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"Over the past decade, I've worked across various innovation and transformation roles, often being boxed into modern methods of construction (MMC). While this has been a major focus, earning my Management Consultancy Chartership this year reinforced that my skills and interests transcend this one area"

I'm Ron, Regional Director of Project and Programme Services here at AtkinsRéalis. Above all, I'm a problem solver passionate about driving transformational change in construction. Few sectors have our impact or opportunities for improvement. In this blog, I'll share how, through a secondment with the Infrastructure Projects Authority (IPA), I've been helping make construction projects smoother by tackling variability.

Tackling complex challenges in construction delivery

I enjoy solving complex socio-technical problems, even when they're not new. My work on MMC, for example, stemmed from the familiar question: "Why hasn't the construction sector adopted offsite methods at scale?" Over the years, I've taken a broad, agnostic approach—examining how the industry operates, from its structure to market demand. This holistic perspective has been crucial in my current work with the IPA, where I'm tackle variability in social infrastructure delivery.

So, why am I telling you this? Because in my work with the IPA, I'm deliberately steering clear of MMC and industrialized construction. While there's a connection, it's not the focus. Let me explain...

How reducing variability unlocks efficiency in social infrastructure

The traditional, project-focused approach to delivering social infrastructure often leads to constant reinvention, reducing productivity, increasing risk, and limiting outcomes improvements. The industry's structure and business models are built on this cycle. With growing demand, economic pressures, and supply chain constraints, we urgently need to unlock greater efficiencies by reducing unnecessary variability and waste while balancing portfolio efficiency and project flexibility.

Advocates for MMC (offsite production) often highlight how project-focused delivery and variability hinder the consistent demand needed for manufacturing supply chains to thrive. While this isn't the focus of my work, reducing unnecessary variability in social infrastructure delivery will likely help. Now, let's move on to the objective of my secondment.

Guiding government projects with structured frameworks

The Cabinet Office's Construction Playbook and the IPA's Transforming Infrastructure Performance Roadmap to 2030 emphasize reducing variability in delivery. They encourage public sector clients to publish long-term pipelines, standardize requirements, and strengthen supply chain relationships. However, embedding these principles into programmes needs additional structured support and practical tools for consistent implementation.

And that's the focus of my secondment: providing practical support and guiding the Government and its departments to remove unnecessary variability from social infrastructure delivery.

Developing tools to streamline capital delivery programmes

To support this objective, I've been working with a consultancy specializing in ESG and industrialized construction to develop a portfolio efficiency framework. This tool helps identify and reduce unnecessary variability in large capital delivery programmes by focusing on Data, Products, Processes, and Relationships. The Ministry of Justice (MoJ) has already tested a beta version on its 20k expansion programme, and I'll use it to support other departments during my secondment. While these are great examples of progress, there's still plenty of opportunity to be more deliberate, structured, and collaborative.

Collaboration and innovation to drive better outcomes

The framework also outlines the capabilities, activities, and processes clients need to proactively address variability, covering areas like demand analysis, governance, commercial strategy, and performance measurement. I'll work with colleagues across the IPA and industry to highlight guidance and identify knowledge gaps. I also hope this work will support the future goals of the National Infrastructure and Service Transformation Authority (NISTA), launching in the spring through the merger of the IPA and National Infrastructure Commission.

Opportunities to grow beyond your role at AtkinsRéalis

So, this is exciting and there's lots to do. Of course, I don't have all the answers, but I know I can always reach out to my many talented colleagues to lean on their expertise and help me build momentum. I love leading and working in an organization that gives me brilliant opportunities to expand my interests and make a real impact beyond my regular role.

Shape your leadership career around initiatives and goals that really make you tick. Browse these fantastic roles in Project and Programme Services.