It takes a unique skill set
of experience to advise, de-
sign, implement and over-
see management services
to owners, lenders and
contractors for major trans-
portation
infrastructure
projects. Johnston acknowl-
edged that CJI’s challenge is really to optimize
the value of major transportation infrastruc-
ture projects while reducing risk exposure to all
parties. Often that requires an innovative drive
and the willingness to work within and adapt to
a political framework, while always keeping the
“big picture” goal in mind.
The company’s niche strength really lies in
maintaining a group of specialist associates,
and connecting the technical consulting and
business side of project development.
“Our desire was to work in the realm of
management as opposed to traditional consult-
ing engineering. We saw an opportunity be-
tween the traditional consulting and the finan-
cial and business professionals where we could
provide valued services in terms of bridging
those gaps,” said Johnston. Essentially, CJI at-
tributes its success in attaining large-scale proj-
ect involvement nationwide to the quality and
caliber of service it provides to clients. He notes
their model has worked extremely well, leaving
industry experts ready to collaborate.
Johnston says it’s more about being versa-
tile and utilizing talented resources to bring to
clients a team tailored to their specific needs.
“We’ve looked at various options and ques-
tioned whether we should have other business
locations, and we’ve decided against that in the
short term. We don’t need a network of offices
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