Valard Construction

Keith Sones

Strategic Expansion Modernizer

In an interview with Construction Business Review Canada, Keith Sones, executive vice president, strategy and business development, Valard Construction, talks about the evolution of the construction landscape in line with the current technological trends.

Could you brief us on your career journey and your roles and responsibilities in your current organization?

I have accumulated over 34 years of experience in the high voltage electrical industry, including both the utility and construction sectors. Throughout my career, I have primarily focused on project management, construction, and the successful deployment of large-scale projects. For the past 14 years, my expertise has been primarily used in the contracting side of the industry, overseeing the construction of transmission lines, substations, underground cable projects, and various high voltage infrastructure initiatives. I have also been involved in the development of renewable energy projects like solar farms and wind farms.

Currently, I hold the position of executive vice president for strategy and business development where I am responsible for formulating and implementing strategic initiatives that drive growth and create new business opportunities for the organization.

How has the industry transformed over the years, particularly in the context of utilizing ERP systems and next-generation construction software?

For the initial two decades, the industry witnessed a relatively stable state with minimal project activity focused mainly on maintenance. But approximately 12 to 13 years ago, a significant transformation occurred with the advent of widespread electrification initiatives. This entailed the rise of electric vehicles, solar farms, wind farms, battery storage, and the replacement of coal and gas plants with nuclear power. Consequently, the industry experienced an unprecedented surge in project demand, surpassing the capacity of available resources and infrastructure.

As a result of this sudden change, the industry faced material shortages, labor scarcity, and a deficiency of skilled engineers, planners, designers, and construction personnel. It had also foreseen the imminent wave of retirements within the construction workforce, which is an ongoing issue.

Where the volume of work in the foreseeable future is set to exceed the available workforce capacity, addressing this challenge will require concerted efforts to attract and train new talent, enhance workforce development programs, and strategically manage resources to meet the growing demands.

Can you provide an example of a project where you are utilizing the latest technologies and advanced processes to maximize project success?

Currently, we are involved in a project in Ontario, focused on expanding rural broadband access. This initiative requires close collaboration between electric utilities and telecommunications companies, given the magnanimous scale of the project.

A major challenge lies in the accuracy of existing information systems, particularly regarding underground infrastructure and mapping. Designing a utility infrastructure without a comprehensive understanding of the existing conditions poses risks of errors and subsequent redesigns. To address this problem, we are implementing a digital twin framework. This technology will digitize and enhance existing information, allowing designers to access an accurate electronic representation of the infrastructure and identify any gaps. It help will help save time and significantly reduce costs by eliminating the need for constant redesigns.

Do you anticipate a similar trend in the industry over the next couple of years? What other technological trends do you foresee emerging in the industry that could further enhance efficiency and productivity?

I anticipate the continuation and acceleration of technological advancements in the sector. Specifically, there will be a significant increase in the deployment of electric storage systems, driven by the high penetration of renewable energy, like in California. This necessitates the use of AI to optimize power storage, determinee the ideal locations, quantities, and timing for deployment.

What are the current trends when it comes to the adoption and implementation of AI and other advanced technologies in the industry?

The potential of AI is still unexplored, leaving many leaders uncertain about its capabilities and implications. While there is excitement surrounding it, organizations are grappling with critical questions regarding its implementation. The challenges include understanding the specific capabilities of AI, determining its deployment strategies, estimating the timeline and associated costs, and identifying any potential drawbacks or unforeseen consequences.

Despite the many positive effects of using AI, the current construction landscape presents numerous uncertainties that organizations must navigate. The industry eagerly awaits further developments to ascertain how AI can be effectively harnessed to enhance operations and drive long-term success.

What is your advice to your peers to help them navigate this ever-evolving landscape?

Collaboration is vital in the construction industry. Contractors, facility owners, and technology experts must work closely together, abandoning the old practice of independent work. By acknowledging their shared goals and leveraging their unique expertise, they can embrace innovation and achieve better outcomes.