Andy Radler has spent more than three decades turning the world’s most complex projects into delivered realities. Trained as a civil engineer and shaped by a career that spans continents, contract models, and industry cycles, he brings a rare combination of board-seasoned judgment and hands-on execution discipline. His professional arc threads through energy, petrochemical, infrastructure, mining, and high-tech manufacturing, with a constant throughline: build high-performing teams, eliminate noise, and deliver at scale—safely, transparently, and ahead of plan.
Born of rigorous technical roots at ETH Zürich and Technische Hochschule Darmstadt, Andy began his career in the crucible of heavy civil and tunneling work. He cut his teeth on demanding assignments, from subsea ocean outfall tunnels in Sydney to rail and subway infrastructure in Germany and long-span underground works in China and Switzerland. These formative years gave him fluency in the fundamentals: construction means and methods, sequencing, logistics, and the unforgiving physics of schedule and cost. Early exposure to unit price and lump sum contracts taught him that the best project plans are only as good as the relationships, risk registers, and field decisions that sustain them day to day.
His transition into large-scale leadership came with roles at Walter Construction and Lafarge, where he moved from technical services and estimating to full P&L responsibility. At Lafarge, he helped close approximately $500 million in acquisitions and was entrusted to stabilize and complete a troubled mass-transit project in Vancouver. He instituted practical systems—document control, change management, and progress measurement—that turned a project around and re-established client confidence. That experience cemented his belief that operational excellence is not a slogan; it is a cadence of behaviors, metrics, and decisions that compound into results.
As Vice President Projects & Construction at Wood Group PSN, Andy broadened his portfolio to include SAGD well pads, enhanced oil recovery facilities, processing plants, and oil batteries—an ecosystem of projects exceeding $600 million. He distinguished himself by integrating global engineering, procurement, and construction resources into a coherent delivery model and by spearheading specialized ASP oil extraction facilities. In parallel, he proved adept at launching greenfield work in frontier environments, assembling multinational teams and establishing on-the-ground credibility in places as diverse as Chad and Northern Alberta. His approach blended rigorous planning with cultural fluency and a firm commitment to safety and local partnerships.
A decisive chapter in Andy’s career unfolded with Fluor. Initially tasked with Suncor’s $1.8 billion Utilities and Offsites project, he developed an integrated delivery model that drove measurable cost and schedule improvements—contributions that helped Fluor secure an expanded EPFC mandate. He was subsequently appointed Construction Director for an $8 billion natural gas pipeline and then for Chevron’s $14 billion Kitimat LNG project, pursued through the JGC/Fluor joint venture. During FEED and early works, he authored construction execution strategies, work packaging structures, and module plans, while forging a strong JV culture across Yokohama and North America. He invested time with the Haisla Nation, integrating community members into management roles and establishing a foundation of trust that outlasted market swings.
At AECOM, Andy stepped into enterprise leadership during a period of volatility for oil and gas. As Executive Vice President Operations in Canada, he centralized fragmented functions, introduced competency-based hiring and testing, and renegotiated supply contracts. The results were tangible: a leaner overhead profile, lower turnover, and a step-change in delivery efficiency. These decisions reflected his hallmark style—transparent, metrics-oriented, and people-first—where structural changes are matched with the communication and empathy needed to make them stick.
His tenure with Kinder Morgan showcased Andy’s bias for measurable outcomes. As Senior Project Manager for a $700 million oil storage facility, he delivered the program 10% under budget and a month ahead of schedule. He achieved this by instituting crisp roles and responsibilities, setting safety and quality KPIs, and building an owner-approved reporting framework that eliminated surprises. The project was a case study in how disciplined governance unlocks performance: when stakeholders share the same facts—and the same definitions—teams build momentum.
Andy’s assignment with Jacobs Engineering in Morocco sharpened his LSTK (lump-sum turnkey) pedigree. As EPC Program Director, he led JESA’s first EPC lump-sum project—a phosphoric acid plant—standing up the organization, hiring key talent, and tailoring procedures in change and risk management to the realities of fixed-price execution. His zero-incident HSE performance was not an accident; it grew from an “Incident Free Workplace” mindset that treated subcontractors as partners, aligned incentives, and translated safety culture into frontline habits.
In 2019, Andy rejoined Wood to direct the $2.3 billion Côté Gold Project (EPCM). He established industry-leading COVID-19 protocols, strengthened First Nations relationships, simplified contracting interfaces, and sustained a zero LTI record. He then transitioned to Nutrien, advising capital projects as a program and project management specialist—continuing his pattern of bringing structure and predictability to complex portfolios. Across these roles, he reaffirmed an enduring principle: in high-stakes programs, clarity of scope and accountability is the shortest line to cost certainty and schedule fidelity.
Today, as Construction Director at Exyte Central Europe, Andy leads the delivery of a $3 billion semiconductor facility in Dresden, Germany. With responsibility for 1,100 craft workers and 60 staff, he is stewarding a new generation of high-tech manufacturing capacity that anchors national resilience and supply chain independence. He implemented an IFW program and reshaped HSE culture on site, marrying the rigor of process with the autonomy and pride that empower craft professionals. In advanced fabs—where tolerance is measured in microns and time is measured in days of capitalized interest—his approach brings order, urgency, and a bias for finishing.
Beyond execution, Andy is an advocate for digital transformation and emergent AI use cases in construction. He sees data as a construction material in its own right: something to be engineered, curated, and installed to improve safety, quality, and throughput. Whether in model-driven work packaging, predictive risk analytics, or field-level decision support, his teams use technology to shorten feedback loops and to surface the signal that matters. In a sector that often lags in digital adoption, he champions pragmatic innovations that demonstrably accelerate delivery.
Andy’s board experience includes service with Cematrix Corporation (TSX: CVX), where he contributed insights from decades in industrial construction and materials. He thrives in governance roles that demand strategic oversight, capital allocation discipline, and an independent view of risk. Internationally, he has operated across Europe, North America, Australia, Japan, China, and the Middle East, and he is fluent in German and conversant in French. That breadth of exposure informs a leadership style that is globally aware and locally grounded—respectful of culture, clear in expectations, and relentless about results.
Outside the boardroom and project office, Andy is a lifelong learner and a hands-on builder. He restores automobiles, stays active through fitness and water sports, and draws energy from teamwork on and off the court. Volunteering with organizations such as the YMCA, he helped raise $30 million for community programs, reflecting a belief that enduring projects are measured not only in megawatts, barrels, or wafers, but also in human impact. Colleagues describe him as strategic and analytical, yet approachable—a professional who listens closely, decides decisively, and leads by example.
Character:
Andy is principled under pressure and consistent in his standards, whether managing a $14 billion LNG program or negotiating a fixed-price plant in North Africa. He treats safety as a moral obligation and a managerial system, ensuring that metrics reinforce culture rather than substitute for it. He invests in people, building trust with local communities and partners so that projects can execute with integrity.
Knowledge:
He combines deep technical fluency in EPC/EPCM delivery with a nuanced understanding of contract structures and risk allocation. His international project repertoire gives him a library of precedents that he adapts to new geographies and technologies. He brings a pragmatic digital mindset, weaving data and AI tools into construction workflows to raise predictability and performance.
Strategic:
Andy aligns portfolio objectives with execution levers, translating board-level intent into field-level behaviors and milestones. He simplifies complex interfaces, shortens decision cycles, and structures contracts that foster collaboration while protecting outcomes. He anticipates constraints early—permitting, supply chain, labor—and shapes plans that turn risk into managed work.
Communication:
He sets clear expectations, defines common language for performance, and maintains transparent reporting that eliminates surprises. He listens actively across functions and cultures, ensuring that feedback moves quickly from the field to the front office. He communicates with credibility rooted in doing—the kind of clarity that mobilizes teams and reassures stakeholders.
