Ameya Kulkarni on being trusted with responsibilities beyond his years of experience

Taking on technical work, project coordination and early‑career leadership roles, Ameya Kulkarni explains how building his professional network has opened unexpected paths in his career.

How did you start your career at Mott MacDonald? How has it evolved?

I joined Mott MacDonald in 2019 as a graduate mechanical engineer in the piping discipline. I’d heard great things about Mott MacDonald from my father and his professional network.

Initially, my work was technical, such as the engineering and management of piping materials for industrial facilities.  Once I joined our in-house early career professionals (ECP) network, it quickly opened doors I didn’t expect early in my career.

It gave me the confidence to move beyond purely technical engineering into client-facing, project management roles. It also gave my opportunities to take part in wider business discussions.

What helped you widen your professional experience?

 Early on, I applied and was selected to speak to our senior leadership team as part of an annual business planning workshop.  At the time, I had very limited professional experience. Being part of the session allowed me to be in a room where business approaches and discussions were taking place. That was a real eye-opener for me.

Being involved in our in-house ECP network helped me understand the bigger picture, gave me visibility, helped me build my communication skills and confidence. It connected me with ECPs globally, which is a real benefit of working in a multinational company.

Mott McDonald gives you opportunities – you just need to put your hand up and take them. Honestly, I wouldn’t be where I am without the ECP network.

Can you tell us about a leadership experience you’re had?

A proud moment for me was being appointed as the ECP innovation lead and subsequently deputy ECP lead for South Asia.

Our focus was to strengthen collaboration between senior leadership and staff by creating a more connected and engaged ECP network. We worked on improving business processes, supporting digital innovation and sustainability initiatives. We also focused on creating a more supportive environment for younger employees. This included internal engagement, brand building, equality, diversity and inclusion and safety awareness. Together, these efforts helped build a more informed and cohesive workforce.

I took on this project in addition to my full-time role. Having freedom, support and encouragement from senior leadership made me realise how I could contribute to the business in a bigger way.

You moved from technical engineering into project management. What motivated that shift?

After being involved in business planning and innovation initiatives, I realised I wanted to have a broader impact on projects. I enjoyed collaborating, problem‑solving and supporting teams. Over time, that naturally led me into project management.

How did you find the transition into project management?

During the COVID-19 pandemic, when the projects team needed support, I was offered the chance to step into a project coordination role. It was a steep learning curve. I had to adjust to remote work, stepping into a new role and taking on ECP lead responsibilities all at once.

After COVID-19, my contribution was recognised and I was assigned to a major engineering, procurement and construction management (EPCM) project.

Although I was the most junior project coordinator, I was trusted with significant responsibility, which really reflects our culture of empowering people.

Over time, the engineering team gained confidence in me, and I became more experienced at presenting the full picture to the client at project updates. I became a key link across the project, for our internal teams and our client, which added positive pressure and helped me to grow.

It stretched me in the best possible way – from technical coordination to billing to client relationship management.

How did you have to adapt personally, and professionally, to your new role?

As a project coordinator, I was working with senior engineers who had far more technical experience than I did - that was initially intimidating. But by listening carefully, understanding their pain points and building trust, I gained their confidence.

Project coordination involves a lot of judgement, especially when resolving internal issues. Being consistent and transparent helped me grow into the role.
Like many engineers, I am shy by nature. I never thought I would be in a role where I deal with 40 to 50 different people on a regular basis. That is a major turnaround for me. If I can do it, then so can others.

How would you describe the culture at Mott MacDonald?

Supportive and empowering. I’ve always been encouraged by managers who trusted me to take on responsibilities beyond my years of experience. If you show initiative, people notice. There’s a lot of freedom to explore your interests - whether it’s innovation, sustainability, business development or project management.

What advice would you give to someone starting their career here?

The more visible and proactive you are, the faster you grow. When I was only three years into my career, I was selected to give a project presentation to Cathy Travers, our group managing director. That only happened because I was known to our then divisional general manager.

So reach out, get involved and grab every opportunity - even the ones outside your job description. Don’t be afraid to explore different areas of the business.