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Q&A: Talking with Bryan Harvey, Vice President, Head of Global Program Management

Bryan talks about his passion for solving some of the world's biggest challenges and maximizing the success of precincts programs and projects.

How can we create exceptional spaces that transform the way we live, work and play? How can we build smart, sustainable, and climate-resilient precincts of the future? How can we design spaces that foster liveable, connected and inclusive communities and deliver lasting social value?

Our visionaries at Jacobs are asking these bold questions today to reinvent built environments and shape our society, economy and environment for generations to come. 

For our “Co-creating exceptional precincts of the future” series, we caught up with our Vice President, Head of Global Program Management, Bryan Harvey, one of our visionaries challenging the status quo to co-create precincts of the future.

Tell us a bit about your background and current role at Jacobs.

Since an early age, I’ve been living, studying, and working around the world. So, I see myself as a global citizen and very fortunate to have a career that enables me to have global connectivity and influence. This perspective gives me the confidence to challenge today and reinvent tomorrow and live the Jacobs values as we strive to create a more connected, sustainable world.

As the Vice President, Head of Global Program Management, with responsibility for our People and Places Solutions global program management business, my role in Jacobs allows me to engage with some of the world’s most complex projects and programs. Not only do we have some exceptional responsibilities on these programs, but we also have some exceptional people leading them. Seeing what they are achieving with our clients inspires me every day.

What sparked your interest in this field? Are you where you thought you’d be?

Solving the world’s greatest challenges has always been at the heart of everything I do. This means as much today as it did when I worked on my first major project in the 1990s in a remote region of Pakistan.

My career journey, like many others, will always evolve and develop in unexpected ways, but I have a real purpose in what I do and plenty of ambition linked to what more needs to be done in the future. 

What’s the favorite part of your job?

I’m incredibly proud of the work Jacobs does globally. It’s a company like no other, evolving day by day as we respond to the needs of both society and our clients. 

The favorite part of my job is meeting clients and our program delivery teams, bringing value through that engagement, and helping our clients and our teams deal with some of the most complex challenges in our industry.

From your perspective, what does a “successful” precinct project or program delivery look like?

A successful project/program will meet the vision and targeted outcomes, delivering to time and budget expectations. To maximize success, however, we need to make sure that the vision and outcomes really meet the needs of society and local communities. Some of the most exciting programs I’ve worked on in recent years have outcomes that are focused beyond the infrastructure itself. For example, programs enhancing the local communities and businesses through deliberately delivering differently.

From your perspective, what are some of the key considerations that help drive successful precinct projects and programs?

With any project with the scale and complexity of a precinct, it’s important to recognize that they aren’t the same as smaller and less complex projects. The challenges are different, and the delivery needs are different. Therefore, it’s critical to use global best practices and form teams that have the understanding and experience to deliver. In addition, it’s critical to recognize the importance of trust, cooperation and communication between all parties; lack of this could lead to gaps in scope, causing unnecessary frustration and delay.

Secondly, it is essential to understand the implications of early decisions made when securing investment. Those decisions will influence risks and opportunities during delivery – cost, schedule, operation predictability, or safety performance. This is particularly the case for megaprojects which are frequently less well defined at investment authorization than smaller scale projects.

Lastly, the precinct developments bring together so many different strands of infrastructure that they create a great opportunity for integrated infrastructure solutions beyond the development itself. With this comes the opportunity for blended finance solutions that can transform any town or city for the better. Often a once in a generation opportunity, we must make the most from it.

If you aren’t working, what would we most likely find you doing?

Enjoying time with my family, walking in the Suffolk countryside, but above all keeping charged up on life. There is so much to learn, do and experience in this world; I take every opportunity I can.

What attracted you to Jacobs?

When I joined Jacobs in 1991, I was attracted to the company’s strong global focus and projects that enhanced people’s lives – I’ve not been disappointed!

What do you enjoy most about being part of #OurJacobs family?

Living the Jacobs values every day. We do things right, challenge the accepted, aim higher, and live inclusion.


Tune in to Bryan’s insights on public infrastructure programs, the global water market and mitigating the impacts of floods and droughts:


Join #OurJacobs team

What drives you drives us as we work to build a better world – together. At Jacobs, every day is an opportunity to make the world better, more connected, more sustainable.

We’re always looking for dynamic and engaged people to join our team. Bring your passion, your ingenuity and your vision. Let’s see the impact we can create, together.

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