As the new chief executive of ACE Group, comprising the Association for Consultancy and Engineering (ACE) and the Environmental Industries Commission (EIC), Milda Manomaitytė represents organisations responsible for designing much of the UK’s infrastructure.

Joining from the rail sector, she takes the helm at a moment when the industry faces emerging geopolitical shocks alongside long-standing challenges around investment, skills and sustainability. Her priorities are clear: strengthen the sector’s voice, raise its profile and bring industry and government together to shape the next generation of UK infrastructure.

Infrastructure Intelligence spoke to her about her career, early impressions of ACE and EIC and the initiatives set to convene and celebrate the sector over the coming year.

You spent a lot of time in the rail sector. What motivated you to move into the wider infrastructure sector? 
I spent several years in the rail sector, lately as chief operating officer at the Railway Industry Association, working closely with government and industry to tackle complex issues. It gave me a clear understanding of how infrastructure systems operate and how critical collaboration is central to this.

Rail is a fascinating sector but there is huge opportunity at ACE to step up and look across the whole infrastructure landscape. They share the same challenges around investment, skills, pipeline and procurement. ACE and EIC hold deep expertise across their membership and have a culture of collaboration to advance infrastructure delivery, this makes it stand out from other sectors.

There is a real opportunity to raise the sector’s profile, strengthen connections and create unique opportunities to share expertise with government and clients - and inform the decisions that shape future infrastructure. This is why ACE Group will be holding its first national conference, Delivering Infrastructure 2050 on 30 June in London. This is a transformative time for UK infrastructure, ACE is at the heart of making things happen which is why everyone with a stake in the sector must bring their voice to the table.

How important is ACE’s role in working with government? 
Individual firms have their own relationships with government but we add significant value as the collective voice that represents members of all sizes across the country. Members want an organisation that listens and represents them directly. Consultancy and engineering firms are tackling complex problems every day, but the frameworks they operate within influence how successful they can be.

ACE can help by strengthening the industry’s voice and creating spaces for constructive dialogue between government and industry. As an example, we are working directly with NISTA (National Infrastructure National Infrastructure and Service Transformation Authority) on pipeline, new towns and private investment. It’s our role to ensure the sector’s expertise informs conversations as we push for the change that will help members thrive in a challenging commercial environment.

Looking ahead, what will be the key challenges for consultancy and engineering in the coming year? 
There are several challenges, some of which are emerging and geopolitical, while others have been longstanding. The current conflict in Iran has the potential to significantly change the construction industry’s risk landscape. A prolonged conflict, especially if it impacts the energy markets, will have a major effect.

At the heart of infrastructure projects are the people who deliver them. Skills shortages are arguably one of the biggest threats to delivering the infrastructure pipeline. We need to do more to attract people into the industry, as well as clearly articulate the value of a career in engineering. In Japan, engineers are considered ‘nation builders’. This is a title we should aim to emulate in Britain. A strong, visible pipeline has been welcomed. Getting it out to market and delivering must now be a priority.

At the same time, the pace of AI adoption across engineering, consultancy and infrastructure services is outpacing governance, skills and public acceptance. ACE members are already using AI, but there remains a need for guidance, especially for SMEs. ACE has a unique position of trust, which we are now using to develop a framework with our members for responsible AI, as well as safe engagement with government and regulators.

ACE’s position allows us to bring a stronger voice to the industry, as well as space for constructive, continuous engagement with government.

Finally, what would you like ACE to achieve during your time as CEO? 
ACE and EIC continue to champion our members and deliver the services they need.

The contribution they make shouldn’t be underestimated. The engineering consultancy sector delivers the critical backbone of national growth and productivity. It contributes £39.5bn to UK GDP, supports 470,000 highly skilled jobs and generates more than £11bn in global exports.

I want us to continue to be viewed as a vital strategic partner to government and embolden the sector’s voice to influence at the highest levels. Systemic challenges must be addressed to unlock the sector’s full potential. Key among these are early-stage procurement and further long-term planning certainty. We will continue to push to make this happen.