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!

Hi Nishadi!  Please begin by telling us about your education and where you thought that path would initially take you.

I attended The Catholic University of America in Washington, D.C., where I pursued undergraduate and master’s degrees. My undergraduate degree was in civil engineering, and my master’s degree was in engineering management, focusing on construction management. I’ll admit that I never imagined myself working in the construction industry. However, an unexpected summer internship with a general contractor soon changed my perspective.

Your story is very relatable. Project Controls often isn’t the primary field of practice for many of us.  Tell us more about this experience and how it gave you hands-on construction management experience.

I recognize that many professionals in this field often come from diverse backgrounds, such as engineering or construction, rather than specifically aiming for project controls. My personal story is a testament to this, as my journey into project controls was not a deliberate choice but rather an unexpected path I stumbled upon.

The internship was a requirement of my curriculum, and initially I saw it as a temporary experience. However, I quickly discovered my passion for the field while working on various projects.

After my successful internship, I realized that construction and project management had captured my interest. Seeing how different elements come together to create large-scale projects was fascinating. I decided to pursue a career in project controls, as it combined my passion for engineering with my newfound interest in project management. I continued working there through my senior year and then through my master’s. 

It sounds like this internship gave you a leap into the construction world; where did it lead you next?

My internship was on site at the International Monetary Fund Headquarters 2 building in Washington, DC.  After graduation, I continued as an office engineer, then a project engineer, and ultimately got into project scheduling.  The scheduling team was looking for people, and a senior colleague suggested that I might benefit from a rotation through the scheduling department.  Scheduling was not a popular choice among my peers at the time, but I realized that I liked gaining visibility into the entire project and understanding the details and logic on how a project is built.

I was the onsite scheduler for the Johns Hopkins Hospital New Clinical Building in Baltimore, Maryland, managing the schedule during construction.  It was at this point that I decided I really liked the scheduling world and wanted to learn more.  That’s when I jumped into the consulting side. I started consulting and have been doing this for 13 years!

Amazing!  It’s wonderful to hear that your career in project controls has been such a positive experience for you. 

I love it.  I love the challenge.  I went from working on one project for three and a half years to now doing 100+ projects for many different clients in a year.  There is always something different every day, and I truly enjoy the variety of my work.  I have the opportunity to wear many different hats and see perspectives from different people, and I get to use that knowledge to help our clients.

Your career and role today as VP at K2 has given you many growth opportunities.

I was very nervous about leaving a large, well-known company, but I’m so glad I made that leap because K2 was a better fit for me and a great decision for my career.  We support clients, owners, and contractors on various projects and provide project management and project controls services, systems integration, and deployment of complex security solutions. My role started out as a scheduler, and then I worked my way up to senior scheduler and scheduling manager. 

Now, I oversee the operations for our critical path controls division, which includes scheduling, claims, process improvements, analytics, virtual design and construction and earned value management systems.  We’ve expanded along the way, and I’ve been fortunate to have leaders who believe in my ability and capability and have allowed me to challenge myself and grow.  It was hard work, and I had to put in a lot of blood, sweat, and even some tears, but they continuously pushed me out of my comfort zone while always supporting me when needed.  That trust and support have allowed me to come out of my shell and given me the confidence to take on any challenge. 

It is wonderful to hear that this has been your experience, especially now that you are in a leadership position and know how to guide others through their own career growth.

My experience has been very supportive.  I’ve learned from different leaders, taken what I admired about their leadership styles, and tried to make it my own.  Hopefully, it will allow me to be a better manager and leader, and I will try to be mindful and conscientious of what my team is going through and how I can help them.  We have a phenomenal team, and I want them to feel supported, challenged, and excited when they come to work every day. 

There are always challenges, particularly with projects.  When our clients bring us on, it is because they need help.  Project teams have so much on their plate; our job is to make their lives easier, provide expert advice, and help them solve their problems.  When we focus on these priorities, the result is that we have established amazing long-term relationships with our clients.  K2 has been in business for 33 years, and we are still working for our first customer! 

Tell us more about what led you to join AACE Women in Project Controls Committee.

Previously, when I worked for a large general contractor, I saw the establishment and growth of a women’s group within the company. This experience gave me a glimpse of the positive impact such communities can have on individuals and the professional environment. I also had the opportunity to attend the Women in Construction Conference in DC several times. 

When the opportunity to join the AACE WPC Committee arose, I saw it as a natural fit. My boss, Michael Marcell, Chair of AACE’s Earned Value Management Subcommittee, forwarded an email seeking volunteers for the community, and I saw it as an excellent opportunity to further engage in my field of interest. I confess that I’m not a natural extrovert, but I recognize the importance of networking and building relationships within my industry.

When I reflect on my journey to where I am today, I feel excited about being part of the project controls community.  I especially value the importance of finding like-minded individuals, particularly other women in the field, who share similar experiences and challenges.  Discovering a community of women in similar roles has been a valuable and empowering experience.

Nishadi’s story serves as an inspiration for those who may find themselves in a similar situation. She proves that taking advantage of opportunities and embracing unexpected experiences can lead to exciting and fulfilling career paths. Today, Nishadi is an accomplished professional in project controls, and she continues to contribute to the community by sharing her knowledge and learning from others.

As we concluded our interview, Nishadi expressed her enthusiasm for the future of her career in project controls. She looks forward to the community’s continued growth and the opportunity to connect with more inspiring individuals. Nishadi’s journey highlights the importance of finding passion in unexpected places and the value of building communities that support and empower professionals in their chosen fields.

What has motivated you to venture into engineering studies?

I grew up in an engineering family. My father and an older brother are civil engineers, and another older brother is an architect. The family owns and operates an engineering contractor business in Egypt and the United Arab Emirates. I have always been intrigued by their conversations about engineering problems and construction issues. As the younger daughter of the family, I wanted to be included in those conversations and contribute to their problem-solving. That’s why I decided to study engineering at the university!

How did your family feel about your decision?

In the beginning, my father was worried. “Why not choose a ‘softer’ discipline?” Fathers are always worried about their daughters; they don’t want them to have to work too hard, and they don’t want them to get dirty in the field or be in industries where historically there was a gender imbalance. But in the end, I told him that engineering runs in my blood and I needed to pursue something I love. My dedication won him over. I ranked at the top of the class year after year throughout my undergraduate years to prove to everyone that I had made the right decision.

You chose project controls as your specialty after your undergraduate studies. How did you end up selecting that trajectory?

After I graduated, my education earned me a place in my father’s contractor business. He became my compass and my anchor from then on. My father had always told me that to be a good engineer, you need to be on the perpetual path of learning to understand all aspects of the business – including how projects are planned, how they should be budgeted, how costs are managed, and how contracts are negotiated. So, I joined the project controls department of the company!

 My father’s other advice was, “Don’t know the answer? Ask, read, search, and learn!”  That’s what I did. I started my master’s degree in construction management, with concentrated studies in planning and cost management while working. After learning the ropes at the company, I quickly became immersed in the thoughts of how I could improve the business and make things more efficient. I snuck into my father’s library to read all his books on cost control. Then, I decided to build an extensive cost database to estimate and tender contracts faster and more accurately! I reveled in the responsibility I was given, and I loved that I contributed to the company being more profitable!

You have also decided to further your studies by pursuing a doctorate degree in construction management. What prompted that decision, and how did that change your career?

Furthering my studies was part passion and part need. I love to solve problems. At the same time, the more projects you work on, the more you realize what you don’t know. Around the early 2010s, I worked on several power plant and electrical substation projects. These projects opened up the world of “contract management” to me, from contract development to stakeholder management, and claims management. I decided to pursue a Ph.D. at the American University in Cairo and ultimately focused my research on simulation and optimization modeling to construct civil works for electrical substations.

Soon after my Ph.D., I also became a professor at the Kafr El-Sheikh University, teaching construction management. Teaching was rewarding as it allowed me to share my passion for construction management with my students! I also believed I had a responsibility to help the undergraduates and my post-graduate students, just like how my father guided me.

After you got your doctorate, you decided to leave the family business. How did your family react to that?

My father was opposed to me leaving the family business. As a protective and loving father, he wanted his daughter to be kept under his wings. However, my mother helped convince him that allowing me to work elsewhere was a great learning opportunity. Working outside the family business was a tough transition, but the joy of learning for different management firms and the plethora of projects out there was a tremendously rewarding experience.

What is one of the biggest highlights of your career, in your opinion?

Professionally, my current position as a contracts manager at Hill International Inc. is a position that brings joy to me every day. Hill International is a global construction consultant firm, and this opened a new horizon of unique and exciting projects for me, including the Grand Egyptian Museum and the Monorail. It is a supportive company for me as a woman in the field of project control and gave me excellent opportunities to learn and develop.

From a personal perspective, I would have to say obtaining my Master of Laws degree in 2023 is a big highlight. As a part of the family contractor business, we were always just the initiator of claims. If I could understand the “other side” of a claim, I would have a comprehensive view of contract arbitration and adjudication! As a contract manager, I’m still constantly learning from different contracts from different disciplines, court rulings, and industry lessons learned. With all the education and experience I’ve received, I was able to look for the most optimal win-win solution for the engineer, the project manager, and the contractor – all the roles in which I have gained first-hand experience.

What advice would you give to women considering a path in construction management, project controls, or claims dispute?

I will relay the best advice I have received from my father, who, to this day, is still my lighthouse in my career and my life. He told me always to seek opportunities and try new things, even though deep inside, I feel I may not be qualified for that role. Take the challenge, learn, and persevere.

Let the quality of your work speak for you. Start writing papers as an undergraduate because writing down your thoughts logically, and don’t be afraid to get feedback from experts in the field as it is one of the best ways to learn. I always encourage my students to familiarize themselves with best practices and attend and present at AACE events to “ask, read, search, and learn!” 

Rania Fayed, Ph.D., LLM, MSc, FCIArb, PMP, is an experienced construction management professional working at Hill International Inc. in Egypt. She is the vice president of the AACE Egypt Section and the Middle East and North Africa (MENA) liaison for the AACE Women in Project Controls committee.

Hi Michelle! In your current role as Director for Canada with Driver Trett, you provide dispute and advisory consultancy services to local and international owners, contractors, and engineers in the construction industry. How you got here is an interesting story. Tell us about your career journey.

I am from Calgary, Alberta, Canada, and I began my studies in political science at the University of Calgary with plans of becoming a diplomat. At that time, there was a recession, and they weren’t hiring diplomats. So, before finishing my degree, I transferred to engineering and found that I enjoyed it! I am a civil engineer, and it turns out that project control is a significant part of being a civil engineer. Many tools used in project management, including scheduling, planning, and overseeing a site, also fall under civil engineering, so it is not a far jump from a career in civil engineering to project controls.

That’s an exciting start! When you graduated from engineering, where did you start your career?

I started my first job on-site as a junior engineer. My first project was working in Kuala Lumpur, Malaysia! A large energy company in Canada seconded me, as Petronas wanted to do a resource exchange with staff from Kuala Lumpur to Calgary, and in return, the company I worked for sent me to Malaysia. So, you never know what unexpected places your career will take you.

Wow! What an exciting opportunity! What type of work did you do there?

I worked on constructing the Kuala Lumpur Petronas Towers project, which at the time were the tallest buildings in the world. While working there for just over a year, I learned that I had a knack for resolving construction disputes on the project. When I was on site, my supervisor pointed out my skills in this area and suggested pursuing it when I returned to North America. That’s how I ultimately ended up having a career in construction claims.

Do you know which skills set you apart in this area?

I think part of it is that I was originally interested in studying political science with a focus on being a diplomat. The construction site in Kuala Lumpur was very international, the contractor was Korean, and there were many expats from the US and Great Britain that were assisting the owner. I found that I had a skill in being able to focus on what the core problem was, being able to see it from both sides and then help the parties come to a place of mutual understanding.

This experience demonstrates how transferable skills can shift a career path. When you realized your unique skill set, where did your career take you next?

I returned to North America and began working with a claims consulting firm in New York.  It was the perfect fit for me because they did construction claims, but they also stepped in when projects were in trouble and took over the project management. In this job, I could go into the field and be on-site, as well as begin to learn about construction claims. It was an excellent opportunity to develop both skills at the same time.

I also got to work on a variety of interesting projects. One memorable project was renovating the George Washington Bridge, which is the big bridge that goes from New Jersey into Manhattan. We also did a really cool project which was the renovation of a very old post office in Brooklyn, NY into a court building. Other projects included a hotel in Times Square, housing developments, veterans’ hospitals, the monorail at the Newark airport, as well as non-profit projects including an animal shelter. The nice thing about what I do is that I get to be involved with all types of construction and different types of projects. That is probably one of the reasons that I have stayed in this field for as long as I have.

How did you end up where you are today?

I was in New York when 9/11 happened and decided that it was time to come home to Canada. I returned to Calgary and joined Revay and Associates, a Canadian-based claims consulting firm. I was with them for almost 20 years, and then two and a half years ago, I joined Driver Trett.

What do you enjoy most about the work that you do, and what motivates you day to day?

The variety of projects that I have worked on. I have been in this field for almost 25 years, and because of that, there are very few types of projects that I haven’t worked on. I love the fact that the people I work with are the best at what they do, which is something that everyone can appreciate. And who doesn’t like to resolve conflict? I don’t like conflict, which is funny considering it’s what I do for a living, but I really enjoy helping my clients to resolve problems. In the nature of what I do, it is expected to work hard to prepare for litigation or arbitration, and it is incredibly rewarding when matters are settled or resolved. I’m so happy when my clients can find a solution.

You are very active with AACE (as Director of the Calgary Section, as well as a committee member for Women in Project Controls), tell us about how you got involved.

I got involved because one of my mentors, Steve Revay, who I worked with in Calgary, encouraged me to join. At the time, he was my boss as well, and to this day is still my mentor in a lot of ways. He was very involved with AACE; at one point, he was the President, and he encouraged me to join. I attended a conference in California, and there I found so many other people who shared the same career and interests as me. I have since submitted and presented several papers, including at this year’s Conference and Expo.   

What was it about your relationship with Steve that turned into a long-standing mentorship?

Steve has really good people skills, but he was also someone whose door was always open in the office. This gave the impression that he was never too busy to discuss something. He always took the time and was willing to challenge or debate ideas about how to do things and was always willing to listen if I had an idea that he hadn’t considered before. I think someone always willing to listen, gently giving direction, and always keeping their door open are great qualities in a mentor.

Listening seems to be a super skill in claims consulting.  You are skilled at being able to listen to your clients and recognize what the real issues are, all within a highly emotional situation.

Yes, and another thing I learned from my mentor is to guide clients away from the fact that a dispute is not personal. Steve was very good at shifting clients from focusing on what went wrong and understanding that it was not due to personal failings. Instead, to understand that the situation is a disagreement about costs and how to work through that.

You are a female leader in project controls in your current role.  Did you have times in your career where you felt that you experienced bias and had to overcome it?

I think the industry has changed a lot over the course of my career from when I was a junior engineer on site. There were so many times in New York when I arrived on site in the expert role, and people assumed I was the site secretary! That doesn’t happen anymore, and I think it is because the industry has changed. 

In my opinion, the fastest way to remove bias is to have more women in project controls, more women in the construction trailer, more women in decision-making positions, and more women who are working moms or balancing careers with education. Having more women with these experiences will continue to influence change. Workplaces can be welcoming and supportive to women as well as creative in finding solutions to support the balance in their employees’ lives.

Great words of wisdom!  Lastly, can you share some advice for those starting their careers in project control?

Do what you love; do something that you enjoy and that brings you joy. But here is the more challenging part – do it in a place that supports that joy. I could have done what I do in a large corporate environment, and at one point, I did, but it just wasn’t a fit for me. Same work, a different environment, but I didn’t feel joy. I think it is essential to try and find that place where you can do what you love, surrounded by people who support you and help you grow, and is also a good environment. It may mean leaving places where you thought you would stay. But if you can find that, you will have the opportunity to grow your career. 

How did you get into Project Controls, and especially scheduling?

My dad was the catalyst in my project controls career.  When I was in high school, I wanted a camera.  My dad said I had to earn my own money for that, so that’s how I started.  I spent a couple of my summer holidays scheduling with my dad on pharmaceutical projects that he was working on in Puerto Rico.  I didn’t know how to start, so my dad gave me two huge books on scheduling software, and I started learning the ropes on my own!

What was interesting about scheduling for you?

As the oldest of six siblings, I have always liked structure and organization. I mean, I needed it!  Under my dad’s influence, I became interested in construction projects.  I was intrigued by how the multiple aspects of a project:  activities, logic, resources, and constraints needed to work seamlessly in a schedule to accomplish that structure and organization.  So, when I was pursuing my degree in Civil Engineering, I took elective courses in scheduling to better understand the background and specifics of it.  That’s how it became a passion of mine.

What was your “A-ha! Moment” that Project Controls add value to companies?

In the earlier days of my career in the late 90s, I started working as a construction manager for general contractors in Puerto Rico and knowing how to do project controls always came in handy.  Word about my expertise in project controls spread. In 2005, I joined a general contractor company that wanted to open a project controls department as an in-house operation in the company.  This was not typical of construction contractors back then.  In many companies, due to budget constrictions, funding for project controls functions were often outsourced on an as-needed basis.  When I started there, I observed that projects were managed in unstructured ways, and Microsoft Excel was often the only tool used to manage multiple aspects of the projects.  When I got to this company, we standardized everything.  We started with planning all projects in P6 and then it expanded to cost control and earned value management to claim management.  This all led to standardizing forms, reports, tools, business processes, and mandated regular communication with the project managers.  Eight years after opening the project controls department, we realized what a large, positive difference project controls makes to a company.  Just to give you an idea, the company’s revenue had doubled in half the time!

That was quite an accomplishment! What did that success motivate you to do next?

There was another project controller in Puerto Rico that I loved working with because the both of us were very passionate about project controls and wanted to take the field to the next level in our industry.  He recommended AACE as a source of information to me, and suggested I pursue the Planning and Scheduling Professional (PSP) Certification.  Since there were no exam centers in Puerto Rico, I travelled to Florida to take the exam.  When I passed it, I was informed that I was the first female PSP in Puerto Rico!

How was the journey to elevate the need for Project Controls in the field?  Was it a smooth ride?

Not a smooth ride at all!  After I received my PSP designation, I also completed my MBA.  This opened a different door of opportunity for me as the general manager of a local office for CDM Smith, my current employer.  While I loved working at CDM Smith, due to the fiscal situation of the Island and how it was affecting my household, in 2016 I found myself at a “career crossroad” and needed to choose between opening my own company in Puerto Rico or taking a job in the continental US.  The best choice for me and my family was to move to the US, because my son had started studying for his bachelor’s degree at Georgia Tech.  CDM Smith needed a project controls specialist for a project in Savannah, Georgia, and it was my project controls expertise that made our family’s best choice a reality.  Although it meant a huge step back in my career as I had to transition from the role of general manager to a more junior position as a project controller for one construction project, I told myself, “If I could do it once, then I can do it again!”

That must have been quite the transition!  How was the ride up second time around?

To be honest, it is an amazing experience to work for a big global company like CDM Smith.  Back in Puerto Rico, I was working with smaller size, family-owned companies.  The corporate world is fascinating to me as it was like a well-oiled machine with multiple people working together to achieve great things.  Soon after we moved to Georgia, CDM Smith made an important decision to expand the project controls functions from just the construction division to the entire company as well.  I was lucky enough to be the PCS for the first construction project to be enrolled under the new program.  I took the opportunity to be a part of that initiative and learn as much as I could about, not only the process of implementation, but also about the implementation itself.  What became a surprise to me was that all the standards that was a proven success in a small company in Puerto Rico was scalable onto a large company as CDM Smith, as well.  It is applicable to all kinds of project types and sizes, and before you know it, that standard way of doing project controls took off beyond the US and was implemented in Europe too.  Today, I have the privilege to be the project controls manager for the southeast region of US and I support international construction projects in Israel, Chile, and, of course, Puerto Rico.

What was your role in taking the project controls standards to the rest of the world?

I think the key to success in every project is the people and I believe in learning by doing.  We must make an investment in the people – “teach them how to fish, instead of giving them fish.”  To give an example, as part of expanding project controls support for construction projects in Israel, I became a trainer for a project controls specialist.  Many staff have a lot of experience in earned value control, but little in construction planning and scheduling.  I usually give them little assignments to get them started and provide coaching and mentoring along the way, so they truly understand every aspect of the project, what the project manager needs, and how to plan the project properly.  Also, how to keep track of the project to ensure that we stay on track as per contract requirements and to be ready to manage changes as they arise.  This project controls specialist learned the skillset, and now he is traveling back to his home country (India) where we have a very healthy project controls operation.  He will become a trainer for other project controls specialists starting this year.  To date, I have trained over 800 project managers, engineers, and project control specialists throughout the US and India!  Success is always in sharing the knowledge.

With the success that you’ve earned in your career thus far, what is the one thing you want to accomplish the most now?

As a woman who started her career working in the construction industry, I have always been aware of where we stand in the gender equality range.  When I moved from Puerto Rico to the US, I realized that there is a Hispanic representation gap as well.  I observed that many Hispanic contractors are subcontractors, and very rarely acknowledged or considered for the main contractors’ role.  So, to support changing this perspective, I joined the non-profit organization, Georgia Hispanic Construction Association, and became a volunteer trainer for them!  I help training small and medium sized construction firms in the Hispanic community with the vision to build a stronger business foundation that will translate into better business opportunities for them.

What advice would you give someone to encourage them to become a project controls professional?

If the project manager is Batman, then who is the project controls manager?  Robin?  No!  We are Alfred!  We are the practical planners, the loyal confidantes, and the analytical thinkers!  We give our hero project managers all the tools and information that they need to complete successful projects.  I think my role as a project controls manager is so fulfilling because I firmly believe that it is essential in delivering successful projects that will improve the qualify of life of humankind.  The power of project controls is mind blowing – the fact that it has not been acknowledged by every single industry, construction company and engineering firm, means that this is an opportunity for someone to become that project controls expert, then be that person who helps turns a company around and make it more successful and profitable.

Libby J. Goyco, PE PMP PSP MBA, is a strategic business solutions-oriented licensed Professional Engineering, certified as a PSP, with 24 years of experience in general management, program management and project controls management.  She currently works in Atlanta, Georgia, for CDM Smith as a manager of project controls of the southeast region.  She is also a strong and influential advocate for diversity, equality, and inclusion in the construction industry.

Q:   Many countries are in the Nuclear Renaissance period these days as the demand for clean energy rises. What is your current role in these exciting times?

Yes indeed, it’s an exciting time for the nuclear industry, given the new possibilities that Small Modular Reactors (SMRs) bring to the table. I am the Section Manager for Project Controls in the Darlington New Nuclear Project (DNNP). This project aims at building Canada’s first grid-scale SMR at Ontario Power Generation’s Darlington site by the end of the decade. Once built, the new SMR could power about 300,000 homes, and displace 0.3 – 2 megatonnes of carbon emissions per year. It can enable a reduction in the use of fossil fuels and help electrify carbon-heavy sectors like transportation. The success of this project could also pave the way for similar, low-emission SMRs around the world.

Q:  How did you get into the field of Project Controls?

After completing my Undergraduate Degree in Chemical Engineering, I joined Saipem, an Italian EPC energy firm. My clients were predominantly based in Middle East, Europe and Africa. Initially I worked in the Process Design & Safety function. I was curious about how different disciplines interfaced to successfully deliver world class green & brown-field projects. It drove my interest in Project Management & Controls.  Being part of several task forces, I experienced first-hand, how complexities could be managed with great planning, execution and project management best practices, especially when it came to issues during construction. Eventually, I came to Canada to pursue my Master’s Degree in Chemical Engineering with a Graduate Certification in Business, Entrepreneurship & Innovation.

Q:  So, how did you start out in the Nuclear industry?

I always wanted to be part of the nuclear industry in Project Management & Controls. I joined Ontario Power Generation (OPG) in 2018 after completing my Master’s degree from University of Waterloo. This aligned well with my previous experience in the energy industry and was a natural next step. I had the opportunity to lead a wide gamut of projects, ranging from innovation projects which needed quick turnaround based on an agile approach, to inspection tooling projects, which involved a lot of interfaces with station stakeholders to coordinate execution windows & make inspections more efficient using state-of-the-art tooling. I was heavily involved in the development and implementation of Project Controls governance for the Renewable Generation program at OPG, prior to my current role as the Section Manager for DNNP.

Q:  Moving from India to Canada must be a big culture shock as well.  How did you adapt to this change?

I’ve been very fortunate to have the opportunity to immigrate to Canada. My husband & I moved here in 2016, he has been very supportive throughout. Canada is a great country, which promotes and respects diversity. This enables me to be authentic & brings out the best in everyone who has immigrated here. I founded my music school here. I enjoy teaching music & performing as a vocalist, outside of work.

Q:  You mentioned that you had also worked with clients in different countries.  How has that experience helped you in managing the Small Modular Reactors project now?

Working with clients in different countries enabled me to understand and gain appreciation for cultural differences & customs of people around the world, which is critical as an advocate for equity & diversity. It also widened my perspective and helped me gain exposure to the different challenges in construction pertaining to the project location.

It made me gain proficiency in stakeholder management through collaborating with people with diverse opinions across different locations. One thing that we can always rally people around is the success of the project and successful realization of project outcomes.

Q:  You are also currently the Lead of Member Outreach in the AACE Women in Project Controls Committee.  What is that about and what motivated you to take on the role?

The AACE Women in Project Controls initiative supports women in Cost Engineering and Project Controls to advance their careers, raises awareness of AACE to women in the industry, and aims to increase their visibility in leadership roles.

My background in working with different people all over the world helps my role in reaching out to members, understand their challenges, and rally them around issues that women face in the workplace. In the past, I was the Portfolio Manager for the Communications Portfolio at the Project Management Institute (PMI) Lakeshore Ontario Chapter.   That experience helped me with understanding how to approach stakeholder management as well!

Q:  The WPC had their first 2023 Member Outreach event in March 2023.  How did that go?

The event was a huge success! Over 140 attendees from 20 countries all over the world attended the event to talk about how to effectively engage in courageous conversations and move the needle towards equity in the workplace.  It was actually heartwarming to see many male allies attend the meeting expressing that they have gained a lot of good insight into the challenges women face in the workplace and how they can help.

Q:  That’s great to hear! When will the next event be?

The next event at the AACE Conference in Chicago on June 11, will be an inclusive panel discussion about unconscious bias in the workplace. It is aimed to be an engaging session through role playing and experience sharing. Women in Project Controls Committee members, including myself, will be at the registration desk to answer any questions attendees may have on WPC, what we do and how to get involved!

Q:  What advice would you give someone if they are interested in growing in their Project Controls careers?

One of my favorite quotes is “life begins at the end of your comfort zone”. I would strongly encourage someone interested in growing in their career to try & explore new things, not being afraid to make mistakes & learn along the way. Its also critical to connect with people in different parts of the organization, this has been pivotal for my growth. Gaining knowledge of Project Controls fundamentals from grassroots is also helpful in building understanding in this field, in addition to gaining the relevant experience.