Sandra Nilsen
General Manager - Design and Engineering
BESIX Watpac
Sandra Nilsen leads the Design and Engineering team at BESIX Watpac, where she is responsible for delivering high-value solutions across both new opportunities and active projects. Her leadership ensures that design and engineering strategies are aligned with client goals, while also integrating digital technologies to enhance efficiency, precision, and safety across all operations—driving successful project outcomes.
With 30 years of experience in construction and design, Sandra has worked on numerous high-profile projects across a wide range of industries. Today, she plays a pivotal role in delivering major projects nationally across a diverse range of sectors, including Health & Life Sciences, Renewables, Defence, Stadiums & Venues, Industrial, and Property.
A passionate advocate for sustainable practices, Sandra ensures that all design processes are approached holistically, striving for comprehensive solutions that balance innovation with environmental responsibility. Beyond her role at BESIX Watpac, she serves on the National Board for the Council of Tall Buildings (CTBUH) and is Chair for the Brisbane Chapter, and sits on the Property Council of Australia’s Queensland Committee for Cities.
Sandra is a sought-after speaker and panellist, having been featured at events organised by Engineers Australia, the University of Sydney and Sydney Build.
She is a Fellow of Engineers Australia and holds a Bachelor of Engineering (B.Eng.) 1st class Hons.
SESSIONS
Day 1
2:00
Role Play Scenarios
Scenario 1: Building Psychological Safety and Empowering Teams to Speak Up
A junior team member has privately raised concerns about a colleague’s toxic behaviour, but they fear speaking up due to potential backlash. At the same time, you’ve noticed a culture of silence, where workers hesitate to report safety issues, voice challenges, or provide feedback.
Michelle Nation, General Manager Health, Safety, Environment & Quality, Seymour Whyte
Scenario 2: Mediating a Conflict between Key Stakeholders
A significant conflict arises between two senior stakeholders, where one is advocating for aggressive project timelines, and the other insists on stringent safety protocols, resulting in a standstill.
Allyson Woodford, GM Engineering and Planning, APA Group
Scenario 3: Leading through a Major Budget Cut
A sudden budget cut threatens the completion of a high-profile project; you must adjust the scope and resources while maintaining team morale and stakeholder confidence.
Sandra Nilsen, General Manager - Design and Engineering, BESIX Watpac
Scenario 4: Leading through a Project Crisis
The primary contractor on a critical infrastructure project unexpectedly goes bankrupt, causing delays and leaving the project at risk of failure, requiring you to rally the team and manage the fallout.
David Collett, State Director - Victoria and South Australia, BG&E