What's the most unexpected resource management challenge that blindsided you, and how did you actually solve it?

Sandeep, during COVID, we were already dealing with severe supply-chain disruptions and labor shortages. What also completely caught us off guard was a major flooding event near one of our projects in British Columbia. Overnight, access routes were cut off, suppliers were shut down, and material lead times became essentially meaningless. The original project plan assumed delays but not a full breakdown of logistics and regional infrastructure.

Instead of reacting project by project, we took a more unconventional, system-level approach. We established a centralized construction and procurement hub, allowing us to bulk-purchase critical materials well in advance and store them centrally rather than relying on just-in-time delivery. This reduced our exposure to supplier volatility and gave us flexibility to reallocate materials quickly as priorities shifted across projects.

On the labor side, when external manpower dried up, we pivoted to hiring and developing local sub-trades rather than waiting for out-of-region crews who were impacted by travel restrictions. This wasn’t the fastest option initially, but it created more reliable capacity and stronger local partnerships that paid off over time.

Looking back, the biggest lesson wasn’t just about contingency planning but about changing the operating model entirely when the environment breaks the assumptions your plan is built on. We stopped trying to optimize individual schedules and focused instead on stabilizing the ecosystem around the projects. That shift made the difference between continuous disruption and controlled recovery.

Sandeep - good question. When I worked as a PM in the construction-adjacent industry, something that I didn't account for was the difference between contractors and employees who were unioned vs. not. There were clear rules because how we could complete RFPs, offer work, determine labour hours, etc. which made it for a very interesting project!

One challenge I once faced was the sudden resignation of a team member. It was painful and unsettling: this person was bright and capable, a clear and promising plan of activities was in place, and we shared many common aspects that made me feel close.

Looking back, I did not manage it well, and I still regret not having seen some of the signs or even considering this as a possibility. I was focused on plans, deliverables, and outcomes, and underestimated what was happening beneath the surface. What I learned — and it’s a hard one — is that people often don’t resign because of the project itself, but because of their n+1.

Since then, I try to be attentive to what people say, and just as importantly, to what they don’t say.