Leading In An Era of Infrastructure Growth

Key Concepts

• Infrastructure Financing: The critical need for creative funding strategies and advocacy at local, state, and federal levels for water and wastewater projects.
• Dual-Track Career Path: The organizational strategy of providing equal advancement opportunities for both technical experts and project managers.
• Collaborative Leadership: A shift from independent, task-oriented engineering to a consensus-based, team-oriented management style.
• Project Management Culture: Establishing a unified "language" and standardized methodology for project delivery to ensure consistency and repeat business.
• AI Integration: Leveraging artificial intelligence to improve operational efficiencies and bridge the talent gap in the engineering workforce.

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1. Evolution of Infrastructure Demands

Street Lee, President and CEO of McKim & Creed, highlights that infrastructure demands—particularly in water and wastewater—are accelerating faster than many firms can adapt.

• The Funding Challenge: The primary hurdle is not technical capability, but financial viability. Firms must be creative in structuring projects and advocating for public funding.
• Public Engagement: Engineers must evolve into better communicators. As projects involve complex issues like PFAS (per- and polyfluoroalkyl substances), engineers must be able to explain the necessity of financial obligations to the public, who may not understand the technical or fiscal implications of water quality improvements.

2. Project Delivery and Leadership

Lee emphasizes that while technical proficiency is the foundation, successful delivery of large capital programs requires a broader skill set.

• The "Dual Path" Framework: To avoid the "upside-down" organizational structure where everyone tries to become a manager, firms should implement a dual-track system. This allows technical professionals to advance in salary and status without being forced into management roles they may not be suited for.
• Collaborative Execution: Large projects involve diverse stakeholders. A project manager’s success is increasingly defined by their ability to facilitate collaboration, manage expectations, and communicate clearly with both internal teams and external parties.

3. Transitioning from Engineer to CEO

The transition from a technical role to the C-suite involves a significant shift in mindset and responsibility.

• Letting Go: A major challenge for engineers is relinquishing control over technical details and trusting experts to handle the work.
• New Skill Sets: Leaders must pivot from engineering calculations to managing HR, finance, and organizational strategy.
• Mentorship: The role shifts from "doing" to "developing." A CEO’s primary job is to surround themselves with a strong leadership team that fills gaps in expertise and fosters a consensus-driven environment.

4. Technology and AI in Engineering

McKim & Creed is adopting AI rapidly, focusing on two main areas:

• Operational Efficiency: Implementing AI in back-office functions to streamline processes.
• Project Delivery: Using AI to accelerate design and documentation.
• The Human Element: Lee stresses that AI should not replace professional judgment. Engineers must remain responsible for the outputs of these tools, ensuring that technology serves as a supplement to, rather than a replacement for, professional accountability.

5. Talent Development and Culture

Talent remains a significant industry challenge due to a deficit in graduating engineers.

• Bridging the Gap: Technology and AI are viewed as tools to help bridge the supply-demand gap in the workforce, rather than as a means to reduce headcount.
• The "Firm Way": Lee argues that project management is a core component of company culture. Firms must invest in training programs (both online and in-person) to ensure that all project managers—from entry-level to senior—speak the same "language" and follow a consistent methodology. This consistency is the key to securing repeat business and sustainable growth.

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Synthesis and Conclusion

The conversation underscores that the future of civil engineering leadership lies in the ability to balance technical excellence with business acumen. As infrastructure needs grow more complex, firms must move away from rigid, individualistic engineering mindsets toward collaborative, culture-driven models. By investing in standardized project management training, embracing AI as a tool for efficiency, and creating clear career paths for both technical and management tracks, firms can better navigate the evolving demands of the industry and ensure long-term success.

Notable Quote: "It's not as much of a technical challenge... But how do you engage the public in a way that makes it to a point where they understand that there's a financial obligation and requirement to drive these projects forward?" — Street Lee