Q1. What first inspired you to pursue a career in the built environment and project management industry?
I have always been interested in how infrastructure and buildings directly shape people’s daily lives and communities. After completing my National Service, I received several opportunities from agencies such as CAAS, HDB and BCA. I chose to begin my career with HDB as a stepping stone because I was passionate about contributing to projects that improve neighbourhoods, enhance connectivity and create better living environments for residents. Seeing how infrastructure projects positively transform communities inspired me to pursue a long-term career in the built environment and project management industry.
Q2. Can you share some of the projects you have worked on throughout your career?
Throughout my career, I have been involved in both HDB and private infrastructure projects, including infrastructure and A&A works such as mosque upgrading projects with lift installations to improve accessibility for senior and elderly congregants, as well as the proposed new and upgrading of sewer lines at Margaret Drive. I have also worked on HDB programmes such as the Main Upgrading Programme (MUP) for older estates above 40 years, Lift Upgrading Programme (LUP), Revitalisation of Food Centre Upgrading Programme (RFUP), and currently several BTO developments.
These projects have provided me with valuable experience in project planning, stakeholder coordination, safety management and resolving complex site challenges while working closely with residents, agencies, consultants and contractors. They have also strengthened my understanding of the importance of balancing technical requirements with community needs and operational considerations.
Q3. Which project has been the most memorable for you so far, and why?
The most memorable projects for me were the HDB upgrading works carried out in occupied estates. Unlike new developments, these projects required balancing technical execution while minimising inconvenience to residents. They also strengthened my public relations and people management skills through frequent engagement with residents to address concerns and build trust.
Through these interactions, I gained a deeper understanding of the stress and discomfort residents experienced due to noise and dust generated within their homes during the upgrading works themselves, rather than from external construction activities. The experience taught me the importance of empathy, communication and careful planning, as the works directly affected residents’ daily lives and living environment.
Another memorable project was a large-scale HDB development, Tampines Green Verge, comprising 20 residential blocks with about 2,022 dwelling units, including an e-deck carpark and PWCS system. It was one of the toughest and most demanding projects I managed, especially during the handover and precinct works stages, requiring resilience, teamwork and strong coordination to achieve successful completion.
Q4. How would you describe your approach to leadership and teamwork on projects?
I believe in leading by example, staying approachable and building strong teamwork through trust, open communication and always being there to support the team. Every project involves different stakeholders, and successful delivery depends on collaboration, mutual respect and working towards a common goal. I always encourage proactive problem-solving and remind team members not to be shy to ask questions or approach one another for guidance and support. Building accountability and a positive team culture is important to achieving success together.
Whether meeting project teams or reviewing site progress, Ali enjoys being on the ground where he can engage directly with stakeholders and contribute to successful project delivery.
Q5. What does “delivering beyond infrastructure” mean to you personally?
To me, it means creating positive and lasting impacts beyond the physical project itself, by touching the lives of end users such as residents, consumers, and tenants. Infrastructure is ultimately about improving people’s lives, whether through safer environments, better connectivity, or more comfortable living spaces. It also means building trust and strong relationships with residents, clients, and stakeholders throughout the project journey.
Q6. Workplace safety is often discussed from a technical perspective. How would you describe the human side of safety?
The human side of safety is, first and foremost, about protecting yourself and your colleagues, ensuring everyone returns home safely to their families every day. Beyond procedures and compliance, safety requires care, responsibility and awareness from every individual on site. A strong safety culture is built when people genuinely look out for one another and take collective responsibility for each other’s well-being.
Q7. What are some habits or mindsets that help create a stronger safety culture within teams?
Consistency, communication and leading by example are very important in building a strong safety culture. Teams should feel comfortable speaking up about unsafe conditions without hesitation. Regular engagement, site inspections, safety sharing sessions, and learning from near misses and incidents help strengthen awareness and accountability among everyone involved. This is further reinforced through safety advisories and bulletins, which support continuous learning and improvement on-site.
Q8. What has been one of the most valuable lessons you have learned throughout your career so far?
One of the most valuable lessons I have learned is that technical knowledge alone is not enough to ensure project success. Project management also requires effective communication, patience, and the ability to build and maintain strong working relationships with all stakeholders. These soft skills are especially critical when managing complex projects with tight timelines and challenging site conditions.
Outside of work, Ali Sarwar enjoys adventure and spending quality time with his family. Photos (Top, L–R): Taking on the Cliffhanger challenge and cycling on the wire with his wife. Photos (Bottom, L–R): A river excursion in Desaru, parrot feeding, and a buggy ride with his wife.
Q9. How do you stay calm and solution-focused during challenging project situations?
I focus on understanding the root cause of issues, prioritising immediate concerns, and working closely with the team to identify practical solutions. Staying focused, steady, and calm is important, as project teams often look to leadership during difficult situations. I also believe in maintaining open communication and addressing issues early before they escalate.
Q10. What motivates you most when working on infrastructure projects that impact communities?
What motivates me most is knowing that the projects we deliver will benefit residents and future generations. I find deep satisfaction in seeing completed projects improve the living environment, accessibility, and overall community experience. Passing by these completed works and witnessing their positive impact gives me a strong sense of purpose and fulfilment.
Q11. Is there a personal value or principle that guides both your work and personal life?
Integrity and responsibility are values that guide me both professionally and personally. I believe in being accountable for my work. When something needs to be done, it must be done without procrastination and with respect for others, while always doing my best to contribute positively to the team and the community.
Q12. If you could share one message with the next generation entering the industry, what would it be?
The built environment industry can be challenging, but it is also very meaningful and rewarding. Be willing to learn continuously, stay adaptable and never underestimate the importance of teamwork and communication. Every project is an opportunity to grow both professionally and personally.
