Your Opportunity

Reporting to the Project Delivery Business Leader (PDBL), the Regional Delivery Leader (RDL) is accountable for driving best-in-class project delivery and leading overall project execution and resourcing for the Infrastructure BOU within a defined region. The RDL is a peer to the Regional Business Leader (RBL) and Regional Growth Leader (RGL); together, these three roles form the region’s senior leadership team, collectively providing leadership across delivery, business operations, and growth. 

The role advances technical excellence, quality, and the standardization of project delivery practices. It ensures that the Excellence pillar—encompassing technical excellence, HSSE, digital innovation, project management, global delivery center integration, risk management and disciplined project delivery—is consistently translated into measurable project outcomes. In collaboration with the RBL, RGL, BCOLs, and other leaders, the RDL develops, trains, and leads project delivery teams to achieve operational and performance objectives.

PRIMARY FOCUS AREAS

Delivery Excellence and Standardisation

Ensure consistent, high-quality delivery practices and reduce variability across projects by driving the structured application of project delivery frameworks, governance, and standards. Reinforce discipline in project execution across schedule, cost, and quality dimensions, ensuring alignment in how projects are delivered across the regions. Promote a system-driven approach to delivery, reducing reliance on individual practices and improving predictability, repeatability, and overall performance.

Technical Excellence and Quality Integration

Work closely with Technical Leaders and the communities of practice to embed subject matter expertise into project delivery and strengthen technical outputs. Ensure appropriate technical oversight is applied on projects, particularly on complex or high-risk work. Reinforce consistent application of design standards, quality processes, and QA/QC practices, driving improvements in technical quality and reducing rework across the portfolio.

HSSE Leadership

Embed HSSE as a non-negotiable foundation in all project delivery activities and actively reinforce Stantec’s SaferTogether culture through visible leadership, meaningful safety conversations, and consistent safety behaviors. Promote a proactive safety culture by integrating HSSE considerations into planning, decision-making, and execution. Collaborate closely with HSSE managers and advisors to align project delivery practices with regional HSSE priorities, leverage their expertise in risk identification and mitigation, and ensure consistent support to project teams. Ensure that HSSE expectations are consistently applied across projects and that leaders are held accountable for safety performance, reinforcing Infrastructure’s safety-first mindset.

Digital and Innovation

Accelerate the adoption of digital tools, innovation practices, and responsible AI-enabled workflows to enhance delivery efficiency, consistency, quality, and client value. Ensure that practical, value-driven digital solutions are embedded into project execution and not treated as optional add-ons. Collaborate closely with the Director of Digital Practice and their team to align regional delivery needs with digital practice priorities, support adoption of standard tools and workflows, and identify opportunities to scale innovation across projects. Support the disciplined implementation of AI in project delivery workflows by promoting appropriate use cases, human review, QA/QC integration, documentation, and governance so that AI strengthens—not replaces—professional judgment and accountability. Partner with digital leads and project teams to advance innovation that improves delivery outcomes.

GDC Integration

Promote the effective integration of Global Delivery Centre (GDC) capabilities into project delivery to improve scalability, flexibility, and delivery consistency. Work with BC Leaders, project managers, and the Infrastructure GDC BOU representative to identify appropriate opportunities for GDC engagement, clarify roles and expectations, and ensure these capabilities are integrated early and effectively into project plans. Collaborate with the Infrastructure GDC BOU representative to align regional delivery needs with BOU priorities, strengthen awareness of available GDC capabilities, and support consistent adoption of effective global delivery practices across projects.

Project Management and Project Controls

Strengthen project management discipline and project controls across the portfolio to improve predictability, performance, and outcomes. Ensure consistent application of the Project Management Frameworks. Reinforce robust project controls practices—such as cost planning, forecasting, EVM and performance reporting—to enable early identification of deviation from the plan and informed decision-making. In collaboration with the Director of Project Management and the Director of Project Controls, partner with PMs, RPMLs and project controls teams to enhance capability, improve financial accuracy, and drive accountability for delivery performance across all projects.

Risk Management and Intervention

Identify at-risk or underperforming projects early and provide targeted intervention to improve outcomes. Engage with project leadership to address delivery challenges, mitigate risks, and prevent margin erosion. Support a structured approach to risk identification and management from pursuit through execution, ensuring issues are proactively addressed and lessons learned are captured and embedded into future delivery practices.

Collaboration and Resourcing

Coordinate regional delivery resources and ensure alignment with project demands and business priorities. Facilitate collaboration across BCs, regions, and BOUs to optimize resource allocation and leverage available capabilities. Work with RBLs, BC Leaders, Technical Leaders to ensure that the right expertise is deployed on the right projects at the right time, supporting both delivery performance and growth objectives.

KEY PERFORMANCE INDICATORS

• Meet regional business plan targets within budget:
• Drive Regional resourcing and collaboration across BC, Region and BOU boundaries.
• Achieve PM Frameworks compliance target
• Achieve the GDC regional commitment
• Meet Regional HSSE goals

REPORTING AND UTILIZATION

The RDL reports to the Project Delivery Business Leader. Utilization target ranges from 25% to 35%.

TYPICAL ACTIVITIES AND PRACTICES

The following are typical activities and practices of RDLs:

Project Management, Project Technical Leadership and Delivery

• Serves in project leadership roles on major projects or key accounts in the region or abroad.
• Lead regional leadership in assuring projects have qualified project leaders and technical expertise in key roles on significant projects, support project leaders with obtaining resources with skills to deliver projects.
• Ensure design guidelines, standards and protocols are accessible, understood and utilized in the region.
• Lead and be accountable for QA/QC procedures.
• Coordinate with BC Leaders to achieve >95% PM Frameworks compliance.
• In collaboration with the RPMLs, accountable for the maintenance and performance of the PM groups in the region. This includes operations metrics such as leakage, gross margin, and utilization.
• Accountable that routine PM meetings are conducted within the region sharing lessons learned, BOU focus areas, streamlining ideas, upcoming training, etc.

Collaboration and Resourcing

• Accountable for project leadership and technical resource assignments on top regional pursuits and projects.
• Accountable for forward looking staffing estimates tied to NRF and needs in the region. This includes reviewing large active or prospective project needs and adjusting recruiting accordingly.
• Lead regional liaison with GDC in collaboration with the GDC BOU representative.
• Coordinate regular resource discussions with other Infrastructure RDLs and other BOUs leaders in the region as needed.

Business Development

• Work with RBL, RGL, and SLs to support major pursuits and campaigns in the region.
• Participate in routine calls with other regions and RGLs to help resource top pursuits (i.e. regional and national Top/Next 20s).

Lessons Learned, IP Capture and Innovation

• Lead regional contact to coordinate Innovation and Digital practice advancement
• with regional and BC teams to communicate lessons learned (good and bad experiences) encountered during project execution. Where applicable share LL with the PDBL for potential inclusion in broader BOU messaging.
• Work with Infrastructure Digital lead, TLs, communities of practices and BC leadership to develop and support a regional IP capture program to enhance overall project execution.

Pay Transparency: In compliance with pay transparency laws, pay ranges are provided for positions in locations where required. Please note, the final agreed upon compensation is based on individual education, qualifications, experience, and work location. At Stantec certain roles are bonus eligible. Actual compensation for part-time roles will be pro-rated based on the agreed number of working hours per week.

Benefits Summary: Regular full-time and part-time employees (working at least 20 hours per week) will have access to health, dental, and vision plans, a wellness program, health care spending account, wellness spending account, group registered retirement savings plan, employee stock purchase program, group tax-free savings account, life and accidental death & dismemberment (AD&D) insurance, short-term/long-term disability plans, emergency travel benefits, tuition reimbursement, professional membership fee coverage, and paid time off.

Temporary/casual employees will have access to group registered retirement savings plan, employee stock purchase program, and group tax-free savings account.

The benefits information listed above may not apply to union positions because benefits for such positions are governed by applicable collective bargaining agreements.