John Gamble
President and CEO, Association of Consulting Engineering Companies (ACEC)
Smarter procurement, stronger data, and streamlined approvals can unlock infrastructure growth while strengthening Canada’s global competitiveness.
In this exclusive interview, Mediaplanet sits down with John Gamble, President and CEO of the Association of Consulting Engineering Companies-Canada (ACEC) to discuss Canada’s engineering leadership, workforce challenges, infrastructure priorities, and the path forward for a globally competitive industry.
Canada is often described as an engineering superpower. From your perspective, what gives Canada its strength, and what must we focus on to maintain that leadership?
Canada’s engineering strength is deeply rooted in our history and geography. We are a relatively small population spread across a vast landmass with significant geological and climatic challenges. Building a cohesive nation required world class engineering, from transportation corridors to resource infrastructure.
Historic nation-building projects like the Canadian Pacific Railway and the St. Lawrence Seaway illustrate how engineering is intertwined with Canada’s growth. Fast forward to today, and Canada continues to perform at a global level. Three of the world’s top ten largest engineering firms are headquartered here.
Another major strength is the diversity of our industry. We have firms of varying sizes, ownership models, and specializations serving both domestic and international markets. That diversity enables us not only to meet Canada’s needs but also to maintain a strong global footprint.
With one in three engineers over age 55 and talent shortages emerging, what steps are most important to attract and support the next generation?
We need to do a better job telling engineering’s story.
Engineering touches every part of daily life, from transportation and clean water to waste management. Yet the better we do our jobs, the more invisible we become. Young people do not always see the impact.
There is a major opportunity here. Many young professionals today are motivated by purpose and societal impact more than traditional corporate career paths. Engineering offers exactly that. It shapes our social, economic, and environmental quality of life.
The profession is also evolving rapidly. Disciplines that did not exist a generation ago now play central roles. From artificial intelligence integration to climate resilience, the scope of impact continues to expand.
A powerful example illustrates this point. A British medical journal once asked medical practitioners to identify the greatest medical breakthrough of the last century. The top answer was sanitation. That is engineering. It demonstrates the profound societal impact of this profession.
What role does immigration play in supporting Canada’s engineering workforce?
Immigration is critical.
Canada itself was built by immigrants, and that diversity strengthens our engineering capacity. Engineering sits at the intersection of science, technology, and societal needs. Diverse perspectives are essential to designing solutions that truly serve communities.
International professionals bring new approaches, lived experiences, and problem solving frameworks. Many come from regions where infrastructure challenges are more visible, which deepens appreciation for engineering’s role in quality of life.
Today, roughly 30 percent of practicing engineers in Canada are foreign trained.
Where we must improve is leadership representation. We need clearer pathways for internationally trained engineers to reach executive and C suite roles. Diversity in leadership is just as important as diversity in delivery.
You have spoken about the importance of life cycle thinking in infrastructure. How would life cycle procurement improve project outcomes?
Too often, engineering is treated as a commodity. It is valued primarily on upfront labour cost rather than long-term societal or even economic impact.
Engineered assets exist for decades. Engineers remain liable for those decisions long after project completion, while owners and users continue to benefit from the outcomes for decades.
Consider bridges or hospitals. Design and construction may represent only 5 to 10 percent of total life cycle cost. Engineering design itself is often under 2 percent, sometimes less than half a percent.
Yet procurement frequently focuses on minimizing upfront costs rather than optimizing performance over decades.
The encouraging news is that we are beginning to see procurement models shift. More stakeholders now recognize engineering and design as investments to be leveraged, not costs to be minimized.
How can thoughtful procurement strengthen engineering careers and workforce sustainability?
Progressive procurement models, done properly, have the potential to unlock innovation.
When engineers are engaged collaboratively rather than simply executing predefined designs, they can develop more effective, resilient, and sustainable solutions.
This environment encourages innovation, improves environmental and climate outcomes, enhances infrastructure performance, and strengthens career pathways.
It also enables firms to offer more competitive compensation and invest in talent development.
Life cycle planning and costing further improves supply chain forecasting, labour planning, and capital allocation. This benefits owners, contractors, and engineering firms alike.
Looking ahead, how can industry and government work together to keep Canada globally competitive?
There is growing alignment, which is encouraging.
Government increasingly recognizes the importance of infrastructure, natural resources, and housing delivery to Canada’s future. However, project approvals remain slow.
While environmental and community protections are essential and Canada’s standards are among the strongest in the world, we must streamline duplication and regulatory bottlenecks.
Global competitiveness depends on speed as well as rigor.
For example, global demand for critical minerals such as copper and lithium is rising rapidly. If Canada cannot approve and build projects in time, we risk missing major economic opportunities, even when we have the resources.
The goal is not to lower standards. It is to improve clarity, coordination, and decision timelines so projects can proceed responsibly and efficiently.
Are there any current or upcoming initiatives you would like to highlight?
A major part of our work is ongoing engagement with policymakers and stakeholders.
We recently met with the Canadian Infrastructure Council to support the National Infrastructure Assessment, which aims to provide long term visibility into Canada’s infrastructure needs.
We are also collaborating with partners such as the Federation of Canadian Municipalities and the Canadian Construction Association to refresh the Canadian Infrastructure Report Card, with a new edition expected in 2026.
These initiatives create the data and insights needed for better infrastructure planning and investment.
Final thoughts?
Infrastructure advocacy is one area where collaboration across political lines remains strong.
All major parties recognize the importance of infrastructure investment. They may differ on delivery models or priorities, but the shared commitment is there.
By improving data, strengthening collaboration, and maintaining open dialogue across government and industry, we can build infrastructure that supports Canadians for generations.
For more information, visit https://acec.ca/.
