• Introduce yourself briefly – including, name, designation, and company name.

I’m Jesyka White, Director of Operations for PMKConsult, an award-winning project and commercial management consultancy, started in the UAE and now operating across multiple geographies.

  • Can you share your journey and the challenges you faced in reaching your current position in the industry?

My love of maths led to me to study civil engineering in the US, but my passion for people and different cultures directed me towards international project management.  Since starting my career, I’ve lived in 9 different countries, and worked on projects in many others.  I’ve had to enter each new market respectfully and with curiosity, adapting in order to develop the strong relationships necessary to successfully deliver projects.  I really delight in the fact I am able to amalgamate skills and approaches from multiple cultures and I’ve developed a unique hybrid approach to my work, both technically and managerially.  However, being a nomad has had its challenges.  Each new market you enter, you have to re-prove your worth, rebuild your industry support network, and navigate a whole host of new local nuances.  Some markets proved more challenging than others – I’ve faced ageism, racism, sexism, and harassment.  Less serious, but arguably more impeding, was a common occurrence working in a male dominated field – I was often being judged and corrected because my performance wasn’t “masculine” enough.  Surprisingly, this sentiment not only came from my male superiors and peers, but even women, who had achieved their seniority by “acting like men” and advised me to do the same.  It took a lot of trial and error, perseverance, a deep commitment to integrity, and a love of learning to forge my own path.  I made a conscious decision to steer my career towards a position in which I could develop and protect a balanced culture that elevated and supported each individual regardless of background/race/gender. I’ve shifted from project delivery to operations and am thoroughly enjoying the focus on enhancing processes and procedures to allow our employees to function at the highest levels.  Having been in their shoes, I’m able to customize our operations with their needs in mind, and I consider myself extremely lucky to have found a company who supports my approach and fully empowers me to drive us forward, keeping both the interest of our employees and our Clients in mind.

  • What are some contributions you have made to the construction industry?

Beyond the physical spaces built for public enjoyment and the developers’ strong balance sheet, I like to think my most meaningful contribution has been the support given to various team members over the years. Construction projects are never a solo effort; it takes an army to design and build great spaces. The stronger the talent pool, the more successful the project.  It’s about helping teammates grow and develop so they can go forward and achieve great things, and hopefully pass on their knowledge to the next person.

  • Who has been your biggest inspiration or role model in your professional life, and why?

I’ve been very lucky to have been exposed to and work alongside some incredible project managers over the years.  As with work cultures, I try to identify and take the best attributes from everyone I work with and incorporate them into my day-to-day approach.  But working with my executive leadership coach, Poncho Cottier, has really inspired a transformational journey in my management style.

  • What do you think can be done to encourage more women to pursue careers in construction?

Accessibility and educational avenues are already there. I think what turns women away from our industry is the fact is very time-intensive, with long hours, aggressive deadlines, and requirements for night and weekend shifts.  Until there is a significant shift in gender roles in the home, women need time-flexibility in order to navigate their “default” family responsibilities.  But this needs to be an industry-wide shift.  For example, PMKConsult offers incredible flexibility to our men and women, but our site-based staff are beholden to the time-keeping rules of our Clients, so there’s only so much consultancies can do to support staff in these instances.  More women in the industry would naturally instigate a shift to more flexible working hours, which will attract more women, but it will take time for the cycle to work.

  • What is your number one advice for young women professionals entering the industry?

Embrace the way you uniquely approach things, not just in the traditional ‘masculine’ way; lean into more feminine traits of empathy and vulnerability.  There are many ways to deliver a project, no one has all the answers, so a well-integrated and balanced approach will always serve you well.

  • Where do you see the future of women in the construction industry, and what changes do you hope to see in the next decade?

It’s a numbers game. The reason we don’t see women as often at the top, is because the talent pool at the bottom is mostly men.  As more women enter this industry, it’s only a matter of time before they rise in the ranks to leadership positions, which will encourage and inspire more women to enter.  I see construction evolving into less of a ‘boys club’ over time, a shift from masculine / aggressive management to a more balanced approach, with more focus on upfront planning and strategy, mental health awareness, and a shift to constructive, not combative, stakeholder relationships.