Mike Burns

With passion for the human aspects of project management, Mike practices empathetic leadership to build teams and rally stakeholders around the art of the possible. Among the OG pioneers of collaborative delivery, with the inclusive experience and industry cred to boot, he’s known for unlocking the full value promise of infrastructure programs with superior performance, equitable opportunities, and sustainable outcomes for clients and communities.

How did you get into what you do?

I was raised in Boulder, Colorado, which is known for being a very progressive, free-thinking community anchored by the University of Colorado. My parents were both school teachers, and when I was growing up, they preferred to offer philosophical guidance meant to provoke thought. When seeking advice about what to do in life, they’d say something like, “We are who we are becoming.” In hindsight, I know they wanted me to reflect and be true to myself, but as a kid, I had so many questions. I craved concrete answers, which the exploration of science and physics provided. This inspired my path to become a civil engineer; one who’s philosophically inclined.

How has your career progressed since?

I gained valuable experience working on complex programs and became intrigued by the emergence of collaborative delivery models to overcome common challenges that disrupt schedules and inflate costs. Having worked through some contentious projects, including a decade of experience leveraging project finance tools on programs that required voter approvals, I saw the value of collaboration to resolve the conflicts that can derail projects. And I got involved with the Design Build Institute to become one of our industry’s early adopters shaping alternative delivery models and applying collaborative contract approaches like progressive design build.

For a decade, I advanced in the corporate ranks to lead alternative delivery for one of the world’s largest engineering and construction companies. While I’m grateful I got to influence the development of alternative approaches at that level, I missed the sense of accomplishment that comes from engaging directly with programs.

With Mace, I found a unique opportunity to join the one company that’s leading the way when it comes to collaborative delivery. It’s perfectly aligned with my passion, because Mace focuses on the discipline of program and project delivery rather than singular aspects of design or engineering.

What do you enjoy most about your current role at Mace?

There are two things I’ll highlight: First, it’s inspiring because Mace has brilliant people working with common purpose to redefine the art of the possible in program and project delivery. We’re constantly sharing innovations and gleaning insights from projects we’re delivering in every part of the world.  Second, I have the good fortune of being in this role at a time of unprecedented infrastructure investment in the Americas, and thanks to our culture of continuous learning and collaboration, my role isn’t confined to the office; I get to engage actively with clients and project teams to make a positive difference.

What has been your proudest achievement at Mace so far?

My proudest moments have been those when we’ve rallied people with diverse backgrounds and perspectives from different organizations to work as a unified, “badge-less” team delivering client projects.

For example, our work with Metrolinx involves a variety of projects and contracts—alliance, progressive design build, target price, and so on. It’s our job as delivery partner to bring all of the parts and parties together in a common framework, with clearly defined governance and expectations to drive successful completion. It’s human nature that everyone comes to the table with their own individual and company interests top-of-mind, but we have to shift that paradigm by building trust and a mutual commitment to serve the best interests of the program first and foremost.

It’s not easy, but when we harness collective capabilities as one team working together to deliver the vision, we find ways to pre-empt risks, conflicts and claims, and we start exceeding expectations. These moments are nothing short of magical!

What advice would you give to someone looking to get into what you do?

Take personal responsibility for your career growth. Your company’s best talent management efforts cannot foresee the full extent of your potential and who you are becoming. Be curious, keep learning, and try things. My mantra is, “Doodle, doodle, doodle on the path to discovery. Dream big.” 

What would you like be doing in the next 5-10 years?

"I’d like to continue my journey of becoming… striving to be the best leader and partner I can be for the people with whom I work, and for our communities. It’s also important to remain present for and support my family, a source of personal pride and inspiration.