‘Harness intelligence to succeed in changing times’

Aurecon boss says mobilising creativity to deliver competitive advantage is the way to build successful and sustainable businesses

‘Harness intelligence to succeed in changing times’
Giam Swiegers


The speed of disruption facing infrastructure, property, construction and engineering companies is expected to grow and businesses need to learn how to adapt to the changing environment, acciording to infrastructure advisory firm Aurecon.

"Smart businesses in the energy, property and infrastructure sectors understand our world is changing and with it, the need to change leadership priorities, capabilities and work practices," global CEO Giam Swiegers says. 

"For Aurecon, this has meant focusing our workforce on quickly adapting and using smart technology or ‘infra tech’, exploring new ways of delivering mega projects, better managing the life cycle of existing major assets and of course upskilling our leadership and our talent across the globe as we prepare for a very different future. 

"The current wave of disruption is either a catalyst for a company’s downfall, or a clear call to harness its greatest brains to solve some of the biggest problems the world has ever seen.

"In future, those able to mobilise the creativity of a cross-disciplinary and cross-culturally diverse workforce in order to deliver competitive advantage will succeed in building globally successful and sustainable businesses."

The company was recently tapped to review South Australia's bridges after issues in Adelaide. 

Swiegers’ term as global CEO of the company was recently extended until February 2019, a move global chairman Teddy Daka says will help Aurecon "build a strong and sustainable business" in the coming years.

The company has also made two new executive appointments, with energy expert and former CSIRO executive director Dr Alex Wonhas being named MD energy and resources, and global infrastructure management expert Dr Abe Nezamian made Aurecon’s asset management global leader.

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