For Natalia Vasquez, engineering was never just about numbers—it was about building connections, solving challenges, and forging new paths. Born and raised in Medellin, Colombia, Natalia’s professional journey has already spanned three countries and 16,900 kilometers (or 10,500 miles), reflecting the quiet determination and curiosity that have shaped her life from the beginning.

Early Roots and Formative Lessons

Natalia credits much of her collaborative mindset to growing up alongside her younger sister, Elizabeth. Just a year apart, the two learned to navigate life together, supporting one another through challenges, celebrating small victories, and building the trust that now defines Natalia’s leadership style.

“My sister and I always had a strong bond,” Natalia shares. “That sense of teamwork taught me to stay steady under pressure and always work toward solutions together.”

Her early interest in business was influenced by her mother, a business manager, whose work inspired Natalia to pursue a degree that combines organizational strategy with technical depth. While exploring post-secondary options, an aunt introduced her to a specialized program in productivity and quality engineering. This discipline blends engineering production methods and continuous improvements with business administration and project management. It felt like the perfect degree.

Her formal education immediately resonated. Natalia says. “It combined everything I was interested in engineering, systems, and business logic.” She enrolled at Politecnico Colombiano Jaime Isaza Cadavid, the only university in Colombia that offers this unique degree.

A Career Built on Curiosity and Courage

Natalia’s professional path in project controls began on the other side of the world in New Caledonia. This is where she started her career in document control, before advancing into project controls and commissioning coordination. “I found that tracking progress, analyzing performance, and seeing how all the parts of a project fit together was the work I enjoyed most,” she says.

Following her international assignment, Natalia returned to Colombia to work in cost control before seizing an opportunity again, this time across the Pacific Ocean. In 2023, she relocated to Australia, where she currently works as a project controller for Hatch in Brisbane.

“This field gives me an overall perspective of how things work, how teams move together, and how goals are achieved,” she explains.” It aligns perfectly with my aspiration to become a strong project manager.”

Throughout her journey, mentorship has played a powerful role. Sakthy Somasundaram provided earlier mentorship as a project manager in Sri Lanka. He guided her during her five years in New Caledonia. His background is from Sri Lanka with limited resources, which allows decision making for efficiency with no waste.” In Australia, she continues to receive guidance from Dan Sissini, a project controls lead who has supported her in finding work and provided great insight into challenging roles.

The AACE Community and Professional Growth

Although Natalia is a new member of AACE, she is an active and enthusiastic learner. “I haven’t yet attended the annual conference due to distance, but I greatly appreciate the organization’s support systems, especially the member assistance program,” she says. “I’d love to see more engagement and regional opportunities in the South Pacific. I’d be happy to support that effort here in Brisbane.”

In the meantime, Natalia actively taps into AACE’s digital resources. “The virtual library, technical resources, job descriptions, and AACE community offer so much value,” she explains. With a strong drive for self-learning and initiative, she encourages other professionals, especially those early in their careers to explore the wide range of AACE tools to stay current, develop new skills, and deepen their expertise.

Words to Work and Live By

One piece of advice has stuck with Natalia throughout her career: “The best path to success is to avoid saying no to opportunities that align with your goals.” It’s a mindset that has led her from Medellin to New Caledonia, to Perth, and now to Brisbane—saying yes has consistently opened new doors to fresh challenges, new experiences, and growth.

Where did your journey begin, and how did your upbringing shape your approach to work?

I was born and raised in Medellin, Colombia. I’ve always been very close with my younger sister, Elizabeth—we’re just a year apart. That bond taught me a great deal about teamwork, trust, and resilience. It has really shaped how I approach leadership today: staying calm under pressure, supporting my team, and working together toward solutions.

How did you decide on your career path in engineering?

My early interest in business came from my mom—she was a business manager and a huge influence. However, in my final year of high school, I began to become more curious about how things worked. I wanted to combine both interests. My aunt introduced me to a degree in Productivity and Quality Engineering, which blends engineering with continuous improvement, project management, and business administration. It felt like the perfect fit.

Where did you study, and what drew you to your university?

I studied at Politecnico Colombiano Jaime Isaza Cadavid—it was the only university in Colombia offering that specific degree at the time. I loved that it brought together everything I was passionate about: systems, processes, and business logic.

How did you get started in project controls?

My first major project was in New Caledonia. I started in document control and gradually moved into project controls, eventually focusing on commissioning coordination. I realized I really enjoyed measuring progress, tracking performance, and understanding how all the moving parts of a project come together.

Where has your career taken you since then?

After New Caledonia, I returned to Colombia and worked in cost control. Then in 2023, I moved to Perth, Australia—more than 16,000 kilometers away! It’s been a big move, but a great one. I’m now working as a project controller for Hatch in Brisbane.

What do you enjoy most about your work?

I love getting the full picture—seeing how everything fits together. Project controls gives me that perspective and helps me work toward my long-term goal of becoming a strong project manager.

Have mentors played a role in your growth?

Absolutely. My project manager in New Caledonia, Sakthy Somasundaram, was an incredible mentor. His background in Sri Lanka taught me how to make smart, efficient decisions—even with limited resources. And here in Australia, I’ve had the support of Dan Sissini, our project controls lead. He’s helped me find meaningful work and pointed me toward roles that challenge me and help me grow.

You’re a new member of AACE. What has your experience been like so far?

I haven’t been able to attend the annual conference yet because of the distance, but I truly appreciate the member assistance program and the support AACE provides. I’d really love to see more engagement here in the South Pacific, and I’d be happy to help support or organize activities in Brisbane.

How do you stay engaged with the AACE community from afar?

I make full use of the digital resources. The virtual library, technical content, job descriptions, and member discussions offer so much value. I’m someone who enjoys self-learning and takes initiative to keep growing. AACE makes that possible.

What would you say to professionals—especially those new to the field—about AACE?

Take advantage of the resources! There’s a wide range of tools to help you build your skills and stay current. Whether it’s formal training or just reading through member discussions, there’s always something to learn.

Any final words of wisdom for others in the industry?

One of the best pieces of advice I’ve received is: “The best path to success is to avoid saying no to opportunities that align with your goals.” That mindset has opened doors for me—from Medellin to New Caledonia to Brisbane. Saying yes, even when it’s uncertain, has brought growth, new experiences, and amazing opportunities.

Andressa: Marina, please introduce yourself and tell us about your background.

Marina: Certainly! I am a civil engineer by training, with academic credentials from both Brazil and Portugal, where I completed an integrated masters program. Currently, I work as a cost engineer for a large company in São Paulo, developing and contributing to successful project proposals.

I am also an active member of AACE and continuously seek to expand my knowledge in cost engineering. I am passionate about integrating engineering techniques with project management strategies to drive excellence and innovation in the construction industry.

Andressa: How did you first learn about AACE and its mentorship program?

Marina: In early 2024, after working for a year and a half in the industry, I felt the need to deepen my knowledge. I started searching for programs focused on cost engineering, budgeting, and project management that went beyond traditional MBA programs. Through an online LinkedIn and Google search, I discovered the AACE website. Once I was able to navigate through the site and find information about the mentorship program, I was immediately interested. The opportunity to connect with an experienced professional in the field, gain a new perspective, and receive guidance on certifications and career paths was exactly what I was looking for.

Andressa: What motivated you to apply for the mentorship program?

Marina: What attracted me the most was the chance to connect with mentors from around the world. I highly value a global perspective and wanted to learn from someone with diverse industry experience. However, as a junior professional, I also preferred a mentor within my time zone and someone whose experience aligned closely with my career path. This was how I eventually found you Andressa, as the only Brazilian mentor listed at the time. After reviewing your profile and credentials, I felt that you were the ideal mentor for me and I applied to the program.

Andressa: What were your main objectives when starting the mentorship?

Marina: During our mentorship sessions, we primarily focused on two key areas: improving my communication skills, particularly in professional meetings, and expanding my technical knowledge through courses. You were the perfect match for these goals. You provided valuable insights, helped me develop action plans, and even connected me with other industry professionals, which further enriched my learning experience.

Andressa: Can you comment on how our mentorship sessions were structured?

Marina: We aimed for weekly meetings, depending on our availability. Each session lasted about an hour and focused on specific deliverables. I would bring up topics where I needed improvement, and together, we devised strategies to address them. You shared your professional experiences and guided me through real-world applications of cost engineering concepts. Over time, I noticed significant growth in my ability to participate in discussions and make strategic decisions at work. Additionally, I became aware of AACE certifications, which led me to start preparing for the Certified Cost Professional (CCP) exam.

Andressa: What aspects of the mentorship program had the biggest impact on your career?

Marina: The mentorship was instrumental in helping me develop a more confident and assertive professional presence. It provided me with tools to prepare for both immediate and long-term career challenges. I also gained a broader understanding of cost engineering applications, which was invaluable as a junior professional. With just over two years of experience, this mentorship gave me a clearer vision of my career path and enhanced my daily work.

Andressa: You were one of the first mentees to complete the program. What improvements would you suggest to make the mentorship program more accessible?

Marina: Initially, accessing information about the program on the AACE website was a challenge because the navigation was not intuitive. However, I have noticed significant improvements in website accessibility since then. One major area for growth is increasing the number of available mentors. At the time, you were the only Brazilian mentor, which limited the options for local mentees. Encouraging more professionals from different nationalities to participate as mentors would enhance the program’s reach.

Another effective strategy would be to promote the mentorship program at the end of AACE events, such as webinars and workshops. Additionally, sharing testimonials from past participants, like we are doing now, could help highlight the program’s benefits and attract more professionals to join.

Andressa: Any final thoughts on your mentorship experience?

Marina: This mentorship was an incredible experience, not only for my personal development but also for expanding my professional network. I believe that the exchange of knowledge benefited us both as mentee and mentor. I encourage others to participate in mentorship programs because the guidance and connections made are invaluable.

I am grateful to you Andressa, for your patience, support, and willingness to share your knowledge. Now, I look forward to contributing to the mentorship program’s growth and encouraging more professionals to engage, either as mentors or mentees.

Marina and Andressa’s experience highlights the transformative power of mentorship in career development. The AACE mentorship program fosters meaningful connections that enhance technical expertise, confidence, and professional growth. If you are considering joining as a mentor or mentee, their journey is a testament to the program’s impact and potential.

For more information about the AACE mentorship program, visit: https://communities.aacei.org/mentoring.

To read more about Andressa’s career journey, visit: https://source.aacei.org/2022/10/27/being-your-own-boss-a-story-of-courage-and-continuous-learning/

What inspired you to pursue a career in the built environment?

Growing up in Aurangabad, India, I was fascinated by buildings – their forms, structures, and stories. I’d travel with my family to cities like Delhi and Mumbai, captivated by the British-era architecture and the contrast with modern designs. I also loved to draw, which led me to do my undergrad in architecture in Pune. During internships and early project visits, I was drawn more to the construction process than the design phase. That curiosity led me to Texas A&M, where I earned a master’s in construction management and a business minor certification. It’s where I was first introduced to project controls and realized it perfectly blended my creative background with my love of numbers.

Tell us about your early career experiences and how they influenced your professional foundation.

After graduating, I joined Bechtel and was placed on a large Chevron oil & gas program in Pascagoula, Mississippi. It was my first full-time role in the U.S., and I was the only woman in project controls across a 50-person site team. That experience was transformative. I was embedded on-site, working directly with trades, engineers, and schedulers, handling cost tracking and earned value management. It taught me firsthand the importance of integrated controls and field execution. It also taught me to hold my ground, collaborate across roles, and build trust in a male-dominated environment.

You’ve worked across a wide range of sectors. How has that shaped your career in project controls?

I’ve been fortunate to work across oil & gas, telecom, commercial real estate, aviation, and data centers. I’ve learned that while the project types differ, the fundamentals of project controls remain the same for its structure, discipline, foresight, and stakeholder alignment. Each transition helped me sharpen different skills from process implementation to client management to strategic program planning. That range has helped me stay agile and given me the confidence to take on leadership roles, even in unfamiliar territory.

What accomplishments stand out as defining moments in your journey?

There are a few that stand out. Leading the implementation of Unifier at the University of California, San Francisco was a significant career milestone, designing scalable project controls workflows for a high-performing capital program. Another was leading cost planning for the $8.5B+ Terminal Area Program at Chicago O’Hare Airport, which involved coordinating with globally recognized architects and multiple public stakeholders. More recently, my work at Google has been both challenging and rewarding – managing global capital for data center programs and driving strategic improvements in cost governance and scalability.

Who helped guide your growth as a professional leader?

I’ve had two mentors who truly shaped me. Todd Frey at Bechtel taught me the fundamentals. He was patient and methodical and always encouraged me to think through problems.

David McNamara, whom I worked with for over a decade in aviation, helped me grow as a leader. He gave me space in high-stakes meetings, coached me through conflict resolution, and modeled the kind of trust-based leadership I now try to pass on to others.

Please share your perspective on the role of women in project controls.

Women bring incredible strengths to project controls – empathy, foresight, multitasking, and a natural ability to manage complexity. We often juggle many roles in life, which translates well into managing people, scope, and project priorities. I’ve also learned that visibility matters. I have two daughters, and I want them to see what’s possible when women lead competently and compassionately.

How has your involvement with AACE added value to your professional journey?

AACE has been a fantastic resource. I regularly use the Recommended Practices and have contributed to the community through peer reviews and writing. It’s a global network of professionals that fosters high standards, knowledge sharing, and mentorship. As I’ve grown into more strategic roles, being part of a professional body like AACE has helped me stay grounded in best practices while connecting with others equally passionate about elevating the discipline.

Any advice for young professionals navigating their project controls careers?

Stay curious. Don’t be afraid to change direction. Your skills are more transferable than you realize. Bring ideas, not just problems. And remember, progress is rarely linear – embrace the pivots and let each experience teach you something. You never know where your journey will lead, but every step is part of building something bigger – yourself.

What prompted you to switch from a project controls role to a project management/execution role?

Seven years into my project controls career, I  realized I wanted a new challenge: to take on a more strategic role to oversee and manage construction projects. As a result, I joined the real estate team as a project lead in 2023. When the government approved the refurbishment project for the nuclear power plant in 2024, I took over the project to perform electrical infrastructure upgrades for the supporting buildings. With a compressed timeline, this multi-million-dollar project focuses on delivering critical electrical infrastructure enhancements to support refurbishment activities.

Tell me more about your current accountabilities as a project manager for such a challenging project!

Similar to my other projects, as a project manager, I am accountable for delivering the project scope safely, within budget, and on time. However, for strategic projects, the pressure is high on the team as we are working against an unmovable milestone, and any delay in project delivery can impact the overall refurbishment schedule! Managing these critical projects requires strategic planning, coordination, and proactive problem-solving to mitigate risks and keep everything on track.

How do you think your years of project controls experience prepared you for the challenges you face today as a project manager?

I would say project controls knowledge builds a strong foundation for a successful journey in project management and provides a clear vision of when and why corrective actions are required to address any deviation from the project baselines. My project controls experience has primarily focused on cost estimating, risk management, project management governance, and continuous improvement. My experience in cost estimating sharpened my analytical skills, which now helps me to interpret technical information to develop project estimates. My risk management experience has enabled me to identify, analyze, and mitigate project risks. My governance improvement and training expertise have given me a strong understanding of project excellence and PM best practices, offering guidelines throughout the project lifecycle.  These experiences gave me the technical foundation to be an effective project manager.

What are some of the most significant differences between being a project controls professional and a project manager?

The most significant difference is that, as a project manager, there is a lot more external stakeholder engagement.  When I worked as a project controls professional, most of my interactions were with the project team within the company. In my current role, I collaborate with contractors, vendors, and regulators who may have different business processes, cultures, and values. Managing these relationships while moving the project forward requires a different skill set. Additionally, I now bear more professional accountability for the project’s results because I am no longer just monitoring project performance; I solve problems and make decisions. While this added accountability can be daunting, it is also gratifying.

In the transition into the role of a project manager, what new skill set have you picked up that you find most valuable?

Contract management and procurement management, I would say, are the skills I’ve picked up that are a big part of my daily life.  I have the accountability to devise the contract strategy, draft contracts, administer and monitor progress against the contract, negotiate contract change orders, ensure the health and safety of contractors on site, etc. I tried to study the subject as soon as I got into the role, but it is something that you need to learn through experience and being in the field.  I consult with experienced project managers in certain situations to gain guidance and insights. To be a good project manager, you must be brave enough to fail, learn from your mistakes, get help, and aspire to succeed again. There is no shortcut; rather, it is hard work.

Was there someone in your personal and/or work life who inspired you in the role transition process?

Regarding my transition from project controls to project manager, my husband’s encouragement played a crucial role in helping me make this decision. This change would not have been possible without the support of my manager at the time, a female manager during my time in project controls, whose name is Rania McLarty. She supported my growth, provided constructive feedback, and constantly assured me of my value to the team. I am incredibly grateful to have had such inspirational female project control leaders, like Rania, in my career.

You are also an active AACE Women in Project Controls Committee member. How has AACE shaped your career?

To make a valuable contribution to the organization, I strive to keep my knowledge of project management tools and technologies up to date. AACE provided a forum to expand my knowledge, access available resources, and share my experiences. I also attend events and webinars to stay informed about global trends and industry best practices. I was first introduced to AACE by reading about their recommended practices for estimation. Then I learned about the AACE Women in Project Controls Committee, decided to join, and the rest was history! It is so rewarding to be a part of a group that aims to promote and celebrate the successes of women in project controls worldwide, while fostering valuable knowledge exchange and networking opportunities.

Can you share some words of inspiration with our AACE community that can help someone who may want to make a career transition like you did?

I have learned that growth happens when we push ourselves beyond our comfort zones and embrace challenges. In these moments, we uncover hidden strengths and realize our full potential. For anyone considering a career transition, trust in your ability to adapt and learn. Every challenge is an opportunity to grow, and stepping into the unknown can lead to incredible opportunities you never imagined.

About Simin Majd

Simin Majd is a project manager at Ontario Power Generation in Canada. She has a master’s degree in chemical engineering. She was born and raised in Iran and lives in Toronto with her husband and two teenage sons. She is a passionate advocate for women in project controls and enjoys the career she has built, which combines her technical project control skills with her passion for leading projects.

Can you share your background and how you got involved in project controls?

I’m originally from Athens, Greece, and I studied chemical process engineering. During my master’s thesis in 2010, I developed an interest in biorefineries, which produce chemicals from biomass—essentially sustainable production. This project led me to investigate cost estimation models for these early-stage projects, and that’s how I first became interested in the cost estimation aspect of project controls.

During my PhD, I explored how models could help with early-stage cost estimations. However, I was curious how these models compared with actual data from construction projects. That’s when I joined AACE and found an entire community working on these challenges. It’s where my passion for project controls truly started to grow.

What drew you to work on large-scale projects outside of academia?

After defending my Ph.D., I joined Technip Energies and later ERAS Engineering (EQUANS) in France. It was exciting to apply my academic background to real-world scenarios, working on EPCM projects for chemical and petrochemical construction plants. Seeing how cost estimation models met—or didn’t meet—actual construction costs was enlightening! That role gave me a foundational perspective on cost estimation when applied to projects in diverse industries.

How does your current role in the pharmaceutical industry compare?

In my current position, I work on cost estimation and benchmarking from an owner’s perspective. I’m with a large pharmaceutical company, Boehringer Ingelheim, in Germany, setting global guidelines for cost estimation within our project management office. My role is different in that I’m not only responsible for cost estimates but also for creating an entire framework around the practice. We take the engineering efforts from project management and translate them into the cost side of things, which is essential for investment decisions.

Cost estimation bridges engineering and finance, translating complex designs into clear monetary values. It’s a hectic but rewarding field, you have to quickly understand project complexities and translate them into costs in a way that makes sense financially.

What have you enjoyed most about working in project controls and cost estimation?

The role of cost estimator itself is incredibly dynamic. It’s part engineering, part finance, and requires project management skills. You’re bridging the gap between project design and investment decision-making, translating designs and resources into monetary terms. You’re working with a mix of data, insights, and subject matter expertise, so it’s like managing a small project within a larger one.

And, of course, there are always challenges. You have to adapt quickly to economic changes, like inflation or supply chain disruptions. But fundamentally, I love that cost estimation gives me insight into both the technical and human aspects of project controls.

Have you encountered gender bias in this field, and how have you dealt with it?

Yes, that’s been a part of my experience. While there was a balanced gender ratio during my studies, the professional world of engineering is still quite male-dominated. For example, in stressful situations, people often say, “The guy will handle it,” even if women are involved. There’s a language bias and an underlying belief that construction or cost work is “men’s work.”

I’ve found support from many mentors, including male allies, and I’ve always valued the community aspect of AACE. Now, I’m involved in fostering that support for other women in the field. I chair the DACH Section (Germany, Austria, Switzerland) within AACE’s Region 9, and I recently initiated a subcommittee specifically for women in project controls. I want women to feel they have a place to connect, share experiences, and overcome the challenges they face in our industry.

What advice would you give to women entering the field?

My biggest piece of advice is to reach out and build a network. It’s easy to feel isolated, especially when facing challenges or bias, but finding a community—whether it’s through AACE or other networks—can make all the difference. Don’t close yourself off; support is out there, and it helps so much to have people who understand what you’re going through.

How has community played a role in your career?

Community has been crucial. Early in my career, I found great support in AACE. It’s the only global community focused on cost estimation. When starting, I often reached out to people in the community for advice, and I found their knowledge and experience incredibly inspiring.

Now, it’s come full circle, and I’m in a position to contribute back. With the DACH section, connecting with other professionals locally has been fantastic. By starting the Region 9 subcommittee for women in project controls, I hope to create more support and opportunities for women across Europe.

How do you see the future of project controls evolving?

Project controls is a growing field that will only expand. With industries becoming more complex, data-driven cost estimation is essential. What I find exciting is that this field attracts people from diverse backgrounds, and that’s an asset because it means bringing different perspectives and innovative approaches to problem-solving.

There’s still room for improvement in diversity and inclusion. However, as we continue to support one another and overcome biases, I believe the future of project controls will be even more dynamic and welcoming.

When you were last asked, “What did you want to do when you grow up?” How did you respond?

To be honest, I always cringe a little when asked that question, even though the question always comes with good intent.  I love my job in project controls right now, but I often wondered if I knew the perspectives of the project manager I’m supporting or the thought process of the contractor I’m monitoring, would I change my approach?  There are still so many positions to explore in project management alone.  How does one choose?

How did you decide on a project controls role right out of school?

I majored in chemical engineering at the University of Toronto with a minor in sustainable energy and engineering business, so a career path with prospects in both business and technology in the energy sector was what I was after.  I was fortunate to have been accepted for a 14-month internship at Ontario Power Generation (OPG) in Canada, where my role was to support the reporting of over 200 projects within the entire nuclear portfolio, and my duties included analyzing project performance, monitoring risks, conducting gap analysis, and helping the development of tools and templates.  I found the job very rewarding, and the organizational, planning, and communication skills I’ve gained from it solidified my intent to return to OPG as a full-time employee after graduating!

What drove your decision-making regarding your current career path?

I think my personal experiences have stealthily guided my career choices.  I moved to Canada from China alone to pursue my studies at age 15.  The experience, albeit lonely, allowed me to embrace self-reliance.  The independence also gave me the freedom to make decisions on my own.  I knew at a young age how important it is to set goals, make plans, and see them to completion.  These skills helped me tremendously through my university education. In hindsight, they set me up for success at my internship, where my planning skills and the ability to execute plans were seen as assets and prerequisites of a great project control professional.  My colleagues’ and managers’ support and positive feedback made that choice much easier. 

Since the future career path is still uncertain, what are you doing to help you decide what to do next?

I think there is nothing more important than being prepared.  That can come in the form of getting a mentor or pursuing a degree or certification.  But for me, my personal growth was something I identified as critical, as this will prepare me for any role and any profession.

I have done some self-reflection in the past couple of years. I found myself too shy in a group environment and often hesitated to speak up in a meeting. This could be because of my culture, where we were taught to blend in, not to stand out, and not to challenge the status quo. It could also be that I did not think that my contribution was going to be valuable, seeing that I am still new to the company and the profession.

Last year, I raised my hand at a work initiative to identify what business processes can be simplified. I identified an improvement opportunity to develop a training manual to onboard new project control staff to the company.   I know I had suffered as a shy intern and remembered that I did not have a resource that I could use to quietly and quickly get up to speed.  To my surprise, everyone loved the idea, and I helped bring that initiative to fruition.  That product is being used today for new staff. 

You are an active member of Women in Project Controls. What motivated you to join this group?

I joined AACE Women in Project Controls, first as a support staff at the Toronto Section, then two years ago, I joined the WPC team in developing webinars to help foster a safe forum for project controls women all over the world to achieve gender equity.  These experiences fueled my passion for supporting others in need, pushed me outside my comfort zone, and made me more confident and courageous to speak up and contribute to discussions.  I am very proud to be able to reach out to WPC on a global scale.

What advice would you give to an aspiring project controls professional if asked, “What do you want to do when you grow up?” and they do not feel comfortable because they don’t have the perfect answer?

It’s okay not to have the perfect answer or a clear career path. Feeling lost, unsure, or anxious is normal when you are still career-exploring. Many of us don’t have everything figured out from the start. We all begin from different places, and the journey towards finding your direction happens at different rates for everyone.

What matters most is taking the right steps: embrace the challenges and opportunities that come your way, learn as much as you can from each experience, and keep growing. There’s so much value in simply staying curious and prepared for what comes next.

I’m still figuring it out, and that’s okay. I see myself as a work in progress, evolving with each new experience. As I explore my journey, I’m confident I’ll eventually find clarity, and so will you

What led you to a career in Project Controls?

I began working in the oil and gas industry using SAP in purchasing and procurement.  This eventually led to a role in sales and marketing.   Married life took my family from Wyoming to Illinois, where I began working as a transportation dispatcher.  It became apparent that the department needed support with backlogs in the mechanical garage and transportation sectors. As a result, I was able to employ my previous SAP experience to broaden my understanding of safety, security, health, and environmental concerns within the industry.

After curating my experience within the oil and gas industry, I pursued my interest in project controls by applying for a project controls specialist position.  Successfully securing the role, I became one step closer to achieving my career goals at a company that prioritized growth and learning.

Why did you choose this line of work?  What was the attraction for you?

I chose this path because I thrive on collaborating with diverse individuals.  Project controls align perfectly with my aspiration of becoming a project or programs manager.

Can you share any childhood experiences that have significantly shaped your values or influenced your approach to education?  

I grew up mainly in Illinois and then moved to Wyoming in the middle of high school, later graduating in Cheyenne.  My weekends were spent at my grandparents’ houses, surrounded by family.  Family — a value I’ve instilled in my children — is paramount to me.  Whether near or far, we cherish time together, grateful for the technology that keeps us connected across distances.

It was difficult to decide which school worked best for me.  I needed flexibility, so I chose to attend the University of Phoenix. This allowed me to balance working full-time and parenting three active children.  I earned my Bachelor’s in Business Management and Master’s in Business Administration.

Did you have a mentor or someone who encouraged your journey?

My husband encouraged me to follow my heart.  If I wasn’t happy with what I was doing, I needed to change direction.  The wind doesn’t always blow in one direction, so place your sails where they will catch the breeze and help you to your destination.

What advantages do you think the annual AACE conference offers to members like yourself and non-member women? Can you share some memorable experiences?

I attended my first annual meeting in 2023.  I learned a lot from the sessions I attended and made wonderful connections with people inside and outside my work field.  Additionally, I learned that I am not alone as a woman in the project controls world.  There are opportunities for women to grow, advance, and develop into leaders.  I look forward to attending in 2025 and seeing what the conference will offer.

How has being associated with AACE added value to your professional development?  

AACE is new to me, and I am excited to continue to explore the certifications and training as I progress along my project controls journey.  Networking is extremely important to me as it allows me to collaborate with those from other subject areas.  It is fantastic to know that there is a world of people to reach out to and bounce ideas off of. This often leads to discovering solutions for obstacles I may face.

As we conclude, what words of inspiration would you share with other professionals?

My favorite quote is, “If you hear a voice within you say you cannot paint, then by all means paint and that voice will be silenced,” by Vincent Van Gogh.

I use this quote to empower myself.  If you feel you can do something, I urge you to keep trying.  It may shift and transform as you grow, but keep working until YOU are satisfied.  I was told time and again that I “couldn’t be a good single mom of three children while managing to work and having a social life,” yet here I am! I am remarried to a man who loves me and my children as his own.  I value my children and the fantastic engineering company that helps to empower my dreams and reinforces the notion that anything is possible.

Hello AACE Members!  I’m Stephanie Kers, and I am deeply honored and excited to be stepping into the role of Chair of the Women in Project Controls (WPC) Committee!  On behalf of the committee, I extend our gratitude and appreciation to Tracy Leung, outgoing chair, who has been an incredible leader for our committee over the past two years.  Tracy’s enthusiasm and guidance have united an amazing group of diverse, international, and dedicated AACE professional women and allies.  I look forward to continuing to work together to further our vision and continue to grow all aspects of our WPC community!  Let me start by telling you a bit about myself and my path into project controls.

I was born and grew up in Bragg Creek, a small town in the foothills west of Calgary, Alberta, Canada.  I studied at the University of Calgary, completing a Bachelor of Commerce degree with a specialization in international business.  Shortly thereafter, I started in a junior cost analyst position working remotely on-site in Northern Alberta.  I worked with a project management team responsible for monitoring the successful construction and completion of a large oil production facility.  I quickly realized that I loved the dynamic pace and exciting world of major construction projects. 

Working in the cost role meant that I could interact with multiple disciplines and departments, compiling information and reporting to management.  No two days were alike, and in the junior role, I had the opportunity to constantly learn.  Working on-site was exciting, and I took advantage of any chance to get my boots on the ground and tour the construction site first-hand.  This role was the start of what would become a career in project controls.  I have since worked for several other major companies in the energy industry, focusing my area of specialization on major projects. 

Working on multi-year projects, and often concurrent projects, allowed me to gain experience in cost control activities in all project stages. From project kick-off and front-end planning to engineering and design, I oversaw procurement and fabrication contracts, executed construction and on-site activities, and concluded with commissioning and turnover. I truly loved the experience of supporting different areas within the project team and interacting with many stakeholders over the life of a project.

Like many of you, I am a life-long learner and a highly curious person, and I am always looking to increase my skills and knowledge.  A few years ago, while working full-time, I returned to the University of Calgary in the Executive Masters of Business Administration (MBA) program.  My goal was to get as much out of the experience as possible, and I leveraged everything that I had learned in my career up to that point to maximize my studies.  It was an amazing experience!  I gained an incredible network of fellow professionals and classmates, attended inspiring lectures and seminars, and got to push the limits of my capabilities beyond what I thought was possible.

More recently, I have committed to giving back to the project controls community by increasing my involvement with AACE and my local Calgary Section.  In 2019, I attended my first AACE Conference and Expo in New Orleans with several of my team members.  I was thoroughly impressed by the quality of the presentations, seminars, and discussions.  There, I fully realized that the experience I have gained over my career now enables me to give back and share that knowledge with others.  I also left feeling inspired, motivated, and excited to bring back what I had learned and incorporate it into my current role.  

In 2020, I collaborated with fellow AACE members Nicole Johnson (CEP) and Dave Kyle (CCP CEP) to co-author a technical paper presented at the 2020 virtual conference and expo.  Our paper, TCM-3430, “Cost Engineering Roles & the Project Lifecycle: Providing a Framework,” focuses on the interrelated elements and roles within the cost engineering function and provides insight into the flow of information over the lifecycle of a typical project.  It is a great foundational document to reference whether you are new to the world of project controls or want to bring integrated systems thinking into your project management approach.  Contributing to this paper was an incredible experience, and I am proud to be able to share what I have learned during my career with the project controls community.

At the end of May, I handed over the AACE Calgary-Chinook Section President role to our incoming President, Jordan Beckel.  Serving alongside our Calgary Board of Directors over the past year was a fun and highly rewarding experience.  Calgary continues to be one of the largest sections at AACE, with a highly committed and engaged member base.  I look forward to continuing to serve on the Board and participating in events at our local section level.

As Project Controls Lead for Major Projects at Canadian Natural Resources Limited, I oversee a high-performing project controls team responsible for cost, scheduling, risk, and reporting activities.  We support a project management team with multiple departments, all of whom together contribute to and are responsible for successful project delivery.  I am proud that we have created a truly collaborative team culture committed to excellence in project delivery.

I am fortunate to have several leaders within this team who have and continue to mentor me.  These remarkable leaders set the example and have developed strong, positive team cultures by putting people first to achieve greater objectives.  I value these as some of the most important lessons I have learned as I continue developing my leadership abilities.  When team members feel valued in their roles and contributions and are treated with respect and appreciation, there is no limit to the team’s success.

I look forward with much excitement to the year ahead that we have planned at WPC.  I invite you to get connected with us, to get engaged and involved, and to encourage you to attend our upcoming events.  We are all-inclusive and welcoming to all allies, regardless of gender.  We commit to continuing the very important work of eliminating barriers, breaking down unconscious bias, building a strong network, and supporting our members.  It’s going to be another great year!

Shoshanna: You have served on the AACE Board of Directors as President-Elect, President, and Past President from 2022 to 2024.  Why was it important for you to be in that leadership position?

The short answer is, “Giving back brings me joy”! I have been in the project controls industry for over 30 years, and I still feel like I’m teaching but learning simultaneously.  To stay current in our field, we need to stay engaged with people in the industry and be cognizant of industry trends.  AACE is the gathering of the best minds in the project controls field, and to me, there is no place better for me to give back than being on the AACE Board of Directors!

What was your vision as the AACE President?

I saw my role as the organization’s strategic beacon. One of my key visions was to “Build a sustainable stream of project control talent for generations to meet the demand for our field.” If we constantly look for the next succession candidates instead of developing them, we are not doing our jobs right. 

Sounds like an awesome but daunting mission?  How do we tackle it?

The vision is achieved via three key missions: educate, guide, and repeat.

Okay.  Let’s start with “educate.”  AACE already has great resources, like the Total Cost Management Framework and multiple Recommended Practices.  What else should we do?

My career is built on nuclear construction projects, so the culture of “continuous improvement” is deeply ingrained in me.  We have fantastic resources at AACE, and I want to keep them current with the latest industry developments.  Take the topic of Nuclear Estimating Classification (RP 115R-21), for example; there was an overwhelming call from the nuclear industry for AACE to guide the world on how to approach estimating classification with nuclear projects, including refurbishments and new builds such as small modular reactors.  

Keeping our “body of knowledge” current to the industry and our members, with real, tried-and-true, experience-based recommendations, is critical to the success of project control professionals worldwide. This is the common motivator behind the experts at the AACE Technical Board, the Certification Board, and the Education Board. 

How does “guide” differ from “educate” then?

For me, guidance is about putting the education into practice.  In my day job as a project management consultant, I often provide recommendations for my clients to become better practitioners of project controls – I show them how the best practices are applied, and their businesses flourish because of it.

It sounds like guidance is the application, and education is the foundation.  Can you give an example of that?

For example, we have guidance on how to determine project success with data and metrics in our recommended practices.  However, people often mistake project controls as the “data provider” only.  We are much more than that!  Data, for its own sake, is not worth anything, no matter how fancy the tool it originated from.  Experienced project control professionals know how to distill the data and tell the right story so that the right decisions are made, and the right conversations occur within the project team.  This ability to analyze and then advocate is something that AACE can promote via the establishment of our mentoring program and knowledge sharing at our annual conference.

Let’s talk about mentoring.  Some folks are still confusing it with training.  Can you define what mentoring means to you?

I would characterize mentoring as an open invitation for someone to hear your ideas. The mentee leads the conversation, and it can be about any subject: career advice, an issue at work, industry trends and opportunities, or even venting because it was a bad day. It is important to note that the mentor does not give the mentee all the solutions to their problems but guides them to seek out the best path. 

Sometimes, mentors learn something out of those discussions, too! I remember one of my mentees did a PowerPoint presentation to me, describing his strategy to resolve the problem, and one of the graphics they used was such an effective depiction of the subject that I ended up borrowing and using it with his permission!

I think “repeat” refers to the sustainability of “educate” and “guide”?

Absolutely.  Most of us on the Board of Directors and the various AACE boards are volunteers. We are dedicated to the cause of “educate” and “guide.” Still, we also need to continuously groom the next generation of “educators” and “guides” to develop a continuous pipeline of project control professionals.  This is critical to the growth and public recognition of our profession.

Regarding people, what makes you most proud of the AACE leaders and volunteers?  

That has to be the volunteer’s altruistic dedication to the common good for the profession.  In your day job, there is a monetary incentive for someone to deliver and follow through on their commitments.  That doesn’t exist in volunteer space.  I love being in meetings to see how connected people are, the intrinsic joy of the people seeing their contribution bearing fruit! Take the technical board, for example, which is responsible for approving AACE’s recommended practices and overseeing the technical program of the annual conference.  Technical writing and reviews are arduous and laborious.   We won’t be doing it if there isn’t enough passion for the industry. 

Lastly, what was your most significant achievement in your tenure as President-Elect, President, and Past President? 

There would be so many, but if I were to pick one, it would be the Strategic Planning Task Force that rewrote our governance and the updated strategic plan that we are on right now. The plan’s reception was phenomenal, and the metrics proved it yielded results: We started seeing member growth, greater recognition of our certifications, and so many new forums for members to interact with! I cannot be prouder of the team!

Thank you, Shoshanna, for all you’ve done and will continue to do for AACE!