For more than 119 years, PCL Construction has changed city skylines and grown communities. With an incredibly unique corporate culture for a corporation of its size, along with a passion for giving back to the communities it serves, PCL has moved beyond building and into the realm of transformation for people and projects locally and abroad.
PCL has had just nine CEOs, all of whom came into the position with hands-on experience in the field. This is especially true of current president and CEO Chris Gower, who assumed the role on November 1, 2024.
His journey with PCL started 30 years ago.
“I started in October of 1995,” Gower reminisces. “I was working in consulting but missed my previous job where I was using tools. Wanting to get back to building instead of advising, I listened to the advice of a good friend who said PCL was hiring.”
After a successful application and interview process, Gower would have a first day that would transform his career and set the course of his own leadership style.
“My first day at PCL happened to coincide with the company’s year-end meeting—a celebration that brings the entire team together. During the event, Ross Grieve, who was CEO at the time, came over and introduced himself. To my surprise, I found myself having a beer and a conversation with the most senior leader in the company on day one. He spent about 20 minutes asking thoughtful questions about my life—not out of obligation, but from a place of genuine interest. That moment left a lasting impression on me. It set the tone for my entire career at PCL and inspired me to lead with the same authenticity and impact.“
Gower framed houses part-time during college and has always enjoyed construction because of “that feeling of accomplishing something tangible that creates value for someone.”
“You show up in the morning, put in a day’s work and when you leave, you’ve built something—that’s what I love about it,” he says with a smile. “You never do it alone. No one builds a house by themselves. It takes a team of people working together toward a common goal. That sense of collaboration really speaks to me.”
These are values he carried through his career as he worked his way from the field to CEO.
“When we, as a management team, set policies and practices, we never forget that someone in the field is out there doing the work—and it’s tough work,” Gower says. “That’s the advantage of starting my career in the field. I’ve seen firsthand the value each person brings to a project, and that perspective keeps me grounded. You can’t lose sight of who’s doing the work and the purpose behind it.”
It goes beyond PCL. Gower is very aware of the looming skilled trades deficit and is an active advocate about what needs to be done to address the problem.
“We’re facing a trades crisis—and if we don’t have people willing and eager to build our hospitals, bridges and roads, we’re heading for real trouble,” he says. “There simply isn’t enough awareness or education about the vital role trades play in Canada’s infrastructure ecosystem. That needs to change.”
Gower explains, “The government has the power to decide which parts of the economy to support through subsidies and incentives. When you consider the massive economic impact construction has on Canada’s GDP—and the essential role tradespeople play in building the infrastructure we all rely on—it’s surprising that the skilled trades shortage hasn’t received more national attention.
“I’ve been actively raising this issue, and I’m fortunate to sit in forums with others who care deeply about this province and country. Whether I’m meeting with CEOs or economists, I use the opportunity to bring the trades conversation to the forefront—because the industries that depend on this workforce need to understand what’s at stake.
“I realize it can be politically difficult to support one segment of the population, and I know the debate can be complex. However, given the economic engine behind construction and its critical importance to our future, I’m genuinely surprised this hasn’t become a larger national priority.”
There has been some hope and a bit of progress in this area, Gower confirms.
“When I think about Prime Minister Mark Carney’s recent announcement on infrastructure, one thing is clear: it must include a serious investment in the skilled trades,” he says. “Infrastructure doesn’t build itself—it requires labour. When labour is in short supply, costs rise disproportionately.
“Many people focus on basic labour cost as a driver of inflation, but it’s important to understand the full picture. If we don’t address the workforce side of the equation, the cost of delivering infrastructure will continue to escalate well beyond basic labour and material cost increases. Those who plan and fund these projects care deeply about cost—and that cost is directly tied to labour availability.
“As construction leaders, it’s our responsibility to advocate for workforce development. We need to help governments and industry stakeholders understand the barriers, the long-term impacts and the urgency of investing in the people who make infrastructure possible.”
Gower’s firm and proactive stance on increasing the volume, visibility and sentiment about trades is echoed in another divisive and disruptive aspect of the construction industry.
“You can’t be slow to adopt AI. You would fall behind and not be able to match customer demand,” Gower says. “AI is part of innovation and PCL has been innovative for decades. We built our own software solutions long before it was popular and in demand. We leverage or create technology so we can work smarter, safer and with greater efficiency.”
Innovating also means allowing the team to bring their ideas forward.
“Being an employee-owned company gives people an equity stake and therefore the authority and ability to implement changes and take action,” says Gower. “PCL needs to be able to change as fast as the world around us, which is easier said than done without a diverse array of invested voices at the table. Sometimes their ideas work. Sometimes they do not, but every idea is an opportunity to learn and adapt or adjust and retool.”
What Gower finds most meaningful is PCL’s 100 percent employee-owned model—it allows him to witness firsthand how shared ownership empowers individuals and drives collective success.
“When the company is employee owned, people care about outcomes. That is the pride of ownership. Our job is to connect what creates future value for the company to every employee who is an owner. If they see the outcomes could be enhanced by innovating, then you instantly allow your organization to be agile. Financially and emotionally invested individuals organically improve the company and the corporate culture. The wins of the employees are, to me, more powerful than any career win I experience myself. My joy comes from seeing our employees get promoted or achieve success. I learn so much from the people around me.”
Another source of daily inspiration for Gower is the alignment between his personal values and PCL’s deep-rooted commitment to community giving.
“Our founder, Ernie Poole, wrote down on a piece of paper the importance of philanthropic behaviour. It was part of PCL’s DNA from the start. Our 55 years of giving back to the United Way of the Alberta Capital Region is just one example.”
As his first year in the president and CEO role draws to a close, Gower broadens his reflection and thinks about the gratitude he has for PCL’s role in helping to make Alberta a place to thrive.
“The modern Alberta advantage is that this province has a history of solving problems, creating opportunities and driving entrepreneurship,” says Gower. “PCL is intent on fostering all of these advantages for Alberta. I would like to see this province partner with other provinces and with the federal government and have two-way conversations about moving forward together.
“Currently, Alberta has been doing most of the work to bridge the gaps. For Alberta to be truly successful, we must establish more relationships with other parts of Canada and with the federal government. It is unfortunate to hear all the good things happening locally, but for that message not to be returned to me when I’m in places like Ontario. Together, there is an opportunity to create that mutual understanding through meaningful partnerships, which will create benefits and opportunities for all Canadians.”
Despite the challenges of helping to position Alberta on the national stage and the ongoing discussions around the labour shortage, Gower can’t help but be thrilled to go to work every day in a company that is driving meaningful change for its people, the province and the communities that keep it all connected.
“Alberta has a real sense of community. We don’t waste time making excuses—we just get things done,” he says. “It’s easy to see why people choose to immigrate here. Edmontonians are resilient, forward-moving and that spirit is reflected in PCL’s journey.
“We’re globally diversified in every sense—from our people and culture to the projects we deliver. Our headquarters right here in Edmonton is the hub of a company that competes on the world stage. In fact, we recently delivered the number one project in North America, as recognized by Engineering News-Record.
“As Albertans—and especially as Edmontonians—we’re humble about our achievements, but the truth is, we’re doing incredible things both locally and around the globe.”
As his career progressed, Gower was both pleased and humbled to be included in Canada’s Top 40 Under 40 when he was 39. Gower also recalls the surprise and pride he felt when Dave Filipchuk, board chair, informed him that he was going to be PCL’s ninth CEO.
“The recognitions are great, but the by-products are what give me value. They give me a chance to look internally and check in. Am I meeting my own values and goals? Am I a good person and acting as a well-rounded human being? It is a gift to be able to check in with oneself and be accountable.”
From field labour to the C-suite, Gower remains humble, grateful and knows that success professionally or personally stems, in part, from teamwork.
“Things are going very well,” he says as his first year in the chair concludes and he looks forward to many more in the future. “Someone once asked me what I would change as CEO and the truth is, if I had to change a lot of things now, I would have been a terrible former COO and board member. The leadership and board act as a collaborative, cohesive team. Former president and CEO Dave Filipchuk excelled at focusing on what matters now to create future value. When I was granted my current role, my hand was already on the steering wheel because we steer this ship with collective wisdom, not as individuals – and that is never going to change. We are proud enough to know what each of us brings to the table, and humble enough to recognize the opportunities for growth and improvement.”
Gower concludes with a story that shows the power of PCL and how it connects people, places and communities.
“One of my first jobs at PCL was helping to build a major performing arts centre. We spent countless hours perfecting the acoustics and stage design. A decade later, my daughter performed in a dance recital on that very stage. That was a standout moment for me—seeing something I helped create come to life in such a personal and meaningful way. It was incredibly validating and, honestly, just really cool. It reminded me of the deeper purpose behind what we do at PCL—creating spaces that bring moments to life for people and communities, both within and beyond our company.”
Learn more at pcl.com.
