TRANSFORMING YOUR CONSTRUCTION PROJECT MANAGERS INTO BUSINESS MANAGERS: A CAREER TRANSITION STRATEGY FOR THE ENERGY AGE.

Introduction

EPCCS (Engineering, Procurement, Construction, Commissioning & Start-Up) projects form the backbone of modern large-scale energy infrastructure: hydroelectric power plants, solar farms, oil storage units, liquefied natural gas plants, offshore platforms, and geothermal systems. These projects are vast, risky, and strategic. They require elite technical skills, but also sharp business intelligence.

To succeed in such a complex industrial context, a role shift is essential: moving from Technical Construction Project Manager to Integrated Business Manager. This transition is not just a career move; it responds to an economic, organizational, and human necessity.

The transformation of Construction Project Managers (CPMs) into Business Managers (BMs) is crucial to maximize project value, optimize resources, and meet the growing expectations of stakeholders.

In this article, I propose a structured methodology, supported by critical thinking and 20 years of solid experience, to support this career change, drawing inspiration from management, marketing, and skills development principles.

Objective

To support professionals in the energy sector (hydro, oil & gas, geothermal, solar, storage) in a strategic career change, equipping them with the skills needed to move from technical management to a business management role, capable of driving profitability, strategy, and customer value.

The Need for Strategic Retraining

Construction project managers excel at technical execution, time and budget management, and field team coordination. However, the evolving energy market requires a more comprehensive understanding of business dynamics, the ability to identify opportunities, anticipate risks, and develop growth strategies.

As Kotler and Armstrong (2021) emphasize in their Principles of Marketing, a company's success depends on its ability to create value for its customers and adapt to market changes.

This logic fully applies to construction professionals: they must shift from a project-centric view to one focused on business value and overall company performance. Computer Vision (CV): Enables computers to "see" and interpret visual information from images or videos. In construction, CV can monitor site progress, identify safety violations, track equipment, or conduct quality inspections using drones and cameras.

Determine the Scope of Information Required for Successful Transition

A successful transition begins with an assessment of the necessary skills.

The EPCCS Business Manager must excel in five areas:

Multi-sector technical understanding (Oil & Gas, Hydro, Solar, Geothermal)

Project financial analysis and cost control

Organizational leadership and RACI processes (see Petrocertif, 2025)

Industrial marketing and strategic communication (see Kotler & Armstrong, 2021)

Legal knowledge and HSE compliance

Personal reflection: The technician sees the execution plan. The business manager anticipates the project's economic life cycle.

Methodology: Transitioning Construction Project Managers to Business Managers

Step 1: Understand the Context of EPCCS Projects and Required Skills

EPCCS projects are complex, involving long life cycles, large budgets, and multidisciplinary teams. CPMs generally excel at managing technical aspects: planning, project monitoring, technical risk management, and compliance with safety standards.

However, a BM must also master strategic skills, such as:

Financial Management: Understanding financial key performance indicators (KPIs), such as return on investment (ROI) or net present value (NPV).

Stakeholder Management: Negotiating with clients, suppliers, and regulatory authorities to align project objectives with business imperatives.

Strategic Marketing: Identifying market opportunities and positioning the project to maximize its value, as outlined by Kotler and Armstrong (2021) in Principles of Marketing.

Transformational Leadership: Inspiring and mobilizing teams toward long-term goals, beyond simple technical execution.

Personal Reflection: The transition from a CPM to a BM requires a paradigm shift, from a vision focused on execution to a holistic one that integrates value creation. This involves developing an entrepreneurial mindset, where the project is no longer just a technical deliverable, but an opportunity to generate sustainable benefits for the company and its stakeholders.

Step 2: Assess Current Skills and Identify Gaps

To successfully transition to a new role, it is essential to assess CPMs' current skills using structured tools such as the RACI (Responsible, Accountable, Consulted, Informed) process proposed by Petrocertif (2025) in RACI Process for Capacities Building. This framework helps map responsibilities and identify areas where CPMs need to strengthen their skills, including:

Analytical Skills: Ability to analyze financial and operational data to make strategic decisions.

Interpersonal Skills: Developing effective communication skills to manage stakeholder expectations.

Market Knowledge: Understanding trends in the energy sector (e.g., the transition to renewable energy) to anticipate future needs.

The Gap in Traditional Project Management

Most CPMs excel in:
✔ Scheduling | ✔ Cost Control | ✔ Quality Assurance
But lack:
✖ Financial Modeling | ✖ Strategic Negotiation | ✖ Business Development

Personal Reflection: Using the RACI model led me to reflect on the need for a systematic approach to identifying gaps. Too often, CPMs focus on technical aspects at the expense of strategic skills, limiting their ability to influence overall decisions. A rigorous assessment helps prioritize necessary training and tailor career paths.

Step 3: Develop a Customized Training Plan

A training plan based on the OpenStax (2023) Principles of Workforce Development should include:

Financial Management Training: Courses on budget management, cost analysis, and financial planning, tailored to EPCCS projects. Leadership Skills Development: Workshops on change management and transformational leadership to inspire teams and align objectives.

Strategic Marketing Immersion: Draw inspiration from Kotler and Armstrong (2021) to learn how to position a project in a competitive market by identifying customer needs and leveraging the project's strengths.

Practical Role-Playing: Simulate scenarios where CPMs must make strategic decisions, such as negotiating a contract or optimizing a supply chain.

Personal Reflection: Training should not be generic. CPMs in the energy sector operate in a context where mistakes can cost millions. A tailored program, incorporating real-life case studies (e.g., managing a solar farm or an oil field), is essential to ground learning in reality.

Step 4: Integrate an Ethical and Sustainable Approach

The ethical and legal use of information is crucial, as emphasized by the C.R.A.A.P (Currency, Relevance, Authority, Accuracy, Purpose) framework. CPMs must learn to:

Evaluate sources: Ensure that the data used (e.g., for market analysis or planning) is up-to-date, reliable, and relevant.

Respect confidentiality: Manage sensitive client and partner data ethically, in accordance with industry regulations.

Promote sustainability: Integrate environmental considerations into decision-making, particularly for solar or geothermal projects, where sustainability expectations are high.

Personal reflection: By adopting the C.R.A.A.P. framework, I realized that CPMs must not only acquire technical skills but also develop an awareness of the societal and environmental impacts of their decisions. An ethical BM is a strategic asset in an industry where reputation and compliance are essential.4. Site Risk Assessment & Method Statements.

15 Reasons Why Project and Site Managers Aren't Becoming Business Leaders:

A Strategic Mismatch.

From Builders to Business Leaders

Learn to use information for a specific purpose

The ultimate goal isn't just budget control, but also to transform each project into a growth driver for the company.

This involves:

Writing compelling business cases

Market analysis in the energy sector (see OpenStax, 2023)

Anticipating international regulatory changes

Integrating customer insight into every decision

The future of EPCCS project management lies in business-integrated leadership. By:

✅ Adopting structured learning (C.R.A.A.P).

✅ Applying financial and strategic frameworks.

✅ Measuring success beyond deadlines,

CPMs can drive profitability and long-term growth.

🎯 Pro tip: Start reading public tenders like business analysts, not engineers. Look for margins, long-term maintenance opportunities, and innovative contract models (EPC+O, Build-Own-Operate).

Practical tools for career change

Recommended training

Petrocertif Construction Academy: modules on the RACI matrix, contract management, and business strategy.

Indicators to monitor

Net margin per project

Order variation rate

Customer satisfaction (NPS)

Average collection period

Skills to develop

Reading balance sheets and budgets

Sales negotiation

Cross-functional leadership

Strategic communication

Conclusion

Transforming a Construction Project Manager into a Business Manager in the context of EPCCS projects requires method, intention, and continuous learning. By following an ethical, critical approach (CRAAP), and oriented towards value creation, this reconversion becomes not only possible but necessary to anticipate the evolution of professions in the energy sector.

Author: Hervé YIMGNA MENGOUO