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As projects grow in scale and complexity, the construction management profession continues to evolve alongside them. Owners are navigating increasingly sophisticated infrastructure, transportation, aviation, energy and public works programs, while project teams face new challenges related to workforce development, technology, stakeholder engagement and project delivery.

Ahead of this year’s annual , which is being held in Aurora, Colorado, October 4-6, Brook Corney, CCM, Atlas Vice President and Construction Management Market Leader, talks about the trends shaping the profession, the importance of investing in future leaders and the role organizations like CMAA play in advancing construction management.

Through his work leading complex infrastructure programs, serving as a CMAA instructor and supporting professional development initiatives across the industry, Brook has spent much of his career helping project teams navigate change while preparing the next generation of construction management leaders. He was recently nominated to serve on CMAA’s National Board of Directors, whose role is to help guide the strategic direction of the association and support its mission of advancing the construction management profession.

Q: What separates successful projects from struggling projects in today’s environment?

The projects themselves may be different, but the challenges are often similar. Whether you’re delivering an airport improvement program, a transit project, a military installation, or municipal infrastructure, success usually comes down to alignment.

The strongest projects establish clear expectations early, bring the right stakeholders into decision-making and maintain communication as conditions evolve.

I’ve worked on projects where technical challenges weren’t the biggest obstacle. Coordination was. When project teams lose alignment, even good decisions become harder to implement. When teams stay aligned, they’re often able to navigate complexity far more effectively.

That’s one of the reasons construction management is becoming increasingly important. It provides the structure, communication and accountability necessary to keep large, complex programs moving forward.

Q: Many of the projects you’ve worked on have taken place in active airports, rail systems and public infrastructure environments. What have those experiences taught you about project delivery?

One lesson is that projects rarely happen in isolation. Many of the programs I’ve worked on had to be delivered while facilities remained operational, whether that was an airport, transportation system, military installation or public infrastructure asset. Those environments required careful planning, stakeholder coordination and a willingness to adapt.

They also reinforce the importance of understanding how decisions affect people beyond the project team. Ultimately, we’re delivering infrastructure that communities, travelers, businesses and public agencies rely on every day.

Q: You’ve been nominated to serve on CMAA’s National Board of Directors. What does that opportunity mean to you?

Construction management is at an important point in its evolution. Projects are becoming more complex, technology is changing how teams work and the industry is focused on developing future leaders while preserving institutional knowledge.

Organizations like CMAA play an important role in helping the profession navigate those changes through education, professional development, certification and industry leadership.

That’s what makes the nomination meaningful to me. It’s an opportunity to contribute to conversations about how we continue strengthening the profession and preparing the next generation of construction management leaders.

Q: You’ve spent significant time supporting professional development through CMAA. Why has that been such an important focus for you?

I’ve always believed that one of the best investments we can make is in people.

The challenges facing our industry aren’t getting simpler. Projects require professionals who can navigate technical complexity, communicate effectively, build trust, solve problems and lead diverse teams. Those skills don’t develop overnight.

Through my work as a CMAA instructor and member of the Professional Development Panel, I’ve had the opportunity to work with professionals at every stage of their careers, from those pursuing certifications to experienced leaders looking to continue growing and learning. What I find encouraging is that there is a genuine commitment to continuous improvement throughout our profession.

The best leaders I’ve worked with never stop learning, and I think that’s one of the reasons our industry continues to evolve and improve.

Q: Looking ahead, what gives you the most optimism about the future of construction management?

The people. I see a new generation of professionals entering the industry with tremendous curiosity, adaptability and a willingness to collaborate. At the same time, I see experienced professionals who are committed to sharing knowledge, mentoring others and helping develop future leaders. That’s a powerful combination.

Technology will continue to advance. Project delivery methods will continue to evolve. The challenges facing our industry will undoubtedly change. But the foundation of successful projects will always be talented people working together toward a common goal.

That’s what gives me confidence in the future of construction management, and it’s one of the reasons I’m looking forward to the conversations that will take place at CMAA2026. Organizations like CMAA help create opportunities for professionals to learn from one another, share experiences and continue raising the bar for our profession.