Geoff Howe is Senior Vice President and District Manager, Toronto at PCL Construction, responsible for projects across the GTA and southwest Ontario. Raised in a family with deep wartime service — from RCAF flight instructors to logistics staff and a family connection to the Honourable Charles Gavan “Chubby” Power, Minister of National Defence for Air — Geoff’s interest in defence and security is rooted in that heritage. He holds post-secondary credentials in history and civil engineering and has built a career in the business and management of construction projects, driven by a passion for tangible progress and the lasting legacy buildings leave on our cities.
1. How did you start out in this industry and how has it brought you to where you are today?
My paternal grandfather was educated as an engineer and worked as a construction superintendent on landmark projects in and around Montreal and our nation’s capital. He also served as a flight instructor in Canada during WWII before being deployed to the UK where he flew Sunderlands out of Pembroke Dock in Wales spotting enemy subs. My paternal grandmother served in the Women’s Division (WD) of the RCAF stationed in London during WWII working on supply chain logistics for airplane parts. My Father’s great uncle was the Honourable Charles Gavan “Chubby” Power who served as the Minister of National Defence for Air during the war.
My Canadian heritage (and childhood upbringing and storytelling) has been one of service to this great nation which is why I take particular interest in defence and security. I pursued my post-secondary education in history and civil engineering and quickly had great interest in the business and management of construction projects. It interested me because of the tangible progress you get to witness when building something and the legacy you leave behind. I’ve been fortunate to work on incredible projects with great people, seeing vision come to life and redefining the landscape and skylines of our great cities.
2. What is your role at your organization today?
Senior vice president and district manager for PCL’s Toronto Office, which is responsible for the GTA and southwest Ontario.
3. What was your most challenging moment?
Personal loss aside, it is hard to recall the most challenging moment in my career. Rather, I think in our industry it is common to have seasons of high-frequency and compounding challenging moments which can be tough to manage. They’re tough for a couple of reasons. First, because you’re short of time, it can be stressful to properly consider all the factors of great decision-making and how they impact your people, your brand, your business and your clients. Secondly, you want to show up and do your best everyday which might mean that there is some collateral sacrifice to the discipline of your personal routine or family life or hobbies – I find my most challenging moments are when I’m feeling out of balance with all of the aforementioned facets of my life and when seasons of challenges are afront.
4. What was your A-HA moment or epiphany that you think will resonate most with our reader, tell us that story.
I find myself very lucky to be with PCL, an organization that supports and invests greatly in growth and development and fosters a culture of mobility. I’ve been fortunate to be considered for various roles and responsibilities in five major cities across Canada. My A-HA moment was the realization that being geographically mobile has the long-term potential to create a life-long and national network of friends, working partners, and relationships that can be very meaningful and influential. These experiences and friendships have changed my life for the positive in a meaningful way. I think it is easy to consider the immediate (and sometimes obvious) sacrifices of being mobile, rather than considering the long-term benefits. This was an A-HA moment I thankfully learned early in my career.
5. What is the one thing that has you most fired up today?
I’m particularly excited about the pending momentum for change in our great country and renewed resolve to protect our national sovereignty. I believe we live in one of the best countries in the World. Canada is worth safeguarding, and I’m excited to see our government make responsible commitments to protect and enhance our identity and economy. I think there is the potential for strong unifying themes to emerge and for the construction industry to play a key role in that exciting future for Canada.
6. What is the best advice you received?
The best advice I received was from a trusted friend and advisor who emphasized to me the importance of one-of-a-kind moments and ensuring that when those opportunities present themselves (and aren’t likely to materialize again), to lean-in and show up as you only get one chance to get it right. This applies to my personal life when I’m entertaining excuses to not be present for important events or life moments, and it also applies to business when those rare or unique opportunities materialize and there are competing priorities trying to distract you. The current opportunity for the construction industry to support Canada’s defence and security priorities is one of those unique opportunities.
7. What is a habit that contributes to your success?
One habit I practice and I remind myself about daily is the difference between true priorities and false urgency – if you have three important things to accomplish in the day, I’ve found myself more consistently productive (and successful) if I can achieve those day-in and day-out, and focus less on the false urgent items distracting you from those priorities.
8. What is your parting piece of advice?
Our world is in a much better place than it was in the past. Despite scary headlines specifically crafted to shock and draw you in, the world is improving in so many ways. There are so many avenues to find faults in people or oneself given the barrage of social media and information overload. However, finding the peace of mind to remind oneself of how amazing the world is, as are the people in it, and how you contribute to that in a meaningful way is advice that I would offer.
9. What people or organizations do you believe best embody the innovation mindset? (does not have to relate to the defence & security industry, can be related to your everyday life)
I feel blessed to be with PCL which is an industry leader in innovation. I find myself particularly interested in reading and learning more about individuals and organizations that are determined to challenge how things have been done and disrupt common practices for the purpose of advancement. I gravitate towards innovations in the technology, defense, healthcare, biomedical research and education sectors (above and beyond the construction industry).
If you’re lucky enough to have children, you’re reminded daily of how unique and creative our minds once were (and can be), and so I think my interest in following these success stories is helpful in how I want to raise my children (and prepare them for tomorrow) and to embrace and nurture their aptitude for creative thought. It truly is exciting and motivating when you hear or read about people who align their passion with finding a different or better way, have the resilience to see it through, and turn that into something that can improve the world, sometimes micro, sometimes macro.
QUESTIONS REGARDING THE ORGANIZATION
1. How is your organization changing the game within your industry sector?
Innovation and game-changing leadership have been ingrained in PCL’s DNA from humble beginnings in 1906 under the leadership of Ernie Poole; to becoming 100% employee owned in 1977; to the defining culture of passion, innovation and collaboration that – in partnership with our clients – has helped shape the unique fabric of Canada from coast to coast to coast.
Canada’s largest general contractor with deep expertise across buildings, industrial, and civil sectors, PCL brings together the right people, processes and technologies to deliver our country’s most complex defence and security infrastructure. Known for reliable on time on budget execution in high-security, time-critical environments, PCL has led numerous firsts including, for example, the Communications Security Establishment Canada (CSEC) Long-Term Accommodation Project in Ottawa, a Canada first combining high-security infrastructure with LEED® Gold sustainability.
PCL continues to drive innovation through Smart Construction technologies, advanced delivery models, and an accountable ownership culture that consistently exceeds client expectations. This leadership is evident in current defence projects like the Land Based Test Facility in Halifax and the Strategic Tanker Main Operating Base (East) in Trenton.
2. What are some of the biggest impediments to innovation in your industry sector?
Large construction projects involve many stakeholders, that – in addition to unique perspectives – typically have different priorities and incentives. This dynamic can lead to team fragmentation, poor communication, misaligned goals and resistance to change.
PCL has found that engaging integrated and collaborative project delivery methods, where all parties are brought to the table early as equals, creates the necessary ‘we are all in this together’ team culture that embraces unique perspectives and encourages innovative out-of-the-box thinking. This approach consistently delivers ‘best for project’ high-value solutions that that benefit all stakeholders, enabling the most cost-efficient execution on the tightest timelines.
3. How has innovation become engrained in your organization’s culture and how is it being optimized?
Innovation is embedded in PCL’s DNA from our Solution Provider culture and in-house awards program focused on thought leadership and knowledge sharing; to our in-house expert services group created to drive unique value and innovation through preconstruction design optimization; to our dedicated Integrated Construction Technology (ICT) division that – often in partnership with technology leaders – develops customized and proprietary software tools to facilitate resilient, high-security and mission-ready project delivery through real-time project management, data analytics, and digital modeling.
Also, in the realm of innovation, PCL has found that the DND-DCC Modified Design-Build project delivery model—similar to Progressive Design-Build—facilitates greater innovation on complex defence projects. Over the past decade, this Modified DB approach has fostered highly collaborative teams across DND, DCC, PCL, consultants, trades and experts, consistently delivering solutions beyond what is typical in public procurement.
4. What technologies, business models, and trends will drive the biggest changes in your industry over the next two years?
It’s an exciting time to be in construction. The influence of AI and the use of technology will only grow. Digital twins and BIM integration will provide better predictive maintenance and lifecycle planning; modular and prefab construction will enable rapid deployment to remote or strategic locations; AI and data analytics will optimize scheduling, resource allocation and risk management. Sustainability mandates will drive us towards targets aligned with Canada’s Greening Government Strategy. And new, collaborative delivery models will help us foster innovation and manage all this complexity.
In addition, the current, aggressive effort by the Government of Canada to deliver infrastructure to enhance Canada’s prosperity, national security, economic security and national defence through accelerated processes will undoubtedly create more impetus for innovative public procurement and change in the construction industry.
