Leadership with impact: Joey Williams on his G4C Future Leader award nomination
Joey Williams s is a project manager at Archus and has been newly nominated for the G4C (Generation for Change) Future Leader award.
Two and a half years into his career, he’s already delivering complex healthcare projects and developing a clear focus on improving patient outcomes.
We caught up with Joey to explore what the nomination means at this stage in his career, what drives his work, and how he sees his leadership evolving.
What does being recognised as a ‘future leader’ mean to you personally, at this stage in your career?
I’m really honoured to have been nominated as a future leader two and a half years into my career. I’ve been extremely fortunate to have the opportunities I've had in my project work, which has taught me so much already. I’ve really enjoyed the work I’ve been doing, which has allowed me to grow into the role within the two-year period.
What motivates you most about the work you do?
I’m motivated by working to develop facilities that drive change and ultimately improve patient outcomes through modern healthcare delivery.
How has the support and culture at Archus helped you develop so far, both professionally and personally?
Archus has given me the platform to push my boundaries early in my career as a project manager, enabling true professional development through accelerated learning, made possible by exposure to complex healthcare projects. My colleagues and team at Archus have also given me adequate support and care, enabling me to manage these complex schemes. This has enabled addressing the most difficult aspects of project delivery.
Are there particular projects or experiences you’re especially proud of, and why?
I’m specifically proud of the Queen Elizabeth Hospital Radiotherapy RAAC Roof Replacement Scheme and Radiotherapy Bunker 6 & 7 Refurbishment. These two joint schemes have been incredibly challenging from a delivery perspective of working so closely with a live Radiotherapy Department with complex construction activities, with a high demand for a condensed programme, which has been great for my development while improving healthcare pathways for cancer patients and addressing key Estates backlog maintenance. Similarly, I’m very proud of the Edward Street Hospital Dormitory Eradication Scheme, which was my first project and was fantastic to see through from construction to completion. This similarly served as a triumph in the delivery of mental health care in the region, being a pioneering scheme that established modern healthcare standards for older adult care.
What responsibilities do you think the next generation of leaders has in shaping better places and communities?
I believe that the next generation of leaders should strive to foster a culture of committing to best practices in the construction industry. This should push for the production of safe solutions to deliver modern schemes that aid the community from a health and wellbeing perspective.
How do you hope to develop as a leader over the next few years?
I would like to continue taking on new responsibilities to share my experiences and lessons with my own downline of junior project managers to be part of training the next generation in the construction industry.
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