This interview is part of our GoGeomatics series on Canada’s infrastructure moment — exploring how record investments in infrastructure, civil preparedness, and critical systems will reshape how projects are delivered.

Canada has committed 5% of GDP to defence, including 1.5% for critical infrastructure — investments that will stress-test permitting, delivery capacity, and the digital foundations of infrastructure.

As one of the largest engineering consultancies in Canada, WSP is positioned at the forefront of this challenge. Meeting the scale of investment ahead will require digital technologies, AI, modern methods of construction, and geospatial intelligence to accelerate approvals, strengthen resilience, and deliver lasting value.

In this conversation, Bryan Waller, Director, National EnviroDigitization Program – Earth & Environment, and Cheryl Trent, Executive Director, Data Services, WSP Canada, share how the company is preparing for the surge in infrastructure projects, what challenges must be addressed in procurement and workforce, and why digital delivery will be critical to Canada’s future capacity.

Do you see this as a nation-building moment for Canada’s infrastructure and geomatics sectors?

Absolutely. We view this era of transformative investment as a defining nation-building moment for Canada’s infrastructure, and this isn’t possible without investment and growth in the geomatics sectors. The scale and ambition of the federal commitment present a generational opportunity to not only renew and expand our physical assets but also to embed innovation, resiliency, and sustainability at the heart of our national fabric.

For WSP, this is about more than constructing roads or bridges; it’s about shaping communities, empowering regional economies, and reinforcing Canada’s global leadership in smart infrastructure and geospatial excellence.

We have observed a marked increase in the informal positioning discussions with organizations that have interests related to infrastructure investments.

Our business development team is actively tracking announcements and prequalification processes, ensuring that we are well-positioned as formal opportunities emerge. Obviously, we cannot comment on specifics, but we are always in close contact with our clients about ideas and plans as a trusted partner in their future.

What types of projects are you expecting to lead or support under this national agenda?

As the largest engineering consultancy in Canada, we are already supporting major infrastructure projects. With this new national agenda, we expect to see increased cross-functional and cross-jurisdictional collaboration, which will be facilitated by leveraging data and AI capabilities, and an increased investment in protecting our infrastructure from cyber-attack.

In addition, we expect to support projects that bolster civil preparedness with our AI-enabled National Infrastructure Emergency Management System (NIEMS), an integrated digital platform for real-time infrastructure monitoring, risk assessment, and coordinated emergency response across Canada.

We expect to play a leading role in infrastructure works, whether that is new developments, expansions, or renewal and resiliency, including the modernization of transportation networks, ports, bridges, water/wastewater operations, defense infrastructure, mining operations, advanced manufacturing, and utilities.

Our expertise in sustainable design and our Future Ready® approach mean we can support green infrastructure projects — from integrating renewable energy to adding climate adaptation features in new and existing developments.

Collaborations with both public and private partners will be central to maximizing our impact.

How is WSP preparing for the surge in infrastructure and civil works projects?

The only way to meet the level of investment and scale of infrastructure projects required to fulfill Canada’s infrastructure needs is with digital technologies and AI to speed permitting and regulatory approvals, enhance collaboration and transparency, and create truly smart infrastructure from design through construction, operations, and maintenance.

It also requires the use of modern methods of construction to increase the speed at which we build while not compromising on, and in some cases, enhancing, quality. We also desperately need lower-cost and easier to maintain infrastructure solutions.

Over the past 18 months, our company has been investing heavily in partnerships to leverage technology and modern methods of construction, and capability to keep our infrastructure resilient in the face of increasing cyber-attacks on infrastructure.

Can you share some concrete examples of how WSP is applying digital innovation?

WSP supports all levels of government and Indigenous communities across Canada. We look for ways to innovate in order to deliver value more efficiently, integrating technologies like BIM, digital twins, IoT, and AI/ML while continuing to improve our core services.

For example, our Geohazard Management System (GMS) is our AI-driven platform designed to help clients proactively manage geohazard risks, including landslides, floods, and other climate-induced threats, for enhancing infrastructure resilience, safeguarding assets, and supporting long-term planning.

Another example is the WSP Smart™ Portal, a comprehensive data services platform designed for ingesting data from diverse sources for engineering and scientific use and enabling users to tailor dashboards, automate calculations, and integrate advanced models. Smart Portal is scalable, with the ability to support a few sensors to thousands of sensors across multiple locations.

At WSP, we also have a kit-of-parts approach that enables us to combine customized offsite manufacturing solutions using a Design for Manufacturing and Assembly (DfMA) workflow, and to scale up the benefits across programs.

How central is geospatial intelligence to the projects you expect to take on under this plan?

Geospatial intelligence is integral to most everything we do. WSP embeds location intelligence and spatial analytics across our project lifecycle from site selection to resilience modeling to construction progress tracking and onward. These capabilities inform smarter decision-making and are valuable for nearly all projects we would see as part of the federal initiative.

Technologies like digital twins, LiDAR, remote sensing, and AI-based modeling will be instrumental in shaping the next generation of Canadian infrastructure. Digital twins allow us to create virtual representations of assets at appropriate levels of detail for many uses through a project lifecycle, including design, construction, scenario modelling, operations, and closure.

AI-based modeling will unlock new levels of optimization, from complex analyses to forecasting performance under a range of future scenarios. These tools will drive a smarter, more adaptive, and data-driven approach to infrastructure delivery.

How are you preparing to integrate advanced technology and tools such a digital twins, AI, and BIM into upcoming projects?

We are expanding our digital services and our teams’ digital skills, while establishing standardized approaches for integrating BIM and GIS throughout every design phase. By developing a comprehensive playbook, we ensure consistent application and continuous innovation across each new project. We’ve already implemented advanced digital twin solutions that integrate real-time data and support lifecycle asset management on complex projects nationwide.

Our commitment to innovation extends to strategic investments, collaborations, and partnerships with leading technology providers, research institutions, and start-ups. With a Chief Innovation Officer and an Innovation team driving transformation, we are actively co-developing solutions that leverage automation, advanced analytics, and cloud-based platforms to enable more agile and scalable project delivery.

What are the biggest challenges in delivering on Canada’s infrastructure goals?

Procurement processes, while designed to ensure fairness, can become bottlenecks when speed is essential. Lengthy and fragmented regulatory approvals also slow momentum, making alignment across jurisdictions and clear permitting standards critical.

One of the biggest challenges, particularly for the defence sector, is the sheer volume of procurements being fast-tracked. Government procurement teams are not currently equipped for the anticipated ramp-up in spending, so they must staff up and adapt quickly.

Does Canada’s current public procurement model need to evolve to meet long-term, integrated goals?

While Canada’s public procurement model has delivered critical infrastructure, it still largely reflects traditional, project-specific approaches. Too often, it emphasizes short-term cost considerations and prescriptive processes, which can limit flexibility, inhibit innovation, and deter early collaboration among project partners.

The result is projects that take longer, demand more effort from officials, and ultimately cost more — both upfront and over the full life of the infrastructure.

To support the transformative scope of the federal commitment, procurement frameworks must evolve toward models that reward lifecycle value, encourage cross-sector alliances, and prioritize outcomes over inputs.

Embracing outcome-based contracts, progressive design-build, and alliance models could foster the trust, transparency, and risk-sharing required for complex, multifaceted projects.

Streamlining regulatory reviews, involving contractors earlier, and embedding digital requirements at the outset would further promote a more agile, collaborative, and future-ready procurement environment.

Procurement challenges go beyond process and reform. A recurring concern is whether Canadian innovations are fully valued. Do you think homegrown technologies are undervalued in procurement?

There is a perception that procurement processes often favor established international providers, even when Canadian innovations demonstrate equal or superior technical merit.

Several factors appear to contribute to this: perceived risk in adopting newer or less globally proven solutions, procurement policies that prioritize previous large-scale delivery experience, and a lack of structured mechanisms to rigorously evaluate and pilot domestic technologies within major projects.

To shift this paradigm, it will be important to develop procurement criteria that explicitly value innovation, local content, and the unique benefits Canadian-developed solutions can offer.

Pilot programs, demonstration projects, and “innovation quotas” within major tenders can help de-risk adoption and showcase the capabilities of homegrown technologies. Closer collaboration between government, industry, and Canada’s innovation ecosystem will also be vital to ensuring that promising domestic solutions are not only recognized but integrated into flagship national projects.

The Government of Canada is taking concrete steps to support Canadian industries and ensure that our workers and businesses fully benefit from federal investments. Building on the Interim Policy on Reciprocal Procurement launched in July 2025, the expanded “Buy Canada” strategy introduces a series of new measures aimed at prioritizing Canadian suppliers, materials, and innovation across all federal procurement programs.

Beyond procurement, what other pressures will Canada need to address?

Talent shortages present another constraint, particularly in specialized areas such as digital project management, geospatial intelligence, and advanced construction techniques.

At WSP, we are already experiencing strong demand for geomatics field staff, project schedulers, construction-phase environmental specialists, and digital systems integrators. Demand is especially strong in northern and defence-related geographies, as well as for project managers and hybrid professionals who can connect field work with digital project management.

New tools like AI and LiDAR are boosting the need for these hybrid skills, and there is a noticeable gap among mid-career professionals in particular.

While availability challenges ebb and flow, our position helps us consistently attract top talent. We also use global mobility programs to supplement teams with skilled professionals from other regions, bringing expertise and fresh perspectives across our organization.

Addressing shortages requires proactive workforce planning and stronger partnerships with educational institutions to ensure students graduate with the skills needed for a rapidly changing industry.

Beyond the workforce, Canada also faces the pressures of rapidly adopting digital workflows and data-driven practices, which demand cultural adaptation, interoperability across partners, and robust approaches to cybersecurity, safety, and quality.

Financial and risk management will also be central. Meeting Canada’s infrastructure ambitions responsibly requires risk-sharing models, strong project controls, and a focus on long-term value over short-term savings.

And, of course, there are the practical realities of delivering projects across vast geographies, diverse climates, and complex supply chains, all while maintaining resilience against global disruptions.

Overcoming these challenges will require bold leadership, strong cross-government and industry collaboration, and a shared commitment to innovation and excellence throughout the entire infrastructure lifecycle.

What kind of leadership — from government or industry — will be needed to ensure we rise to the occasion?

Bold, visionary leadership from both government and industry will be essential to realize the full potential of this investment.

From the government, we look for clear, long-term policy direction, streamlined regulatory processes, and transparent procurement that reward innovation and partnership.

Integrated Digital Delivery (IDD) for infrastructure projects is one concrete place the government can set the standard for industry to meet. The integration of IDD with geomatics and geospatial technologies plays a crucial role in ensuring the enduring success of infrastructure investments.

On the industry side, we must step forward as trusted advisors and solution-makers, championing best practices and digital transformation.

Above all, success will hinge on our collective ability to anticipate future needs, foster adaptability, and place the public good at the center of our decisions and actions.

Is collaboration between geomatics, engineering, and construction firms where it needs to be? 

While significant strides have been made in recent years, there remains untapped value for even deeper collaboration across geomatics, engineering, and construction domains. The complexity and interconnectedness of today’s infrastructure challenges demand truly integrated project delivery, where data, insights, and expertise flow seamlessly between disciplines from the outset.

What’s missing, in some cases, is early alignment on project vision and digital interoperability, as well as a shared commitment to continuous learning and innovation.

We see real value in a unified approach — bringing services together and working in close partnership to deliver projects end-to-end.

Are shifting geopolitical conditions influencing how you think about data control, supply chains, or platform dependencies?

Yes. There is growing awareness that reliance on foreign-controlled platforms, materials, and data hosting represents a potential vulnerability for Canada’s infrastructure landscape.

In response, we are reassessing supplier risk, cloud sovereignty, and cross-border dependencies. We are also advocating for Canadian-hosted solutions and local sourcing wherever possible.

Securing infrastructure project data, ensuring compliance with local regulations, and building resilience against external disruptions is now central to our technology selection and partnership decisions.

Is this an opportunity to push for more sovereign geospatial infrastructure in Canada?

The current environment presents a pivotal opportunity for the AEC industry to advance sovereign geospatial infrastructure and locally managed systems. As geospatial intelligence becomes increasingly valuable, ensuring that this data is governed, stored, and processed within national borders has become a priority.

Investing in sovereign platforms can strengthen national resilience, reduce external risk, and open more space for local innovation. This also supports compliance with evolving data governance requirements. Locally managed systems also enable deeper integration with domestic innovation ecosystems, supporting customized solutions for Canada’s infrastructure needs while strengthening the local economy.

This moment calls for strong partnerships between government, industry, and the technology sector to co-create platforms that combine world-class capabilities with robust local stewardship. Pilot programs, incentives for domestic cloud infrastructure, and the adoption of open standards could accelerate progress toward greater digital sovereignty while sustaining innovation across Canada’s infrastructure landscape.