
Skepticism Is Data: Why the Loudest Doubter in the Room Is Your Best AI Consultant
Picture the scene. A new director walks into a public works meeting with a slick vendor demo, a stack of AI dashboards, and the phrase "digital transformation" ready to launch. Around the table, arms fold. Someone stirs coffee a little too loudly. The most senior engineer, thirty years on the job, finally speaks: "We tried something like this in 2011. It's still sitting in a closet." Everyone nods. The demo ends. Nothing changes.
If that scene made you wince, you already understand the real problem with integrating advanced technologies into infrastructure. The algorithms are not the hard part. The people are.
The tech is the easy part
The technical case has stopped being controversial. California's grid operator is piloting an AI tool to help manage outages, the first system of its kind in North America. Las Vegas used AI-powered traffic analytics to cut wrong-way driving by more than 90 percent and save roughly a million dollars a year. Digital twin systems paired with machine learning have delivered a 30 percent drop in maintenance costs and reduced fault detection from fifteen days to three. These are not futuristic numbers. They are receipts. The more interesting question is why so many programs still stall inside city hall.
The 30 percent problem
Fifteen years of McKinsey research shows that only about 30 percent of major change programs succeed, and the leading causes of failure are employee resistance and management behaviors that do not support the desired change. Not the wrong vendor. The humans, and the leaders who forgot to bring them along. Prosci's benchmarking puts a finer point on it: projects with excellent change management meet or exceed objectives 93 percent of the time, while those with poor change management hit their targets just 15 percent of the time. The single biggest predictor of success, decade after decade, has been active and visible executive sponsorship. Your calendar is your change strategy.
Skepticism is data, not opposition
Expect pushback. Then respect it. A 2025 MissionSquare study of state and local employees found only 28 percent had received any AI training from their employer, and their top concerns were data privacy, reliability of AI outputs, and cost. A global KPMG study found 54 percent of people are wary of trusting AI systems. Deloitte notes a specific quirk in government: leaders are often more nervous than their own workforce. So when a veteran engineer folds their arms at your demo, they are not being difficult. They are surfacing risk you would otherwise miss. Metabolize that instinct into requirements, guardrails, and training plans.
Shared ownership beats slick specs
Run your needs assessment as a listening tour, not a checklist. Bring field crews, dispatchers, finance, and community liaisons into the room before you talk to a single vendor. Ask what breaks most often, what workaround they are quietly running, and what would actually save them time on a Tuesday afternoon. McKinsey found that programs which invited employees to shape the transformation were five times more likely to succeed than top-down efforts, and those with clear metrics were seven times more likely to succeed.
Culture is the operating system
You can install any software on top of a broken culture, and the culture will win. Celebrate the near misses, so when a predictive flag saves a lift station on a holiday weekend, that story gets told at the next all-hands. Budget for learning the way you budget for hardware, because Deloitte reports that 62 percent of employees rate their organization's AI training as average or poor. Make it safe to say "I don't know," or staff will simply shadow-use consumer AI on their phones instead.
Community feedback is a loop, not a survey
Residents are stakeholders too, and increasingly literate about what AI can and cannot do. Build feedback like a sensor network. Multiple channels, redundant paths, quick refresh cycles. Publish plain-language summaries of what your systems do and do not do. When residents flag something surprising, treat it the way maintenance treats a pressure anomaly in a water main: as early warning, not noise.
Money and privacy, the boring things that decide everything
Two objections surface within ninety seconds of any pitch. Cost is the first. The answer is rarely one big check. It is a stacked approach of federal and state grants, public-private partnerships, and phased rollouts that let a pilot earn its next dollar. Privacy is the second. Establish a data governance framework before you touch a live system, train every staff member who touches it, and publish your rules in language a resident could explain at a barbecue.
A word for the newcomer
If you are early in your career, do not wait to be handed authority. The people who shape transformations are rarely the loudest. They are the ones who ask the second question, volunteer for the pilot, and quietly become the person the director calls when a dashboard breaks. Change management is a career accelerant hiding in plain sight.
The ball is in your hands
This week, pick one system in your organization that everyone quietly agrees is fragile. Talk to the three people who know it best. Ask them what a smarter version would look like, and what would have to be true for them to trust it. Write down what they say. That single conversation is worth more than any vendor demo held later. The technology is ready. The evidence is in. The only question left is whether you are willing to lead in a way people will actually follow.
References
Aiken, Carolyn, and Scott Keller. "How Do I Implement Complex Change at Scale?" McKinsey and Company. https://www.mckinsey.com/~/media/mckinsey/dotcom/client_service/public%20sector/pdfs/how_do_i_implement_complex_change_at_scale.pdf.
Deloitte Insights. 2025 Government Trends. 2025. https://www.deloitte.com/us/en/insights/industry/government-public-sector-services/government-trends/2025.html.
Eggers, William, Joshua Knight, and Mahesh Kelkar. "Delivering on the Promise of AI in Government." Deloitte Insights, June 3, 2025. https://www.deloitte.com/us/en/insights/industry/government-public-sector-services/government-trends/2025/scaling-ai-in-government.html.
Eggers, William, Joshua Knight, and Kellie Nuttall. "Tailored AI Training for Government." Deloitte Insights, May 5, 2026. https://www.deloitte.com/us/en/insights/industry/government-public-sector-services/tailored-ai-training-for-government.html.
Intelligent Transportation Systems Joint Program Office. "AI-Based Traffic Management Pilot Program Implemented Near Las Vegas Contributed to a 17 Percent Reduction in Primary Crashes." U.S. Department of Transportation, September 25, 2025. https://www.itskrs.its.dot.gov/2020-b01507.
Keller, Scott, and Bill Schaninger. "Losing from Day One: Why Even Successful Transformations Fall Short." McKinsey and Company, December 7, 2021. https://www.mckinsey.com/capabilities/people-and-organizational-performance/our-insights/successful-transformations.
KPMG International and University of Melbourne. Trust, Attitudes and Use of Artificial Intelligence: A Global Study 2025. April 2025. https://kpmg.com/us/en/media/news/trust-in-ai-2025.html.
MissionSquare Research Institute. Artificial Intelligence in the State and Local Government Workforce. May 2025. https://research.missionsq.org/content/media/document/2025/5/Artificial_Intelligence_StateLocalEmployees.pdf.
NTT DATA. "City of Las Vegas Client Story." Accessed July 20, 2026. https://us.nttdata.com/en/case-studies/city-of-las-vegas-client-story.
O'Donnell, James. "California Is Set to Become the First US State to Manage Power Outages with AI." MIT Technology Review, July 14, 2025. https://www.technologyreview.com/2025/07/14/1120027/california-set-to-manage-power-outages-with-ai/.
Prosci. "Best Practices in Change Management." 2024. https://www.prosci.com/resources/articles/change-management-best-practices.
Yusuf, M., and R. Prasetyo. "AI-Driven Digital Twin Systems for Predictive Maintenance." Civil Engineering Science and Technology, 2025. https://cest.stekom.ac.id/index.php/cest/article/download/5/9.
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ABOUT THE ROLE The Department of Design and Construction seeks a Director to lead Alternative Delivery and advance the Design-Build program. Reporting to the Assistant Commissioner in Alternative Delivery, this role oversees complex new building and renovation projects of varying scales, directing all project phases from initiation through completion to ensure successful implementation of Design-Build best practices and construction excellence. KEY RESPONSIBILITIES - Oversee design-build projects in development, procurement, and post-award, ensuring alignment with DDC priorities, contracts, and procedures. - Establish project management staffing plans and supervise teams across Alternative Delivery, Infrastructure, and Public Buildings divisions. - Identify common themes and lessons learned to inform program-wide initiatives and procedures. - Provide direct supervision, guidance, and training to Deputy Directors and SPMs/PMs/JPMs, supporting staff professional development. - Support the division head in public forums, senior-level reporting, and resolution of escalated interagency and complex stakeholder issues. MINIMUM QUALIFICATIONS 1. A baccalaureate degree in engineering, architecture, construction management, urban planning, business/public administration, or a related field, plus five years of full-time experience in planning or administering engineering design or construction, including two years in an administrative, managerial, executive, or supervisory capacity; or 2. A four-year high school diploma (or equivalent) plus nine years of the experience described above, including two years in an administrative, managerial, executive, or supervisory capacity; or 3. Education and/or experience equivalent to 1 or 2. One year of experience credit is given for: (a) each 30 semester credits toward a bachelor's degree in a related field, (b) an accredited Master's degree in a related discipline, (c) a Juris Doctor degree, or (d) a valid NYS license as a Professional Engineer, Registered Architect, or Landscape Architect. All candidates must have the required two years of administrative, managerial, executive, or supervisory experience. SPECIAL REQUIREMENTS - Civil Service Criteria: Candidates must be permanent in the Administrative Construction Project Manager title or reachable on the DDC promotional list (exam #3523) or open-competitive list (exam #3039). Proof of permanency or a Notice of Result card is required. - Work Authorization: Must be currently authorized to work full-time in the U.S. DDC does not sponsor visas (H1B, OPT, F-1, etc.) or offer training programs for temporary employees. - Education Verification: Foreign educational credentials require independent equivalency verification from an approved evaluation service. - Preferred Skills: At least ten years of experience managing complex design and construction projects (schedule, risk, cost), strong leadership and communication skills, and proficiency in MS Office and Bluebeam. - 55-a Program: Open to qualified persons with a disability eligible for the 55-a Program. SELECTION PROCESS An exam may be required. Candidates who do not meet the specified civil service criteria will not be considered for an interview. HOW TO APPLY Apply online via NYC Government Jobs (Explore Careers | City of New York). Search for Job ID 794861 and submit the application as prompted. Do not apply via Employee Self-Service (ESS), email, mail, or fax. EMPLOYMENT DETAILS - Hours: Full-Time, 35 Hours per week - Location: 30-30 Thomson Avenue, LIC, NY 11101 (Queens) - Job ID: 794861 - Title Code: 83008 - Civil Service Title: Administrative Project Manager - Business Title: Director (Technical) - Title Classification: Competitive-1 - Experience Level: Manager (Job Level M2) - Number of Positions: 1 - Posted Until: 10/31/2026 - Residency: New York City residency is not required. - Benefits: May be eligible for Public Service Loan Forgiveness and state repayment assistance programs.
ABOUT THE ROLE Join the Facilities Engineering and Science Section (FESS) within the Solid Waste Division (SWD) of King County as a senior construction manager in the new Construction and Asset Management Unit (CAMU). Serving as the owner's representative, you will provide construction leadership, oversight, and coordination for capital projects at eight Recycling and Transfer Stations (RTS) and closed landfills. You will work closely with contractors, consultants, and stakeholders to ensure projects are delivered safely, efficiently, and in accordance with contract requirements and quality standards. KEY RESPONSIBILITIES - Oversee multiple construction management consultant work order contracts supporting project progress, scheduling, BMP adherence, inspections, and testing of constructed materials and equipment. - Manage construction management consultant contracts and invoices; review RFIs, meeting minutes, submittals, and shop drawings for conformance with plans and specifications. - Assist the project team with contract change order preparations, reviews, and negotiations. - Support the implementation of a commissioning program for facilities and equipment, ensuring asset data collection and compliance with acceptable construction methods. - Provide direction and support to construction managers for daily activities to meet project delivery goals. MINIMUM QUALIFICATIONS - Progressive experience in civil engineering, construction inspection, construction management, or equivalent training (including individual coursework, certifications, and/or field experience). - Ability to read and interpret construction drawings, engineering details, and specifications, and relate them to specific construction project experience. - Strong oral and written communication skills to effectively direct and coordinate work as the owner's representative and primary contact between contractors, construction management professionals, and stakeholders. SPECIAL REQUIREMENTS - Must reside in Washington State and be within a reasonable distance of King County worksites to meet onsite reporting requirements. - On-site reporting: typically 3 or more days a week during the dry weather construction season, and 1 or more days a week during the wet weather season. - Physical requirements include bending, lifting, climbing stairs, and other physical activities associated with construction inspections. - Desired qualifications include knowledge of WSDOT, APWA, and CSI Standard Specifications; knowledge of transfer stations and landfills; and an Associate's or Bachelor's degree in construction management, contract management experience, Engineer-in-Training status, or construction trade certifications. SELECTION PROCESS - Application materials will be screened for clarity, completeness, and alignment with the essential experience, qualifications, knowledge, and skills. - Selected candidates may be invited to participate in one or more panel interviews. HOW TO APPLY - Submit a complete Application. - Resume (optional). - A Cover Letter no longer than one page (optional). - Note: Applications missing required materials will be considered incomplete and ineligible for further consideration. Additional documents will not be considered during minimum qualification screening. - For accommodation requests or questions, contact Jalynn Davis at jalydavis@kingcounty.gov. EMPLOYMENT DETAILS - Employer: King County - Location: King Street Center - 201 S Jackson St, Seattle, WA (with rotation to various RTS sites) - Job Type: Career Service (Exec), Full Time - Job Number: 2026JKD27602 - Department: DNRP-Natural Resources & Parks, SWD - Solid Waste - Opening Date: 09/03/2026 - Closing Date: 9/17/2026 11:59 PM Pacific - FLSA: Non-Exempt (overtime eligible) - Hours/Week: 40 hours/week - Bargaining Unit: C1 : PROTEC17-DES, DLS, DNRP
ABOUT THE ROLE The Senior Engineer plans, organizes, reviews, and directs engineering work performed by consultants and departmental staff, providing advanced technical expertise for the development, design, and delivery of rail transit projects. Assigned to the Silver Line Light Rail project, this role pursues funding under the Federal Transit Administration (FTA) Capital Investment Grant (CIG) program. The position provides technical oversight and cross-disciplinary coordination to ensure compliance with regulatory, design, safety, quality, cost, and schedule requirements. Employees hired will remain City employees through December 31, 2026, and transition to the newly created Metropolitan Public Transit Authority (MPTA) on January 1, 2027, with no break in service. KEY RESPONSIBILITIES - Oversee engineering activities for light rail infrastructure, systems, and facilities, including trackwork, civil/structural elements, stations, utilities, and rail systems. - Serve as technical subject matter expert reviewing consultant and contractor engineering submittals, drawings, calculations, and specifications. - Ensure project compliance with FTA CIG requirements, including environmental commitments, design criteria, risk management, and project controls. - Coordinate organizational and stakeholder review of major project milestones, design submittals, and construction bid documents. - Support development and maintenance of FTA-required documents such as the Project Management Plan, Quality Program, and Safety and Security Certification Plan. - Collaborate with internal departments, municipal agencies, utility companies, regulatory bodies, and community stakeholders. - Resolve design conflicts and provide engineering guidance for constructability, operational efficiency, maintainability, and lifecycle value. - Evaluate and respond to development and property owner inquiries along the Silver Line corridor. - Participate in contract procurement, evaluating proposals, and supporting contract negotiations. - Monitor construction activities, support field engineering, and resolve technical issues, including change management. - Assist in identifying, evaluating, communicating, and mitigating project risks. - Prepare engineering reports, presentations, and documentation for agency leadership and FTA representatives. MINIMUM QUALIFICATIONS 1. Bachelor's degree in engineering, or a related field. 2. Professional Engineer (PE) license. 3. 10 years of relevant engineering experience in transportation, infrastructure, or transit projects. 4. Demonstrated experience working on multidisciplinary engineering projects requiring coordination across teams. 5. Excellent written and oral communication skills. SPECIAL REQUIREMENTS - Preferred qualifications include experience with rail transit or major transportation capital projects, managing consultants or contractors, FTA CIG program requirements, public outreach, and familiarity with NEPA, environmental permitting, and safety/security certification processes. - Must adhere to CATS Safety Culture and report safety concerns. SELECTION PROCESS - Final candidates must pass a pre-employment drug-screening test and physical examination. - Background checks will be conducted, including reference checks, social security verification, education verification, criminal conviction record check, and, if applicable, credit history, sex offender registry, and motor vehicle records checks, in compliance with the Fair Credit Reporting Act (FCRA). - Candidates may be asked to take a skills test and/or participate in other assessments during the selection process. HOW TO APPLY - Apply online via the City of Charlotte careers portal. - Self-service application kiosks are available at the Human Resources Department lobby (700 East 4th Street, Suite 200, Charlotte, NC 28202), Monday through Friday, 9:30 a.m. to 3:30 p.m. (EST), excluding official City holidays. - For questions, email Careers@ci.charlotte.nc.us. - Reasonable accommodations can be requested via the Innovation & Technology ADA request form or by calling 704.336.4120. EMPLOYMENT DETAILS - Location: Charlotte-Mecklenburg Government Center, Charlotte, NC - Department: Charlotte Area Transit System Department - Job Requisition ID: JR104500 - Time Type: Full time - Application End Date: September 29, 2026 - Transition Note: Employees will remain City employees through December 31, 2026, and transition to Metropolitan Public Transit Authority (MPTA) employment on January 1, 2027, with no break in service. - Equal Opportunity Employer: The City of Charlotte is an Equal Opportunity Employer and does not unlawfully discriminate on the basis of race, religion, color, sex, national origin, marital status, age, disability, sexual orientation, political affiliation, or gender expression. It is a drug and alcohol-free workplace.





