ACEC-Ontario 2026-2027 Board Chair
As I begin my term as Chair of ACEC-Ontario, I do so with a sense of gratitude, optimism, and responsibility. We are in a period unlike any other in recent memory, one marked by extraordinary technological advancement, shifting geopolitical realities, and increasing economic uncertainty. Yet despite these challenges, I believe there has rarely been a more important or exciting time to serve our members and our industry. Among the many changes shaping our operating environment, artificial intelligence stands out as one of the most significant. Its influence is already being felt across industries, and consulting engineering is no exception.
Whether we welcome it enthusiastically or approach it cautiously, one thing is clear: artificial intelligence is here to stay. It is no longer a topic for the future. It is a governance issue, a strategic priority, and increasingly, a business reality. Most importantly, it is a conversation that organizations need to be having today. The question is no longer whether AI will influence our profession, but how we will harness its potential responsibly, ethically, and effectively.
This conversation is being driven not only by technological advancement, but also by the expectations of our clients. Across sectors, organizations are exploring how AI can improve efficiency, enhance decision-making, and deliver greater value. As trusted advisors, consulting engineers have an important role to play in helping clients understand both the opportunities and the risks, ensuring that innovation is balanced with sound judgment, transparency, and accountability.
The implications for our profession may be profound. For generations, the consulting engineering workforce has been built around a familiar structure. Increasingly, however, that model is beginning to evolve. As artificial intelligence becomes embedded in the tools, processes, and workflows we use every day, some of the traditional tasks that served as entry points for junior professionals may be automated or fundamentally transformed. This shift presents both opportunities and important questions. How will firms develop the next generation of engineering talent if traditional learning pathways change? What new skills will be required to succeed in an AI-enabled environment? And how do we ensure that technology enhances professional judgment rather than replacing the human expertise that remains at the heart of our profession?
As Chair, I look forward to hearing from our members about how they are navigating this transformation. What challenges are you encountering? What opportunities are emerging? How are your clients approaching AI adoption, and what role can consulting engineers play in helping them make informed decisions? These conversations will be essential as we work together to shape a future that embraces innovation while preserving the principles, expertise, and public trust upon which our profession is built.
Of course, periods of rapid change are not defined by technology alone. We are also living through a time of significant geopolitical, economic, and societal transformation. The consulting engineering industry has always been shaped by these broader forces, adapting to changing priorities while helping communities and economies grow. In many ways, engineers serve as the bridge between ambition and reality, connecting investment, and infrastructure to create the foundations upon which communities thrive on across borders and generations.
Here in Ontario, we have seen firsthand what can be achieved when long-term vision is matched by collaboration. Projects such as the Gordie Howe International Bridge stand as more than remarkable engineering accomplishments; they are powerful examples of how infrastructure can strengthen relationships, support economic growth, and connect people and industries on both sides of a border. Many of our industry colleagues played a critical role in bringing this project to life, despite recent hurdles, it is a shared commitment to creating lasting value for both Canada and the United States with a generational impact.
Yet even as this project demonstrates the benefits of cooperation, it also highlights the realities of the environment in which our profession now operates. Global uncertainty continues to influence the context in which our members plan, design, and deliver projects. Trade tensions, tariffs, shifting geopolitical alliances, supply chain disruptions, and growing protectionist sentiment all have the potential to affect infrastructure investment, project costs, and delivery timelines.
For engineering firms, the key question is no longer whether these forces will have an impact, but how prepared we are to respond to them. What do these developments mean for the projects in our pipeline, the investments our clients are willing to make, and the long-term infrastructure needs of our communities? As uncertainty becomes a more permanent feature of the landscape, risk management, scenario planning, and organizational resilience will become increasingly important. The firms that are best positioned for the future will be those that can adapt confidently to change while continuing to deliver the innovation, reliability, and expertise that clients and communities depend on.
Yet amid all this uncertainty, I remain hopeful.
I am hopeful because our profession has consistently demonstrated its ability to adapt. Our collective firms solve problems. We innovate. We find practical solutions to complex challenges. And when circumstances change, we evolve alongside them. The opportunities ahead, from advances in digital delivery and AI-enabled design to major infrastructure investments and global collaboration, are substantial.
I am also hopeful because of the strength of this association and the people who make it what it is. In my more than ten years of volunteering with ACEC-Ontario, I have witnessed firsthand the dedication, expertise, and commitment of our members. That collective strength is one of our greatest assets as we navigate the changes ahead.
This is why I believe now is the time to fully embrace your membership. Encourage your staff to engage with ACEC-Ontario’s programs, committees, events, and professional development opportunities. The value of membership is not something that exists on paper, it is realized through participation, connection, and contribution. The stronger our engagement, the stronger our collective voice becomes.
That voice is particularly important today because advocacy has never mattered more. Governments at all levels are making decisions that will shape the future of infrastructure, procurement, workforce development, technology adoption, and economic competitiveness. The ripple effects of these decisions extend across both the public and private sectors, creating opportunities and challenges for firms that serve either or both markets. Ensuring that consulting engineers are part of these conversations is essential to advancing sound policy, fostering innovation, and supporting sustainable economic growth.
As I begin this term, I do so with confidence in our members, our profession, and our future. Together, we have an opportunity to help shape how our industry responds to technological transformation, economic uncertainty, and global change. As a leadership principle, I’ve often believed that the role of leadership is not to predict every storm, but to guide people through it.
Thank you for your support, your engagement, and your commitment to building a stronger future for our profession and the communities we serve.
– David Chamberlain
ACEC-Ontario 2026-2027 Board Chair
Partner / Senior Director, Smart Automation / Operational & Digital Technologies
CIMA+