Instead of using a top-down approach for artificial intelligence, why not let employees dictate their own tech terms?
That’s what GISI Consulting Group, a New York City-based project management firm, is keeping in mind as it prepares to hire 1,000 more project managers and project leaders by the end of 2026.
Here, Brian Jordan, chief growth officer for the firm, talks with Construction Dive about how the firm uses AI, its “AI + Expert” approach and what the firm does differently with the tech compared to other firms.
Editor’s Note: This interview has been edited for brevity and clarity.
CONSTRUCTION DIVE: How has the project landscape changed over the past five years and how does tech fit in today?
Brian Jordan
Permission granted by GISI Consulting Group
BRIAN JORDAN: It’s been a very interesting five years. What we’re really seeing is expectations that you’re able to deliver these projects that are getting more complex, that are having challenging issues from a stakeholder standpoint, from a permitting standpoint, from a cost and supply chain standpoint, but owners still have an expectation that they’re going to come in on schedule and on budget.
So our strategy is, how can we deliver on those expectations and an environment that’s changed a lot? So we’re investing a lot in our people and we’re investing a lot in tools and strategies and technology like AI to make sure that these expectations are maintained in a more challenging environment with the people we have and the tools we have being able to deliver on that.
GISI Consulting plans to add 1,000 more project managers and project executives to its team alongside an “AI + Expert” approach. Could you elaborate on what that is?
We’re a professional services business at the end of the day, so our focus is on our people. They have the relationships with our clients, they have the subject matter expertise, they have an understanding and knowledge to deliver these big projects. They help clients plan, help them figure out how to stay on budget, how to build effectively.
We want to pair that with new technologies and new investments that are out there with AI.
We think there’s real value in AI, but the only way we’re going to maintain trust and the only way we’re going to have accountability with our clients is via people.
At the same time, we recognize that in order to meet today’s higher expectations, with cost pressure and schedule pressure and permitting pressure, we need to complement that investment with a similar investment on the technology side.
Our goal is for all 10,000 employees to be enabled with AI tools and resources that we’ve made investments in. The goal is for our project leaders, our project managers, our directors, our subject matter experts, to have easy access. That, and an understanding of how to leverage those tools to deliver on clients’ expectations.
Can you give me an example?
In the Northeast U.S., we have a really complex project that involves a lot of environmental and permitting issues. Some of those are below the ground. We have geology and hydrogeology issues, groundwater issues, buried utility conflicts. And then others are above the ground — we have to get the infrastructure built, we have to keep an eye on the air quality, we have to keep an eye on the construction schedule, the traffic issues.
In our prior model, we would have spent a lot of time and effort trying to figure out a way to combine all those tools and resources. For some time now, we’ve been able to build digital twins, where you take all of that information, all of those data sources, and link them.
But what we’ve been able to do with AI is bring all of that together and then accelerate it.
So, instead of having our technical experts trying to figure out how to merge all the materials, they can focus on the outcomes of the model.
What are your views on how AI will affect hiring?
There’s a lot of scary headlines out there. I know in other sectors, in particular, there’s definitely been headlines that have indicated that layoffs, job reductions, changes in business models have been influenced heavily by AI.
We’re actually the opposite.
We see this as a tool that enables our white-collar workforce. Part of that is the way we look to accelerate career development opportunities for our staff who are entrepreneurial, who want to go out into the market, talk to clients and think about, what are their biggest challenging issues? What are creative solutions to that?
How does the way GISI Consulting uses AI separate it from its competitors?
I think a lot of companies push top-down efforts.
A lot of companies in the industry are saying, “We’ve identified a preferred vendor, we’ve identified a preferred tool, you have to attend this training program on XYZ date, you have to fill out these forms, you have to go to this website.”
We’re taking the opposite approach. What we’re doing is we’re saying, “We have 10,000 staff, we want to give them the tools and resources they need to be successful.” We ask, Which ones do you need, which ones do you have access to, and where do you need training? What type of resources do you need?”
So we do it from the bottom up. You have to have an open dialogue with your staff to understand from them what is distracting them from doing their job.
