Alliance Delivery in Practice: Building High-Trust Teams in Infrastructure with Marcia Medrano

Women in Leadership: Defying Tokenism and Embracing Authenticity with Angela Clayton

How do you champion an authentic leadership style in a sector that’s slow to adapt to change? Infrastructure Ontario President and CEO Angela Clayton has traversed this career journey by building a robust network while maintaining a deep dedication to continuing education and an iron-clad work ethic. She joins Riccardo and Shormila for a candid conversation about career growth and what it means (and doesn’t mean) to be a woman in leadership in this male-dominated industry.  Angela has seen the benefits of prioritizing community and collaboration in many facets of her career. She reflects on her history of learning on the job and how employer-supported professional development has transformed her trajectory. She and the hosts dig into the practical realities of leadership in major programmes and the mistaken assumption that great individual contributors naturally become great leaders. She also speaks frankly about being the only woman in the room, and how essential trust in hard-earned champions, while it doesn’t negate impostor syndrome, certainly puts it into perspective. The discussion also explores IO’s evolution over time, Angela’s approach to her transition to CEO, and her future plans for pursuing more impact-driven work. Discover this successful industry innovator’s take on the shifts leaders must make as they navigate new roles and her thoughtful advice for women aspiring to excel in infrastructure. Key takeaways: * How a strong network creates career opportunities, and why getting the job is only the beginning; * The pitfall of assuming technical excellence translates into project and people leadership; * How to think about “diversity hires” without tokenism—and what real sponsorship looks like; * The culture and mandate evolution of Infrastructure Ontario; * The mental shift required when moving from PM issues management to CEO vision and culture development. Quote: * “[Former peers who now report to me are] some of my most trusted advisors. They have the history of the organization, and it’s so valuable to have that institutional knowledge.” - Angela Clayton The conversation doesn’t stop here—connect and converse with our community via LinkedIn: * Follow Navigating Major Programmes: https://www.linkedin.com/company/navigating-major-programmes/ [https://www.linkedin.com/company/navigating-major-programmes/] * Read Riccardo’s latest at www.riccardocosentino.com [http://www.riccardocosentino.com] * Follow Riccardo Cosentino: https://www.linkedin.com/in/cosentinoriccardo/ [https://www.linkedin.com/in/cosentinoriccardo/] * Follow Shormila Chatterjee: https://www.linkedin.com/in/shormilac/ [https://www.linkedin.com/in/shormilac/] * Follow Angela Clayton: https://www.linkedin.com/in/angelafclayton/ [https://www.linkedin.com/in/angelafclayton/]

Alliance Delivery in Practice: Building High-Trust Teams in Infrastructure with Marcia Medrano

To what extent is leadership success contingent on specific industry expertise? Marcia Medrano began her career in buildings, not transit. Yet, her experience developing and guiding teams, budgets, and procurement projects is proof that people management is not bound by sector—as long as you’re willing to make the most of the experts around you. In this episode of Master Builder, Riccardo and Shormila sit down with the Executive Vice President of Capital Projects at Metrolinx to explore what it takes to rise to leadership without pretending you’re an expert in everything. Marcia traces her path from architecture and vertical infrastructure to transit delivery and the core lesson that’s shaped her career: big infrastructure delivery is fundamentally about people—building trust, aligning teams, and getting things done. Marcia doesn’t hesitate to push back against conventions and assumptions. Choosing to leverage her parallel expertise rather than be daunted by a new sector, she often asks, “Why not?” Over and over, she sees the question unlock progress in new and exciting approaches for the infrastructure industry. The three experts hold a candid discussion about impostor syndrome and women in leadership, the superiority of alliance projects, and the importance of transparency on all sides of a major programme. They call out the danger of blindly following rigid structures and the shifting of the status quo as the Canadian infrastructure industry dives into ever larger and more ambitious projects. Throughout it all, Marcia champions a new understanding of steering the ship, and all the assets that come along with “leading like a woman.” Key takeaways * The relationship-building and human connection that underpin infrastructure delivery success; * How transparency drives success, however varied a team’s expertise and experience;  * Why incentivizing on-the-ground solutions and cooperation outweighs claims that stall progress at every turn; * The importance of updated governance and project-wide empowerment on the owner side of collaborative contracts; * What’s poised to change for women in infrastructure leadership. Quote * “Challenging our own biases of the things that we know and the things that we don’t know is part of challenging the status quo.” - Marcia Medrano The conversation doesn’t stop here—connect and converse with our community via LinkedIn: * Navigating Major Programmes, Season 2 Episode 6 with Lawrence Rowland: https://navigatingmajorprogrammes.transistor.fm/s2/23 [https://navigatingmajorprogrammes.transistor.fm/s2/23]  * Follow Navigating Major Programmes: https://www.linkedin.com/company/navigating-major-programmes/ [https://www.linkedin.com/company/navigating-major-programmes/] * Read Riccardo’s latest at www.riccardocosentino.com [http://www.riccardocosentino.com] * Follow Riccardo Cosentino: https://www.linkedin.com/in/cosentinoriccardo/ [https://www.linkedin.com/in/cosentinoriccardo/] * Follow Marcia Medrano: https://www.linkedin.com/in/marcia-medrano-34a2962a/ [https://www.linkedin.com/in/marcia-medrano-34a2962a/]

Adapting to the Next Wave of AI in Major Project Management with Lawrence Rowland

How is AI poised to transform our workflows and working relationships in the coming months and years? There’s no question that large language models have had an enormous impact on our lives—and most of us have barely scratches the surface of what is possible with these powerful tools. In this episode, Lawrence Rowland joins Riccardo to unpack all that’s changed since his last appearance on the podcast in 2024. Lawrence is a veteran of project management with a laser focus on AI transformation and strategy. Together, he and Riccardo explore numerous angles of working with these inhuman (but increasingly capable) agents on everything from research to reporting to improving coworker interaction. The conversation stays grounded in practice: the pair drills down on the massive shifts in AI in merely months, why token budgets matter, and the growing ability of programs to self-prompt and think outside the boxes of our requests. Lawrence shares the fascinating way he uses AI—to synthesize methodologies, generate playbooks, pressure-test thinking, and reveal tacit insights missing from current project narratives. The two AI buffs also confront the human side of the transition, including where accountability falls when work is partially automated and what “transformative AI” might mean for careers and organizations. Less about hype and more about adaptation, Lawrence and Riccardo’s conversation hones in the theory on constraints. They remove the rose-tinted glasses and speak to redesigning workflows based on a practical, vital question: where is AI genuinely better, and where are humans still essential? Key Takeaways: * How agentic AI shifts work from prompting to task-level execution; * The reasoning capacity of AI tools based on token budgets and model capability; * The concept of underwriting in retaining human liability in AI-dominated work * How theory of constraints and bottleneck thinking helps decide what to automate vs keep human; * How AI can improve communication and project alignment by translating complex work for different audiences. Quote: * “Either you’re checking the AI or the AI is checking you, and getting used to that will set you up for the new economy.” - Lawrence Rowland The conversation doesn’t stop here—connect and converse with our community via LinkedIn: * Navigating Major Programmes, Season 2 Episode 6 with Lawrence Rowland: https://navigatingmajorprogrammes.transistor.fm/s2/23 [https://navigatingmajorprogrammes.transistor.fm/s2/23] * NBER “Economics of Transformative AI Workshop, Fall 2025”: https://www.nber.org/conferences/economics-transformative-ai-workshop-fall-2025 [https://www.nber.org/conferences/economics-transformative-ai-workshop-fall-2025] * arXiv “Some Simple Economics of AGI” by Christian Catalini, Xiang Hui, Jane Wu: https://arxiv.org/abs/2602.20946 [https://arxiv.org/abs/2602.20946] * SSRN PDF “Some Simple Economics of AGI”: https://papers.ssrn.com/sol3/Delivery.cfm/6298838.pdf?abstractid=6298838&mirid=1 [https://papers.ssrn.com/sol3/Delivery.cfm/6298838.pdf?abstractid=6298838&mirid=1] * Follow Navigating Major Programmes: https://www.linkedin.com/company/navigating-major-programmes/ [https://www.linkedin.com/company/navigating-major-programmes/] * Read Riccardo’s latest at www.riccardocosentino.com [http://www.riccardocosentino.com] * Follow Riccardo Cosentino: https://www.linkedin.com/in/cosentinoriccardo/ [https://www.linkedin.com/in/cosentinoriccardo/] * Follow Lawrence Rowland: https://www.linkedin.com/in/lawrencerowland/ [https://www.linkedin.com/in/lawrencerowland/]

Building Major Urban Transit Systems That Work with Ron Aitken

What can a long career in urban transit reveal about collaboration, contracts, and system integration? In this episode, Evgenia and Shormila guide a wide-ranging conversation with transit veteran Ron Aitken. The discussion ties together his nearly five decades of experience in Canadian and international infrastructure projects. Ron is an expert in what makes complex urban transit work: clarity of requirements, disciplined change control, and the relationships and experience on both sides of the contract. Examples from Vancouver and abroad illustrate the outcomes of effective collaboration, a concept that existed (and succeeded) long before it was being written into the alliance and collaborative contracts presently in vogue. Risk balance, project definition, and synergy have always impacted major programmes. The industry is evolving, and this conversation doesn’t shy away from exploring that. Owners are taking back certain systems integration responsibilities and accepting more risk. Interface and requirements management are becoming more essential, and the adoption of new AI tools is transforming scheduling and delivery across the board. Throughout their broad dialogue, Ron reinforces a simple but oft-overlooked fact: delivery models matter, but the culture and the people matter more. Key Takeaways: * Why procurement models don’t guarantee success; * How early automated transit programs forced teams to build delivery capability, not just technology; * Why trust and respect must be built quickly—and why experience on both sides of the contract is non-negotiable; * How systems integration drives risk in urban transit—and why “systems first” scheduling and access planning matters * The approaches that can mitigate and even abolish claims in major projects. Quote: * “I recommend to people just starting their career: get yourself a helmet and boots and find your way out onto the site” - Ron Aitken The conversation doesn’t stop here—connect and converse with our community via LinkedIn: * Follow Navigating Major Programmes: https://www.linkedin.com/company/navigating-major-programmes/ [https://www.linkedin.com/company/navigating-major-programmes/] * Read Riccardo’s latest at www.riccardocosentino.com [http://www.riccardocosentino.com] * Follow Shormila Chatterjee: https://www.linkedin.com/in/shormilac/ [https://www.linkedin.com/in/shormilac/] * Follow Evgenia Jilina: https://www.linkedin.com/in/ejilina/ [https://www.linkedin.com/in/ejilina/]  * Follow Ron Aitken: https://www.linkedin.com/in/ron-aitken-a9275468/ [https://www.linkedin.com/in/ron-aitken-a9275468/]

Beyond Price and Fairness: Rethinking Outcomes in Canadian Infrastructure Procurement

What would it take to prioritize major programme outcomes over more familiar factors like price and procedural fairness? This is the question posed by Peter Weltman, the guest host on this Uncharted Conversations episode. Peter notes that Canada’s infrastructure industry is struggling to maintain what it already has, much less build what it needs next. Iterating is likely to fail, so what are the alternatives? Co-hosts Shormila, David, Melissa, and Riccardo quickly surface the real tension: “outcomes” are often harder to define, measure, and defend than cost—and public procurement systems are deliberately built for political optics and to avoid the perception of discretionary decision-making. Together, the panel explores why technical merit often fails to meaningfully influence selection and why innovation tends to get squeezed out when projects are seen as fixed scope from the beginning. From there, the conversation widens beyond RFP mechanics into bigger levers: risk appetite for unsolicited proposals, whether Canada needs an “infrastructure venture fund” for ideas, and the value of portfolio thinking. Canada may not be ready to blow up the whole system. However, examples—including new financing entities and development-partner models—both within and beyond infrastructure highlight alternative pathways that are already emerging. Key Takeaways * The problem with reducing “value for money” to competitive pricing in major projects; * The difficulty in defining “outcome-based procurement” beyond cost; * How better technical discrimination can prevent price from dominating “best value” selections; * The potential for more rigorous schedule and delivery certainty evaluation through risk analysis; * How entities might catalyze more innovative deal structures than classic linear procurements. Quote: * “How do we create the incentives to build the capacity to do things in a more innovative way, realize more budget, more benefits?” - Peter Weltman The conversation doesn’t stop here—connect and converse with our community via LinkedIn: * Follow Navigating Major Programmes: https://www.linkedin.com/company/navigating-major-programmes/ [https://www.linkedin.com/company/navigating-major-programmes/] * Read Riccardo’s latest at www.riccardocosentino.com [http://www.riccardocosentino.com] * Follow Riccardo Cosentino: https://www.linkedin.com/in/cosentinoriccardo/ [https://www.linkedin.com/in/cosentinoriccardo/] * Follow Shormila Chatterjee: https://www.linkedin.com/in/shormilac/ [https://www.linkedin.com/in/shormilac/] * Follow Melissa Di Marco: https://www.linkedin.com/in/melissa-di-marco/ [https://www.linkedin.com/in/melissa-di-marco/] * Follow Peter Weltman: https://www.linkedin.com/in/peter-weltman/ [https://www.linkedin.com/in/peter-weltman/]