In this insightful conversation, Breck McGary, CEO of Burns & McDonnell India, shares his vision for driving innovation, growth, and talent development within the organization. With a decade of experience living and leading in India, McGary highlights his strategic priorities for the next 12 to 18 months—including expanding capabilities in emerging sectors, investing in people, and enhancing cross-border collaboration. Learn how Burns & McDonnell India is poised to strengthen its leadership pipeline, embrace digital transformation, and maintain its commitment to inclusion and purpose-driven growth.
Q. What are your top priorities for Burns & McDonnell India in the next 12–18 months?
My top priorities are growth, innovation, and people. We’re expanding in high-potential sectors like power generation and delivery, data centers, aviation, and infrastructure, while staying strong in core sectors.
We’re also refining our organizational structure to better support client needs. As a key part of our global delivery model, we will continue working closely with U.S. and international teams to drive consistent delivery, collaboration, and client experience.
We’ll keep investing in our people, focusing on leadership development, technical training, and new career paths. We want a culture of ownership, inclusion, and innovation, where team members are empowered to shape their journey.
On the operations front, we’re advancing digital tools like AI, BIM, and project management platforms to improve efficiency, scalability, and quality.
Q. How has living in India for a decade shaped your leadership style and approach to team building?
India has shaped not just how I lead but also how I think. The diversity here has taught me to listen deeply, adapt and lead with cultural intelligence. There’s no single approach that works, but empathy and trust are essential.
Working in India has also sharpened my resilience. The pace and complexity require you to lead through ambiguity, whether it’s regulatory change or scaling teams quickly. That adaptability has become central to my leadership.
Above all, I’ve come to deeply respect the talent here. The technical strength, creativity and commitment of Indian professionals is incredible.
Q. How do you envision developing local leadership and nurturing talent within Burns & McDonnell India?
Developing local leadership is critical to our long-term success. We’re creating a leadership pipeline that combines mentorship, structured development, and real-world experience.
We’ll identify high-potential team members early and give them the tools to grow executive coaching, exposure to new challenges and support through change.
We strive for an ownership culture in everything we do. I want to deepen that by giving more autonomy, increasing project scope, and strengthening client-facing roles.
We’re also committed to inclusion, building diverse teams, and supporting underrepresented groups through targeted hiring and mentorship.
Q. How do you plan to foster innovation and cross-border collaboration between the India team and global offices?
We’re setting up innovation hubs in India for AI, digital twins, and sustainable design. Early team involvement and shared digital tools enable smooth global collaboration, while celebrating joint successes keeps our teams inspired and connected.
India stands as a key pillar in Burns & McDonnell’s global vision. Over the next 12–18 months, the organization aims to deepen its focus on growth, innovation, and people. By empowering local talent, fostering cross-border collaboration, and embracing future-ready technologies, we are all set to lead with purpose and impact.
