Q&A with Ayman Alafifi, Technology Innovation Lead at EKI Environment & Water and speaker, AEC INNOVATE, June 18-20, 2025 

As the emergence of AI continues to transform risk and opportunity across all major industries, companies must foster a culture of innovation while mitigating potential Charms.

PSMJ spoke with Ayman Alafifi about how AEC firms can bring innovation into their structure. He will be speaking at the AEC Innovate conference in June.

Tell us about your unique role as Technology Innovation Lead.

It’s not a common title - that’s exactly what makes it both exciting and meaningful! As a Technical Innovation Lead, I get to bridge two worlds: I have a background in environmental engineering and data science, so I work hands-on with clients to solve real-world challenges — whether that’s managing water resources more efficiently or turning complex and siloed datasets into actionable insights through dashboards and decision support tools.

At the same time, I help shape how our company evolves internally. I focus on aligning technology with our business goals — making sure that emerging tools, like AI and automation, aren’t just buzzwords but actually improve how we deliver projects and serve clients. It’s about staying curious, testing new ideas, improving internal processes, and making sure we’re always improving both our efficiency and the value we bring to our clients. In the water industry especially, where resources are limited and the stakes are high, innovation isn’t optional — it’s essential.

How can AEC firms foster technology innovation throughout their structure?

One of the real strengths of generative AI is that it democratizes access to advanced technology. Today’s early-career professionals are entering the field with exposure to data science, AI tools, and digital workflows, and they often see possibilities that leadership might overlook. Staff at any level can now prototype solutions and showcase their value, making it easier for managers and clients alike to see the return on investment before making commitments. Often, AEC firms’ structure has a missing link between this new generation of tech-aware professionals and senior leadership. That gap has created the need for a new role — data and systems specialists who not only understand the technical demands of project delivery but are also fluent in emerging technologies. 

At EKI, we’ve recently hired a data and system integration specialist with that goal in mind – translating the practical needs of engineers and scientists to IT teams and leadership. We also empowered staff with an initiative we call the Innovation Tank — a Shark Tank-style competition where both technical and administrative staff pitch creative ideas to solve real-world problems, whether internal or client-related. Programs like this spark collaboration and give people ownership over both the problem and the solution. That kind of empowerment builds momentum, and once you start fostering that culture, innovation has a way of accelerating on its own.

Why was EKI's Technology Working Group created?

EKI’s Technology Working Group was created to address a key role: identifying today’s bottlenecks and helping define the company’s future tech strategy so that our tools and systems align with both immediate needs and long-term goals. What makes the group especially valuable is that it includes voices from all parts of the company — from technical practice areas to support services like IT, GIS, operations, and accounting. That diversity ensures that decisions aren’t made in silos and that ideas are exchanged openly and collaboratively.

The group also plays an important role as a bridge between staff and upper management — making sure the challenges and ideas from day-to-day project work actually reach decision-makers. For any AEC firm, this type of structure can help create a clear feedback loop, foster collaboration, and ensure that technology investments truly support both the people doing the work and the clients they serve.

How do firms develop policies for AI uses?

In my experience, the key isn’t to shy away from the technology — it’s to approach it thoughtfully and deliberately. That starts with trained experts — whether that’s IT/data professionals, innovation leads, or technology working groups — who can help organizations stay alert to both the risks and the opportunities, and ensure the right safeguards are in place.

At EKI, for example, shortly after the release of ChatGPT, we drafted an internal policy that encourages using large language models to improve efficiency and productivity, but also lays out clear expectations: human oversight is non-negotiable, accountability stays with us, ethical integrity must be upheld, and no personally identifiable or client data should ever be shared with these tools. But having a policy isn’t enough — it has to be paired with ongoing training focused on real-world use cases. And honestly, the pace of AI development is so fast that it highlights the need for roles like mine — people who keep their finger on the pulse, helping firms balance curiosity and innovation with responsible, informed decision-making.

In Part 2, Alafifi will discuss bringing innovation into design and project management.