Administering major construction projects requires more than technical precision. It demands leadership: the ability to align diverse stakeholders, manage risk, balance budgets, and make confident decisions under pressure. The professionals who rise above execution to true leadership are those who can connect theory to real-world complexity.
For Azmat Aulakh (’22SPS), a graduate of the M.S. in Construction Administration program at Columbia University School of Professional Studies (SPS), that distinction has defined his career. Now the New York–New Jersey lead at JGM Inc., an adjunct professor at the New York Institute of Technology, and the recipient of CMAA’s 2025 Distinguished Young Professional Award, Aulakh credits Columbia with expanding how he understands the field.
“Construction is not only about drawings and schedules,” he says. “It is about decision-making, communication, risk management, and accountability.”
The program has evolved into the new M.S. in Project Management at SPS, with concentrations in Construction, Sustainability Management, Sports Management, and Technology Management—reflecting the increasingly interdisciplinary and leadership-driven nature of the industry. The new Construction concentration builds on the original M.S. program and offers the additional resources of the Department of Civil Engineering and Engineering Mechanics at Columbia Engineering School.
Read Aulakh’s story and his advice for future project managers as a former student, award-winning leader, and dedicated mentor shaping the next generation of professionals in the tristate area.
Can you briefly introduce yourself and talk about how you ended up in the M.S. in Construction Administration program at Columbia SPS?
I’m currently working in construction leadership in the New York–New Jersey region, overseeing infrastructure projects, business development, and team growth. I also teach construction and professional practice courses as an adjunct professor.
My journey to Columbia was very intentional. I started in the field and worked my way up through project roles, and at some point, I realized that experience alone wasn’t enough. I wanted to better understand how projects are delivered at a strategic level and expand my network. Columbia’s Construction Administration program stood out because it connected construction, management, finance, and leadership in a very practical way. It felt like the right place to strengthen both my technical and decision-making foundation while staying close to real industry.
What have you been working on since finishing the program?
Since graduating, I’ve continued growing in leadership roles within the construction and infrastructure space. I manage ongoing projects, help expand our portfolio in the East Coast market, and work closely with teams on delivery, operations, and business development. In addition to my professional role, I’ve stayed closely connected to education and mentorship. I now teach construction administration and professional practice courses at NYIT, and I also mentor small and MWBE businesses through Columbia’s vendor development initiatives. For me, it’s been about building a career that blends project delivery, leadership, and giving it back to the next generation.
Congratulations on receiving CMAA’s Distinguished Young Professional Award! Can you tell us about your proudest contributions to your field?
Thank you—it was a very humbling recognition.
What I’m most proud of is not one single project, but the impact across people and teams. I’ve had the opportunity to help build and lead teams, support workforce development, and contribute to large public-sector infrastructure programs that serve communities every day. Beyond projects, I’m proud of mentoring younger professionals, helping colleagues pursue certifications like CCM and PMP, and supporting small businesses as they grow and enter industry. To me, real contribution is not just delivering projects. It’s helping people grow within the field.
What lessons or experiences have stayed with you from your time in the program?
One of the biggest lessons from Columbia was learning how to think like a leader, not just a project executor. The program helped me understand that construction is not only about drawings and schedules. It is about decision-making, communication, risk management, and accountability. Another thing that stayed with me is how interdisciplinary the industry really is. You’re constantly working with architects, engineers, owners, contractors, and regulators. Columbia really emphasized seeing the full picture.
As someone who now teaches, Columbia shaped how I approach education. It taught me that students learn best when you connect theory to real-world context. I try to bring real project scenarios, challenges, and lessons into the classroom so students can see how what they’re learning applies directly to practice.
As an alum of the CNAD program, what do you think of the fact that SPS has expanded its Construction Administration program to encompass and focus on project management?
I think it’s a very natural and important evolution. Today’s construction industry is heavily driven by project management, from planning and budgeting to stakeholder coordination, risk control, and decision-making. The reality is that strong technical knowledge is essential, but the ability to manage people, timelines, finances, and communication is what defines leadership in this field. Expanding the program’s focus to include project management prepares students to step into roles with broader responsibility and long-term career growth. It reflects how the industry operates today. With the rise of AI and data-driven tools in scheduling, estimating, and operations, project managers now need to understand technology as part of decision-making, not just execution, which makes this shift even more relevant.
Do you have any advice for current and future Columbia students—project managers who want to focus specifically on construction?
My biggest advice would be:
First, stay curious and stay humble. This industry teaches you something new every day, whether you’re on-site or in the office.
Second, learn the field, not just the theory. Spend time understanding how projects actually get built, coordination, sequencing, safety, and problem-solving in real time.
Third, invest in relationships. Construction is a people-driven industry. The connections you build with mentors, classmates, and colleagues will shape your career as much as your technical skills. I truly believe that your network is your net worth in this industry.
And finally, be patient with your growth. This field rewards consistency, reliability, and leadership over time. Focus on learning, showing up, and adding value. The opportunities will follow.
About the Program
The Columbia University Master of Science in Project Management program equips individuals with the strategic, analytical, and leadership skills essential for a successful career managing complex projects across industries and borders.
Available full-time or part-time, the M.S. in Project Management is designed for professionals who want to advance into leadership roles or formalize their project management experience with a strong academic and practical foundation. Students can opt for the general Project Management program or choose from one of the four specialized concentrations: Construction, Sports Management, Sustainability Management, and Technology Management.
Taught by scholar-practitioners and enhanced by Columbia’s location in New York City, the curriculum integrates emerging digital tools and AI-driven practices to help graduates make data-informed decisions and improve operational efficiency. Graduates will be prepared to lead high-stakes projects with confidence and clarity, and return to the job market with a competitive edge.
Learn more about the program here.
