his journey from working alongside his father’s contracting business to a role in P3 (Public-Private engineering project planning, budget management, change management, engineering design management, cost engineering, engineering project management software, engineering project budgeting, major project management, agile project management, leadership No The Human Side of Major Projects with Melissa Di Marco | Master Builders 3 3 44 44 The Human Side of Major Projects with Melissa Di Marco | Master Builders full 852155f2-960a-4d67-9874-b2177e117a4d https://navigatingmajorprogrammes.transistor.fm/s3/44 In this episode of Navigating Major Programmes, Riccardo Cosentino and co-host Shormila Chatterjee sit down with Melissa DeMarco, a seasoned construction and infrastructure leader with a PhD in construction management. With over 15 years of industry experience, Melissa has led projects across industrial, institutional, mining, and infrastructure sectors. Currently a partner at Accuracy, a boutique consulting firm, she has played a pivotal role in expanding the company’s infrastructure and energy practice in Canada and globally. 

She delves into her academic journey, including her groundbreaking PhD research on global project networks, which allowed her to work with major industry leaders and analyze the mindset shifts required for success in complex, multi-location projects.

"People think of construction as a hard science, but then I think the angle that you took, which is sort of the same angle that I studied on, it's a social science, because ultimately there's so many people, and as soon as you have an aggregation of so many people, it then becomes a social environment, rather than a hardcore technical environment." – Melissa DeMarco

Key Takeaways:

  • Melissa’s career path from academia to industry has shaped her unique approach to infrastructure leadership.
  • Success in major projects relies on both technical expertise and the ability to manage people effectively.
  • Building a business from the ground up requires a mix of strategic vision, resilience, and strong relationships.
  • Advancing in male-dominated industries takes both hard work and the confidence to advocate for leadership opportunities.

The conversation doesn’t stop here—connect and converse with our community via LinkedIn:

Music: "A New Tomorrow" by Chordial Music. Licensed through PremiumBeat.

]]> In this episode of Navigating Major Programmes, Riccardo Cosentino and co-host Shormila Chatterjee sit down with Melissa DeMarco, a seasoned construction and infrastructure leader with a PhD in construction management. With over 15 years of industry experience, Melissa has led projects across industrial, institutional, mining, and infrastructure sectors. Currently a partner at Accuracy, a boutique consulting firm, she has played a pivotal role in expanding the company’s infrastructure and energy practice in Canada and globally. 

She delves into her academic journey, including her groundbreaking PhD research on global project networks, which allowed her to work with major industry leaders and analyze the mindset shifts required for success in complex, multi-location projects.

"People think of construction as a hard science, but then I think the angle that you took, which is sort of the same angle that I studied on, it's a social science, because ultimately there's so many people, and as soon as you have an aggregation of so many people, it then becomes a social environment, rather than a hardcore technical environment." – Melissa DeMarco

Key Takeaways:

  • Melissa’s career path from academia to industry has shaped her unique approach to infrastructure leadership.
  • Success in major projects relies on both technical expertise and the ability to manage people effectively.
  • Building a business from the ground up requires a mix of strategic vision, resilience, and strong relationships.
  • Advancing in male-dominated industries takes both hard work and the confidence to advocate for leadership opportunities.

The conversation doesn’t stop here—connect and converse with our community via LinkedIn:

Music: "A New Tomorrow" by Chordial Music. Licensed through PremiumBeat.

]]> Mon, 24 Feb 2025 05:00:00 -0500 Riccardo Cosentino Riccardo Cosentino 2573 In this episode of Navigating Major Programmes, Riccardo Cosentino and co-host Shormila Chatterjee sit down with Melissa DeMarco, a seasoned construction and infrastructure leader with a PhD in construction management. With over 15 years of industry experience, Melissa has led projects across industrial, institutional, mining, and infrastructure sectors. Currently a partner at Accuracy, a boutique consulting firm, she has played a pivotal role in expanding the company’s infrastructure and energy practice in Canada and globally. She delves into her academic journey, including her groundbreaking PhD research on global project networks, which allowed her to work with major industry leaders and analyze the mindset shifts required for success in complex, multi-location projects. In this episode of Navigating Major Programmes, Riccardo Cosentino and co-host Shormila Chatterjee sit down with Melissa DeMarco, a seasoned construction and infrastructure leader with a PhD in construction management. With over 15 years of industry exper engineering project planning, budget management, change management, engineering design management, cost engineering, engineering project management software, engineering project budgeting, major project management, agile project management, leadership No Breaking The Bottleneck with Ali Mafi | S3 EP3 3 3 43 43 Breaking The Bottleneck with Ali Mafi | S3 EP3 full c2988bf0-379e-43f3-a341-d20d96b29d56 https://navigatingmajorprogrammes.transistor.fm/s3/43 Riccardo Cosentino welcomes Ali Mafi, an industry veteran whose career spans construction, automotive, and consultancy. Ali shares his journey from site engineer at Heathrow Airport’s Terminal 4 to leading transformative project management practices at Balfour Beatty, where he introduced innovative methodologies like critical chain management and lean principles. Drawing comparisons with the automotive sector, Ali emphasizes how better project monitoring, bottleneck identification, and accountability can improve outcomes in construction.

"My definition of project management is knowing the impact of every task on the end date, every day. If you don’t know that, you cannot manage the project. You’re managing tasks, or you’re managing resources, but you’re not managing the project." – Ali Mafi

Key Takeaways

  • Reshaping project management starts with daily monitoring of tasks driving the end date.
  • Time is the largest cost in construction projects, yet it is often mismanaged or overlooked.
  • Lessons from industries like automotive manufacturing highlight the value of lean principles and shorter feedback loops.
  • Complexity and uncertainty are inevitable, but they can be mitigated by prioritizing work and adopting adaptive strategies.

Links Mentioned

 

If you enjoyed this episode, make sure and give us a five star rating and leave us a review on iTunes, Podcast Addict, Podchaser or Castbox.

 

The conversation doesn’t stop here—connect and converse with our LinkedIn community: 

 

Music: "A New Tomorrow" by Chordial Music. Licensed through PremiumBeat.

]]> Riccardo Cosentino welcomes Ali Mafi, an industry veteran whose career spans construction, automotive, and consultancy. Ali shares his journey from site engineer at Heathrow Airport’s Terminal 4 to leading transformative project management practices at Balfour Beatty, where he introduced innovative methodologies like critical chain management and lean principles. Drawing comparisons with the automotive sector, Ali emphasizes how better project monitoring, bottleneck identification, and accountability can improve outcomes in construction.

"My definition of project management is knowing the impact of every task on the end date, every day. If you don’t know that, you cannot manage the project. You’re managing tasks, or you’re managing resources, but you’re not managing the project." – Ali Mafi

Key Takeaways

  • Reshaping project management starts with daily monitoring of tasks driving the end date.
  • Time is the largest cost in construction projects, yet it is often mismanaged or overlooked.
  • Lessons from industries like automotive manufacturing highlight the value of lean principles and shorter feedback loops.
  • Complexity and uncertainty are inevitable, but they can be mitigated by prioritizing work and adopting adaptive strategies.

Links Mentioned

 

If you enjoyed this episode, make sure and give us a five star rating and leave us a review on iTunes, Podcast Addict, Podchaser or Castbox.

 

The conversation doesn’t stop here—connect and converse with our LinkedIn community: 

 

Music: "A New Tomorrow" by Chordial Music. Licensed through PremiumBeat.

]]> Mon, 10 Feb 2025 05:00:00 -0500 Ali Mafi, Riccardo Cosentino Ali Mafi, Riccardo Cosentino 2396 Riccardo Cosentino welcomes Ali Mafi, an industry veteran whose career spans construction, automotive, and consultancy. Ali shares his journey from site engineer at Heathrow Airport’s Terminal 4 to leading transformative project management practices at Balfour Beatty, where he introduced innovative methodologies like critical chain management and lean principles. Drawing comparisons with the automotive sector, Ali emphasizes how better project monitoring, bottleneck identification, and accountability can improve outcomes in construction. "My definition of project management is knowing the impact of every task on the end date, every day. If you don’t know that, you cannot manage the project. You’re managing tasks, or you’re managing resources, but you’re not managing the project." – Ali Mafi Riccardo Cosentino welcomes Ali Mafi, an industry veteran whose career spans construction, automotive, and consultancy. Ali shares his journey from site engineer at Heathrow Airport’s Terminal 4 to leading transformative project management practices at Ba #constructionindustry, building information modeling, sustainable construction practices, ali, construction industry trends, construction safety protocols, #costestimation, #safetyprotocols, #sustainableconstruction, #buildinginformationmodeling, #constru No Building Value for Society with Chantal Sorel | Master Builders | S3 EP2 3 3 42 42 Building Value for Society with Chantal Sorel | Master Builders | S3 EP2 full 63b4299b-672c-4161-b2e7-b4af8a98c201 https://navigatingmajorprogrammes.transistor.fm/s3/42 In this Master Builders episode of Navigating Major Programmes, Riccardo Cosentino and co-host Shormila Chatterjee sit down with previous colleague and friend Chantal Sorel, a seasoned leader whose 30-year career spans architecture, project management, and executive roles across industries including infrastructure, mining, and social infrastructure. With extensive international experience and a commitment to delivering value through challenging projects, Chantal reflects on her journey and shares lessons from managing high-stakes initiatives like the McGill University Health Centre.

Chantal discusses the importance of breaking barriers as a woman in construction, fostering ethical collaboration, and adapting project management practices to meet evolving challenges. Her insights highlight the critical role of leadership, strategy, and societal impact in shaping the future of the industry.

"Project management is about maximizing the result with the resources you have. That’s it. My definition of project management is maximizing the result with the resources you have and using them in the best combination—the right capacity and to the right objective and the needs that you have to fulfill, and not detracting from that. And this is what it is about. So for me, it’s always been a passion. I said I’m a builder. And of course, I’ve practiced infrastructure all my career because, for me, it was a way to deliver value, value for society. I’m a bit of an idealist, but I think that society needs value, and we’re there to deliver value." – Chantal Sorel 

Key Takeaways

  • How resilience and expertise helped Chantal navigate leadership in traditionally male-dominated industries.
  • Why delivering value through infrastructure projects requires balancing strategy, collaboration, and societal impact.
  • How global experience and adaptability shape effective project management practices.
  • The evolving role of technology, including AI, in addressing the complexities of modern mega-projects.

The conversation doesn’t stop here—connect and converse with our community via LinkedIn:

Music: "A New Tomorrow" by Chordial Music. Licensed through PremiumBeat.

]]> In this Master Builders episode of Navigating Major Programmes, Riccardo Cosentino and co-host Shormila Chatterjee sit down with previous colleague and friend Chantal Sorel, a seasoned leader whose 30-year career spans architecture, project management, and executive roles across industries including infrastructure, mining, and social infrastructure. With extensive international experience and a commitment to delivering value through challenging projects, Chantal reflects on her journey and shares lessons from managing high-stakes initiatives like the McGill University Health Centre.

Chantal discusses the importance of breaking barriers as a woman in construction, fostering ethical collaboration, and adapting project management practices to meet evolving challenges. Her insights highlight the critical role of leadership, strategy, and societal impact in shaping the future of the industry.

"Project management is about maximizing the result with the resources you have. That’s it. My definition of project management is maximizing the result with the resources you have and using them in the best combination—the right capacity and to the right objective and the needs that you have to fulfill, and not detracting from that. And this is what it is about. So for me, it’s always been a passion. I said I’m a builder. And of course, I’ve practiced infrastructure all my career because, for me, it was a way to deliver value, value for society. I’m a bit of an idealist, but I think that society needs value, and we’re there to deliver value." – Chantal Sorel 

Key Takeaways

  • How resilience and expertise helped Chantal navigate leadership in traditionally male-dominated industries.
  • Why delivering value through infrastructure projects requires balancing strategy, collaboration, and societal impact.
  • How global experience and adaptability shape effective project management practices.
  • The evolving role of technology, including AI, in addressing the complexities of modern mega-projects.

The conversation doesn’t stop here—connect and converse with our community via LinkedIn:

Music: "A New Tomorrow" by Chordial Music. Licensed through PremiumBeat.

]]> Mon, 27 Jan 2025 05:00:00 -0500 Riccardo Cosentino Riccardo Cosentino 2481 In this Master Builders episode of Navigating Major Programmes, Riccardo Cosentino and co-host Shormila Chatterjee sit down with previous colleague and friend Chantal Sorel, a seasoned leader whose 30-year career spans architecture, project management, and executive roles across industries including infrastructure, mining, and social infrastructure. With extensive international experience and a commitment to delivering value through challenging projects, Chantal reflects on her journey and shares lessons from managing high-stakes initiatives like the McGill University Health Centre. Chantal discusses the importance of breaking barriers as a woman in construction, fostering ethical collaboration, and adapting project management practices to meet evolving challenges. Her insights highlight the critical role of leadership, strategy, and societal impact in shaping the future of the industry. "Project management is about maximizing the result with the resources you have. That’s it. My definition of project management is maximizing the result with the resources you have and using them in the best combination—the right capacity and to the right objective and the needs that you have to fulfill, and not detracting from that. And this is what it is about. So for me, it’s always been a passion. I said I’m a builder. And of course, I’ve practiced infrastructure all my career because, for me, it was a way to deliver value, value for society. I’m a bit of an idealist, but I think that society needs value, and we’re there to deliver value." – Chantal Sorel In this Master Builders episode of Navigating Major Programmes, Riccardo Cosentino and co-host Shormila Chatterjee sit down with previous colleague and friend Chantal Sorel, a seasoned leader whose 30-year career spans architecture, project management, an engineering project planning, budget management, change management, engineering design management, cost engineering, engineering project management software, engineering project budgeting, major project management, agile project management, leadership No Embracing Innovation and Elevating Major Programmes in 2025 and Beyond | S3 EP1 3 3 41 41 Embracing Innovation and Elevating Major Programmes in 2025 and Beyond | S3 EP1 full b075c5bb-08a4-43b1-ae5b-7ff504fc04af https://navigatingmajorprogrammes.transistor.fm/s3/41 Welcome back to Navigating Major Programmes and welcome to season 3 of our podcast! In this episode of Navigating Major Programmes, Riccardo Cosentino launches the third season by reflecting on the podcast’s journey and setting the stage for an exciting year ahead. From embracing the challenges of imposter syndrome to exploring transformative industry trends, Riccardo shares his vision for 2025 and how the podcast will continue to elevate the conversation around major programmes.

 

“I believe this is the year where technologies like AI, machine learning, and predictive analytics are no longer just the ‘next big thing’ but are truly embraced on a mass scale across the industry. It’s no longer about being curious about these technologies; it’s about fully accepting and harnessing their potential to drive real change. And that change will define the future of how we operate—from project management to risk assessment and, especially, preventive maintenance.” – Riccardo Cosentino

 

Key Takeaways

  • The transformative potential of AI and predictive analytics in preventive maintenance.
  • Insights from industry leaders on balancing innovation with legacy systems.
  • Embracing new skills and challenges for personal and professional growth.
  • A sneak peek at the new Preventive Maintenance vodcast series.

 

If you enjoyed this episode, make sure and give us a five star rating and leave us a review on iTunes, Podcast Addict, Podchaser or Castbox.

 

The conversation doesn’t stop here—connect and converse with our LinkedIn community: 

 

Music: "A New Tomorrow" by Chordial Music. Licensed through PremiumBeat.

]]> Welcome back to Navigating Major Programmes and welcome to season 3 of our podcast! In this episode of Navigating Major Programmes, Riccardo Cosentino launches the third season by reflecting on the podcast’s journey and setting the stage for an exciting year ahead. From embracing the challenges of imposter syndrome to exploring transformative industry trends, Riccardo shares his vision for 2025 and how the podcast will continue to elevate the conversation around major programmes.

 

“I believe this is the year where technologies like AI, machine learning, and predictive analytics are no longer just the ‘next big thing’ but are truly embraced on a mass scale across the industry. It’s no longer about being curious about these technologies; it’s about fully accepting and harnessing their potential to drive real change. And that change will define the future of how we operate—from project management to risk assessment and, especially, preventive maintenance.” – Riccardo Cosentino

 

Key Takeaways

  • The transformative potential of AI and predictive analytics in preventive maintenance.
  • Insights from industry leaders on balancing innovation with legacy systems.
  • Embracing new skills and challenges for personal and professional growth.
  • A sneak peek at the new Preventive Maintenance vodcast series.

 

If you enjoyed this episode, make sure and give us a five star rating and leave us a review on iTunes, Podcast Addict, Podchaser or Castbox.

 

The conversation doesn’t stop here—connect and converse with our LinkedIn community: 

 

Music: "A New Tomorrow" by Chordial Music. Licensed through PremiumBeat.

]]> Mon, 13 Jan 2025 05:00:00 -0500 Riccardo Cosentino Riccardo Cosentino 536 Welcome back to Navigating Major Programmes and welcome to season 3 of our podcast! In this episode of Navigating Major Programmes, Riccardo Cosentino launches the third season by reflecting on the podcast’s journey and setting the stage for an exciting year ahead. From embracing the challenges of imposter syndrome to exploring transformative industry trends, Riccardo shares his vision for 2025 and how the podcast will continue to elevate the conversation around major programmes. “I believe this is the year where technologies like AI, machine learning, and predictive analytics are no longer just the ‘next big thing’ but are truly embraced on a mass scale across the industry. It’s no longer about being curious about these technologies; it’s about fully accepting and harnessing their potential to drive real change. And that change will define the future of how we operate—from project management to risk assessment and, especially, preventive maintenance.” – Riccardo Cosentino Welcome back to Navigating Major Programmes and welcome to season 3 of our podcast! In this episode of Navigating Major Programmes, Riccardo Cosentino launches the third season by reflecting on the podcast’s journey and setting the stage for an exciting y technology trends, ai applications, future of ai, #aiapplications, #technologytrends, deep learning, neural networks, machine learning, #neuralnetworks, #ai, #artificialintelligence, ai, #futureofai, #datascience, artificial intelligence, #deeplearning, # No Here’s What I’ve Learned About Our Industry So Far with Riccardo Cosentino | S2 EP23 2 2 40 40 Here’s What I’ve Learned About Our Industry So Far with Riccardo Cosentino | S2 EP23 full ebc84663-77c9-4cb5-8cce-c597c6786c3f https://navigatingmajorprogrammes.transistor.fm/s2/40 In this episode of Navigating Major Programmes, Riccardo Cosentino wraps up season two by revisiting the key themes and groundbreaking insights that defined the season. From the transformative power of AI in project management to the essential role of human collaboration, Riccardo explores how major programmes are evolving and shares his vision for the future.

This season featured distinguished guests who brought fresh perspectives on technology, leadership, stakeholder management, and public perception. Riccardo reflects on these conversations, highlighting how AI-driven tools, digital twins, and predictive analytics are revolutionizing infrastructure projects while emphasizing the enduring importance of empathy, trust, and inclusivity.

“While AI and technology are reshaping how we plan and execute major programmes, it’s important to remember that success in infrastructure isn’t just about the tools we use—it’s about the people who bring these projects to life. As we navigated the complexities of infrastructure, we often touched on the human element that underpins successful project delivery.” – Riccardo Cosentino

 

Key Takeaways

  • The power of AI in forecasting and risk management
  • Fostering collaboration, diversity, and resilience within teams.
  • Reflections on trust and allyship as essential components of successful infrastructure projects.
  • The critical role of societal acceptance for the adoption of technologies like urban air mobility.

 

If you enjoyed this episode, make sure and give us a five star rating and leave us a review on iTunes, Podcast Addict, Podchaser or Castbox.

 

The conversation doesn’t stop here—connect and converse with our LinkedIn community: 

 

Music: "A New Tomorrow" by Chordial Music. Licensed through PremiumBeat.

]]> In this episode of Navigating Major Programmes, Riccardo Cosentino wraps up season two by revisiting the key themes and groundbreaking insights that defined the season. From the transformative power of AI in project management to the essential role of human collaboration, Riccardo explores how major programmes are evolving and shares his vision for the future.

This season featured distinguished guests who brought fresh perspectives on technology, leadership, stakeholder management, and public perception. Riccardo reflects on these conversations, highlighting how AI-driven tools, digital twins, and predictive analytics are revolutionizing infrastructure projects while emphasizing the enduring importance of empathy, trust, and inclusivity.

“While AI and technology are reshaping how we plan and execute major programmes, it’s important to remember that success in infrastructure isn’t just about the tools we use—it’s about the people who bring these projects to life. As we navigated the complexities of infrastructure, we often touched on the human element that underpins successful project delivery.” – Riccardo Cosentino

 

Key Takeaways

  • The power of AI in forecasting and risk management
  • Fostering collaboration, diversity, and resilience within teams.
  • Reflections on trust and allyship as essential components of successful infrastructure projects.
  • The critical role of societal acceptance for the adoption of technologies like urban air mobility.

 

If you enjoyed this episode, make sure and give us a five star rating and leave us a review on iTunes, Podcast Addict, Podchaser or Castbox.

 

The conversation doesn’t stop here—connect and converse with our LinkedIn community: 

 

Music: "A New Tomorrow" by Chordial Music. Licensed through PremiumBeat.

]]> Mon, 16 Dec 2024 05:00:00 -0500 Riccardo Cosentino Riccardo Cosentino 685 In this episode of Navigating Major Programmes, Riccardo Cosentino wraps up season two by revisiting the key themes and groundbreaking insights that defined the season. From the transformative power of AI in project management to the essential role of human collaboration, Riccardo explores how major programmes are evolving and shares his vision for the future. This season featured distinguished guests who brought fresh perspectives on technology, leadership, stakeholder management, and public perception. Riccardo reflects on these conversations, highlighting how AI-driven tools, digital twins, and predictive analytics are revolutionizing infrastructure projects while emphasizing the enduring importance of empathy, trust, and inclusivity. “While AI and technology are reshaping how we plan and execute major programmes, it’s important to remember that success in infrastructure isn’t just about the tools we use—it’s about the people who bring these projects to life. As we navigated the complexities of infrastructure, we often touched on the human element that underpins successful project delivery.” – Riccardo Cosentino In this episode of Navigating Major Programmes, Riccardo Cosentino wraps up season two by revisiting the key themes and groundbreaking insights that defined the season. From the transformative power of AI in project management to the essential role of hum collaboration in major programs, #programmanagement, #riskmanagement, ai-driven project risk management, #aiforecasting, #aiininfrastructure, digital transformation in construction, human element in infrastructure, #projectcollaboration, ai in infrastruct No Late and Over Budget: Alan Mosca on How AI is Transforming Risk Management |S2 EP22 2 2 39 39 Late and Over Budget: Alan Mosca on How AI is Transforming Risk Management |S2 EP22 full d4654fa4-f114-4e41-8d86-372e8994afac https://navigatingmajorprogrammes.transistor.fm/s2/39 In this episode of Navigating Major Programmes, Riccardo Cosentino sits down with Alan Mosca, CTO and Co-Founder of nPlan, to explore the intersection of artificial intelligence and project management. Alan shares his journey, from founding nPlan in 2017 to transforming how major programmes forecast and mitigate project risks using AI-powered tools.

Alan dives deep into the technicalities of nPlan’s innovative approach to project scheduling, risk assessment, and portfolio management. Through real-world applications and fascinating anecdotes, he discusses how AI can turn vast amounts of project data into actionable insights, paving the way for more proactive and informed decision-making in the infrastructure and construction sectors.

 

“You think about like you're starting a business, right? You start from what's a problem that you want to solve. And so we started from the end effectively. Problem that we want to solve is: why is it that when humans say that they're going to build something or do a project it then almost invariably takes twice as long and four times the amount of money than you said it was going to take.” – Alan Mosca

 

Key Takeaways:

  • How AI models like nPlan's transform static project schedules into dynamic tools that anticipate risks and propose proactive solutions
  • How leveraging historical project data helps refine forecasts and improve project outcomes
  • The role of culture in project success—aligning incentives and fostering transparency between teams and stakeholders can break down silos and create trust
  • Unlocking efficiency with AI-generated schedules—could this give your team the edge in competitive bidding and execution?

 

If you enjoyed this episode, make sure and give us a five star rating and leave us a review on iTunes, Podcast Addict, Podchaser or Castbox. https://lovethepodcast.com/NavigatingMajorProgrammesPod

 

The conversation doesn’t stop here—connect and converse with our LinkedIn community: 

 

Music: "A New Tomorrow" by Chordial Music. Licensed through PremiumBeat.

]]> In this episode of Navigating Major Programmes, Riccardo Cosentino sits down with Alan Mosca, CTO and Co-Founder of nPlan, to explore the intersection of artificial intelligence and project management. Alan shares his journey, from founding nPlan in 2017 to transforming how major programmes forecast and mitigate project risks using AI-powered tools.

Alan dives deep into the technicalities of nPlan’s innovative approach to project scheduling, risk assessment, and portfolio management. Through real-world applications and fascinating anecdotes, he discusses how AI can turn vast amounts of project data into actionable insights, paving the way for more proactive and informed decision-making in the infrastructure and construction sectors.

 

“You think about like you're starting a business, right? You start from what's a problem that you want to solve. And so we started from the end effectively. Problem that we want to solve is: why is it that when humans say that they're going to build something or do a project it then almost invariably takes twice as long and four times the amount of money than you said it was going to take.” – Alan Mosca

 

Key Takeaways:

  • How AI models like nPlan's transform static project schedules into dynamic tools that anticipate risks and propose proactive solutions
  • How leveraging historical project data helps refine forecasts and improve project outcomes
  • The role of culture in project success—aligning incentives and fostering transparency between teams and stakeholders can break down silos and create trust
  • Unlocking efficiency with AI-generated schedules—could this give your team the edge in competitive bidding and execution?

 

If you enjoyed this episode, make sure and give us a five star rating and leave us a review on iTunes, Podcast Addict, Podchaser or Castbox. https://lovethepodcast.com/NavigatingMajorProgrammesPod

 

The conversation doesn’t stop here—connect and converse with our LinkedIn community: 

 

Music: "A New Tomorrow" by Chordial Music. Licensed through PremiumBeat.

]]> Mon, 02 Dec 2024 05:00:00 -0500 Riccardo Cosentino, Alan Masco Riccardo Cosentino, Alan Masco 2650 In this episode of Navigating Major Programmes, Riccardo Cosentino sits down with Alan Mosca, CTO and Co-Founder of nPlan, to explore the intersection of artificial intelligence and project management. Alan shares his journey, from founding nPlan in 2017 to transforming how major programmes forecast and mitigate project risks using AI-powered tools. Alan dives deep into the technicalities of nPlan’s innovative approach to project scheduling, risk assessment, and portfolio management. Through real-world applications and fascinating anecdotes, he discusses how AI can turn vast amounts of project data into actionable insights, paving the way for more proactive and informed decision-making in the infrastructure and construction sectors. “You think about like you're starting a business, right? You start from what's a problem that you want to solve. And so we started from the end effectively. Problem that we want to solve is: why is it that when humans say that they're going to build something or do a project it then almost invariably takes twice as long and four times the amount of money than you said it was going to take.” – Alan Mosca In this episode of Navigating Major Programmes, Riccardo Cosentino sits down with Alan Mosca, CTO and Co-Founder of nPlan, to explore the intersection of artificial intelligence and project management. Alan shares his journey, from founding nPlan in 2017 machine learning in construction, ai-driven scheduling, ai in construction management, #projectexecution, alan, #probabilisticmodeling, #aidriventools, schedule generation software, probabilistic modeling, predictive analytics for projects, #schedulegener No Judy Wilson’s Legacy: Leadership and Legacy with Marianne Smith | Master Builder Series | S2 EP21 2 2 38 38 Judy Wilson’s Legacy: Leadership and Legacy with Marianne Smith | Master Builder Series | S2 EP21 full 34e02a05-be60-4232-9d90-bf247d67765b https://navigatingmajorprogrammes.transistor.fm/s2/38 In this special Master Builders episode of Navigating Major Programmes, Riccardo Cosentino and co-host Shormila Chatterjee are joined by Marianne Smith, a distinguished partner at Blakes National Infrastructure Group, to celebrate her remarkable career and pay tribute to Judy Wilson, a trailblazer in Canada’s infrastructure industry. Judy, a world-renowned procurement lawyer and a champion for diversity, left an indelible mark on the sector before her passing. This episode honors her legacy while highlighting Marianne’s own contributions as one of Judy’s closest mentees.

With over 20 years of experience in infrastructure and procurement law, Marianne has played a pivotal role in shaping public-private partnerships (P3s) across Canada. She shares her journey from working alongside Judy to becoming a leader in the field, emphasizing how mentorship and advocacy for diversity have been central to her success.

"Judy was a champion of diversity. She was an ally before we had the nomenclature of what an ally is.  She used her power, authority, influence. Not just selfishly, but also to promote, women, people of color, anyone who might've felt, that they didn't belong in the boardroom or around the table, talking about tough, infrastructure type issues. She really did impact so many people in that way." – Marianne Smith

Key Takeaways:

  • Judy’s approach challenges with creativity, focus on client needs, and advocate for diversity to drive meaningful change
  • How to leverage your expertise to develop frameworks and processes that can become industry benchmarks.
  • How to build inclusive environments that encourage collaboration and empower diverse teams to succeed.
  • Why investing in mentorship by sharing knowledge and supporting the growth of future leaders.

 

If you enjoyed this episode, make sure and give us a five star rating and leave us a review on iTunes, Podcast Addict, Podchaser or Castbox.

 

The conversation doesn’t stop here—connect and converse with our LinkedIn community:

 

Music: "A New Tomorrow" by Chordial Music. Licensed through PremiumBeat.

]]> In this special Master Builders episode of Navigating Major Programmes, Riccardo Cosentino and co-host Shormila Chatterjee are joined by Marianne Smith, a distinguished partner at Blakes National Infrastructure Group, to celebrate her remarkable career and pay tribute to Judy Wilson, a trailblazer in Canada’s infrastructure industry. Judy, a world-renowned procurement lawyer and a champion for diversity, left an indelible mark on the sector before her passing. This episode honors her legacy while highlighting Marianne’s own contributions as one of Judy’s closest mentees.

With over 20 years of experience in infrastructure and procurement law, Marianne has played a pivotal role in shaping public-private partnerships (P3s) across Canada. She shares her journey from working alongside Judy to becoming a leader in the field, emphasizing how mentorship and advocacy for diversity have been central to her success.

"Judy was a champion of diversity. She was an ally before we had the nomenclature of what an ally is.  She used her power, authority, influence. Not just selfishly, but also to promote, women, people of color, anyone who might've felt, that they didn't belong in the boardroom or around the table, talking about tough, infrastructure type issues. She really did impact so many people in that way." – Marianne Smith

Key Takeaways:

  • Judy’s approach challenges with creativity, focus on client needs, and advocate for diversity to drive meaningful change
  • How to leverage your expertise to develop frameworks and processes that can become industry benchmarks.
  • How to build inclusive environments that encourage collaboration and empower diverse teams to succeed.
  • Why investing in mentorship by sharing knowledge and supporting the growth of future leaders.

 

If you enjoyed this episode, make sure and give us a five star rating and leave us a review on iTunes, Podcast Addict, Podchaser or Castbox.

 

The conversation doesn’t stop here—connect and converse with our LinkedIn community:

 

Music: "A New Tomorrow" by Chordial Music. Licensed through PremiumBeat.

]]> Mon, 18 Nov 2024 05:00:00 -0500 Riccardo Cosentino, Marianne Smith, Judy Wilson Riccardo Cosentino, Marianne Smith, Judy Wilson 2372 In this special Master Builders episode of Navigating Major Programmes, Riccardo Cosentino and co-host Shormila Chatterjee are joined by Marianne Smith, a distinguished partner at Blakes National Infrastructure Group, to celebrate her remarkable career and pay tribute to Judy Wilson, a trailblazer in Canada’s infrastructure industry. Judy, a world-renowned procurement lawyer and a champion for diversity, left an indelible mark on the sector before her passing. This episode honors her legacy while highlighting Marianne’s own contributions as one of Judy’s closest mentees. With over 20 years of experience in infrastructure and procurement law, Marianne has played a pivotal role in shaping public-private partnerships (P3s) across Canada. She shares her journey from working alongside Judy to becoming a leader in the field, emphasizing how mentorship and advocacy for diversity have been central to her success. "Judy was a champion of diversity. She was an ally before we had the nomenclature of what an ally is.  She used her power, authority, influence. Not just selfishly, but also to promote, women, people of color, anyone who might've felt, that they didn't belong in the boardroom or around the table, talking about tough, infrastructure type issues. She really did impact so many people in that way." – Marianne Smith In this special Master Builders episode of Navigating Major Programmes, Riccardo Cosentino and co-host Shormila Chatterjee are joined by Marianne Smith, a distinguished partner at Blakes National Infrastructure Group, to celebrate her remarkable career an p3 transactions, mentorship in law, diversity and allyship, #canadianinfrastructure, canadian law firm, #realestatelaw, procurement law, wilson, #majorprojects, #blakeslaw, judy, #diversitychampion, master builder podcast, judy wilson, major projects, cor No The Importance of Thought Leadership with Mikaila Kukurudza | S2 EP20 2 2 37 37 The Importance of Thought Leadership with Mikaila Kukurudza | S2 EP20 full df65b2ad-1320-4456-bc70-c80deb3fd249 https://navigatingmajorprogrammes.transistor.fm/s2/37 In this episode of Navigating Major Programmes, Riccardo Cosentino sits down with Mikaila Kukurudza to explore the significance of thought leadership—and some of the biggest mistakes professionals make on LinkedIn.

Mikaila Kukurudza, founder of Colada Marketing Ltd., has been instrumental in helping both people and brands tell their stories, including working with Riccardo over the last three years. If you’ve come across any of Riccardo’s LinkedIn articles, chances are, Mikaila is the pen behind them. Is hiring a ghostwriter unethical? Why does personal branding matter for the infrastructure industry—and beyond? And how do social media platforms shape major programs? Riccardo and Mikaila dive into all this and more.

“You already have a personal brand, whether you like it or not. It’s just a matter of whether you’re going to define and refine it into something you’re happy with. For anyone listening—even if you’re not actively posting on LinkedIn—you already have a personal brand. It’s up to you to shape it into how you want to be represented online.” — Mikaila Kukurudza

 

Key Takeaways:

  • Riccardo’s thought leadership journey: from posting to podcasting.
  • The controversy and value of ghostwriting.
  • Grab a pen, here’s your 10-minute LinkedIn checklist for building your online presence.
  • The vulnerability of personal branding—do vanity analytics really matter?

 

If you enjoyed this episode, make sure and give us a five star rating and leave us a review on iTunes, Podcast Addict, Podchaser or Castbox.

 

The conversation doesn’t stop here—connect and converse with our LinkedIn community:

 

Music: "A New Tomorrow" by Chordial Music. Licensed through PremiumBeat.

]]> In this episode of Navigating Major Programmes, Riccardo Cosentino sits down with Mikaila Kukurudza to explore the significance of thought leadership—and some of the biggest mistakes professionals make on LinkedIn.

Mikaila Kukurudza, founder of Colada Marketing Ltd., has been instrumental in helping both people and brands tell their stories, including working with Riccardo over the last three years. If you’ve come across any of Riccardo’s LinkedIn articles, chances are, Mikaila is the pen behind them. Is hiring a ghostwriter unethical? Why does personal branding matter for the infrastructure industry—and beyond? And how do social media platforms shape major programs? Riccardo and Mikaila dive into all this and more.

“You already have a personal brand, whether you like it or not. It’s just a matter of whether you’re going to define and refine it into something you’re happy with. For anyone listening—even if you’re not actively posting on LinkedIn—you already have a personal brand. It’s up to you to shape it into how you want to be represented online.” — Mikaila Kukurudza

 

Key Takeaways:

  • Riccardo’s thought leadership journey: from posting to podcasting.
  • The controversy and value of ghostwriting.
  • Grab a pen, here’s your 10-minute LinkedIn checklist for building your online presence.
  • The vulnerability of personal branding—do vanity analytics really matter?

 

If you enjoyed this episode, make sure and give us a five star rating and leave us a review on iTunes, Podcast Addict, Podchaser or Castbox.

 

The conversation doesn’t stop here—connect and converse with our LinkedIn community:

 

Music: "A New Tomorrow" by Chordial Music. Licensed through PremiumBeat.

]]> Mon, 04 Nov 2024 05:00:00 -0500 Riccardo Cosentino, Mikaila Kukurudza Riccardo Cosentino, Mikaila Kukurudza 2851 In this episode of Navigating Major Programmes, Riccardo Cosentino sits down with Mikaila Kukurudza to explore the significance of thought leadership—and some of the biggest mistakes professionals make on LinkedIn. Mikaila Kukurudza, founder of Colada Marketing Ltd., has been instrumental in helping both people and brands tell their stories, including working with Riccardo over the last three years. If you’ve come across any of Riccardo’s LinkedIn articles, chances are, Mikaila is the pen behind them. Is hiring a ghostwriter unethical? Why does personal branding matter for the infrastructure industry—and beyond? And how do social media platforms shape major programs? Riccardo and Mikaila dive into all this and more. “You already have a personal brand, whether you like it or not. It’s just a matter of whether you’re going to define and refine it into something you’re happy with. For anyone listening—even if you’re not actively posting on LinkedIn—you already have a personal brand. It’s up to you to shape it into how you want to be represented online.” — Mikaila Kukurudza In this episode of Navigating Major Programmes, Riccardo Cosentino sits down with Mikaila Kukurudza to explore the significance of thought leadership—and some of the biggest mistakes professionals make on LinkedIn. Mikaila Kukurudza, founder of Colada Ma #brandawareness, #userexperience, coladamarketing.com, full-service creative agency, #marketingcasestudy, hospitality marketing, #digitalmarketing, digital marketing solutions, mikaila, mikaila kukurudza, small business support, user experience, brand awa No Strategic Connections: Annie Goodchild’s Blueprint for Stakeholder Success | S2 EP19 2 2 36 36 Strategic Connections: Annie Goodchild’s Blueprint for Stakeholder Success | S2 EP19 full 7c9d418e-29dc-4c4b-ae4e-28cf8717a554 https://navigatingmajorprogrammes.transistor.fm/s2/36 In this episode of Navigating Major Programmes, Riccardo Cosentino sits down with Annie Goodchild, a passionate advocate for inclusivity in major projects. As a trans, non-binary professional in the infrastructure industry, Annie shares insights on industry resilience, stakeholder management, and the value of diverse perspectives in shaping successful projects. The duo discusses all this, plus the role of public inquiries in major projects. 

Annie Goodchild brings a wealth of experience in communications and stakeholder outreach, driving strategic initiatives for complex infrastructure projects across Canada. As the Director of Communications and Stakeholder Outreach at Kiewit, they currently lead efforts on Ottawa’s Confederation Line extensions, focusing on building essential relationships for project success. Known for their commitment to teamwork, learning, and connection, Annie believes that true progress happens when everyone moves forward together.

“We are the eyes and ears in many ways of how the project's going to do everywhere else, but in the very boardroom that it's executed from, and that those outside forces, the climate around the boardroom affects the boardroom more than sometimes they'd like. So let us help. Let us be in the room. Let us share our understanding of what's coming and help us plan a mitigation around any problems we might see, because that's our ultimate benefit to the major project." – Annie Goodchild

 

Key Takeaways:

  • Annie’s journey into major projects and the importance of diversity in creating resilient teams.
  •  How proactive and transparent stakeholder management can build trust and transform community relationships, revealing insights that could redefine your approach to major projects.
  • How embracing diverse perspectives enhances the problem-solving capabilities of major projects.
  • The role of allies in creating a more inclusive and supportive industry for marginalized groups, from a trans perspective.

 

If you enjoyed this episode, make sure and give us a five star rating and leave us a review on iTunes, Podcast Addict, Podchaser or Castbox.

Mentioned Links:

The conversation doesn’t stop here—connect and converse with our LinkedIn community: 

 

Music: "A New Tomorrow" by Chordial Music. Licensed through PremiumBeat.

]]> In this episode of Navigating Major Programmes, Riccardo Cosentino sits down with Annie Goodchild, a passionate advocate for inclusivity in major projects. As a trans, non-binary professional in the infrastructure industry, Annie shares insights on industry resilience, stakeholder management, and the value of diverse perspectives in shaping successful projects. The duo discusses all this, plus the role of public inquiries in major projects. 

Annie Goodchild brings a wealth of experience in communications and stakeholder outreach, driving strategic initiatives for complex infrastructure projects across Canada. As the Director of Communications and Stakeholder Outreach at Kiewit, they currently lead efforts on Ottawa’s Confederation Line extensions, focusing on building essential relationships for project success. Known for their commitment to teamwork, learning, and connection, Annie believes that true progress happens when everyone moves forward together.

“We are the eyes and ears in many ways of how the project's going to do everywhere else, but in the very boardroom that it's executed from, and that those outside forces, the climate around the boardroom affects the boardroom more than sometimes they'd like. So let us help. Let us be in the room. Let us share our understanding of what's coming and help us plan a mitigation around any problems we might see, because that's our ultimate benefit to the major project." – Annie Goodchild

 

Key Takeaways:

  • Annie’s journey into major projects and the importance of diversity in creating resilient teams.
  •  How proactive and transparent stakeholder management can build trust and transform community relationships, revealing insights that could redefine your approach to major projects.
  • How embracing diverse perspectives enhances the problem-solving capabilities of major projects.
  • The role of allies in creating a more inclusive and supportive industry for marginalized groups, from a trans perspective.

 

If you enjoyed this episode, make sure and give us a five star rating and leave us a review on iTunes, Podcast Addict, Podchaser or Castbox.

Mentioned Links:

The conversation doesn’t stop here—connect and converse with our LinkedIn community: 

 

Music: "A New Tomorrow" by Chordial Music. Licensed through PremiumBeat.

]]> Mon, 21 Oct 2024 05:00:00 -0400 Riccardo Cosentino, Annie Goodchild Riccardo Cosentino, Annie Goodchild 4610 In this episode of Navigating Major Programmes, Riccardo Cosentino sits down with Annie Goodchild, a passionate advocate for inclusivity in major projects. As a trans, non-binary professional in the infrastructure industry, Annie shares insights on industry resilience, stakeholder management, and the value of diverse perspectives in shaping successful projects. The duo discusses all this, plus the role of public inquiries in major projects. Annie Goodchild brings a wealth of experience in communications and stakeholder outreach, driving strategic initiatives for complex infrastructure projects across Canada. As the Director of Communications and Stakeholder Outreach at Kiewit, they currently lead efforts on Ottawa’s Confederation Line extensions, focusing on building essential relationships for project success. Known for their commitment to teamwork, learning, and connection, Annie believes that true progress happens when everyone moves forward together. “We are the eyes and ears in many ways of how the project's going to do everywhere else, but in the very boardroom that it's executed from, and that those outside forces, the climate around the boardroom affects the boardroom more than sometimes they'd like. So let us help. Let us be in the room. Let us share our understanding of what's coming and help us plan a mitigation around any problems we might see, because that's our ultimate benefit to the major project." – Annie Goodchild In this episode of Navigating Major Programmes, Riccardo Cosentino sits down with Annie Goodchild, a passionate advocate for inclusivity in major projects. As a trans, non-binary professional in the infrastructure industry, Annie shares insights on indust #transinclusion, trans inclusion in construction, #transgenderinclusion, #transgenderacceptance, #nonbinary, gender identity, diversity in major projects, #majorprojects, transgender rights, construction industry diversity, infrastructure project challeng No P3s, Projects, and People: Marni Dicker’s Blueprint for Success in Infrastructure | Master Builder Series | S2 EP18 2 2 35 35 P3s, Projects, and People: Marni Dicker’s Blueprint for Success in Infrastructure | Master Builder Series | S2 EP18 full 11dab5c6-0569-4aff-87f3-7c3b4db3cae4 https://navigatingmajorprogrammes.transistor.fm/s2/35 In this episode of Mastering Major Projects, Riccardo Cosentino and co-host Shormila Chatterjee sit down with Marni Dicker, a dynamic and bilingual senior executive recognized as one of Canada’s Top 100 Most Powerful Women and one of the Top 25 Most Influential Lawyers in the country. Marni’s accolades include the General Counsel Award for Business Achievement and the Premier’s Award of Excellence from the Province of Alberta for her groundbreaking work on the Calgary Courthouse Public-Private Partnership.

With an impressive background in corporate law and a strategic leadership role in the Canadian Premier League, Marni shares her extraordinary journey from criminal law to becoming a transformative figure in infrastructure and business strategy. Known for her ability to deliver projects on time and within budget, she discusses the importance of diversity and inclusion in leadership and her commitment to mentoring the next generation of female leaders.

"Remember, I knew nothing about construction and infrastructure engineering, and they would ask me a very substantive question. What would you do if this happened on one of your sites? And I did the following. I would certainly call external counsel who is specialized in that area, and I would ensure that we got the best advice. Basically, I was punting it down the line because I had no idea, none, how to answer their questions. What I quickly learned is that's what they liked. No one is expected to know everything you are supposed to be able to know how to use your resources, how to get the right expert advice." – Marni Dicker

 

Key Takeaways:

  • Career Evolution: Marni’s path from criminal law to leading major infrastructure projects, showcasing her adaptability and leadership across industries.
  • Public-Private Partnerships: Marni’s experience in structuring award-winning public-private partnerships, including her work on the Calgary Courthouse project.
  • Leadership in Infrastructure Development: From leading infrastructure for the Canadian Premier League to managing multimillion-dollar projects, Marni’s strategic and operational expertise is highlighted across sectors.
  • Mentorship and Diversity: Her role as a mentor and advocate for diversity, pushing for gender equality in leadership roles within traditionally male-dominated industries.Plus, insight into how Marni successfully balanced her demanding career while prioritizing her family life.

 

If you enjoyed this episode, make sure and give us a five star rating and leave us a review on iTunes, Podcast Addict, Podchaser or Castbox.

 

The conversation doesn’t stop here—connect and converse with our LinkedIn community: 

Music: "A New Tomorrow" by Chordial Music. Licensed through PremiumBeat.

]]> In this episode of Mastering Major Projects, Riccardo Cosentino and co-host Shormila Chatterjee sit down with Marni Dicker, a dynamic and bilingual senior executive recognized as one of Canada’s Top 100 Most Powerful Women and one of the Top 25 Most Influential Lawyers in the country. Marni’s accolades include the General Counsel Award for Business Achievement and the Premier’s Award of Excellence from the Province of Alberta for her groundbreaking work on the Calgary Courthouse Public-Private Partnership.

With an impressive background in corporate law and a strategic leadership role in the Canadian Premier League, Marni shares her extraordinary journey from criminal law to becoming a transformative figure in infrastructure and business strategy. Known for her ability to deliver projects on time and within budget, she discusses the importance of diversity and inclusion in leadership and her commitment to mentoring the next generation of female leaders.

"Remember, I knew nothing about construction and infrastructure engineering, and they would ask me a very substantive question. What would you do if this happened on one of your sites? And I did the following. I would certainly call external counsel who is specialized in that area, and I would ensure that we got the best advice. Basically, I was punting it down the line because I had no idea, none, how to answer their questions. What I quickly learned is that's what they liked. No one is expected to know everything you are supposed to be able to know how to use your resources, how to get the right expert advice." – Marni Dicker

 

Key Takeaways:

  • Career Evolution: Marni’s path from criminal law to leading major infrastructure projects, showcasing her adaptability and leadership across industries.
  • Public-Private Partnerships: Marni’s experience in structuring award-winning public-private partnerships, including her work on the Calgary Courthouse project.
  • Leadership in Infrastructure Development: From leading infrastructure for the Canadian Premier League to managing multimillion-dollar projects, Marni’s strategic and operational expertise is highlighted across sectors.
  • Mentorship and Diversity: Her role as a mentor and advocate for diversity, pushing for gender equality in leadership roles within traditionally male-dominated industries.Plus, insight into how Marni successfully balanced her demanding career while prioritizing her family life.

 

If you enjoyed this episode, make sure and give us a five star rating and leave us a review on iTunes, Podcast Addict, Podchaser or Castbox.

 

The conversation doesn’t stop here—connect and converse with our LinkedIn community: 

Music: "A New Tomorrow" by Chordial Music. Licensed through PremiumBeat.

]]> Mon, 07 Oct 2024 05:00:00 -0400 Riccardo Cosentino, Marni Dicker, Shormila Chatterjee Riccardo Cosentino, Marni Dicker, Shormila Chatterjee 3094 In this episode of Mastering Major Projects, Riccardo Cosentino and co-host Shormila Chatterjee sit down with Marni Dicker, a dynamic and bilingual senior executive recognized as one of Canada’s Top 100 Most Powerful Women and one of the Top 25 Most Influential Lawyers in the country. Marni’s accolades include the General Counsel Award for Business Achievement and the Premier’s Award of Excellence from the Province of Alberta for her groundbreaking work on the Calgary Courthouse Public-Private Partnership. With an impressive background in corporate law and a strategic leadership role in the Canadian Premier League, Marni shares her extraordinary journey from criminal law to becoming a transformative figure in infrastructure and business strategy. Known for her ability to deliver projects on time and within budget, she discusses the importance of diversity and inclusion in leadership and her commitment to mentoring the next generation of female leaders. "Remember, I knew nothing about construction and infrastructure engineering, and they would ask me a very substantive question. What would you do if this happened on one of your sites? And I did the following. I would certainly call external counsel who is specialized in that area, and I would ensure that we got the best advice. Basically, I was punting it down the line because I had no idea, none, how to answer their questions. What I quickly learned is that's what they liked. No one is expected to know everything you are supposed to be able to know how to use your resources, how to get the right expert advice." – Marni Dicker In this episode of Mastering Major Projects, Riccardo Cosentino and co-host Shormila Chatterjee sit down with Marni Dicker, a dynamic and bilingual senior executive recognized as one of Canada’s Top 100 Most Powerful Women and one of the Top 25 Most Influ sports infrastructure, #worklifebalance, #femaleleadership, chief legal officer, canadian premier league, #majorprojects, #marnidicker, career growth, mentorship in business, professional success, commercial law, #womeninbusiness, female leadership, major No Revolutionizing Infrastructure: Unlocking AI’s Untapped Potential with Dev Amratia| S2 EP17 2 2 34 34 Revolutionizing Infrastructure: Unlocking AI’s Untapped Potential with Dev Amratia| S2 EP17 full fd0888c2-7ae9-4dcd-8252-ce91d44da6f2 https://navigatingmajorprogrammes.transistor.fm/s2/34 In this episode of Navigating Major Programmes, Riccardo Cosentino dives into an engaging conversation with AI visionary Dev Amratia, uncovering how AI is revolutionizing the infrastructure industry. Together, they explore the game-changing potential of harnessing data from over 760,000 global projects to forecast outcomes with precision, drastically improving risk management and efficiency. Dev reveals the untapped possibilities of AI, from smarter decision-making to reshaping the very way projects are delivered, offering insights that challenge traditional approaches and inspire a bold new future for infrastructure.

 

"What if we had the experience of 760,000 projects between the two of us and then worked on a project, wouldn’t we be hundreds of times more effective than we currently are?" – Dev Amratia

 

Dev is the Co-Founder and CEO of nPlan, where he is at the forefront of rethinking how project outcomes are forecasted and addressing risk in the built environment. With an aerospace engineering background and 9 years of capital project management experience, he combines both technical and commercial expertise to tackle complex challenges. Dev also co-authored the UK Government's AI Review (2017) and is a Chartered Engineer (CEng) through the Royal Institute of Mechanical Engineers.

 

Key Takeaways:

  • Why AI's full potential in project timelines, risks, and improvements is still untapped
  • How can the infrastructure industry overcome inefficiency and poor risk management when outdated methods, like fixed-price contracts based on incomplete data
  • The cultural shift  needed for AI adoption, with ground-level resistance requiring both top-down and bottom-up strategies
  • Data-driven decision-making is crucial for the infrastructure industry, as AI-facilitated collaboration and data sharing can improve project outcomes and reduce adversarial approaches.

 

If you enjoyed this episode, make sure and give us a five star rating and leave us a review on iTunes, Podcast Addict, Podchaser or Castbox.

 

The conversation doesn’t stop here—connect and converse with our LinkedIn community: 

 

Music: "A New Tomorrow" by Chordial Music. Licensed through PremiumBeat.

]]> In this episode of Navigating Major Programmes, Riccardo Cosentino dives into an engaging conversation with AI visionary Dev Amratia, uncovering how AI is revolutionizing the infrastructure industry. Together, they explore the game-changing potential of harnessing data from over 760,000 global projects to forecast outcomes with precision, drastically improving risk management and efficiency. Dev reveals the untapped possibilities of AI, from smarter decision-making to reshaping the very way projects are delivered, offering insights that challenge traditional approaches and inspire a bold new future for infrastructure.

 

"What if we had the experience of 760,000 projects between the two of us and then worked on a project, wouldn’t we be hundreds of times more effective than we currently are?" – Dev Amratia

 

Dev is the Co-Founder and CEO of nPlan, where he is at the forefront of rethinking how project outcomes are forecasted and addressing risk in the built environment. With an aerospace engineering background and 9 years of capital project management experience, he combines both technical and commercial expertise to tackle complex challenges. Dev also co-authored the UK Government's AI Review (2017) and is a Chartered Engineer (CEng) through the Royal Institute of Mechanical Engineers.

 

Key Takeaways:

  • Why AI's full potential in project timelines, risks, and improvements is still untapped
  • How can the infrastructure industry overcome inefficiency and poor risk management when outdated methods, like fixed-price contracts based on incomplete data
  • The cultural shift  needed for AI adoption, with ground-level resistance requiring both top-down and bottom-up strategies
  • Data-driven decision-making is crucial for the infrastructure industry, as AI-facilitated collaboration and data sharing can improve project outcomes and reduce adversarial approaches.

 

If you enjoyed this episode, make sure and give us a five star rating and leave us a review on iTunes, Podcast Addict, Podchaser or Castbox.

 

The conversation doesn’t stop here—connect and converse with our LinkedIn community: 

 

Music: "A New Tomorrow" by Chordial Music. Licensed through PremiumBeat.

]]> Mon, 23 Sep 2024 05:00:00 -0400 Riccardo Cosentino, Dev Amratia Riccardo Cosentino, Dev Amratia 2436 In this episode of Navigating Major Programmes, Riccardo Cosentino dives into an engaging conversation with AI visionary Dev Amratia, uncovering how AI is revolutionizing the infrastructure industry. Together, they explore the game-changing potential of harnessing data from over 760,000 global projects to forecast outcomes with precision, drastically improving risk management and efficiency. Dev reveals the untapped possibilities of AI, from smarter decision-making to reshaping the very way projects are delivered, offering insights that challenge traditional approaches and inspire a bold new future for infrastructure. "What if we had the experience of 760,000 projects between the two of us and then worked on a project, wouldn’t we be hundreds of times more effective than we currently are?" – Dev Amratia In this episode of Navigating Major Programmes, Riccardo Cosentino dives into an engaging conversation with AI visionary Dev Amratia, uncovering how AI is revolutionizing the infrastructure industry. Together, they explore the game-changing potential of h collaboration in construction, generative ai, data-driven project management, ai in business, ai automation, project risk management, #infrastructurepodcast, #aitrends, deep learning, major programme management, machine learning, construction industry inn No From Banking to Building with Vickie Turnbull | Master Builders Series | S2 EP16 2 2 33 33 From Banking to Building with Vickie Turnbull | Master Builders Series | S2 EP16 full 998ee83f-8d5f-4beb-9008-7d48ef44c7f4 https://navigatingmajorprogrammes.transistor.fm/s2/33 In this episode of Navigating Major Programmes, Riccardo Cosentino sits down with Vickie Turnbull, a trailblazer in infrastructure finance with over 35 years of experience in the banking industry. Vickie shares her unique journey from corporate banking to becoming a key figure in infrastructure finance, shedding light on her extensive work with leading Canadian banks like TD Securities and RBC. Now, in what she calls "Vickie 2.0," she remains deeply involved in the sector, leveraging her expertise in advisory roles and as a board member for Infrastructure Ontario.

Vickie also dives into her commitment to mentorship and advocacy for women in infrastructure, reflecting on her role in founding the Women's Infrastructure Network (WIN) and Women in Energy Canada (WIECAN). She emphasizes the importance of diversity and inclusion in infrastructure and discusses how these networks have evolved to support and empower women in the industry.

"I think that's one of the things I really love about the whole infrastructure space is it takes a village to get these transactions done. I think that's been part of the fun part for me is that I have so many different people that I talk through as I'm working on a transaction. Right? And you've got all these people that you can interact with. And again, you get that whole diversity. People are looking at things from various different ways. And at the end of the day, we've got these fabulous assets that are getting built for the use of Canadians and replacing, you know, things that really needed to be replaced. There's a lot more that still needs to be done. So I'm a part of it, but I don't see myself, like I, it's hard and I don't know whether that's just how I think through things, how I look at it, but I do really, like, it does take a village to get these things done and I couldn't do it alone on my own. Absolutely not." – Vickie Turnbull

Key Takeaways:

  • Vickie's journey from corporate banking to a leadership role in infrastructure finance
  • The genesis and growth of the Women's Infrastructure Network and Women in Energy Canada
  • Insights into navigating the complexities of infrastructure finance and project management
  • The evolving role of mentorship and diversity in the infrastructure sector
  • Strategies for fostering innovation and resilience in major programmes

 

If you enjoyed this episode, make sure and give us a five star rating and leave us a review on iTunes, Podcast Addict, Podchaser or Castbox.

 

The conversation doesn’t stop here—connect and converse with our LinkedIn community: 

 

 

Music: "A New Tomorrow" by Chordial Music. Licensed through PremiumBeat.

]]> In this episode of Navigating Major Programmes, Riccardo Cosentino sits down with Vickie Turnbull, a trailblazer in infrastructure finance with over 35 years of experience in the banking industry. Vickie shares her unique journey from corporate banking to becoming a key figure in infrastructure finance, shedding light on her extensive work with leading Canadian banks like TD Securities and RBC. Now, in what she calls "Vickie 2.0," she remains deeply involved in the sector, leveraging her expertise in advisory roles and as a board member for Infrastructure Ontario.

Vickie also dives into her commitment to mentorship and advocacy for women in infrastructure, reflecting on her role in founding the Women's Infrastructure Network (WIN) and Women in Energy Canada (WIECAN). She emphasizes the importance of diversity and inclusion in infrastructure and discusses how these networks have evolved to support and empower women in the industry.

"I think that's one of the things I really love about the whole infrastructure space is it takes a village to get these transactions done. I think that's been part of the fun part for me is that I have so many different people that I talk through as I'm working on a transaction. Right? And you've got all these people that you can interact with. And again, you get that whole diversity. People are looking at things from various different ways. And at the end of the day, we've got these fabulous assets that are getting built for the use of Canadians and replacing, you know, things that really needed to be replaced. There's a lot more that still needs to be done. So I'm a part of it, but I don't see myself, like I, it's hard and I don't know whether that's just how I think through things, how I look at it, but I do really, like, it does take a village to get these things done and I couldn't do it alone on my own. Absolutely not." – Vickie Turnbull

Key Takeaways:

  • Vickie's journey from corporate banking to a leadership role in infrastructure finance
  • The genesis and growth of the Women's Infrastructure Network and Women in Energy Canada
  • Insights into navigating the complexities of infrastructure finance and project management
  • The evolving role of mentorship and diversity in the infrastructure sector
  • Strategies for fostering innovation and resilience in major programmes

 

If you enjoyed this episode, make sure and give us a five star rating and leave us a review on iTunes, Podcast Addict, Podchaser or Castbox.

 

The conversation doesn’t stop here—connect and converse with our LinkedIn community: 

 

 

Music: "A New Tomorrow" by Chordial Music. Licensed through PremiumBeat.

]]> Mon, 09 Sep 2024 05:00:00 -0400 Riccardo Cosentino, Vickie Turnbull, Shormila Chatterjee Riccardo Cosentino, Vickie Turnbull, Shormila Chatterjee 2829 In this episode of Navigating Major Programmes, Riccardo Cosentino sits down with Vickie Turnbull, a trailblazer in infrastructure finance with over 35 years of experience in the banking industry. Vickie shares her unique journey from corporate banking to becoming a key figure in infrastructure finance, shedding light on her extensive work with leading Canadian banks like TD Securities and RBC. Now, in what she calls "Vickie 2.0," she remains deeply involved in the sector, leveraging her expertise in advisory roles and as a board member for Infrastructure Ontario. Vickie also dives into her commitment to mentorship and advocacy for women in infrastructure, reflecting on her role in founding the Women's Infrastructure Network (WIN) and Women in Energy Canada (WIECAN). She emphasizes the importance of diversity and inclusion in infrastructure and discusses how these networks have evolved to support and empower women in the industry. "I think that's one of the things I really love about the whole infrastructure space is it takes a village to get these transactions done. I think that's been part of the fun part for me is that I have so many different people that I talk through as I'm working on a transaction. Right? And you've got all these people that you can interact with. And again, you get that whole diversity. People are looking at things from various different ways. And at the end of the day, we've got these fabulous assets that are getting built for the use of Canadians and replacing, you know, things that really needed to be replaced. There's a lot more that still needs to be done. So I'm a part of it, but I don't see myself, like I, it's hard and I don't know whether that's just how I think through things, how I look at it, but I do really, like, it does take a village to get these things done and I couldn't do it alone on my own. Absolutely not." – Vickie Turnbull In this episode of Navigating Major Programmes, Riccardo Cosentino sits down with Vickie Turnbull, a trailblazer in infrastructure finance with over 35 years of experience in the banking industry. Vickie shares her unique journey from corporate banking to #infrastructureriskmanagement, #womeninleadership, #femaleleadership, #mentorshipinbanking, #canadianinfrastructure, mentorship in banking, project finance expert, infrastructure risk management, major programme management, vickie, infrastructure projects No Complex Projects: A New Approach | The Science of Complexity | S2 EP15 2 2 32 32 Complex Projects: A New Approach | The Science of Complexity | S2 EP15 full 6b3cf112-3315-4642-a5da-25af3869a597 https://navigatingmajorprogrammes.transistor.fm/s2/32 Host Riccardo Cosentino explores untapped knowledge in project management, drawing from his Oxford insights. This episode of Navigating Major Programmes delves into integrating social sciences and complex adaptive systems, addressing how minor changes can lead to significant impacts due to project complexity. Join Riccardo as he navigates through the complexities of project management, offering innovative solutions to embrace and manage these challenges effectively in a new mini series: The Science of Complexity. Could your approach to project management be outdated?

"I am convinced that, although we have achieved many incredible things already as project leaders and managers, there's something missing, something that's already out there in the world's knowledge that we're not using well enough." – Riccardo Cosentino

 

Steps for improving the management and understanding of complex, large-scale infrastructure projects:

  • Step one: Social sciences and complex adaptive systems.
  • Step two: Systems thinking.
  • Step three: A Betagon chart.
  • Step four: Finding a success criterion.
  • Step five: Network graphs.
  • Step six: Higher level network graphs.
  • Step seven: Digital twins.
  • Step eight: The Incerto.
  • Step nine: Digital twins.
  • Step ten: Composable systems.
  • Step eleven: Semantics and Ontologies

 

Mentioned Links:  

The Fifth Discipline: The Art & Practice of The Learning Organization (Recommended Reading)

How Understanding Systems Thinking Changed My Career (Riccardo’s LinkedIn Article)

Organizing for Work (Recommended Reading) 

Nassim Nicholas Taleb’s Published Works (Recommended Incerto Reading)

Digital Construction Ontologies 
 

 

If you enjoyed this episode, make sure and give us a five star rating and leave us a review on iTunes, Podcast Addict, Podchaser or Castbox.

 

The conversation doesn’t stop here—connect and converse with our LinkedIn community: 

Music: "A New Tomorrow" by Chordial Music. Licensed through PremiumBeat.

]]> Host Riccardo Cosentino explores untapped knowledge in project management, drawing from his Oxford insights. This episode of Navigating Major Programmes delves into integrating social sciences and complex adaptive systems, addressing how minor changes can lead to significant impacts due to project complexity. Join Riccardo as he navigates through the complexities of project management, offering innovative solutions to embrace and manage these challenges effectively in a new mini series: The Science of Complexity. Could your approach to project management be outdated?

"I am convinced that, although we have achieved many incredible things already as project leaders and managers, there's something missing, something that's already out there in the world's knowledge that we're not using well enough." – Riccardo Cosentino

 

Steps for improving the management and understanding of complex, large-scale infrastructure projects:

  • Step one: Social sciences and complex adaptive systems.
  • Step two: Systems thinking.
  • Step three: A Betagon chart.
  • Step four: Finding a success criterion.
  • Step five: Network graphs.
  • Step six: Higher level network graphs.
  • Step seven: Digital twins.
  • Step eight: The Incerto.
  • Step nine: Digital twins.
  • Step ten: Composable systems.
  • Step eleven: Semantics and Ontologies

 

Mentioned Links:  

The Fifth Discipline: The Art & Practice of The Learning Organization (Recommended Reading)

How Understanding Systems Thinking Changed My Career (Riccardo’s LinkedIn Article)

Organizing for Work (Recommended Reading) 

Nassim Nicholas Taleb’s Published Works (Recommended Incerto Reading)

Digital Construction Ontologies 
 

 

If you enjoyed this episode, make sure and give us a five star rating and leave us a review on iTunes, Podcast Addict, Podchaser or Castbox.

 

The conversation doesn’t stop here—connect and converse with our LinkedIn community: 

Music: "A New Tomorrow" by Chordial Music. Licensed through PremiumBeat.

]]> Mon, 26 Aug 2024 05:00:00 -0400 Riccardo Cosentino Riccardo Cosentino 1692 Host Riccardo Cosentino explores untapped knowledge in project management, drawing from his Oxford insights. This episode of Navigating Major Programmes delves into integrating social sciences and complex adaptive systems, addressing how minor changes can lead to significant impacts due to project complexity. Join Riccardo as he navigates through the complexities of project management, offering innovative solutions to embrace and manage these challenges effectively in a new mini series: The Science of Complexity. Could your approach to project management be outdated? "I am convinced that, although we have achieved many incredible things already as project leaders and managers, there's something missing, something that's already out there in the world's knowledge that we're not using well enough." – Riccardo Cosentino Host Riccardo Cosentino explores untapped knowledge in project management, drawing from his Oxford insights. This episode of Navigating Major Programmes delves into integrating social sciences and complex adaptive systems, addressing how minor changes can social science in projects, project complexity, network graphs in projects, complex adaptive systems, emerging project technologies, #systemsthinking, #majorprograms, digital twins in construction, #constructiontech, #digitaltwins, #projectleadership, maj No The AI Revolution in Major Programmes with David Porter | S2 EP14 2 2 31 31 The AI Revolution in Major Programmes with David Porter | S2 EP14 full 4775505f-16e1-411d-8315-cd207e22bdfe https://navigatingmajorprogrammes.transistor.fm/s2/31 In this episode of Navigating Major Programmes, Riccardo Cosentino chats with fellow Oxford MMPM alumnus David Porter about the game-changing potential of artificial intelligence in construction and project management. David shares how AI can drastically improve project forecasts and decision-making, even in an industry slow to adopt new technologies. He also discusses innovative strategies from his company, Octant AI, that tackle data management challenges and boost project performance. The AI revolution is here—will you be ready? Should AI be considered a general-purpose technology (GPT)?

 

"So, you know, this is a huge, huge change that we are facing. And there is going to be massive disruption, you know, like, I mean, there just is. And so those who learn to use the tool, like those who learned how to use an internal combustion engine to put an airplane in the sky, those people are the people who are going to be our leaders." – David Porter

 

David Porter brings a wealth of experience from the construction industry, having spent his entire career in this field. As the co-founder of Octant AI, he has been at the forefront of developing AI tools that enhance project performance and decision-making. His insights into the challenges and opportunities of integrating AI into construction projects provide a compelling narrative for the future of project management.

 

Key Takeaways:

  • The challenges and opportunities of applying AI in the construction industry
  • Understanding the capabilities and applications of Octant AI’s predictive tools
  • Overcoming data management hurdles in construction projects
  • The future of AI in major programmes and its potential to revolutionize the industry
  • Practical advice for integrating AI tools into existing project management frameworks

 

If you enjoyed this episode, make sure and give us a five star rating and leave us a review on iTunes, Podcast Addict, Podchaser or Castbox.

 

The conversation doesn’t stop here—connect and converse with our LinkedIn community: 

 

 

Music: "A New Tomorrow" by Chordial Music. Licensed through PremiumBeat.

]]> In this episode of Navigating Major Programmes, Riccardo Cosentino chats with fellow Oxford MMPM alumnus David Porter about the game-changing potential of artificial intelligence in construction and project management. David shares how AI can drastically improve project forecasts and decision-making, even in an industry slow to adopt new technologies. He also discusses innovative strategies from his company, Octant AI, that tackle data management challenges and boost project performance. The AI revolution is here—will you be ready? Should AI be considered a general-purpose technology (GPT)?

 

"So, you know, this is a huge, huge change that we are facing. And there is going to be massive disruption, you know, like, I mean, there just is. And so those who learn to use the tool, like those who learned how to use an internal combustion engine to put an airplane in the sky, those people are the people who are going to be our leaders." – David Porter

 

David Porter brings a wealth of experience from the construction industry, having spent his entire career in this field. As the co-founder of Octant AI, he has been at the forefront of developing AI tools that enhance project performance and decision-making. His insights into the challenges and opportunities of integrating AI into construction projects provide a compelling narrative for the future of project management.

 

Key Takeaways:

  • The challenges and opportunities of applying AI in the construction industry
  • Understanding the capabilities and applications of Octant AI’s predictive tools
  • Overcoming data management hurdles in construction projects
  • The future of AI in major programmes and its potential to revolutionize the industry
  • Practical advice for integrating AI tools into existing project management frameworks

 

If you enjoyed this episode, make sure and give us a five star rating and leave us a review on iTunes, Podcast Addict, Podchaser or Castbox.

 

The conversation doesn’t stop here—connect and converse with our LinkedIn community: 

 

 

Music: "A New Tomorrow" by Chordial Music. Licensed through PremiumBeat.

]]> Mon, 12 Aug 2024 05:00:00 -0400 Riccardo Cosentino, David Porter Riccardo Cosentino, David Porter 2062 In this episode of Navigating Major Programmes, Riccardo Cosentino chats with fellow Oxford MMPM alumnus David Porter about the game-changing potential of artificial intelligence in construction and project management. David shares how AI can drastically improve project forecasts and decision-making, even in an industry slow to adopt new technologies. He also discusses innovative strategies from his company, Octant AI, that tackle data management challenges and boost project performance. The AI revolution is here—will you be ready? Should AI be considered a general-purpose technology (GPT)? "So, you know, this is a huge, huge change that we are facing. And there is going to be massive disruption, you know, like, I mean, there just is. And so those who learn to use the tool, like those who learned how to use an internal combustion engine to put an airplane in the sky, those people are the people who are going to be our leaders." – David Porter In this episode of Navigating Major Programmes, Riccardo Cosentino chats with fellow Oxford MMPM alumnus David Porter about the game-changing potential of artificial intelligence in construction and project management. David shares how AI can drastically #constructionindustry, porter, octant ai, civil engineer, david porter, construction projects, #riskmanagement, construction industry, major programme management, machine learning, #datamanagement, oxford mmpm, ai in construction, project forecasting, ai No Concept to Concrete: Digital Twins in Major Programmes | S2 EP13 2 2 30 30 Concept to Concrete: Digital Twins in Major Programmes | S2 EP13 full 82f247f0-37e3-458d-abe0-c0008339b126 https://navigatingmajorprogrammes.transistor.fm/s2/30 Welcome to a special collaboration episode of the Navigating Major Programmes podcast featuring Henry Fenby-Taylor from the Digital Twin Fan Club. Joining them is Associate Professor Jenn MacArthur from Toronto Metropolitan University to discuss digital twins in major projects. They delve into complex programme management, emerging digital trends, AI's transformative power, and essential leadership for billion-dollar projects. The trio also explores the nuances of building information management (BIM), digital twins' practical uses, and sustainable practices shaping future cities.  

 

“But what if you could actually transfer learning from previous buildings into that one, from previous genericized systems into a new system. And you built in this online learning capability, that your twin was actually capable of learning what was typical for the building as the data came in. And then adapting those algorithms to be able to tune them to that building, with very, very little human intervention.” –  Jenn MacArthur

 

Key Takeaways:

  • Implementing digital twin technology in major programmes (real-time monitoring, predictive maintenance, and improved lifecycle management)
  • The role of local governance in driving sustainability initiatives and how city-led regulations and bylaws significantly influence the outcome
  • Interdisciplinary collaboration and the integration of BIM and AI to enhance decision-making
  • Adaptable and scalable solutions

 

Jenn MacArthur is an Associate Professor at Toronto Metropolitan University, specializing in mechanical engineering and sustainable infrastructure. Her career spans from energy and water management in India to leadership roles in design engineering and construction in Canada. In academia, she focuses on Building Information Management (BIM), AI, and digital twins, aiming to optimize building operations and energy use through advanced technology applications.

Henry Fenby-Taylor is the CEO of Athenophilia, where he assists clients on their digital transformation journey, creating software applications, digital twins, and information management capabilities. He also hosts the Digital Twin Fan Club podcast, exploring topics related to digital twins, AI, and the broader infrastructure industry. Henry is engaged in driving innovation and managing change within organizations, working closely with stakeholders to accelerate change and drive innovation.

 

 

If you enjoyed this episode, make sure and give us a five star rating and leave us a review on iTunes, Podcast Addict, Podchaser or Castbox.

 

The conversation doesn’t stop here—connect and converse with our LinkedIn community: 

 

Music: "A New Tomorrow" by Chordial Music. Licensed through PremiumBeat.

]]> Welcome to a special collaboration episode of the Navigating Major Programmes podcast featuring Henry Fenby-Taylor from the Digital Twin Fan Club. Joining them is Associate Professor Jenn MacArthur from Toronto Metropolitan University to discuss digital twins in major projects. They delve into complex programme management, emerging digital trends, AI's transformative power, and essential leadership for billion-dollar projects. The trio also explores the nuances of building information management (BIM), digital twins' practical uses, and sustainable practices shaping future cities.  

 

“But what if you could actually transfer learning from previous buildings into that one, from previous genericized systems into a new system. And you built in this online learning capability, that your twin was actually capable of learning what was typical for the building as the data came in. And then adapting those algorithms to be able to tune them to that building, with very, very little human intervention.” –  Jenn MacArthur

 

Key Takeaways:

  • Implementing digital twin technology in major programmes (real-time monitoring, predictive maintenance, and improved lifecycle management)
  • The role of local governance in driving sustainability initiatives and how city-led regulations and bylaws significantly influence the outcome
  • Interdisciplinary collaboration and the integration of BIM and AI to enhance decision-making
  • Adaptable and scalable solutions

 

Jenn MacArthur is an Associate Professor at Toronto Metropolitan University, specializing in mechanical engineering and sustainable infrastructure. Her career spans from energy and water management in India to leadership roles in design engineering and construction in Canada. In academia, she focuses on Building Information Management (BIM), AI, and digital twins, aiming to optimize building operations and energy use through advanced technology applications.

Henry Fenby-Taylor is the CEO of Athenophilia, where he assists clients on their digital transformation journey, creating software applications, digital twins, and information management capabilities. He also hosts the Digital Twin Fan Club podcast, exploring topics related to digital twins, AI, and the broader infrastructure industry. Henry is engaged in driving innovation and managing change within organizations, working closely with stakeholders to accelerate change and drive innovation.

 

 

If you enjoyed this episode, make sure and give us a five star rating and leave us a review on iTunes, Podcast Addict, Podchaser or Castbox.

 

The conversation doesn’t stop here—connect and converse with our LinkedIn community: 

 

Music: "A New Tomorrow" by Chordial Music. Licensed through PremiumBeat.

]]> Mon, 29 Jul 2024 05:00:00 -0400 Riccardo Cosentino, Henry Fenby-Taylor, Jenn MacArthur Riccardo Cosentino, Henry Fenby-Taylor, Jenn MacArthur 3924 Welcome to a special collaboration episode of the Navigating Major Programmes podcast featuring Henry Fenby-Taylor from the Digital Twin Fan Club. Joining them is Associate Professor Jen MacArthur from Toronto Metropolitan University to discuss digital twins in major projects. They delve into complex programme management, emerging digital trends, AI's transformative power, and essential leadership for billion-dollar projects. The trio also explores the nuances of building information management (BIM), digital twins' practical uses, and sustainable practices shaping future cities. “But what if you could actually transfer learning from previous buildings into that one, from previous genericized systems into a new system. And you built in this online learning capability, that your twin was actually capable of learning what was typical for the building as the data came in. And then adapting those algorithms to be able to tune them to that building, with very, very little human intervention.” – Jen MacArthur Welcome to a special collaboration episode of the Navigating Major Programmes podcast featuring Henry Fenby-Taylor from the Digital Twin Fan Club. Joining them is Associate Professor Jen MacArthur from Toronto Metropolitan University to discuss digital tw engineering project planning, budget management, change management, engineering design management, cost engineering, engineering project management software, engineering project budgeting, major project management, agile project management, leadership No I Duped Oxford With Riccardo Cosentino | S2 EP12 2 2 29 29 I Duped Oxford With Riccardo Cosentino | S2 EP12 full 2931a14e-0fb6-4426-ae9c-aade354e7b52 https://navigatingmajorprogrammes.transistor.fm/s2/29 Welcome to a very unique episode of Navigating Major Programmes, in which Riccardo Cosentino shares his biggest insecurities and how overcoming them kickstarted the turning point of his career in major programmes. As Riccardo shares his upbringing in Italy and how he ended up at an Oxford University graduation ceremony dumbfounded by how he got there, listen very carefully—and trust us, listen to the end for a shocking conclusion.

“My respect for Oxford diminished simply because I had fooled them into giving me a degree. How could the heart of world academics be so easily bamboozled by me?” –  Riccardo Cosentino

 

Key Takeaways:

  • The root of imposter syndrome
  • Why imposter syndrome and burnout go hand in hand
  • How redefining success ultimately leads to more success
  • And finally, did AI dupe you? And what does this mean for the future of not only our industry, but all industries.

 

If you enjoyed this episode, make sure and give us a five star rating and leave us a review on iTunes, Podcast Addict, Podchaser or Castbox.

 

The conversation doesn’t stop here—connect and converse with our LinkedIn community: 

Music: "A New Tomorrow" by Chordial Music. Licensed through PremiumBeat.

]]> Welcome to a very unique episode of Navigating Major Programmes, in which Riccardo Cosentino shares his biggest insecurities and how overcoming them kickstarted the turning point of his career in major programmes. As Riccardo shares his upbringing in Italy and how he ended up at an Oxford University graduation ceremony dumbfounded by how he got there, listen very carefully—and trust us, listen to the end for a shocking conclusion.

“My respect for Oxford diminished simply because I had fooled them into giving me a degree. How could the heart of world academics be so easily bamboozled by me?” –  Riccardo Cosentino

 

Key Takeaways:

  • The root of imposter syndrome
  • Why imposter syndrome and burnout go hand in hand
  • How redefining success ultimately leads to more success
  • And finally, did AI dupe you? And what does this mean for the future of not only our industry, but all industries.

 

If you enjoyed this episode, make sure and give us a five star rating and leave us a review on iTunes, Podcast Addict, Podchaser or Castbox.

 

The conversation doesn’t stop here—connect and converse with our LinkedIn community: 

Music: "A New Tomorrow" by Chordial Music. Licensed through PremiumBeat.

]]> Mon, 15 Jul 2024 05:00:00 -0400 Riccardo Cosentino Riccardo Cosentino 487 Welcome to a very unique episode of Navigating Major Programmes, in which Riccardo Cosentino shares his biggest insecurities and how overcoming them kickstarted the turning point of his career in major programmes. As Riccardo shares his upbringing in Italy and how he ended up at an Oxford University graduation ceremony dumbfounded by how he got there, listen very carefully—and trust us, listen to the end for a shocking conclusion. “My respect for Oxford diminished simply because I had fooled them into giving me a degree. How could the heart of world academics be so easily bamboozled by me?” – Riccardo Cosentino Welcome to a very unique episode of Navigating Major Programmes, in which Riccardo Cosentino shares his biggest insecurities and how overcoming them kickstarted the turning point of his career in major programmes. As Riccardo shares his upbringing in Ital #oxford, #worklifebalance, #italy, #verona, oxford university business school, journey, major, episode, project management podcast, #oxforduniversity, work, #england, oxford, conversation, #engineeringcareer, ai, verona, challenges, italy, impostor syndro No Unmanageably Difficult, Harvey Maylor on Systems Thinking | S2 EP11 2 2 28 28 Unmanageably Difficult, Harvey Maylor on Systems Thinking | S2 EP11 full 24b4fa59-fc5d-4c30-9882-9013cc0c7624 https://navigatingmajorprogrammes.transistor.fm/s2/28 Riccardo Cosentino and his co-host Corail Bourrelier Fabiani welcome Harvey Maylor, their esteemed professor from the MSc Major Programme Management at Oxford, to discuss the transformative power of systems thinking in major project management. Harvey Maylor, a leading academic and practitioner, shares his profound insights on harnessing systems thinking to navigate and resolve the intricate challenges inherent in large-scale projects.

 

“We just make life flipping difficult. And that, for me, is a great frustration that you see really bright, really energetic people really going at a problem, but because of the way the work is organized, it's just really difficult and that their insights, intelligence, energy just gets burnt up by pointless organizational things that don't add any value to them, the organization or the end user or indeed society. ” –  Harvey Maylor

 

Harvey Maylor combines over 25 years of industry experience with academic research to bring a unique perspective to project management. As an Associate Fellow at Saïd Business School, University of Oxford, and an Honorary Professor at the University of Warwick, Harvey focuses on project management, complexity, and performance. He advocates for practical methodologies like Agile and Lean to enhance project outcomes across various sectors.

 

Key Takeaways:

  • Understanding the fundamental principles of systems thinking and how they apply to major projects
  • Techniques to identify, analyze, and manage the complexities inherent in large-scale projects
  • Exploring how strategic misrepresentation and optimism bias affect project estimates and decision-making
  • The application of Agile, Lean, and other practical methodologies to manage and mitigate project risks
  • Effective strategies for managing diverse stakeholder groups and navigating political influences in large-scale projects

 

If you enjoyed this episode, make sure and give us a five star rating and leave us a review on iTunes, Podcast Addict, Podchaser or Castbox.

 

The conversation doesn’t stop here—connect and converse with our LinkedIn community: 

 

Music: "A New Tomorrow" by Chordial Music. Licensed through PremiumBeat.

]]> Riccardo Cosentino and his co-host Corail Bourrelier Fabiani welcome Harvey Maylor, their esteemed professor from the MSc Major Programme Management at Oxford, to discuss the transformative power of systems thinking in major project management. Harvey Maylor, a leading academic and practitioner, shares his profound insights on harnessing systems thinking to navigate and resolve the intricate challenges inherent in large-scale projects.

 

“We just make life flipping difficult. And that, for me, is a great frustration that you see really bright, really energetic people really going at a problem, but because of the way the work is organized, it's just really difficult and that their insights, intelligence, energy just gets burnt up by pointless organizational things that don't add any value to them, the organization or the end user or indeed society. ” –  Harvey Maylor

 

Harvey Maylor combines over 25 years of industry experience with academic research to bring a unique perspective to project management. As an Associate Fellow at Saïd Business School, University of Oxford, and an Honorary Professor at the University of Warwick, Harvey focuses on project management, complexity, and performance. He advocates for practical methodologies like Agile and Lean to enhance project outcomes across various sectors.

 

Key Takeaways:

  • Understanding the fundamental principles of systems thinking and how they apply to major projects
  • Techniques to identify, analyze, and manage the complexities inherent in large-scale projects
  • Exploring how strategic misrepresentation and optimism bias affect project estimates and decision-making
  • The application of Agile, Lean, and other practical methodologies to manage and mitigate project risks
  • Effective strategies for managing diverse stakeholder groups and navigating political influences in large-scale projects

 

If you enjoyed this episode, make sure and give us a five star rating and leave us a review on iTunes, Podcast Addict, Podchaser or Castbox.

 

The conversation doesn’t stop here—connect and converse with our LinkedIn community: 

 

Music: "A New Tomorrow" by Chordial Music. Licensed through PremiumBeat.

]]> Mon, 01 Jul 2024 05:00:00 -0400 Riccardo Cosentino, Harvey Maylor, Corail Bourrelier Fabiani Riccardo Cosentino, Harvey Maylor, Corail Bourrelier Fabiani 3633 Riccardo Cosentino and his co-host Corail Bourrelier Fabiani welcome Harvey Maylor, their esteemed professor from the MSc Major Programme Management at Oxford, to discuss the transformative power of systems thinking in major project management. Harvey Maylor, a leading academic and practitioner, shares his profound insights on harnessing systems thinking to navigate and resolve the intricate challenges inherent in large-scale projects. “We just make life flipping difficult. And that, for me, is a great frustration that you see really bright, really energetic people really going at a problem, but because of the way the work is organized, it's just really difficult and that their insights, intelligence, energy just gets burnt up by pointless organizational things that don't add any value to them, the organization or the end user or indeed society. ” – Harvey Maylor Riccardo Cosentino and his co-host Corail Bourrelier Fabiani welcome Harvey Maylor, their esteemed professor from the MSc Major Programme Management at Oxford, to discuss the transformative power of systems thinking in major project management. Harvey May system thinking, #sociopoliticalcomplexity, #oxforduniversity, corail bourrelier fabiani, corail bourrelier, #majorprojectleadershipacademy, #systemthinking, oxford university, #sensemaking, bourrelier, #structuralcomplexity, harvey, complexity assessment No A WINning Perspective | S2 EP10 2 2 27 27 A WINning Perspective | S2 EP10 full 54667f47-32c4-4ea3-a62e-018fb2d5a018 https://navigatingmajorprogrammes.transistor.fm/s2/27 On this week’s special episode of Navigating Major Programmes Riccardo Cossentino shares a conversation from his other podcast, A WINning Perspective: The WIN Canada Podcast. Riccardo sits down with three nominees of The Women’s Infrastructure Network (WIN) Canada WIN Awards: Divya Shah, Tamara Vrooman, and Kimberly Doran.

Despite working in senior roles in a male-dominated industry not designed for them, the panelists have achieved success and professional recognition. They share valuable insights and advice for transforming the industry from dry to progressive, and pose the question: Is it a dumb question or the next revolution in the industry? Along with expanding professional networks and securing sponsorships, these three leaders in major programmes share their hopes and actionables for women, and allies, in the industry.

“We're just talking about infrastructure, which is about design and about building things and about the future. Yet, we really need to design our organizations for that future. And what I find is a lot of the time we're trying to put women into roles that were not designed for us…We have to change the way that we design our organizations so that they're fit for the purpose that we want them to serve, which is to get more diverse people, including women into leadership roles, particularly in an area like infrastructure.” — Tamara Vrooman

 

Key Takeaways:

  • The hesitancy of failing, the importance of taking risks as a woman in megaprojects
  • How do we empower women to get into decision-making roles; rewriting roles designed for men  
  • Taking mentorship further with sponsorship

 

Divya Shah is the Managing Director at the Canada Infrastructure Bank, leading investments in trade, transportation, and critical minerals. With 18 years in project finance, Divya shapes investment strategies, oversees business development, and manages financial structuring to asset management. She began her career at Infrastructure Ontario during its early days of public-private partnerships, marking her start in transformative infrastructure projects.

 

Tamara Vrooman serves as the President and CEO of Vancouver International Airport, the second-largest international airport in Canada and home to the largest building in British Columbia. With a rich background in banking and finance, Tamara has financed numerous public and private infrastructure projects. Her extensive experience includes roles as the Chair of the Canada Infrastructure Bank board and Deputy Minister of Finance for British Columbia, overseeing Partnerships BC.

 

Kimberly Doran is the Vice President and Geotechnical Practice Lead at AtkinsRéalis. As a passionate advocate for gender parity, she co-founded and chairs the ExcELLEnce Employee Resource Group, dedicated to promoting a diverse and inclusive culture. Outside of her corporate responsibilities, Kimberly is deeply involved in her field, serving as the Finance Director for the Regina Geotechnical Group and participating in the Transportation Committee of the Saskatchewan Association of Consulting Engineers (ACEC-SK).

 

If you enjoyed this episode, make sure and give us a five star rating and leave us a review on iTunes, Podcast Addict, Podchaser or Castbox.

 

The conversation doesn’t stop here—connect and converse with our LinkedIn community: 

  • Follow Divya Shah on LinkedIn https://www.linkedin.com/in/divya-shah-cfa-4a116b3/
  • Follow Tamara Vrooman on Linkedin https://www.linkedin.com/in/tamara-vrooman-1044b425a/
  • Follow Kimberly Doran on LinkedIn https://www.linkedin.com/in/kimberly-doran-32888196/
  • Follow Navigating Major Programmes on LinkedIn
  • Follow Riccardo Cosentino on LinkedIn
  • Read Riccardo’s latest at wwww.riccardocosentino.com

 

 

Music: "A New Tomorrow" by Chordial Music. Licensed through PremiumBeat.

]]> On this week’s special episode of Navigating Major Programmes Riccardo Cossentino shares a conversation from his other podcast, A WINning Perspective: The WIN Canada Podcast. Riccardo sits down with three nominees of The Women’s Infrastructure Network (WIN) Canada WIN Awards: Divya Shah, Tamara Vrooman, and Kimberly Doran.

Despite working in senior roles in a male-dominated industry not designed for them, the panelists have achieved success and professional recognition. They share valuable insights and advice for transforming the industry from dry to progressive, and pose the question: Is it a dumb question or the next revolution in the industry? Along with expanding professional networks and securing sponsorships, these three leaders in major programmes share their hopes and actionables for women, and allies, in the industry.

“We're just talking about infrastructure, which is about design and about building things and about the future. Yet, we really need to design our organizations for that future. And what I find is a lot of the time we're trying to put women into roles that were not designed for us…We have to change the way that we design our organizations so that they're fit for the purpose that we want them to serve, which is to get more diverse people, including women into leadership roles, particularly in an area like infrastructure.” — Tamara Vrooman

 

Key Takeaways:

  • The hesitancy of failing, the importance of taking risks as a woman in megaprojects
  • How do we empower women to get into decision-making roles; rewriting roles designed for men  
  • Taking mentorship further with sponsorship

 

Divya Shah is the Managing Director at the Canada Infrastructure Bank, leading investments in trade, transportation, and critical minerals. With 18 years in project finance, Divya shapes investment strategies, oversees business development, and manages financial structuring to asset management. She began her career at Infrastructure Ontario during its early days of public-private partnerships, marking her start in transformative infrastructure projects.

 

Tamara Vrooman serves as the President and CEO of Vancouver International Airport, the second-largest international airport in Canada and home to the largest building in British Columbia. With a rich background in banking and finance, Tamara has financed numerous public and private infrastructure projects. Her extensive experience includes roles as the Chair of the Canada Infrastructure Bank board and Deputy Minister of Finance for British Columbia, overseeing Partnerships BC.

 

Kimberly Doran is the Vice President and Geotechnical Practice Lead at AtkinsRéalis. As a passionate advocate for gender parity, she co-founded and chairs the ExcELLEnce Employee Resource Group, dedicated to promoting a diverse and inclusive culture. Outside of her corporate responsibilities, Kimberly is deeply involved in her field, serving as the Finance Director for the Regina Geotechnical Group and participating in the Transportation Committee of the Saskatchewan Association of Consulting Engineers (ACEC-SK).

 

If you enjoyed this episode, make sure and give us a five star rating and leave us a review on iTunes, Podcast Addict, Podchaser or Castbox.

 

The conversation doesn’t stop here—connect and converse with our LinkedIn community: 

  • Follow Divya Shah on LinkedIn https://www.linkedin.com/in/divya-shah-cfa-4a116b3/
  • Follow Tamara Vrooman on Linkedin https://www.linkedin.com/in/tamara-vrooman-1044b425a/
  • Follow Kimberly Doran on LinkedIn https://www.linkedin.com/in/kimberly-doran-32888196/
  • Follow Navigating Major Programmes on LinkedIn
  • Follow Riccardo Cosentino on LinkedIn
  • Read Riccardo’s latest at wwww.riccardocosentino.com

 

 

Music: "A New Tomorrow" by Chordial Music. Licensed through PremiumBeat.

]]> Mon, 17 Jun 2024 05:00:00 -0400 Riccardo Cosentino, Kimberly Doran, Divya Shah, Tamara Vrooman Riccardo Cosentino, Kimberly Doran, Divya Shah, Tamara Vrooman 2222 On this week’s special episode of Navigating Major Programmes Riccardo Cossentino shares a conversation from his other podcast, A WINning Perspective: The WIN Canada Podcast. Riccardo sits down with three nominees of The Women’s Infrastructure Network (WIN) Canada WIN Awards: Divya Shah, Tamara Vrooman, and Kimberly Doran. Despite working in senior roles in a male-dominated industry not designed for them, the panelists have achieved success and professional recognition. They share valuable insights and advice for transforming the industry from dry to progressive, and pose the question: Is it a dumb question or the next revolution in the industry? Along with expanding professional networks and securing sponsorships, these three leaders in major programmes share their hopes and actionables for women, and allies, in the industry. “We're just talking about infrastructure, which is about design and about building things and about the future. Yet, we really need to design our organizations for that future. And what I find is a lot of the time we're trying to put women into roles that were not designed for us…We have to change the way that we design our organizations so that they're fit for the purpose that we want them to serve, which is to get more diverse people, including women into leadership roles, particularly in an area like infrastructure.” — Tamara Vrooman On this week’s special episode of Navigating Major Programmes Riccardo Cossentino shares a conversation from his other podcast, A WINning Perspective: The WIN Canada Podcast. Riccardo sits down with three nominees of The Women’s Infrastructure Network (WI investment strategy, private investment, #worklifebalance, coast to coast, #zeroemissionbuses, cfa, university of toronto, government partner, #leadershiprolesforwomen, #femaleleadership, #infrastructureinvestmentopportunities, #investments, #greeninfrast No Optimistic Estimate Hypothesis With Ian Heptinstall | S2 EP9 2 2 26 26 Optimistic Estimate Hypothesis With Ian Heptinstall | S2 EP9 full 49de55ae-aafe-4e5a-add7-28dd381c7ec4 https://navigatingmajorprogrammes.transistor.fm/s2/26 Riccardo Cosentino takes an ongoing LinkedIn debate with Ian Heptinstall live in this episode of Navigating Major Programmes for a fascinating conversation with one common goal: to elevate major programmes. The pair discuss the use of reference class forecasting, the predominance of strategic misrepresentation, and optimism bias during project estimation—both drawing on their practical and academic experiences to substantiate their points.

 

“One of my concerns, if we think the problem with projects is that our estimates are too light and the answer is to increase the estimates, is that it is a vicious spiral. That just means expected costs will go up and up and up over time. If we separate the three elements of time, and think maybe we missed the target, not because the target was impossible, but our methods of execution were such that it made it very hard to achieve the target. That actually gives us an opening for a virtuous cycle because there are, so called, black swans that show that the same estimates are achievable and can be done reliably. ” –   Ian Heptinstall  

 

Ian Heptinstall combines over 35 years of industry experience with academic expertise, to bring a unique perspective to CapEx & Construction Project Management and Procurement & Supply Chain. As an Associate Professor at the University of Birmingham, Ian focuses on practical methodologies like Theory of Constraints (TOC), critical chain, and collaborative procurement, which he advocates for practically improving performance in various industries.

 

Key Takeaways:

  • The importance of focusing on execution and preparation over quality of estimations  
  • Tipping the Iron Law on its head with collaborative contracting, IPD and alliance contracting  
  • Reference class forecasting in project management: advantages and limitations
  • Impact of strategic misrepresentation and optimism bias; the political influence on project estimates and management 

 

If you enjoyed this episode, make sure and give us a five star rating and leave us a review on iTunes, Podcast Addict, Podchaser or Castbox.

 

The conversation doesn’t stop here—connect and converse with our LinkedIn community: 

 

Transcript:

Riccardo Cosentino  0:05  

You're listening to Navigating Major Programmes, a podcast that aims to elevate the conversations happening in the infrastructure industry and inspire you to have a more efficient approach within it. I'm your host, Riccardo Cosentino. I bring over 20 years of Major Programme Management experience. Most recently, I graduated from Oxford University Saïd Business School, which shook my belief when it comes to navigating major programmes. Now it's time to shake yours. Join me in each episode as I press the industry experts about the complexity of Major Programme Management, emerging digital trends and the critical leadership required to approach these multibillion-dollar projects. Let's see where the conversation takes us.  

 

Riccardo Cosentino  0:53  

Hello, everyone, and welcome to a new episode of Navigating Major Programmes. I'm here today with Ian Heptinstall, who is Associate Professor in Programme and Project Management at the University of Birmingham and he's joining me today from Birmingham, I assume. How are you doing, Ian?  

 

Ian Heptinstall  1:09  

Hi, Riccardo. Not quite Birmingham, I live in Cheshire. So I'm closer to Manchester or Liverpool than Birmingham.  

 

Riccardo Cosentino  1:15  

Okay.  

 

Ian Heptinstall  1:16  

But fortunately, most of my students aren't at Birmingham either, they're all over the world.

 

Riccardo Cosentino  1:21  

And I mean, maybe just for the audience, you and I connected a few times on LinkedIn exchanging views, exchanging comments on various posts on various topics. And so I think we finally, I think you finally prompted that we could have a more productive conversation on the podcast rather than on comments on LinkedIn, which is always helpful, but probably not the most conducive way of having a conversation. And so why don't you tell us a little bit about yourself?  

 

Ian Heptinstall  1:48  

Exactly, thank you, Riccardo. I am Ian Heptinstall. I'm a late career academic, I've been working in academia at the University of Birmingham now for five years, primarily in a teaching role, although I've started to add some research elements to that. And I currently teach on an MSc program that's delivered to part-time students who study by distance learning. So my students are working in project organizations on projects all around the world. And they want to add to that master's level insight. And as we were chatting too before, our focus in the UK is that at master's level, the key component of that is critical thinking, critical analysis, critical thinking, understanding the evidence behind ideas. But before I joined academia, I had 35 years or so in practical experience. I qualified as an engineer. I started working in the chemical industry in the mid-80s, mostly in project-related roles, either managing small projects or manufacturing facilities, and managing larger projects, being a technical expert, often supporting projects. That was back in the days when project owners had a self-delivery capability, so they had their own engineering organizations. Interestingly, in the 90s, the company I worked for was known as ICI, which doesn't really exist anymore. But it was the third largest chemical company in the world, so-called bellwether of the U.K. business environment and the U.K. stock market. But during the 90s, it was one of the many organizations that started to sort of what Professor Stuart Reid calls "hollowing out," that in-house capability of employees was reduced with a view to what we can but that service in as and when we needed it. And actually, in the late 90s and early 2000s, client organizations could buy that in because the contractors and consultancies had ex-employees there who had got that 20 years of experience of how to think like a project owner and what impact that had on managing the project through its own lifecycle. So that gave me the chance to see projects from the owner's perspective and a supplier's perspective. Later in the 90s, I was involved in one of the first collaborative contracted project alliances in the U.K. that wasn't in the oil and gas industry. And now, I don't understand why all project procurement is not done collaboratively using project alliances. But that's not the topic for tonight's discussion.

 

 

Riccardo Cosentino  5:08  

Yeah, that's another podcast. That's another long podcast. You and I exchanged on this a few times.  

 

Ian Heptinstall  5:14  

Yeah, definitely.  

 

Riccardo Cosentino  5:17  

So what are we talking about today, then?

 

Ian Heptinstall  5:20  

We, as you said, we had some chats on LinkedIn about the ideas of the use of reference class forecasting, the predominance of strategic misrepresentation, optimism bias during project estimation, all wrapped up into what I've started calling the optimistic estimate h...

]]> Riccardo Cosentino takes an ongoing LinkedIn debate with Ian Heptinstall live in this episode of Navigating Major Programmes for a fascinating conversation with one common goal: to elevate major programmes. The pair discuss the use of reference class forecasting, the predominance of strategic misrepresentation, and optimism bias during project estimation—both drawing on their practical and academic experiences to substantiate their points.

 

“One of my concerns, if we think the problem with projects is that our estimates are too light and the answer is to increase the estimates, is that it is a vicious spiral. That just means expected costs will go up and up and up over time. If we separate the three elements of time, and think maybe we missed the target, not because the target was impossible, but our methods of execution were such that it made it very hard to achieve the target. That actually gives us an opening for a virtuous cycle because there are, so called, black swans that show that the same estimates are achievable and can be done reliably. ” –   Ian Heptinstall  

 

Ian Heptinstall combines over 35 years of industry experience with academic expertise, to bring a unique perspective to CapEx & Construction Project Management and Procurement & Supply Chain. As an Associate Professor at the University of Birmingham, Ian focuses on practical methodologies like Theory of Constraints (TOC), critical chain, and collaborative procurement, which he advocates for practically improving performance in various industries.

 

Key Takeaways:

  • The importance of focusing on execution and preparation over quality of estimations  
  • Tipping the Iron Law on its head with collaborative contracting, IPD and alliance contracting  
  • Reference class forecasting in project management: advantages and limitations
  • Impact of strategic misrepresentation and optimism bias; the political influence on project estimates and management 

 

If you enjoyed this episode, make sure and give us a five star rating and leave us a review on iTunes, Podcast Addict, Podchaser or Castbox.

 

The conversation doesn’t stop here—connect and converse with our LinkedIn community: 

 

Transcript:

Riccardo Cosentino  0:05  

You're listening to Navigating Major Programmes, a podcast that aims to elevate the conversations happening in the infrastructure industry and inspire you to have a more efficient approach within it. I'm your host, Riccardo Cosentino. I bring over 20 years of Major Programme Management experience. Most recently, I graduated from Oxford University Saïd Business School, which shook my belief when it comes to navigating major programmes. Now it's time to shake yours. Join me in each episode as I press the industry experts about the complexity of Major Programme Management, emerging digital trends and the critical leadership required to approach these multibillion-dollar projects. Let's see where the conversation takes us.  

 

Riccardo Cosentino  0:53  

Hello, everyone, and welcome to a new episode of Navigating Major Programmes. I'm here today with Ian Heptinstall, who is Associate Professor in Programme and Project Management at the University of Birmingham and he's joining me today from Birmingham, I assume. How are you doing, Ian?  

 

Ian Heptinstall  1:09  

Hi, Riccardo. Not quite Birmingham, I live in Cheshire. So I'm closer to Manchester or Liverpool than Birmingham.  

 

Riccardo Cosentino  1:15  

Okay.  

 

Ian Heptinstall  1:16  

But fortunately, most of my students aren't at Birmingham either, they're all over the world.

 

Riccardo Cosentino  1:21  

And I mean, maybe just for the audience, you and I connected a few times on LinkedIn exchanging views, exchanging comments on various posts on various topics. And so I think we finally, I think you finally prompted that we could have a more productive conversation on the podcast rather than on comments on LinkedIn, which is always helpful, but probably not the most conducive way of having a conversation. And so why don't you tell us a little bit about yourself?  

 

Ian Heptinstall  1:48  

Exactly, thank you, Riccardo. I am Ian Heptinstall. I'm a late career academic, I've been working in academia at the University of Birmingham now for five years, primarily in a teaching role, although I've started to add some research elements to that. And I currently teach on an MSc program that's delivered to part-time students who study by distance learning. So my students are working in project organizations on projects all around the world. And they want to add to that master's level insight. And as we were chatting too before, our focus in the UK is that at master's level, the key component of that is critical thinking, critical analysis, critical thinking, understanding the evidence behind ideas. But before I joined academia, I had 35 years or so in practical experience. I qualified as an engineer. I started working in the chemical industry in the mid-80s, mostly in project-related roles, either managing small projects or manufacturing facilities, and managing larger projects, being a technical expert, often supporting projects. That was back in the days when project owners had a self-delivery capability, so they had their own engineering organizations. Interestingly, in the 90s, the company I worked for was known as ICI, which doesn't really exist anymore. But it was the third largest chemical company in the world, so-called bellwether of the U.K. business environment and the U.K. stock market. But during the 90s, it was one of the many organizations that started to sort of what Professor Stuart Reid calls "hollowing out," that in-house capability of employees was reduced with a view to what we can but that service in as and when we needed it. And actually, in the late 90s and early 2000s, client organizations could buy that in because the contractors and consultancies had ex-employees there who had got that 20 years of experience of how to think like a project owner and what impact that had on managing the project through its own lifecycle. So that gave me the chance to see projects from the owner's perspective and a supplier's perspective. Later in the 90s, I was involved in one of the first collaborative contracted project alliances in the U.K. that wasn't in the oil and gas industry. And now, I don't understand why all project procurement is not done collaboratively using project alliances. But that's not the topic for tonight's discussion.

 

 

Riccardo Cosentino  5:08  

Yeah, that's another podcast. That's another long podcast. You and I exchanged on this a few times.  

 

Ian Heptinstall  5:14  

Yeah, definitely.  

 

Riccardo Cosentino  5:17  

So what are we talking about today, then?

 

Ian Heptinstall  5:20  

We, as you said, we had some chats on LinkedIn about the ideas of the use of reference class forecasting, the predominance of strategic misrepresentation, optimism bias during project estimation, all wrapped up into what I've started calling the optimistic estimate h...

]]> Mon, 03 Jun 2024 05:00:00 -0400 Riccardo Cosentino, Ian Heptinstall Riccardo Cosentino, Ian Heptinstall 3804 Riccardo Cosentino takes an ongoing LinkedIn debate with Ian Heptinstall live in this episode of Navigating Major Programmes for a fascinating conversation with one common goal: to elevate major programmes. The pair discuss the use of reference class forecasting, the predominance of strategic misrepresentation, and optimism bias during project estimation—both drawing on their practical and academic experiences to substantiate their points. “One of my concerns, if we think the problem with projects is that our estimates are too light and the answer is to increase the estimates, is that it is a vicious spiral. That just means expected costs will go up and up and up over time. If we separate the three elements of time, and think maybe we missed the target, not because the target was impossible, but our methods of execution were such that it made it very hard to achieve the target. That actually gives us an opening for a virtuous cycle because there are, so called, black swans that show that the same estimates are achievable and can be done reliably. ” – Ian Heptinstall Riccardo Cosentino takes an ongoing LinkedIn debate with Ian Heptinstall live in this episode of Navigating Major Programmes for a fascinating conversation with one common goal: to elevate major programmes. The pair discuss the use of reference class fore project management expert, university of birmingham, ian, #leanconstruction, #projectalliances, #projectprocurement, project procurement strategies, #constructiontrends, #projectimprovement, #projectexecution, major programme management, construction indu No High Risk: Social Acceptance of Electric Aviation with Brandon de León | S2 EP8 2 2 25 25 High Risk: Social Acceptance of Electric Aviation with Brandon de León | S2 EP8 full c29bb30d-5a19-4df6-9b35-d687f29acc52 https://navigatingmajorprogrammes.transistor.fm/s2/25 In this week’s episode, Riccardo Cosentino and guest co-host, Corail Bourrelier Fabiani, sit down with fellow alumnus Brandon de León to discuss his Oxford Saïd Business School dissertation on electric aviation.

Brandon emphasizes the importance of public perception in adopting new technologies and explores the potential of electric aviation to transform urban mobility. The discussion covers technical advancements, regulatory challenges, and the necessary societal embrace for successful integration of electric aircraft into daily transportation. Brandon's insights highlight the intersection of technology, society, and the future of urban air mobility.

“But what really validated my research was that social acceptance came up as an interesting issue already, before the first vehicle flies. And like I mentioned before, the next plans are also around big events, the World Expo in Osaka. Next year in 2025, this was to be flights. And in 2028 in Los Angeles for the Olympics there. Other companies from the US are also planning to fly. So yeah, social acceptance is already showing itself as a key risk.” – Brandon de León 

 

Key Takeaways:

  • Defining the pre-commercialization of electric aviation
  • The critical role of societal acceptance in the adoption of electric aviation
  • The potential impact of electric aviation on urban infrastructure
  • Insights into the interplay of technological advancements and regulatory frameworks
  • Distributed and decentralized mega projects

 

If you enjoyed this episode, make sure and give us a five star rating and leave us a review on iTunes, Podcast Addict, Podchaser or Castbox.

 

The conversation doesn’t stop here—connect and converse with our LinkedIn community: 

 

Transcript:

Riccardo Cosentino  0:05  

You're listening to Navigating Major Programmes, a podcast that aims to elevate the conversations happening in the infrastructure industry and inspire you to have a more efficient approach within it. I'm your host, Riccardo Cosentino. I bring over 20 years of Major Programme Management experience. Most recently, I graduated from Oxford University Saïd Business School, which shook my belief when it comes to navigating major programmes. Now it's time to shake yours. Join me in each episode as I press the industry experts about the complexity of Major Programme Management, emerging digital trends and the critical leadership required to approach these multibillion-dollar projects. Let's see where the conversation takes us.

 

 

Riccardo Cosentino  0:54  

Hello, everyone. Welcome to a new episode of Navigating Major Programmes. I'm here today with my co-host, Corail, and we have a special guest, a good old friend of ours joining us today on the podcast. I will pass the mic to Corail who's gonna co-host the podcast today and help me asking questions to this really great guest that has agreed to join us today. How are you doing, Corail?

 

Corail  1:19  

Hi, Riccardo, I'm doing really good. Thank you for having me co-hosting this great episode. And I'm excited to talk to Brandon. So maybe a little bit of background, we met doing a major programme management master in Oxford. And during that two years of our lives we met Brandon who was a superstar in our cohort because at the time, he was working for Tesla. And he was talking to us about this really exciting industry and how he's been part of the founders of Tesla. And he's been part of the team that made it a great company that we know today or the big adventure. And then he moved on to work for Rizwan and developing this into a great new enterprise that goes beyond Tesla by working on all different types of trucks and other things that I don't know enough about. But so I'm really excited to hear the story of Brandon. And I think Brandon, it would be great to start with you maybe introducing yourself telling us a little bit about how you ended up in the electric car industry and what drove you to that really expanding field. And yeah, to know a bit more about your background.  

 

Brandon de León  2:37  

Wow, what an introduction. Thank you guys so much for having me here on the podcast with you. It's been incredible to see what you guys have produced after the Master's course and hard to follow what you shared Corail. But I think, generally speaking, it's been an amazing learning experience. The Oxford Masters in Major Program Management, learned a lot from you guys, as well as the content. So happy to be here and share a little bit of what I've been working on and some of my background. It's been about 12 years since I've been in the electric car space, but maybe just a step back and give a little personal context about how I even ended up in that. I, my voice betrays me, I'm from the States originally, even though I'm coming to you from Holland today, I'm living in Rotterdam and working in Amsterdam. I grew up on the east coast of the U.S. mainly in Georgia in Florida. And then that's where I connected with Tesla. And what brought me down to Florida originally was my pursuit of International Business Studies. I wanted to study that because I had grown up hearing about how my parents met in Germany, in the army, and so early on, I was ingrained with these ideas of a world beyond the bubble that I lived in. So even though I grew up in small town, Georgia, I knew that I wanted to go and at least traveled to these places maybe even work in these places, if that were possible. And so in high school, when I discovered international business classes, I couldn't get enough. I also learned in those classes that there's a lot of ways society progresses, and probably the fastest mechanism to make that happen is commerce. So you know, regulation and government takes a long time. Nonprofits are phenomenal. But also some of them have limited impact. So it wasn't really clear what the best path was. But having parents that had done service for the country, as it were, and then pursued their careers and more local service type of roles and social worker and studying pre-med and things like that, I knew that I wanted to find a way to make the world a better place in my own little way. Right? So international business was my chosen vessel that brought me to Miami to study undergrad. And then in university there I had a chance to actually work in a company that I had admired for what I would consider a great engineering design and that was BMW their local retailer in the south Florida area. I persuaded them to let me take an entry level job that they didn't have at the time. But I was really eager to get out of the department store I was working at, and to go work in the company that I admired so much down the street and regularly saw the employees from that office. And so thanks to some persuasion and friendliness on their side, I was able to take a very administrative basic role. And I spent two years with BMW, but I realized that 18, 19, 20, there wasn't a lot of career options for someone that young, in the automotive retail space, at least not the traditional automotive, even wi...

]]> In this week’s episode, Riccardo Cosentino and guest co-host, Corail Bourrelier Fabiani, sit down with fellow alumnus Brandon de León to discuss his Oxford Saïd Business School dissertation on electric aviation.

Brandon emphasizes the importance of public perception in adopting new technologies and explores the potential of electric aviation to transform urban mobility. The discussion covers technical advancements, regulatory challenges, and the necessary societal embrace for successful integration of electric aircraft into daily transportation. Brandon's insights highlight the intersection of technology, society, and the future of urban air mobility.

“But what really validated my research was that social acceptance came up as an interesting issue already, before the first vehicle flies. And like I mentioned before, the next plans are also around big events, the World Expo in Osaka. Next year in 2025, this was to be flights. And in 2028 in Los Angeles for the Olympics there. Other companies from the US are also planning to fly. So yeah, social acceptance is already showing itself as a key risk.” – Brandon de León 

 

Key Takeaways:

  • Defining the pre-commercialization of electric aviation
  • The critical role of societal acceptance in the adoption of electric aviation
  • The potential impact of electric aviation on urban infrastructure
  • Insights into the interplay of technological advancements and regulatory frameworks
  • Distributed and decentralized mega projects

 

If you enjoyed this episode, make sure and give us a five star rating and leave us a review on iTunes, Podcast Addict, Podchaser or Castbox.

 

The conversation doesn’t stop here—connect and converse with our LinkedIn community: 

 

Transcript:

Riccardo Cosentino  0:05  

You're listening to Navigating Major Programmes, a podcast that aims to elevate the conversations happening in the infrastructure industry and inspire you to have a more efficient approach within it. I'm your host, Riccardo Cosentino. I bring over 20 years of Major Programme Management experience. Most recently, I graduated from Oxford University Saïd Business School, which shook my belief when it comes to navigating major programmes. Now it's time to shake yours. Join me in each episode as I press the industry experts about the complexity of Major Programme Management, emerging digital trends and the critical leadership required to approach these multibillion-dollar projects. Let's see where the conversation takes us.

 

 

Riccardo Cosentino  0:54  

Hello, everyone. Welcome to a new episode of Navigating Major Programmes. I'm here today with my co-host, Corail, and we have a special guest, a good old friend of ours joining us today on the podcast. I will pass the mic to Corail who's gonna co-host the podcast today and help me asking questions to this really great guest that has agreed to join us today. How are you doing, Corail?

 

Corail  1:19  

Hi, Riccardo, I'm doing really good. Thank you for having me co-hosting this great episode. And I'm excited to talk to Brandon. So maybe a little bit of background, we met doing a major programme management master in Oxford. And during that two years of our lives we met Brandon who was a superstar in our cohort because at the time, he was working for Tesla. And he was talking to us about this really exciting industry and how he's been part of the founders of Tesla. And he's been part of the team that made it a great company that we know today or the big adventure. And then he moved on to work for Rizwan and developing this into a great new enterprise that goes beyond Tesla by working on all different types of trucks and other things that I don't know enough about. But so I'm really excited to hear the story of Brandon. And I think Brandon, it would be great to start with you maybe introducing yourself telling us a little bit about how you ended up in the electric car industry and what drove you to that really expanding field. And yeah, to know a bit more about your background.  

 

Brandon de León  2:37  

Wow, what an introduction. Thank you guys so much for having me here on the podcast with you. It's been incredible to see what you guys have produced after the Master's course and hard to follow what you shared Corail. But I think, generally speaking, it's been an amazing learning experience. The Oxford Masters in Major Program Management, learned a lot from you guys, as well as the content. So happy to be here and share a little bit of what I've been working on and some of my background. It's been about 12 years since I've been in the electric car space, but maybe just a step back and give a little personal context about how I even ended up in that. I, my voice betrays me, I'm from the States originally, even though I'm coming to you from Holland today, I'm living in Rotterdam and working in Amsterdam. I grew up on the east coast of the U.S. mainly in Georgia in Florida. And then that's where I connected with Tesla. And what brought me down to Florida originally was my pursuit of International Business Studies. I wanted to study that because I had grown up hearing about how my parents met in Germany, in the army, and so early on, I was ingrained with these ideas of a world beyond the bubble that I lived in. So even though I grew up in small town, Georgia, I knew that I wanted to go and at least traveled to these places maybe even work in these places, if that were possible. And so in high school, when I discovered international business classes, I couldn't get enough. I also learned in those classes that there's a lot of ways society progresses, and probably the fastest mechanism to make that happen is commerce. So you know, regulation and government takes a long time. Nonprofits are phenomenal. But also some of them have limited impact. So it wasn't really clear what the best path was. But having parents that had done service for the country, as it were, and then pursued their careers and more local service type of roles and social worker and studying pre-med and things like that, I knew that I wanted to find a way to make the world a better place in my own little way. Right? So international business was my chosen vessel that brought me to Miami to study undergrad. And then in university there I had a chance to actually work in a company that I had admired for what I would consider a great engineering design and that was BMW their local retailer in the south Florida area. I persuaded them to let me take an entry level job that they didn't have at the time. But I was really eager to get out of the department store I was working at, and to go work in the company that I admired so much down the street and regularly saw the employees from that office. And so thanks to some persuasion and friendliness on their side, I was able to take a very administrative basic role. And I spent two years with BMW, but I realized that 18, 19, 20, there wasn't a lot of career options for someone that young, in the automotive retail space, at least not the traditional automotive, even wi...

]]> Mon, 20 May 2024 05:00:00 -0400 Riccardo Cosentino, Corail Bourrelier Fabiani, Brandon de Leon Riccardo Cosentino, Corail Bourrelier Fabiani, Brandon de Leon 3689 In this week’s episode, Riccardo Cosentino and guest co-host, Corail Bourrelier Fabiani, sit down with fellow alumnus Brandon de León to discuss his Oxford Saïd Business School dissertation on electric aviation. Brandon emphasizes the importance of public perception in adopting new technologies and explores the potential of electric aviation to transform urban mobility. The discussion covers technical advancements, regulatory challenges, and the necessary societal embrace for successful integration of electric aircraft into daily transportation. Brandon's insights highlight the intersection of technology, society, and the future of urban air mobility. In this week’s episode, Riccardo Cosentino and guest co-host, Corail Bourrelier Fabiani, sit down with fellow alumnus Brandon de León to discuss his Oxford Saïd Business School dissertation on electric aviation. Brandon emphasizes the importance of publi #marketacceptance, #electricvehicles, innovation showcase, air transport, #urbanmobility, social acceptance, #stakeholderengagement, #brandondeleon, #socialacceptance, #publicperception, electric vehicles, corail bourrelier fabiani, aviation industry, urb No Manage Risks and Disputes in Major Programmes with Shawn Modar | S2 E7 2 2 24 24 Manage Risks and Disputes in Major Programmes with Shawn Modar | S2 E7 full 101fec1d-dbff-4c71-983d-37644e00aa9a https://navigatingmajorprogrammes.transistor.fm/s2/24 In this episode of Navigating Major Programmes, Riccardo Cosentino sits down with fellow Oxford’s Saïd Business School alumnus, Shawn Modar, to discuss why mega projects go wrong and what can be done contractually to avoid failure. The pair delve into the role psychological contracts play in the Iron Triangle. Plus, Shawn shares his Oxford dissertation findings, including a prenuptial agreement analogy you don’t want to miss. 

“One of the interesting realizations that I had during this process is: Why would somebody intentionally not comply with their contract, knowing all those legal risks that are out there? And what I realized is when they're not complying with that written contract, they're actually complying with their psychological contract.” –  Shawn Modar

Shawn Modar has more than 23 years of experience in the engineering and construction industry, with the majority of that time being focused on construction claim analysis and dispute resolution. His primary focus is assisting clients in their efforts to substantiate or defend against claims for the recovery of time and additional costs, to avoid formal disputes, and to make informed decisions that result in equitable resolutions. 

 

Key Takeaways:

  • The risk of acting like something you’re not: Relational contracts versus traditional contracts
  • The truth behind intentional noncompliance in megaprojects
  • The benefits and downfalls of psychological contracts

 

If you enjoyed this episode, make sure and give us a five star rating and leave us a review on iTunes, Podcast Addict, Podchaser or Castbox.

The conversation doesn’t stop here—connect and converse with our community via LinkedIn:

Music: "A New Tomorrow" by Chordial Music. Licensed through PremiumBeat.

]]> In this episode of Navigating Major Programmes, Riccardo Cosentino sits down with fellow Oxford’s Saïd Business School alumnus, Shawn Modar, to discuss why mega projects go wrong and what can be done contractually to avoid failure. The pair delve into the role psychological contracts play in the Iron Triangle. Plus, Shawn shares his Oxford dissertation findings, including a prenuptial agreement analogy you don’t want to miss. 

“One of the interesting realizations that I had during this process is: Why would somebody intentionally not comply with their contract, knowing all those legal risks that are out there? And what I realized is when they're not complying with that written contract, they're actually complying with their psychological contract.” –  Shawn Modar

Shawn Modar has more than 23 years of experience in the engineering and construction industry, with the majority of that time being focused on construction claim analysis and dispute resolution. His primary focus is assisting clients in their efforts to substantiate or defend against claims for the recovery of time and additional costs, to avoid formal disputes, and to make informed decisions that result in equitable resolutions. 

 

Key Takeaways:

  • The risk of acting like something you’re not: Relational contracts versus traditional contracts
  • The truth behind intentional noncompliance in megaprojects
  • The benefits and downfalls of psychological contracts

 

If you enjoyed this episode, make sure and give us a five star rating and leave us a review on iTunes, Podcast Addict, Podchaser or Castbox.

The conversation doesn’t stop here—connect and converse with our community via LinkedIn:

Music: "A New Tomorrow" by Chordial Music. Licensed through PremiumBeat.

]]> Mon, 06 May 2024 05:00:00 -0400 Riccardo Cosentino, Shawn Modar Riccardo Cosentino, Shawn Modar 2036 In this episode of Navigating Major Programmes, Riccardo Cosentino sits down with fellow Oxford’s Saïd Business School alumnus, Shawn Modar, to discuss why mega projects go wrong and what can be done contractually to avoid failure. The pair delve into the role psychological contracts play in the Iron Triangle. Plus, Shawn shares his Oxford dissertation findings, including a prenuptial agreement analogy you don’t want to miss. “One of the interesting realizations that I had during this process is: Why would somebody intentionally not comply with their contract, knowing all those legal risks that are out there? And what I realized is when they're not complying with that written contract, they're actually complying with their psychological contract.” –  Shawn Modar In this episode of Navigating Major Programmes, Riccardo Cosentino sits down with fellow Oxford’s Saïd Business School alumnus, Shawn Modar, to discuss why mega projects go wrong and what can be done contractually to avoid failure. The pair delve into the #constructionindustry, entitlement, #programmanagement, construction projects, #contractmanagement, #stakeholdercommunication, modar, construction industry, shawn modar, #psychologicalcontract, #legalrisk, contract management, program management, relation No AI Adoption in Major Programmes with Lawrence Rowland | S2 EP 6 2 2 23 23 AI Adoption in Major Programmes with Lawrence Rowland | S2 EP 6 full 7e90f6a4-7cec-4c47-9e7c-495ee37c423e https://navigatingmajorprogrammes.transistor.fm/s2/23 Are LLMs stochastic parrots or reflection of our own intelligence? In this episode of Navigating Major Programmes, Riccardo Cosentino sits down with Lawrence Rowland for an extremely candid conversation surrounding the adoption of artificial intelligence, in major programmes and beyond. AI skeptics and AI enthusiasts alike, this episode was recorded for you.

 

“None of us are keeping up, none of us know what the hell is going on. So, if you can kind of just relax and enjoy it happening, you will also help everyone else so much more. Enjoy it. And enjoy what [AI] is telling us about us.”  –Lawrence Rowland

 

Lawrence began as an engineer on large capital projects with WSP and Motts, before moving onto Bechtel and Booz Allen. He spent ten years in project and portfolio management with CPC and Pcubed, before transitioning to data analytics and AI for projects, working originally for Projecting Success, and now for React AI. He now helps project services firms find relevant immediate AI applications for their business.

 

 

Key Takeaways:

  • Large Language Model (LLM) 101
  • What is an AI agent? What is the principal-agent problem (PAP)?
  • What LLMs can teach you about your own thinking patterns
  • The future of Google Gemini and AI adoption in general
  • The weaknesses of the generative AI of today

 

Mentioned Links:

 

If you enjoyed this episode, make sure and give us a five star rating and leave us a review on iTunes, Podcast Addict, Podchaser or Castbox.

 

The conversation doesn’t stop here—connect and converse with our LinkedIn community: 

 

 

 

 

 

Music: "A New Tomorrow" by Chordial Music. Licensed through PremiumBeat.

]]> Are LLMs stochastic parrots or reflection of our own intelligence? In this episode of Navigating Major Programmes, Riccardo Cosentino sits down with Lawrence Rowland for an extremely candid conversation surrounding the adoption of artificial intelligence, in major programmes and beyond. AI skeptics and AI enthusiasts alike, this episode was recorded for you.

 

“None of us are keeping up, none of us know what the hell is going on. So, if you can kind of just relax and enjoy it happening, you will also help everyone else so much more. Enjoy it. And enjoy what [AI] is telling us about us.”  –Lawrence Rowland

 

Lawrence began as an engineer on large capital projects with WSP and Motts, before moving onto Bechtel and Booz Allen. He spent ten years in project and portfolio management with CPC and Pcubed, before transitioning to data analytics and AI for projects, working originally for Projecting Success, and now for React AI. He now helps project services firms find relevant immediate AI applications for their business.

 

 

Key Takeaways:

  • Large Language Model (LLM) 101
  • What is an AI agent? What is the principal-agent problem (PAP)?
  • What LLMs can teach you about your own thinking patterns
  • The future of Google Gemini and AI adoption in general
  • The weaknesses of the generative AI of today

 

Mentioned Links:

 

If you enjoyed this episode, make sure and give us a five star rating and leave us a review on iTunes, Podcast Addict, Podchaser or Castbox.

 

The conversation doesn’t stop here—connect and converse with our LinkedIn community: 

 

 

 

 

 

Music: "A New Tomorrow" by Chordial Music. Licensed through PremiumBeat.

]]> Mon, 22 Apr 2024 05:00:00 -0400 Riccardo Cosentino, Lawrence Riccardo Cosentino, Lawrence 5105 Are LLMs stochastic parrots or reflection of our own intelligence? In this episode of Navigating Major Programmes, Riccardo Cosentino sits down with Lawrence Rowland for an extremely candid conversation surrounding the adoption of artificial intelligence, in major programmes and beyond. AI skeptics and AI enthusiasts alike, this episode was recorded for you. “None of us are keeping up, none of us know what the hell is going on. So, if you can kind of just relax and enjoy it happening, you will also help everyone else so much more. Enjoy it. And enjoy what [AI] is telling us about us.” –Lawrence Rowland Are LLMs stochastic parrots or reflection of our own intelligence? In this episode of Navigating Major Programmes, Riccardo Cosentino sits down with Lawrence Rowland for an extremely candid conversation surrounding the adoption of artificial intelligence, predictions, #abstractions, productivity gains, generative ai, monte carlo searches, ai applications, project innovation, million token, asset performance, gemini, #aiapplications, #aiengineer, #finegrainedprediction, mamba, ai for projects, #majorproject No Do Major Programmes Need To Be Resilient? With Daniel Armanios | S2 EP 5 2 2 22 22 Do Major Programmes Need To Be Resilient? With Daniel Armanios | S2 EP 5 full a0da827e-3ffd-420e-a775-89bbaaf31cfe https://navigatingmajorprogrammes.transistor.fm/s2/22 In this episode of Navigating Major Programmes, Riccardo sits down with Daniel Armanios, BT Professor of Major Programme Management and Chair of Major Programme Management at University of Oxford, Saïd Business School. The pair discuss the importance of research, the type of valuable research and the post evaluation of major programmes.

"And so a second very cool question would be where do we want resilience in a major programme? I mean, obviously you want it within the program but do you want it in the selection process? Maybe not? Do you want it in the post validation where we don't do as well? Maybe not so maybe resilience is not great everywhere. And maybe it's really important in certain places.  I've been really thinking about this a lot because it's a really visceral fundamental point. What is it we're actually doing and trying to achieve?" – Daniel Armanios

Daniel’s research and teaching integrates civil engineering and organizational sociology to better understand how organizations coordinate to build, manage, and maintain infrastructure systems. His findings inform efforts to advance sustainable development, entrepreneurship, and innovation, while also alleviating systemic and persistent inequities within such systems.

Key Takeaways:

  • The distinction of megaprojects and major programmes
  • The importance of transparent assumptions and data research in major programmes
  • Studying major programmes at a component level
  • Where do we want resilience in major programmes?

If you enjoyed this episode, make sure and give us a five star rating and leave us a review on iTunes, Podcast Addict, Podchaser or Castbox.

The conversation doesn’t stop here—connect and converse with our LinkedIn community:

 

Music: "A New Tomorrow" by Chordial Music. Licensed through PremiumBeat.

]]> In this episode of Navigating Major Programmes, Riccardo sits down with Daniel Armanios, BT Professor of Major Programme Management and Chair of Major Programme Management at University of Oxford, Saïd Business School. The pair discuss the importance of research, the type of valuable research and the post evaluation of major programmes.

"And so a second very cool question would be where do we want resilience in a major programme? I mean, obviously you want it within the program but do you want it in the selection process? Maybe not? Do you want it in the post validation where we don't do as well? Maybe not so maybe resilience is not great everywhere. And maybe it's really important in certain places.  I've been really thinking about this a lot because it's a really visceral fundamental point. What is it we're actually doing and trying to achieve?" – Daniel Armanios

Daniel’s research and teaching integrates civil engineering and organizational sociology to better understand how organizations coordinate to build, manage, and maintain infrastructure systems. His findings inform efforts to advance sustainable development, entrepreneurship, and innovation, while also alleviating systemic and persistent inequities within such systems.

Key Takeaways:

  • The distinction of megaprojects and major programmes
  • The importance of transparent assumptions and data research in major programmes
  • Studying major programmes at a component level
  • Where do we want resilience in major programmes?

If you enjoyed this episode, make sure and give us a five star rating and leave us a review on iTunes, Podcast Addict, Podchaser or Castbox.

The conversation doesn’t stop here—connect and converse with our LinkedIn community:

 

Music: "A New Tomorrow" by Chordial Music. Licensed through PremiumBeat.

]]> Mon, 08 Apr 2024 05:00:00 -0400 Riccardo Cosentino, Daniel Armanios Riccardo Cosentino, Daniel Armanios 3619 In this episode of Navigating Major Programmes, Riccardo Cosentino sits down with Daniel Armanios, BT Professor of Major Programme Management and Chair of Major Programme Management at University of Oxford, Saïd Business School. The pair discuss the importance of research, the type of valuable research and the post evaluation of major programmes. "And so a second very cool question would be where do we want resilience in a major programme? I mean, obviously you want it within the program but do you want it in the selection process? Maybe not? Do you want it in the post validation where we don't do as well? Maybe not so maybe resilience is not great everywhere. And maybe it's really important in certain places.  I've been really thinking about this a lot because it's a really visceral fundamental point. What is it we're actually doing and trying to achieve?" – Daniel Armanios In this episode of Navigating Major Programmes, Riccardo Cosentino sits down with Daniel Armanios, BT Professor of Major Programme Management and Chair of Major Programme Management at University of Oxford, Saïd Business School. The pair discuss the impor #organizationaldynamics, budget management, frameworks, #communityoutcomes, #emergingtrends, societal impact, armanios, organizational studies, post evaluation, data analysis, #sociopoliticalcomplexity, #riskmanagement, organizational dynamics, #stakehold No The Iron Law of Megaprojects with Oomar Paurobally | Saïd Business School, University of Oxford Dissertation | S2 EP 4 2 2 21 21 The Iron Law of Megaprojects with Oomar Paurobally | Saïd Business School, University of Oxford Dissertation | S2 EP 4 full 10fa823a-2c29-47f7-b740-c048cbd11c26 https://navigatingmajorprogrammes.transistor.fm/s2/21 In this episode of Navigating Major Programmes, Riccardo Cosentino sits down with Oomar Paurobally, a fellow Oxford alumnus and leader in hospitality megaprojects in South East Asia and Korea, to discuss his dissertation and his unique perspective on the Iron Triangle. The pair cover everything from stakeholder management and the universal complexity of major programmes to the interesting outcomes that can arise from a megaproject's royal flush.

 

“What we found is that the more you look at an aggregate level, when you're looking at an aggregated industry level, you find that the root causes tend to be the same. So, the same root causes we learned during our programme as areas affecting major infrastructure projects were the same that were impacting our industry, which were stakeholder management processes, product management skills in itself across portfolios; the root causes were similar. But what was really interesting insight was, so what? Now what? So we know, that's a core issue. But what does it really mean to us?” – Oomar Paurobally

 

 

After a degree in law, Oomar went to Dubai with a major project constructing a multi-billion dollar resort and waterpark. He has opened hotels, resorts and restaurants across Asia, the Middle East and Africa. Now, he has pivoted his career into real estate in the tech industry.

 

 

Key Takeaways:

  • Is the hospitality industry immune to the iron law of major programmes?  
  • The similarity of Iron Triangle root causes in civil infrastructure major programmes and luxury commercial megaprojects: Infrastructure stakeholder management and leadership management  
  • Delays as strategy in private sector of hospitality major programmes; the sharp contrast from civil major programmes  
  • Oomar’s dissertation research methodology; the successes and failures of thematic analysis and quantitative survey research
  • The importance of pivoting to manage research bias  
  • The royal flush in hospitality megaprojects and the interesting outcomes they can bring 

 

If you enjoyed this episode, make sure and give us a five star rating and leave us a review on iTunes, Podcast Addict, Podchaser or Castbox.

 

The conversation doesn’t stop here—connect and converse with our LinkedIn community: 

 

Transcript:

Riccardo Cosentino  00:05

You're listening to Navigating Major Programmes, a podcast that aims to elevate the conversations happening in the infrastructure industry and inspire you to have a more efficient approach within it. I'm your host, Riccardo Cosentino. I bring over 20 years of Major Programme Management experience. Most recently, I graduated from Oxford University Saïd Business School, which shook my belief when it comes to navigating major programmes. Now it's time to shake yours. Join me in each episode as I press the industry experts about the complexity of Major Programme Management, emerging digital trends and the critical leadership required to approach these multibillion-dollar projects. Let's see where the conversation takes us.

 

Riccardo Cosentino  00:51

Hello everyone and welcome back to another episode of Navigating Major Programmes. We're here today with Oomar Paurobally. How are you doing, Oomar?

 

Oomar Paurobally  01:02

I'm doing great Riccardo, it's great to be here.

 

Riccardo Cosentino  01:04

Thank you for joining me today. Really, really excited to have you on. I believe today you are calling from Singapore. Am I correct?

 

Oomar Paurobally  01:13

That's right. Beautiful island of Singapore.

 

Riccardo Cosentino  01:15

There you go. And I'm in Toronto so I think we are covering most of the time zone around the globe today. We're here today to talk about, I mean, you attended the Master in Major Program Management with me, we were in the same cohort. And today I invited you to the podcast to talk about your research, your dissertation. But maybe before we do that, that you might introduce yourself a little bit. Tell us a little bit about your background and what did you do before Oxford, what are you doing now, and things like that.

 

Oomar Paurobally  01:46

Thank you so much, Riccardo. Well, pleasure to be on the podcast and invest. Here I'm standing on shoulders of giants who came before me and we're on the fourth podcast. So if you ask myself, I actually did not start in life thinking I was going into major programmes. I read law and management in my very first degree. But I was tapped on the shoulder for a very interesting project, my first major programme in Dubai, which was to join the project management team building the Atlantis in Dubai. So that was approximately 15 years ago now. And that's how I joined this world in this realm. After that. I've been plodding along in the world of construction, building hotels and resorts across Asia, Middle East and Africa. The programme was a seminal point in my life and my career because I did pivot into a different industry, into the technology industry, right after looking still looking after spaces, but in a very different way.

 

Riccardo Cosentino  02:42

Very interesting, your background is very different from mine, I mean, you do construction, but you did a different type of construction. So I was very intrigued by your dissertation because it looks a case study that is very different from what I used to know. What I found from the dissertation for your research even though the case study is a different day, the issues are similar because upon the the level of complexity of the problems that you were looking at, is as high as any other major programmes that I looked at. So that was why I was interested in that, I was very keen to have you on because when we think of major programmes, in my circle, we always think of the major civil project is very complex and like well, tunneling, big dams and power plants. But you'll be looking at major programme from a different perspective. And so I was very, very keen to have a different perspective on the podcast.

 

Oomar Paurobally  03:38

Thank you so much, Riccardo. I guess first, let me start by saying obviously, the views I'll be sharing today are mine and mine alone and do not reflect any of the views and perspectives of my previous or current employers. So now that that's out of the way, let's talk about perspective. So it's very interesting, actually, I joined the programme itself, I was asking myself that question, major programme is programmes that are currently focused on major infrastructure projects (inaudible) start, whereas I was coming from a commercial lens at this project philosophy commercializing it from day one. And the added element to this was the complexity of the programmes I was managing was due to scale. So they had already scaled. So, if you looked at each individual project I was working on, they would not make up a programme. They would fall very clearly within the realms of what we define as project management, that when you start multiplying, and you start building in different countries with different stakeholders, at the same time, then the complexities became the s...

]]> In this episode of Navigating Major Programmes, Riccardo Cosentino sits down with Oomar Paurobally, a fellow Oxford alumnus and leader in hospitality megaprojects in South East Asia and Korea, to discuss his dissertation and his unique perspective on the Iron Triangle. The pair cover everything from stakeholder management and the universal complexity of major programmes to the interesting outcomes that can arise from a megaproject's royal flush.

 

“What we found is that the more you look at an aggregate level, when you're looking at an aggregated industry level, you find that the root causes tend to be the same. So, the same root causes we learned during our programme as areas affecting major infrastructure projects were the same that were impacting our industry, which were stakeholder management processes, product management skills in itself across portfolios; the root causes were similar. But what was really interesting insight was, so what? Now what? So we know, that's a core issue. But what does it really mean to us?” – Oomar Paurobally

 

 

After a degree in law, Oomar went to Dubai with a major project constructing a multi-billion dollar resort and waterpark. He has opened hotels, resorts and restaurants across Asia, the Middle East and Africa. Now, he has pivoted his career into real estate in the tech industry.

 

 

Key Takeaways:

  • Is the hospitality industry immune to the iron law of major programmes?  
  • The similarity of Iron Triangle root causes in civil infrastructure major programmes and luxury commercial megaprojects: Infrastructure stakeholder management and leadership management  
  • Delays as strategy in private sector of hospitality major programmes; the sharp contrast from civil major programmes  
  • Oomar’s dissertation research methodology; the successes and failures of thematic analysis and quantitative survey research
  • The importance of pivoting to manage research bias  
  • The royal flush in hospitality megaprojects and the interesting outcomes they can bring 

 

If you enjoyed this episode, make sure and give us a five star rating and leave us a review on iTunes, Podcast Addict, Podchaser or Castbox.

 

The conversation doesn’t stop here—connect and converse with our LinkedIn community: 

 

Transcript:

Riccardo Cosentino  00:05

You're listening to Navigating Major Programmes, a podcast that aims to elevate the conversations happening in the infrastructure industry and inspire you to have a more efficient approach within it. I'm your host, Riccardo Cosentino. I bring over 20 years of Major Programme Management experience. Most recently, I graduated from Oxford University Saïd Business School, which shook my belief when it comes to navigating major programmes. Now it's time to shake yours. Join me in each episode as I press the industry experts about the complexity of Major Programme Management, emerging digital trends and the critical leadership required to approach these multibillion-dollar projects. Let's see where the conversation takes us.

 

Riccardo Cosentino  00:51

Hello everyone and welcome back to another episode of Navigating Major Programmes. We're here today with Oomar Paurobally. How are you doing, Oomar?

 

Oomar Paurobally  01:02

I'm doing great Riccardo, it's great to be here.

 

Riccardo Cosentino  01:04

Thank you for joining me today. Really, really excited to have you on. I believe today you are calling from Singapore. Am I correct?

 

Oomar Paurobally  01:13

That's right. Beautiful island of Singapore.

 

Riccardo Cosentino  01:15

There you go. And I'm in Toronto so I think we are covering most of the time zone around the globe today. We're here today to talk about, I mean, you attended the Master in Major Program Management with me, we were in the same cohort. And today I invited you to the podcast to talk about your research, your dissertation. But maybe before we do that, that you might introduce yourself a little bit. Tell us a little bit about your background and what did you do before Oxford, what are you doing now, and things like that.

 

Oomar Paurobally  01:46

Thank you so much, Riccardo. Well, pleasure to be on the podcast and invest. Here I'm standing on shoulders of giants who came before me and we're on the fourth podcast. So if you ask myself, I actually did not start in life thinking I was going into major programmes. I read law and management in my very first degree. But I was tapped on the shoulder for a very interesting project, my first major programme in Dubai, which was to join the project management team building the Atlantis in Dubai. So that was approximately 15 years ago now. And that's how I joined this world in this realm. After that. I've been plodding along in the world of construction, building hotels and resorts across Asia, Middle East and Africa. The programme was a seminal point in my life and my career because I did pivot into a different industry, into the technology industry, right after looking still looking after spaces, but in a very different way.

 

Riccardo Cosentino  02:42

Very interesting, your background is very different from mine, I mean, you do construction, but you did a different type of construction. So I was very intrigued by your dissertation because it looks a case study that is very different from what I used to know. What I found from the dissertation for your research even though the case study is a different day, the issues are similar because upon the the level of complexity of the problems that you were looking at, is as high as any other major programmes that I looked at. So that was why I was interested in that, I was very keen to have you on because when we think of major programmes, in my circle, we always think of the major civil project is very complex and like well, tunneling, big dams and power plants. But you'll be looking at major programme from a different perspective. And so I was very, very keen to have a different perspective on the podcast.

 

Oomar Paurobally  03:38

Thank you so much, Riccardo. I guess first, let me start by saying obviously, the views I'll be sharing today are mine and mine alone and do not reflect any of the views and perspectives of my previous or current employers. So now that that's out of the way, let's talk about perspective. So it's very interesting, actually, I joined the programme itself, I was asking myself that question, major programme is programmes that are currently focused on major infrastructure projects (inaudible) start, whereas I was coming from a commercial lens at this project philosophy commercializing it from day one. And the added element to this was the complexity of the programmes I was managing was due to scale. So they had already scaled. So, if you looked at each individual project I was working on, they would not make up a programme. They would fall very clearly within the realms of what we define as project management, that when you start multiplying, and you start building in different countries with different stakeholders, at the same time, then the complexities became the s...

]]> Mon, 25 Mar 2024 05:00:00 -0400 Riccardo Cosentino, Oomar Paurobally Riccardo Cosentino, Oomar Paurobally 2033 In this episode of Navigating Major Programmes, Riccardo Cosentino sits down with Oomar Paurobally, a fellow Oxford alumnus and leader in hospitality megaprojects in South East Asia and Korea, to discuss his dissertation and his unique perspective on the Iron Triangle. The pair cover everything from stakeholder management and the universal complexity of major programmes to the interesting outcomes that can arise from a megaproject's royal flush. “What we found is that the more you look at an aggregate level, when you're looking at an aggregated industry level, you find that the root causes tend to be the same. So, the same root causes we learned during our programme as areas affecting major infrastructure projects were the same that were impacting our industry, which were stakeholder management processes, product management skills in itself across portfolios; the root causes were similar. But what was really interesting insight was, so what? Now what? So we know, that's a core issue. But what does it really mean to us?” – Oomar Paurobally In this episode of Navigating Major Programmes, Riccardo Cosentino sits down with Oomar Paurobally, a fellow Oxford alumnus and leader in hospitality megaprojects in South East Asia and Korea, to discuss his dissertation and his unique perspective on the leadership strategies, technology, #emergingtrends #infrastructure, #covid19impact, #qualitativeresearch, #infrastructureindustry, #hospitalityindustry, programme delays, oomar, qualitative research, major programme management, #organizationalinertia, eme No Private Capital in Infrastructure PPPs with Sherena Hussain | S2 EP 3 2 2 20 20 Private Capital in Infrastructure PPPs with Sherena Hussain | S2 EP 3 full acd817cd-8d34-487f-b458-a1d02eea1f8e https://navigatingmajorprogrammes.transistor.fm/s2/20 In this episode of Navigating Major Programmes, Riccardo Cosentino sits down with Sherena Hussain, lawyer, global thought leader in infrastructure and advisor to new partnership and sustainable finance models, to tackle the complex question: is private capital successful in major programmes?  

 

“The research and the industry and the research is beginning to align in the sense that we need to begin to do things differently. Now is the time to start to challenge the paradigm and do better.” – Sherena Hussain  

 

Key Takeaways:

  • The role private capital in infrastructure major programmes  
  • The overlaying correlation and causation of politics in private capital  
  • The biases of private practitioners in determining the use of private capital  
  • Delivery models, risk transfer and the tools for successful major programmes  
  • Systems approach to complexity  
  • The collective responsibility and impact of stakeholder management

Sherena Hussain’s Published Work

If you enjoyed this episode, make sure and give us a five star rating and leave us a review on iTunes, Podcast Addict, Podchaser or Castbox.

 

The conversation doesn’t stop here—connect and converse with our LinkedIn community: 

 

Transcript:

Riccardo Cosentino  0:05  

You're listening to Navigating Major Programmes, a podcast that aims to elevate the conversations happening in the infrastructure industry and inspire you to have a more efficient approach within it. I'm your host, Riccardo Cosentino. I bring over 20 years of Major Programme Management experience. Most recently, I graduated from Oxford University Saïd Business School, which shook my belief when it comes to navigating major programmes. Now it's time to shake yours. Join me in each episode as I press the industry experts about the complexity of Major Programme Management, emerging digital trends and the critical leadership required to approach these multibillion-dollar projects. Let's see where the conversation takes us.

 

 

Riccardo Cosentino  0:53  

Hello, everyone. Welcome to a new episode of Navigating Major Programmes. I'm here today with Sherena Hussain. How are you doing, Sherena?

 

Sherena Hussain  1:01  

I'm doing well. Thanks. How are you?

 

Riccardo Cosentino  1:04  

I'm very good. I'm very good. I'm so glad we're on this podcast together. Thank you for agreeing to join me. I've known you for a long time. But maybe for the guests that may not have seen you on CBC or seen your work on LinkedIn, can you introduce yourself briefly?

 

Sherena Hussain  1:21  

Oh, wonderful. Well, thank you for that. Well, my name, as you mentioned, is Shereena. Hussein. I'm a lawyer as well as an academic. In addition to being in the infrastructure space for many years, it's so interesting that Riccardo, you and I, we go back, way back, to the Infrastructure Ontario days where I was a summer associate and I was able to work alongside some of your teams. And since then, my career has taken me in different directions. Practicing as a lawyer at McCarthy Tétrault moving into academia, including affiliations with the Schulich School of Business, and also dovetailing into a variety of different international work, including affiliations with the G7 and the G20, trying to pair private capital to sustainable infrastructure projects all around the world. And now more specifically, trying to connect different types of research to actual problems that we have in the infrastructure community, more specifically, how do we make those projects bankable but also sustainable economically as well as environmentally speaking?

 

Riccardo Cosentino  2:26  

Okay, very interesting. So you, obviously, our path connected in the past and having this still do because I'm also still involved with private capital. I work for AtkinsRéalis doing investments into infrastructure. I have not been able to attend your courses at Schulich. But I certainly have seen them or your affiliation with the university. I mean, today, we want to talk about, obviously, private capital, but we want to also talk about major programming in general, and the challenges that major programme bring in terms of on-time delivery, on-budget delivery, and the complexity of major programmes and the multitude of stakeholders that they involve. So it's a very, very complex ecosystem. And I think I would just want to explore with you what you've picked up over the years in terms of what is the function of private capital and how can private capital at times help and at times doesn't help major programmes?

 

Sherena Hussain  3:34  

Yes, and first and foremost, I'm so happy that you're having this podcast series, because often we don't talk about this enough, and really being able to step back, see how well we're doing as an industry, but also, where are the rules or the ways that we can otherwise find solutions? How do we improve or at least create a dialogue around that? And with my research, and it's actually in fact, one of the reasons why I ended up doing a dovetail into academia, was really coming to the reflection point of whether or not we can do things better. And you know, as well as I do, and most of your listeners know that there has been a considerable amount of challenges that are almost endemic to major projects and the idea that items are over budget, they're never on time and then there's fallacies on how we plan and how we execute. And you can just look for the headlines from time to time, in which case, we always end up scratching our head and asking ourself, how did this happen? And that was one of the major questions that led me to move into academia and also conduct research with a bit of a slant towards private capital, but less so from a pure financial perspective, but rather looking at the role of private capital at the intersection of law, risk, as well as how that infuses some of the planning processes. So that intersectionality is quite challenging to wrap your head around, let alone do research. What I found really telling is that in the process, being able to step away from just each project stage and each project clause or project agreement, which as a lawyer, you can appreciate that's something that matters very much to what we do. But being able to step back and look at, well, how do these items interact with one another? In the context of say, are these projects able to attract private capital? What influence does this have on how the parties behave over the duration of long-term project agreements, some instance upwards of 30 years? How does that then influence the different stakeholders outside of the agreements? And then how then does different decision-makers reflect upon t...

]]> In this episode of Navigating Major Programmes, Riccardo Cosentino sits down with Sherena Hussain, lawyer, global thought leader in infrastructure and advisor to new partnership and sustainable finance models, to tackle the complex question: is private capital successful in major programmes?  

 

“The research and the industry and the research is beginning to align in the sense that we need to begin to do things differently. Now is the time to start to challenge the paradigm and do better.” – Sherena Hussain  

 

Key Takeaways:

  • The role private capital in infrastructure major programmes  
  • The overlaying correlation and causation of politics in private capital  
  • The biases of private practitioners in determining the use of private capital  
  • Delivery models, risk transfer and the tools for successful major programmes  
  • Systems approach to complexity  
  • The collective responsibility and impact of stakeholder management

Sherena Hussain’s Published Work

If you enjoyed this episode, make sure and give us a five star rating and leave us a review on iTunes, Podcast Addict, Podchaser or Castbox.

 

The conversation doesn’t stop here—connect and converse with our LinkedIn community: 

 

Transcript:

Riccardo Cosentino  0:05  

You're listening to Navigating Major Programmes, a podcast that aims to elevate the conversations happening in the infrastructure industry and inspire you to have a more efficient approach within it. I'm your host, Riccardo Cosentino. I bring over 20 years of Major Programme Management experience. Most recently, I graduated from Oxford University Saïd Business School, which shook my belief when it comes to navigating major programmes. Now it's time to shake yours. Join me in each episode as I press the industry experts about the complexity of Major Programme Management, emerging digital trends and the critical leadership required to approach these multibillion-dollar projects. Let's see where the conversation takes us.

 

 

Riccardo Cosentino  0:53  

Hello, everyone. Welcome to a new episode of Navigating Major Programmes. I'm here today with Sherena Hussain. How are you doing, Sherena?

 

Sherena Hussain  1:01  

I'm doing well. Thanks. How are you?

 

Riccardo Cosentino  1:04  

I'm very good. I'm very good. I'm so glad we're on this podcast together. Thank you for agreeing to join me. I've known you for a long time. But maybe for the guests that may not have seen you on CBC or seen your work on LinkedIn, can you introduce yourself briefly?

 

Sherena Hussain  1:21  

Oh, wonderful. Well, thank you for that. Well, my name, as you mentioned, is Shereena. Hussein. I'm a lawyer as well as an academic. In addition to being in the infrastructure space for many years, it's so interesting that Riccardo, you and I, we go back, way back, to the Infrastructure Ontario days where I was a summer associate and I was able to work alongside some of your teams. And since then, my career has taken me in different directions. Practicing as a lawyer at McCarthy Tétrault moving into academia, including affiliations with the Schulich School of Business, and also dovetailing into a variety of different international work, including affiliations with the G7 and the G20, trying to pair private capital to sustainable infrastructure projects all around the world. And now more specifically, trying to connect different types of research to actual problems that we have in the infrastructure community, more specifically, how do we make those projects bankable but also sustainable economically as well as environmentally speaking?

 

Riccardo Cosentino  2:26  

Okay, very interesting. So you, obviously, our path connected in the past and having this still do because I'm also still involved with private capital. I work for AtkinsRéalis doing investments into infrastructure. I have not been able to attend your courses at Schulich. But I certainly have seen them or your affiliation with the university. I mean, today, we want to talk about, obviously, private capital, but we want to also talk about major programming in general, and the challenges that major programme bring in terms of on-time delivery, on-budget delivery, and the complexity of major programmes and the multitude of stakeholders that they involve. So it's a very, very complex ecosystem. And I think I would just want to explore with you what you've picked up over the years in terms of what is the function of private capital and how can private capital at times help and at times doesn't help major programmes?

 

Sherena Hussain  3:34  

Yes, and first and foremost, I'm so happy that you're having this podcast series, because often we don't talk about this enough, and really being able to step back, see how well we're doing as an industry, but also, where are the rules or the ways that we can otherwise find solutions? How do we improve or at least create a dialogue around that? And with my research, and it's actually in fact, one of the reasons why I ended up doing a dovetail into academia, was really coming to the reflection point of whether or not we can do things better. And you know, as well as I do, and most of your listeners know that there has been a considerable amount of challenges that are almost endemic to major projects and the idea that items are over budget, they're never on time and then there's fallacies on how we plan and how we execute. And you can just look for the headlines from time to time, in which case, we always end up scratching our head and asking ourself, how did this happen? And that was one of the major questions that led me to move into academia and also conduct research with a bit of a slant towards private capital, but less so from a pure financial perspective, but rather looking at the role of private capital at the intersection of law, risk, as well as how that infuses some of the planning processes. So that intersectionality is quite challenging to wrap your head around, let alone do research. What I found really telling is that in the process, being able to step away from just each project stage and each project clause or project agreement, which as a lawyer, you can appreciate that's something that matters very much to what we do. But being able to step back and look at, well, how do these items interact with one another? In the context of say, are these projects able to attract private capital? What influence does this have on how the parties behave over the duration of long-term project agreements, some instance upwards of 30 years? How does that then influence the different stakeholders outside of the agreements? And then how then does different decision-makers reflect upon t...

]]> Mon, 11 Mar 2024 05:00:00 -0400 Riccardo Cosentino, Sherena Hussain Riccardo Cosentino, Sherena Hussain 2782 In this episode of Navigating Major Programmes, Riccardo Cosentino sits down with Sherena Hussain, lawyer, global thought leader in infrastructure and advisor to new partnership and sustainable finance models, to tackle the complex question: is private capital successful in major programmes? In this episode of Navigating Major Programmes, Riccardo Cosentino sits down with Sherena Hussain, lawyer, global thought leader in infrastructure and advisor to new partnership and sustainable finance models, to tackle the complex question: is private ca #infrastructuredevelopment, technology, system thinking, electrification, sustainable infrastructure projects, applied system thinking, #investments, law, private capital, circular causality, #decarbonization, #riskmanagement, on-budget delivery, mega pro No The Human Pursuit of Infrastructure Delivery with Matti Siemiatycki | S2 EP 2 2 2 19 19 The Human Pursuit of Infrastructure Delivery with Matti Siemiatycki | S2 EP 2 full 539896eb-1a49-4da7-be58-202b0d91c464 https://navigatingmajorprogrammes.transistor.fm/s2/19 In this episode of Navigating Major Programmes, Riccardo Cosentino sits down with Matti Siemiatyck, Professor of Geography and Planning and Director of the Infrastructure Institute at the University of Toronto, to discuss the rise and fall of infrastructure in Ontario and answer the big question: Does the type of delivery model dictate the outcome of mega projects?

“We’ve lost track of what it means to be working collaboratively across organizations in these complex temporary organizations that are working at a huge scale with thousands of people and huge risk.” —Matti Siemiatycki, 20:42

The pair discuss the importance of data-driven debates for bettering delivery models and furthermore, the outcomes of major programmes.

 

 

Key Takeaways:

  • The good, the bad, and the ugly of PPP
  • The importance independent conversations about major programmes
  • The danger of simplifying delivery models for complex projects
  • Recognizing the delivery model’s role in the outcome
  • Infrastructure leadership training and where it is lacking, looking to the UK model
  • The importance of venues for open industry discussion, independent quality research and public data

 

"We need to try to create these spaces where we can have divergent views and we can actually discuss these points.”—Matti Siemiatycki, 33:01


Guest Bio:

Matti Siemiatycki is a Professor of Geography and Planning and Director of the Infrastructure Institute at the University of Toronto. His work focuses on delivering large-scale infrastructure projects, evidence-based infrastructure investment decisions, and the effective integration of infrastructure into the fabric of cities. His recent studies explore transit policy decisions, the value for money of public-private partnerships, the development of innovative mixed-use buildings as a form of place based infrastructure policy, and the diversity gap in the infrastructure industry workforce.

 

Matti Siemiatycki’s Published Work

 

If you enjoyed this episode, make sure and give us a five star rating and leave us a review on iTunes, Podcast Addict, Podchaser or Castbox

 

The conversation doesn’t stop here—connect and converse with our community via LinkedIn:

 

Transcript:

Riccardo Cosentino  0:05  

You're listening to Navigating Major Programmes, a podcast that aims to elevate the conversations happening in the infrastructure industry and inspire you to have a more efficient approach within it. I'm your host, Riccardo Cosentino. I bring over 20 years of Major Programme Management experience. Most recently, I graduated from Oxford University Saïd Business School, which shook my belief when it comes to navigating major programmes. Now it's time to shake yours. Join me in each episode as I press the industry experts about the complexity of Major Programme Management, emerging digital trends and the critical leadership required to approach these multibillion-dollar projects. Let's see where the conversation takes us.  

 

Riccardo Cosentino  0:53  

Hello, everyone, welcome to another episode of season two of Navigating Major Programmes. I'm here with Matti Siemiatycki who is going to introduce himself in a minute. And today we're going to talk about his latest paper and have a general discussion about the PPP model in Ontario and in Canada  more broadly and delivery models in general in our industry. How are you doing, Matti?

 

Matti Siemiatycki  1:16  

I'm great, Riccardo, thanks for having me. It's nice being with you.

 

Matti Siemiatycki  1:19  

So as I said at the top, I mean, maybe for I know you well, but maybe it's for some of our guests, could you just tell us a little bit about yourself?

 

Matti Siemiatycki  1:29  

Sure. I'm Matti Siemiatycki, I'm the director of The Infrastructure Institute and a professor of geography and planning at the University of Toronto. I've been studying big infrastructure projects now going on two decades, and had been at the University of Toronto since 2008. And this was a really important time to be studying infrastructure because I started studying infrastructure in around 2003, as Public-Private Partnerships were starting to really take hold in Canada and a generational wave of infrastructure started to become delivered through Public-Private Partnerships. And so through that period, at some parts of it, being on the west coast of Canada, some parts being overseas, and some parts, then returning to the University of Toronto, for most of it, I've had a pretty front row seat to the way that infrastructure is delivered, the changes that have happened, the big scaling up of investments in big projects, but also some of the challenges that have been experienced. So my work itself has been on Public-Private Partnerships on how to deliver projects on time and on budget. And most recently, I've founded and led the Infrastructure Institute where we do a lot of work looking at innovative types of partnerships, where there's deep collaboration in mixed-use buildings, for example, where a public-private sector and nonprofit may co-locate in the same building and where the definition and meaning of partnership is a true collaboration under one roof, which really stretches the definition from the infrastructure sector into housing and buildings. But the work I've done over the years then has delved deeply into how projects are delivered and some of the good, the bad and the ugly of the Public-Private Partnership model here in Canada.

 

Riccardo Cosentino  3:20  

Yeah, I mean, I think I think I've come across you in the past and I think you and I touched or crossed paths during the Ottawa Public Inquiry where you were part of the panel, and I actually felt, think you've led that panel for the commissioner. And I've also followed some of your past work. You're an avid researcher, great publisher of articles and articles and journals, peer-reviewed journals. And in fact, today, I think we're here to talk a little bit about your latest paper about I call it a retrospective on PPPs in Canada and specifically in Ontario. And I believe that's in the context of understanding, you know, the rise and fall of PPP in this particular jurisdiction.  

 

Matti Siemiatycki  4:08  

Yeah, so we've really seen a wave and you can really, you can think of it like a wave cresting on the beach, that we had a dramatic rise of Public-Private Partnership...

]]> In this episode of Navigating Major Programmes, Riccardo Cosentino sits down with Matti Siemiatyck, Professor of Geography and Planning and Director of the Infrastructure Institute at the University of Toronto, to discuss the rise and fall of infrastructure in Ontario and answer the big question: Does the type of delivery model dictate the outcome of mega projects?

“We’ve lost track of what it means to be working collaboratively across organizations in these complex temporary organizations that are working at a huge scale with thousands of people and huge risk.” —Matti Siemiatycki, 20:42

The pair discuss the importance of data-driven debates for bettering delivery models and furthermore, the outcomes of major programmes.

 

 

Key Takeaways:

  • The good, the bad, and the ugly of PPP
  • The importance independent conversations about major programmes
  • The danger of simplifying delivery models for complex projects
  • Recognizing the delivery model’s role in the outcome
  • Infrastructure leadership training and where it is lacking, looking to the UK model
  • The importance of venues for open industry discussion, independent quality research and public data

 

"We need to try to create these spaces where we can have divergent views and we can actually discuss these points.”—Matti Siemiatycki, 33:01


Guest Bio:

Matti Siemiatycki is a Professor of Geography and Planning and Director of the Infrastructure Institute at the University of Toronto. His work focuses on delivering large-scale infrastructure projects, evidence-based infrastructure investment decisions, and the effective integration of infrastructure into the fabric of cities. His recent studies explore transit policy decisions, the value for money of public-private partnerships, the development of innovative mixed-use buildings as a form of place based infrastructure policy, and the diversity gap in the infrastructure industry workforce.

 

Matti Siemiatycki’s Published Work

 

If you enjoyed this episode, make sure and give us a five star rating and leave us a review on iTunes, Podcast Addict, Podchaser or Castbox

 

The conversation doesn’t stop here—connect and converse with our community via LinkedIn:

 

Transcript:

Riccardo Cosentino  0:05  

You're listening to Navigating Major Programmes, a podcast that aims to elevate the conversations happening in the infrastructure industry and inspire you to have a more efficient approach within it. I'm your host, Riccardo Cosentino. I bring over 20 years of Major Programme Management experience. Most recently, I graduated from Oxford University Saïd Business School, which shook my belief when it comes to navigating major programmes. Now it's time to shake yours. Join me in each episode as I press the industry experts about the complexity of Major Programme Management, emerging digital trends and the critical leadership required to approach these multibillion-dollar projects. Let's see where the conversation takes us.  

 

Riccardo Cosentino  0:53  

Hello, everyone, welcome to another episode of season two of Navigating Major Programmes. I'm here with Matti Siemiatycki who is going to introduce himself in a minute. And today we're going to talk about his latest paper and have a general discussion about the PPP model in Ontario and in Canada  more broadly and delivery models in general in our industry. How are you doing, Matti?

 

Matti Siemiatycki  1:16  

I'm great, Riccardo, thanks for having me. It's nice being with you.

 

Matti Siemiatycki  1:19  

So as I said at the top, I mean, maybe for I know you well, but maybe it's for some of our guests, could you just tell us a little bit about yourself?

 

Matti Siemiatycki  1:29  

Sure. I'm Matti Siemiatycki, I'm the director of The Infrastructure Institute and a professor of geography and planning at the University of Toronto. I've been studying big infrastructure projects now going on two decades, and had been at the University of Toronto since 2008. And this was a really important time to be studying infrastructure because I started studying infrastructure in around 2003, as Public-Private Partnerships were starting to really take hold in Canada and a generational wave of infrastructure started to become delivered through Public-Private Partnerships. And so through that period, at some parts of it, being on the west coast of Canada, some parts being overseas, and some parts, then returning to the University of Toronto, for most of it, I've had a pretty front row seat to the way that infrastructure is delivered, the changes that have happened, the big scaling up of investments in big projects, but also some of the challenges that have been experienced. So my work itself has been on Public-Private Partnerships on how to deliver projects on time and on budget. And most recently, I've founded and led the Infrastructure Institute where we do a lot of work looking at innovative types of partnerships, where there's deep collaboration in mixed-use buildings, for example, where a public-private sector and nonprofit may co-locate in the same building and where the definition and meaning of partnership is a true collaboration under one roof, which really stretches the definition from the infrastructure sector into housing and buildings. But the work I've done over the years then has delved deeply into how projects are delivered and some of the good, the bad and the ugly of the Public-Private Partnership model here in Canada.

 

Riccardo Cosentino  3:20  

Yeah, I mean, I think I think I've come across you in the past and I think you and I touched or crossed paths during the Ottawa Public Inquiry where you were part of the panel, and I actually felt, think you've led that panel for the commissioner. And I've also followed some of your past work. You're an avid researcher, great publisher of articles and articles and journals, peer-reviewed journals. And in fact, today, I think we're here to talk a little bit about your latest paper about I call it a retrospective on PPPs in Canada and specifically in Ontario. And I believe that's in the context of understanding, you know, the rise and fall of PPP in this particular jurisdiction.  

 

Matti Siemiatycki  4:08  

Yeah, so we've really seen a wave and you can really, you can think of it like a wave cresting on the beach, that we had a dramatic rise of Public-Private Partnership...

]]> Mon, 26 Feb 2024 05:00:00 -0500 Riccardo Cosentino, Matti Siemiatycki Riccardo Cosentino, Matti Siemiatycki 2567 In this episode of Navigating Major Programmes, Riccardo Cosentino sits down with Matti Siemiatyck, Professor of Geography and Planning and Director of the Infrastructure Institute at the University of Toronto, to discuss the rise and fall of infrastructure in Ontario and answer the big question: Does the type of delivery model dictate the outcome of mega projects? “We’ve lost track of what it means to be working collaboratively across organizations in these complex temporary organizations that are working at a huge scale with thousands of people and huge risk.” —Matti Siemiatycki, 20:42 In this episode of Navigating Major Programmes, Riccardo Cosentino sits down with Matti Siemiatyck, Professor of Geography and Planning and Director of the Infrastructure Institute at the University of Toronto, to discuss the rise and fall of infrastructu siemiatycki, matti, matti siemiatycki No The Conversation Our Industry Needs To Have with Riccardo Cosentino | S2 EP 1 2 2 18 18 The Conversation Our Industry Needs To Have with Riccardo Cosentino | S2 EP 1 full b4616e7d-f959-4fce-af7e-81daa158a13c https://navigatingmajorprogrammes.transistor.fm/s2/18 Thank you for tuning in for the first episode of Navigating Major Programmes’ second season. You can expect new conversations with Riccardo Cosentino and his guests bi-weekly, everywhere you listen to podcasts.

 

“In this podcast, I really wanted to create a platform for research-based conversation. And the reason for that is because the majority of the conferences in our industry are privately sponsored and therefore, the content is, to a certain degree, is privately controlled.” – Riccardo Cosentino

 

Key Takeaways:

  • The importance of having a dedicated platform for researched-based conversation
  • Understanding biases in industry conversation and developing critical thinking
  • What to expect from upcoming conversations in Navigating Major Programmes’ second season

 

If you enjoyed this episode, make sure and give us a five star rating and leave us a review on iTunes, Podcast Addict, Podchaser or Castbox.

 

The conversation doesn’t stop here—connect and converse with our LinkedIn community: 

 

Transcript:

 

Music: "A New Tomorrow" by Chordial Music. Licensed through PremiumBeat.

]]> Thank you for tuning in for the first episode of Navigating Major Programmes’ second season. You can expect new conversations with Riccardo Cosentino and his guests bi-weekly, everywhere you listen to podcasts.

 

“In this podcast, I really wanted to create a platform for research-based conversation. And the reason for that is because the majority of the conferences in our industry are privately sponsored and therefore, the content is, to a certain degree, is privately controlled.” – Riccardo Cosentino

 

Key Takeaways:

  • The importance of having a dedicated platform for researched-based conversation
  • Understanding biases in industry conversation and developing critical thinking
  • What to expect from upcoming conversations in Navigating Major Programmes’ second season

 

If you enjoyed this episode, make sure and give us a five star rating and leave us a review on iTunes, Podcast Addict, Podchaser or Castbox.

 

The conversation doesn’t stop here—connect and converse with our LinkedIn community: 

 

Transcript:

 

Music: "A New Tomorrow" by Chordial Music. Licensed through PremiumBeat.

]]> Mon, 12 Feb 2024 05:00:00 -0500 Riccardo Cosentino Riccardo Cosentino 460 Thank you for tuning in for the first episode of Navigating Major Programmes’ second season. You can expect new conversations with Riccardo Cosentino and his guests bi-weekly, everywhere you listen to podcasts. “In this podcast, I really wanted to create a platform for research-based conversation. And the reason for that is because the majority of the conferences in our industry are privately sponsored and therefore, the content is, to a certain degree, is privately controlled.” – Riccardo Cosentino Thank you for tuning in for the first episode of Navigating Major Programmes’ second season. You can expect new conversations with Riccardo Cosentino and his guests bi-weekly, everywhere you listen to podcasts. “In this podcast, I really wanted to crea unfiltered podcast discussions, research rebellion, season 2 unveiling, navigating realities podcast, academic realism clash, #multibilliondollarinsights, #podcastrevolution, #navigatingrealities, #majorprogrammesunleashed, #oxfordinsights, oxford insight No Here’s What I’ve Learned About Our Industry with Riccardo Cosentino | S1 EP 16 1 1 17 17 Here’s What I’ve Learned About Our Industry with Riccardo Cosentino | S1 EP 16 full aef0a059-6528-4bb3-bc12-3be4732261e3 https://navigatingmajorprogrammes.transistor.fm/s1/17 In this episode of Navigating Major Programmes, Riccardo Cosentino sits down to reflect on the conversations during the first season of Navigating Major Programmes and what he’s learned about the industry because of them. Plus, Riccardo shares why he started a podcast in the first place and his final thoughts before taking a brief break ahead of an exciting season two. 

“The opportunity to sit down and interact with individuals who have spent six months researching a specific major programme topic and engaging into a debate about their findings and their conclusions has been very, very inspiring for me. To a point where all my initial concerns and fears of starting a podcast have now completely vanished and I’m really looking forward to building upon the first season of Navigating Major Programmes and bringing even more in-depth topics in season two.” —Riccardo Cosentino 

 

Key Takeaways: 

  • The importance of being an ally for women in major programmes (listen to episodes 1, 2, 3, 4 and 5)
  • Collaborative contracting as an alternative in complex programmes (listen to episodes 6, 10, 11 and 15)
  • Leadership in major programmes (listen to episodes 7, 12 and 14)
  • Setting the right expectation of technology in major programmes (listen to episodes 8 and 13)

 

 

If you enjoyed this episode, make sure and give us a five star rating and leave us a review on iTunes, Podcast Addict, Podchaser or Castbox.

 

The conversation doesn’t stop here—connect and converse with our LinkedIn community: 

Transcript:

Riccardo Cosentino  00:00

If you're listening to navigate the major programs, the podcast that aims to elevate the conversations happening in the infrastructure industry and inspire you to have a more efficient approach within it. I'm your host Riccardo Cosentino I bring over 20 years of major programme management experience. Most recently, I graduated from Oxford universities Said business school, which shook my belief when it comes to navigating major problems. Now it's time to shake yours. Join me in each episode as a press the industry experts about the complexity of major problem management, emerging digital trends and the critical leadership required to approach these multibillion dollar projects. Let's see where the conversation takes us.  

Hello, and welcome to a new episode on navigating major programs. This episode will be the final episode in Season One. And in this episode, I will try to recap the topics that we covered in the first 15 podcasts. I will try to also recap the guests that join the podcast and the themes that we covered in the 15 episodes. 

But before I go into that, I think it's important that I also tried to recap and remind ourselves why I started the podcast in the first place.  I started this podcast for two reasons. The first one was a personal reason which was wanted to overcome my fear of public speaking, I wanted to practice the skills of interacting with guests and to record myself and listen to myself and overcome this cringe that we all have in listening ourselves speaking. And it was very important to me, it was very important for my journey to always become a better leader, I really wanted to put myself out of my comfort zone.  But the second reason which is to be more addressed stick is I wanted to create a platform for individuals that don't normally have access to these type of platforms such as podcasts and blogs. The idea really started from when I was finishing my dissertation at Oxford. And I realized that I just spent six months researching a topic using very rigorous academic research methods. And most likely the now the dissertation will probably end up on my bookshelf. And I also realized that in my class, there were another 60 People who had created similar research of similar standards. And also then I realized that because I was part of cohort 12, at Oxford for the master major program management, there were approximately 700 People who had written dissertation who had research, major program topics, and most of them probably never talked about the research. So those were the two main reasons why I started the podcast. 

But as you probably realize the first five episodes of the podcast was actually a mini series called Building Bridges. And the reason I started with a mini series is because I was very scared of getting the podcast off the ground, I had a huge amount of impostor syndrome. And so together with with my personal brand coach, we decided to actually create a mini series so that it wouldn't be too daunting. It wouldn't be a full podcast, and it was going to be a bit more manageable with a limited number of episodes in a very limited topic, which was the experience of women in working a male dominated industry. However, as I was launching the miniseries, and by the way, the miniseries took me two years to launch because I recorded the first podcast in 2020. And I ended up launching it in 2023. So I should have been more than two years, it took me more than two years to launch the podcast. But when I ended up doing it, when I started recording the second and third episode, I got really galvanized and decided to bite the bullet and to actually launch the full podcast. And that's how we ended up having navigated major programs together with building bridges, women in infrastructure.  I also picked the woman infrastructure topic because I'm a big ally to women. And I think our industry needs more women. And so I felt this was a topic very close to me, and probably a very easy place to start since I was quite confident about the topic. So in building bridges, we started with Mariska Pinto and she came in talk to us about being the only woman in the room and the challenges have been in a male dominated environment at the beginning of our career. We then had Corrail Bourrelier Fabiani, who has now become a regular guest as well as co host of the podcast where she discussed the importance of allyship. Then I decided to have an old colleague of mine, Hannelie Stockenstrom, who is being a big role model for me and also represented somebody in an advanced stage of our career, and somebody that is really passionate about infrastructure. Then in episode four, we had Divya Shah joining us and talking about how labels put limits on what women can achieve and how labels are detrimental to the advancement of women. And then finally, in Episode Five, we had my ex colleague Shormila Chatterjee, that came to talk to us about gender bias and their experience with gender bias, being an engineer, managing engineers, and getting pushback from these engineers because she was a female. Overall, the biggest lesson learned for the miniseries is that ally ship is very, very important. All women described how in a male dominated environment, some sort of allyship is necessary, because there just aren't enough women at the top. So if women want to try to make at the top in a male dominated industry, they need the support of men.  

Once I concluded building bridges, women in infrastructure I launched right into navigating major programs. As I mentioned before, the podcast was meant to give a platform to some of my classmates who had done extensive research on major program topics and didn't really have a platform to present their findings. So I started with several guests. And we followed three major themes. We talked about collaborative contracts, we talked about leadership in general leadership in major programs. And then we talked about technology and technology in majo...

]]> In this episode of Navigating Major Programmes, Riccardo Cosentino sits down to reflect on the conversations during the first season of Navigating Major Programmes and what he’s learned about the industry because of them. Plus, Riccardo shares why he started a podcast in the first place and his final thoughts before taking a brief break ahead of an exciting season two. 

“The opportunity to sit down and interact with individuals who have spent six months researching a specific major programme topic and engaging into a debate about their findings and their conclusions has been very, very inspiring for me. To a point where all my initial concerns and fears of starting a podcast have now completely vanished and I’m really looking forward to building upon the first season of Navigating Major Programmes and bringing even more in-depth topics in season two.” —Riccardo Cosentino 

 

Key Takeaways: 

  • The importance of being an ally for women in major programmes (listen to episodes 1, 2, 3, 4 and 5)
  • Collaborative contracting as an alternative in complex programmes (listen to episodes 6, 10, 11 and 15)
  • Leadership in major programmes (listen to episodes 7, 12 and 14)
  • Setting the right expectation of technology in major programmes (listen to episodes 8 and 13)

 

 

If you enjoyed this episode, make sure and give us a five star rating and leave us a review on iTunes, Podcast Addict, Podchaser or Castbox.

 

The conversation doesn’t stop here—connect and converse with our LinkedIn community: 

Transcript:

Riccardo Cosentino  00:00

If you're listening to navigate the major programs, the podcast that aims to elevate the conversations happening in the infrastructure industry and inspire you to have a more efficient approach within it. I'm your host Riccardo Cosentino I bring over 20 years of major programme management experience. Most recently, I graduated from Oxford universities Said business school, which shook my belief when it comes to navigating major problems. Now it's time to shake yours. Join me in each episode as a press the industry experts about the complexity of major problem management, emerging digital trends and the critical leadership required to approach these multibillion dollar projects. Let's see where the conversation takes us.  

Hello, and welcome to a new episode on navigating major programs. This episode will be the final episode in Season One. And in this episode, I will try to recap the topics that we covered in the first 15 podcasts. I will try to also recap the guests that join the podcast and the themes that we covered in the 15 episodes. 

But before I go into that, I think it's important that I also tried to recap and remind ourselves why I started the podcast in the first place.  I started this podcast for two reasons. The first one was a personal reason which was wanted to overcome my fear of public speaking, I wanted to practice the skills of interacting with guests and to record myself and listen to myself and overcome this cringe that we all have in listening ourselves speaking. And it was very important to me, it was very important for my journey to always become a better leader, I really wanted to put myself out of my comfort zone.  But the second reason which is to be more addressed stick is I wanted to create a platform for individuals that don't normally have access to these type of platforms such as podcasts and blogs. The idea really started from when I was finishing my dissertation at Oxford. And I realized that I just spent six months researching a topic using very rigorous academic research methods. And most likely the now the dissertation will probably end up on my bookshelf. And I also realized that in my class, there were another 60 People who had created similar research of similar standards. And also then I realized that because I was part of cohort 12, at Oxford for the master major program management, there were approximately 700 People who had written dissertation who had research, major program topics, and most of them probably never talked about the research. So those were the two main reasons why I started the podcast. 

But as you probably realize the first five episodes of the podcast was actually a mini series called Building Bridges. And the reason I started with a mini series is because I was very scared of getting the podcast off the ground, I had a huge amount of impostor syndrome. And so together with with my personal brand coach, we decided to actually create a mini series so that it wouldn't be too daunting. It wouldn't be a full podcast, and it was going to be a bit more manageable with a limited number of episodes in a very limited topic, which was the experience of women in working a male dominated industry. However, as I was launching the miniseries, and by the way, the miniseries took me two years to launch because I recorded the first podcast in 2020. And I ended up launching it in 2023. So I should have been more than two years, it took me more than two years to launch the podcast. But when I ended up doing it, when I started recording the second and third episode, I got really galvanized and decided to bite the bullet and to actually launch the full podcast. And that's how we ended up having navigated major programs together with building bridges, women in infrastructure.  I also picked the woman infrastructure topic because I'm a big ally to women. And I think our industry needs more women. And so I felt this was a topic very close to me, and probably a very easy place to start since I was quite confident about the topic. So in building bridges, we started with Mariska Pinto and she came in talk to us about being the only woman in the room and the challenges have been in a male dominated environment at the beginning of our career. We then had Corrail Bourrelier Fabiani, who has now become a regular guest as well as co host of the podcast where she discussed the importance of allyship. Then I decided to have an old colleague of mine, Hannelie Stockenstrom, who is being a big role model for me and also represented somebody in an advanced stage of our career, and somebody that is really passionate about infrastructure. Then in episode four, we had Divya Shah joining us and talking about how labels put limits on what women can achieve and how labels are detrimental to the advancement of women. And then finally, in Episode Five, we had my ex colleague Shormila Chatterjee, that came to talk to us about gender bias and their experience with gender bias, being an engineer, managing engineers, and getting pushback from these engineers because she was a female. Overall, the biggest lesson learned for the miniseries is that ally ship is very, very important. All women described how in a male dominated environment, some sort of allyship is necessary, because there just aren't enough women at the top. So if women want to try to make at the top in a male dominated industry, they need the support of men.  

Once I concluded building bridges, women in infrastructure I launched right into navigating major programs. As I mentioned before, the podcast was meant to give a platform to some of my classmates who had done extensive research on major program topics and didn't really have a platform to present their findings. So I started with several guests. And we followed three major themes. We talked about collaborative contracts, we talked about leadership in general leadership in major programs. And then we talked about technology and technology in majo...

]]> Mon, 04 Dec 2023 05:00:00 -0500 Riccardo Cosentino Riccardo Cosentino 767 In this episode of Navigating Major Programmes, Riccardo Cosentino sits down to reflect on the conversations during the first season of Navigating Major Programmes and what he’s learned about the industry because of them. Plus, Riccardo shares why he started a podcast in the first place and his final thoughts before taking a brief break ahead of an exciting season two. In this episode of Navigating Major Programmes, Riccardo Cosentino sits down to reflect on the conversations during the first season of Navigating Major Programmes and what he’s learned about the industry because of them. Plus, Riccardo shares why he star stream, navigating challenges, technology trends, building bridges, topic, major, episode, allyship, started, program management research, contracting, oxford, podcast recap, linkedin community, season break, season conclusion, season two preview, convers No Integrated Project Delivery: Strengths and Challenges With Rachael Patel | S1 EP 15 1 1 16 16 Integrated Project Delivery: Strengths and Challenges With Rachael Patel | S1 EP 15 full cb58ab63-2283-43a8-9f18-a18587b5337b https://navigatingmajorprogrammes.transistor.fm/s1/16 In this episode, Riccardo Cosentino sits down with fellow Oxford alumni, Rachael Patel, to discuss integrated project delivery (IPD). With a background as a registered nurse, Rachael brings her unique expertise to her current role in the health sector specializing in strategic planning and execution of health services, research and infrastructure projects in North America. The pair discuss the impediments and challenges of adoption of the IPD model, specifically how it relates to private and public healthcare major infrastructure projects and the procurement process.

“You add an integrated project delivery, where the idea is risk sharing and then you use that same methodology to calculate value for money, IPD will never win because IPDs base core base is sharing risk. It’s two issues in our procurement, it’s the idea of what value for money is and how we calculate money.”– Rachael Patel

 

Key Takeaways: 

  • The origin of IPD and how its optimizing project design and construction 
  • Why value for money is problematic for IPD
  • Finding a better way to allocate risk, relational over transactional  
  • The policy associated in procurement and how it is hindering the marketplace shift to alternative models

 

Links Mentioned: 

 

If you enjoyed this episode, make sure and give us a five star rating and leave us a review on iTunes, Podcast Addict, Podchaser or Castbox.

 

The conversation doesn’t stop here—connect and converse with our LinkedIn community: 

 

Transcript:

Riccardo Cosentino  00:00

If you're listening to Navigating Major Programmes, the podcast that aims to elevate the conversations happening in the infrastructure industry and inspire you to have a more efficient approach within it. I'm your host Riccardo Cosentino. I bring over 20 years of major programme management experience. Most recently, I graduated from Oxford Universities they business group, which shook my belief when it comes to navigating major problems. Now it's time to shake yours. Join me in each episode as a press the industry experts about the complexity of major program management, emerging digital trends and the critical leadership required to approach these multibillion dollar projects. Let's see where the conversation takes us.  Racheal Patel is an Associate Vice President and senior project manager at a global architecture and engineering firm. She's a registered nurse, and also the Master of Science in major program management from the University of Oxford, and a Master of nursing from the University of Toronto. Racheal is a skilled leader in the health sector specializing in strategic planning and execution of health services, research and infrastructure projects in Canada and the United States. Her expertise includes guiding organization for the initial strategic planning phase, through detailed planning and design to the implementation of transformative and innovative capital projects. Hello, everyone.  Welcome to another episode of navigating major programs. I'm here today with Richard Patel. I met Racheal at Oxford University when we were completing together our mastering major program management. And I asked Racheal today to join us on the podcast to discuss her dissertation, which is quite interesting and very relevant to the topics that we've been discussing on navigating major programs. How're you doing, Racheal?

 

Racheal Patel  02:00

I'm good Ricardo. And thanks for having me here. I'm excited to have a platform to talk about my dissertation and you providing that platform to talk about major programs. So thank you very much for having me.  

 

Riccardo Cosentino  02:14

It's my pleasure. So maybe since I've tucked up your dissertation a little bit, well, what was the topic of your dissertation?  Yeah, so my topic was actually looking at the challenges of adopting integrated project delivery in health infrastructure here specifically in Ontario. And I kind of was interested in this because here in Ontario, as you know, we've been in a transactional type of model for some time, and I wanted to see could we push the boundary and look at other project delivery models that would achieve the the goals of infrastructure for healthcare in a different manner? Interesting. And you talk about transactional contracting, and you talk about IPD, can you maybe explain for some of our listeners the difference or what was in the context of your, your research, what those terms mean?

 

Racheal Patel  03:20

So when we when I say transactional, it's more of a contractual obligation. So it's what we see today, like a p3, you know, alternative delivery model where you have a relationship based on some terms and conditions. Relational, it's a similar idea in that more, they're not similar, but it's a similar idea, in that it's a relationship based model where you're working together as a team, there's no one, you know, a buyer and a seller you are, I guess, in a way, a group or collaborative, all working towards the same goal and you have incentives and so forth, in a nutshell, that it's different. We in transactional, as you know, you have contractual requirements, you're obligated to meet certain things, whereas in relational, it's really about the relationships and the collaboration and the people and people organizations that come together to deliver. So it's, it's harder, sorry, relational is more softer compared to transactional in my non legal way of trying to explain.

 

Riccardo Cosentino  04:41

So another way of putting that is an is one that of an example that I use in the past is that transactional contracting or is more of a zero sum game where there is a party, a winning party in the losing party. We're in relational contracting. We're all on the same table, we all have one common goal, one common incentive. And all of the incentives are aligned providing a more collaborative environment.  

 

Racheal Patel  05:11

Yeah, yeah, that's probably more eloquent and articulate in the way I'm trying to explain it. That yeah, like, with relational, and specifically with IPD, you have everyone coming together with a common goal objective, and you're all measured on that same group of objectives or metrics metrics. And I would say transactional is a very much risk transfer moving risk to one party to hold that and your obligation to meet those risks, that transfer of that risk. But yes, I would say what you what you said is more eloquent than how I'm trying to explain it.

 

Riccardo Cosentino  05:54

No, yours is more is more detailed and more accurate by this very broad strokes. But maybe maybe for again, for our listeners, I know, in your research, you know, part of your literature review you you actually had a bit of a dive into IPD, which means integrated project de...

]]> In this episode, Riccardo Cosentino sits down with fellow Oxford alumni, Rachael Patel, to discuss integrated project delivery (IPD). With a background as a registered nurse, Rachael brings her unique expertise to her current role in the health sector specializing in strategic planning and execution of health services, research and infrastructure projects in North America. The pair discuss the impediments and challenges of adoption of the IPD model, specifically how it relates to private and public healthcare major infrastructure projects and the procurement process.

“You add an integrated project delivery, where the idea is risk sharing and then you use that same methodology to calculate value for money, IPD will never win because IPDs base core base is sharing risk. It’s two issues in our procurement, it’s the idea of what value for money is and how we calculate money.”– Rachael Patel

 

Key Takeaways: 

  • The origin of IPD and how its optimizing project design and construction 
  • Why value for money is problematic for IPD
  • Finding a better way to allocate risk, relational over transactional  
  • The policy associated in procurement and how it is hindering the marketplace shift to alternative models

 

Links Mentioned: 

 

If you enjoyed this episode, make sure and give us a five star rating and leave us a review on iTunes, Podcast Addict, Podchaser or Castbox.

 

The conversation doesn’t stop here—connect and converse with our LinkedIn community: 

 

Transcript:

Riccardo Cosentino  00:00

If you're listening to Navigating Major Programmes, the podcast that aims to elevate the conversations happening in the infrastructure industry and inspire you to have a more efficient approach within it. I'm your host Riccardo Cosentino. I bring over 20 years of major programme management experience. Most recently, I graduated from Oxford Universities they business group, which shook my belief when it comes to navigating major problems. Now it's time to shake yours. Join me in each episode as a press the industry experts about the complexity of major program management, emerging digital trends and the critical leadership required to approach these multibillion dollar projects. Let's see where the conversation takes us.  Racheal Patel is an Associate Vice President and senior project manager at a global architecture and engineering firm. She's a registered nurse, and also the Master of Science in major program management from the University of Oxford, and a Master of nursing from the University of Toronto. Racheal is a skilled leader in the health sector specializing in strategic planning and execution of health services, research and infrastructure projects in Canada and the United States. Her expertise includes guiding organization for the initial strategic planning phase, through detailed planning and design to the implementation of transformative and innovative capital projects. Hello, everyone.  Welcome to another episode of navigating major programs. I'm here today with Richard Patel. I met Racheal at Oxford University when we were completing together our mastering major program management. And I asked Racheal today to join us on the podcast to discuss her dissertation, which is quite interesting and very relevant to the topics that we've been discussing on navigating major programs. How're you doing, Racheal?

 

Racheal Patel  02:00

I'm good Ricardo. And thanks for having me here. I'm excited to have a platform to talk about my dissertation and you providing that platform to talk about major programs. So thank you very much for having me.  

 

Riccardo Cosentino  02:14

It's my pleasure. So maybe since I've tucked up your dissertation a little bit, well, what was the topic of your dissertation?  Yeah, so my topic was actually looking at the challenges of adopting integrated project delivery in health infrastructure here specifically in Ontario. And I kind of was interested in this because here in Ontario, as you know, we've been in a transactional type of model for some time, and I wanted to see could we push the boundary and look at other project delivery models that would achieve the the goals of infrastructure for healthcare in a different manner? Interesting. And you talk about transactional contracting, and you talk about IPD, can you maybe explain for some of our listeners the difference or what was in the context of your, your research, what those terms mean?

 

Racheal Patel  03:20

So when we when I say transactional, it's more of a contractual obligation. So it's what we see today, like a p3, you know, alternative delivery model where you have a relationship based on some terms and conditions. Relational, it's a similar idea in that more, they're not similar, but it's a similar idea, in that it's a relationship based model where you're working together as a team, there's no one, you know, a buyer and a seller you are, I guess, in a way, a group or collaborative, all working towards the same goal and you have incentives and so forth, in a nutshell, that it's different. We in transactional, as you know, you have contractual requirements, you're obligated to meet certain things, whereas in relational, it's really about the relationships and the collaboration and the people and people organizations that come together to deliver. So it's, it's harder, sorry, relational is more softer compared to transactional in my non legal way of trying to explain.

 

Riccardo Cosentino  04:41

So another way of putting that is an is one that of an example that I use in the past is that transactional contracting or is more of a zero sum game where there is a party, a winning party in the losing party. We're in relational contracting. We're all on the same table, we all have one common goal, one common incentive. And all of the incentives are aligned providing a more collaborative environment.  

 

Racheal Patel  05:11

Yeah, yeah, that's probably more eloquent and articulate in the way I'm trying to explain it. That yeah, like, with relational, and specifically with IPD, you have everyone coming together with a common goal objective, and you're all measured on that same group of objectives or metrics metrics. And I would say transactional is a very much risk transfer moving risk to one party to hold that and your obligation to meet those risks, that transfer of that risk. But yes, I would say what you what you said is more eloquent than how I'm trying to explain it.

 

Riccardo Cosentino  05:54

No, yours is more is more detailed and more accurate by this very broad strokes. But maybe maybe for again, for our listeners, I know, in your research, you know, part of your literature review you you actually had a bit of a dive into IPD, which means integrated project de...

]]> Mon, 20 Nov 2023 05:00:00 -0500 Riccardo Cosentino, Rachael Patel Riccardo Cosentino, Rachael Patel 2282 In this episode, Riccardo Cosentino sits down with fellow Oxford alumni, Rachael Patel, to discuss integrated project delivery (IPD). With a background as a registered nurse, Rachael brings her unique expertise to her current role in the health sector specializing in strategic planning and execution of health services, research and infrastructure projects in North America. The pair discuss the impediments and challenges of adoption of the IPD model, specifically how it relates to private and public healthcare major infrastructure projects and the procurement process. “You add an integrated project delivery, where the idea is risk sharing and then you use that same methodology to calculate value for money, IPD will never win because IPDs base core base is sharing risk. It’s two issues in our procurement, it’s the idea of what value for money is and how we calculate money.”– Rachael Patel In this episode, Riccardo Cosentino sits down with fellow Oxford alumni, Rachael Patel, to discuss integrated project delivery (IPD). With a background as a registered nurse, Rachael brings her unique expertise to her current role in the health sector spe project optimization, strategic planning in healthcare, transactional, innovative healthcare solutions, patient experience, healthcare solutions, model, healthcare strategy, procurement process, hospital infrastructure, innovative infrastructure, patient- No The Psychology of Major Programmes With Dr. Diana Nada | S1 EP 14 1 1 15 15 The Psychology of Major Programmes With Dr. Diana Nada | S1 EP 14 full ffcd8954-4ad2-4c6c-bdd4-942552aefb8e https://navigatingmajorprogrammes.transistor.fm/s1/15 “Projects get delivered by people and how we do things in our day to day life and how we make big decisions around our day to day life, whether it’s small or big, are actually very relatable on how we make decisions in the business world when funding, approving and delivering projects.”– Dr. Diana Nada
 

Dr. Diana brings over 20 years of experience advising public and private sector clients on strategies and toolkits for best practices in improved capital project delivery and informed decision making. She is a regular industry contributor, a published scholar educator with over 25 speaking engagements. She is the current AAC Canada Region One director, and is a member of the ULI Public Development and Infrastructure Council and the UK APM Project Assurance SIG. Diana is one of the contributing authors to the 2023 first edition for A Guide to Auditing Programmes and Projects, published by APM. She was shortlisted as one of the 2020 A Woman Infrastructure Network, emerging leaders in Canada.
 

Key Takeaways: 

  • The importance of qualitative research in major projects, where social sciences intersect with major programmes
  • Basing major project success on a rocky foundation, the deflation of estimates and unrealistic expectations
  • How PMBOK (Project Management Body of Knowledge) and PMP (Project Management Professional) certification can evolve to encompass broader strategic considerations and better prepare major programme implementers
  • Collaborative contracting and identifying collaboration (regardless of delivery method) as a key component for success in major programmes
  • Performance measurement and how not aligning incentives can influences decision-making and team relationships
     

Links Mentioned: 

If you enjoyed this episode, make sure and give us a five star rating and leave us a review on iTunes, Podcast Addict, Podchaser or Castbox.

 

The conversation doesn’t stop here—connect and converse with our community via LinkedIn: 

 

Transcript:

Riccardo Cosentino  00:05

You're listening to navigate major problems, the podcast that aims to elevate the conversations happening in the infrastructure industry and inspire you to have a more efficient approach within it. I'm your host, Riccardo Cosentino brings over 20 years of major product management experience. Most recently, I graduated from Oxford University's day business school, which shook my belief when it comes to navigating major problems. Now it's time to shake yours. Join me in each episode, as I pressed the industry experts about the complexity of major program management, emerging digital trends and the critical leadership required to approach these multibillion dollar projects. Let's see where the conversation takes us. Dr. Diana nada is a project management expert and advisory mega capital projects, a civil engineer by background with a PhD in project management from the University of Calgary. She brings over 20 years of experience advising public and private sector clients on strategies and toolkits for best practices in improved capital project delivery and informed decision making. She is a regular industry contributor, a published scholar educator with over 25 speaking engagement. She is the current AAC Canada region one director, and is a member of the ULI public development and infrastructure Council and the UK APM project assurance SIG. Diana is one of the contributing over to the 2023 first edition for a guide to auditing problems and project published by APM. She will show listed as one of the 2020 A woman infrastructure network, emerging leaders in Canada. Hello, everyone. Welcome to our new episode on navigating major programs. today. I'm here with Diana nada PhD. Diana did a dissertation a few years ago. And I was very intrigued by her dissertation. And so I asked her to join us today in the on the podcast. How are you doing, Diana? Great. All right.

Diana Nada  02:15

Thank you, Riccardo for having me.

Riccardo Cosentino  02:17

Nice to have you. Yeah, I took a lot of joy in reading your dissertation. And it's was quite interesting for me because it was written a few years ago. And some of the topic is still extremely relevant. But you know, maybe you can tell us a little bit more about your dissertation, why you picked it, and what do you learn from it?

Diana Nada  02:37

Okay, so it's very interesting that we're having this conversation right now. Actually, I did defend the PhD, exactly 10 years ago, around October 1. So if it's been 10 years, and every time I check it, then you've made me go and look into it again. And and remember some of the reasons why I picked this or that. So it's very interesting to reflect after all of those years, maybe a bit about myself. I'm a civil engineer by background, but got very intrigued by project management early on, in my degree. Coming in, as a third culture kid with parents who are engineers, I decided to go into engineering, just probably not by choice, but expectation. My career has been very interesting that I grew up in Dubai. And by the time I graduated and finished my masters, it was very booming in Dubai early 2000s. And I ended up working in a lot of mega projects, a lot of big projects in with a lot of multinationals. In you see how projects get executed get funded. And for me, it was more of I've seen it from the side of delivery and working with a project management consultant. But then I worked also as a developer, and this gave me a bit of like, okay, I've worked on the same project on both sides of the table. And I could see things differently. So I wanted to step back and know more why, why projects go over budget, why there are scheduled delays. And I wanted to explore that and know more about it because project management is a very applied field. I felt that there is a lot in literature and research that actually doesn't get translated into the industry. And that's when I decided to move to Canada and did my PhD at the University of Calgary. Big thanks to my late supervisor, Professor Francis Hartman. I have to say when I started my degree, I presented a specific research interest And then the first day I met him, I said, I don't want to do that. And he was a great mentor. And I don't think I did my research, the outcome of it. And where I was few years later was what I anticipated. It was more of a journey, and a learning experience and a reflection of what I saw in Dubai, what I was seeing in Canada, it was the recession, the financial crisis has just started. By the time I graduated, there was the oil crisis in Calgary. So it's always an opportunity to just re...

]]> “Projects get delivered by people and how we do things in our day to day life and how we make big decisions around our day to day life, whether it’s small or big, are actually very relatable on how we make decisions in the business world when funding, approving and delivering projects.”– Dr. Diana Nada
 

Dr. Diana brings over 20 years of experience advising public and private sector clients on strategies and toolkits for best practices in improved capital project delivery and informed decision making. She is a regular industry contributor, a published scholar educator with over 25 speaking engagements. She is the current AAC Canada Region One director, and is a member of the ULI Public Development and Infrastructure Council and the UK APM Project Assurance SIG. Diana is one of the contributing authors to the 2023 first edition for A Guide to Auditing Programmes and Projects, published by APM. She was shortlisted as one of the 2020 A Woman Infrastructure Network, emerging leaders in Canada.
 

Key Takeaways: 

  • The importance of qualitative research in major projects, where social sciences intersect with major programmes
  • Basing major project success on a rocky foundation, the deflation of estimates and unrealistic expectations
  • How PMBOK (Project Management Body of Knowledge) and PMP (Project Management Professional) certification can evolve to encompass broader strategic considerations and better prepare major programme implementers
  • Collaborative contracting and identifying collaboration (regardless of delivery method) as a key component for success in major programmes
  • Performance measurement and how not aligning incentives can influences decision-making and team relationships
     

Links Mentioned: 

If you enjoyed this episode, make sure and give us a five star rating and leave us a review on iTunes, Podcast Addict, Podchaser or Castbox.

 

The conversation doesn’t stop here—connect and converse with our community via LinkedIn: 

 

Transcript:

Riccardo Cosentino  00:05

You're listening to navigate major problems, the podcast that aims to elevate the conversations happening in the infrastructure industry and inspire you to have a more efficient approach within it. I'm your host, Riccardo Cosentino brings over 20 years of major product management experience. Most recently, I graduated from Oxford University's day business school, which shook my belief when it comes to navigating major problems. Now it's time to shake yours. Join me in each episode, as I pressed the industry experts about the complexity of major program management, emerging digital trends and the critical leadership required to approach these multibillion dollar projects. Let's see where the conversation takes us. Dr. Diana nada is a project management expert and advisory mega capital projects, a civil engineer by background with a PhD in project management from the University of Calgary. She brings over 20 years of experience advising public and private sector clients on strategies and toolkits for best practices in improved capital project delivery and informed decision making. She is a regular industry contributor, a published scholar educator with over 25 speaking engagement. She is the current AAC Canada region one director, and is a member of the ULI public development and infrastructure Council and the UK APM project assurance SIG. Diana is one of the contributing over to the 2023 first edition for a guide to auditing problems and project published by APM. She will show listed as one of the 2020 A woman infrastructure network, emerging leaders in Canada. Hello, everyone. Welcome to our new episode on navigating major programs. today. I'm here with Diana nada PhD. Diana did a dissertation a few years ago. And I was very intrigued by her dissertation. And so I asked her to join us today in the on the podcast. How are you doing, Diana? Great. All right.

Diana Nada  02:15

Thank you, Riccardo for having me.

Riccardo Cosentino  02:17

Nice to have you. Yeah, I took a lot of joy in reading your dissertation. And it's was quite interesting for me because it was written a few years ago. And some of the topic is still extremely relevant. But you know, maybe you can tell us a little bit more about your dissertation, why you picked it, and what do you learn from it?

Diana Nada  02:37

Okay, so it's very interesting that we're having this conversation right now. Actually, I did defend the PhD, exactly 10 years ago, around October 1. So if it's been 10 years, and every time I check it, then you've made me go and look into it again. And and remember some of the reasons why I picked this or that. So it's very interesting to reflect after all of those years, maybe a bit about myself. I'm a civil engineer by background, but got very intrigued by project management early on, in my degree. Coming in, as a third culture kid with parents who are engineers, I decided to go into engineering, just probably not by choice, but expectation. My career has been very interesting that I grew up in Dubai. And by the time I graduated and finished my masters, it was very booming in Dubai early 2000s. And I ended up working in a lot of mega projects, a lot of big projects in with a lot of multinationals. In you see how projects get executed get funded. And for me, it was more of I've seen it from the side of delivery and working with a project management consultant. But then I worked also as a developer, and this gave me a bit of like, okay, I've worked on the same project on both sides of the table. And I could see things differently. So I wanted to step back and know more why, why projects go over budget, why there are scheduled delays. And I wanted to explore that and know more about it because project management is a very applied field. I felt that there is a lot in literature and research that actually doesn't get translated into the industry. And that's when I decided to move to Canada and did my PhD at the University of Calgary. Big thanks to my late supervisor, Professor Francis Hartman. I have to say when I started my degree, I presented a specific research interest And then the first day I met him, I said, I don't want to do that. And he was a great mentor. And I don't think I did my research, the outcome of it. And where I was few years later was what I anticipated. It was more of a journey, and a learning experience and a reflection of what I saw in Dubai, what I was seeing in Canada, it was the recession, the financial crisis has just started. By the time I graduated, there was the oil crisis in Calgary. So it's always an opportunity to just re...

]]> Mon, 06 Nov 2023 05:00:00 -0500 Riccardo Cosentino, Diana Nada Riccardo Cosentino, Diana Nada 2640 In this episode, Riccardo Cosentino sits down with Dr. Diana Nada, project management expert and advisor of mega capital projects with a civil engineer background and PhD in project management from the University of Calgary. The pair discuss why the topics of her dissertation, Project Approval Decisions: Exploring Success Factors, are still relevant 10 years later. Plus, speak candidly on why major programmes continue to get it so wrong and whether there is hope for industry improvement. In this episode, Riccardo Cosentino sits down with Dr. Diana Nada, project management expert and advisor of mega capital projects with a civil engineer background and PhD in project management from the University of Calgary. The pair discuss why the topic biases in decision making, infrastructure decision-making, pmp, project management expert, infrastructure management, organizational culture, #organizationalculture, infrastructure research, documentation, #contractmanagement, pmbok, #lessonslearned, pros No Adapting As Fast As We Can with Digital Twin Fan Club | S1 EP 13 1 1 14 14 Adapting As Fast As We Can with Digital Twin Fan Club | S1 EP 13 full e3efaf6d-de8d-4b5e-8d8d-f472fdd90286 https://navigatingmajorprogrammes.transistor.fm/s1/14 In this episode, Riccardo sits down with two of the voices behind the Digital Twin Fun Club podcast, Henry Fenby-Taylor and Neil Thompson. The trio speaks accuracy versus bias and how technology (digital twins specifically) can help mitigate risk within the complex world of infrastructure.  

 

“I think people generally have the wrong expectation of technology. They think ‘Oh, we’re going to be able to predict the future.’ Actually the value of these things isn’t about being able to predict the future, it’s about being able to adapt as quickly as possible to changing circumstances.”  –Neil Thompson

 

Key Takeaways:  

  • Defining a digital twin, the difference between a BIM and digital twin
  • The true value of technology (spoiler alert: it is not about predicting the future)
  • The transition from sourcing the “cheapest” to “best” solution
  • Major programmes as a symphony, an analogy of perspective
  • Collaboration through technology for parallel problem solving approach

 

Links Mentioned:  

 

If you enjoyed this episode, make sure and give us a five star rating and leave us a review on iTunes, Podcast Addict, Podchaser or Castbox.

 

The conversation doesn’t stop here—connect and converse with our community: 

 

Transcript:

Riccardo Cosentino  00:00

If you're listening to navigate the major programs, the podcast that aims to elevate the conversations happening in the infrastructure industry and inspire you to have a more efficient approach within it. I'm your host Riccardo Cosentino I bring over 20 years of major product management experience. Most recently, I graduated from Moxa universities they business group, which shook my belief when it comes to navigating major problems. Now it's time to shake yours. Join me in each episode as a press the industry experts about the complexity of major problem management, emerging digital trends and the critical leadership required to approach these multibillion dollar projects. Let's see where the conversation takes us. Hello, everyone. Welcome to another episode of navigating major programs. Today I'm joined by two guests from the digital twin fun club. Gonna let them introduce themselves.

 

Henry Fenby-Taylor  01:04

Hi, I'm Henry Fenby Taylor, host of the digital twin fan club, podcast and editor and coordinator and I also run my own digital transformation and communications consultancy. Hi,

 

Neil Thompson01:18

Hi everyone. I'm Neil Thompson. I'm a digital fanclub cleaner owner and co founder, I guess, their day job I work at AtkinsRéalis, and I do things around digital transformation. I also have some other hats around the industry, my chair, the built environment for the Institute of Engineering Technology, also lucky enough to have gained an Honorary Associate Professor of the Bartlett School of sustainable construction, all things. Construction economics related. So I'm really interested to have this conversation because I've, I've been listening to some episodes and really fascinated in this sort of world between digital tools and how we incentivize people to do things is fascinating. So I'm looking forward to the conversation.

 

Riccardo Cosentino  02:08

Yeah, me too. Definitely. I'd well if we're comparing hats. I'm also on the construction industry councils. Net Zero climate change panel, and then CIC 2050, board member of a core member of zero construct as well. So I have a very strong interest in net zero in this space as well. Which is a key economic question, isn't it? Really?  Yes. Especially today with the especially in the UK, especially today with a big news from last week? Ya know, um, you know, I'm Riccardo Cosentino I think the listeners know me, and I think today, I'm really keen to explore, you know, how can digital tools, digital twin help us navigate the major programs? I have cheeky and cheesy really trying to make a comparison there. I think digital twin and digital tools today are like the Google Maps of for navigating major problems, while in the old days, we used to just have maps. And so I think it's, it's an important intersection. As project complexity gets bigger and bigger. So to the tool that we need to manage that complexity need to need to be adopted. And, you know, that's, that's my contribution to this podcast.

 

Henry Fenby-Taylor  03:35

Absolutely. Yeah, absolutely. I think it's a very key issue. So we always start with what is a digital twin, I feel that there is often uncertainty, or lack of clarity around that. And I feel like adding some definitions to that will give us some simplicity. And then people can know what we're talking about. I've got my own definitions, but I'll let you go first, Neil.

 

Neil Thompson04:03

Oh, cheeky. I, so I got a, I have two views of digital twins. One is sort of the variation of, you know, we need to represent physical assets in a digital way. And hence the digital twin. And we use a series of technologies to achieve that. My other end of the telescope definition of it is we're connecting critical national infrastructure to the internet at different levels of maturity. So one end of the end of maturity is existing things that work today. There's things that we're planning for the future. And then there's things that we're building in between and all those things have some sort of interface with the internet, which may sound a bit strange saying it that way, but it's it's for me, it's just connecting these things together digitally with

 

Henry Fenby-Taylor  04:59

jazz I can't believe I've got to say jazz first and about gas. So my definition of a digital twin is that it is a system where there is a real thing that we are trying to manage or look after. And it could be designed simulate, construct, operate, you know, or it could be at the highest level of strategy, there's a thing that we need to manage. And so many things are complex, obviously, major programs are very complex, organizationally, technically, what they're trying to do, very complex. And so we need a better understanding of that real thing by measuring digitally understanding in a system that can tell us what is really happening with that system. Not only do we have good interfaces, so it's not just about having a nice dashboard. But it's about empowering people to make better decisions on the coalface of their job, right? From the very, most operational on the tools level, all the way up to strategic direction, measuring key performance indicators. And I think it's that connection by Neil says that I...

]]> In this episode, Riccardo sits down with two of the voices behind the Digital Twin Fun Club podcast, Henry Fenby-Taylor and Neil Thompson. The trio speaks accuracy versus bias and how technology (digital twins specifically) can help mitigate risk within the complex world of infrastructure.  

 

“I think people generally have the wrong expectation of technology. They think ‘Oh, we’re going to be able to predict the future.’ Actually the value of these things isn’t about being able to predict the future, it’s about being able to adapt as quickly as possible to changing circumstances.”  –Neil Thompson

 

Key Takeaways:  

  • Defining a digital twin, the difference between a BIM and digital twin
  • The true value of technology (spoiler alert: it is not about predicting the future)
  • The transition from sourcing the “cheapest” to “best” solution
  • Major programmes as a symphony, an analogy of perspective
  • Collaboration through technology for parallel problem solving approach

 

Links Mentioned:  

 

If you enjoyed this episode, make sure and give us a five star rating and leave us a review on iTunes, Podcast Addict, Podchaser or Castbox.

 

The conversation doesn’t stop here—connect and converse with our community: 

 

Transcript:

Riccardo Cosentino  00:00

If you're listening to navigate the major programs, the podcast that aims to elevate the conversations happening in the infrastructure industry and inspire you to have a more efficient approach within it. I'm your host Riccardo Cosentino I bring over 20 years of major product management experience. Most recently, I graduated from Moxa universities they business group, which shook my belief when it comes to navigating major problems. Now it's time to shake yours. Join me in each episode as a press the industry experts about the complexity of major problem management, emerging digital trends and the critical leadership required to approach these multibillion dollar projects. Let's see where the conversation takes us. Hello, everyone. Welcome to another episode of navigating major programs. Today I'm joined by two guests from the digital twin fun club. Gonna let them introduce themselves.

 

Henry Fenby-Taylor  01:04

Hi, I'm Henry Fenby Taylor, host of the digital twin fan club, podcast and editor and coordinator and I also run my own digital transformation and communications consultancy. Hi,

 

Neil Thompson01:18

Hi everyone. I'm Neil Thompson. I'm a digital fanclub cleaner owner and co founder, I guess, their day job I work at AtkinsRéalis, and I do things around digital transformation. I also have some other hats around the industry, my chair, the built environment for the Institute of Engineering Technology, also lucky enough to have gained an Honorary Associate Professor of the Bartlett School of sustainable construction, all things. Construction economics related. So I'm really interested to have this conversation because I've, I've been listening to some episodes and really fascinated in this sort of world between digital tools and how we incentivize people to do things is fascinating. So I'm looking forward to the conversation.

 

Riccardo Cosentino  02:08

Yeah, me too. Definitely. I'd well if we're comparing hats. I'm also on the construction industry councils. Net Zero climate change panel, and then CIC 2050, board member of a core member of zero construct as well. So I have a very strong interest in net zero in this space as well. Which is a key economic question, isn't it? Really?  Yes. Especially today with the especially in the UK, especially today with a big news from last week? Ya know, um, you know, I'm Riccardo Cosentino I think the listeners know me, and I think today, I'm really keen to explore, you know, how can digital tools, digital twin help us navigate the major programs? I have cheeky and cheesy really trying to make a comparison there. I think digital twin and digital tools today are like the Google Maps of for navigating major problems, while in the old days, we used to just have maps. And so I think it's, it's an important intersection. As project complexity gets bigger and bigger. So to the tool that we need to manage that complexity need to need to be adopted. And, you know, that's, that's my contribution to this podcast.

 

Henry Fenby-Taylor  03:35

Absolutely. Yeah, absolutely. I think it's a very key issue. So we always start with what is a digital twin, I feel that there is often uncertainty, or lack of clarity around that. And I feel like adding some definitions to that will give us some simplicity. And then people can know what we're talking about. I've got my own definitions, but I'll let you go first, Neil.

 

Neil Thompson04:03

Oh, cheeky. I, so I got a, I have two views of digital twins. One is sort of the variation of, you know, we need to represent physical assets in a digital way. And hence the digital twin. And we use a series of technologies to achieve that. My other end of the telescope definition of it is we're connecting critical national infrastructure to the internet at different levels of maturity. So one end of the end of maturity is existing things that work today. There's things that we're planning for the future. And then there's things that we're building in between and all those things have some sort of interface with the internet, which may sound a bit strange saying it that way, but it's it's for me, it's just connecting these things together digitally with

 

Henry Fenby-Taylor  04:59

jazz I can't believe I've got to say jazz first and about gas. So my definition of a digital twin is that it is a system where there is a real thing that we are trying to manage or look after. And it could be designed simulate, construct, operate, you know, or it could be at the highest level of strategy, there's a thing that we need to manage. And so many things are complex, obviously, major programs are very complex, organizationally, technically, what they're trying to do, very complex. And so we need a better understanding of that real thing by measuring digitally understanding in a system that can tell us what is really happening with that system. Not only do we have good interfaces, so it's not just about having a nice dashboard. But it's about empowering people to make better decisions on the coalface of their job, right? From the very, most operational on the tools level, all the way up to strategic direction, measuring key performance indicators. And I think it's that connection by Neil says that I...

]]> Mon, 23 Oct 2023 05:00:00 -0400 Riccardo Cosentino, Henry Fenby-Taylor, Neil Thompson Riccardo Cosentino, Henry Fenby-Taylor, Neil Thompson 3684 In this episode, Riccardo sits down with two of the voices behind the Digital Twin Fun Club podcast, Henry Fenby-Taylor and Neil Thompson. The trio speaks accuracy versus bias and how technology (digital twins specifically) can help mitigate risk within the complex world of infrastructure. In this episode, Riccardo sits down with two of the voices behind the Digital Twin Fun Club podcast, Henry Fenby-Taylor and Neil Thompson. The trio speaks accuracy versus bias and how technology (digital twins specifically) can help mitigate risk within t twin, manage, technology, bartlett school of sustainable construction, major, contracts, world, analogy, complexity, digital twin fun club, symphony, neil thompson, design, people, decisions, institute of engineering technology, fenby-taylor, fun club, ne No The Cost of Bad Leadership in Major Programmes with Riccardo Cosentino | S1 EP 12 1 1 13 13 The Cost of Bad Leadership in Major Programmes with Riccardo Cosentino | S1 EP 12 full 56988381-0d2b-4a1e-8544-484f5b364109 https://navigatingmajorprogrammes.transistor.fm/s1/13 In this episode, Riccardo Cosentino takes us behind the scenes of developing the Navigating Major Programmes podcast and shares why he started this podcast—well before he was ready. Taking us through his career in infrastructure (and the brief moment he almost became restaurateur), Riccardo highlights his leadership learnings and how graduating from Oxford Saïd Business School’s MSc Major Programme Management dismantled his imposter syndrome, a necessity in becoming an effective leader. You’re going to want to grab a pen and paper for one because Riccardo shares practical leadership tips that will help you get your team’s performance to the highest level.  

 

“Ultimately, the cost of leadership training is insignificant compared to the cost overruns or schedule overruns major programmes encounter every day.”  

 

Key Takeaways:  

  • Imposter syndrome and why starting a podcast helped Riccardo overcome it
  • Does a personal brand have a place in major programmes?  
  • How to successfully use LinkedIn within the infrastructure industry  
  • Why leadership training should be required in major projects  

 

If you enjoyed this episode, make sure and give us a five star rating and leave us a review on iTunes, Podcast Addict, Podchaser or Castbox.

 

The conversation doesn’t stop here—connect and converse with our community: 

 

Transcript:

Riccardo Cosentino 00:05

You're listening to navigate the major problems, the podcast that aims to elevate the conversations happening in the infrastructure industry and inspire you to have a more efficient approach within it. I'm your host, Riccardo Cosentino I brings over 20 years of major product management experience. Most recently, I graduated from Oxford University's day business school, which shook my belief when it comes to navigating major problems. Now it's time to shake yours. Join me in each episode, as I press the industry experts about the complexity of major program management, emerging digital trends and the critical leadership required to approach these multibillion dollar projects. Let's see where the conversation takes us. Hello, everyone. Welcome to a new episode of navigating major programs. Today will be my first solo podcast, I will have no guests today. So you will be listening to me rambling away hopefully won't be rambling it will be interesting, interesting topics that we cover in this podcast. I started. I started this podcast very recently, and I have no previous experience in podcasting. I'm an avid listener, but I never, never led or recorded podcasts before. Reason why I started this podcast. Mostly I wanted to elevate the conversation about major programs, I wanted to have a platform where we can think through major programs, we can think through issues associated with major programs. I also wanted to give an opportunity to some of my classmates and future classmates and past classmates to have a platform where they could present the research. As many of you know and carried out I finished a master's degree Oxford called MMPM mastering major program management. And while I was doing my dissertation, it occurred to me that many of my classmates were also doing very valuable research. But unlike a PhD, this research doesn't really get published, some of the dissertation are about the quality that can be can be published in in journals. However, a lot of the dissertations don't quite meet that threshold. However, it's very, very interesting research that should have a platform to be presented. Rather than just ending up on a shelf on somebody's on somebody's bedroom or living room. This is why I started the podcast. Starting the podcasts was very nerve racking for me. It took me it took me almost a year to find the courage to actually record the first series, the first five episodes, I actually recorded the very first episode two years ago, but then never had the never had the courage I guess, to follow through with the rest of the episodes. So I sat sat on this project for a very long time, it was very nerve wracking for me, I procrastinated, I postponed the recording until I was really what would happen is what was at Oxford graduating from my, from a master's degree. A lot of my colleagues and classmates were congratulating me for having a strong presence on LinkedIn and to for having a strong voice on LinkedIn. And they told me they were very enthusiastic about the material I

 

was publishing. And that kind of gave me the gave me the strength to overcome my imposter syndrome, where I didn't think anybody would listen to my podcast. So that's that's why it took me two years, I was really suffering from impostor syndrome, I didn't think I had anything valuable to say, and I really needed to get that boost from my graduation. And you know, from achieving that major milestone in my life of getting a degree from Oxford University to gain and that gave me the strength to overcome my fears, and get going with a podcast. So the journey of the podcast really started with with my LinkedIn profile, I realized that I wanted to have my own voice on LinkedIn, and realize that the conversation that people were having on LinkedIn, were not deep enough. And I wanted to bring my voice, as I said before, and so I started very slowly, I started by just updating my profile, I then developed a bit of a personal brand strategy. And I found a front sort of the path that I wanted to follow on LinkedIn. And I just started publishing my own opinions and my own views on major programs. And that wasn't an easy journey. As I said, I remember I remember when I first started using LinkedIn properly. So I've been using LinkedIn obviously from from when he started back in the late 2000s. However, I was just, I was just a passive user, I was not somebody that would engage. And I remember being on the platform and reading reading posts and having really strong views about the post, but not having the courage to actually put a comment, or publish a comment. And I remember always writing in the comment box and then deleted it and then moving on. So for me, even just engaging in the conversation was very difficult. And again, back to impostor syndrome, I was, I was afraid that my contribution was not valuable, I was afraid of saying the wrong thing I was, I wasn't sure that people would appreciate what I had to say. So I had to overcome that in order to be active on LinkedIn. And it is like everything else, it's really a journeys, it's training, you're almost have to train yourself to engage and you start small, we start with comments, liking, and then you start, you know, resharing, maybe somebody's else experienced that someone else post. And eventually you start writing your own post, and you start creating your own voice. That has been my journey on on LinkedIn. And but it started with a strategy. And maybe that's a little bit over the top, but I wanted, I wanted to our strategy, so that I knew what topics I would cover, and what will my message would be. And that's what I recommend for people that are not engaging with LinkedIn, start small start by just comment this start by engaging the conversation and then see what that takes you. And if that becomes enjoyable, start posting your material, we all have interesting things to say. And don't be tra...

]]> In this episode, Riccardo Cosentino takes us behind the scenes of developing the Navigating Major Programmes podcast and shares why he started this podcast—well before he was ready. Taking us through his career in infrastructure (and the brief moment he almost became restaurateur), Riccardo highlights his leadership learnings and how graduating from Oxford Saïd Business School’s MSc Major Programme Management dismantled his imposter syndrome, a necessity in becoming an effective leader. You’re going to want to grab a pen and paper for one because Riccardo shares practical leadership tips that will help you get your team’s performance to the highest level.  

 

“Ultimately, the cost of leadership training is insignificant compared to the cost overruns or schedule overruns major programmes encounter every day.”  

 

Key Takeaways:  

  • Imposter syndrome and why starting a podcast helped Riccardo overcome it
  • Does a personal brand have a place in major programmes?  
  • How to successfully use LinkedIn within the infrastructure industry  
  • Why leadership training should be required in major projects  

 

If you enjoyed this episode, make sure and give us a five star rating and leave us a review on iTunes, Podcast Addict, Podchaser or Castbox.

 

The conversation doesn’t stop here—connect and converse with our community: 

 

Transcript:

Riccardo Cosentino 00:05

You're listening to navigate the major problems, the podcast that aims to elevate the conversations happening in the infrastructure industry and inspire you to have a more efficient approach within it. I'm your host, Riccardo Cosentino I brings over 20 years of major product management experience. Most recently, I graduated from Oxford University's day business school, which shook my belief when it comes to navigating major problems. Now it's time to shake yours. Join me in each episode, as I press the industry experts about the complexity of major program management, emerging digital trends and the critical leadership required to approach these multibillion dollar projects. Let's see where the conversation takes us. Hello, everyone. Welcome to a new episode of navigating major programs. Today will be my first solo podcast, I will have no guests today. So you will be listening to me rambling away hopefully won't be rambling it will be interesting, interesting topics that we cover in this podcast. I started. I started this podcast very recently, and I have no previous experience in podcasting. I'm an avid listener, but I never, never led or recorded podcasts before. Reason why I started this podcast. Mostly I wanted to elevate the conversation about major programs, I wanted to have a platform where we can think through major programs, we can think through issues associated with major programs. I also wanted to give an opportunity to some of my classmates and future classmates and past classmates to have a platform where they could present the research. As many of you know and carried out I finished a master's degree Oxford called MMPM mastering major program management. And while I was doing my dissertation, it occurred to me that many of my classmates were also doing very valuable research. But unlike a PhD, this research doesn't really get published, some of the dissertation are about the quality that can be can be published in in journals. However, a lot of the dissertations don't quite meet that threshold. However, it's very, very interesting research that should have a platform to be presented. Rather than just ending up on a shelf on somebody's on somebody's bedroom or living room. This is why I started the podcast. Starting the podcasts was very nerve racking for me. It took me it took me almost a year to find the courage to actually record the first series, the first five episodes, I actually recorded the very first episode two years ago, but then never had the never had the courage I guess, to follow through with the rest of the episodes. So I sat sat on this project for a very long time, it was very nerve wracking for me, I procrastinated, I postponed the recording until I was really what would happen is what was at Oxford graduating from my, from a master's degree. A lot of my colleagues and classmates were congratulating me for having a strong presence on LinkedIn and to for having a strong voice on LinkedIn. And they told me they were very enthusiastic about the material I

 

was publishing. And that kind of gave me the gave me the strength to overcome my imposter syndrome, where I didn't think anybody would listen to my podcast. So that's that's why it took me two years, I was really suffering from impostor syndrome, I didn't think I had anything valuable to say, and I really needed to get that boost from my graduation. And you know, from achieving that major milestone in my life of getting a degree from Oxford University to gain and that gave me the strength to overcome my fears, and get going with a podcast. So the journey of the podcast really started with with my LinkedIn profile, I realized that I wanted to have my own voice on LinkedIn, and realize that the conversation that people were having on LinkedIn, were not deep enough. And I wanted to bring my voice, as I said before, and so I started very slowly, I started by just updating my profile, I then developed a bit of a personal brand strategy. And I found a front sort of the path that I wanted to follow on LinkedIn. And I just started publishing my own opinions and my own views on major programs. And that wasn't an easy journey. As I said, I remember I remember when I first started using LinkedIn properly. So I've been using LinkedIn obviously from from when he started back in the late 2000s. However, I was just, I was just a passive user, I was not somebody that would engage. And I remember being on the platform and reading reading posts and having really strong views about the post, but not having the courage to actually put a comment, or publish a comment. And I remember always writing in the comment box and then deleted it and then moving on. So for me, even just engaging in the conversation was very difficult. And again, back to impostor syndrome, I was, I was afraid that my contribution was not valuable, I was afraid of saying the wrong thing I was, I wasn't sure that people would appreciate what I had to say. So I had to overcome that in order to be active on LinkedIn. And it is like everything else, it's really a journeys, it's training, you're almost have to train yourself to engage and you start small, we start with comments, liking, and then you start, you know, resharing, maybe somebody's else experienced that someone else post. And eventually you start writing your own post, and you start creating your own voice. That has been my journey on on LinkedIn. And but it started with a strategy. And maybe that's a little bit over the top, but I wanted, I wanted to our strategy, so that I knew what topics I would cover, and what will my message would be. And that's what I recommend for people that are not engaging with LinkedIn, start small start by just comment this start by engaging the conversation and then see what that takes you. And if that becomes enjoyable, start posting your material, we all have interesting things to say. And don't be tra...

]]> Mon, 09 Oct 2023 05:00:00 -0400 Riccardo Cosentino Riccardo Cosentino 1966 In this episode, Riccardo Cosentino takes us behind the scenes of developing the Navigating Major Programmes podcast and shares why he started this podcast—well before he was ready. Taking us through his career in infrastructure (and the brief moment he almost became restaurateur), Riccardo highlights his leadership learnings and how graduating from Oxford Saïd Business School’s MSc Major Programme Management dismantled his imposter syndrome, a necessity in becoming an effective leader. You’re going to want to grab a pen and paper for one because Riccardo shares practical leadership tips that will help you get your team’s performance to the highest level. In this episode, Riccardo Cosentino takes us behind the scenes of developing the Navigating Major Programmes podcast and shares why he started this podcast—well before he was ready. Taking us through his career in infrastructure (and the brief moment he a qualities of a leader, leadership synonyms, leader qualities, imposter syndrome overcoming, impostor syndrome definition, a good leader qualities, definition leadership, qualities of leader, synonyms of leadership, leaderships styles, leadership vs manage No Implementing IPD in Nuclear Mega Projects with Carol Tansley | Saïd Business School, University of Oxford | S1 EP 11 1 1 12 12 Implementing IPD in Nuclear Mega Projects with Carol Tansley | Saïd Business School, University of Oxford | S1 EP 11 full 12fb8a06-e86c-4497-b5f7-5b7a10aaf45b https://navigatingmajorprogrammes.transistor.fm/s1/12 In this week’s episode, Riccardo and guest co-host, Corail, sit down with fellow alumna, Carol Tansley to discuss her Oxford Saïd Business School dissertation on the institutional barriers to adopting integrated project delivery (IPD) on a nuclear mega project. Carol's impressive career, spanning two decades, is rooted in executing major programs for the UK Government Department for Work, HMRC, and DTI. As a recognized authority in large-scale IT and business transformations, her expertise took her to the Middle East, notably participating in the groundbreaking nuclear project in Abu Dhabi, marking the inauguration of the first nuclear power plant in the Arab world. Ninety-seven percent of nuclear major programmes go over time and over budget, so how did Carol (with no nuclear background) participate in delivering one two days early? This is a conversation you won’t want to miss.

“IPD may represent a methodology that would work has been proven to work in first of a kind environments. And while we have the field conditions now to embrace that, we need people that are willing to go out and embrace these new ways of working and seek to implement them.”

 

Key Takeaways: 

  • The role Eternal Beginner Syndrome plays in complex nuclear programmes.
  • The perceived barriers against adopting new models and how cultural and cognitive biases can masquerade as genuine obstacles.
  • Carol’s experience at Nuclear Week in the UK parliament and the future trends of the nuclear industry—energy security goals, securing affordable supplies and tackling climate change.
  • Attracting the younger generation to the nuclear sector to support climate solutions and the expected 40 percent growth rate.

 

If you enjoyed this episode, make sure and give us a five star rating and leave us a review on iTunes, Podcast Addict, Podchaser or Castbox.

 

The conversation doesn’t stop here—connect and converse with our community: 

 

Transcript:

Riccardo Cosentino 00:05

You're listening to navigate the major programes, the podcast that aims to elevate the conversations happening in the infrastructure industry and inspire you to have a more efficient approach within it. I'm your host, Riccardo Cosentino brings over 20 years of major product management experience. Most recently, I graduated from Oxford University’s Day business school, which shook my belief when it comes to navigating major problems. Now it's time to shake yours. Join me in each episode, as I press the industry experts about the complexity of major program management, emerging digital trends and the critical leadership required to approach these multibillion-dollar projects. Let's see where the conversation takes us. Carol Tansley was appointed Vice President X energy UK new build projects in September 2022. In this role, she oversees all x-energy's activities towards establishing the XE 100 as the prominent I temperature gas reactor technology in the United Kingdom. Prior to joining IX energy, Carol served as the operational readiness Control Center Director for the early successful Emirates nuclear energy cooperation startup of the Barakah nuclear plant in the UAE. She was also the new Newa energy company director of strategic programs. Prior to this, she served as a senior director for PwC in the UK and UAE, as well as working at Accenture delivering some of the UK is largest public sector change programs. She recently graduated with distinction from the University of Oxford, with an MSc in major program management. Carol's research focuses on causes of poor performance on nuclear mega project, and potential benefits of adopting relational contracting models.

 

Corail 02:05

Hello, Carol Heller, Ricardo, I'm super happy to talk to you today. And thank you so much for the opportunity to interview Carol on your podcast, Ricardo, I think we all met in Oxford during the MMPMcourse. And it was wonderful to learn about Carol's experience about the nuclear industry, which is one of the most complex industries, you can find say, I think the listener will be so happy to hear about Carol's story and what you have to say are all about the future of this industry. First of all, I was wondering if you could tell us a little bit more about your background and how you fell into the nuclear sector. I know that there is a little value at the start of this episode to talk about your career, but it would be great to hear from your words how how you got into that very complex industry.

 

Carol Tansley 03:05

Okay, thank you very much corral. And thank you, Riccardo. I really appreciate the opportunity. One to both be back together again, because we haven't seen each other for a little while and to to talk on your podcast. So thank you very much. And just in terms of my background, my professional career has all been in delivering major projects and programs. The first I'll call it almost 20 years was in the UK, delivering major programs for the UK Government Department for Work in pensions HMRC. What was DTI. A lot of the large transformation programs that came with large scale it development programs and the business transformation that sat around that in around 2010. I moved to work on a project in the Middle East. It was for the Ministry of Interior in Abu Dhabi, a large transformation program that we're doing now it was a joint Middle East UK project and it covered the police Abu Dhabi police that covered Civil Defense prisons borders. And I was there for a couple of years. I then went to Saudi Arabia and worked for on a big transformation program for Ministry of Labor. And it was when I'd been there for a couple of years that I was asked to join the nuclear project that they were delivering in Abu Dhabi, you may be aware that they are they've delivered the first nuclear power plant in the Arab world. It was a new to nuclear country, what they've achieved there is quite phenomenal with the vision of the leaders of that country. So they pass their legislation to become a nuclear country and to get my program moving in 2009 They broke ground if you like so poured first concrete and 2012 and they got their first unit online by loading fuel for the first unit right before COVID Hit actually And two days ahead of schedule on the 17th of February 2020. And I was privileged to be part of that program, I was asked to join that program because of my background in major program delivery, not because I had anything to do with nuclear. So it was really, it was an amazing journey, great learning curve, an amazing sector to be part of, particularly now that it is going to play such an important role in the energy transition, the drive to net zero and energy security goals for countries around the world.

 

Corail 05:33

Absolutely is really impressive as well that you delivered two days early this project, which is so unusual in I think, in your research somewhere, you said that there is a study that said that over 97% of nuclear major projects are delayed, that cost overruns, etc, all across the globe. So it's quite unusual. Isn't that very unusual in that industry? How on earth did you make this happen? Like how did you manage to deliver early such a complex program?

 

Carol Tansley 06:08

Yeah, well, you're absolutely right about what you say its nuclear mega projects, I'll call th...

]]> In this week’s episode, Riccardo and guest co-host, Corail, sit down with fellow alumna, Carol Tansley to discuss her Oxford Saïd Business School dissertation on the institutional barriers to adopting integrated project delivery (IPD) on a nuclear mega project. Carol's impressive career, spanning two decades, is rooted in executing major programs for the UK Government Department for Work, HMRC, and DTI. As a recognized authority in large-scale IT and business transformations, her expertise took her to the Middle East, notably participating in the groundbreaking nuclear project in Abu Dhabi, marking the inauguration of the first nuclear power plant in the Arab world. Ninety-seven percent of nuclear major programmes go over time and over budget, so how did Carol (with no nuclear background) participate in delivering one two days early? This is a conversation you won’t want to miss.

“IPD may represent a methodology that would work has been proven to work in first of a kind environments. And while we have the field conditions now to embrace that, we need people that are willing to go out and embrace these new ways of working and seek to implement them.”

 

Key Takeaways: 

  • The role Eternal Beginner Syndrome plays in complex nuclear programmes.
  • The perceived barriers against adopting new models and how cultural and cognitive biases can masquerade as genuine obstacles.
  • Carol’s experience at Nuclear Week in the UK parliament and the future trends of the nuclear industry—energy security goals, securing affordable supplies and tackling climate change.
  • Attracting the younger generation to the nuclear sector to support climate solutions and the expected 40 percent growth rate.

 

If you enjoyed this episode, make sure and give us a five star rating and leave us a review on iTunes, Podcast Addict, Podchaser or Castbox.

 

The conversation doesn’t stop here—connect and converse with our community: 

 

Transcript:

Riccardo Cosentino 00:05

You're listening to navigate the major programes, the podcast that aims to elevate the conversations happening in the infrastructure industry and inspire you to have a more efficient approach within it. I'm your host, Riccardo Cosentino brings over 20 years of major product management experience. Most recently, I graduated from Oxford University’s Day business school, which shook my belief when it comes to navigating major problems. Now it's time to shake yours. Join me in each episode, as I press the industry experts about the complexity of major program management, emerging digital trends and the critical leadership required to approach these multibillion-dollar projects. Let's see where the conversation takes us. Carol Tansley was appointed Vice President X energy UK new build projects in September 2022. In this role, she oversees all x-energy's activities towards establishing the XE 100 as the prominent I temperature gas reactor technology in the United Kingdom. Prior to joining IX energy, Carol served as the operational readiness Control Center Director for the early successful Emirates nuclear energy cooperation startup of the Barakah nuclear plant in the UAE. She was also the new Newa energy company director of strategic programs. Prior to this, she served as a senior director for PwC in the UK and UAE, as well as working at Accenture delivering some of the UK is largest public sector change programs. She recently graduated with distinction from the University of Oxford, with an MSc in major program management. Carol's research focuses on causes of poor performance on nuclear mega project, and potential benefits of adopting relational contracting models.

 

Corail 02:05

Hello, Carol Heller, Ricardo, I'm super happy to talk to you today. And thank you so much for the opportunity to interview Carol on your podcast, Ricardo, I think we all met in Oxford during the MMPMcourse. And it was wonderful to learn about Carol's experience about the nuclear industry, which is one of the most complex industries, you can find say, I think the listener will be so happy to hear about Carol's story and what you have to say are all about the future of this industry. First of all, I was wondering if you could tell us a little bit more about your background and how you fell into the nuclear sector. I know that there is a little value at the start of this episode to talk about your career, but it would be great to hear from your words how how you got into that very complex industry.

 

Carol Tansley 03:05

Okay, thank you very much corral. And thank you, Riccardo. I really appreciate the opportunity. One to both be back together again, because we haven't seen each other for a little while and to to talk on your podcast. So thank you very much. And just in terms of my background, my professional career has all been in delivering major projects and programs. The first I'll call it almost 20 years was in the UK, delivering major programs for the UK Government Department for Work in pensions HMRC. What was DTI. A lot of the large transformation programs that came with large scale it development programs and the business transformation that sat around that in around 2010. I moved to work on a project in the Middle East. It was for the Ministry of Interior in Abu Dhabi, a large transformation program that we're doing now it was a joint Middle East UK project and it covered the police Abu Dhabi police that covered Civil Defense prisons borders. And I was there for a couple of years. I then went to Saudi Arabia and worked for on a big transformation program for Ministry of Labor. And it was when I'd been there for a couple of years that I was asked to join the nuclear project that they were delivering in Abu Dhabi, you may be aware that they are they've delivered the first nuclear power plant in the Arab world. It was a new to nuclear country, what they've achieved there is quite phenomenal with the vision of the leaders of that country. So they pass their legislation to become a nuclear country and to get my program moving in 2009 They broke ground if you like so poured first concrete and 2012 and they got their first unit online by loading fuel for the first unit right before COVID Hit actually And two days ahead of schedule on the 17th of February 2020. And I was privileged to be part of that program, I was asked to join that program because of my background in major program delivery, not because I had anything to do with nuclear. So it was really, it was an amazing journey, great learning curve, an amazing sector to be part of, particularly now that it is going to play such an important role in the energy transition, the drive to net zero and energy security goals for countries around the world.

 

Corail 05:33

Absolutely is really impressive as well that you delivered two days early this project, which is so unusual in I think, in your research somewhere, you said that there is a study that said that over 97% of nuclear major projects are delayed, that cost overruns, etc, all across the globe. So it's quite unusual. Isn't that very unusual in that industry? How on earth did you make this happen? Like how did you manage to deliver early such a complex program?

 

Carol Tansley 06:08

Yeah, well, you're absolutely right about what you say its nuclear mega projects, I'll call th...

]]> Mon, 25 Sep 2023 05:00:00 -0400 Riccardo Cosentino, Corail Bourrelier Fabiani, Carol Tansley Riccardo Cosentino, Corail Bourrelier Fabiani, Carol Tansley 2387 In this week’s episode, Riccardo and guest co-host, Corail, sit down with fellow alumna, Carol Tansley to discuss her Oxford Saïd Business School dissertation on the institutional barriers to adopting integrated project delivery (IPD) on a nuclear mega project. Carol's impressive career, spanning two decades, is rooted in executing major programs for the UK Government Department for Work, HMRC, and DTI. As a recognized authority in large-scale IT and business transformations, her expertise took her to the Middle East, notably participating in the groundbreaking nuclear project in Abu Dhabi, marking the inauguration of the first nuclear power plant in the Arab world. Ninety-seven percent of nuclear major programmes go over time and over budget, so how did Carol (with no nuclear background) participate in delivering one two days early? This is a conversation you won’t want to miss. In this week’s episode, Riccardo and guest co-host, Corail, sit down with fellow alumna, Carol Tansley to discuss her Oxford Saïd Business School dissertation on the institutional barriers to adopting integrated project delivery (IPD) on a nuclear mega pr x-energy, energy, ipd implementation, nuclear technology, supply chain, محطة براكة للطاقة النووية, energy production, triso-x, al dhafra, renewable, nuclear, x-energy uk, sustainable energy, united arab emirates, work, uk, xe-mobile, corail bourrelier fab No Can PPPs incorporate collaborative contracting? | With Riccardo Cosentino and Jim Bernard | S1 EP 10 1 1 11 11 Can PPPs incorporate collaborative contracting? | With Riccardo Cosentino and Jim Bernard | S1 EP 10 full c5421df4-9fa2-4ba0-bf10-25f96e1dc0b8 https://navigatingmajorprogrammes.transistor.fm/s1/11 In this week’s episode, Riccardo switches chairs and guest host, Jim Barnard, asks all the questions. Riccardo shares insights from his Oxford Saïd Business School dissertation on the use of collaborative contracting into major programmes, specifically PPP structures. Riccardo and Jim delve into the complications and complexities of risk management, adversarial situations, stakeholders and shareholders and private financing.  

 

“When you have collaborative contracting, you almost waive your legal rights or your rights to pursue legal remedies. And so, all of the parties are around the table. There are many advantages of collaborative contracting, but the simplest one is, instead of hiring lawyers to sort out disputes, you’re redeploying those resources to actually solving project problems.”

 

Key Takeaways:  

  • The price of winning contracts in the PPP market and how the public sector entity comes into play
  • Why collaborative contracting provides better odds for finishing on time and on budget, but equity has to take more risk
  • PPP and politics, how do we navigate it?

 

 

If you enjoyed this episode, make sure and give us a five star rating and leave us a review on iTunes, Podcast Addict, Podchaser or Castbox.

 

The conversation doesn’t stop here—connect and converse with our community: 

 

Transcript:

Riccardo Cosentino 00:05

You're listening to navigate the major problems, the podcast that aims to elevate the conversations

happening in the infrastructure industry and inspire you to have a more efficient approach within it. I'm

your host, Riccardo Cosentino brings over 20 years of major product management experience. Most

recently, I graduated from Oxford University Said business school, which shook my belief when it

comes to navigating major problems. Now, it's time to shake yours. Join me in each episode, as I press

the industry experts about the complexity of major program management, emerging digital trends and

the critical leadership required to approach these multibillion-dollar projects. Let's see what the

conversation takes us. Hello, and welcome to a new episode of navigating major programs. Today

we're going to be doing things a little bit differently. My friend, and one point guest of the show as

agreed kindly to be hosting this podcast. And we'll do a role reversal where I'm going to be doing the

presenting and Jim Barnard is going to co-host the show. And today we're going to talk about a topic

that is very close to my heart, which is the use of collaborative contracting into major programs,

especially into PPP structures. I've done a full dissertation at Oxford as part of my master, major

program management, and I decided that it'd be good to walk you through my findings and my

conclusion. Anyway, let me introduce the host for today. Jim Bernard. How you doing? Jim?

Jim 02:00

I'm great. Riccardo, thanks for having me. Big fan of the podcast, obviously had the chance to be on a

previously so very much appreciate the opportunity to be host this time.

Riccardo Cosentino 02:11

So today, as I said, I'll be a be doing the talking. And you'll be doing the asking. Maybe I can start? I'll

jump right into it unless you have a specific question for me. And maybe I can give a bit of a bit of an

overview of my research thesis and some of my findings and some of my conclusions.

Jim 02:34

 

2

Transcribed by https://otter.ai

Yes, summary will be great, a perfect place to start. But some of our folks listening may not be

completely familiar with even the concept of collaboration. And I know having read your dissertation

that you get into some fairly technical and detailed topics relative to finance and how structures are set

up and that type of thing. So for those of us either less familiar or kind of new to the topic, if you don't

mind, let's start as basic as possible.

Riccardo Cosentino 03:03

Okay, well, let's start with, let's start with what prompted me to research this specific topic, the probably

a good place to start here. I you know, I'm a professional the work in public private partnership over the

last 20 years. So again, a lot of knowledge about the topic, I have structured and finance many

transactions that use non recourse financing. And a couple of years ago, my company decided to exit

the what we call the lump sum turnkey business, which is the type of contracting where a private sector

entity commits to deliver a project on time and on budget and every any cost overruns. And at any cost,

and any time overruns are absorbed by the entity that has committed to deliver the project. So my

company has been losing a lot of money with the stock form a contract. So in 2018, we decided to

exited. However, this type of contract is the cornerstone of non recourse financing, recourse financing

is financing that doesn't, doesn't lean on the asset of the parent company, but the only leans on the

asset of the other special purpose vehicle that is delivering the project,

Jim 04:26

basically. Project.

Riccardo Cosentino 04:29

Yes. Right. So it's basically the future revenues, that that's the only recourse available to lenders debt

and equity lenders is access to, to project revenues rather than corporate revenue associated with the

entity that is delivered project.

Jim 04:49

Right.

Riccardo Cosentino 04:50

And because my company exited this business lumpsum turnkey, indirectly we also exited the

construction portion of public private partnerships were where entities or companies, contractors are

hired to deliver the project under the structure. However, we still wanted to stay involved in contracting.

So what we started researching is different types of contracts and collaborative contracting, came up

alliances IPD all forms of contract that they include a large component of collaboration. In this type of

contracts, the risk is not transferred to the product to the contracting entity is the risk of on time

completion and on budget completion stays within the project sponsor. There is a Pain Gain sharing

mechanism, where the contracting entity, the contractor that is delivering the project puts their fee risk,

but they're not taking on the cost of around burden that is typical of lump sum turnkey. So once we

started researching this, the question that I was asked many, many times, being the expert in public

private partnership is can we convince clients and lenders to use collaborative contracting within the

non recourse PPP structure? And intuitively, I didn't think it was possible, I did some preliminary

 

3

Transcribed by https://otter.ai

research as part of my job. But I couldn't really find conclusive answers of why collaboratively

contracting could or could not be used within a PPP structure,

Jim 06:45

where I take a step back down, how did you do your preliminary research was at a qualitative research,

quantitative research and kind of benefits of both detriments of both How did you choose what method

did you use and how did you choose it.

Riccardo Cosentino 06:58

So during what while I was still working, so before I use an academic method, ...

]]> In this week’s episode, Riccardo switches chairs and guest host, Jim Barnard, asks all the questions. Riccardo shares insights from his Oxford Saïd Business School dissertation on the use of collaborative contracting into major programmes, specifically PPP structures. Riccardo and Jim delve into the complications and complexities of risk management, adversarial situations, stakeholders and shareholders and private financing.  

 

“When you have collaborative contracting, you almost waive your legal rights or your rights to pursue legal remedies. And so, all of the parties are around the table. There are many advantages of collaborative contracting, but the simplest one is, instead of hiring lawyers to sort out disputes, you’re redeploying those resources to actually solving project problems.”

 

Key Takeaways:  

  • The price of winning contracts in the PPP market and how the public sector entity comes into play
  • Why collaborative contracting provides better odds for finishing on time and on budget, but equity has to take more risk
  • PPP and politics, how do we navigate it?

 

 

If you enjoyed this episode, make sure and give us a five star rating and leave us a review on iTunes, Podcast Addict, Podchaser or Castbox.

 

The conversation doesn’t stop here—connect and converse with our community: 

 

Transcript:

Riccardo Cosentino 00:05

You're listening to navigate the major problems, the podcast that aims to elevate the conversations

happening in the infrastructure industry and inspire you to have a more efficient approach within it. I'm

your host, Riccardo Cosentino brings over 20 years of major product management experience. Most

recently, I graduated from Oxford University Said business school, which shook my belief when it

comes to navigating major problems. Now, it's time to shake yours. Join me in each episode, as I press

the industry experts about the complexity of major program management, emerging digital trends and

the critical leadership required to approach these multibillion-dollar projects. Let's see what the

conversation takes us. Hello, and welcome to a new episode of navigating major programs. Today

we're going to be doing things a little bit differently. My friend, and one point guest of the show as

agreed kindly to be hosting this podcast. And we'll do a role reversal where I'm going to be doing the

presenting and Jim Barnard is going to co-host the show. And today we're going to talk about a topic

that is very close to my heart, which is the use of collaborative contracting into major programs,

especially into PPP structures. I've done a full dissertation at Oxford as part of my master, major

program management, and I decided that it'd be good to walk you through my findings and my

conclusion. Anyway, let me introduce the host for today. Jim Bernard. How you doing? Jim?

Jim 02:00

I'm great. Riccardo, thanks for having me. Big fan of the podcast, obviously had the chance to be on a

previously so very much appreciate the opportunity to be host this time.

Riccardo Cosentino 02:11

So today, as I said, I'll be a be doing the talking. And you'll be doing the asking. Maybe I can start? I'll

jump right into it unless you have a specific question for me. And maybe I can give a bit of a bit of an

overview of my research thesis and some of my findings and some of my conclusions.

Jim 02:34

 

2

Transcribed by https://otter.ai

Yes, summary will be great, a perfect place to start. But some of our folks listening may not be

completely familiar with even the concept of collaboration. And I know having read your dissertation

that you get into some fairly technical and detailed topics relative to finance and how structures are set

up and that type of thing. So for those of us either less familiar or kind of new to the topic, if you don't

mind, let's start as basic as possible.

Riccardo Cosentino 03:03

Okay, well, let's start with, let's start with what prompted me to research this specific topic, the probably

a good place to start here. I you know, I'm a professional the work in public private partnership over the

last 20 years. So again, a lot of knowledge about the topic, I have structured and finance many

transactions that use non recourse financing. And a couple of years ago, my company decided to exit

the what we call the lump sum turnkey business, which is the type of contracting where a private sector

entity commits to deliver a project on time and on budget and every any cost overruns. And at any cost,

and any time overruns are absorbed by the entity that has committed to deliver the project. So my

company has been losing a lot of money with the stock form a contract. So in 2018, we decided to

exited. However, this type of contract is the cornerstone of non recourse financing, recourse financing

is financing that doesn't, doesn't lean on the asset of the parent company, but the only leans on the

asset of the other special purpose vehicle that is delivering the project,

Jim 04:26

basically. Project.

Riccardo Cosentino 04:29

Yes. Right. So it's basically the future revenues, that that's the only recourse available to lenders debt

and equity lenders is access to, to project revenues rather than corporate revenue associated with the

entity that is delivered project.

Jim 04:49

Right.

Riccardo Cosentino 04:50

And because my company exited this business lumpsum turnkey, indirectly we also exited the

construction portion of public private partnerships were where entities or companies, contractors are

hired to deliver the project under the structure. However, we still wanted to stay involved in contracting.

So what we started researching is different types of contracts and collaborative contracting, came up

alliances IPD all forms of contract that they include a large component of collaboration. In this type of

contracts, the risk is not transferred to the product to the contracting entity is the risk of on time

completion and on budget completion stays within the project sponsor. There is a Pain Gain sharing

mechanism, where the contracting entity, the contractor that is delivering the project puts their fee risk,

but they're not taking on the cost of around burden that is typical of lump sum turnkey. So once we

started researching this, the question that I was asked many, many times, being the expert in public

private partnership is can we convince clients and lenders to use collaborative contracting within the

non recourse PPP structure? And intuitively, I didn't think it was possible, I did some preliminary

 

3

Transcribed by https://otter.ai

research as part of my job. But I couldn't really find conclusive answers of why collaboratively

contracting could or could not be used within a PPP structure,

Jim 06:45

where I take a step back down, how did you do your preliminary research was at a qualitative research,

quantitative research and kind of benefits of both detriments of both How did you choose what method

did you use and how did you choose it.

Riccardo Cosentino 06:58

So during what while I was still working, so before I use an academic method, ...

]]> Mon, 11 Sep 2023 05:00:00 -0400 Jim Bernard, Riccardo Cosentino Jim Bernard, Riccardo Cosentino 2308 In this week’s episode, Riccardo switches chairs and guest host, Jim Barnard, asks all the questions. Riccardo shares insights from his Oxford Saïd Business School dissertation on the use of collaborative contracting into major programmes, specifically PPP structures. Riccardo and Jim delve into the complications and complexities of risk management, adversarial situations, stakeholders and shareholders and private financing. In this week’s episode, Riccardo switches chairs and guest host, Jim Barnard, asks all the questions. Riccardo shares insights from his Oxford Saïd Business School dissertation on the use of collaborative contracting into major programmes, specifically PP non-recourse financing, benefits, bid, public sector infrastructure, infrastructure development, level of complexity, major, non recourse financing, money, contracting, complexity, project disputes, major program complexity, major projects, ppp structures No Do Women Need to Play Golf in Order to Lead Major Programmes? With Corail Bourrelier Fabiani | Saïd Business School, University of Oxford | S1 EP 9 1 1 10 10 Do Women Need to Play Golf in Order to Lead Major Programmes? With Corail Bourrelier Fabiani | Saïd Business School, University of Oxford | S1 EP 9 full 05a2037f-355b-427b-8477-2b80a686cae2 https://navigatingmajorprogrammes.transistor.fm/s1/10 Do women still need to get on the course to progress their careers in major programmes? Does The Boys Club still exist in 2023? Inclusivity and ambition—how are they connected? Navigating Major Programmes podcast co-host, Corail Bourrelier Fabiani, shares her Oxford Saïd Business School dissertation’s insightful findings in this week’s episode. Riccardo and Corail take a deep dive into equality, diversity and inclusion in the infrastructure industry uncovering the taboo topics that have been avoided for decades.  

 

“In the research, you can see that women's interests are not really accommodated in major urban transport infrastructure programs,” says Corail. “And there is a big gender data gap, which is kind of reinforcing inequalities in this space. In my opinion, all this is reinforced by the fact that we don't have enough women at the top. So I thought, how are we changing this?”  

 

Corail, the accomplished programme manager behind projects such as the Paddington Square Public Art Programme and the Shard Quarter Public Art Programme in London, concludes the discussion with four steps to solve this complex, systemic issue.  

 

Key Takeaways:  

  • The seven gender-related challenges in major programmes and how to solve them.
  • How language labels leaders as men and how applications can encourage the women talent pool to apply.
  • How to alter networking and affinity bias in order to better support women in infrastructure and why women-designed networks with male allies are so vital.
  • The scarcity mindset and what happens to women at the top.

 

 

If you enjoyed this episode, make sure and give us a five star rating and leave us a review on iTunes, Podcast Addict, Podchaser or Castbox.

 

The conversation doesn’t stop here—connect and converse with our community: 

 

Transcript:

Riccardo Cosentino  00:05

You're listening to Navigating Major Programmes, the podcast that aims to elevate the conversations happening in the infrastructure industry and inspire you to have a more efficient approach within it. I'm your host, Riccardo Cosentino brings over 20 years of major product management experience. Most recently, I graduated from Oxford University's day business school, which shook my belief when it comes to navigating major problems. Now it's time to shake yours. Join me in each episode, as I press the industry experts about the complexity of major program management, emerging digital trends and the critical leadership required to approach these multibillion dollar projects. Let's see where the conversation takes us. Hi, welcome back to another episode of navigating major programs. Today I'm here with a recurring guest and co-host of this podcast.  

 

Corail  01:03

I am with Corail

 

Riccardo Cosentino  01:04

l, how're you doing?

 

Corail  01:06

I am doing great. Thank you, Riccardo,

 

Riccardo Cosentino  01:08

Thank you for joining us again. Really glad that you're here today. Today, we're gonna talk about your dissertation from your master's degree at Oxford. If I remember correctly, you did a dissertation titled, "do women need to play golf in order to lead measure programs?" really catchy title? But maybe you can tell us a bit more why you picked that dissertation? And what dissertation was all about?

 

Corail  01:39

Yeah, sure. Yeah. So yeah, this title was kind of a humorous reference to an HBR article, which said that basically, many women in male dominated industries feel compelled to play golf to access to the top leadership network. And my research was about women's network, and how can those women network help change the culture of major program, which are notoriously male dominated environments? And I thought it was funny that some women would think like, Okay, I'm gonna play golf, so make the most important contact, and I was like, okay, is this still happening? Do we still need to go on, on the course to get this important contact. So I did this research as part of our MSc in major program management at the Said business school. And it was really like, out of had the like, how out of an impulse after an event that happened during a master's degree. And I don't know if you remember that. But basically, each year, the program gets the opportunity to do a debate at the famous Oxford Union. And during our cohort, we have Ella a brilliant change manager, men's leader, who proposed the motion for that debate, which was around the importance of gender diversity in major programs, team versus versus experience. And we were all quite excited to debate this topic at the Union. But basically, the university got back to us and said, it's too late volatile as a topic. So they brushed it off, and they say, maybe debate another topic. And at the time, I was really shocked. And I think we were all the women of our cohort. I think we were below 30%, maybe around 28% 25% 28% of women in the cohort. And we were all pretty upset about this decision. Because we didn't understand it. We were like this is the Oxford Union the Union debates corruption slavery, things like that. And we can talk about that, you know, gender diversity in major program, but I saw Okay, that's that's say something right about our industry and about the I think the leap that we have to make to make it an OK topic, you know, to talk about that. So we decided to self organize, and to redo that debate, just organized by students. And it was a great, great moment. And I thought, Okay, I want to look deeper into all this EDI questions on major program. So I started like looking a little bit into what the UK Government says about gender diversity in major program. So I looked at the infrastructure and projects authority report at the time. And what I found was quite upsetting when you look at the budget, although major programs represent like astronomical budgets in the UK, but first of all, only 10% last year were classified as likely to be successful, and most of them only had just thought So you think there is an issue they are right. And in the IPA report, they acknowledge that the main issue was with capacity and capability of the teams and of the leadership in the UK. But there was no mention at all about, you know, the fact that we are losing opportunity, because we're not leveraging women's talent pool. And I looked deeper into it. And I looked at the appointment process for senior responsible owners, you know, the leader of this major program. And I found that although there is a mention about diversity, in the report, it's very, like there are no real KPIs or practical ways to do it, or methodologies or anything, and when you look at what they're looking for the SRO usually in, in a biased environment, you would, it's more oriented towards male. So there, we have something like, You should possess strong leadership and decision making skills, that's fine. But when you are in a male dominated industry, leadership resonate with a man. So that's where we'll come to your man. Mind. Sorry. And that's, you know, for example, Bent Flybjerg, called the major program leaders, Master Builder, Master Builder, as a word, I think you will think about a man rather than a woman, just just with that simple words. There are other things that I thought were interesting in the way they said this the label thing, for example, they say, you need to have the experience, the character and personality that are right for th...

]]> Do women still need to get on the course to progress their careers in major programmes? Does The Boys Club still exist in 2023? Inclusivity and ambition—how are they connected? Navigating Major Programmes podcast co-host, Corail Bourrelier Fabiani, shares her Oxford Saïd Business School dissertation’s insightful findings in this week’s episode. Riccardo and Corail take a deep dive into equality, diversity and inclusion in the infrastructure industry uncovering the taboo topics that have been avoided for decades.  

 

“In the research, you can see that women's interests are not really accommodated in major urban transport infrastructure programs,” says Corail. “And there is a big gender data gap, which is kind of reinforcing inequalities in this space. In my opinion, all this is reinforced by the fact that we don't have enough women at the top. So I thought, how are we changing this?”  

 

Corail, the accomplished programme manager behind projects such as the Paddington Square Public Art Programme and the Shard Quarter Public Art Programme in London, concludes the discussion with four steps to solve this complex, systemic issue.  

 

Key Takeaways:  

  • The seven gender-related challenges in major programmes and how to solve them.
  • How language labels leaders as men and how applications can encourage the women talent pool to apply.
  • How to alter networking and affinity bias in order to better support women in infrastructure and why women-designed networks with male allies are so vital.
  • The scarcity mindset and what happens to women at the top.

 

 

If you enjoyed this episode, make sure and give us a five star rating and leave us a review on iTunes, Podcast Addict, Podchaser or Castbox.

 

The conversation doesn’t stop here—connect and converse with our community: 

 

Transcript:

Riccardo Cosentino  00:05

You're listening to Navigating Major Programmes, the podcast that aims to elevate the conversations happening in the infrastructure industry and inspire you to have a more efficient approach within it. I'm your host, Riccardo Cosentino brings over 20 years of major product management experience. Most recently, I graduated from Oxford University's day business school, which shook my belief when it comes to navigating major problems. Now it's time to shake yours. Join me in each episode, as I press the industry experts about the complexity of major program management, emerging digital trends and the critical leadership required to approach these multibillion dollar projects. Let's see where the conversation takes us. Hi, welcome back to another episode of navigating major programs. Today I'm here with a recurring guest and co-host of this podcast.  

 

Corail  01:03

I am with Corail

 

Riccardo Cosentino  01:04

l, how're you doing?

 

Corail  01:06

I am doing great. Thank you, Riccardo,

 

Riccardo Cosentino  01:08

Thank you for joining us again. Really glad that you're here today. Today, we're gonna talk about your dissertation from your master's degree at Oxford. If I remember correctly, you did a dissertation titled, "do women need to play golf in order to lead measure programs?" really catchy title? But maybe you can tell us a bit more why you picked that dissertation? And what dissertation was all about?

 

Corail  01:39

Yeah, sure. Yeah. So yeah, this title was kind of a humorous reference to an HBR article, which said that basically, many women in male dominated industries feel compelled to play golf to access to the top leadership network. And my research was about women's network, and how can those women network help change the culture of major program, which are notoriously male dominated environments? And I thought it was funny that some women would think like, Okay, I'm gonna play golf, so make the most important contact, and I was like, okay, is this still happening? Do we still need to go on, on the course to get this important contact. So I did this research as part of our MSc in major program management at the Said business school. And it was really like, out of had the like, how out of an impulse after an event that happened during a master's degree. And I don't know if you remember that. But basically, each year, the program gets the opportunity to do a debate at the famous Oxford Union. And during our cohort, we have Ella a brilliant change manager, men's leader, who proposed the motion for that debate, which was around the importance of gender diversity in major programs, team versus versus experience. And we were all quite excited to debate this topic at the Union. But basically, the university got back to us and said, it's too late volatile as a topic. So they brushed it off, and they say, maybe debate another topic. And at the time, I was really shocked. And I think we were all the women of our cohort. I think we were below 30%, maybe around 28% 25% 28% of women in the cohort. And we were all pretty upset about this decision. Because we didn't understand it. We were like this is the Oxford Union the Union debates corruption slavery, things like that. And we can talk about that, you know, gender diversity in major program, but I saw Okay, that's that's say something right about our industry and about the I think the leap that we have to make to make it an OK topic, you know, to talk about that. So we decided to self organize, and to redo that debate, just organized by students. And it was a great, great moment. And I thought, Okay, I want to look deeper into all this EDI questions on major program. So I started like looking a little bit into what the UK Government says about gender diversity in major program. So I looked at the infrastructure and projects authority report at the time. And what I found was quite upsetting when you look at the budget, although major programs represent like astronomical budgets in the UK, but first of all, only 10% last year were classified as likely to be successful, and most of them only had just thought So you think there is an issue they are right. And in the IPA report, they acknowledge that the main issue was with capacity and capability of the teams and of the leadership in the UK. But there was no mention at all about, you know, the fact that we are losing opportunity, because we're not leveraging women's talent pool. And I looked deeper into it. And I looked at the appointment process for senior responsible owners, you know, the leader of this major program. And I found that although there is a mention about diversity, in the report, it's very, like there are no real KPIs or practical ways to do it, or methodologies or anything, and when you look at what they're looking for the SRO usually in, in a biased environment, you would, it's more oriented towards male. So there, we have something like, You should possess strong leadership and decision making skills, that's fine. But when you are in a male dominated industry, leadership resonate with a man. So that's where we'll come to your man. Mind. Sorry. And that's, you know, for example, Bent Flybjerg, called the major program leaders, Master Builder, Master Builder, as a word, I think you will think about a man rather than a woman, just just with that simple words. There are other things that I thought were interesting in the way they said this the label thing, for example, they say, you need to have the experience, the character and personality that are right for th...

]]> Mon, 28 Aug 2023 05:00:00 -0400 Riccardo Cosentino, Corail Bourrelier Fabiani Riccardo Cosentino, Corail Bourrelier Fabiani 2297 Do women still need to get on the course to progress their careers in major programmes? Does The Boys Club still exist in 2023? Inclusivity and ambition—how are they connected? Navigating Major Programmes podcast co-host, Corail Bourrelier Fabiani, shares her Oxford Saïd Business School dissertation’s insightful findings in this week’s episode. Riccardo and Corail take a deep dive into equality, diversity and inclusion in the infrastructure industry uncovering the taboo topics that have been avoided for decades. Do women still need to get on the course to progress their careers in major programmes? Does The Boys Club still exist in 2023? Inclusivity and ambition—how are they connected? Navigating Major Programmes podcast co-host, Corail Bourrelier Fabiani, shares advocacy, gender diversity, systemic solutions, workplace equality, corail bourrelier fabiani, women in tech, corporate culture, bourrelier, professional networks, fabianl, career advancement, corail fabianl, change management, breaking barriers, leadersh No Intelligent Technology in Major Projects with Kimberley Héraux |Saïd Business School, University of Oxford | S1 EP 8 1 1 9 9 Intelligent Technology in Major Projects with Kimberley Héraux |Saïd Business School, University of Oxford | S1 EP 8 full cae23a5d-ab1d-407e-be29-f40b0bd90c14 https://navigatingmajorprogrammes.transistor.fm/s1/9 In this episode of Navigating Major Programmes, Oxford Saïd Business School alumnus Riccardo sits down with fellow alumna, Kimberley Heraux, to discuss her dissertation on the use of intelligent technology in major projects. The pair discuss everything from the role contractual agreements play in the success of intelligent technologies, to treating the implementation of AI as a complex programme itself.  

 

Héraux is an experienced program manager with a demonstrated history of delivering complex projects and programs in the higher education sector and in private industry. Her experience includes but isn’t limited to: Enterprise Software Deployments, Data Center, IT Infrastructure, Cybersecurity, Integration and ITIL.  

 

“If you treat the implementation of intelligent technology into a major programme as a complex program itself,” says  Héraux “We can shift the mindset to have two Galbraith's Star Models.”

 

Key Takeaways:  

  • Why we should look at major programmes as an information processing system, plus why information flow will directly increase productivity.
  • The obsession with time and progress and why this mindset blatantly disregards proven program management processes.  
  • The two classes of AI technologies that are altering the iron triangle.  
  • The “SWAT team” mentality, benefits of agile processes; welcoming change in major programmes.  
  • Collaborative contracting to improve the flow of data and reduce risk in major programmes.  

 

 

If you enjoyed this episode, make sure and give us a five star rating and leave us a review on iTunes, Podcast Addict, Podchaser or Castbox.

 

The conversation doesn’t stop here—connect and converse with our community: 

 

Transcript:

Riccardo Cosentino 00:05

 

You're listening to navigate major problems, the podcast that aims to elevate the conversations happening in the infrastructure industry and inspire you to have a more efficient approach within it. I'm your host, Riccardo Cosentino brings over 20 years of major product management experience. Most recently, I graduated from Oxford University's day business school, which shook my belief when it comes to navigating major problems. Now it's time to shake yours. Join me in each episode, as I press the industry experts about the complexity of major program management, emerging digital trends and the critical leadership required to approach these multibillion dollar projects. Let's see where the conversation takes us. Kimberly echo is best known for a drive to deliver organizational transformation through major technology initiatives. She is currently serving as a program leader on an industry defining technology major program by the US fortune 50 company. Kimberly is passionate about technology, elevating team culture and firmly believes in the indomitability of the collaborative AI performance project team. Kimberly holds a Master's of Science major program management from the University of Oxford in the United Kingdom, and a Bachelor of Science in international business from the California State University, Northridge. When she isn't busy running major technology initiatives, you can find Kimberly running on Southern California's beaches and wine tasting. Hello, welcome back to another episode of navigate the bigger programs. Today we're here with Kimberly servo. And today we're going to discuss intelligent technology in construction mega projects. Hi, Kimberly, how you doing today?

 

Kimberley Heraux 01:56

 

Very well. Ricardo, thank you so much for having me on. This is very exciting. I've also been very curious about you know about some of the research that's been done in this space. So very happy to join the conversation.

 

Riccardo Cosentino 02:10

 

Oh, I'm glad. I'm glad you're on today. It's it's a very interesting topic. I know you wrote a dissertation about this topic for your master Oxford. How did you decide to write a dissertation about intelligent technologies in megaprojects?

 

Kimberley Heraux 02:27

 

Well, so my background, I built a career managing complex, IT projects, information technology projects. And if you think about artificial intelligence, it is technology. You know, you're we're increasing, we're seeing an increase in the use of AI in all types of technology. So naturally, when it came to selecting a dissertation topic, for for my Oxford, MMPM, I naturally gravitated to, well, gee, what will start to happen when we see mega projects, adopt systems that are increasingly outfitted with artificial intelligence. So that's how that's how I came up with that topic. You know, because I really find myself being interested in being able to deliver results and through technology that sort of that what has excited me all along my career, you know, is being able to deliver IT solutions that really make a difference to the bottom line of the organization. So I had, you know, a couple of a couple of experiences early in my career, one of which I like to cite and tell people, that's how I caught the bug of you know, getting excited about implementing IT systems where we, you know, we had a project where essentially, I was able to see the direct impact of properly implemented IT solution on the business where essentially, I was working for a manufacturer whose shipping process was very sensitive. And essentially, at the end of the project, we had cut down the time that it took to ship the product by over 60%. So shipping times were now a third of what they were. So that's when I caught the bug of my goodness, you know, technology can really, really make a difference in an organization's performance. So that's a tie in for you.

 

Riccardo Cosentino 04:27

 

That would be an amazing achievement if we could increase the productivity of mega project by 60%. But okay, maybe we're getting ahead of ourselves we're getting ahead of ourselves.

 

Kimberley Heraux 04:40

 

I think it would be a very different world and Oxford would be very very proud of us

 

Riccardo Cosentino 04:48

 

so before we get into into the into the discussion, maybe we need to do a little bit of scene setting and just frame what what we mean by intelligent technologies because I think in today's world, I mean, we have so many, so many words and so much jargon around AI and intelligent technology that I think it's, it's important that we frame what we mean in this particular setting.

 

Kimberley Heraux 05:15

 

Very good. Yes, we can do that. So what I mean by intelligent technologies is, in the context of my research, it refers to artificial intelligence and the suite of technologies that complement or contribute to it. So what I mean by that is, so you take sensors, for instance, that are able to gather data, that can into a database that can then be used, you know, where AI algorithms analyze that data for you. So that would be a technology that contributes to, you know, artificial intelligence capabilities. Other technologies that complement AI, maybe things like modeling tools that allow you to, you know, gather interesting disciplinary data, because as you'll find out, when you talk about artificial intelligence, there's, you know, you know, data is a big part of that picture. So intelligent technologies is meant to refer to AI specifically. So algorithms that you know, pick up patterns...

]]> In this episode of Navigating Major Programmes, Oxford Saïd Business School alumnus Riccardo sits down with fellow alumna, Kimberley Heraux, to discuss her dissertation on the use of intelligent technology in major projects. The pair discuss everything from the role contractual agreements play in the success of intelligent technologies, to treating the implementation of AI as a complex programme itself.  

 

Héraux is an experienced program manager with a demonstrated history of delivering complex projects and programs in the higher education sector and in private industry. Her experience includes but isn’t limited to: Enterprise Software Deployments, Data Center, IT Infrastructure, Cybersecurity, Integration and ITIL.  

 

“If you treat the implementation of intelligent technology into a major programme as a complex program itself,” says  Héraux “We can shift the mindset to have two Galbraith's Star Models.”

 

Key Takeaways:  

  • Why we should look at major programmes as an information processing system, plus why information flow will directly increase productivity.
  • The obsession with time and progress and why this mindset blatantly disregards proven program management processes.  
  • The two classes of AI technologies that are altering the iron triangle.  
  • The “SWAT team” mentality, benefits of agile processes; welcoming change in major programmes.  
  • Collaborative contracting to improve the flow of data and reduce risk in major programmes.  

 

 

If you enjoyed this episode, make sure and give us a five star rating and leave us a review on iTunes, Podcast Addict, Podchaser or Castbox.

 

The conversation doesn’t stop here—connect and converse with our community: 

 

Transcript:

Riccardo Cosentino 00:05

 

You're listening to navigate major problems, the podcast that aims to elevate the conversations happening in the infrastructure industry and inspire you to have a more efficient approach within it. I'm your host, Riccardo Cosentino brings over 20 years of major product management experience. Most recently, I graduated from Oxford University's day business school, which shook my belief when it comes to navigating major problems. Now it's time to shake yours. Join me in each episode, as I press the industry experts about the complexity of major program management, emerging digital trends and the critical leadership required to approach these multibillion dollar projects. Let's see where the conversation takes us. Kimberly echo is best known for a drive to deliver organizational transformation through major technology initiatives. She is currently serving as a program leader on an industry defining technology major program by the US fortune 50 company. Kimberly is passionate about technology, elevating team culture and firmly believes in the indomitability of the collaborative AI performance project team. Kimberly holds a Master's of Science major program management from the University of Oxford in the United Kingdom, and a Bachelor of Science in international business from the California State University, Northridge. When she isn't busy running major technology initiatives, you can find Kimberly running on Southern California's beaches and wine tasting. Hello, welcome back to another episode of navigate the bigger programs. Today we're here with Kimberly servo. And today we're going to discuss intelligent technology in construction mega projects. Hi, Kimberly, how you doing today?

 

Kimberley Heraux 01:56

 

Very well. Ricardo, thank you so much for having me on. This is very exciting. I've also been very curious about you know about some of the research that's been done in this space. So very happy to join the conversation.

 

Riccardo Cosentino 02:10

 

Oh, I'm glad. I'm glad you're on today. It's it's a very interesting topic. I know you wrote a dissertation about this topic for your master Oxford. How did you decide to write a dissertation about intelligent technologies in megaprojects?

 

Kimberley Heraux 02:27

 

Well, so my background, I built a career managing complex, IT projects, information technology projects. And if you think about artificial intelligence, it is technology. You know, you're we're increasing, we're seeing an increase in the use of AI in all types of technology. So naturally, when it came to selecting a dissertation topic, for for my Oxford, MMPM, I naturally gravitated to, well, gee, what will start to happen when we see mega projects, adopt systems that are increasingly outfitted with artificial intelligence. So that's how that's how I came up with that topic. You know, because I really find myself being interested in being able to deliver results and through technology that sort of that what has excited me all along my career, you know, is being able to deliver IT solutions that really make a difference to the bottom line of the organization. So I had, you know, a couple of a couple of experiences early in my career, one of which I like to cite and tell people, that's how I caught the bug of you know, getting excited about implementing IT systems where we, you know, we had a project where essentially, I was able to see the direct impact of properly implemented IT solution on the business where essentially, I was working for a manufacturer whose shipping process was very sensitive. And essentially, at the end of the project, we had cut down the time that it took to ship the product by over 60%. So shipping times were now a third of what they were. So that's when I caught the bug of my goodness, you know, technology can really, really make a difference in an organization's performance. So that's a tie in for you.

 

Riccardo Cosentino 04:27

 

That would be an amazing achievement if we could increase the productivity of mega project by 60%. But okay, maybe we're getting ahead of ourselves we're getting ahead of ourselves.

 

Kimberley Heraux 04:40

 

I think it would be a very different world and Oxford would be very very proud of us

 

Riccardo Cosentino 04:48

 

so before we get into into the into the discussion, maybe we need to do a little bit of scene setting and just frame what what we mean by intelligent technologies because I think in today's world, I mean, we have so many, so many words and so much jargon around AI and intelligent technology that I think it's, it's important that we frame what we mean in this particular setting.

 

Kimberley Heraux 05:15

 

Very good. Yes, we can do that. So what I mean by intelligent technologies is, in the context of my research, it refers to artificial intelligence and the suite of technologies that complement or contribute to it. So what I mean by that is, so you take sensors, for instance, that are able to gather data, that can into a database that can then be used, you know, where AI algorithms analyze that data for you. So that would be a technology that contributes to, you know, artificial intelligence capabilities. Other technologies that complement AI, maybe things like modeling tools that allow you to, you know, gather interesting disciplinary data, because as you'll find out, when you talk about artificial intelligence, there's, you know, you know, data is a big part of that picture. So intelligent technologies is meant to refer to AI specifically. So algorithms that you know, pick up patterns...

]]> Mon, 14 Aug 2023 05:00:00 -0400 Riccardo Cosentino, Kimberley Heraux Riccardo Cosentino, Kimberley Heraux 2328 In this episode of Navigating Major Programmes, Oxford Saïd Business School alumnus Riccardo sits down with fellow alumna, Kimberley Heraux, to discuss her dissertation on the use of intelligent technology in major projects. The pair discuss everything from the role contractual agreements play in the success of intelligent technologies, to treating the implementation of AI as a complex programme itself. In this episode of Navigating Major Programmes, Oxford Saïd Business School alumnus Riccardo sits down with fellow alumna, Kimberley Heraux, to discuss her dissertation on the use of intelligent technology in major projects. The pair discuss everything fr who ai in healthcare, implementing, technology, ai implementation in manufacturing, ai implementation strategy, ai implementation strategy, which ai system will continue to analyze a problem, systems, technologies, organization, ai implementation in suppl No Practical Major Programme Leadership with Jim Bernard | S1 EP 7 1 1 8 8 Practical Major Programme Leadership with Jim Bernard | S1 EP 7 full 86dcd966-0c39-41f4-bddb-a9a175f26117 https://navigatingmajorprogrammes.transistor.fm/s1/8 In this episode of Navigating Major Programmes, Oxford Saïd Business School alumni Riccardo and guest host Corail, interview fellow alumnus, Jim Bernard. Jim specializes in real estate investment programme design, structured finance, risk conceptualization and strategic partnership formation. With an impressive track record spanning over 25 years, Jim has accumulated more than 4 billion dollars in real estate investment experience. Now, as a partner at consultancy and as a major programme advisor, Jim is focusing on disrupting traditional approaches to major programme management—making him an exceptional expert to share his insights on this podcast.  

 

Key Takeaways:  

  • Why major programme management in North America is behind the UK and what needs to improve in order to catch up.
  • The practicality of the Galbraith Star Model™ in major programmes and why People and Rewards need earlier attention.  
  • Considering the perception of major programmes as temporary organizations as well as their nonlinear evolution.  
  • The power of major programmes as they relate to climate improvement initiatives.  

 

If you enjoyed this episode, make sure and give us a five star rating and leave us a review on iTunes, Podcast Addict, Podchaser or Castbox.

 

The conversation doesn’t stop here—connect and converse with our community: 

 

Transcript:

Riccardo Cosentino 00:05

 

You're listening to navigate major problems, the podcast that aims to elevate the conversations happening in the infrastructure industry and inspire you to have a more efficient approach within it. I'm your host, Riccardo Cosentino I brings over 20 years of major product management experience. Most recently, I graduated from Oxford University's day business school, which shook my belief when it comes to navigating major prpgrams. Now it's time to shake yours. Join me in each episode, as I press the industry experts about the complexity of major program management, emerging digital trends and the critical leadership required to approach these multibillion dollar projects. Let's see where the conversation takes us. James Michael Barnard, commonly known as Jim is a highly accomplished professional specializing in real estate investment program design, structure finance, risk leadership, and strategic partnership formation. With an impressive track record spanning over 25 years, Jim has accumulated more than $4 billion in real estate investment experience. Currently, Jim serves as a partner at Two Roads Group, a consultancy he co founded with a focus on disrupting traditional approaches to measure program management by employing novel and empirically supported methods for risk mitigation, decision making and stakeholder engagement. He also serves as a major program management advisor for AI cumulus. Additionally, Jim is the founder of the Regal, a privately held investment company that concentrates on sustainable real estate assets. Outside of his professional pursuits, Jim actively engages in community service as a member of the town Castine Planning Board, and serves as a director on the SMU Cox School of Business alumni board. He is also an accomplished diver and a skilled jazz pianist. Hello, everyone. Welcome back to another episode of navigating major programs. I'm here today with my co host, a guest appearance from Corail with my esteemed colleague and friend Jim Barnard, who has graciously agreed to join the podcast today and talk to us about his new venture and his new approach in helping major programs. How are we doing, guys? How are you doing, Jim?

 

Jim 02:37

 

Great. Thank you. Thanks for having me.

 

Corail 02:39

 

Hi, Riccardo

 

Jim 02:40

 

Carail.

 

Corail 02:41

 

I'm doing great. Thank you for having me again. And I'm excited to hear more about Jim today.

 

Riccardo Cosentino 02:47

 

And by the way, today, we were joining the podcast. I'm in Toronto. Jim is in Maine, and Correll is in London. So you got a truly international episode?

 

Corail 02:57

 

Yes, very much.

 

Riccardo Cosentino 02:59

 

So why don't we Why don't we jump right into it? Corail, I think you're gonna help me co host today's episode, the new format for us. But you being a guest on this show before? So I think you're you're almost almost part of the family. Why don't you take it away?

 

Corail 03:18

 

Hi, Jim. I hope you're well and nice to see to see you and hear you. I wanted to ask Can you please introduce yourself to our listeners today and tell us a little bit about your career?

 

Jim 03:32

 

Sure, It'd be my pleasure. My name is Jim Barnard. I'm fortunate to have been a classmate with your two esteemed hosts here at the University of Oxford and major program management program at Syed business school. How I came to the program. Let's see. I was a CFO for real estate, sustainable real estate investment development company in Austin, Texas for about five years before I applied to Oxford. My background had always been in real estate. I'd done it since I graduated from university. At the time, we were struggling with some fairly common major program themes, complexity or projects are getting more difficult, more intricate, larger, we are having challenges scaling. So interestingly, I was sitting in a conference room trying to sketch out a risk curve with my team in the finance department to try to figure out where he has some significant exposure and one of my co workers looked at the whiteboard and said, you know, there's a whole program at the University of Oxford that takes on these questions directly. So I I bet him that if he would write a recommendation I would make the application under no circumstances did neither one of us think that we would be or that I would be admitted to the program. But here we are two years later having survived it and fortunately, having had the chance to work with great people like the two of you You learn a whole lot about managing major programs.

 

Corail 05:03

 

Yeah, congratulation. Jimmy did I think wonderful in the program, and he was really interesting, you know, to hear about your experience throughout and your background. I was wondering like, I think we both know Ricardo and I, that you started in entrepreneurial adventure after the program. Can you tell us a bit more about what led you to start your own business after the program? And why are you particularly interested in consulting in the fields of major programs?

 

Jim 05:39

 

Well, in the interest of full disclosure, I have to admit that I haven't started this alone. In fact, you both probably know very well, some of the people that are investing in the, in the consultancy with me. And that alone is a privilege. So the opportunity to work together with like minded colleagues, who've enjoyed similar professional backgrounds, or have had similar professional backgrounds was probably one of the primary reasons why I decided to start this consulting practice. But really, the, I guess the motivation came out of, believe it or not the global financial crisis in 2008. A couple of us back in Austin, with thi...

]]> In this episode of Navigating Major Programmes, Oxford Saïd Business School alumni Riccardo and guest host Corail, interview fellow alumnus, Jim Bernard. Jim specializes in real estate investment programme design, structured finance, risk conceptualization and strategic partnership formation. With an impressive track record spanning over 25 years, Jim has accumulated more than 4 billion dollars in real estate investment experience. Now, as a partner at consultancy and as a major programme advisor, Jim is focusing on disrupting traditional approaches to major programme management—making him an exceptional expert to share his insights on this podcast.  

 

Key Takeaways:  

  • Why major programme management in North America is behind the UK and what needs to improve in order to catch up.
  • The practicality of the Galbraith Star Model™ in major programmes and why People and Rewards need earlier attention.  
  • Considering the perception of major programmes as temporary organizations as well as their nonlinear evolution.  
  • The power of major programmes as they relate to climate improvement initiatives.  

 

If you enjoyed this episode, make sure and give us a five star rating and leave us a review on iTunes, Podcast Addict, Podchaser or Castbox.

 

The conversation doesn’t stop here—connect and converse with our community: 

 

Transcript:

Riccardo Cosentino 00:05

 

You're listening to navigate major problems, the podcast that aims to elevate the conversations happening in the infrastructure industry and inspire you to have a more efficient approach within it. I'm your host, Riccardo Cosentino I brings over 20 years of major product management experience. Most recently, I graduated from Oxford University's day business school, which shook my belief when it comes to navigating major prpgrams. Now it's time to shake yours. Join me in each episode, as I press the industry experts about the complexity of major program management, emerging digital trends and the critical leadership required to approach these multibillion dollar projects. Let's see where the conversation takes us. James Michael Barnard, commonly known as Jim is a highly accomplished professional specializing in real estate investment program design, structure finance, risk leadership, and strategic partnership formation. With an impressive track record spanning over 25 years, Jim has accumulated more than $4 billion in real estate investment experience. Currently, Jim serves as a partner at Two Roads Group, a consultancy he co founded with a focus on disrupting traditional approaches to measure program management by employing novel and empirically supported methods for risk mitigation, decision making and stakeholder engagement. He also serves as a major program management advisor for AI cumulus. Additionally, Jim is the founder of the Regal, a privately held investment company that concentrates on sustainable real estate assets. Outside of his professional pursuits, Jim actively engages in community service as a member of the town Castine Planning Board, and serves as a director on the SMU Cox School of Business alumni board. He is also an accomplished diver and a skilled jazz pianist. Hello, everyone. Welcome back to another episode of navigating major programs. I'm here today with my co host, a guest appearance from Corail with my esteemed colleague and friend Jim Barnard, who has graciously agreed to join the podcast today and talk to us about his new venture and his new approach in helping major programs. How are we doing, guys? How are you doing, Jim?

 

Jim 02:37

 

Great. Thank you. Thanks for having me.

 

Corail 02:39

 

Hi, Riccardo

 

Jim 02:40

 

Carail.

 

Corail 02:41

 

I'm doing great. Thank you for having me again. And I'm excited to hear more about Jim today.

 

Riccardo Cosentino 02:47

 

And by the way, today, we were joining the podcast. I'm in Toronto. Jim is in Maine, and Correll is in London. So you got a truly international episode?

 

Corail 02:57

 

Yes, very much.

 

Riccardo Cosentino 02:59

 

So why don't we Why don't we jump right into it? Corail, I think you're gonna help me co host today's episode, the new format for us. But you being a guest on this show before? So I think you're you're almost almost part of the family. Why don't you take it away?

 

Corail 03:18

 

Hi, Jim. I hope you're well and nice to see to see you and hear you. I wanted to ask Can you please introduce yourself to our listeners today and tell us a little bit about your career?

 

Jim 03:32

 

Sure, It'd be my pleasure. My name is Jim Barnard. I'm fortunate to have been a classmate with your two esteemed hosts here at the University of Oxford and major program management program at Syed business school. How I came to the program. Let's see. I was a CFO for real estate, sustainable real estate investment development company in Austin, Texas for about five years before I applied to Oxford. My background had always been in real estate. I'd done it since I graduated from university. At the time, we were struggling with some fairly common major program themes, complexity or projects are getting more difficult, more intricate, larger, we are having challenges scaling. So interestingly, I was sitting in a conference room trying to sketch out a risk curve with my team in the finance department to try to figure out where he has some significant exposure and one of my co workers looked at the whiteboard and said, you know, there's a whole program at the University of Oxford that takes on these questions directly. So I I bet him that if he would write a recommendation I would make the application under no circumstances did neither one of us think that we would be or that I would be admitted to the program. But here we are two years later having survived it and fortunately, having had the chance to work with great people like the two of you You learn a whole lot about managing major programs.

 

Corail 05:03

 

Yeah, congratulation. Jimmy did I think wonderful in the program, and he was really interesting, you know, to hear about your experience throughout and your background. I was wondering like, I think we both know Ricardo and I, that you started in entrepreneurial adventure after the program. Can you tell us a bit more about what led you to start your own business after the program? And why are you particularly interested in consulting in the fields of major programs?

 

Jim 05:39

 

Well, in the interest of full disclosure, I have to admit that I haven't started this alone. In fact, you both probably know very well, some of the people that are investing in the, in the consultancy with me. And that alone is a privilege. So the opportunity to work together with like minded colleagues, who've enjoyed similar professional backgrounds, or have had similar professional backgrounds was probably one of the primary reasons why I decided to start this consulting practice. But really, the, I guess the motivation came out of, believe it or not the global financial crisis in 2008. A couple of us back in Austin, with thi...

]]> Mon, 31 Jul 2023 05:00:00 -0400 Riccardo Cosentino, James Michael Bernard, Corail Bourrelier Fabiani Riccardo Cosentino, James Michael Bernard, Corail Bourrelier Fabiani 2310 In this episode of Navigating Major Programmes, Oxford Saïd Business School alumni Riccardo and guest host Corail, interview fellow alumnus, Jim Bernard. Jim specializes in real estate investment programme design, structured finance, risk conceptualization and strategic partnership formation. With an impressive track record spanning over 25 years, Jim has accumulated more than 4 billion dollars in real estate investment experience. Now, as a partner at consultancy and as a major programme advisor, Jim is focusing on disrupting traditional approaches to major programme management—making him an exceptional expert to share his insights on this podcast. In this episode of Navigating Major Programmes, Oxford Saïd Business School alumni Riccardo and guest host Corail, interview fellow alumnus, Jim Bernard. Jim specializes in real estate investment programme design, structured finance, risk conceptualizatio cheverus high school, london, management accounting and control system, oxford business alliance, padi, smu cox, aacsb international, organisational structuring, partner, real estate investment programme design, smu cox folsom institute for real estate, o No Cultivating Collaboration in Major Programmes with Vicente Cunha | S1 EP 6 1 1 7 7 Cultivating Collaboration in Major Programmes with Vicente Cunha | S1 EP 6 full 49e641ae-0f22-4ffc-b395-518274a29dee https://navigatingmajorprogrammes.transistor.fm/s1/7 In this episode, Riccardo Cosentino is joined by Oxford classmate, Vicente Cunha, to discuss his MSc in Major Programme Management dissertation on early completion payment as a mechanism to incentivize collaboration in major programmes. The pair dive into the importance of trust and transparency in major programmes and our industry’s struggle to implement either. Cunha explains why a shift in mindset and a touch of empathy could be a gamechanger for major programmes.

Cunha is an accomplished Industrial Engineer and with over 15 years of experience in the oil and gas industry, primarily focused on delivering complex construction projects involving large oil and gas floating production units. He brings a wealth of knowledge and expertise to his work, affording him a critical perspective on the integral factors behind the design, procurement and management of large construction contracts. He is particularly passionate about forging a strong alignment between in-house construction and operations teams and establishing productive and collaborative relationships with all project stakeholders, to achieve the best possible outcome.

 

Key Takeaways: 

  • The six must-have, evidence-based contract specs that should be included on projects to improve results.
  • Why early completion incentives do not necessarily lead to better outcomes.
  • Red flag behaviours to avoid for effective contractor collaboration.
  • Relational contracting vs traditional contracting and the importance of risk balance.
  • The truth about where empathy and major programmes intersect.

 

The conversation doesn’t stop here—connect and converse with our community via LinkedIn: 

Riccardo Cosentino’s LinkedIn: https://www.linkedin.com/in/cosentinoriccardo/  

 

 

 

If you enjoyed this episode, make sure and give us a five star rating and leave us a review on iTunes, Podcast Addict, Podchaser or Castbox.

 

The conversation doesn’t stop here—connect and converse with our community: 

 

Transcript:

Riccardo Cosentino  00:05

You're listening to navigate the major problems, the podcast that aims to elevate the conversations happening in the infrastructure industry and inspire you to have a more efficient approach within it. I'm your host Riccardo Cosentino a brings over 20 years of major program management experience. Most recently, I graduated from Oxbow universities they business group, which shook my belief when it comes to navigating major problems. Now it's time to shake yours. Join me in each episode as a press the industry experts about the complexity of major program management, emerging digital trends and the critical leadership required to approach these multibillion dollar projects. Let's see where the conversation takes us. We sent a Konya is an accomplished industrial engineer who has an impressive MSc in major program management from the prestigious University of Oxford. He is a seasoned professional with over 15 years of experience in oil and gas industry primarily focused on delivering complex construction projects involving large oil and gas floating production units V Center brings a wealth of knowledge and expertise to his work, affording him a critical perspective on the integral factors. Beyond the design, procurement and management are large construction contracts is particularly passionate about forging a strong alignment between in house construction and operation teams, and establishing productive and collaborative relationship with all project stakeholders to achieve the best possible outcome. All right, and welcome to navigate the major programs, a new episode today with the center kuliah. Are you doing the center? Hi, Riccardo,

 

Vicente Cunha01:47

I'm doing great. And thanks for having me. It's a great honor to participate in Afghani measure program.

 

Riccardo Cosentino  01:52

It's my pleasure. And thank you for agreeing to meet with me today. Today we're going to talk about a very interesting topic that you are quite familiar with, which is early completion payments as a mechanism to incentivize collaboration in major programs. Can you tell us about this topic? And why are we exploring this topic today?

 

Vicente Cunha02:12

Yeah, I actually did a dissertation about that, in my master's degree in Oxford for in mega projects, the idea is to try to understand if you include one early delivery incentive in a contract, if that would make the performance of the contract to go any better than than what we actually see. And so the paper talks about long run and complex construction projects. It's not really not about like paving a few miles of an existing freeway over the next six months. Not that paving a freeway isn't hard worker cannot go wrong. But we're looking for projects with a higher degree of innovation, higher likelihood of stakeholders conflict, longer duration, expositions, uncertainty, and so on. So if you look at the traditional lump sum, fixed price, EPC contract and where contractors would compete for the lowest price to deliver a fixed scope, the dissertation starts from there. And the idea that if you have a higher degree of owner and contractor collaboration, it would have a better outcome for the project, we try to figure out that the incentive itself would booster that collaboration. The idea would be something like, let's say we have a conflict there. And I decide not to pursue what I think it's right. Because I'm looking for something else. In the end, that would be like the bonus for early delivery. That's the idea of the dissertation.

 

Riccardo Cosentino  03:34

Interesting. Maybe for the people following us for the first time, what's your background? What What inspired you to look at this particular topic,

 

Vicente Cunha03:43

I've been working in high complex, long run projects for for a while for like the last 15 years. So I work with shipbuilding, construction, oil and gas platforms. And what I found is that it's really hard to keep a project on track, my experience is about like a five year running project. And over time, we face so many difficulties that at some point, we are not talking about the target date anymore, and cost escalates and everything that's there in the literature. And it's very common in many projects. So I start thinking, what is wrong there? And how can we actually make sure that both owner and contractor are looking at the same picture and trying to do their best effort. And at some point, we had a great opportunity, stopping for a while before the project that I'm working now. And we put a group to study it and see what can we do better for for the next contract for the next project. And we came with some of the things we're going to talk about today. It's just all there in our new contract, and we are trying to figure out how to get better. And one of the thing is, is putting their incentive for early delivery. And then that's just the true question that came from my my work. Is it working or not? Is that the way to get a better outcome? I still don't have the answer in my actual works. It's just running out the incentive Is there and I can tell yet how the end of the story on my personal work is going to be. So I decided to jump ahead and try to figure out in th...

]]> In this episode, Riccardo Cosentino is joined by Oxford classmate, Vicente Cunha, to discuss his MSc in Major Programme Management dissertation on early completion payment as a mechanism to incentivize collaboration in major programmes. The pair dive into the importance of trust and transparency in major programmes and our industry’s struggle to implement either. Cunha explains why a shift in mindset and a touch of empathy could be a gamechanger for major programmes.

Cunha is an accomplished Industrial Engineer and with over 15 years of experience in the oil and gas industry, primarily focused on delivering complex construction projects involving large oil and gas floating production units. He brings a wealth of knowledge and expertise to his work, affording him a critical perspective on the integral factors behind the design, procurement and management of large construction contracts. He is particularly passionate about forging a strong alignment between in-house construction and operations teams and establishing productive and collaborative relationships with all project stakeholders, to achieve the best possible outcome.

 

Key Takeaways: 

  • The six must-have, evidence-based contract specs that should be included on projects to improve results.
  • Why early completion incentives do not necessarily lead to better outcomes.
  • Red flag behaviours to avoid for effective contractor collaboration.
  • Relational contracting vs traditional contracting and the importance of risk balance.
  • The truth about where empathy and major programmes intersect.

 

The conversation doesn’t stop here—connect and converse with our community via LinkedIn: 

Riccardo Cosentino’s LinkedIn: https://www.linkedin.com/in/cosentinoriccardo/  

 

 

 

If you enjoyed this episode, make sure and give us a five star rating and leave us a review on iTunes, Podcast Addict, Podchaser or Castbox.

 

The conversation doesn’t stop here—connect and converse with our community: 

 

Transcript:

Riccardo Cosentino  00:05

You're listening to navigate the major problems, the podcast that aims to elevate the conversations happening in the infrastructure industry and inspire you to have a more efficient approach within it. I'm your host Riccardo Cosentino a brings over 20 years of major program management experience. Most recently, I graduated from Oxbow universities they business group, which shook my belief when it comes to navigating major problems. Now it's time to shake yours. Join me in each episode as a press the industry experts about the complexity of major program management, emerging digital trends and the critical leadership required to approach these multibillion dollar projects. Let's see where the conversation takes us. We sent a Konya is an accomplished industrial engineer who has an impressive MSc in major program management from the prestigious University of Oxford. He is a seasoned professional with over 15 years of experience in oil and gas industry primarily focused on delivering complex construction projects involving large oil and gas floating production units V Center brings a wealth of knowledge and expertise to his work, affording him a critical perspective on the integral factors. Beyond the design, procurement and management are large construction contracts is particularly passionate about forging a strong alignment between in house construction and operation teams, and establishing productive and collaborative relationship with all project stakeholders to achieve the best possible outcome. All right, and welcome to navigate the major programs, a new episode today with the center kuliah. Are you doing the center? Hi, Riccardo,

 

Vicente Cunha01:47

I'm doing great. And thanks for having me. It's a great honor to participate in Afghani measure program.

 

Riccardo Cosentino  01:52

It's my pleasure. And thank you for agreeing to meet with me today. Today we're going to talk about a very interesting topic that you are quite familiar with, which is early completion payments as a mechanism to incentivize collaboration in major programs. Can you tell us about this topic? And why are we exploring this topic today?

 

Vicente Cunha02:12

Yeah, I actually did a dissertation about that, in my master's degree in Oxford for in mega projects, the idea is to try to understand if you include one early delivery incentive in a contract, if that would make the performance of the contract to go any better than than what we actually see. And so the paper talks about long run and complex construction projects. It's not really not about like paving a few miles of an existing freeway over the next six months. Not that paving a freeway isn't hard worker cannot go wrong. But we're looking for projects with a higher degree of innovation, higher likelihood of stakeholders conflict, longer duration, expositions, uncertainty, and so on. So if you look at the traditional lump sum, fixed price, EPC contract and where contractors would compete for the lowest price to deliver a fixed scope, the dissertation starts from there. And the idea that if you have a higher degree of owner and contractor collaboration, it would have a better outcome for the project, we try to figure out that the incentive itself would booster that collaboration. The idea would be something like, let's say we have a conflict there. And I decide not to pursue what I think it's right. Because I'm looking for something else. In the end, that would be like the bonus for early delivery. That's the idea of the dissertation.

 

Riccardo Cosentino  03:34

Interesting. Maybe for the people following us for the first time, what's your background? What What inspired you to look at this particular topic,

 

Vicente Cunha03:43

I've been working in high complex, long run projects for for a while for like the last 15 years. So I work with shipbuilding, construction, oil and gas platforms. And what I found is that it's really hard to keep a project on track, my experience is about like a five year running project. And over time, we face so many difficulties that at some point, we are not talking about the target date anymore, and cost escalates and everything that's there in the literature. And it's very common in many projects. So I start thinking, what is wrong there? And how can we actually make sure that both owner and contractor are looking at the same picture and trying to do their best effort. And at some point, we had a great opportunity, stopping for a while before the project that I'm working now. And we put a group to study it and see what can we do better for for the next contract for the next project. And we came with some of the things we're going to talk about today. It's just all there in our new contract, and we are trying to figure out how to get better. And one of the thing is, is putting their incentive for early delivery. And then that's just the true question that came from my my work. Is it working or not? Is that the way to get a better outcome? I still don't have the answer in my actual works. It's just running out the incentive Is there and I can tell yet how the end of the story on my personal work is going to be. So I decided to jump ahead and try to figure out in th...

]]> Mon, 17 Jul 2023 05:00:00 -0400 Riccardo Cosentino, Vicente Cunha Riccardo Cosentino, Vicente Cunha 1559 In this episode, Riccardo Cosentino is joined by Oxford classmate, Vicente Cunha, to discuss his MSc in Major Programme Management dissertation on early completion payment as a mechanism to incentivize collaboration in major programmes. The pair dive into the importance of trust and transparency in major programmes and our industry’s struggle to implement either. Cunha explains why a shift in mindset and a touch of empathy could be a gamechanger for major programmes. In this episode, Riccardo Cosentino is joined by Oxford classmate, Vicente Cunha, to discuss his MSc in Major Programme Management dissertation on early completion payment as a mechanism to incentivize collaboration in major programmes. The pair dive into meaning of collaboration, transparency synonym, transparency at workplace, collaborating meaning, vicente, instagram collaboration post, another word for collaboration, transparency relationship, transparency international, carol dweck growth mindset, min No Meeting Gender Bias with Shormila Chatterjee | Building Bridges: Women in Infrastructure | S1 EP 5 1 1 6 6 Meeting Gender Bias with Shormila Chatterjee | Building Bridges: Women in Infrastructure | S1 EP 5 full f1a24587-5aaa-41a1-aff2-69cd78dd3537 https://navigatingmajorprogrammes.transistor.fm/s1/6 In episode five of Navigating Major Programmes, Riccardo sits down with Shormila Chatterjee, Acting Director at Government of Canada Infrastructure on the high-speed rail project. With 14 years of Canada-wide expertise in large-scale public private partnership (PPP) projects, Shormila has led various aspects of several high profile P3 pursuits and design engineering projects in Canada. She also actively contributes to Women in Infrastructure Network's Ottawa Chapter and serves as a board member of PAL Ottawa. In today’s conversation, Riccardo and Shormila go beyond the resume to speak about the adversity (and highlights) of Shormila’s career in infrastructure, including meeting ageism and gender bias at the decision making tables.  

 

Key Takeaways:

  • Why diverse voices in infrastructure are required to better serve the communities major programmes are designed for
  • How to navigating explicit acts of gender bias and Shormila’s experience of her competency being questioned based on assumptions over education/experience
  • Avoiding analysis paralysis and finding your voice in moments of uncertainty
  • How motherhood and personal life interconnects with a career in infrastructure
  • Why projects are people and how adoption of behaviour will propel the industry forward

 

 

If you enjoyed this episode, make sure and give us a five star rating and leave us a review on iTunes, Podcast Addict, Podchaser or Castbox.

 

The conversation doesn’t stop here—connect and converse with our community: 

 

 

Transcript:

Riccardo Cosentino  00:05

You're listening to navigate major problems, the podcast that aims to elevate the conversations happening in the infrastructure industry and inspire you to have a more efficient approach within it. I'm your host Riccardo Cosentino I bring over 20 years of major product management experience. Most recently, I graduated from Oxford University's a business school, which shook my belief when it comes to navigating major problems. Now it's time to shake yours. Join me in each episode as a press the industry experts about the complexity of major program management, emerging digital trends and the critical leadership required to approach these multibillion dollar projects. Let's see what the conversation takes us. Shormila Chatterjee, the acting director of infrastructure Canada, is an ally accomplished infrastructure professional with 14 years of experience in both the public and private sectors focused on social and public infrastructure is evident in our work on the high frequency rail project, a major initiative in Canada. Prior to her current role, she served as primary contact for prominent clients like the City of Ottawa, and Public Services and Procurement Canada, while at SNC Lavalin Shormila. The ability to establish strong relations with public sector counterparts enabled her to effectively address challenges throughout the project lifecycle achieving favorable outcomes. In addition to a professional achievements Shormila actively contributes to the woman and infrastructure network Ottawa chapter, and serves as a board member of the Powell Ottawa. Air involvement with this organization reflects our dedication to supporting undeserved communities, particularly senior arts workers. In other words, show millas commitment to delivery and inclusivity is evident in our effort to create equal opportunities and cultivate inclusive work environments. Hello, welcome to another episode of navigating major programs. Today I'm here with Shormila. Are you doing? Sure Mila,

 

Shormila Chatterjee  02:15

I'm good. Thanks, Ricardo. How are you?

 

Riccardo Cosentino  02:17

Not too bad, not too bad. Thank you for joining us. It's a pleasure to have you on the program. You and I go back a few years. So why don't we get right into it? You know, I think the audience has heard your bio. So why don't we just start with what what is your current role in infrastructure?

 

Shormila Chatterjee  02:36

Sure. Thanks. Thanks so much for having me Riccardo. So I'm currently actually currently right now I'm on maternity leave. But I'm essentially an acting director at infrastructure Canada on the high frequency rail project, which he had mentioned is one of the largest infrastructure projects in Canada, the in that's going to connect Toronto to Quebec City in the in the next couple of years, which is really exciting.

 

Riccardo Cosentino  02:59

I guess it's on point. I mean, this is a podcast about women in infrastructure. So I think it's really important that you're actually on maternity leave. These are the things that happen. So I'm glad that I'm actually having a guest that is taking taking a leave of absence in order to take care of a newborn baby think it's very important. So how did you first get into the industry?

 

Shormila Chatterjee  03:24

Well, I think like most people, it's by accident. But I started in mining and metallurgy at SNC levelin, when I'm fresh out of school, and the infrastructure division was based out of Vancouver at the time, and they wanted to set up a Toronto office to respond to, you know, the creation of Metrolinx and restructure Ontario, kind of this new Ontario business. So they created a group and we're just looking for people and I happen to hear about it and wanted to join because it sounded really interesting. The projects that I was working on, while interesting, were in very remote places. So I was looking for something that had this mix of being able to apply my technical skills, but also be in more urban environments. So then I was one of the first few employees and the infrastructure that was called transportation at the time, but the infrastructure group in essence is the Toronto office.

 

Riccardo Cosentino  04:16

And was it always your plan to build a career in infrastructure? Or did you stumble upon it?

 

Shormila Chatterjee  04:22

Yeah, so I sort of stumbled upon it I think for me i i did civil engineering in school and that's quite a wide like you I guess ready Riccardo but like it's a wide pretty wide of things that you can do with civil engineering. I wanted to actually eventually move back to India because I had went to high school in India and moved back to India and and work there but then I had stumbled on infrastructure here in Canada and ended up wanting to stay and such an active industry. So I Yeah, sort of fell in love with it by accident.

 

Riccardo Cosentino  04:54

You fell in love during your undergraduate degree or as you started your career. And

 

Shormila Chatterjee  05:02

yeah, I would say as I sit here, what what I love, I think of engineering and has, which is what I continue to love in my job now is that engineering and also infrastructure and particularly projects is a team sport. And for me, that's what gets me up in the morning. Like, I'm not a sort of dog eat dog type of person. Like, I like that...

]]> In episode five of Navigating Major Programmes, Riccardo sits down with Shormila Chatterjee, Acting Director at Government of Canada Infrastructure on the high-speed rail project. With 14 years of Canada-wide expertise in large-scale public private partnership (PPP) projects, Shormila has led various aspects of several high profile P3 pursuits and design engineering projects in Canada. She also actively contributes to Women in Infrastructure Network's Ottawa Chapter and serves as a board member of PAL Ottawa. In today’s conversation, Riccardo and Shormila go beyond the resume to speak about the adversity (and highlights) of Shormila’s career in infrastructure, including meeting ageism and gender bias at the decision making tables.  

 

Key Takeaways:

  • Why diverse voices in infrastructure are required to better serve the communities major programmes are designed for
  • How to navigating explicit acts of gender bias and Shormila’s experience of her competency being questioned based on assumptions over education/experience
  • Avoiding analysis paralysis and finding your voice in moments of uncertainty
  • How motherhood and personal life interconnects with a career in infrastructure
  • Why projects are people and how adoption of behaviour will propel the industry forward

 

 

If you enjoyed this episode, make sure and give us a five star rating and leave us a review on iTunes, Podcast Addict, Podchaser or Castbox.

 

The conversation doesn’t stop here—connect and converse with our community: 

 

 

Transcript:

Riccardo Cosentino  00:05

You're listening to navigate major problems, the podcast that aims to elevate the conversations happening in the infrastructure industry and inspire you to have a more efficient approach within it. I'm your host Riccardo Cosentino I bring over 20 years of major product management experience. Most recently, I graduated from Oxford University's a business school, which shook my belief when it comes to navigating major problems. Now it's time to shake yours. Join me in each episode as a press the industry experts about the complexity of major program management, emerging digital trends and the critical leadership required to approach these multibillion dollar projects. Let's see what the conversation takes us. Shormila Chatterjee, the acting director of infrastructure Canada, is an ally accomplished infrastructure professional with 14 years of experience in both the public and private sectors focused on social and public infrastructure is evident in our work on the high frequency rail project, a major initiative in Canada. Prior to her current role, she served as primary contact for prominent clients like the City of Ottawa, and Public Services and Procurement Canada, while at SNC Lavalin Shormila. The ability to establish strong relations with public sector counterparts enabled her to effectively address challenges throughout the project lifecycle achieving favorable outcomes. In addition to a professional achievements Shormila actively contributes to the woman and infrastructure network Ottawa chapter, and serves as a board member of the Powell Ottawa. Air involvement with this organization reflects our dedication to supporting undeserved communities, particularly senior arts workers. In other words, show millas commitment to delivery and inclusivity is evident in our effort to create equal opportunities and cultivate inclusive work environments. Hello, welcome to another episode of navigating major programs. Today I'm here with Shormila. Are you doing? Sure Mila,

 

Shormila Chatterjee  02:15

I'm good. Thanks, Ricardo. How are you?

 

Riccardo Cosentino  02:17

Not too bad, not too bad. Thank you for joining us. It's a pleasure to have you on the program. You and I go back a few years. So why don't we get right into it? You know, I think the audience has heard your bio. So why don't we just start with what what is your current role in infrastructure?

 

Shormila Chatterjee  02:36

Sure. Thanks. Thanks so much for having me Riccardo. So I'm currently actually currently right now I'm on maternity leave. But I'm essentially an acting director at infrastructure Canada on the high frequency rail project, which he had mentioned is one of the largest infrastructure projects in Canada, the in that's going to connect Toronto to Quebec City in the in the next couple of years, which is really exciting.

 

Riccardo Cosentino  02:59

I guess it's on point. I mean, this is a podcast about women in infrastructure. So I think it's really important that you're actually on maternity leave. These are the things that happen. So I'm glad that I'm actually having a guest that is taking taking a leave of absence in order to take care of a newborn baby think it's very important. So how did you first get into the industry?

 

Shormila Chatterjee  03:24

Well, I think like most people, it's by accident. But I started in mining and metallurgy at SNC levelin, when I'm fresh out of school, and the infrastructure division was based out of Vancouver at the time, and they wanted to set up a Toronto office to respond to, you know, the creation of Metrolinx and restructure Ontario, kind of this new Ontario business. So they created a group and we're just looking for people and I happen to hear about it and wanted to join because it sounded really interesting. The projects that I was working on, while interesting, were in very remote places. So I was looking for something that had this mix of being able to apply my technical skills, but also be in more urban environments. So then I was one of the first few employees and the infrastructure that was called transportation at the time, but the infrastructure group in essence is the Toronto office.

 

Riccardo Cosentino  04:16

And was it always your plan to build a career in infrastructure? Or did you stumble upon it?

 

Shormila Chatterjee  04:22

Yeah, so I sort of stumbled upon it I think for me i i did civil engineering in school and that's quite a wide like you I guess ready Riccardo but like it's a wide pretty wide of things that you can do with civil engineering. I wanted to actually eventually move back to India because I had went to high school in India and moved back to India and and work there but then I had stumbled on infrastructure here in Canada and ended up wanting to stay and such an active industry. So I Yeah, sort of fell in love with it by accident.

 

Riccardo Cosentino  04:54

You fell in love during your undergraduate degree or as you started your career. And

 

Shormila Chatterjee  05:02

yeah, I would say as I sit here, what what I love, I think of engineering and has, which is what I continue to love in my job now is that engineering and also infrastructure and particularly projects is a team sport. And for me, that's what gets me up in the morning. Like, I'm not a sort of dog eat dog type of person. Like, I like that...

]]> Mon, 03 Jul 2023 05:00:00 -0400 Riccardo Cosentino, Shormila Chatterjee Riccardo Cosentino, Shormila Chatterjee 1652 In episode five of Navigating Major Programmes, Riccardo sits down with Shormila Chatterjee, Acting Director at Government of Canada Infrastructure on the high-speed rail project. With 14 years of Canada-wide expertise in large-scale public private partnership (PPP) projects, Shormila has led various aspects of several high profile P3 pursuits and design engineering projects in Canada. She also actively contributes to Women in Infrastructure Network's Ottawa Chapter and serves as a board member of PAL Ottawa. In today’s conversation, Riccardo and Shormila go beyond the resume to speak about the adversity (and highlights) of Shormila’s career in infrastructure, including meeting ageism and gender bias at the decision making tables.  In episode five of Navigating Major Programmes, Riccardo sits down with Shormila Chatterjee, Acting Director at Government of Canada Infrastructure on the high-speed rail project. With 14 years of Canada-wide expertise in large-scale public private partne high-speed rail project, women in infrastructure network's ottawa, p3, ageism, acting director at government of canada infrastructure on the high-speed rail project, shormila, adversity, design engineering, meeting ageism, acting director, pal ottawa, act No When Labels Limit with Divya Shah | Building Bridges: Women in Infrastructure | S1 EP 4 1 1 5 5 When Labels Limit with Divya Shah | Building Bridges: Women in Infrastructure | S1 EP 4 full 65da9d7c-2990-462c-b57f-e81e5811361e https://navigatingmajorprogrammes.transistor.fm/s1/5 In this very special episode of Navigating Major Programmes, Riccardo is joined by Divya Shah, a prominent name in Canada's infrastructure network through her work as a project finance professional focusing on investment and infrastructure—and Riccardo’s wife. In their conversation, Riccardo and Divya discuss her unique perspective on the intersection of private and public sectors for effective decision making and leadership, along with her experience as a woman in infrastructure as a whole.

 

Key Takeaways:

  • Finding the sweet intersection of financing and infrastructure
  • How to manage direct and indirect stakeholder expectations
  • Lessons learned from navigating project finance during the credit crisis
  • Dealing with gender bias during conflict

 

If you enjoyed this episode, make sure and give us a five star rating and leave us a review on iTunes, Podcast Addict, Podchaser or Castbox.

 

The conversation doesn’t stop here—connect and converse with our community: 

 

Use this link to find advice, guidance and sponsorship at the Women In Infrastructure website

 

Transcript:

Riccardo Cosentino 

0:05  You're listening to navigate major problems, the podcast that aims to elevate the conversations happening in the infrastructure industry and inspire you to have a more efficient approach within it. I'm your host Riccardo Cosentino I bring over 20 years of major product management experience. Most recently, I graduated from Oxford University's a business school, which shook my belief when it comes to navigating major problems. Now it's time to shake yours. Join me in each episode as a press the industry experts about the complexity of major program management, emerging digital trends and the critical leadership required to approach these multibillion-dollar projects. Let's see where the conversation takes us. Over the last 15 years Divya Shah has built a name for herself in Canada's infrastructure network through her work as a project finance professional focusing on investment in infrastructure. Her extensive resume includes a wide variety of capital markets roles such as public private partnerships, refinancing, mergers and acquisition, real estate investment, private lending and credit. In today's episodes of navigating major programs, Riccardo Cosentino and Divya discuss a unique perspective on the intersection of private and public sectors for effective decision-making leadership along with your experience as a woman in infrastructure as a whole. Hello, everyone, and thank you for joining us today on navigating major programs. I'm here today with Divya Shah, how're you doing?

 

Divya Shah  

1:37  I'm doing really great. Thank you for having me here. Riccardo

 

Riccardo Cosentino

1:41  it's great to have you here. Great to have you here. Why don't we jump right into it? And why don't you tell us a little bit about yourself? What is your current role in infrastructure?

 

Divya Shah  

1:51  That's a great place to start. So as of today, I am with the Canada infrastructure bank. I'm a managing director here. I've been at the bank for now five years, and I head up all our initiatives from an investment perspective in the trade and transportation sector. This includes everything from investing and structuring investments in ports, airports. It includes passenger rail, intercity rail, it includes freight, so short line and mainline, essentially anything that helps moves goods and people, between cities and between countries to help improve GDP, improve operational efficiencies, and allows for enabling of movement and economic growth.

 

Riccardo Cosentino

2:38  sounds really interesting. How do you how do you get into it? How do you do? Actually, let's go backwards? How did you get into infrastructure first?

 

Divya Shah  

2:47  Oh, that's such a long story. I would say, from a factual perspective, I got into infrastructure almost 15 to 17 years ago in 2006. And opportunity came by my desk to interview for a analyst position at a newly formed company called Infrastructure Ontario. I was rushed leave out from an MBA school and was really not interested or actually didn't even know about the world of infrastructure. Infrastructure construction building was so far from my world of finance that I laughed when that opportunity came to my desk. And I will say, I'm glad I went for the interview, I had to be coaxed to go for the interview. But I'm so glad I went for the interview, because my life has not been the same. And so I joined this newly formed provincial agency called Infrastructure Ontario, it was set up to procure large infrastructure projects, primarily hospitals in those days, for the province of Ontario. It was not a policy shop, it was an execution shop. And the whole idea there was they were looking at this new model called public private partnerships, which was, you know, created out in the UK. And there was a little bit of dabbling out in BC, but it was never done in Ontario. And they were looking for finance professionals. They were looking for technical professionals. And we all came together. I think we were I was a part of the first 100 people at the company. And it was fascinating because it was not just about infrastructure. It was about creating something new, not from scratch, but made in Ontario from scratch, and it was a really a lot of fun.

 

Riccardo Cosentino

4:35  I guess that's where you and I met. 

 

Divya Shah  

4:37  That's where we met. You know, I mean, you know, didn't think I would find a husband here in this industry, but c'est la vie 15 years later,

 

Riccardo Cosentino

4:46  but okay, so it sounds like it was a little bit of a surprise for you to end up in infrastructure. What was your career aspiration before you bumped into infrastructure and area? What was it What was your dream job? What kind of career were you pursuing?

 

Divya Shah  

5:03  Well, like I think, with anyone who goes through MBA school, bright eyed, my aspiration was to be a banker, banker doing pure finance, like raising money for a corporation, and, you know, mergers and acquisitions. And those were the things that you learned about an MBA school and, and this is the part that I find really interesting, right? Going to MBA school, nobody mentioned the words project finance, real property, public private partnerships, this is not even a spectrum of things that you talk about. So, yeah, I wanted to be a banker and not in infrastructure, who is I think, for me, the definition of infrastructure was lame it was roads and things that, you know, people with that who wanted to be the hybrid of finance did not even dabble in, so, yeah, quite, quite far from where I am today.

 

Riccardo Cosentino

6:01  Okay, so if that was your expectation, there was uhm, pressure of infrastructure. What was a surprise you the most about the industry?

 

Divya Shah  

6:09  You know, what, how much I love it. I will say that, for me, looking back, I don't think I would want to do anything else. And what's really interesting in the job that I do right now, is I do investment. I'm actually a banker, but I am a banker for infrastructure investments. So way I'm doing what I really wanted, but in a very different industry. So going back to your questio...

]]> In this very special episode of Navigating Major Programmes, Riccardo is joined by Divya Shah, a prominent name in Canada's infrastructure network through her work as a project finance professional focusing on investment and infrastructure—and Riccardo’s wife. In their conversation, Riccardo and Divya discuss her unique perspective on the intersection of private and public sectors for effective decision making and leadership, along with her experience as a woman in infrastructure as a whole.

 

Key Takeaways:

  • Finding the sweet intersection of financing and infrastructure
  • How to manage direct and indirect stakeholder expectations
  • Lessons learned from navigating project finance during the credit crisis
  • Dealing with gender bias during conflict

 

If you enjoyed this episode, make sure and give us a five star rating and leave us a review on iTunes, Podcast Addict, Podchaser or Castbox.

 

The conversation doesn’t stop here—connect and converse with our community: 

 

Use this link to find advice, guidance and sponsorship at the Women In Infrastructure website

 

Transcript:

Riccardo Cosentino 

0:05  You're listening to navigate major problems, the podcast that aims to elevate the conversations happening in the infrastructure industry and inspire you to have a more efficient approach within it. I'm your host Riccardo Cosentino I bring over 20 years of major product management experience. Most recently, I graduated from Oxford University's a business school, which shook my belief when it comes to navigating major problems. Now it's time to shake yours. Join me in each episode as a press the industry experts about the complexity of major program management, emerging digital trends and the critical leadership required to approach these multibillion-dollar projects. Let's see where the conversation takes us. Over the last 15 years Divya Shah has built a name for herself in Canada's infrastructure network through her work as a project finance professional focusing on investment in infrastructure. Her extensive resume includes a wide variety of capital markets roles such as public private partnerships, refinancing, mergers and acquisition, real estate investment, private lending and credit. In today's episodes of navigating major programs, Riccardo Cosentino and Divya discuss a unique perspective on the intersection of private and public sectors for effective decision-making leadership along with your experience as a woman in infrastructure as a whole. Hello, everyone, and thank you for joining us today on navigating major programs. I'm here today with Divya Shah, how're you doing?

 

Divya Shah  

1:37  I'm doing really great. Thank you for having me here. Riccardo

 

Riccardo Cosentino

1:41  it's great to have you here. Great to have you here. Why don't we jump right into it? And why don't you tell us a little bit about yourself? What is your current role in infrastructure?

 

Divya Shah  

1:51  That's a great place to start. So as of today, I am with the Canada infrastructure bank. I'm a managing director here. I've been at the bank for now five years, and I head up all our initiatives from an investment perspective in the trade and transportation sector. This includes everything from investing and structuring investments in ports, airports. It includes passenger rail, intercity rail, it includes freight, so short line and mainline, essentially anything that helps moves goods and people, between cities and between countries to help improve GDP, improve operational efficiencies, and allows for enabling of movement and economic growth.

 

Riccardo Cosentino

2:38  sounds really interesting. How do you how do you get into it? How do you do? Actually, let's go backwards? How did you get into infrastructure first?

 

Divya Shah  

2:47  Oh, that's such a long story. I would say, from a factual perspective, I got into infrastructure almost 15 to 17 years ago in 2006. And opportunity came by my desk to interview for a analyst position at a newly formed company called Infrastructure Ontario. I was rushed leave out from an MBA school and was really not interested or actually didn't even know about the world of infrastructure. Infrastructure construction building was so far from my world of finance that I laughed when that opportunity came to my desk. And I will say, I'm glad I went for the interview, I had to be coaxed to go for the interview. But I'm so glad I went for the interview, because my life has not been the same. And so I joined this newly formed provincial agency called Infrastructure Ontario, it was set up to procure large infrastructure projects, primarily hospitals in those days, for the province of Ontario. It was not a policy shop, it was an execution shop. And the whole idea there was they were looking at this new model called public private partnerships, which was, you know, created out in the UK. And there was a little bit of dabbling out in BC, but it was never done in Ontario. And they were looking for finance professionals. They were looking for technical professionals. And we all came together. I think we were I was a part of the first 100 people at the company. And it was fascinating because it was not just about infrastructure. It was about creating something new, not from scratch, but made in Ontario from scratch, and it was a really a lot of fun.

 

Riccardo Cosentino

4:35  I guess that's where you and I met. 

 

Divya Shah  

4:37  That's where we met. You know, I mean, you know, didn't think I would find a husband here in this industry, but c'est la vie 15 years later,

 

Riccardo Cosentino

4:46  but okay, so it sounds like it was a little bit of a surprise for you to end up in infrastructure. What was your career aspiration before you bumped into infrastructure and area? What was it What was your dream job? What kind of career were you pursuing?

 

Divya Shah  

5:03  Well, like I think, with anyone who goes through MBA school, bright eyed, my aspiration was to be a banker, banker doing pure finance, like raising money for a corporation, and, you know, mergers and acquisitions. And those were the things that you learned about an MBA school and, and this is the part that I find really interesting, right? Going to MBA school, nobody mentioned the words project finance, real property, public private partnerships, this is not even a spectrum of things that you talk about. So, yeah, I wanted to be a banker and not in infrastructure, who is I think, for me, the definition of infrastructure was lame it was roads and things that, you know, people with that who wanted to be the hybrid of finance did not even dabble in, so, yeah, quite, quite far from where I am today.

 

Riccardo Cosentino

6:01  Okay, so if that was your expectation, there was uhm, pressure of infrastructure. What was a surprise you the most about the industry?

 

Divya Shah  

6:09  You know, what, how much I love it. I will say that, for me, looking back, I don't think I would want to do anything else. And what's really interesting in the job that I do right now, is I do investment. I'm actually a banker, but I am a banker for infrastructure investments. So way I'm doing what I really wanted, but in a very different industry. So going back to your questio...

]]> Mon, 19 Jun 2023 05:00:00 -0400 Riccardo Cosentino, Divya Shah Riccardo Cosentino, Divya Shah 1375 In this very special episode of Navigating Major Programmes, Riccardo is joined by Divya Shah, a prominent name in Canada's infrastructure network through her work as a project finance professional focusing on investment and infrastructure—and Riccardo’s wife. In their conversation, Riccardo and Divya discuss her unique perspective on the intersection of private and public sectors for effective decision making and leadership, along with her experience as a woman in infrastructure as a whole. In this very special episode of Navigating Major Programmes, Riccardo is joined by Divya Shah, a prominent name in Canada's infrastructure network through her work as a project finance professional focusing on investment and infrastructure—and Riccardo’s impact of climate change on infrastructure, university of toronto - rotman school of management, banque de l'infrastructure du canada, cfa, university of toronto, climate resilient development, definition of infrastructure, shah, canada infrastructure ban No Initiating An Inclusive Industry with Hannelie Stockenstrom | Building Bridges: Women in Infrastructure | S1 EP 3 1 1 4 4 Initiating An Inclusive Industry with Hannelie Stockenstrom | Building Bridges: Women in Infrastructure | S1 EP 3 full 1626ada1-1cfc-4a42-b43f-2947890dc47c https://navigatingmajorprogrammes.transistor.fm/s1/4 In this episode of Navigating Major Programmes, Riccardo sits down with Hannelie Stockenstrom, Senior Vice President Legal Major Projects & Canada Legal Centre Of Excellence at SNC Lavalin, for a in-depth conversation on her experience as a woman in in the male-dominated industry and her hope for the industry as a whole. 

 

Key Takeaways: 

  • Why diverse participants in infrastructure is the only way forward to solve problems effectively
  • How focusing on education in Third World countries can catapult the industry’s sustainability efforts in First World countries
  • The art of networking your dream career

 

If you enjoyed this episode, make sure and give us a five star rating and leave us a review on iTunes, Podcast Addict, Podchaser or Castbox.

 

The conversation doesn’t stop here—connect and converse with our community via LinkedIn: 

 

Transcript:

Riccardo Cosentino 00:05

You're listening to navigate major problems, the podcast that aims to elevate the conversations

happening in the infrastructure industry and inspire you to have a more efficient approach within it. I'm

your host Riccardo Cosentino I bring over 20 years of major product management experience. Most

recently, I graduated from Oxford University's a business school, which shook my belief when it comes

to navigating major problems. Now it's time to shake yours. Join me in each episode as a press the

industry experts about the complexity of major program management, emerging digital trends and the

critical leadership required to approach these multibillion dollar projects. Let's see where the

conversation takes us. And Ally stockin strong is an accomplished legal professional, and currently

holds the position of Senior Vice President of legal for SNC Lavell ins major project division, and she's

also a member of Canada Legal Center of Excellence of SNC Lavell. And in that capacity Annalee

provides senior management and project team with advice in a wide variety of legal matters, including

claims dispute and transactions. Anna Lee has extensive experience in major projects, national and

international joint ventures, p3, and alternative contracting, and elite monitors and advises management

and operations on legal trends and changes in the law and design implement a compliance program for

managing risk. And the Lee was chair of SNC Lavell in Canada Edna committee from 2020 to 2022.

And she's currently a member and pasture or the steering committee. Hello, welcome back to

navigating major programs. And welcome back to the miniseries of building bridges. Today, I'm here

with Hannelie, I've had the pleasure of working with Hannelie over the last 13 years, while SNC Lavell.

And I'm really excited to ever hear and to ever review on the topic that we covered in building bridges

with money Anna Lee, how you doing today?

Hannelie Stokenstrom 02:14

Hi, Riccardo. I'm great. Thank you. And thank you so much for having me.

Riccardo Cosentino 02:18

It's my pleasure. My pleasure. We talked about ED&I, we talked about diversity. And so I felt you be a

great guest on this podcast, because I think you're a bit passionate about the topic.

Hannelie Stokenstrom 02:29

I think that I am overly passionate sometimes about the topic, Ricardo, and when you get me talking

about it, I can't stop talking about it as you know.

Riccardo Cosentino 02:38

That's great. That's great. So why don't we why don't we just jump into the conversation? This is gonna

be a conversation. And you know, let's maybe just introduce yourself a little bit, we heard your bio, but

you know, what, what's your current role in infrastructure.

Hannelie Stokenstrom 02:54

I'm on the services side, I'm a lawyer, as you know, from my bio, and being with SNC Lavalin, and for

the last 15 years, and always as a lawyer, and currently lead the major projects legal team globally, and

the Canadian regional legal team. And what we do is, we involved on the project side, we are involved

from the RFQ stage, through the RFP, through the negotiation of the contracts, the putting into being

the sub contracts, the joint venture agreement, and then once we get awarded the project, we are the

legal resource and support during the execution of the project. And then, of course, if there are issues

disputes during the course of the project, or subsequently, as the project lawyers, we remain involved in

trying to resolve these disputes. But we are not the litigators, we actually have different lawyers who

deal with the actual dispute resolution. So we project lawyers in the true sense of the word.

Riccardo Cosentino 04:10

Okay, so you're covering, as you said, the service service component or the infrastructure industry,

which is the legal services to these two projects and major projects? Did you as a lawyer, were you

always an infrastructure lawyer, or do you start in a different practice?

Hannelie Stokenstrom 04:28

Now I joined the law firm, both in South Africa where I qualified. And when I emigrated to Canada, I

again went to a law firm, where I've always been involved in construction law, and at least the last 20

years I've been involved in construction law, but a very wide variety on the construction law side. And

the early part of my career. I was actually working in litigation, but I quickly learned that I am Much

more passionate about the front end work and making the deals happen and getting the projects built

rather than dealing with disputes.

Riccardo Cosentino 05:11

And so when you join the law firm, or you're always envisioning that stream, or you just joined

programs, and you ended up following a construction stream, or were you deliberately looking for

Construction Law,

Hannelie Stokenstrom 05:26

I've always been passionate about construction and infrastructure. I love breaches, I think they are

some of the most beautiful things in the world. And coming from South Africa, and having grown up in

Africa, and seen third world countries, and the effect that either good infrastructure or bad infrastructure

have on societies, infrastructure has always been a passion to me. But as I mentioned to you, I love

bridges. And I originally thought that I was going to be an engineer. But I realized that it's not going to

be my my future. So I actually did study a year of engineering at university. And then after that, I

transferred to a commerce degree and after my Commerce degree transferred to low, so I have a little

bit of that passion for engineering in me, but ultimately decided it will be on the service side as opposed

to be on the engineering side.

Riccardo Cosentino 06:29

That's fascinating. I've known you for 13 years, and I'm just learning about this passion of yours already

comes through, but it's good to actually pinpoint that now. It comes from the day to day. So obviously,

you knew you wanted to do so you knew you would end up in this something similar to this industry in

this industry? And and so once you join this industry is anything What was the thing that surprised you

the most about the industry?

Hannelie Stokenstrom 06:57

I think some of the work from ...

]]> In this episode of Navigating Major Programmes, Riccardo sits down with Hannelie Stockenstrom, Senior Vice President Legal Major Projects & Canada Legal Centre Of Excellence at SNC Lavalin, for a in-depth conversation on her experience as a woman in in the male-dominated industry and her hope for the industry as a whole. 

 

Key Takeaways: 

  • Why diverse participants in infrastructure is the only way forward to solve problems effectively
  • How focusing on education in Third World countries can catapult the industry’s sustainability efforts in First World countries
  • The art of networking your dream career

 

If you enjoyed this episode, make sure and give us a five star rating and leave us a review on iTunes, Podcast Addict, Podchaser or Castbox.

 

The conversation doesn’t stop here—connect and converse with our community via LinkedIn: 

 

Transcript:

Riccardo Cosentino 00:05

You're listening to navigate major problems, the podcast that aims to elevate the conversations

happening in the infrastructure industry and inspire you to have a more efficient approach within it. I'm

your host Riccardo Cosentino I bring over 20 years of major product management experience. Most

recently, I graduated from Oxford University's a business school, which shook my belief when it comes

to navigating major problems. Now it's time to shake yours. Join me in each episode as a press the

industry experts about the complexity of major program management, emerging digital trends and the

critical leadership required to approach these multibillion dollar projects. Let's see where the

conversation takes us. And Ally stockin strong is an accomplished legal professional, and currently

holds the position of Senior Vice President of legal for SNC Lavell ins major project division, and she's

also a member of Canada Legal Center of Excellence of SNC Lavell. And in that capacity Annalee

provides senior management and project team with advice in a wide variety of legal matters, including

claims dispute and transactions. Anna Lee has extensive experience in major projects, national and

international joint ventures, p3, and alternative contracting, and elite monitors and advises management

and operations on legal trends and changes in the law and design implement a compliance program for

managing risk. And the Lee was chair of SNC Lavell in Canada Edna committee from 2020 to 2022.

And she's currently a member and pasture or the steering committee. Hello, welcome back to

navigating major programs. And welcome back to the miniseries of building bridges. Today, I'm here

with Hannelie, I've had the pleasure of working with Hannelie over the last 13 years, while SNC Lavell.

And I'm really excited to ever hear and to ever review on the topic that we covered in building bridges

with money Anna Lee, how you doing today?

Hannelie Stokenstrom 02:14

Hi, Riccardo. I'm great. Thank you. And thank you so much for having me.

Riccardo Cosentino 02:18

It's my pleasure. My pleasure. We talked about ED&I, we talked about diversity. And so I felt you be a

great guest on this podcast, because I think you're a bit passionate about the topic.

Hannelie Stokenstrom 02:29

I think that I am overly passionate sometimes about the topic, Ricardo, and when you get me talking

about it, I can't stop talking about it as you know.

Riccardo Cosentino 02:38

That's great. That's great. So why don't we why don't we just jump into the conversation? This is gonna

be a conversation. And you know, let's maybe just introduce yourself a little bit, we heard your bio, but

you know, what, what's your current role in infrastructure.

Hannelie Stokenstrom 02:54

I'm on the services side, I'm a lawyer, as you know, from my bio, and being with SNC Lavalin, and for

the last 15 years, and always as a lawyer, and currently lead the major projects legal team globally, and

the Canadian regional legal team. And what we do is, we involved on the project side, we are involved

from the RFQ stage, through the RFP, through the negotiation of the contracts, the putting into being

the sub contracts, the joint venture agreement, and then once we get awarded the project, we are the

legal resource and support during the execution of the project. And then, of course, if there are issues

disputes during the course of the project, or subsequently, as the project lawyers, we remain involved in

trying to resolve these disputes. But we are not the litigators, we actually have different lawyers who

deal with the actual dispute resolution. So we project lawyers in the true sense of the word.

Riccardo Cosentino 04:10

Okay, so you're covering, as you said, the service service component or the infrastructure industry,

which is the legal services to these two projects and major projects? Did you as a lawyer, were you

always an infrastructure lawyer, or do you start in a different practice?

Hannelie Stokenstrom 04:28

Now I joined the law firm, both in South Africa where I qualified. And when I emigrated to Canada, I

again went to a law firm, where I've always been involved in construction law, and at least the last 20

years I've been involved in construction law, but a very wide variety on the construction law side. And

the early part of my career. I was actually working in litigation, but I quickly learned that I am Much

more passionate about the front end work and making the deals happen and getting the projects built

rather than dealing with disputes.

Riccardo Cosentino 05:11

And so when you join the law firm, or you're always envisioning that stream, or you just joined

programs, and you ended up following a construction stream, or were you deliberately looking for

Construction Law,

Hannelie Stokenstrom 05:26

I've always been passionate about construction and infrastructure. I love breaches, I think they are

some of the most beautiful things in the world. And coming from South Africa, and having grown up in

Africa, and seen third world countries, and the effect that either good infrastructure or bad infrastructure

have on societies, infrastructure has always been a passion to me. But as I mentioned to you, I love

bridges. And I originally thought that I was going to be an engineer. But I realized that it's not going to

be my my future. So I actually did study a year of engineering at university. And then after that, I

transferred to a commerce degree and after my Commerce degree transferred to low, so I have a little

bit of that passion for engineering in me, but ultimately decided it will be on the service side as opposed

to be on the engineering side.

Riccardo Cosentino 06:29

That's fascinating. I've known you for 13 years, and I'm just learning about this passion of yours already

comes through, but it's good to actually pinpoint that now. It comes from the day to day. So obviously,

you knew you wanted to do so you knew you would end up in this something similar to this industry in

this industry? And and so once you join this industry is anything What was the thing that surprised you

the most about the industry?

Hannelie Stokenstrom 06:57

I think some of the work from ...

]]> Mon, 05 Jun 2023 05:00:00 -0400 Riccardo Cosentino, Hannelie Stockenstrom Riccardo Cosentino, Hannelie Stockenstrom 1548 In this episode of Navigating Major Programmes, Riccardo sits down with Hannelie Stockenstrom, Senior Vice President Legal Major Projects & Canada Legal Centre Of Excellence at SNC Lavalin, for a in-depth conversation on her experience as a woman in in the male-dominated industry and her hope for the industry as a whole. In this episode of Navigating Major Programmes, Riccardo sits down with Hannelie Stockenstrom, Senior Vice President Legal Major Projects & Canada Legal Centre Of Excellence at SNC Lavalin, for a in-depth conversation on her experience as a woman in i lavell, senior vice president legal, major, world, lawyer, career, legal, conversation, hannelie stockenstrom, engineering, male dominated industry, hannelie, industry, stockenstrom, infrastructure, project, mentors, passionate, canada legal centre of exc No The Importance of Allyship with Corail Bourrelier Fabiani | Building Bridges: Women in Infrastructure | S1 EP 2 1 1 3 3 The Importance of Allyship with Corail Bourrelier Fabiani | Building Bridges: Women in Infrastructure | S1 EP 2 full 4d5a3a9b-b03a-43f9-b2d0-c2ede73cab20 https://navigatingmajorprogrammes.transistor.fm/s1/3 Is technology the answer to delivering major programmes on time? Is the infrastructure industry moving towards equality? In this episode of Navigating Major Programmes, Riccardo and Corail Bourrelier Fabiani discuss all this and more. Corail is an accomplished programme manager with expertise in delivering ambitious urban and cultural programmes with budgets ranging from £2 million to £5 million for clients such as the City of London Corporation, City of Paris, Sellar, and Fondation Louis Vuitton. Her experience includes managing the Paddington Square Public Art Programme and the Shard Quarter Public Art Programme in London, as well as leading the Sculpture in the City programme for four editions. 

Riccardo and Corail catch up after both recently graduating from Oxford’s Saïd Business School before diving into Corail’s fascinating career and her invaluable insights to improving inclusivity in infrastructure.

 

Key Takeaways: 

  • The surprising factors of navigating internal and external stakeholders
  • Recognizing the importance of mentors, sponsors and allyship in male-dominated industries
  • How diversity in the leadership teams could even out the respect playing field
  • Why rebranding the industry will inspire more women choose a career in infrastructure

 

If you enjoyed this episode, make sure and give us a five star rating and leave us a review on iTunes, Podcast Addict, Podchaser or Castbox.

The conversation doesn’t stop here—connect and converse with our community via LinkedIn: 

 

Transcription:
Riccardo Cosentino  00:05

You're listening to navigate major problems, the podcast that aims to elevate the conversations happening in the infrastructure industry and inspire you to have a more efficient approach within it. I'm your host Riccardo Cosentino I bring over 20 years of major product management experience. Most recently, I graduated from Oxford University's a business school, which shook my belief when it comes to navigating major problems. Now it's time to shake yours. Join me in each episode as a press the industry experts about the complexity of major program management, emerging digital trends and the critical leadership required to approach these multibillion dollar projects. Let's see what the conversation takes us. Corail Bourrellier Fabiani is an accomplished Program Manager with expertise in delivering ambitious, urban and cultural programs for high profile public and private organizations. With a collaborative and problem solving approach she pushes the boundaries of what is achievable within complex environments. Corail has delivered projects with budget ranging from 2 to 5 million pounds for clients such as the City of London cooperation city of Paris, Cellar and fundacion Louis Vitton her experience includes managing the Paddington score public health program and the Shard quarter public health program in London as well as leading the Sculpture in the City problem for for additions in summary corroborate the bill Fabiani is a highly skilled and experienced Program Manager with an exceptional track record of delivering successful outcomes for her clients with a collaborative and problem solving approach. She's a valuable asset to any team working on ambition and cultural problems.  Hello, welcome to navigating major projects. I'm here today with Correll I met Correll in my university degree at Oxford. And how are you doing today, Corail?

 

Corail  02:05

Hi, Riccardo. I'm doing great. Thank you for having me.

 

Riccardo Cosentino  02:08

It's my pleasure. It's my pleasure. As we discussed before, this podcast is about women representation in infrastructure. And I wanted to do to corral because I've learned through my years at Oxford, as she has a strong opinion about women in infrastructure. So I felt it was perfect guest for this podcast. So why don't we get right into the questions, Coraill? Let's start with a simple one. What what is your current role in infrastructure or contraction?

 

Corail  02:42

So I manage the delivery of large scale public art programs for both public and private organizations. And I work on fitout projects for museums.

 

Riccardo Cosentino  02:55

All sounds really interesting. How do you get into that and to begin with,

 

Corail  03:00

so basically, I I've always had abilities in the scientific subjects as a kid, like, I remember, I was like, maybe seven and they weren't like a mathematic competition in my region in France, etc. So being good in maths or in science as a child and coming from like a family of engineers, basically, I, I didn't really have a choice in my career. At 17, I told my mom, I wanted to become a makeup artist. And she said, No, she was like, there is no way first you you get a master's in engineering, you get degrees, and then you see what you want to do. And you can do whatever. And that was kind of like the idea that this this field would open doors to anything else. And so later, I found the university that was offering a type of engineering that was called urban systems engineering, which is like kind of a mix of civil engineering, structural engineering, urban design, all this kind of different elements, which felt kind of a bit more creative, you know, then just like something like more traditional. So I went for that. And out of this, I started working with people that were doing art with engineers and with architects and so it was fascinating. I worked with a really interesting man who was both an architect and an engineer, and with whom we basically developed really complex pieces of art by helping the artist design them, helping them build a fire in the fabricators to build them but also communicate with you know, the cities or the planners etc. To put them in the public space and re landscaped the areas etc, to increase integrate new pieces of art. So So that's how kind of I got into that very specifics field of the industry was your chance,

 

Riccardo Cosentino  05:08

So you are the crossroad of engineering and art. Is that a fair description?

 

Corail  05:14

Yes, absolutely. I think that's, that's really it. And that's just out of being interested in both and never being able to choose. And going with Well, I was still like, if you go into this, this engineering, infrastructure construction field, then you can also do what you're passionate about, which was art. And that's also why I moved to London, because I thought London was the place to be if you were interested in art. And that's how I started working for the city of London, but also private developers in London.

 

Riccardo Cosentino  05:50

Very good. So I, by the sounds of it, the next question might be a little redundant, but was it a surprise for you to build a career in infrastructure?

 

Corail  05:59

So it wasn't so much a surprise, I feel, I feel like it just kind of happens, you know, it's a was not also what's interesting isn't in our careers, or in our work, planning, or organizing is very important. I feel like in my personal career choices, it has been more like, you know, just following my passion, following my heart at the time or following advice I was receiving from families and friends. And so it was, it wasn't a planned, but ...

]]> Is technology the answer to delivering major programmes on time? Is the infrastructure industry moving towards equality? In this episode of Navigating Major Programmes, Riccardo and Corail Bourrelier Fabiani discuss all this and more. Corail is an accomplished programme manager with expertise in delivering ambitious urban and cultural programmes with budgets ranging from £2 million to £5 million for clients such as the City of London Corporation, City of Paris, Sellar, and Fondation Louis Vuitton. Her experience includes managing the Paddington Square Public Art Programme and the Shard Quarter Public Art Programme in London, as well as leading the Sculpture in the City programme for four editions. 

Riccardo and Corail catch up after both recently graduating from Oxford’s Saïd Business School before diving into Corail’s fascinating career and her invaluable insights to improving inclusivity in infrastructure.

 

Key Takeaways: 

  • The surprising factors of navigating internal and external stakeholders
  • Recognizing the importance of mentors, sponsors and allyship in male-dominated industries
  • How diversity in the leadership teams could even out the respect playing field
  • Why rebranding the industry will inspire more women choose a career in infrastructure

 

If you enjoyed this episode, make sure and give us a five star rating and leave us a review on iTunes, Podcast Addict, Podchaser or Castbox.

The conversation doesn’t stop here—connect and converse with our community via LinkedIn: 

 

Transcription:
Riccardo Cosentino  00:05

You're listening to navigate major problems, the podcast that aims to elevate the conversations happening in the infrastructure industry and inspire you to have a more efficient approach within it. I'm your host Riccardo Cosentino I bring over 20 years of major product management experience. Most recently, I graduated from Oxford University's a business school, which shook my belief when it comes to navigating major problems. Now it's time to shake yours. Join me in each episode as a press the industry experts about the complexity of major program management, emerging digital trends and the critical leadership required to approach these multibillion dollar projects. Let's see what the conversation takes us. Corail Bourrellier Fabiani is an accomplished Program Manager with expertise in delivering ambitious, urban and cultural programs for high profile public and private organizations. With a collaborative and problem solving approach she pushes the boundaries of what is achievable within complex environments. Corail has delivered projects with budget ranging from 2 to 5 million pounds for clients such as the City of London cooperation city of Paris, Cellar and fundacion Louis Vitton her experience includes managing the Paddington score public health program and the Shard quarter public health program in London as well as leading the Sculpture in the City problem for for additions in summary corroborate the bill Fabiani is a highly skilled and experienced Program Manager with an exceptional track record of delivering successful outcomes for her clients with a collaborative and problem solving approach. She's a valuable asset to any team working on ambition and cultural problems.  Hello, welcome to navigating major projects. I'm here today with Correll I met Correll in my university degree at Oxford. And how are you doing today, Corail?

 

Corail  02:05

Hi, Riccardo. I'm doing great. Thank you for having me.

 

Riccardo Cosentino  02:08

It's my pleasure. It's my pleasure. As we discussed before, this podcast is about women representation in infrastructure. And I wanted to do to corral because I've learned through my years at Oxford, as she has a strong opinion about women in infrastructure. So I felt it was perfect guest for this podcast. So why don't we get right into the questions, Coraill? Let's start with a simple one. What what is your current role in infrastructure or contraction?

 

Corail  02:42

So I manage the delivery of large scale public art programs for both public and private organizations. And I work on fitout projects for museums.

 

Riccardo Cosentino  02:55

All sounds really interesting. How do you get into that and to begin with,

 

Corail  03:00

so basically, I I've always had abilities in the scientific subjects as a kid, like, I remember, I was like, maybe seven and they weren't like a mathematic competition in my region in France, etc. So being good in maths or in science as a child and coming from like a family of engineers, basically, I, I didn't really have a choice in my career. At 17, I told my mom, I wanted to become a makeup artist. And she said, No, she was like, there is no way first you you get a master's in engineering, you get degrees, and then you see what you want to do. And you can do whatever. And that was kind of like the idea that this this field would open doors to anything else. And so later, I found the university that was offering a type of engineering that was called urban systems engineering, which is like kind of a mix of civil engineering, structural engineering, urban design, all this kind of different elements, which felt kind of a bit more creative, you know, then just like something like more traditional. So I went for that. And out of this, I started working with people that were doing art with engineers and with architects and so it was fascinating. I worked with a really interesting man who was both an architect and an engineer, and with whom we basically developed really complex pieces of art by helping the artist design them, helping them build a fire in the fabricators to build them but also communicate with you know, the cities or the planners etc. To put them in the public space and re landscaped the areas etc, to increase integrate new pieces of art. So So that's how kind of I got into that very specifics field of the industry was your chance,

 

Riccardo Cosentino  05:08

So you are the crossroad of engineering and art. Is that a fair description?

 

Corail  05:14

Yes, absolutely. I think that's, that's really it. And that's just out of being interested in both and never being able to choose. And going with Well, I was still like, if you go into this, this engineering, infrastructure construction field, then you can also do what you're passionate about, which was art. And that's also why I moved to London, because I thought London was the place to be if you were interested in art. And that's how I started working for the city of London, but also private developers in London.

 

Riccardo Cosentino  05:50

Very good. So I, by the sounds of it, the next question might be a little redundant, but was it a surprise for you to build a career in infrastructure?

 

Corail  05:59

So it wasn't so much a surprise, I feel, I feel like it just kind of happens, you know, it's a was not also what's interesting isn't in our careers, or in our work, planning, or organizing is very important. I feel like in my personal career choices, it has been more like, you know, just following my passion, following my heart at the time or following advice I was receiving from families and friends. And so it was, it wasn't a planned, but ...

]]> Mon, 22 May 2023 05:00:00 -0400 Riccardo Cosentino, Corail Bourrelier Fabiani Riccardo Cosentino, Corail Bourrelier Fabiani 1646 Is technology the answer to delivering major programmes on time? Is the infrastructure industry moving towards equality? In this episode of Navigating Major Programmes, Riccardo and Corail Bourrelier Fabiani discuss all this and more. Corail is an accomplished programme manager with expertise in delivering ambitious urban and cultural programmes with budgets ranging from £2 million to £5 million for clients such as the City of London Corporation, City of Paris, Sellar, and Fondation Louis Vuitton. Her experience includes managing the Paddington Square Public Art Programme and the Shard Quarter Public Art Programme in London, as well as leading the Sculpture in the City programme for four editions. Is technology the answer to delivering major programmes on time? Is the infrastructure industry moving towards equality? In this episode of Navigating Major Programmes, Riccardo and Corail Bourrelier Fabiani discuss all this and more. Corail is an accompl london, and fondation louis vuitton, shard quarter public art programme, shard quarter public art programme in london, sculpture in the city, important, work, corail bourrelier fabiani, oxford’s saïd business school, cultural, shard, managing, career, con No Being The Only Women In The Room with Mariska Pinto | Building Bridges: Women in Infrastructure | S1 EP 1 1 1 2 2 Being The Only Women In The Room with Mariska Pinto | Building Bridges: Women in Infrastructure | S1 EP 1 full 049070d3-b0fc-4f41-9e39-36e7088cb005 https://navigatingmajorprogrammes.transistor.fm/s1/2 In this episode of Navigating Major Programmes, Riccardo sits down with Mariska Pinto, who has spent the last decade successfully navigating the male-dominated infrastructure industry. With a mechanical engineering background from McGill University, Marishka now leverages her technical and commercial background as she works cross-functionally amongst various teams at Crosslinx Constructors as a Systems Claims Manager for Eglinton Crosstown LRT. 

 

In this conversation, Riccardo gives Mariska the floor as he looks for insight to a topic he will never fully understand—being the only woman in the room. This conversation aims to build bridges that inspire allyship and encourage women to pursue a career in infrastructure. 

 

Key Takeaways: 

  • How to recognize and confront your imposter syndrome
  • Navigating microaggressions and implicit bias in the workplace
  • Finding allyship within a male-dominated industry

 

If you enjoyed this episode, make sure and give us a five star rating and leave us a review on iTunes, Podcast Addict, Podchaser or Castbox.

The conversation doesn’t stop here—connect and converse with our community via LinkedIn: 

Music: "A New Tomorrow" by Chordial Music. Licensed through PremiumBeat.

]]> In this episode of Navigating Major Programmes, Riccardo sits down with Mariska Pinto, who has spent the last decade successfully navigating the male-dominated infrastructure industry. With a mechanical engineering background from McGill University, Marishka now leverages her technical and commercial background as she works cross-functionally amongst various teams at Crosslinx Constructors as a Systems Claims Manager for Eglinton Crosstown LRT. 

 

In this conversation, Riccardo gives Mariska the floor as he looks for insight to a topic he will never fully understand—being the only woman in the room. This conversation aims to build bridges that inspire allyship and encourage women to pursue a career in infrastructure. 

 

Key Takeaways: 

  • How to recognize and confront your imposter syndrome
  • Navigating microaggressions and implicit bias in the workplace
  • Finding allyship within a male-dominated industry

 

If you enjoyed this episode, make sure and give us a five star rating and leave us a review on iTunes, Podcast Addict, Podchaser or Castbox.

The conversation doesn’t stop here—connect and converse with our community via LinkedIn: 

Music: "A New Tomorrow" by Chordial Music. Licensed through PremiumBeat.

]]> Mon, 08 May 2023 05:00:00 -0400 Riccardo Cosentino, Mariska Pinto Riccardo Cosentino, Mariska Pinto 1425 In this episode of Navigating Major Programmes, Riccardo sits down with Mariska Pinto, who has spent the last decade successfully navigating the male-dominated infrastructure industry. With a mechanical engineering background from McGill University, Marishka now leverages her technical and commercial background as she works cross-functionally amongst various teams at Crosslinx Constructors as a Systems Claims Manager for Eglinton Crosstown LRT. In this episode of Navigating Major Programmes, Riccardo sits down with Mariska Pinto, who has spent the last decade successfully navigating the male-dominated infrastructure industry. With a mechanical engineering background from McGill University, Maris women's engineering society, define marginalized, marginalized, underrepresented minority, minority synonym, synonym of marginalization, under-represented groups, woman engineer, women engineering society, hegemonic masculinity, marginalized groups, minor No Navigating Major Programmes | Trailer 1 1 1 1 Navigating Major Programmes | Trailer trailer 6a8bb313-a7ad-4e1b-b4e8-b03d86c9f0ec https://navigatingmajorprogrammes.transistor.fm/s1/trailer1 Have you ever wondered why 80 percent of major programmes are late and over budget? Are you skeptical about the pace of adoption of technology in the infrastructure industry? Is your leadership as a major programme professional different from leadership of other professions? Welcome to the Navigating Major Programmes podcast and welcome to the elevated conversation surrounding our industry.  

 

This podcast will take a deep dive into the world of infrastructure and major programme management, speaking to the industry’s leading experts, answering your disconcerting questions and dismantling the common misconceptions that the majority of our industry still holds.  

 

Hello, my name is Riccardo Cosentio and I am the senior vice president of business development at SNC Lavalin O&M and Capital, leading the growth strategy for the company across Canada, the USA, and the UK. I have successfully led several major programs, pursuits. I also serve on the board of five Canadian major project companies overseeing the delivery of major Design Build Finance and Maintain projects, including the Champlain Bridge, the Eglinton Crosstown, and the Ottawa Confederation line, among others.

This podcast is for anyone who's interested in how large-scale construction projects are planned, managed, and delivered, and the challenges that come with it.

 

In each episode, we'll delve into the key topics and challenges that arise in major programmes. We'll explore topics such as programme design, delivery, governance, risk management, and stakeholder engagement, as well as the critical importance of leadership in major programmes and highlight best practices for developing leadership skills and strategies for programme success.

 

We'll also discuss the unique nature of major programmes as temporary organizations, and the implications of complexity in programme management. We'll cover topics such as managing programme interfaces, coordinating the work of multiple stakeholders, and developing effective governance structures to ensure programme success.

 

As we explore the latest trends and emerging issues in major programme management, our conversation will cover everything from new technologies and digital tools, the impact of geopolitical and economic factors, and the changing expectations of stakeholders and society.

And we won't forget to address important ED&I issues such as the underrepresentation of women in infrastructure and the challenges that marginalized communities face in accessing and participating in major programmes.  

 

So join me for "Navigating Major Programmes,” the podcast that is set to elevate the conversation surrounding major programmes. I look forward to exploring the fascinating and complex world of infrastructure together.  

 

If you enjoyed this episode, make sure and give us a five star rating and leave us a review on iTunes, Podcast Addict, Podchaser or Castbox.

The conversation doesn’t stop here—connect and converse with our community via LinkedIn: 

 

Music: "A New Tomorrow" by Chordial Music. Licensed through PremiumBeat.

]]> Have you ever wondered why 80 percent of major programmes are late and over budget? Are you skeptical about the pace of adoption of technology in the infrastructure industry? Is your leadership as a major programme professional different from leadership of other professions? Welcome to the Navigating Major Programmes podcast and welcome to the elevated conversation surrounding our industry.  

 

This podcast will take a deep dive into the world of infrastructure and major programme management, speaking to the industry’s leading experts, answering your disconcerting questions and dismantling the common misconceptions that the majority of our industry still holds.  

 

Hello, my name is Riccardo Cosentio and I am the senior vice president of business development at SNC Lavalin O&M and Capital, leading the growth strategy for the company across Canada, the USA, and the UK. I have successfully led several major programs, pursuits. I also serve on the board of five Canadian major project companies overseeing the delivery of major Design Build Finance and Maintain projects, including the Champlain Bridge, the Eglinton Crosstown, and the Ottawa Confederation line, among others.

This podcast is for anyone who's interested in how large-scale construction projects are planned, managed, and delivered, and the challenges that come with it.

 

In each episode, we'll delve into the key topics and challenges that arise in major programmes. We'll explore topics such as programme design, delivery, governance, risk management, and stakeholder engagement, as well as the critical importance of leadership in major programmes and highlight best practices for developing leadership skills and strategies for programme success.

 

We'll also discuss the unique nature of major programmes as temporary organizations, and the implications of complexity in programme management. We'll cover topics such as managing programme interfaces, coordinating the work of multiple stakeholders, and developing effective governance structures to ensure programme success.

 

As we explore the latest trends and emerging issues in major programme management, our conversation will cover everything from new technologies and digital tools, the impact of geopolitical and economic factors, and the changing expectations of stakeholders and society.

And we won't forget to address important ED&I issues such as the underrepresentation of women in infrastructure and the challenges that marginalized communities face in accessing and participating in major programmes.  

 

So join me for "Navigating Major Programmes,” the podcast that is set to elevate the conversation surrounding major programmes. I look forward to exploring the fascinating and complex world of infrastructure together.  

 

If you enjoyed this episode, make sure and give us a five star rating and leave us a review on iTunes, Podcast Addict, Podchaser or Castbox.

The conversation doesn’t stop here—connect and converse with our community via LinkedIn: 

 

Music: "A New Tomorrow" by Chordial Music. Licensed through PremiumBeat.

]]> Wed, 19 Apr 2023 14:41:25 -0400 Riccardo Cosentino Riccardo Cosentino 130 Have you ever wondered why 80 percent of major programmes are late and over budget? Are you skeptical about the pace of adoption of technology in the infrastructure industry? Is your leadership as a major programme professional different from leadership of other professions? Welcome to the Navigating Major Programmes podcast and welcome to the elevated conversation surrounding our industry. This podcast will take a deep dive into the world of infrastructure and major programme management, speaking to the industry’s leading experts, answering your disconcerting questions and dismantling the common misconceptions that the majority of our industry still holds. Have you ever wondered why 80 percent of major programmes are late and over budget? Are you skeptical about the pace of adoption of technology in the infrastructure industry? Is your leadership as a major programme professional different from leadership o engineering project planning, budget management, change management, engineering design management, cost engineering, engineering project management software, engineering project budgeting, major project management, agile project management, leadership No