When I started at EDC in the second week of April 2026, I assumed I’d have a few weeks to find my feet: learn the systems, get to know everyone and ease into the way things worked. Instead, I was handed the role of Project Lead on a 355 home development with one of the UK's largest developers, on my first day.
This first phase of 355 homes is the first of four phases of mixed-use development, with a combination of build-to-rent homes and apartments for sale. I’ll be honest: my first reaction was a mix of excitement and nerves. It was a big scheme, and I’d only just walked through the door. But being trusted with it so early told me a lot about the kind of company EDC is, and I was determined to make the most of it.
EDC is built to progress its people. If you have the desire to grow, they will support that drive, and I’ve experienced that first-hand.
My ambition has always been to move further into management. Becoming a project lead turned that ambition into something real almost overnight, because I now have a team to look after, with monthly 1-2-1s and goal reviews.
Nothing quite prepares you for the shift. When you’re delivering the work yourself, you know exactly where you stand. When you’re leading a team, your success depends on theirs. I’ve had to learn to listen more, ask better questions and make time for people even when the project is pulling me in every direction.
The monthly 1-2-1s have quickly become one of my favourite parts of the job. Sitting down with someone to talk about their goals, and then seeing them move towards those goals, is a different kind of satisfaction from getting a drawing issued.
EDC has a great balance of experienced and newer people who are joining us on our growth mission, and that mix has helped settle the nerves. I have a team looking to me for answers, but also colleagues on hand to support me when I need it.
Running the project has meant more than managing the design. I’ve also started looking after the commercial side of the aforementioned project, including invoice forecasting, timesheet management and fee proposals.
This was new territory for me, and I won’t pretend it all clicked straight away. Forecasting invoices means thinking carefully about programme and resource months ahead. Managing timesheets means keeping a close eye on how the team’s time lines up with the budget. Fee proposals mean being clear and confident about scope and what it truly takes to deliver it well.
What I’ve found is that taking ownership isn’t about having every answer. It’s about being accountable, asking questions when I don’t know something, and following things through. Understanding the commercial side has also changed how I see the project as a whole. Design, programme and fees are all connected, and decisions feel different when you can see the full picture.
Joining EDC has been a great opportunity for me. Our CEO, Richard O’Farrell, has an amazing vision for the company, and he’s genuinely willing to invest in his staff. You can feel that in the way people are encouraged to progress, and it’s backed up with courses and learning to support that progress.
I’ve recently been enrolled on an external, year-long management course (Level 8 in Work and Organisational Leadership from UCC – one of Ireland’s most prestigious universities), which I’m really looking forward to. Having a company invest in you like that makes you want to give even more back. I’m not just learning on the job; I’m being given the tools to do it properly.
Since passing my six-month probation, I’ve unlocked Life Balance days. These sit outside of normal holiday leave and give me one day’s break every two months (outside of EDC’s general annual leave), whether that’s to catch up with friends and family or simply to step away from project life.
It might sound small, but it means a lot. Projects are rewarding but demanding, and knowing the company actively builds rest into how we work makes a real difference. It tells me EDC cares about the person as well as the output.
Not long ago I was the new starter. Today I’m leading a project, managing a team and getting to grips with the commercial side of the business. With three more phases of this current project still to come and other projects across a range of sectors I am working on, there’s a lot left to learn and deliver, and I can’t wait.
If you want a company that will back your ambition and trust you with real responsibility, EDC is a great place to do it.
Interested in learning more about EDC, the projects we deliver, the clients we work with and the culture within our teams? Get in touch with myself at cscott@edcengineers.com or reach out directly to a member of our recruitment team: recruitment@edcengineers.com