Share

Share this

Use the icons below to share this page with associates that you think would be interested in BST10.

Facebooktwittergoogle_pluslinkedinmail
Contact

Contact BST Global

""
1
First Name
Last Name
Job Title
Company
Message
0 /
Yes! I would like to receive occasional email updates about products, services, news, and events from:
By submitting this form, you are agreeing to the terms of our Privacy Policy. To learn more about how we protect and manage your submitted data, please visit our Privacy Policy.
Previous
Next
 


 Contact Us By Phone 

Nelson Ogunshakin

Nelson Ogunshakin


Nelson Ogunshakin is chief executive of the Association for Consultancy and Engineering (ACE) and has been responsible for the repositioning and strategic turnaround of ACE.  Before joining ACE, Nelson was Managing Director of AEO Group and has been Chairman since 2004.  He has previously worked in a number of executive-level positions with multidisciplinary consultancies WSP Group and High Point Rendel Group.  Nelson was responsible for the planning and execution of the Environmental Industries Commission and is also a past Chairman of Thomas Telford Ltd, the command arm of the Institution of Civil Engineers (ICE). In particular, Nelson has advised banks, asset management firms, financial institutions, concession companies, private developers, owners and operators, and federal and state governments on numerous commercial and financial transactions deals in the UK, Europe, Africa, Middle East, Asia and North America.  These have included construction, telecommunications, free trade zone development, mining, transportation, oil and gas, real estate and hospitality related investment projects. He is currently the Chairman of the Investment Committee on the ARM-Harith $250M Infrastructure Investment Funds for West Africa. Nelson has 30 years of experience in Engineering and Construction. He is a qualified Civil Engineer with a Bachelor’s Degree in Civil Engineering from Aston University, Master’s degree in Construction Management from Birmingham University, and MBA from Aston University. He is a fellow member of the Institution of Civil Engineering and holds certifications from Harvard and the INSEAD Business School Executive programmes.

The Future of Architecture and Engineering: A Q&A with ACE CEO Nelson Ogunshakin

Nelson Ogunshakin
NelsonOgunshakin
Chief Executive Officer
ACE
In an industry centered around innovation, the question always remains – what’s next? To help answer this, we’ve launched a series of blog posts exploring the past, present, and future trends in architecture, engineering, and environmental consultancies. Over the next few months, follow along with us as industry leaders share their thoughts. In this post we spoke to Nelson Ogunshakin, President and Chief Executive of the Association for Consultancy and Engineering (ACE) based out of London, United Kingdom. Nelson has 30 years of experience in engineering and construction. He has advised numerous organizations on commercial and financial transactions deals in the UK, Europe, Africa, Middle East, Asia, and North America.  He has extensive experience with construction, telecommunications, free trade zone development, mining, transportation, oil and gas, real estate, and hospitality related investment projects.   Q: What do you think is the most significant trend that will impact the future of the AEC industry in your region over the next 5 years? A: The use of Cloud technologies to facilitate remote working and increase flexibility in the working environment will have a major impact on the future of the AEC industry. Technology as a driver of change in working methods – for example, smart mobile phones – will also be significant.   Q: How do you see the current role of AEC firms shifting, what do you think is causing that shift, and how must AEC firms react to survive? A: Larger firms are better at understanding this technological imperator than mid-sized ones, while smaller ones are somewhat in denial. There is a consensus on the importance of BIM (Building Information Management) Systems. Still, the need for global operating platforms to deliver across different business landscapes will be critical to future success.    Q: Knowing what you know today, are there things you would or could have done differently to prepare for or react to the Global Financial Crisis of 2008? Are there things that you are doing differently now because of the GFC? How have you evolved your processes or policies post-GFC? A: More attention to global trends and a better understanding of the true impact of globalization would have helped to prepare for the GFC of 2008. A sharp re-adjustment in risk appraisal by the financial system was overdue, but the timing was hard to predict. Since the crisis? We work to diversify portfolio and service offerings, expand geographical reach, broaden market diversification, and use technology to gain competitive advantage.   Q: What is the biggest challenge you are currently tackling within your firm or association? A: Firms are integrating vertically and horizontally into fewer, but larger practices. Managing the wider strategic implications of this market consolidation is a major challenge. In addition, we are working to increase demand for high quality and competent engineers and consultants in emerging markets. We hope to establish social and economic infrastructure development programmes across these major growth markets.   Q: How has your office environment changed, and how is your firm continuing to evolve your workplace environment, procedures, and technologies, to accommodate the evolving demands of the incoming millennial workforce? What considerations and changes are you making regarding collaboration, efficiencies, work/life balance, technologies, etc.? A:  Our office environment now requires more agility and dynamism. Technology is a game changer. The use of newer technologies for communication, measurement, and relationship management lets us make decisions faster than ever. It also allows the flexibility to work from home or anywhere to complete projects/tasks without distraction. Today, it is necessary to be politically astute and aware of foreign markets. This knowledge helps predict trends and better deploy strategy. More and more, we involve members/clients in the development of future infrastructure research. This post is part of a question and answer series with global industry leaders on the future of the architecture, engineering, and environmental consulting industries.