Strategic Plan - ICxA Advisory Council - Institute of Commissioning & Assurance

I’d like to welcome Heinz in a minute as the Chairman of the ICXA Advisory Council. I had the pleasure of sitting down with Heinz and speaking to him as he takes on this new strategic role.

Paul Turner: Welcome, everyone. Welcome to the Institute of Commissioning Assurance. I’m Paul Turner, founder and CEO of ICxA. And today, I’m truly honored to be joined by Heinz Inabnit, the Chairman of the ICxA Advisory Council and Vice President of Completions and Commissioning for the Americas at WSG Energy Services. Heinz brings decades of global leadership experience and a passion for turning strategic vision into measurable results. Heinz, it’s a real pleasure to have you here today.

Heinz Inabnit: Hey Paul, thanks for having me. It’s actually a pleasure is mine for being asked to be part of this team and into this role, so I’m really looking forward to being here today.

Paul Turner: Yes, definitely looking forward to seeing what we can accomplish. And for those watching live, please feel free to add any questions into the chat, whether you’re watching on LinkedIn or YouTube. At the end, we’ll have a chance to get those questions answered by Heinz and he can share his commissioning, startup, and operational expertise for everyone that’s watching. So let’s start, Heinz, with your story. You’ve built your career around transforming vision into action across the energy sector. How did you develop your passion for strategic leadership and transformation in the projects and commissioning industry?

Heinz Inabnit: My career was a funny one. I grew up in a small ranching-farming community in southern Alberta, and the big player in town at the time was the Shell Waterton gas complex. Growing up next to industry, it was kind of a mixed contrast of what that looks like. I was fortunate enough to start getting involved in a couple of early summer jobs and tried my hand at instrumentation at the facility and kind of cut my teeth in the energy industry through that. Honestly, it started at a really young age. I was literally 17 years old, and I had my first journeyman that I worked under at the time.

He was a great leader and a great mentor. He’s probably not listening to this, but he’s out there still commissioning in the field today. His name’s Tim Stuchinoff. He was the first journeyman I ever worked under. We crossed paths for a very short period of time, went different ways. I went to school, did my apprenticeship, and all those things. Years later, I ended up getting a call for the opportunity to join my first commissioning project. Most people in their careers don’t get to join commissioning right away, you have to cut your teeth somewhere else in the industry and get some experience. But I was still pretty green and pretty fortunate to get this call early on.

I got to start working with some great mentors and leaders, and it just really sparked my passion into seeing how, with great leadership, you can build strong teams. I’m a prodigy of the leaders that helped me from a young age, and so it just really drove me to want to be that for the next generation.

Paul Turner: I completely agree, having that mentorship and leadership is critically important as we’re developing earlier in our careers. Your journey sounds very similar to mine, always seeking out that leadership, that ability to learn and thirst for knowledge. It’s definitely helpful to have some of that guidance to get into this commissioning industry for sure.

Now you’ve worked on several large projects leading worldwide teams across several continents. How has this global experience and leadership strength shaped your leadership philosophy and approach to project development?

Heinz Inabnit: Yeah, it’s definitely been a work in progress. Nobody could say they started out as a great manager. Through the years, my previous leadership and management teams really entrusted me a lot and gave me a lot of confidence to try. I will be remiss to say I didn’t have some errors in my leadership, and I learned lots.

What made me good was that I was able to take that feedback and make the changes needed to become a better leader. As you start leading projects, you see how teams react, and you realize how you need to change your philosophies in certain environments.

I used to say that my one superpower was that I could take a band of misfits and actually turn them into a rock-star team. Because I found that sometimes people cast team members aside because they said they’re not good at this. In the commissioning world especially, we’re very hyper-fixated — borderline autistic — when it comes to detail and procedure.

People get caught up in the ways. But what we realize is that our teams can be built of a multitude of people, and what makes strong teams is finding what people are good at on your team and really using those advantages to build the teams around the people you have.

Paul Turner: I’ve heard you mention in the past that leadership is really rooted in inspiration, resilience, and mentorship. Can you share how these values show up in the way that you lead your teams today?

Heinz Inabnit: Yeah, I had good mentors in my family. Both my mom and dad were entrepreneurs running a cattle ranch and a restaurant, being first-generation Canadians who immigrated to Canada in the early 70s. They showed a lot of hustle and vigor, pushed through, and became great business people themselves.

I had great mentors right from an early age, and then the mentors I had through work just reinforced the power of mentorship. Then I started to see ways from myself to give back into the organization. I do support a bunch of mentoring charities because I truly see how the youth coming up are the future of this industry. Commissioning is no different than any of the other trades — we have an aging population of skill, and we need to mentor the next generation before that knowledge is lost. It’s become really important to me that mentoring is ingrained into the commissioning world.

Paul Turner: It’s become really important for sure as our wise commissioning experts are retiring — they’re taking that expertise with them, and we need those mentorship processes to transfer that knowledge to the next generation that can lead projects to success. You’ve mentioned charities, and you’ve been a long-time supporter of Big Brothers Big Sisters. Why is mentorship so important to you personally, and how has it influenced how you build teams and organizations?

Heinz Inabnit: It goes back to that story of the band of misfits and how, if given a chance, you can be surprised at how strong a team you can build. A lot of times from the outside, not everyone’s born with that silver spoon and opportunity that comes in. I was one of those people that opportunity came my way, but it’s what you do with that opportunity. With good mentorship, you can help people and youth have that leg up that they might not normally have. Now, what they do with that is up to them, but you’d be surprised at the drive that hungry people have to be the best. It’s really heart-warming when you see it happen, and you only need to see it once to be fully sold on the opportunity.

Paul Turner: I agree for sure. Watching that development take place is very rewarding. From our perspective at ICxA, we’re super thrilled to have your leadership and mentorship as part of this global movement to elevate the importance of commissioning on projects. What motivated you to step into this leadership position with ICxA?

Heinz Inabnit: Well, as we say, long-time listener, first-time caller. I’ve been watching what you guys have been doing for a long time, and it’s something that’s near and dear to my heart — honestly something that has always been on my mind. Right now, I really truly see the power and the momentum that ICxA has in the industry, especially with the types of people and the strength and background of the people becoming involved with the organization right now. It’s something I want to be a part of, and I truly see how the work that you guys have done already and our ability now to take that and really run with it, with some of the really strong members on the Advisory Board, can help catapult this globally.

Paul Turner: Absolutely. To support the global mission of improved project performance, which is so badly needed in the industry. From your perspective, what is the Advisory Council’s primary purpose, and how does it strengthen ICxA’s ability to achieve these global mission goals that we’re undertaking?

Heinz Inabnit: It goes back to that piece of the knowledge base and making sure that knowledge gets shared. What I really like right now is that we have industry leaders from a multitude of companies, so we’re getting a broad spectrum of truly commissioning experts coming together on this Advisory Board to help review that standard. Honestly, it’s right in the name with “advisory,” we want to help support building a basic standard across the board that all commissioning companies or project teams understand when it comes to what commissioning is. Let’s keep it the same. I always joke that you can ask seven people in a room what they think the definition of pre-com/com is and you’ll get seven different answers. That will be no different within this Advisory Council, but our goal is to set a baseline, the minimum expectation of what commissioning should look like.

Paul Turner: Absolutely. And I think that diversity is critically important, because there has been no standard. Everybody’s got a different opinion of how to finish projects, but it’s kind of chaos at the end. We do have some real highly experienced individuals on the Advisory Council, which is going to make this super amazing, not to have Paul’s way or Heinz’s way or anybody’s specific way of commissioning, but to gather that collective wisdom of the industry and write this down in a standard that everybody can benefit from on projects. So how can this diversity of perspectives accelerate the global adoption of commissioning and outcome assurance on projects?

Heinz Inabnit: It comes down to repetition. The age-old thing: what makes commissioning successful is being able to replicate it. If we can build a standard that meets the basis of a multitude of industries, we can then replicate it on projects over and over again. Once we can replicate the success of proper commissioning, the standard sells itself. That way projects are executing more effectively and efficiently because they’ve been commissioned properly.

Paul Turner: That replication is key for sure. We need a consistent method to complete projects, which currently doesn’t exist in the industry, it’s kind of scattered all over the place. This global movement that ICxA is undertaking is definitely going to help all projects across all industries succeed in meeting initial expectations for cost, time, and scope. As Chairman of the ICxA Advisory Council, what principles will guide how the Council collaborates and executes the strategic plan that we’re undertaking?

Heinz Inabnit: The roadmap that we’ve been laid out by yourself and the board has very clear direction. That’s what we need — key direction, deliverables, and timelines. As part of the Advisory Board, our role will be to review those deliverables and obviously meet the timelines. The biggest and first piece of that is the standards, reviewing those standards and setting the common goal of saying, “Yep, we agree. This is the standard, and this is how we’re going to start driving this forward into industry.”

Paul Turner: The strategic plan definitely sets a bold direction for the industry and for project delivery when we’re talking about delivering ISO international standards or ANSI standards or any specific regional standards that are required — essentially integrating commissioning and outcome assurance into policy and governance. It is quite a strategic plan that’s setting this direction and movement going forward. What stands out to you as the most critical milestone zones for the year ahead to accomplish some of these milestones?

Heinz Inabnit: The biggest thing we’re going to set out — number one in my piece — is the standards. Once we develop these standards, those are going to be available for everybody to have a look at. I’m really excited about having these standards reviewed. It’s our first goal, our first timeline. We’re going to start having monthly meetings reviewing and putting out these standards. The second piece is really driving into how we implement that into the industry — whether that’s into financial or governance institutions or start piloting those with industry partners or government on how we can actually set baseline standards of commissioning execution and project expectation.

Paul Turner: Absolutely. That’s a critical point too, because the standards are one thing, but then turning the strategy into execution is where leadership is really going to make the difference. How do you see the Advisory Council helping ICxA translate this roadmap from intent into measurable outcomes with government, with project lenders, with delivery professionals — so that we can all deliver successful projects?

Heinz Inabnit: Like anything that’s worth doing, it’s going to ruffle some feathers. We’re trying to change a little bit of the standard where, in our experience, commissioning is definitely not thought of till the end — just a checkbox on a project delivery checklist. Really what our goal here is to bring commissioning to the front, and that’s one of the key pieces we want to drive from project funding/FEED. With breaking a few eggs to bake the cake, we’re going to have to have our Advisory Council and the industry stand together to push that forward. That’s where I’m excited about the diversity of the Advisory Council right now — we have a very wide group of different organizations. It’s not one company pushing this; it’s a multitude of major players who want to say yes, let’s push this forward. Let’s stand united on building this common goal of why commissioning needs to be a standalone piece in the project and giving it the respect it deserves in the project space.

Paul Turner: You’re right. There might be some ruffled feathers, even though that’s not our intention. Some people are just hesitant to change, and that’s okay. But there are lots of people that see the need for this change and are keen to get involved and contribute to the successful delivery of projects. Partnerships are going to be key. Which partnerships do you think will have the biggest impact in advancing commissioning and outcome assurance globally?

Heinz Inabnit: I think government and policy is going to be right at the forefront. If we can get policy established on why commissioning needs to be where it is and the importance of it — that’s one. Also from the lender perspective, whether it’s private equity or advisement councils with some of the bigger firms — if they’re giving the advice that this is as important as it is, which we’re starting to see much more regularly (the request for having an ICxA review on a project FEED before it hits a funding deliverable), it’s showcasing its value already. Then third, as industry partners start to really adopt and take this in as maybe a corporate standard.

Paul Turner: Policy will be key for sure to have that early upfront involvement of commissioning — to, as you’ve heard many times on projects, start with the end in mind. That’s the key: to have commissioning upfront at the beginning of projects and plan the finish before you even begin. You lead completions and commissioning for WSG Energy Services across the Americas. From your vantage point, what are the biggest shifts happening in completions and commissioning today?

Heinz Inabnit: We’re seeing more of a standardization, which is fantastic. When it comes to the term “completions,” we’re seeing it more used in the manner that I appreciate. The mood is shifting toward being involved at the front end — getting in at FEED, commissionability reviews, actual systemization. Lots of the terminology of how we went from bulk construction into systemized turnovers is actually starting to become an implemented process. I’m super happy to see that we’re breaking those grounds more competitively. The more I see commissioning not as a two-line box on the schedule that says “PSSR startup” or something like that, then I know we’re actually getting to a better spot where people are considering the application and the repercussions of not doing commissioning and having that in your master schedule. It’s coming a long way.

Paul Turner: The mood is definitely shifting. As projects have become more complex, that traditional iron triangle of scope, schedule, budget is really not sufficient. Even when you layer on some quality aspects, that’s still not getting projects across the finish line. The outcome assurance element — commissioning and startup at the end — is really becoming more of a fundamental focus in order to deliver projects successfully. Projects are just getting too complex and more integrated. You need an upfront approach to completion of projects. Where do you see the greatest opportunity for commissioning and outcome assurance to make an immediate impact on projects?

Heinz Inabnit: Where I’ve seen the most success is honestly with the new technologies that are coming out. Some of the projects going today are newer technologies — whether it’s in clean tech, power generation, or everything across the board. We’re seeing different, newer technologies coming out. Maybe the ROI on some of these projects is a lot tighter than conventional oil and gas that we’ve seen in the past, where they have a tried-and-true process. It might be first-of-a-kind or pilot projects. That’s honestly where I think the commissioning-based project lead is super important. For a lot of these investors, they want to see that when they’re investing in these projects, they are actually going to work. If we really focus on the startup and making sure they work at the front end, we’re setting the bar right from day one.

Paul Turner: I see that as well projects are being reviewed by bankers, engineers; they want to see that there’s a plan in place upfront before projects are funded. That the commissioning and startup at the end is in fact being thought about and is going to be successful. You’re right, projects are getting more complex. There are more electrical systems, more interfaces. Everything’s interconnected. Remotely operated projects are just quite complex these days and require a new approach. Teams need to be communicating more effectively. Systems need to be communicating more effectively. Really, communication seems to me one of the core values of delivering successful projects. How can project leaders communicate commissioning and outcome assurance in a way that truly inspires confidence and alignment among stakeholders?

Heinz Inabnit: That’s where that open-door, glass-room policy really exists — setting an open standard that everyone can follow. It’s not this black smoke of “what is the commissioning dark arts.” We want to be open and upfront in what we’re doing. I think once we set that common standard that everyone’s following, we alleviate the risks. Levels of commissioning change based off risk tolerance. If we can open the door and say, “This is the baseline of commissioning, this is how we’re going to communicate, this is our communication RACI, this is our execution RACI,” we set some basic standards on simple one-on-one how we do project delivery. Solid communication is honestly the failure point when that breaks down on every project.

Paul Turner: You’re right, there is really no secret sauce. There is a standardized systemization approach to finish projects, whether that’s electrical projects, mechanical projects, oil and gas, chemical processing — it’s all very similar. That’s what this standard will encapsulate to help everybody understand commissioning.

Heinz Inabnit: You kind of hit one of the things on the head that I talk to a lot. People ask, “What’s your experience? Power generation, refining, hydrogen?” My answer is always the same: “Does it have a transformer? Does it have an E-house? What kind of instrumentation do we have on the project? What kind of pumps?” Usually, the jewelry in the plant is very similar, and the process of how we systemize and break that down remains the same. The execution philosophy really doesn’t change that much. Obviously, you need subject-matter experts within specific processes of the facility — I don’t take that away — but the overall process of how we commission any industry should be pretty consistent.

Paul Turner: It should be pretty consistent, right? Pipes, pumps, valves, motors — it doesn’t matter what order or sequence or configuration those are in, whether there’s oil in the pipe or chocolate sauce in the pipe, you still need the same process to make all those things work with the instrumentation, electrical, and automation.

Heinz Inabnit: I like that one — I haven’t heard the chocolate in the pipe yet!

Paul Turner: Or it could be wastewater, could be anything in the pipes, right? Pipes, pumps, valves, motors — you’ve all got to control them the same to make whatever process you’re trying to implement work. If you could send one message directly to governance, financiers, and project owners about why commissioning and outcome assurance matter, what would you want them to understand?

Heinz Intimate: From experience, I’ve seen firsthand how, when implemented effectively, the cost of commissioning is essentially negated. We can earn that money back throughout the project. I’ve had several project executions under my belt where we actually came in on time, hit nameplate value ahead of schedule — and with that improved production, you’re paying for costs, never mind lost downtime, never mind damaged equipment. When it comes to your risk tolerance — if you really truly are worried about costs and investor profiles and equipment/technology races — thinking about commissioning upfront is going to be your number-one weapon to make sure your project comes out ahead of schedule and at the front of the leader pack.

Commissioning really is your number-one weapon, your best and honestly cheapest method of risk mitigation on your projects to make sure that you can complete successfully at the end. It’s one of the smallest pieces — if you look at the percentages cost of commissioning versus procurement, engineering, construction, commissioning is very small. By cutting it, you’re actually not saving any money — you’re just costing money to the project. That small fee ends up earning huge dividends.

Paul Turner: Absolutely. The cost of commissioning itself isn’t all that expensive on a project, but the cost of delays during commissioning can be astronomical — in the order of years or billions of dollars. It’s very effective risk mitigation to prevent that from happening with upfront thoughts about commissioning. Looking ahead, what’s your vision for the Advisory Council’s role in the next 12 to 24 months?

Heinz Inabnit: I’m excited as this movement grows. This Advisory Council will grow, and there’s going to be opportunities to bring more leaders and mentors. What I’m excited about is continuing the movement. The more people that become excited about this and join this movement, the bigger power we’re going to have in actually making change. I’m excited about the knowledge that’s already in the room. We talked right from the front end about the mentorship and education piece. As probably one of the younger people on the team, I can appreciate that. I’m excited for us and this group to mentor some of the up-and-coming commissioning people in the world. The skill level has room for some mentorship — and that’s no fault to the people coming into commissioning. As an industry we’ve done a poor job of actually giving them the tools to be educated on proper commissioning. One of the things the Advisory Council is really going to do is help set the bar and give new and young commissioning people the tools to be as good as those that are unfortunately leaving the industry.

Paul Turner: We really need to bridge that gap, and the Advisory Council can be part of that bridging and mentorship piece for sure — to help with that knowledge transfer as our wise commissioning experts are retiring now. When it comes to project governance at the project sponsorship/executive level, how do you see ICxA positioning itself as the global authority for commissioning and outcome assurance to embed commissioning in some of these governance processes?

Heinz Inabnit: It comes down to putting some proof in the pudding. As we build these standards and put them out there, having buy-in from both companies who are part of the Advisory Council and the members really buying into supporting what we’re doing — that’s the first step.

If we as industry are not going to support and use a standard, it’s not going to hold weight. My ask is for those people doing commissioning projects: act strongly, take a look at what we’re putting out there, and give feedback. If you’re on board but have some questions or disagree with some things — that’s what the Advisory Council is here for: to take that feedback and turn it into positive forward movement.

We want to start as a group effort moving this needle forward on pushing ICxA and commissioning governance as a standard. The more people that stand behind it, the harder it is for those who are against it to stop it.

Paul Turner: There may be people listening that think, “Yeah, this all sounds great — this is what’s needed, and something they would want to implement in their organization.” But it’s sometimes challenging to make that organizational transformation and embed some of these processes. For those groups that would like to start and go down this path, what’s the best way they can start to have those discussions within their organizations?

Heinz Inabnit: It starts as simple as some basic conversations: “Can we make some small changes?” The death of a company is “this is how we’ve always done it.” I stand by a great business coach who always said that if your organizational philosophy is “this is how we’ve always done it, we don’t need to change,” your business is essentially doomed. Those conversations start — and it’s not always a quick sell. It might be multiple conversations: “Have you checked this out? Have you seen some of the tools that are available for free? Have you seen some of the standards being published right now that are already on the website? Can we cross-compare this to what we have? Can we see if there’s value in what we’re putting out there?” We’re trying to make this across the board — we have people from multiple industries as part of this Advisory Council. We’re not trying to keep it strictly oil and gas or one geographic region. We have people from across the world advising on this, trying to truly bring in a global standard. Having a look, seeing what we’re providing, and having conversations with some of the members who are part of the Advisory Council or Paul and his team — we’re happy to have those conversations. I have a lot of coffee around it right now. It starts with a single conversation or a coffee and can turn into pretty quick movement.

Paul Turner: That’s great advice. For anybody watching, definitely feel free to reach out to myself or Heinz or anybody on the Advisory Council. If this is something you want to get involved in, we’re looking for everyone’s participation to make this a gathering of the collective wisdom of the industry. Finally, on a personal note, what excites you most about the journey ahead that we’re undertaking for ICxA, the Advisory Council, and this global movement for elevated commissioning on projects?

Heinz Intimate: It sounds selfish, but I’m actually really excited myself to work with so many industry professionals. It’s rare that you get cross-company collaboration on such a wide scale. Personally, as someone who’s a bit of a sponge for mentorship, the amount of knowledge within the Advisory Council itself is amazing. Being able to be part of this and part of the knowledge base that’s here is a big one for me. And give Peter a dig — I want to sponge up some of Peter’s knowledge there and take in some of the old commissioning knowledge that the teams have and really start to share that across my network as well.

Paul Turner: I’ll definitely second that comment. That’s always been my excitement with commissioning — there’s always extremely smart people involved, and I just love being surrounded by those smart people to learn and grow and develop and figure out how I can better improve my projects as well. So I totally agree, and I’m excited to work with some of the smart people involved in this initiative.

All right, I see we’ve got some questions here. Maybe I’ll just shoot some questions up on the screen, Heinz, and give you a chance to comment.

Comment (Rich): Had the pleasure of working alongside Heinz in his early years in commissioning.

Heinz Inabnit: Thanks for joining, Rich. Me and Rich actually worked on my very first commissioning job — commissioning Jackfish 2 together. We joke about it a lot, but that was probably the funnest job I’ve ever had in my life as a very young man. We had maybe a little bit too much fun!

Paul Turner: I always find that too — I say “this is the most fun I’ve had on a project, the best project I’ve worked on, I can’t imagine ever having more fun,” and then I join the next project and it’s even greater. That’s the great thing about commissioning — lots of great people and great relationships built.

Comment (David): We can never forget that we are the product of great leaders that helped us growing and the opportunities they’ve given us. That’s precisely the inspiration and responsibility we have to pass on the knowledge by mentoring and helping grow the new generations.

Heinz Inabnit: Me and David go for our shawarma lunches and have great chats about how we can be great leaders. David is a great leader in the industry, and I expect good things coming down the pipe from David — so keep your eyes open for that.

Comment (Anthony Davies): Mentoring is essential for developing the commissioning community. The ICxA is an excellent conduit for this.

Heinz Inabnit: From what I’ve seen so far from our team on the Advisory Council, we’re all very aligned with that, which is what makes me so excited — we all have this common goal and vision of sharing this knowledge. I’m really excited to work with this team.

Comment (Mike): Standardizing aspects of projects is always the goal. These standards will help drive the outcomes that projects want to have.

Heinz Inabnit: It comes down to repeatability. Mike is actually one of my personal mentors, and that’s one thing we talk about a lot — with standardized commissioning procedure we can repeat those outcomes. The goal, of course, is to be able to repeat successful project delivery.

Comment (Mike): The same will help demonstrate the ROI of the project and that the end user made the right fiduciary decision to execute the project.

Heinz Inabnit: Absolutely — agree completely.

Comment: The earlier that an accurate commissioning program can be developed and given to the project, the earlier this will be accepted and incorporated.

Heinz Inabnit: The most successful projects I’ve been on is when the commissioning plan and philosophy has been input into the EWPs or CWPs at the front end. So 100% on track with what I believe as well.

Comment: Scalability and replicability is a pivotal aspect in the commissioning phase. Standardized processes make it easier to scale operations, replicate successful practices across multiple projects or locations.

Heinz Inabnit: The process you’re following should stay the same, but we can cut out some of the risk later on. The front-end FEED is pretty similar throughout projects.

Comment (David): The ICxA efforts to document and standardize this knowledge will harmonize outcome assurance-driven standards and policies across the globe. This is a global imperative given the advancement of technology and increased complexity in modern projects.

Heinz Inabnit: Good statement — no additions from me.

Q (Keith): How do we effectively convince the client not to bypass the commissioning process and good PM practices simply because of a rush to finish? Safety is a huge concern, but it happens. How can this mindset be adjusted, especially with timelines and financial concerns?

Heinz Inabnit: That’s the main driver on policy and why we want to get in with governance — it then becomes a non-negotiable, a funding requirement. Until that time, education is our best friend — educating clients, project managers, and engineers as to why proper commissioning is vital.Heinz Intimate: Those are sometimes tough conversations, and we don’t win them overnight. But the more we have them, the more people we educate, the better.

Q: From a digital completions perspective, how do you envision owners embodying standards and responsibilities of completions governance to guide EPC subs, etc.? Ensuring a quality project at stage-gate turnover — challenge is repetition of the process.

Heinz Inabnit: As a big supporter of completion systems, I’m actually one of those people that will tell you I’m not too keen on taking on a project if they’re not using completion software — marking up with a highlighter single lines in an E-house anymore, that era is gone.Heinz Intimate: There’s a lot of value to completion software, regardless of what you’re using. Helping people understand that if you want repeatability, a lot of software helps you save time and cost by copying and pasting projects and setting standards. As we have lessons learned, we can easily transfer that across project spaces.

Q: How do you see the challenge of the early stage of commissioning and system transition to the project stakeholders and final acceptance of the project to the end user through seamless project delivery?

Heinz Inabnit: Early engagement and having the right people having the right conversations in the room is the key at the front end. If we have buy-in from the project management team and even the funding team from day one, key stakeholders are engaged throughout the project. You don’t need a full massive commissioning team — it’s usually small conversations early on with key minds in the room that can make very big impacts with small implications early on. I’ve never been on a project where we’ve had commissioning start at the front that they were not happy with at the end.

Comment (David): By setting outcome assurance-driven methodologies like the ones proposed by ICxA, ensuring a common understanding of the end product and beginning with the end in mind.

Heinz Inabnit: Absolutely — looking forward to David’s contributions as well.

Paul Turner: Thanks everyone for your questions — really appreciate your participation and involvement. We’ve got some really good insights into the Advisory Council under Heinz’s leadership and the next steps we’re taking to shape the industry. I do want to thank you, Heinz, for sharing your vision and insights today. I’m really looking forward personally to your contributions to this movement for improved project delivery. Your leadership is instrumental as we bring the ICxA Strategic Plan to life and strengthen global confidence in project outcomes.

Heinz Inabnit: Thanks Paul — I’m really looking forward to it and working with the full team here at ICxA. Keep your eyes peeled — we’re going to be putting out some great stuff.

Paul Turner: Absolutely. If anybody’s interested in getting involved, feel free to reach out to myself or Heinz and join this movement to shape project delivery. Visit icxa.net to learn about how we’re partnering with industry leaders to advance outcome assurance worldwide. Be sure to connect with Heinz on LinkedIn. Thanks for joining everyone, and have a great day.

Heinz Inabnit: Thanks, everyone.

Are you ready to lead infrastructure projects with purpose and accountability? Join the movement at icxa.net and unlock exclusive resources, from global standards to project delivery reform and career development certification programs. Visit icxa.net for more information.

Strategic Plan – ICxA Advisory Council

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