Articles By This Author
In 2015, and with 25 years of experience in Construction Management, I had grown increasingly frustrated with the traditional approach to construction management and project delivery, and the associated thinking and mindset that was holding the sector back.
Planning problems in construction are accepted and primarily relate to management focus being on control; planning not conceived as a system design; crew level planning being neglected; planning system performance not measured.
I first came across the term ‘Lean’ when I was part of a team managing a €5 billion project for a leading international semiconductor company in 2013. I received my initial yellow belt training and the concept of ‘the Burning Platform’ was used to describe how the need for immediate change.
I am an independent lean coach and facilitator. I help design and construction teams improve the way they work. I “preach and practice” kanban, last planner and other lean methods, and support and mentor construction professionals on their “problem projects”.
I'm the Sustainability Director for COWI's International Business Line. We are an international engineering consultancy, and our Business Line focus on large and complex infrastructure projects and energy projects like offshore wind farms, Power to X, and Carbon Capture projects.
I am passionate about innovation and optimization in project management through Lean Construction (LC). I have more than 10 years of experience as a Lean Project and Program Manager from the client's side. As a result, I have successfully managed more than 60 building projects in 11 countries worth €100m.
My interests and commitment to research and innovation stayed strong, leading me to pursue a Master's degree (2020) in design and construction management with a specific focus on Lean principles, Visual Management, and digitalisation, under the guidance of Prof. Carlos Torres Formoso and Daniela Dietz Viana.