Building a World-Class Project Delivery Team through Construction Management Leadership

Hugo Hall, Nexus’s Director of Construction and TAR Services, shares how the EPCM firm meets industry challenges by assembling the right team, driving construction management leadership, and delivering comprehensive projects for clients.

How would you describe your role as the director of construction management and turnaround services at Nexus? 

My role is focused on building high-performing teams and capabilities. I am based out of our Cleveland HQ, but I spend a lot of time visiting clients, project sites, and potential contractor-partners to understand their unique challenges.  

It’s a very hands-on role in the early phases of a project to be sure that we’ve understood the client, their particular business objectives, the project, and any unique challenges. Once we’ve mapped out the terrain, my focus shifts to our Team’s growth. I take pride in ensuring each Team member is set up to succeed in their current role and grow into greater responsibilities so the Team can continue to chase bigger and more complex projects. It’s incredibly rewarding to watch them stretch their capabilities and take on ever-larger, more complex projects that push the boundaries of what we can achieve together. 

Can you tell us about your career journey and what led you to Nexus in 2024? 

I trained as a mechanical engineer at the University of Maryland and began my career 13 years ago as an EPC contractor. I then spent a decade at Bechtel working on large-scale capital investment projects, each worth more than $10 billion. These massive, turnkey projects required full execution responsibility, from engineering to operations.  

Whether we were turning complex engineering drawings into operational reality or troubleshooting challenges in the field, each project was a masterclass in long-term thinking and proactive planning. It’s one thing to design a system on paper – it’s another to see it come to life in the hands of skilled craftspeople halfway around the world. Leading teams of more than 500 people across locations like the Gulf Coast, Southeast Asia, Central Asia, and Latin America, gave me valuable field experience and ultimately helped set the foundation for how I approach things today. 

I was originally drawn to Nexus because of its reputation for tackling complex engineering challenges with forward-thinking solutions. Beyond the technical side of things, what really stood out to me was the Team. I wanted to be a part of an organization where I could contribute my experience, help engineers grow into their careers and work on projects that make a difference. 

What are your primary goals for the Construction Management and Turnaround Services division at Nexus? 

In 2025, my personal goal is to establish “Nexus Projects” as an industry standard—projects recognized for excellence and directly associated with our Team. Nexus should be seen as the formal face of the project, ensuring the results reflect the highest quality and professionalism. My mission is for Nexus to be recognized not only for our technical expertise but also for our ability to act as the owner’s trusted agent, ensuring seamless coordination and successful execution from concept to completion. 

Additionally, I want to help my Team members reach their full leadership potential within the challenging projects they take on. Leadership is a part of every role at Nexus, especially in construction management and turnaround services. I take pride in fostering a leadership mindset at every level, empowering people to step up with confidence. Each project should stretch individuals slightly beyond their comfort zones, tailored to their strengths, so they grow into more capable professionals. 

What are some of the biggest challenges in construction management and turnaround services today, and how is Nexus positioned to address them? 

One of the biggest challenges in our field is finding and retaining great talent. It’s a common reason clients turn to Nexus—we provide highly skilled professionals who can step in and manage the workload effectively.  

Our co-founders, Jeff Herzog and Marianne Carrao, have upheld the idea of building a Team that thrives under pressure and takes accountability. When I interview candidates, I maintain this same thinking and look for people who take responsibility no matter the task. We prioritize hiring individuals with a strong sense of ownership and a “figure it out” mentality. 

What opportunities for professional growth and development does Nexus offer its employees, specifically within construction management and turnaround services? 

Field experience has always been valued at Nexus. More than half of our Team members have held field-based roles at some point in their careers. For engineers, being on-site provides a critical perspective—you can easily lose a sense of scale if you only work on designs remotely. These experiences create unique leadership opportunities, as people naturally look to those with field expertise and construction management leadership for guidance. 

From your perspective, what sets Nexus apart from other engineering firms? 

We have a unique ambition—to provide full-service EPCM solutions from an Owner’s perspective. Unlike traditional engineering consulting firms that make design decisions independently, Nexus operates as a true partner to clients, tailoring solutions to their specific needs. We want to act as an extension of the client’s Team, providing project solutions to business problems. 

Why is it an exciting time to be in this area of business? Why is it an exciting time to be at Nexus? 

The engineering and construction industry is in a dynamic phase. Post-COVID-19, demand for cloud-based applications, AI-driven solutions, and digital infrastructure has skyrocketed. At the same time, the energy markets are evolving. Investments in energy independence, demographic shifts, and the redistribution of energy infrastructure are creating exciting opportunities.  

The tools available for collaboration today are better than ever, allowing us to integrate engineering, procurement, and construction management in ways previously impossible. Traditionally, firms operated in silos, leading to inefficiencies and miscommunication. Now, we can have hundreds of engineers working together in real time, seamlessly sharing models and documentation.  

How do you stay up to date on industry trends in your field? 

I make it a point to listen to the next generation. New graduates from colleges and trade schools often have fresh perspectives on where the industry is headed. While we rely on our senior Team members for best practices, it’s equally important to stay open to new ideas and approaches that could drive the future of engineering and construction. 

What is the most rewarding part of leading a Team through a successful turnaround project? 

The most gratifying moment in a turnaround project is when my Team stops needing me. When they execute the plan flawlessly and make decisions independently, it means we’ve done our job right. That’s when I know we’ve built a strong, self-sufficient Team that can tackle any challenge.