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Hello and welcome to the IPM 
podcast. 

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Brought to you by the childhood 
body for the project profession 

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in 2022, a PM has been 
celebrating its 50th 

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Anniversary. 
So throughout the year apm's 

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chief executive Professor Adam 
bothersome has hosted a special 

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series of episodes reflecting. 
On both the past and future of 

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the project profession in this 
series. 

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Professor ball, Dustin has been 
in conversation with senior 

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leaders from the world of 
projects across industry and 

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government who have shared their
career Journeys and advice as 

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well as predictions for how the 
profession might evolve in this 

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episode Professor Burleson meets
Craig hatch, president at Tetra 

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Tech, UK Tetra Tech is a global 
technology environmental and 

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management consultancy with over
20,000 employees worldwide. 

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It's a pair discuss, the need 
for greater inclusivity in the 

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profession, the state of project
expertise at c-suite level and 

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the importance of delivering 
long-term value to communities 

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through projects. 
Well, good morning Craig and 

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thank you very much for joining 
us on the podcast today. 

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It's a real pleasure to have you
with us. 

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We've got a series of discussion
points for today really, but 

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let's start. 
I think by talking a little bit 

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about Tetra Tech and I wonder if
you could give us a bit of 

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background into Tetra Tech and 
explain what makes it unique may

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be compared with other project 
delivery organizations. 

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Ins that operate in the same 
space. 

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Good morning Adam. 
Thank you for that. 

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I say, it's a privilege to be 
here. 

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Tetra Tech is one of the world's
leading Global Technical 

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environmental and management 
consultancies, with 22,000 of 

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the smartest people on the 
planet who lead with science to 

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solve our clients complex 
problems. 

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The uniqueness of our business 
is that we're all we are led by 

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technical people who have 
developed through our company. 

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Our leadership are fully aligned
and Our business model, simple. 

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We focus on clients and projects
and developing great people to 

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deliver those great projects 
within the UK. 

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We can draw upon the Tetra Tech 
part of the business, but also 

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on our sister companies like 
Hawley Norman Disney and young 

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Tetra Tech International 
Development and we have 

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ambitious plans to further 
expand to become one of the UK 

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and Europe stock consultancies. 
Well I mean it's interesting to 

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put you in making about being 
led by science and being led by 

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technical expertise in the 
organization because one of the 

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things I often hear when I'm out
and about talking to people is 

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that the project profession is 
seen as a very technical 

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profession, but that the balance
between project profession has 

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been technical versus strategic 
is Shifting. 

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And I wondered whether you were 
seeing that at all in Tetra 

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Tech, Yeah, I mean when we refer
to leader with science it's 

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science in its biggest area, 
really yo, so science. 

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Overseeing everything. 
So everything that we do in our 

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Technical and management 
delivery is linked to the 

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science, is linked to having 
smart people in diverse ways. 

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So sometimes it's technical 
people, sometimes it's people 

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with broader P EQ skills that 
are able to sort of Help and 

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provide the the overarching 
management that's required to 

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deliver the complex projects 
that we, we have and our clients

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need delivering. 
Yeah, thank you. 

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And it's important that you make
about EQ, as well, but because I

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remember reading it was a report
from McKinsey about six months 

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ago and he talked about the two,
fastest growing areas of skills 

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development, that leaders were 
investing in. 

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And one of them was project 
management and the other one was

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emotional intelligence, which I 
thought was Quite interesting. 

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So, look in terms of the 
profession more broadly, what 

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would you say the main 
priorities and challenges faced 

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in the project profession I'm 
thinking particularly here in 

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terms of social mobility and the
and the reason I ask that is 

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because I've I often think about
the profession as a kind of 

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catalyst for social Mobility 
because you can almost come into

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it, any point in your kind of 
career Journey. 

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But that, but that diversity 
itself. 

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Adds value to project outcomes 
as well. 

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I'm just interested what you 
think the priorities and 

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challenges are in that context. 
I agree. 

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I any qualities. 
Remain a major factor in our 

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industry. 
In the project profession, we 

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need to ensure that everyone is 
given a chance to be part of our

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Organization, no matter the 
individual or social background,

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and where they enter equal and 
inclusive opportunities. 

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With strong, internal governance
for decision-making, using 

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diverse panels, and Equitable 
decision making, we have 

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targeted Recruitment and and 
build relationships across 

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schools, colleges further 
education and universities 

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across the varying demographics.
Not just the top performing 

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ones. 
And then once we have colleagues

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in our organization, we have 
targeted mentoring with the, we 

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have our own mentoring program 
along with good policies, that 

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sort of make it real live the 
values that we set. 

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Ensure that everyone could be 
their true self and best self at

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work and allow the development 
to occur. 

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And if we get that right, it 
means we have broader diversity 

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of thought, at all levels of our
business, that help us deliver 

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our projects in the right way. 
That sounds excellent. 

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And clearly there's a lot that 
you're doing there in terms of 

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both within your organization 
and through the partnership's 

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that you have. 
But what about when it comes to 

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the the places where your 
projects are actually taking 

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place in the communities that 
those projects are Taking place 

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in. 
How do you approach the 

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challenge their of delivery, in 
kind of real long-term value to 

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those communities. 
Yeah, that's that's really 

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important to our business model.
We are a global organization 

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with 450 offices, around the 
world, and a big part of what we

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try to do is provide value in 
the communities that we live and

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work. 
There's nothing more rewarding 

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for that are at the people. 
All business to deliver a great 

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project locally. 
So whilst we do make commitments

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through social value that public
procurement requires in tenders 

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and Frameworks. 
That's not the only measure that

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we make. 
We embed that in our values. 

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It's probably important to know 
the, whilst the pandemic has 

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accelerated. 
Flexible and agile working, 

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meaning teams can be better, 
connected remotely. 

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I think their remains value you 
and satisfaction in local teams 

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delivering successful. 
It's in the local community and 

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I guess being on the ground in a
local community, gives you a 

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real firsthand insight and 
experience are supposed to be 

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able to adapt up the project 
delivery to make sure it really 

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works those communities? 
Yeah, absolutely. 

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Yeah, okay. 
Brilliant sustainability then. 

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Because let's talk about that 
because this is something that I

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hear everywhere, everybody's 
talking about sustainability. 

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But what's interesting is, when 
you kind of I'm kind of peel the

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surface away of that 
conversation. 

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It means quite different things 
in different organizations. 

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So, for example, when I talk to 
those who are very heavily 

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involved in, just construction, 
for example, you know, they're 

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talking about Innovations, like 
green concrete and this type of 

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thing. 
But I know that Tetra sex work 

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is very broad. 
I'm really interested to 

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understand what sustainability 
means from a Tetra Tech context 

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and how that works 
sustainability is at the heart 

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of everything that That we do, 
we made our 2022 to 

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sustainability report that we 
released on Earth Day on April 

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22nd. 
We reaffirmed our commitment to 

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creating more resilient and 
sustainable communities. 

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The report includes new Baseline
sustainability, metrics for 2021

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interim targets for 20-25 and 
new goals for 2030. 

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And if you take it right back to
our company's initiation in 

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1966, I'll focus on 
sustainability began then and we

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continue to support clients to 
develop innovative solutions, 

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using our leading with sites 
approach, and that improves 

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lives worldwide. 
The environmental social, and 

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government government ESG 
principles. 

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We apply to our projects are 
reinforced our commitment to the

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UN Global impact and sites Bates
targets initiative in 2021. 

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We share the results of our 
first decade of sustainability 

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reporting with the even 
significantly beyond our 

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original aspirations and that 
continues to grow. 

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But we recognize this still work
to be done and we're pleased to 

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share our Baseline goals for a 
new decade of tracking for our 

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sustainability progress, we've 
established our Baseline 

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greenhouse gas emissions, scope 
1 and 2 and Target Productions 

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and report on these through a 
carbon reduction plan and we 

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made a big commitment. 
And you know what? 

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I talked about it being part of 
our ethos, we've committed to 

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improving the lives of 1 
billion. 

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People globally through the 
projects that involve 

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sustainable Water Supplies. 
Reducing carbon emissions, 

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generating neural energy, and 
supporting social, and 

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governance programs. 
We have a wide range of projects

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Fallen under the sustainability.
Banner things like greenhouse 

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gas reduction, strategies, 
sustainable, buildings and 

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infrastructure. 
Renewable energy projects flood 

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risk and release schemes Energy,
Efficiency, Management Systems, 

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ESG environmental due diligence 
and then in the UK, We've 

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specifically have examples of 
that. 

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So sustainability report in 
supporting for radioactive waste

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management team Regional Green 
Technology, scoping report for 

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invest Northern Ireland, 
hydrogen Hub, study for me 

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Denise, tantrum District Council
Darby. 

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Riverside, we're undertaking a 
flood alleviation project. 

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Led by Dolby city council 
partnership with the environment

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agency and we are appointed to 
design one, half kilometers of 

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flood, Defence to reduce 
flooding to the north of the 

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city. 
We have a large number of Priam 

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dhyryam and sequel assessments 
and our, high-performing 

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buildings group are involved in 
designing some of the planets, 

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greenest buildings. 
Well, I think just well really 

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the, the volume and complexity 
of the different work amount of 

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work that you're doing in that 
space is very significant and 

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the thing that really struck me 
there, as you were talking was 

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what you said about the about 
the kind of benefits realization

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piece. 
I think there's one was it 1 

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billion? 
People globally that you wanted 

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to make a difference for? 
Yeah, I don't our Target. 

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Yeah. 
You know, and it really just 

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shifts. 
The focus, doesn't it? 

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It's not just about we've 
delivered our project on time 

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and on budget. 
It's actually that long-term 

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benefits realization piece which
I really like. 

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As part of the focus that you've
got that. 

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Yeah. 
And we're measuring ourselves 

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against that Adam. 
It is something that we're 

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taking very seriously, and we're
measuring ourselves our progress

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on that. 
Yeah. 

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No, that's brilliant and let's 
talk about the c-suite. 

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I sometimes Grumble a bit about 
the c-suite and that's because 

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in some organizations, what I 
see is they've got really 

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capable project professionals 
kind of across the organization 

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and then I look at what's 
happening in the c-suite and you

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don't see that always 
replicated. 

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And so sometimes I see projects 
not being as effectively 

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delivered as they could be 
because there isn't that 

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sufficient knowledge and 
understanding at the c-suite 

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level. 
And I'm just interested to know 

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how significant the expertise is
that, you've got to see Suite 

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level in Tetra Tech book, do you
have any Reflections on my, my 

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grumbles? 
If you like more broadly about 

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the profession, Yeah, I think 
they're legitimate grumbles 

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Adam. 
But as previously mentioned, I 

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think quite uniquely for a 
company of our scale and breadth

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of our executive leadership 
across all our operations, 

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without exception are 
exclusively developed from 

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within people that have been 
through the business have 

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delivered projects and provided 
high-level technical delivery to

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our clients within my own UK 
operating unit. 

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I remain close to our project 
delivery through governance 

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reviews and the fair amount of 
time with project teams and we 

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have a weekly high-performing 
project management team meeting 

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for each area of the business. 
I'm joined on those by Tetra. 

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Tech chief engineer, dr. 
Bill Brownlee, from Pasadena, 

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who leads our company, project 
management Excellence 

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initiative, training our teams 
around the globe. 

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And I fully expect not just 
myself, but my team of managing 

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actors in each of our business 
units to understand their 

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projects efficiently to 
effectively incorporate the 

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role. 
That I know that's something 

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that APM promote is that of a CP
0 and to take that role on 

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within their area of the 
business. 

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Yeah well I'm really pleased you
mentioned that that kind of CPR 

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that the chief project office or
sometimes CTO Chief 

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transformation officer in some 
organizations as well. 

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I mean my sense of all of this 
is that if you were kind of 

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Designing a Ste sweet from 
scratch I do wonder whether some

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of the roles that are 
traditionally associated with 

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seats. 
We've let the CEO. 

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For example, would those roles 
really exist in a kind of in 

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this new world? 
I think they exist from being a,

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because of a legacy perspective 
situation, wouldn't anything 

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else but I do wonder whether 
that would that would change. 

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Okay? 
So yeah, that's that's a sweet. 

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It's a really, really 
interesting. 

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But one of the regular features 
of this podcast at Craig is that

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we get People who are obviously 
in really interesting and Senior

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roles like yourself and people 
always ask me how do these 

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people get to that point in 
their career. 

250
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It's not something you kind of 
can plan I guess right? 

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From the outset and say look I 
want to be the president of 

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Tetra Tech by 2022. 
Or you know, it, I guess there 

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are kind of decisions that you 
make along the way they've 

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gotten to that point. 
I wonder if you could tell us a 

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bit about your journey, how you 
discovered the project 

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profession and some of those 
early Career decisions that you 

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made, which were may be pivotal 
to getting you to this Stellar 

258
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position that you're in now. 
Yes, thank you definitely not a 

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plan although I'm pleased with 
the outcome. 

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I'm pleased with the way that 
things have worked their way 

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through. 
But like many of us at senior 

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levels in our profession, I've 
had a diverse journey to my 

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current role started. 
My career in a private practice 

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SME which vary between 25 and 40
people private partnership. 

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And I spent the first 15 years 
of my career in there and it'll 

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pass As sort of operations 
director for that business. 

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But you know, I started as a 
trainee qsr at the age of 19 

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before, also qualifying as a 
chartered building surveyor and 

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going it alone with my own 
private practice for a while for

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personal reasons. 
I then spent a few years working

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in technical management within 
the charitable sector something.

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I wanted to do for the greater 
good. 

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But then join the world of big 
multi-service consultancy around

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about Years ago, it's 20 years, 
in January, actually my work 

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over those 20 years, has 
involved a diverse combination 

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of projects and business 
management of major projects and

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programs across multiple. 
Sectors are really interesting 

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range of things that I've done 
and I managed to progress my 

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career. 
Sort of year-on-year through 

280
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that to the role that I'm 
currently doing when Tetra Tech 

281
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was acquired acquired wi Gene, 
2019. 

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I was part of the senior. 
Bishop team that came across 

283
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with W YG and I fitted the model
of operational leadership within

284
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Tetra Tech. 
You know, I'd come through 

285
00:16:32,300 --> 00:16:35,100
various grades. 
I joined a senior level and that

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00:16:35,100 --> 00:16:38,400
work my way through to managing 
director and that fitted the 

287
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model of operational leadership 
that we have in Tetra Tech 

288
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around the globe. 
I understand what we deliver and

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00:16:45,400 --> 00:16:50,600
therefore sort of fulfill the 
role of both CEO and so a CO o 

290
00:16:50,900 --> 00:16:53,600
in being close to what we 
actually operate, what we 

291
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deliver So and when test check 
acquired in 2019, I became Great

292
00:17:00,400 --> 00:17:05,000
Britain MD in 2020 and became UK
president in 2021. 

293
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Well, it's a very inspiring 
story and I'm sure I'm sure 

294
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people will take a lot away from
that. 

295
00:17:11,700 --> 00:17:15,099
And you've led me nicely on 
Craig to talk about leadership 

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00:17:15,599 --> 00:17:19,000
because one iíve been involved 
in this profession now for only 

297
00:17:19,599 --> 00:17:23,000
about 15 months. 
And one of the misconceptions 

298
00:17:23,000 --> 00:17:27,700
that I hear from those, Outside 
of the profession is they say 

299
00:17:27,700 --> 00:17:30,800
but you know projects isn't that
just good leadership? 

300
00:17:31,200 --> 00:17:33,400
You know is that not all? 
You need to lead a project good 

301
00:17:33,400 --> 00:17:36,100
leadership so I'm interested to 
know how you would Define good 

302
00:17:36,100 --> 00:17:38,800
project leadership. 
And do you think there's any 

303
00:17:38,800 --> 00:17:42,400
difference between the kind of 
leadership qualities required 

304
00:17:42,400 --> 00:17:45,500
for project leadership? 
And those required of leaders 

305
00:17:45,500 --> 00:17:53,300
can have more broadly Yeah, I've
always seen the good project 

306
00:17:53,300 --> 00:17:56,100
leaders have the same 
credentials as good leaders or 

307
00:17:56,100 --> 00:18:00,100
Business Leaders and we promote 
and support people that, you 

308
00:18:00,108 --> 00:18:03,800
know, show that strong project 
leadership. 

309
00:18:03,800 --> 00:18:06,100
And therefore they, they can 
become Business Leaders in our 

310
00:18:06,100 --> 00:18:09,400
business, because there are 
obvious synergies in skill, set 

311
00:18:09,400 --> 00:18:12,900
around EQ, which mentioned 
previously rather than purely 

312
00:18:12,900 --> 00:18:14,200
IQ. 
You know, everybody in our 

313
00:18:14,200 --> 00:18:18,600
business has a strong IQ, but at
two different levels, different 

314
00:18:18,800 --> 00:18:21,600
Disciplines the EQ becomes more 
important in that business 

315
00:18:21,600 --> 00:18:25,600
leadership but the key 
requirements I see around good 

316
00:18:25,600 --> 00:18:29,100
project leadership are the 
ability to manage complex 

317
00:18:29,100 --> 00:18:34,300
working and organizational 
environments mainly around that 

318
00:18:34,300 --> 00:18:39,100
you know the need to require the
management of change is the key 

319
00:18:39,100 --> 00:18:43,100
element and that's what I look 
for in a good project leader its

320
00:18:43,100 --> 00:18:45,200
Association for project 
management. 

321
00:18:45,200 --> 00:18:48,900
We know your most important 
project is your career but As a 

322
00:18:48,900 --> 00:18:52,400
project manager, it's not always
easy to make project me happen. 

323
00:18:52,600 --> 00:18:54,700
That's where our membership can 
help. 

324
00:18:55,000 --> 00:18:58,100
We offer exclusive training 
qualifications and learning 

325
00:18:58,100 --> 00:19:01,000
resources to keep your 
development on track. 

326
00:19:01,100 --> 00:19:05,000
Join our 35,000 members and 
become part of the only charted 

327
00:19:05,000 --> 00:19:07,100
membership body for the project 
profession. 

328
00:19:07,400 --> 00:19:11,000
Open up your future AT AP, m dot
org.uk. 

329
00:19:12,800 --> 00:19:18,400
Right so tractor check the 
significant size and scale of 

330
00:19:18,400 --> 00:19:22,400
operation that you're running 
and one of the challenges of 

331
00:19:22,400 --> 00:19:27,000
that of course is how you remain
kind of nimble and adaptive 

332
00:19:27,100 --> 00:19:29,800
particularly when the world is 
changing Pace. 

333
00:19:29,800 --> 00:19:32,200
If anything in the past few 
years of accelerated, the pace 

334
00:19:32,200 --> 00:19:34,900
of change of the kind of 
operating environment and the 

335
00:19:34,900 --> 00:19:38,700
trends and so on, how does Tetra
Tech can have make sure that it 

336
00:19:38,700 --> 00:19:42,500
stays ahead of the curve and and
ready to embrace. 

337
00:19:42,700 --> 00:19:47,600
That the water changes. 
As as operational leaders in our

338
00:19:47,600 --> 00:19:51,600
business, we all understand the 
importance of delivering quality

339
00:19:51,600 --> 00:19:53,700
products to our clients. 
That's our starting premise, 

340
00:19:53,700 --> 00:19:55,200
that's what we're about as a 
business. 

341
00:19:55,600 --> 00:19:59,000
And that means that we are in 
touch with what is required and 

342
00:19:59,000 --> 00:20:02,400
what is changing. 
We are encouraged to continue 

343
00:20:02,400 --> 00:20:05,300
our personal development through
coaching and training. 

344
00:20:06,100 --> 00:20:09,600
The pandemic was new for all of 
us, but as a business, we were 

345
00:20:09,600 --> 00:20:13,400
able to show our ability and 
Agility and making fast-moving 

346
00:20:13,400 --> 00:20:16,500
decisions that benefit. 
Fitted, our clients and our 

347
00:20:16,500 --> 00:20:20,500
colleagues. 
And since then the pace of 

348
00:20:20,500 --> 00:20:23,500
change, hasn't slowed down, it 
continues to accelerate. 

349
00:20:24,000 --> 00:20:27,100
We have a shortage of skills in 
some of our areas of work. 

350
00:20:28,000 --> 00:20:30,300
So, you know, we've looked to 
bring in industry-leading 

351
00:20:30,300 --> 00:20:34,100
flexible and agile, working 
Arrangements, parenting and 

352
00:20:34,100 --> 00:20:37,700
carers support menopause 
policies and many other ways of 

353
00:20:37,700 --> 00:20:41,200
solving that challenge to make 
as the employer of choice. 

354
00:20:41,200 --> 00:20:44,600
So we've had to move quickly to 
get people who want to come 

355
00:20:44,600 --> 00:20:46,700
into. 
Business for a career, not just 

356
00:20:46,700 --> 00:20:49,200
not just a job. 
So we keep people long-term. 

357
00:20:50,400 --> 00:20:54,000
It is a challenging environment,
geopolitics and UK politics are 

358
00:20:54,000 --> 00:20:57,200
challenging at the moment. 
But we look to ensure that we 

359
00:20:57,200 --> 00:21:00,600
are always looking forward. 
We spend the time to do that 

360
00:21:00,600 --> 00:21:03,200
investing in the right areas, 
which is predominately our 

361
00:21:03,200 --> 00:21:08,900
people and positively reacting 
to the changes required and the 

362
00:21:09,100 --> 00:21:11,100
the key kind of take away from 
me. 

363
00:21:11,100 --> 00:21:13,300
And all of that is you're being 
really proactive as an 

364
00:21:13,300 --> 00:21:14,700
organization. 
That's what it sounds like. 

365
00:21:14,800 --> 00:21:16,500
It's the rather than waiting for
things to happen. 

366
00:21:16,500 --> 00:21:19,000
You're really kind of pushing 
the boundaries, so what can we 

367
00:21:19,000 --> 00:21:22,500
do to to make sure we're ahead 
of the game with this and that 

368
00:21:22,500 --> 00:21:26,900
sounds brilliant? 
One of the things I hear when I 

369
00:21:26,908 --> 00:21:30,000
talk to are in a 500-plus 
corporate Partners, but we're 

370
00:21:30,000 --> 00:21:33,200
almost without exception, 
actually, is that there's a kind

371
00:21:33,200 --> 00:21:36,400
of War on Talent happening at 
the moment that, you know, there

372
00:21:36,400 --> 00:21:40,300
just aren't enough project 
management professionals out 

373
00:21:40,300 --> 00:21:44,400
there to meet the scale of 
demand for project delivery. 

374
00:21:44,900 --> 00:21:48,200
That exists. 
And, you know, I think you were 

375
00:21:48,200 --> 00:21:51,600
talking about 22,000 employees 
that are in your organization 

376
00:21:51,600 --> 00:21:54,800
and I wondered if you might say 
a little bit about how you, how 

377
00:21:54,800 --> 00:21:58,100
you go about recruiting, really 
high-quality talented, in that 

378
00:21:58,100 --> 00:22:02,500
kind of environment. 
Yeah, yeah. 

379
00:22:03,300 --> 00:22:07,700
Simply by concentrating on the 
Simplicity of our outwardly 

380
00:22:07,700 --> 00:22:09,800
complex business. 
So when I describe what we did, 

381
00:22:09,800 --> 00:22:14,300
it sounds really complex but 
everything we do revolves around

382
00:22:14,300 --> 00:22:16,900
delivering projects that solve 
our clients problems. 

383
00:22:17,200 --> 00:22:21,100
And to do that, we need great 
well-qualified project managers 

384
00:22:21,300 --> 00:22:25,800
alongside technical colleagues. 
So we look to work on the best 

385
00:22:25,800 --> 00:22:29,300
and most exciting projects that 
are aligned to our corporate. 

386
00:22:29,400 --> 00:22:33,700
Goals, we're continually looking
to diversify that portfolio of 

387
00:22:33,700 --> 00:22:37,500
Works to ensure RPMs can 
experience breadth and depth of 

388
00:22:37,500 --> 00:22:41,200
experience across many sectors 
and that attracts and retains 

389
00:22:41,200 --> 00:22:44,000
them in our business. 
Alongside that we have 

390
00:22:44,000 --> 00:22:47,300
engagement across industry 
through the a p.m. through 

391
00:22:47,300 --> 00:22:50,900
universities schools and other 
associations to drive interest 

392
00:22:51,000 --> 00:22:55,600
interest and showcase Tetra Tech
and the opportunities that we 

393
00:22:55,600 --> 00:22:59,300
have we're engaged through 
industry at events. 

394
00:22:59,500 --> 00:23:02,600
Thought leadership, but the best
outcome of all is ensuring. 

395
00:23:02,600 --> 00:23:05,200
We deliver good. 
High-quality work, delivering 

396
00:23:05,200 --> 00:23:08,100
valuable outcomes, which 
increases our reputation, that's

397
00:23:08,100 --> 00:23:12,200
how we will make sure that we 
ensure that pipeline of p.m. 

398
00:23:12,200 --> 00:23:14,000
Talent, you know, that makes 
sense. 

399
00:23:14,200 --> 00:23:17,000
And you kind of reference a 
little bit there about the kind 

400
00:23:17,000 --> 00:23:19,800
of development aspect of that 
one's that one's the project 

401
00:23:19,800 --> 00:23:24,200
managers are with you. 
You're obviously in in the 

402
00:23:24,200 --> 00:23:27,800
business of Kenneth multiple 
professions so you've got the 

403
00:23:27,800 --> 00:23:29,300
project management profession 
you. 

404
00:23:29,400 --> 00:23:32,200
And CIO be earlier on, you've 
obviously got you know, 

405
00:23:32,200 --> 00:23:35,200
technical people in terms of the
engineering space and 

406
00:23:35,200 --> 00:23:37,100
architecture space and 
everything else. 

407
00:23:37,400 --> 00:23:41,200
I mean how do you how do you 
balance the kind of development 

408
00:23:41,200 --> 00:23:43,600
of so many different areas and 
in particular? 

409
00:23:43,600 --> 00:23:46,500
What are your expectations as an
organization for the kinds of 

410
00:23:46,500 --> 00:23:51,200
qualifications and skills that 
your your colleagues need to 

411
00:23:51,200 --> 00:23:53,000
have a different point through 
their Journey? 

412
00:23:53,900 --> 00:23:57,300
Yeah, I think it's recognizing 
the differences that are 

413
00:23:57,300 --> 00:24:01,100
required so Sonia. 
We do that through targeted and 

414
00:24:01,100 --> 00:24:02,700
continued investment in our 
people. 

415
00:24:02,700 --> 00:24:07,700
That the only thing that we have
is people, so if we don't invest

416
00:24:07,700 --> 00:24:09,700
in their Mark, you know, our 
product will go down. 

417
00:24:09,700 --> 00:24:13,500
So we recognize that and invest 
heavily in our people. 

418
00:24:13,500 --> 00:24:16,100
Technical Excellence is really 
important. 

419
00:24:16,100 --> 00:24:19,300
Professional development. 
Underpins our people strategy, 

420
00:24:19,300 --> 00:24:23,000
we have a series of technical 
development, roadmaps built. 

421
00:24:23,000 --> 00:24:25,900
So each one of us Twenty-seven 
disciplines. 

422
00:24:26,500 --> 00:24:29,500
And this provides a clear 
demarcated route through the 

423
00:24:29,500 --> 00:24:32,700
grades, within our business 
aligned to professional bodies, 

424
00:24:32,700 --> 00:24:36,500
qualifications and a path to 
Charter ship and fellowship. 

425
00:24:37,400 --> 00:24:40,700
We have a business focused on 
strong project management. 

426
00:24:41,200 --> 00:24:46,600
Every one of our colleagues in 
all disciplines has a base level

427
00:24:46,600 --> 00:24:49,800
of project management training 
and those responsible for 

428
00:24:49,800 --> 00:24:53,100
leading projects have what we 
call level to project management

429
00:24:53,100 --> 00:24:55,300
training. 
That they undertake on a block. 

430
00:24:55,300 --> 00:24:58,900
Release course delivered by dr. 
Bill Brownlee are the chief 

431
00:24:58,900 --> 00:25:02,300
engineer along with other 
members of our UK Senior Team. 

432
00:25:03,400 --> 00:25:06,800
That's brilliant. 
I my, I look forward to the day 

433
00:25:06,800 --> 00:25:11,700
when we have youngsters who are 
not even in the profession yet. 

434
00:25:11,700 --> 00:25:14,300
And you know what I do for my 
career, what I really want to do

435
00:25:14,300 --> 00:25:17,400
is to become a chartered project
professional in the same way, 

436
00:25:17,400 --> 00:25:19,600
they would further chartered 
professions. 

437
00:25:19,600 --> 00:25:21,400
I think they'll be great when 
that happens. 

438
00:25:23,000 --> 00:25:24,500
But and talking about Young 
people. 

439
00:25:24,500 --> 00:25:27,600
Of course there will be those 
who are either. 

440
00:25:28,400 --> 00:25:30,900
Just just just left school and 
thinking about what they want to

441
00:25:30,900 --> 00:25:34,800
do or those who are career 
Changers, maybe and really 

442
00:25:34,800 --> 00:25:38,200
thinking about whether the 
project profession is a 

443
00:25:38,200 --> 00:25:42,000
profession for them and going on
that kind of career journey. 

444
00:25:42,400 --> 00:25:46,200
And what advice would you give 
for somebody who is thinking 

445
00:25:46,200 --> 00:25:48,800
about the profession and whether
it's right for them? 

446
00:25:50,700 --> 00:25:52,900
Yeah, it's a really interesting 
question. 

447
00:25:52,900 --> 00:26:02,100
Adam and young people. 
Aspire to be part of what they 

448
00:26:03,300 --> 00:26:05,800
were where they work and where 
they want to be. 

449
00:26:06,100 --> 00:26:09,800
And having started as a trainee 
myself, the equivalent, today's 

450
00:26:09,800 --> 00:26:14,000
apprentices I didn't really know
where my career would take me. 

451
00:26:14,900 --> 00:26:20,300
So my advice to anybody entering
our profession would be choose 

452
00:26:20,300 --> 00:26:23,600
the right path, but be flexible 
along the way that certainly 

453
00:26:23,600 --> 00:26:27,500
helped me. 
Always be honest and take 

454
00:26:27,500 --> 00:26:28,400
support. 
That is off. 

455
00:26:28,500 --> 00:26:31,400
Offered, you will be offered 
support along the way, make use 

456
00:26:31,400 --> 00:26:33,300
of that. 
People that have been there and 

457
00:26:33,308 --> 00:26:35,100
done it. 
You can take things from them, 

458
00:26:36,100 --> 00:26:39,700
work for an organization that 
shares your values and I think 

459
00:26:39,700 --> 00:26:44,000
the youngsters today, get that 
more than I did 30 odd years 

460
00:26:44,000 --> 00:26:47,000
ago, I think they want an 
organization that shares their 

461
00:26:47,000 --> 00:26:52,000
values that will make you 
happier at work and then talk 

462
00:26:52,000 --> 00:26:55,800
about sort of qualifications, 
you know I joined at 19 I follow

463
00:26:55,800 --> 00:26:58,000
through on commitments and 
qualifications. 

464
00:26:58,700 --> 00:27:00,400
Aim to be a chartered 
professional. 

465
00:27:00,400 --> 00:27:04,500
I think that, you know, that is 
the ultimate place in our 

466
00:27:04,700 --> 00:27:06,500
industry where we want people to
be. 

467
00:27:06,800 --> 00:27:09,000
I undertook a lot of my 
professional qualifications 

468
00:27:09,000 --> 00:27:12,100
whilst an employment and on 
although it was tough at the 

469
00:27:12,100 --> 00:27:14,600
time, I've always felt the value
of doing that. 

470
00:27:14,900 --> 00:27:19,500
So work hard, but be flexible 
and make the most of the 

471
00:27:19,508 --> 00:27:21,000
opportunities as they come 
along. 

472
00:27:21,800 --> 00:27:25,000
Some excellent advice that and I
really like the dimension of 

473
00:27:25,000 --> 00:27:28,200
apprenticeships there, as well. 
Because I think sometimes, 

474
00:27:28,900 --> 00:27:32,300
Oppressed people not everybody's
understood that apprenticeships 

475
00:27:32,300 --> 00:27:35,200
now are not the same as what an 
apprenticeship was 10 years ago.

476
00:27:35,200 --> 00:27:41,100
It's very, very different now 
and it is a genuine alternative.

477
00:27:41,100 --> 00:27:43,600
I think an alternative pathway 
into the profession in a way 

478
00:27:43,600 --> 00:27:47,000
that didn't exist before. 
So I'm really pleased that you 

479
00:27:47,000 --> 00:27:50,300
mentioned that great. 
So thank you for that, you know,

480
00:27:50,300 --> 00:27:53,300
talking back in the past and 
present that, you know, be it, 

481
00:27:53,300 --> 00:27:57,100
the project manager role, you 
know, has changed a lot if I 

482
00:27:57,108 --> 00:28:00,500
think about 50 years ago. 
Go to today and I just wondered 

483
00:28:00,500 --> 00:28:04,700
what you thought the most 
important skills and traits for 

484
00:28:04,700 --> 00:28:14,000
a modern project manager. 
Yeah, I think it's a difficult 

485
00:28:14,000 --> 00:28:17,800
combination to be a really great
project manager. 

486
00:28:17,800 --> 00:28:21,900
It's a combination of great 
organizational skills but 

487
00:28:21,900 --> 00:28:26,100
aligned with agility skills that
are not always compatible with 

488
00:28:26,100 --> 00:28:28,100
in people. 
But the best project managers 

489
00:28:28,100 --> 00:28:31,900
exhibit that you know a good 
project manager structured, but 

490
00:28:31,900 --> 00:28:38,600
able to flex and a key element 
also is inability to manage the 

491
00:28:38,700 --> 00:28:42,100
many different stakeholders that
you get on a major project. 

492
00:28:43,300 --> 00:28:46,200
Yeah, you know, Noah says it 
comes back to your complexity 

493
00:28:46,200 --> 00:28:49,200
Point again, doesn't it? 
You know the so many moving 

494
00:28:49,200 --> 00:28:54,600
parts now, it's it's not just 
the simple kind of, you know, 

495
00:28:54,600 --> 00:28:56,900
start to finish it. 
It does at the second of 

496
00:28:56,900 --> 00:28:59,900
bandwidth that's needed almost 
to, to take on some of these 

497
00:28:59,900 --> 00:29:04,600
roles. 
But what about it Edie? 

498
00:29:04,600 --> 00:29:07,200
And I so equality, diversity and
inclusion. 

499
00:29:07,400 --> 00:29:10,000
You've kind of referenced it 
several times to our 

500
00:29:10,000 --> 00:29:12,900
conversation today in terms of 
some of the work you've been 

501
00:29:13,100 --> 00:29:15,200
Internally. 
But I wanted for my to 

502
00:29:15,200 --> 00:29:20,600
specifically talk about the the 
representation of women and 

503
00:29:20,600 --> 00:29:23,300
minorities within the project 
Workforce because some of the 

504
00:29:23,300 --> 00:29:26,700
sectors that traditionally 
associated with the project 

505
00:29:26,700 --> 00:29:30,900
profession have been quite male 
dominated and not necessarily 

506
00:29:30,900 --> 00:29:34,800
ethnically diverse either. 
I think that is changing but I 

507
00:29:34,800 --> 00:29:38,700
wonder how Tetra Tech was 
approaching that that challenge 

508
00:29:40,000 --> 00:29:43,900
Yeah, so I mentioned when we're 
talking about young people about

509
00:29:43,900 --> 00:29:47,000
being aligned with the values of
a business and that was one of 

510
00:29:47,000 --> 00:29:50,400
the things that I noticed when I
first came into Tetra Tech is 

511
00:29:50,400 --> 00:29:56,300
that they are very strong in. 
We refer to it as D and I Dia 

512
00:29:56,300 --> 00:30:00,000
and so globally. 
We have a deai council with 

513
00:30:00,000 --> 00:30:07,200
various employee resource groups
to support women minorities in 

514
00:30:07,200 --> 00:30:09,300
our business. 
Because we want to have, as 

515
00:30:09,400 --> 00:30:13,900
Versus a Workforce as we can to 
get the benefit as a business to

516
00:30:13,900 --> 00:30:18,700
have the best people possible 
that we can have that deliver 

517
00:30:18,700 --> 00:30:20,200
our leading, the science 
approach. 

518
00:30:20,300 --> 00:30:26,000
So we've created a ERG groups 
for a send for our pan-Asian 

519
00:30:26,000 --> 00:30:28,300
colleagues, believe the black 
colleagues. 

520
00:30:28,500 --> 00:30:31,500
We've got our professional 
women's Network, we've got acute

521
00:30:31,500 --> 00:30:35,700
for veterans. 
That would that we have a strong

522
00:30:35,700 --> 00:30:37,600
element in our business, we have
Tetra. 

523
00:30:37,600 --> 00:30:42,300
Pride, we have voice Is for 
Latino and Hispanic colleagues. 

524
00:30:42,300 --> 00:30:47,000
And our latest Global glue group
with a disability Focus, which 

525
00:30:47,000 --> 00:30:50,400
we haven't named yet and it will
have a name in time and I'm 

526
00:30:50,400 --> 00:30:53,300
involved in the the launching of
that on a global basis. 

527
00:30:53,800 --> 00:30:57,500
And and within the UK, we have 
our own EDI team with subsets of

528
00:30:57,500 --> 00:31:00,100
the main ERG. 
And we have chairs of those 

529
00:31:00,100 --> 00:31:04,500
groups that feed into the Global
Group and they oversee a breadth

530
00:31:04,500 --> 00:31:07,700
of initiatives and awareness 
sessions within our UK 

531
00:31:07,700 --> 00:31:10,700
operation. 
We've set ourselves, a target of

532
00:31:10,700 --> 00:31:15,400
25% representation by 2025, 
across all areas of our 

533
00:31:15,400 --> 00:31:19,600
business, we have diverse panels
for decision-making in 

534
00:31:19,600 --> 00:31:24,200
Recruitment and c-suite 
decisions are made via the DIY 

535
00:31:24,200 --> 00:31:28,500
panel when whenever we can 
really but whenever necessary. 

536
00:31:29,400 --> 00:31:33,100
So, you know, as I say, I talked
about aligning values with who 

537
00:31:33,100 --> 00:31:35,900
you work for, you know, our 
commitment to EDI absolutely 

538
00:31:35,900 --> 00:31:39,300
aligned in my own values and the
commercial value that we get is 

539
00:31:39,400 --> 00:31:43,200
Diverse Workforce, who can all 
be safe to be their best selves 

540
00:31:43,200 --> 00:31:45,500
at work. 
Not that sounds brilliant. 

541
00:31:45,500 --> 00:31:48,900
One of the things I've been 
picking up on, is this shift 

542
00:31:49,000 --> 00:31:51,500
cultural shift? 
I suppose at described it as 

543
00:31:51,900 --> 00:31:55,800
which is, yes, inclusion is 
great, but belonging is better 

544
00:31:57,200 --> 00:32:02,000
and, and that sense of how do we
move kind of on from having 

545
00:32:03,100 --> 00:32:06,500
strategies and so on to help 
people feel included in the 

546
00:32:06,500 --> 00:32:09,200
workplace actually help, what, 
help helping people to feel that

547
00:32:09,200 --> 00:32:12,500
they They belong there and I 
think that's a really welcome 

548
00:32:12,500 --> 00:32:15,100
next stage in that kind of 
inclusion Journey. 

549
00:32:15,100 --> 00:32:17,300
If I think of it in that way, I 
don't do that. 

550
00:32:17,300 --> 00:32:19,900
Then if that's something you've 
heard anything about before. 

551
00:32:20,700 --> 00:32:22,400
Yeah. 
Absolutely resonates. 

552
00:32:22,400 --> 00:32:25,700
I've noted that I like the term 
belonging. 

553
00:32:25,700 --> 00:32:28,100
That's exactly what we're 
looking for for people within 

554
00:32:28,100 --> 00:32:30,400
our business. 
Yeah, I mean I can't claim the 

555
00:32:30,400 --> 00:32:32,900
credit for it myself, Craig. 
It's something I've been hearing

556
00:32:32,900 --> 00:32:36,600
about myself and about I think 
it's actually something that's 

557
00:32:36,600 --> 00:32:39,100
coming from the states. 
The u.s. 

558
00:32:39,800 --> 00:32:43,900
In terms of in terms of the the 
language there but also the 

559
00:32:43,900 --> 00:32:48,800
concept and I think it's a 
really helpful okay and final 

560
00:32:49,200 --> 00:32:52,600
part of our discussion now 
really but it really interested 

561
00:32:52,600 --> 00:32:56,200
to know a little bit more about 
the growing importance of data 

562
00:32:56,200 --> 00:32:59,800
analytics and artificial 
intelligence because that 

563
00:32:59,800 --> 00:33:02,800
transparency of Supply chains 
and how data is used 

564
00:33:02,800 --> 00:33:07,400
particularly at senior levels to
make strategic decisions on what

565
00:33:07,400 --> 00:33:10,900
are quite complex. 
And Abroad problems from, you 

566
00:33:10,908 --> 00:33:13,800
know project sorry from what 
you've talked about. 

567
00:33:14,100 --> 00:33:18,300
I'm just interested to know how 
Tetra Tech's use of data is 

568
00:33:18,300 --> 00:33:22,100
changing given the kind of 
growing role of AI. 

569
00:33:24,300 --> 00:33:29,600
Yeah, day trying to lytx is 
extremely important to senior 

570
00:33:29,700 --> 00:33:32,500
level decision-making. 
Absolutely fundamental. 

571
00:33:32,900 --> 00:33:38,000
It allows decision makers like 
myself to review live up to date

572
00:33:38,000 --> 00:33:41,900
project data, analyze 
performance across, various kpis

573
00:33:42,200 --> 00:33:45,500
and make informed decisions to 
assist our people projects. 

574
00:33:45,500 --> 00:33:50,900
And clients data is allowing us 
to see the ability to make 

575
00:33:50,900 --> 00:33:54,600
intervention sooner on 
Troublesome issues and Allowing 

576
00:33:54,600 --> 00:33:58,600
them to propagate and cause 
delay which in turn leads to 

577
00:33:58,600 --> 00:34:03,100
overspend or or other issues on 
a project relationship issues on

578
00:34:03,100 --> 00:34:07,700
a project data analytics and AI 
is allowing us to digitize our 

579
00:34:07,700 --> 00:34:11,400
systems building tools and 
processes that drive 

580
00:34:11,400 --> 00:34:15,100
efficiencies for our people 
doing things quicker and in turn

581
00:34:15,100 --> 00:34:17,699
driving, better margins for our 
projects, making us more 

582
00:34:17,699 --> 00:34:20,300
competitive and allowing our 
clients to deliver more 

583
00:34:20,300 --> 00:34:22,100
affordably. 
So passing that down through 

584
00:34:22,100 --> 00:34:26,000
clients with intent, Attack. 
We have a suite of Technologies 

585
00:34:26,000 --> 00:34:28,199
under our Banner of Tetra Tech 
Delta. 

586
00:34:29,000 --> 00:34:32,600
The premise behind this is 
implementing a global digital 

587
00:34:32,600 --> 00:34:37,400
differentiation strategy for our
services to move as ahead of 

588
00:34:37,600 --> 00:34:41,600
others in our industry, in the 
markets that we choose to work 

589
00:34:41,600 --> 00:34:44,199
in. 
No, no that's excellent. 

590
00:34:44,199 --> 00:34:46,900
And we haven't actually having a
conversation with somebody 

591
00:34:46,900 --> 00:34:53,400
yesterday about the importance 
of empathy for project 

592
00:34:53,400 --> 00:34:55,199
professionals and you You 
referred to it earlier on when 

593
00:34:55,199 --> 00:34:59,500
you were talking about the kind 
of EQ side of things and there 

594
00:34:59,500 --> 00:35:02,200
is no came up in the context of 
artificial intelligence as 

595
00:35:02,200 --> 00:35:05,600
people were saying look it 
doesn't matter how good a I get 

596
00:35:05,600 --> 00:35:10,100
it's never going to be as good 
as humans are as empathy which 

597
00:35:10,100 --> 00:35:13,400
you know it's probably a point 
for debate but by the point that

598
00:35:13,400 --> 00:35:17,100
was being made there was, you 
know we're always going to need 

599
00:35:17,100 --> 00:35:22,500
really high quality people to 
accompany whatever AI or data 

600
00:35:22,500 --> 00:35:25,400
that we've got and empathy. 
Is just one aspect of that which

601
00:35:25,400 --> 00:35:27,200
I thought was really interesting
observation. 

602
00:35:27,600 --> 00:35:29,600
Yeah, fully agree. 
Okay. 

603
00:35:29,600 --> 00:35:32,100
Well look, I think that brings 
us to the end of our discussion.

604
00:35:32,100 --> 00:35:36,000
Craig, I've really enjoyed the 
discussion and I hope those 

605
00:35:36,000 --> 00:35:39,300
listening of got some good 
insights now into into Tetra 

606
00:35:39,300 --> 00:35:41,300
Tech. 
I've certainly learned a lot. 

607
00:35:41,500 --> 00:35:44,700
So, you know, thank you very 
much for giving up your time 

608
00:35:44,700 --> 00:35:47,800
this morning and thank you to 
all of the project Professionals

609
00:35:47,800 --> 00:35:50,700
in your organization who are 
doing such a great job. 

610
00:35:51,000 --> 00:35:54,000
As you, as you say to help those
1 billion people. 

611
00:35:54,100 --> 00:35:57,700
Really benefit from projects and
thank you crave for today. 

612
00:35:58,100 --> 00:35:59,400
Thank you. 
Adam been a pleasure. 

613
00:36:04,200 --> 00:36:07,300
Thank you for listening to this 
episode of the APM podcast. 

614
00:36:07,500 --> 00:36:10,300
If you have any feedback or 
suggestions for topics, you'd 

615
00:36:10,300 --> 00:36:14,100
like to hear us discuss in the 
podcast, get in touch at a p.m. 

616
00:36:14,100 --> 00:36:19,300
podcast at think publishing. 
.Co.uk OPM, is the charter body 

617
00:36:19,300 --> 00:36:22,600
for the project profession. 
For more information visit a 

618
00:36:22,600 --> 00:36:24,300
p.m. 
Dot org.uk