TZL 1609 (web)

ON THE MOVE BALFOUR BEATTY APPOINTS WILLIAM MOTHERWAY AS VICE PRESIDENT OF RISK FOR U.S. INFRASTRUCTURE OPERATIONS Balfour Beatty announces the appointment of William “Bill” Motherway as vice president of Risk for its U.S. Infrastructure operations. With more than three decades of experience in legal, compliance and enterprise risk management, Motherway brings a wealth of knowledge and leadership to the company’s risk oversight and mitigation strategies. In his new role, Motherway will lead the implementation of Balfour Beatty’s enterprise risk management framework across its Infrastructure business. He will be responsible for guiding the organization in identifying, assessing and managing operational, regulatory and strategic risks. His leadership will also

support the development of fraud risk assessments, internal control reviews, and compliance with our internal control framework. “Bill’s deep expertise in enterprise risk management, compliance and legal background will be instrumental in strengthening our operational resilience and supporting our long-term strategic goals,” said Mark Konchar, Balfour Beatty US Infrastructure president. “His proven ability to lead complex risk initiatives and foster a culture of accountability aligns perfectly with our commitment to Zero Harm safety initiatives and operational excellence.” Motherway’s career includes executive leadership roles throughout the industry, where he founded and managed captive insurance companies, led corporate litigation and compliance programs,

and enterprise-wide risk strategies. He also served as Risk Manager and Ethics & Compliance Officer for Sarasota County Government and held senior legal roles in both public and private sectors. implemented “I’m honored to join Balfour Beatty and contribute to a company that values integrity, innovation and safety,” said Bill. “I look forward to working with our teams to enhance risk awareness, drive compliance, and support the company’s continued growth.” Motherway holds a Juris Doctor from the University of Miami School of Law and a Bachelor of Science in Biology from Manhattan College. He is a Certified Compliance & Ethics Professional, a licensed Property/Casualty Broker in 49 states, and an active member of the Florida and New York State Bars.

PROVIDE CLARITY. Roles, responsibilities, and timelines are never left open to interpretation. Early in discovery, decision makers are identified, responsibilities are defined, and stakeholder engagement is scheduled to avoid costly delays. Every decision is documented, shared, and referenced as the project evolves. This becomes the accountability backbone; without it, scope creeps and alignment crumbles. ■ Manage change. Define how shifts in scope impact schedule and cost. ■ Structure meetings. Clarify who attends, how often, and for what purpose. ■ Design to construction. Set when and how design decisions are made. Owners need to know what’s coming, when it’s coming, and the cost implications of any changes. With this level of clarity and accountability, surprises are minimized, and projects stay on course. DELIVER EXPERIENCE. Great project delivery is about more than the time it took to make it to the finish line, it’s about how you performed along the way and who’s alongside you in the final stretch. Firms that master both experience and efficiency win more work, build stronger teams, and create long-term partnerships. It’s more than a framework. What it really comes down to is building the right relationships and reinforcing the behaviors to create successful and memorable project experiences that clients keep coming back for. Tiara Marcus is a project management practice group leader at ISG. Connect with her on LinkedIn .

TIARA MARCUS, from page 9

Five ways to build trust: 1. Lead with empathy. Understand values, concerns, and priorities. 2. Define the path early. Outline owner responsibilities, set decision points, establish escalation protocols, and agree on timelines so everyone knows what to expect. 3. Speak their language. Ditch the jargon. The goal isn’t to “outsmart” everyone in the room. Make it relatable. 4. Document and share. Every decision. Every milestone. No exceptions. 5. Be available, with boundaries. Set communication expectations and honor them. BE EMPATHETIC. Guiding owners through the project requires active listening to truly understand opportunities, concerns, and challenges. By listening first, ISG identifies what drives each decision maker, what they value most, and where their concerns lie. We can then lead from this fine-tuned perspective. Empathy is a performance advantage. For internal teams, it creates clarity on expectations and allows groups to sprint when needed. With project partners, it builds trust, knowing ISG will represent their interests in every meeting, whether side-by-side or states apart. This reliability turns working relationships into lasting partnerships. The result? Projects stay on track. Deliverables arrive on time. Quality goes up. Profitability follows. Most importantly, the experience leaves a lasting impression – owners carry it with them and continue sharing the results well beyond the ribbon cutting.

THE ZWEIG LETTER NOVEMBER 10, 2025, ISSUE 1609

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