Investment in rail infrastructure continues to grow as governments prioritise sustainable transport, freight efficiency, and regional connectivity. 

However, delivering these outcomes relies on more than funding, it requires coordinated execution across large, multi-package programs. 

High speed rail programs represent some of the most complex infrastructure initiatives undertaken by governments. Spanning multiple years, stakeholders, and delivery packages, these programs require more than engineering capability, they demand structured governance that enables coordinated delivery at scale. 

The Bluff Bridge upgrade in the Clarence Valley represents more than a new structure across the Orara River, it strengthens a critical regional connection relied upon by local communities, freight operators and emergency services.

Thanks to Borger Cranes, we’re pleased to share behind-the-scenes footage of the complex girder lifts that brought the new bridge structure into place.

Aligning leaders. Shaping what’s next.

Early in February, CJC leaders and emerging leaders came together for our 2026 Leadership Day, which was a dedicated opportunity to step back from day-to-day delivery and focus on alignment, culture and leadership impact.

As CJC continues to grow, maintaining clarity of direction and consistency of leadership is essential. Leadership Day provides space for open discussion, shared learning and strategic reflection across the business.

A Focus on Direction and Capability

The day combined strategic thinking with practical leadership conversations, covering:

• Vision and future direction
• Strengthening and maintaining a healthy pipeline
• Leveraging data and systems to support informed decision-making
• Business development in 2026
• People leadership and collaboration

Rather than concentrating on operational detail, the sessions focused on leadership behaviours, decision-making and the broader responsibilities that come with growing a resilient and future-ready organisation.

When Luke McMahon left Scotland for Australia, he wasn’t chasing the sun, he was looking for challenge, variety, and a chance to grow. 

Now based in Brisbane with CJC, Luke has joined a team known for tackling complex civil and infrastructure projects across Australia and he’s relishing the opportunity to contribute to that work while learning the nuances of engineering in a new country. 

From Curiosity to Career 

Luke’s interest in engineering began with a love of maths, physics, and problem-solving. His early experience spanned rail, bridges, and highways, working across technical design, optioneering, and project management. He quickly developed a balanced skill set, combining technical expertise with the communication and collaboration skills essential in multi-disciplinary environments. 

During his time with CaSE UK, Luke worked on some technically demanding projects, including the Coire Glas Enabling Works Design, delivered to 50% completion, and the Cotton Tree Lane Temporary Works package. 

He credits these projects, and the mentorship of senior engineers like Colin Henderson, Managing Director of CaSE UK and Calum Henderson, General Manager of CaSE UK, for helping him refine his approach to design and project delivery. 

“The best part of working with great people is learning from their different approaches to problem solving,” he says. “Those experiences really shape the way I think as an engineer.” 

A Global Move, A New Chapter Down Under 

Luke’s move to Australia came through a long-standing connection with Colin Calder, whom he met years earlier in Aberdeen. After completing his studies and building industry experience, Luke reached out to discuss the idea of working in Australia – and the rest followed naturally. 

Before relocating, Luke spent six months with the CaSE team in the UK, completing the Coire Glas project. That period provided valuable experience and gave him insight into the collaboration that defines the broader CABER Group. 

Now part of CJC in Brisbane, Luke is settling into life in Queensland, discovering the city’s subtropical rhythm and adapting to its engineering environment. “I didn’t know exactly what to expect before I came out,” he says, “but I’m keen to experience all the city and the projects here have to offer.” 

What It Signals for Civil Engineering in Australia 

Brisbane’s newly opened 213-metre Adelaide Street transport tunnel is the culmination of years of planning, funding, and technical challenge. But beyond its immediate function, routing up to 1,400 daily bus and metro services to ease CBD congestion, it’s a bellwether for how cities and engineering firms will work in the decade ahead. 

A Strategic Move, Not Just a Tunnel 

This tunnel is a critical final piece in Brisbane’s Metro scheme, linking the Inner Northern and Southeastern busways through North Quay and King George Square. As the inner city faces increasing density and climate risks, it offers both redundancy (for disruptions) and capacity. Upgrades to adjacent stations, UQ Lakes, Cultural Centre, King George Square, help future-proof the broader network. 

For civic planners and infrastructure clients, the Adelaide Street tunnel is a transport infrastructure and an investment in urban liveability, system resilience, and adaptability. 

What It Demands from Engineering Teams 

Tunnels aren’t new, but doing them in an active, congested CBD with tight site constraints is. 

Key demands include: 

• Interface coordination: integrating station works, utilities, and busway connections 

• Phasing and staging: keeping surface transport functioning during works 

• Urban design sensitivity: portal locations, station entries, public realm integration 

• Systems integration: signalling, ventilation, safety systems must all interlock smoothly 

How civil engineering delivery can keep pace 

Saudi Arabia’s Public Investment Fund (PIF) has recorded an $8bn write-down across its domestic giga-projects, including NEOM. The adjustment reflects schedule pressure, scope shifts and cost inflation. For project owners and contractors, it’s a signal to tighten delivery discipline, without losing sight of the strategic outcomes these programmes were designed to achieve.

When Sam joined CJC, she brought with her valuable experience in tendering for construction project management, along with fresh eyes and an eagerness to deepen her understanding of our complex industry. She stepped into a role that challenged her to blend technical precision with creative strategy, and found a team environment that embraced both.

As a Business Development Coordinator, Sam plays a key role in how CJC communicates its value across major infrastructure sectors including airports, ports, rail, and international projects. Based in Sydney, she’s part of a fast-moving business with a strong national and global footprint, and her work is embedded in projects that matter to people’s lives. 

Working Across Business Units 

At CJC, no two days are the same. “You have to mentally compartmentalise between different parts of the business,” Sam explains. With multiple business units across CJC and expanding international teams in Australia, the UAE, Saudi Arabia, the UK, Europe, and New Zealand, her role demands constant strategic adaptation. Sam helps translate team insights into compelling client proposals and presentations. She thrives on hearing technical experts talk passionately about their work and then shaping those ideas into solutions for government and industry. 

The Human Side of Engineering 

One of Sam’s biggest surprises has been the culture. “I expected a more traditional corporate structure but was surprised by the culture; the openness and generosity of CJC’s leadership is something you don’t often see elsewhere.” she says. The openness and trust in others from the Leadership team, with mention to Craig Stoddart, Michael Eager, Colin Calder, and Pushpa Nadanapatham, as well as Orla O’Sullivan, Business Development Manager, have shaped a workplace culture that defies typical industry norms. 

It’s not just the technical challenges that matter, it’s the impact. A site visit to an integral project in rural NSW, Australia, made that clear. Seeing how a deteriorating road created dangerous conditions for residents and essential services reinforced the importance of infrastructure decisions. “You see how something that seems small like a road failure can affect a whole community’s safety and access,” she reflects. 

Sharpening Skills and Growing with the Business 

In her role, Sam relies heavily on communication, time management, and coordination – soft skills that are critical in an industry that requires precision. “You need to make sure you’re constantly asking the right questions,” she explains. “My job is to blend technical capability with creative direction.” 

She’s played a crucial role in rebuilding CJC’s tender process from the ground up; rethinking how the business approaches opportunities, introducing structured pre-bid meeting strategies, and developing presentation materials. It’s a space she finds energising: “It’s rewarding to help shape something from the ground up and see the impact it has.” 

Her proudest moment so far is helping to win a consequential project in Dubai for CJC. “I supported the proposal, built the presentation deck, etc… and we got it,” she says. The project, whose details we cannot yet elaborate on, was outside the team’s usual scope, but certainly within our capability. That first project has since opened the door to rapid growth in the Middle East, “more than tripling our team there in six months.” 

Looking Ahead 

Sam is also excited about the growing footprint in regional Australia. “Airports in remote and regional areas serve as much more than mere transport hubs; they’re links to emergency services and regional resilience,” she notes. 

Her role continues to evolve as the business scales. “CJC is at a pivotal and rapid growth point where everything we’re doing now will shape the next few years. It’s exciting to be part of that.” 

Sam’s journey underscores the importance of adaptability, culture, and collaboration. And in the world of civil engineering, where projects can affect entire communities, those traits are just as vital as any technical skill. 

If you’d like to be part of a company of experts which values skills beyond the technical, visit our careers page. 

Heathrow’s “shovel-ready” third runway plans mark a pivotal moment for UK infrastructure. The £21 billion proposal, part of a wider £50 billion investment, would reroute the M25, add 750 daily flights and boost capacity to 150 million passengers a year. Backed by major business groups and government, the project promises 100,000 jobs. Yet environmental groups and local authorities warn it clashes with the UK’s net-zero goals. 

This isn’t just about planes. It’s about balancing growth and sustainability. Is it possible to deliver large-scale infrastructure and still meet carbon targets? Could a stronger focus on low-carbon aviation fuels or more stringent noise-mitigation measures bridge the gap? 

We’d love to hear from fellow engineers and planners: what innovations or policy shifts would make you confident in backing Heathrow’s expansion? 

CJC Management is proud to announce its sponsorship of the Kings Rugby Club Colts team, marking a special connection between the business and grassroots sport.

The partnership holds particular significance for Group Managing Director Colin Calder, who once played for the very same club. Now, years later, the CJC logo features prominently on the team’s jerseys as part of our support for local talent and community development.