Regional BIM Manager-Engineering Design Organization

Brad Blanchard

Brad Blanchard is a regional BIM Manager at GHD. With over thirty years of project technical support and IT management experience, he specializes in CAD design, engineering, and analytical applications, particularly in the petro-chemical sector. He has seamlessly transitioned into the water service market in recent years, demonstrating a versatile skill set that spans various industries. Brad is recognized for his adept management of projects ranging from small-scale initiatives to expansive, multinational endeavors, collaborating with diverse teams both internally and externally. His global exposure has equipped him to navigate the complexities of coordinating multiple design disciplines.  His diverse skill set ranges from the Autodesk suite of products, Bentley applications, and specialty support of Primavera working closely with the Project Controls groups.

How do you anticipate that the latest advancements in BIM technology will influence our capacity to adapt to evolving business requirements?

The recent advancements in cloud-based collaboration have significantly enhanced our ability to optimize the utilization of our staff, both locally and globally. Geographical constraints are no longer a hindrance, enabling seamless participation in projects regardless of location and time zones. This flexibility proved advantageous during the initial stages of the Covid pandemic, prompting a strategic focus on integrating this format into our project delivery framework. Additionally, the increased utilization of laser scans, driven by advancements in technology, has become a prominent feature in our operations. The evolving landscape of technology and heightened market competition have made it more accessible for projects of varying scales, eliminating barriers to entry. This technology, whether applied to small or large projects, is now an integral part of our operational toolkit, utilized both by our internal staff and external collaborators.

Could you provide insights into a recent BIM implementation or construction project that you were involved in?

Our organization consistently excels in the execution of diverse water projects, encompassing filtration and water management. These initiatives frequently involve collaborations with municipal entities and, at times, the federal government. 

Our strategic approach involves creating inclusive working environments, inviting client vendors and joint venture companies to engage in real-time design sharing and collaborative efforts.

This dynamic interaction not only fosters seamless communication but also significantly reduces the overall time required for project execution. 

What are the existing challenges within your business that current services fail to address optimally?

One of the primary challenges in our business revolves around the costs associated with transitioning from traditional practices to more automated approaches. The implementation costs of moving away from manual and repetitive processes are significant hurdles we encounter. While we've made strides in automating various aspects, the overall expenses tied to transforming the entire business workflow can be considerable. Resistance to change is another factor, particularly when dealing with staff accustomed to specific technologies over an extended period. The struggle to migrate them to alternative systems is a nuanced challenge that doesn't have a straightforward monetary solution. We are actively working to minimize such resistance, and over time, we've observed a decreasing trend. Balancing the learning curve for new team members or those transitioning from previous roles is another facet of this challenge. Striving to remain competitive while undergoing these transformations adds a layer of complexity, emphasizing the financial considerations inherent in the process of transitioning from one system to another.

“Our strategic approach involves creating inclusive working environments and inviting client vendors and joint venture companies to engage in real-time design sharing and collaborative efforts”

What advice would you offer to professionals in similar roles within the construction industry?

One of the key insights we emphasize within our company is the early involvement of BIM leadership in projects, starting from the concept stage to building proposals. This not only facilitates smoother project initiation but also enables BIM managers and staff to execute their responsibilities effectively. Additionally, we've learned the importance of gradual adoption when introducing new ideas or processes. Attempting a 100% implementation of a novel concept may not yield optimal results, so we advocate for a step-by-step approach. Ensuring inclusion across different facets of our business has been pivotal; we aim to incorporate everyone in more advanced project delivery methods and highlight changes within various business areas. 

Sharing advancements, whether in processes or technology, is crucial. When implementing changes, we make a concerted effort to communicate these updates widely, utilizing project involvement, showcases, and internal initiatives to keep the entire business community informed. This strategy ensures that our capabilities are well-understood and leveraged throughout the organization. Ultimately, effective communication and inclusivity are paramount to successfully navigating changes and advancements in our industry.

From your perspective, what future developments do you anticipate for BIM in the construction industry?

The increasing interoperability between platforms stands out as a significant advancement, alleviating long-standing challenges faced not only by GHD but across the industry. The difficulty of making diverse platforms communicate seamlessly without data loss or the need for extensive rework is gradually diminishing, thanks to the progress in artificial intelligence. This facilitates smoother connections between various elements in the construction process. Additionally, the future holds promise for improved quality assurance and practices, enabled by quicker reactions and changes facilitated by automated processes. The ability to swiftly address identified issues during reviews reduces reliance on manual interventions, avoiding the need to rebuild processes from scratch. Collaboration with vendors and suppliers is a key focus, enhancing mutual understanding of workflows and leading to improved tools. Notably, vendors are becoming more attuned to specific business needs, assigning personnel with direct relevance to the industry, resulting in more effective and specialized partnerships. This collaborative approach, tailored to the unique requirements of specific projects, is shaping the future landscape of the construction industry.

How does your dual background in design, drafting, and technology contribute to your effectiveness as a BIM Manager?

My unique journey into this position involved experiences in design, drafting, and technology, blending seamlessly with an IT role. This fusion facilitates my daily tasks, bridging the gap between technology and engineering/design requirements. Having a comprehensive understanding from both perspectives allows me to effectively communicate and fulfill project needs. In my role, I've realized that many in similar positions grasp the importance of not only envisioning solutions but also delivering on promises. This dual perspective, understanding capabilities and limitations, strengthens the role of a BIM professional, proving invaluable to projects and overall business success.