_________________________________________________________________________________________________ Lead Interview
initiative. Digital tools are embedded directly into project workflows to support coordination, decision making, and clear communication with clients and contractors.
We focus on consistent data structures, interoperability between disciplines, and giving teams access to live, reliable information. Technology is only adopted where it demonstrably improves outcomes. This ensures digital capability is genuinely embedded into how we work rather than sitting alongside it.
8. You’ ve worked on global landmark projects such as the Google HQ and Walmart Campus. What common threads or lessons stand out across projects of this scale and ambition? Projects of this scale are defined by clarity of ambition. In each case, the client had a strong long-term vision and was willing to invest early in design, testing, and innovation. That clarity sets the tone for the entire project and enables confident, well-informed decision making.
Another common thread is the integration of performance requirements beyond structural efficiency. Engineering must support adaptability, operational performance, and long-term resilience, which shifts the role of the engineer from problem solver to strategic advisor.
These projects also reinforce the importance of whole life thinking. Decisions are tested not just against cost and programme, but against longevity and flexibility. That perspective influences how you approach projects at every scale.
9. In an uncertain economic climate, how can consultancies and contractors maintain resilience and agility while still pushing for innovation? Resilient organisations balance strong governance with flexibility. Clear processes, financial discipline, and transparent communication provide stability, while empowering teams to innovate enables agility.
Diversifying project portfolios also helps, as does maintaining strong relationships with clients and supply chain partners. Early collaboration and shared risk management create resilience while still allowing innovation to flourish.
10. The industry is under pressure to decarbonise and deliver faster. Do current regulatory frameworks and procurement models support that ambition, or hold it back? The picture is mixed. Policy ambition is strong, but procurement often prioritises lowest cost over long-term value, creating tension for teams trying to deliver better environmental outcomes under tight budgets.
To move faster and cleaner, procurement and regulation need to reward early collaboration and whole life performance. Some public sector clients are leading this shift, but broader consistency would accelerate progress significantly.
11. Finally, what’ s your personal outlook for 2026 and beyond? I am optimistic about the direction of the construction and engineering sectors. The industry is becoming more integrated, more digitally mature, and more focused on sustainability and long-term value.
What excites me most is the shift toward purpose driven engineering. Whether improving resilience, reducing carbon, or supporting regional regeneration, the work increasingly aligns with wider societal goals. That makes the future of the profession both meaningful and energising. ■
Kalliopi Florides www. kitall. co. uk
Kalliopi Florides is Director of Kitall. Kitall is dedicated to shaping a better future through innovative and sustainable design. With years of experience and a team of passionate engineers, the company provides expert consulting services in civil and structural engineering, along with specialised expertise in temporary works.
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