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How much can we really trust artificial intelligence, and what happens when we apply it without understanding its limitations? Rob Pattison, lawyer, former Infrastructure Ontario Vice President, and current contract consultant, has a wealth of educated opinions on the topic. He and Riccardo sit down to discuss the promises and pitfalls of probabilistic computing, and its implications for regulated professions. Rob’s legal mind questions the assumption that increasingly capable technology will necessarily produce better outcomes. Instead, he argues, we need to examine how these tools perform in real-world situations, where they outperform human judgment, and where the risks (and costs) of relying on them outweigh the benefits. This discussion explores the distinction between using AI to support professional work and allowing it to replace the expertise previously earned from decades of learning and doing. From legal research and document review to engineering calculations and infrastructure design, Rob and Riccardo consider how accountability changes when professionals rely on systems whose reasoning cannot be fully inspected. They also examine the difference between human and machine intelligence and the role of biases and intuition in decision-making. This conversation looks ahead, contemplating the long-term consequences of widespread AI adoption. Rob and Riccardo also question the economics and the incentives driving LLM promotion. Ultimately, this episode sees two industry experts challenge listeners to look beyond impressive outputs and consider what responsible AI use demands of the human at the keyboard. Key takeaways How probabilistic computing challenges conventional expectations of accuracy, reliability, and professional judgment;Why accountability and liability remain essential considerations when using AI in regulated professions;Whether AI's apparent intelligence comes from better reasoning or the ability to persist at tasks humans cannot;Why the economics, incentives, and long-term costs of AI deserve as much scrutiny as its technological capabilities;How widespread AI adoption could affect the development of domain knowledge and professional expertise in future generations.Quote “The universe isn’t governed by logic; the universe is ultimately governed by intuition.” - Rob Pattison 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/Read Riccardo’s latest at www.riccardocosentino.comFollow Riccardo Cosentino: https://www.linkedin.com/in/cosentinoriccardo/Follow Rob Pattison: https://www.linkedin.com/in/robsdoor/

When delivering major projects, from buildings to city-wide events, safety is always paramount. Dorit Mason knows this better than most. The Director Safety, Emergency and Environment Management at TransLink, Dorit’s 25-year career most recently culminated in Vancouver’s 2026 FIFA World Cup partnership. She brings a perspective rooted in planning for risk, uncertainty, and change. FIFA, though unique in many ways, is at its root a major programme, and there is much to be learned from its delivery. In her conversation with Evgenia and Riccardo, Dorit explores what happens behind the scenes when a public transportation agency prepares for an event of this scale. Planning began years in advance and required operational management on four major fronts: transit service, safety and security, communications, and logistics. Her team tackled internal coordination challenges while also continuing to deliver a positive experience for out-of-town fans and regular commuters alike. Every major project requires safety and emergency management. While specific hazards vary by location and project—from pandemics and earthquakes to motor vehicle incidents or safety risks—both dedicated response and general management teams require clear, rehearsed response structures. Dorit gives examples to highlight the value of operational readiness, relationship-building, and safety thinking throughout every project’s lifecycle. Ultimately, the conversation shows that successful emergency management—invisible if everything goes well—can only succeed with deep preparation, strong relationships, and a shared understanding of why the work matters. Key takeaways Why major events like FIFA are just another type of major programme;Why alignment depends on helping every part of the organization understand the project’s importance and their role in it;Why operational readiness requires project teams to consider the needs of everyone who will interact with the infrastructure throughout its lifecycle;The need for incorporating safety management from start to finish in every major programme;Why the proudest moments aren’t the showiest projects, and relationships are always at the centre.Quote “[Success] comes ​from … aligning [the project’s importance] ​with ​each ​of ​the ​different ​parts ​of ​the ​organization ​and ​showing ​what ​they ​contribute.” - Dorit Mason 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/Read Riccardo’s latest at www.riccardocosentino.comFollow Riccardo Cosentino: https://www.linkedin.com/in/cosentinoriccardo/Follow Evgenia Jilina: https://www.linkedin.com/in/ejilina/ Follow Dorit Mason: https://www.linkedin.com/in/dorit-mason/

How can planners and engineers design cities that are more comfortable for the people living in them? The answer to this complex question involves microclimate analysis, and Ali Katal has designed a program that could ease this process, just as more and more regions are adopting stricter guidelines around it. In this episode, Evgenia and Riccardo speak with Ali about his company, Planète GreenLeaves. The building and microclimate engineer and PhD graduate focuses on climate adaptation in cities, particularly the growing challenge of heatwaves, especially as extreme weather events become more frequent. The conversation explores how Ali moved from academic research into entrepreneurship, developing a platform that makes advanced microclimate simulations more accessible to planners, engineers, designers, and decision-makers. His tool models heat, wind, shade, energy, and other climate factors—all in one place—to help teams understand how design decisions affect outdoor comfort. A key focus is the Universal Thermal Climate Index, or UTCI, which measures how heat stress is actually experienced by the human body in specific environments. As Ali explains, the temperature someone feels on a street can be very different from the air temperature shown on a weather app. The innovative speakers also discuss the challenges of bringing climate modelling into real-world planning and infrastructure processes, the requirements of which are beginning to change. Toronto has introduced thermal comfort guidelines and other global cities, including Singapore and Saudi Arabia, are following suit. The episode also examines common misconceptions about heat mitigation, from tree planting to cool pavement, and why cities cannot rely on generic solutions. Ali stresses that for true transformation, cities and major project teams need better tools, clearer policies, and a stronger understanding of how design choices actually affect the people who live, work, and move through urban spaces. Key takeaways How extreme heat in Montreal led Ali from engineering research into climate-resilience entrepreneurship;Why the problem of outdoor comfort stretches beyond simple calculations of air temperature;The problem with common heat-mitigation solutions and one-size-fits-all approaches;The programming language and AI components of this innovative platform;The funding and start-up struggles and successes of a company with a fresh idea in a traditional infrastructure environment.Quote “[With a different tool] it took one month, two months to get the simulation results. I can say if they were using our tool, it could be done in one day.” - Ali Katal 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/Read Riccardo’s latest at www.riccardocosentino.comFollow Riccardo Cosentino: https://www.linkedin.com/in/cosentinoriccardo/Follow Evgenia Jilina: https://www.linkedin.com/in/ejilina/ Follow Ali Katal: https://www.linkedin.com/in/ali-katal-8a410746/

How do industry leaders shift their thinking to incorporate the long-term right from the start? Over her 20-year career, Radhika Anand has identified a persistent and concerning pattern in the infrastructure landscape: a lack of planning past the preliminary completion of projects. In her far-ranging work as an economist covering Asia-Pacific and India through to her most recent role as VP of Commercial Advisory and Strategy at Infrastructure Ontario — and now as Founder and Senior Advisor at The Foundation Stone — Radhika has explored finance, investment law, and infrastructure delivery from all sides of the field. She saw early on the potential of infrastructure to create dignity and access in developing countries. This led her to dive deep into how infrastructure decisions are actually made—the risk allocation, political and financial evaluation, and public/private interactions that shape whether an asset delivers long-term value. In her conversation with Evgenia, Radhika exposes and examines the oft-held view that public value and private profit are opposing forces. Drawing on her time evaluating companies in India and beyond, she argues that responsible commercial discipline is more common than many people think and can help create assets that are more durable, equitable, and useful over time. Rather than treating environmental, social, and community benefits as add-ons, Radhika makes the case for designing them into the asset from the beginning and continuing to monitor these essential considerations throughout the often decades-long life of every project. The industry experts discuss the truth about tradeoffs, the trap of over-customization, and effective operating models. Talking through transit payment systems, data centres, Indigenous participation, and AI adoption, Radhika returns to a central point: major projects need multidisciplinary leaders who can balance both short-term delivery pressure and long-term consequences. This episode challenges infrastructure leaders to ask better questions earlier, think across systems, and design assets for the full life of their value—not only for the moment of procurement. Key takeaways: The need for designing social, environmental, and community benefits into infrastructure assets from the beginning;Why public value and private profit can support and complement one another;When infrastructure “tradeoffs” turn out to be the result of weak due diligence, siloed decision-making, or contracts that do not preserve flexibility;How system-level thinking can help infrastructure investments work together instead of competing for resources;Why integrating all technology before implementing AI makes the difference between adding value and wasting capital.Quote “When we are building assets in silos, it locks people out and destroys capital.”  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/Read Riccardo’s latest at www.riccardocosentino.comFollow Evgenia Jilina: https://www.linkedin.com/in/ejilina/ Follow Radhika Anand: https://www.linkedin.com/in/radhikaanand9/

What balance of academic and in-practice education will turn out the best future infrastructure leaders? That’s what the team behind the Infrastructure Institute are discovering as they prepare to launch the inaugural Canadian Infrastructure Leadership Academy at the University of Toronto. Matti Siemiatycki is leading the charge, and he returns to the podcast to speak further about the inspiration and effort behind the program. In his conversation with Ricardo, Evgenia, and Shormila, Matti—a U of T professor of urban planning and Director of the Infrastructure Institute—discusses what’s missing in modern infrastructure delivery and what the Academy could mean for the future of an industry so vital to Canada’s continued growth. Matti reflects on years spent as the “coroner of infrastructure,” studying why major projects fail. Over time, he spotted recurring patterns: while individual project management issues matter, many failures point to broader gaps in leadership, organizational capacity, and the human side of delivery. Inspired by other professional offerings, like the Major Projects Leadership Academy in the UK, the Canadian program is designed for professionals with 10 to 15 years of experience who are ready to move into larger delivery roles. The program will combine academic insight with practical industry expertise, covering the commercial and business skills, as well as the conflict management, required to lead complex projects.  Keep listening to learn what it will take for the academy to create project management change, in practice, nationally. Matti also discusses why this is the perfect moment to explore and launch a program that focuses on behavioural and relationship best practices and seeks to change the culture of infrastructure delivery as a whole, through an academically rigorous, practically sound approach to creating major projects that succeed. Key takeaways: Why major project leadership requires more than technical expertise or on-the-job experience alone;How studying project failures reveals recurring gaps in leadership, organizational capacity, and delivery culture;What lessons successful projects like the Darlington Nuclear Generating Station can offer;What needs to happen around the Leadership Academy for it to help shift Canadian project delivery culture;Why future leaders need to learn from a combination of academics and industry experts.Quote “I’m becoming much more convinced that the individuals make a huge difference” - Matti Siemiatycki 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/Read Riccardo’s latest at www.riccardocosentino.comFollow Riccardo Cosentino: https://www.linkedin.com/in/cosentinoriccardo/Follow Shormila Chatterjee: https://www.linkedin.com/in/shormilac/Follow Evgenia Jilina: https://www.linkedin.com/in/ejilina/ Connect with Matti Siemiatycki: https://www.geography.utoronto.ca/people/directories/all-faculty/matti-siemiatycki   Learn more about the Leadership Academy: https://www.linkedin.com/company/infrastructure-institute/people/ Listen to NMP, episode 19, “The Human Pursuit of Infrastructure Delivery”: https://navigatingmajorprogrammes.transistor.fm/s2/19 Listen to NMP, episode 59, “Infrastructure Planning Meets Social Purpose”: https://navigatingmajorprogrammes.transistor.fm/s3/59 Listen to NMP, episode 66, “The Leadership Gap: Building Better Leaders for the Future of Canadian Infrastructure”: https://navigatingmajorprogrammes.transistor.fm/s3/66 Read “Anatomy of a unicorn: How systemic program management delivered a nuclear power plant on time and on budget”: https://www.sciencedirect.com/science/article/pii/S2214629625005067

What degree of career growth is possible when you remain with one company? If you’re asking Jenia Reynolds, an experienced Partnership Development Manager, the answer is, “a tremendous amount.” In this episode, Jenia joins Shormila and Evgenia to dive into a 17-year career well-paved with pivots, professional development, and promotions—all beneath BC Hydro’s sizeable umbrella. Starting out at the bottom, as a scheduler just out of business school, Jenia eschewed the project manager path (after receiving her PMP) to redirect her focus on the customer. Today, she recognizes the significance of that shift, that let her hone her love of outward-facing roles and embrace her people-person nature. Today, she focuses on helping new industrial partners understand their power needs, connection options, and the practical steps required to bring large projects online. The discussion explores what it looks like to pursue career growth through curiosity, internal movement, and upskilling, as well as learning what credentials—such as an MBA—are needed for the roles you want next and avidly pursuing those differentiators. You’ll also hear about the burgeoning AI footprint and limited innovation in the energy industry. As Shormila, Evgenia, and Jenia are all mothers of young children, the episode concludes with a candid discussion about working motherhood and rising up in the ranks as a woman in industries traditionally dominated by men. Key takeaways: Why energy demand and grid connection are becoming more important considerations for major industrial projects;How to build a successful, milestone-packed career with a single organization;What working motherhood and visible female leadership can teach us about confidence, resilience, and articulating your value;What is keeping the energy sector from leading the charge in technological innovation;How wildfire risk, AI, and changing industrial demand are shaping conversations in the utility sector.Quote “If you can articulate the value that you bring to the table with clarity and conviction, the right people will see you.” - Jenia Reynolds 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/Read Riccardo’s latest at www.riccardocosentino.comFollow Shormila Chatterjee: https://www.linkedin.com/in/shormilac/Follow Evgenia Jilina: https://www.linkedin.com/in/ejilina/ Follow Jenia Reynolds: https://www.linkedin.com/in/jenia-reynolds-6a26b15b/

How do expertise, experience, and expectation combine to make a Master Builder? Lecia Stewart is the founder and principle of The Stewart Group, a consulting firm with a large portfolio of successful major projects. In this episode, she dives into hard-won insights gleaned from more than three decades leading projects from the building, corporate, and government sides of Canadian rail infrastructure. Lecia’s career success can be traced to her unique understanding of the intersection between design, utilization, operations, governance, and delivery. Helping teams get unstuck by telling the truth and getting to the bottom of problems is Lecia’s bread and butter. She reflects on the difference between advising from outside an organization and trying to drive change from within, as well as how today’s major projects have become weighed down by fragmented accountability and excessive oversight. Human and cultural dimensions impact the success of major projects as much or more than the technical expertise on the ground. Lecia discusses the importance of political champions, the role of single-purpose entities, and why organizational culture determines whether the tools in a project team’s toolkit will work. She shares her experience as a woman and non-engineer in technical, male-dominated environments. She makes a strong case for building transferable social (aka “soft”) skills that span industry and subject matter; this kind of expertise is proven time and again to bring infrastructure projects to completion and meet the ever-elusive goal of “on time and on budget.” Key takeaways The need for consultants with experience and confidence to tell truth to power;Why infrastructure delivery has become more burdened by process, oversight, and diffused accountability;How leadership can “clear away the shopping carts” so project teams can do the work they were appointed to do;How political champions, single-purpose entities, and organizational culture shape project success;The impacts of focusing too heavily on gender disparity in the workforce.Quote “I’m focused on breaking down those needless barriers of time and process that get in the way from us being able to execute on the commitments that we’re asked to do.” - Lecia Stewart 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/Read Riccardo’s latest at www.riccardocosentino.comFollow Riccardo Cosentino: https://www.linkedin.com/in/cosentinoriccardo/Follow Shormila Chatterjee: https://www.linkedin.com/in/shormilac/Follow Evgenia Jilina: https://www.linkedin.com/in/ejilina/ Follow Lecia Stewart: https://www.linkedin.com/in/lecia-stewart-6b27b09/

How do you measure the impact of one small, industry-focused podcast? In this co-hosts-only episode, Riccardo and Evgenia step back from the usual format to consider what it means to be showrunners, why the conversations they’re leading matter, and how Navigating Major Programmes has evolved as a platform for public discussion in the infrastructure industry. Evgenia reflects on her journey from listener, to guest, to co-host and the anxieties and adjustments that come with sharing ideas publicly, engaging with knowledgeable guests, and gaining confidence in the perspectives she has developed over 15 years in the industry. The conversation explores the role of independent, not-for-profit platforms in a sector where large-scale sponsored events can limit the range of viewpoints being shared. Riccardo and Evgenia discuss whether the podcast has a large enough platform to make a difference and the impact of guest selection and frequency on audience growth. They also reflect on the challenge of scaling the podcast without compromising its independence. The hosts also make time to tackle the broader development of major project leadership in Canada. Riccardo shares the original impetus behind the podcast, which has since evolved into the Canadian Major Projects Leadership Academy at the University of Toronto. The industry experts acknowledge and break down the gap between technical infrastructure expertise and the demands of leading major and mega projects, where so-called “soft” skills become increasingly critical. Riccardo and Evgenia’s final consensus won’t surprise loyal listeners: Navigating Major Programmes is a forum for practical ideas, meaningful connections, and ongoing conversations that help shape the future of infrastructure delivery. Key Takeaways How hosting a podcast builds confidence in and validation for industry perspectives;The opportunity for independent platforms to create space for more diverse, real-world conversations about infrastructure;The potential of the new Canadian Infrastructure Leadership Academy to fill a sector-wide leadership and business operations gap;How organizations like the Future of Infrastructure Group (FIG) help turn conversations into action;The reasons behind the unique skill set required for major project management.Quote “FIG really turbocharged the amount of ground that can be covered by the initiative.” - Riccardo Cosentino 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/ Follow Riccardo Cosentino: https://www.linkedin.com/in/cosentinoriccardo/Read Riccardo’s latest at www.riccardocosentino.com  Follow Evgenia Jilina: https://www.linkedin.com/in/ejilina/ Learn more about the Future of Infrastructure Group: https://infrastructurelab.com/future-of-infrastructure-group/ Follow the Future of Infrastructure Group: https://ca.linkedin.com/company/future-of-infrastructure-groupStay informed about the upcoming Canadian Infrastructure Leadership Academy at U of T: https://infrastructureinstitute.ca/leadership-academy/

As Canada increasingly champions self-sufficiency, what does the future look like for dual-use technologies and the country’s defence manufacturing? Shormila and Evgenia go to the source to explore this timely question. Dina Tzirakos-Hawker is the Managing Director of Barrie’s Sandbox Centre, Ontario’s newest regional innovation centre. She is immersed in the country’s varied innovative pursuits and the policies and frameworks that both stymie and support it. Though new to the military industry, Dina has spent the last two years fervently learning from experts and devising her own innovative strategies for building bridges. Her goal: help companies with potential dual-use products understand what it actually takes to move from innovation to procurement in this complex, compliance-heavy sector. The conversation explores the difference between simply having technology with defence applications and building a company that is truly ready to operate in the space. Dina points to AI, quantum, advanced communications, and drone systems as having great potential, but also stresses the less glamorous realities that determine success: manufacturing capacity, testing sites, cybersecurity infrastructure, compliance, clearances, procurement knowledge, and long sales cycles. For founders, the opportunity is significant, but it requires strategy, sector knowledge, and a realistic understanding of the customer and process—knowledge often gatekept from burgeoning companies.  Through her conversations with all sides, Dina has identified a need for better coordination between government, industry, accelerators, municipalities, suppliers, and infrastructure partners. She explains the information-sharing concept behind a recent “Defence 101” event that filled a significant gap by offering more than 150 companies from around the world practical guidance on entering the sector. Dina sees this moment as both a massive opportunity and a major turning point for Canada, but dual-use innovation will not scale through technology alone. It will require collective support, practical infrastructure, patient capital, and a shared commitment to helping Canadian companies thrive in this self-sufficient future. Key Takeaways Why the “unsexy” side of defence tech—manufacturing, testing, compliance, cybersecurity, and infrastructure—matters so much;How Canada can create stronger on-ramps between innovation, procurement, and defence readiness;What roadblocks smaller suppliers may face when navigating long procurement cycles and thin margins;Why Canada’s defence innovation push may require both public support and private investment;How a collaborative “village mentality” can help Canadian companies thrive in a growing defence ecosystem.Quote:  “I don’t think we have a choice but to make this succeed. When you invest in your own defence capabilities…we almost make a recession-proofed business.” - Dina Tzirakos-Hawker 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/ Read Riccardo’s latest at www.riccardocosentino.com  Follow Shormila Chatterjee: https://www.linkedin.com/in/shormilac/Follow Evgenia Jilina: https://www.linkedin.com/in/ejilina/  Follow Dina Tzirakos-Hawker: https://www.linkedin.com/in/dinatzirakos/

What can market research reveal about Canadians’ true thoughts on infrastructure? When making decisions about lengthy construction projects, taking the public temperature is vital. But sometimes, it’s hard to know which questions to ask. In this episode, Shormila speaks with Oksana Kishchuk, VP of Insights at Abacus Data, about how market research can reveal the Canadian mindset—and what that means for major programmes, public policy, and infrastructure delivery.  After spending nearly a decade listening to Canadians across sectors, including resources, healthcare, education, and public affairs, Oksana is the ideal spokesperson for data collection: how it helps bridge the gab between decision-makers and voters by showing not only what people think, but why they think it. The conversation explores how the public’s priorities have shifted from the scarcity mindset of the pandemic to a present-day sense of precarity. Using Maslow’s Hierarchy of Needs as a lens, Oksana explains that most people are focused on financial security, rising costs, and instability in the wider world.  The research suggests Canadians agree, in general, about the problems, even though the impacts of those problems vary across generations. Now, they’re looking to their leaders for solutions that will stabilize our national foundation. This context impacts public views on everything from defence and pipelines to healthcare, energy, and long-term infrastructure projects, and it opens a unique opportunity for leaders in both government and infrastructure: prove you are listening to Canadians, and Canadians will place their trust in the stability solutions you present. Key Takeaways How market research helps leaders understand not just what Canadians think, but why they think it;What the voting public’s expectations of progress mean for governments and major project leaders;Why Canadians may be more open than usual to long-term, nation-building solutions;How public sentiment has changed around healthcare, defence, pipelines, and other major sectors;Why we need timely stakeholder communication, not just expert assumptions.Quote: “It’s a really great moment…the public is actually aligned in what I would say is a fairly rare opportunity to create nation-building, big projects.” - Oksana Kishchuk 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/ Follow Riccardo Cosentino: https://www.linkedin.com/in/cosentinoriccardo/ Read Riccardo’s latest at www.riccardocosentino.com  Follow Shormila Chatterjee: https://www.linkedin.com/in/shormilac/Follow Oksana Kishchuk: https://www.linkedin.com/in/oksanakishchuk/

How can an intentional career trajectory help you create your ideal job? In the thought leadership pieces he has published on LinkedIn for years, Riccardo Cosentino has been transparent about the hard work that has led to his success, as well as the burnout and failures along the way. This episode provides a peek behind the publishing curtain: Mikaila Kukurudza, who writes those well-read pieces based on conversations with Riccardo, takes her insightful interviewing process on the record. The probing behind-the-scenes conversation with Riccardo explores his recent transition into the role of SVP of Nuclear Financing at AtkinsRéalis. The two cover emerging opportunities—both cultivated and circumstantial—and shine a light on the way major programmes ties into the changing needs of this resurging industry. Riccardo reflects on why nuclear became the clear next step in his career and how the demands of financing these energy endeavours compare to transit projects. The conversation also goes beyond the technical to examine the personal questions underneath: how to learn at a senior level, how to create opportunities that did not previously exist in pursuit of purpose, and how to manage burnout. Riccardo is open about what this transition has taught him about motivation, leadership, failure, and returning to the kind of major programmes work that energizes him the most. Key Takeaways What makes financing nuclear projects different from financing other major infrastructure;Why nuclear power has re-entered the conversation around energy sovereignty and long-term infrastructure planning;Why creating your own opportunity can require curiosity, persistence, and a willingness to hit dead ends;How senior leaders continue learning when stepping into new industries or highly specialized roles;What the career roadmap can teach about leadership, empathy, and impact.Quote:  “All the things I’ve done since 2019…I was looking for a purpose." - Riccardo Cosentino 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/ Follow Riccardo Cosentino: https://www.linkedin.com/in/cosentinoriccardo/ Read Riccardo’s latest at www.riccardocosentino.com  Listen to Riccardo’s article on burnout: https://www.linkedin.com/pulse/grass-greener-riccardo-cosentino/ Follow Mikaila Kukurudza: https://www.linkedin.com/in/mikaila-kukurudza/

How do we finance nuclear power plants in Canada? In this episode, Riccardo applies his experience financing large infrastructure projects to a deep-dive discussion with Chris Keefer. The Toronto physician and the President of Canadians for Nuclear Energy has excellent questions about the renaissance of this energy source and the process of funding these vast, costly, and promising initiatives. Riccardo explains why nuclear has historically depended on sovereign balance sheets, public utilities, and government-backed financing—and why the long-tail construction risk of the sector makes private lenders wary. The conversation compares nuclear to other major infrastructure and energy assets, from hydroelectric projects and bridges to combined-cycle gas turbines. Along the way, Chris and Riccardo unpack key financing concepts and why construction certainty is such a major determinant of cost of capital. The discussion explores existing projects, such as Hinkley Point C, Sizewell C, the Thames Tideway Tunnel, and Ontario’s nuclear context to show how risk is assigned, priced, and sometimes pushed back onto governments or ratepayers. Ultimately, the episode highlights that there is no universally good or bad financing model. The right structure depends on policy objectives, owner capability, risk appetite, market conditions, and whether the project can attract private capital without driving up the long-term cost of electricity. For Ontario and other jurisdictions considering new nuclear, the central challenge is not simply whether to use public or private money, but how to bring the right capital into the project while keeping the cost of that capital low. Key takeaways Why public interest infrastructure often requires more than a simple public-versus-private financing debate The benefits of public-sector or sovereign-backed financing for nuclear projects;Why transferring risk to the private sector can make electricity more expensive;What select UK nuclear power plants reveal about different nuclear financing models;Why Ontario’s experienced nuclear owner position may shape how future projects are financed.Quote: “Project finance is asset-agnostic." -Riccardo CosentinoThe 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/Read Riccardo’s latest at www.riccardocosentino.comFollow Riccardo Cosentino: https://www.linkedin.com/in/cosentinoriccardo/Follow Chris Keefer: https://www.linkedin.com/in/chris-keefer-md-166a3698/

What does it take to excel as a systems leader in our rapidly changing modern landscape? Robert Siegel is the ideal guest to speak to this inquiry. The Stanford management professor, venture capitalist, and author of “The Systems Leader” joins Riccardo and Evgenia for a conversation about what our increasingly complex world requires of leaders and how these expectations tie in to major projects. Drawing on decades of experience across diverse fields, Robert explains why leaders today are requiring more varied skill sets than ever before to navigate the vast ecosystems they operate within.  Large infrastructure projects are an excellent example of complex adaptive systems, where leaders must manage technical delivery while staying alert to shifting stakeholders, market conditions, social expectations, and organizational pressures. From local and global dynamics to balancing ambition and stewardship, Robert outlines the cross-pressures facing individuals pursuing leadership in infrastructure and beyond.  Charging managers with continuous learning and the development of diverse traits, from gravitas to getting their hands dirty, Robert speaks to the leadership mindset and what may be a hard truth to swallow: accepting change and questioning how things have “always been done” are not nice-to-haves when it comes to leadership. Ultimately, he makes the case that leaders are defined by their ability to see the system, stay grounded under pressure, and remain adaptable within an ever-evolving future. Key takeaways: Why great leaders need breadth as well as depth—and what happens when specialists stay in their silos;The traits great leaders do and don’t possess;The five cross-pressures today’s leaders must navigate;Why systems leadership requires the courage to challenge the status quo;How and why leaders need to adjust their approach for younger generations and emerging technologies.Quote: “Whatever function you’re in or how senior you are, you’ll be able to be better at your job if you understand the issues of the broader system.” - Robert Siegel 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/Read Riccardo’s latest at www.riccardocosentino.comFollow Riccardo Cosentino: https://www.linkedin.com/in/cosentinoriccardo/Follow Evgenia Jilina: https://www.linkedin.com/in/ejilina/  Follow Robert Siegel: https://www.linkedin.com/in/robertesiegel/

Where does the infrastructure industry currently sit in the adoption of AI-driven technologies? In this episode of Uncharted Conversations, Shormila flips the tables on Riccardo to pick his brain about one of the most discussed—and most misunderstood—topics in the future of work today: artificial intelligence. A long-time watcher and learner on this innovative subject, Riccardo has followed the progress of AI for decades. Drawing on his well-rounded knowledge, Shormila guides an exploration of his perspectives on what AI actually means in practice for infrastructure and why the current hype often skips over the harder questions of value, cost, data, and implementation. As frustrating as they may be for those in the industry embracing AI, there are good reasons why infrastructure has been slower to adopt these technologies than other sectors. Riccardo points to a fragmented project-based environment, tight contractor margins, and limited reinvestment in digitalization. Most importantly, the industry suffers from a widespread lack of structured data, which AI systems need to be effective and efficient.  Rather than treating AI as either a job-killing threat or a guaranteed revolution, Riccardo upholds it as a tool—one with significant potential, but only when embedded thoughtfully into real processes. He talks through an intriguing AutoCAD parallel, uncertain economics, the limits of digital twins, and where infrastructure may see more practical value, such as scheduling and project analysis. AI may transform infrastructure one day, but only if the industry as a whole takes on the difficult work of digitalizing, structuring data, and integrating the ever-evolving roster of tools into industry-wide workflows. Key takeaways: The primary reasons the infrastructure industry is behind in AI adoption;How the AI of the early 2000s became the AI we know today;AutoCAD and AI: tools that change work, not overwrite it;Why AI value depends on truly structured data, not just more project information;Where AI holds the most promise for the future of infrastructure management and project delivery.Quote:  “Robotics is what the construction industry needs…and robotics is just not there.” - Riccardo Cosentino 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/Read Riccardo’s latest at www.riccardocosentino.comFollow Riccardo Cosentino: https://www.linkedin.com/in/cosentinoriccardo/Follow Shormila Chatterjee: https://www.linkedin.com/in/shormilac/

What is team coaching, and is it more than just an expensive, touchy-feely extra on major projects? How we behave and perform under pressure is one of the less visible parts of any infrastructure undertaking, but the fact remains: people and leaders are behind every aspect of every project. In this episode, Riccardo and Evgenia are joined by Christi Mertens, the founder of Invisible Discipline. Their probing conversation on human behaviour and how it impacts outcomes addresses the skepticism that so often surfaces when coaching is suggested. Major programmes bring together strangers from multiple organizations and expect timely success under the pressure of huge deliverables and billions of dollars, all despite different corporate cultures, incentives, habits, and assumptions. Drawing on her background in behavioural science, strategic planning, and organization team coaching, Christi’s work today focuses on project teams across the full lifecycle. From development and procurement through handover and asset management, she helps them understand and act on how the people around them actually communicate, collaborate, and follow through. Christi explains why motivation is not enough, and how team coaching helps build awareness at three levels: the individual, the team, and the broader operating system they are working within. The discussion doesn’t shy away from the industry’s ingrained resistance. It tackles why owners and project leaders often question the value of coaching, why vulnerability can be difficult for senior specialists, and why collaborative aims need discipline, habits, and tools to be realized. Before she’s done, Christi offers up practical advice for directors forming project bid teams for the first time. This episode highlights what is really behind projects that finish on time, on budget, and without a stack of hostile claims on file. Lasting success depends on reflection, feedback, alignment, and an intentional culture that helps people solve shared problems together. Key takeaways How team coaching works across the “me,” the “we,” and the broader project operating system;Why motivation is not enough without discipline, habits, and tools for changing behaviour;The difference between coaching short-term project and long-term organizational teams;Whether or not a true collaborative contract is required for successful collaboration;The risk and reality of trying to be part of a high-performance team.Quote: “Motivation doesn’t get you very far…Without discipline and habits and tools for changing behaviour, it’s really had to see follow-through.” -Christi Mertens The conversation doesn’t stop here—connect and converse with our community via LinkedIn: Riccardo’s spreadsheet “AI Startups in Engineering & Construction”: https://docs.google.com/spreadsheets/d/1TCvfRqqd1NzxgMhVoTMbKeL9bOp_1-mn/edit?usp=sharing&ouid=100654060211988607651&rtpof=true&sd=trueRiccardo’s LinkedIn Article “AI Startups in AE&C (Architectural, Engineering and Construction)”: https://www.linkedin.com/pulse/ai-startups-aec-architectural-engineering-riccardo-cosentino-bvhrc/Follow Navigating Major Programmes: https://www.linkedin.com/company/navigating-major-programmes/Read Riccardo’s latest at www.riccardocosentino.comFollow Riccardo Cosentino: https://www.linkedin.com/in/cosentinoriccardo/Follow Evgenia Jilina: https://www.linkedin.com/in/ejilina/  Follow Christi Mertens: https://www.linkedin.com/in/christi-mertens/