Board of Directors

The ż Board of Directors is responsible for governing the association using best practices in association governance and focuses its attention and activities on setting the strategic direction of the organization.

ż’s Board of Directors consists of elected voting members and the President & CEO.


Officers

Chair
Khaled Naja, PE, CCM

Chair-Elect
Luis Delgado, CCM, STV

Immediate Past Chair
Christine Oates, CCM, Jacobs

Treasurer
Kara Lentz, PE, CCM, HNTB Corporation

Secretary
Edward Pogreba, Procon Consulting

Vice Chairs
Carol Holland, PE, CCM, Dewberry
Michael Mendick, PE, CCM, Connecticut Department of Transportation

General Counsel
Hugh Webster, Esq., Webster Chamberlain & Bean

President & CEO
Andrea S. Rutledge, CAE, ż

Directors

Katie Choe, CCM, Massachusetts Bay Transportation Authority
Anne Cotter, CCM, Cotter Consulting, Inc.
Yashar Hooshvar, CCM, Atlas
Praful Kulkarni, AIA, CannonDesign
Jason Lawson, CCM, WSP
Tom Lyon, PE, CCM, Dallas Fort Worth International Airport(Ex Officio)
Tammy McCuen, Ph.D., University of Oklahoma (Ex Officio)
Doug McCutchen, CCM, Keville Enterprises, Inc.
Dennis J. Milsten, CCM, Siris
Jim Murphy, PE, CCM, STV
Ron Perkins, PE, CCM, HDR
Smitha Radhakrishnan, Tampa International Airport (Ex Officio)
Kenny Simmons, AIA, U.S. Army Corps of Engineers (Ex Officio)
Coretta Sweet, CCM, Jacobs
Anne Timmermans, CCM, Parametrix
Palmina Whelan, CCM, Fż, New Terminal One, LLC
Jenna Williams, CCM, U.S. Department of Veterans Affairs (Ex Officio)
Dave Wissmann, CCM, Development Facilitators, Inc.
Don Young, PE, CCM, MBP


ż Position Statements

The attached position statements form a Board of Directors-approved document expressing the views of ż on specific topics. For each topic there is a core statement and supporting documentation. By compiling the statements into a single document, ż seeks to accomplish the following objectives:

  • Affirm organizational values and translate values into action.
  • Position ż to act, in a timely and consistent manner.
  • Meet outcomes and strategies for shaping the profession and establishing ż as the authoritative voice for the profession.

ż Local Chapters are expected to align their positions with those of the national organization.

These statements may be amended and added to over time using the process defined at the end of the document.

Comments? Please email president@cmaanet.org

View ż Position Statements


FY24 Business Plan

The FY24 business plan for the Construction Management Association of American (ż) is grounded in the Strategic Framework approved by the ż Board of Directors on April 8, 2022.

The framework sets the mission, vision, and direction for the future of the organization. It is a transformational expression of the association’s historic purposes and looks to a future that is focused on project and program success, the growth and development of people as program and construction management professionals, and positioning ż as the voice of the profession.

Within the framework, core commitments remain. First and foremost, ż is delivery‐method neutral. Next, ż believes program and project success is more likely when program and construction management professionals are engaged at the earliest points in the project or program lifecycle. Finally, owner engagement is critical to the continued growth and development of the profession.

The strategic goals and core activities for FY24 are:

  • Transform project execution  
  • Shape the profession
  • Establish ż as the premier resource

View the full FY24 Business Plan here.

View the Strategic Framework 2022 slides here.