Many organizations have sustainability goals, but turning them into project decisions is where the work gets harder. How can project professionals build sustainability into requirements and design before options narrow? How should they weigh cost, schedule, quality and long-term value when priorities compete? And what changes when stakeholder trust or new information requires a different path? We discuss this with Preston Welker, PMP, global climate program and operations lead at The Nature Conservancy, and Ayman Zaki, CSPP, PMP, PMO project manager at EllisDon.

What You’ll Learn:

• How to turn sustainability goals into project decisions early, from requirements and design through execution
• Why stakeholder trust, community engagement and clear expectations can shape long-term project value
• How to navigate trade-offs between cost, schedule, quality and sustainable outcomes
• Why clarifying sponsor priorities upfront helps teams make better decisions when pressures compete
• How project management skills and an adaptive mindset help teams turn sustainability expertise into better outcomes

Preston Welker, Global Climate Program and Operations Lead at The Nature Conservancy

Preston Welker, PMP, is Global Climate Program and Operations Lead at The Nature Conservancy, where he helps teams deliver projects that advance global conservation and climate strategies. With more than 10 years of experience in project management, operations, portfolio systems, and stakeholder engagement, Preston has supported nature-based carbon projects across five continents, designed systems to track progress and impact, and trained teams in Lean, Agile, and facilitation methods. His experience also includes work connected to a $100 million Bezos Earth Fund grant, the development of Naturebase.org, and graduate research on stakeholder engagement for green infrastructure and climate resilience projects.

Ayman Zaki, PMO Project Manager at EllisDon

Ayman Zaki is a Certified Sustainable Project Professional and PMO Project Manager at EllisDon, with more than 20 years of experience delivering complex construction and development projects across the Middle East. His work spans hospitality, mixed-use, residential, commercial, aviation, and government projects, with expertise in PMO leadership, governance, risk management, stakeholder engagement, FIDIC contract administration, project controls, and value engineering. Across his career, he has contributed to projects exceeding AED 6 billion in cumulative value, including Royal Atlantis Resort & Residences, Gran Meliá Hotel, Tadawul Tower at KAFD, Deira Waterfront Development, Al Dhafra Hotel & Resort, and Sports Hotel on Hudayriyat Island.

• Ayman Zaki on LinkedIn
• Preston Welker on LinkedIn
• Melissa Khan-Blackmore on LinkedIn
• Project Management Institute Website
• Project Management Institute LinkedIn

Career growth doesn’t always come with a new title or a move to a new organization. So how can project professionals keep building momentum when a promotion or outside opportunity isn’t immediately available? Which human skills matter most as AI takes on more coordination work? How can professionals create opportunities, track their impact, and build visibility without sounding self-promotional? And how do they know when staying put is still helping them grow and when it may be time to move on? We discuss this with Andrew Seaman, editor at large for jobs and career development at LinkedIn, and Giana Lawrence-Primus, PMP, MPA, founder and CEO of Project Manager Lab.

What You’ll Learn:

• How to identify hidden opportunities within your current role that accelerate career growth
• Which human skills matter most as AI takes on more project coordination work
• How a 50/50 approach helps balance organizational priorities with your personal development goals
• How to track your accomplishments and build visibility without relying on self-promotion
• How to know when staying put is helping you grow and when it may be time to move on

Giana Lawrence-Primus, Founder and CEO of Project Manager Lab

Giana Lawrence-Primus, PMP, MPA, is a project delivery and leadership strategist, educator, and Founder and CEO of Project Manager Lab LLC. With more than 23 years of experience across government, nonprofit, and digital-first organizations, she helps leaders build stronger delivery systems through better governance, operational clarity, and strategic execution. She developed the proprietary Scaling Delivery Framework™ and advises CEOs and founders on designing organizations that scale effectively while strengthening leadership, accountability, and project delivery. A recognized thought leader in project management, Giana has published more than 25 articles and frameworks and has educated professionals in over 60 countries.

Andrew Seaman, Editor at Large for Jobs and Career Development at LinkedIn

Andrew Seaman is Editor at Large for Jobs and Career Development at LinkedIn, where he helps professionals navigate today's rapidly changing world of work. He leads LinkedIn's Get Hired career development franchise, including its newsletter, podcast, and live programming, providing practical guidance on hiring trends, AI, career resilience, and professional growth. During his more than eight years at LinkedIn, Andrew has helped shape the platform's editorial strategy and career content, reaching millions of professionals worldwide. Before LinkedIn, he spent seven years at Thomson Reuters covering healthcare, public policy, and national news, and previously contributed reporting to USA TODAY.

• Andrew Seaman on LinkedIn
• Giana Lawrence-Primus on LinkedIn
• Melissa Khan-Blackmore on LinkedIn
• Project Management Institute Website
• Project Management Institute LinkedIn

Project professionals know anticipating the need to pivot is a mainstay on any project. But what warning signs should you look out for? How can project managers identify them? And how should you inform the C-suite of major red flags? We discuss this with Mary Hladio, PMP, senior productivity and program leader at GE Aerospace in Grand Rapids, Michigan, USA, and Franziska Höhne, PMP, project manager for international internal auditing at ALDI in Essen, Germany.

Key themes

01:25 Spotting red flags in data and how people communicate and act

04:48 Common red flags on projects: resource misallocation, scope creep and misalignment with organizational strategy

11:28 How to handle overly ambiguous—or extremely constrictive—project specs

15:24 Good practices for communicating red flags to the C-suite

17:00 Creating team cultures with transparency and trust