Selected work

The firm was growing, every PM had their own way of running projects, and EGBC’s new Permit to Practice requirements for firms were coming into force.

I set up the firm’s PMO, with standards for how projects are set up, tracked and closed. I built a template library: trackers, subconsultant agreements, progress reports, certificates of payment, change orders and CCOs, field review and shop drawing review formats, commissioning plans and close-out checklists. I wrote the firm’s quality management plan in 2021–22, before EGBC published its Permit to Practice requirements, and then its EGBC PPMP (2022–24). I trained the PMs to use both.

An EGBC Permit to Practice brings a steady stream of documentation: checking records, issue records and project checklists. The checks were being done, but the paperwork didn’t always keep up, and gaps like that tend to surface during an audit.

I’m building scripts that automate much of the documentation and record-keeping the firm’s PPMP requires. AI interprets the content of everyday project work and drafts or files the records, so engineers don’t have to stop and fill in forms. The records stay attributed to the people who did the work, and gaps are flagged to the PM well before an audit.

On fixed-fee projects, overruns and shrinking margins tended to show up at invoicing or close-out, when it was too late to do much about them.

I built an automation that reads the firm’s project management system every night. It works out each fixed-fee project’s expected profit, flags tasks that have used more hours than estimated, and spots projects whose profit forecast is falling. Each PM gets a short same-day alert, plus a Monday digest with AI-written summaries of what needs attention.

HVAC and controls improvements across 14 assisted living and long-term care residences and a downtown hotel, all fully occupied, with the work done by outside contractors.

I managed delivery from tender to handover: contractor pricing packages, shop drawing reviews, RFIs, site instructions and change orders. I checked that every measure was installed as specified, and arranged operator training.

A $3.5M program of mechanical, controls and lighting retrofits across a large university campus, with the engineering team, a construction manager, the university’s PM and several trades all working at once.

I managed the engineering team’s design and implementation work and coordinated with the construction manager, the university and the trades. I ran contract administration for nine concurrent construction projects, then led the team through commissioning and measurement and verification, and coached building operators.

New biomass combined heat and power plants for two public utilities, at 105 MW (about $185M CAD) and 100 MW (about $200M CAD), both procured as design-build contracts on tight timelines.

• On the 105 MW plant, as senior deputy project manager, I led more than 30 senior engineers to produce complete draft agreements for $75M CAD of main process equipment in four months. I co-led the commercial and technical negotiations with vendors, and set up the plant-wide commissioning coordination schedule.
• On the 100 MW plant, as client-side project manager, I recruited and led a team of more than 40 engineers and specialists. We delivered the basic design and draft design-build contracts for $90M CAD of process equipment in six months. I wrote and ran the project’s management documentation: charter, plan, RACI matrix, risk register, change management and stakeholder plans.

Sweden’s fastest-growing solar company needed a project division that could keep up with its sales.

I grew the division from 25 to 37 people and brought in a web-based project management system linking sales, projects and service. I also ran an average of 12 concurrent projects myself. One of them was 875 kW of rooftop solar on three major hospitals ($1.5M CAD). I combined three procurements into one order, cutting transport costs by 25%, and integrated the monitoring into the hospitals’ high-security control system.