There’s never been a more dynamic time to work in infrastructure. Engineers today can be on-site in Riyadh one week and collaborating with teams in London or Sydney the next. As global investment in major infrastructure surges, expected to exceed $94 trillion USD by 2040, according to the Global Infrastructure Hub, the opportunity for cross-border delivery models has never been greater.
But success isn’t just about geography. It’s about relationships, adaptability, and putting the right people in the right place at the right time.
The engineering industry has changed. It’s no longer just about where you’re based, but how well you understand the nuances of each market. Knowing how to navigate local dynamics, manage risks, and build trust is what makes the difference between simply delivering a project, and making an impact.
At CJC Management, we’ve embraced this borderless way of working. We don’t just move people around; we move experience, relationships, and insight, drawing on a global network of professionals with deep local knowledge. Whether it’s in Sydney, Riyadh, or London, we make sure our clients get the best possible team for the job.
Global markets, local intelligence
Infrastructure investment is accelerating worldwide. Southeast Asia is undergoing rapid urbanisation, with ASEAN’s combined infrastructure needs projected to reach $3.1 trillion by 2030. In the Middle East, policy reforms and economic diversification are driving unprecedented development, projects like NEOM, and Qiddiya are redefining what’s possible. Meanwhile, countries like Australia and the UK are channelling funds into rail upgrades, energy transition, and defence infrastructure to meet long-term strategic goals.
But with growth comes complexity. It’s not enough to move talent around the globe, you need to move insight. Legal frameworks, cultural norms, procurement models, labour conditions, these vary widely between markets. Success depends on understanding the local landscape and being agile enough to respond to it.
Local context will define the success of global infrastructure delivery. Generic global frameworks won’t cut it anymore.
That’s why our teams are embedded across ANZ, the Middle East, Brazil, and beyond. We deliver tailored solutions that align with each region’s needs, regulations, and delivery models.
My own experience working across Europe, the Middle East, and Asia has shaped how I approach global business. It’s taught me that while engineering principles may be universal, delivery models are not.
"While engineering principles are universal, delivery models aren't. Success depends on local insight, adaptability, and the ability to connect across cultures,"
– Colin Calder, Group Managing Director
Take Saudi Arabia, for example. We opened our Riyadh office shortly after reforms allowed full foreign ownership of businesses, a move that enabled us to operate independently and build meaningful partnerships on the ground. From Qiddiya to NEOM, the opportunity to contribute to nation-defining infrastructure is immense, but it takes more than a contract to succeed. It takes presence. It takes trust.
Balancing design thinking with on-site experience
One of our biggest strengths at CJC is the way we blend perspectives. Many of us come from contractor backgrounds, and we understand the realities of delivering on site. That practical mindset means we’re always thinking about constructability, sequencing, and the real-world impact of decisions made at a desk.
I often joke that part of my role is balancing the “design nerds” with the “blokey site guys” and the “client suit and ties”, but it’s true. Good engineering comes from collaboration, not silos. And when your team shares a common language of lived project experience, that collaboration is easier, faster, and more effective.
In an industry where productivity gains have historically lagged other sectors, this collaborative, delivery-first mindset matters. According to the Australian Constructors Association, construction productivity has declined by 16.5% since the peak of the resources boom in 2014, with an estimated opportunity cost of $47 billion in FY2021 alone. Much of that hinges on smarter decision-making from concept through to completion. Tech where it counts. People where it matters most.
We employ digital tools where they add value; to collaborate, track, and streamline. From 3D visualisations and site digitisation to advanced BIM and digital engineering, we leverage technology to enhance project understanding, mitigate risks, and boost productivity throughout the entire project lifecycle.
But technology alone isn’t the answer.
Our success stems from the synergy of construction know-how, engineering precision, and practical experience. It’s our people, those who understand the market, navigate challenges, and possess the credibility to drive progress, that make the difference.
"What makes our work successful isn't [the] software, it's [the] people. The ones with the credibility, the context and the connections to get things moving,"
– Colin Calder, Group Managing Director
While the industry embraces digital transformation, we recognise that on-the-ground presence remains crucial. Having someone in Riyadh who understands the approvals process, or a contact in Texas with extensive federal project experience, can be pivotal.
By integrating digital construction services such as realistic animations, site digitisation, and advanced BIM and digital engineering into our projects, we provide clients with tailored solutions that address evolving infrastructure challenges.
This combination of innovative digital capabilities and real-world expertise allows us to drive smarter outcomes on complex infrastructure projects.
Looking ahead
As governments seek to plug infrastructure gaps, driven by climate goals, population growth, and ageing assets, the engineering sector is under increasing pressure to deliver smarter, faster, and more sustainably. The future of engineering is global, but not in a cookie-cutter way.
It’s about blending international best practices with local insight. It’s about building lasting relationships and knowing when to lead and when to listen. It’s about being flexible, responsive, and always thinking ahead.
At CJC Management, we’re focused on smart, sustainable growth. We continue to strengthen our base in Australia and the UK, deepen our engagement in the Middle East and North America, and keep a close eye on emerging opportunities in regions like Southeast Asia. By doing so, we’re making sure we can support our clients wherever they need us most.
"As our industry evolves, those who succeed will be the ones who connect the dots across borders, disciplines, and cultures,"
– Colin Calder, Group Managing Director
Closing insight
We’ve worked on some of the most ambitious and complex projects in some of the most challenging environments around the world, and one truth remains:
Engineering is easy. Understanding people, politics, and place, that’s the hard part. And that’s what great engineers learn to master.
That’s the future we’re building at CJC.
