Jan 05 | 2020
Senior Project Supervisor – GEODIS Industrial Projects
Nominated by:
Dennis Devlin, director-IP USA industrial projects, GEODIS.
Reason for nomination:
“Andrew Dovie brings a technically sound, engineering-based approach to the tasks associated with moving and lifting over-dimensional and heavy-lift cargo via whatever modes of transport might be utilized: ship, barge, rail, truck, in any combination. Safety and damage avoidance are paramount in moving project cargo. It is through this engineering-based approach that he helps GEODIS to support its clients’ projects by moving their cargo safely and without damage. Often leadership is considered to be the realm of extroverts, whereas in reality, expertise and sound decision-making on the basis of facts plays a very large role in successful leadership.”
How you chose this industry?
Like most people I’ve talked to, I didn’t choose this industry. My parents were in the industry, both advised me not to get into logistics. But after dropping out of law school at the end of 2013 in the beginning of the oil recession, I couldn’t find a job anywhere. I was able to get a foot in the door at Agility and thoroughly enjoyed the project and heavy-lift side of the business.
Industry’s significance, from your perspective:
Project logistics is underappreciated, even though it’s a vital part of infrastructure and manufacturing.
A mentor or industry leader who greatly influenced you:
I was lucky that Diana Davila hired me for my first position in the industry. She weathered a particularly sour point in the company’s history with a level of professionalism and agility that I doubt I’d have shown.
Professional background:
A Bachelor of Science degree in mechanical engineering from Louisiana State University, 2012. Project assistance with Agility Projects, 2015-2017. Transport engineer coordinator with Fracht, 2017-2018. Since 2018, senior project supervisor, Geodis.
Management style:
The qualities I respect most in a manager are having an overall knowledge of the industry, and the ability to balance a hands-off approach to management while stepping in to handle minutiae when needed.
Long-term professional goals:
I would like to continue to work in project cargo for the foreseeable future, moving more towards the technical, engineering side of the business. I’ll hopefully finish a project management program at Rice in early 2020, and I plan to continue taking engineering courses related to transport and rigging immediately afterward.
Your role as a developing industry leader:
I think the cowboy days of high risk with the uncertainty of reward are coming to an end, or at least that’s what I hope. My goal is to continue offering competitive pricing for the proper and safe execution of transport operations. Bidding and operating should not be considered separable.
Most important industry issue:
There is always uncertainty in the future. Right now, the immediate risks for long-term planning relate to the new bunker regulations. Specifically related to forwarding, smaller forwarders and even trucking companies that have broadened their scope are side-stepping the old guard, especially on the one-off shipments. I’m not sure how the larger forwarders will fare with the added competition in the long term. Equally so, I’m not sure if the smaller forwarders have the staffing and the global network to handle mega projects.
Dennis Devlin, director-IP USA industrial projects, GEODIS.
Reason for nomination:
“Andrew Dovie brings a technically sound, engineering-based approach to the tasks associated with moving and lifting over-dimensional and heavy-lift cargo via whatever modes of transport might be utilized: ship, barge, rail, truck, in any combination. Safety and damage avoidance are paramount in moving project cargo. It is through this engineering-based approach that he helps GEODIS to support its clients’ projects by moving their cargo safely and without damage. Often leadership is considered to be the realm of extroverts, whereas in reality, expertise and sound decision-making on the basis of facts plays a very large role in successful leadership.”
How you chose this industry?
Like most people I’ve talked to, I didn’t choose this industry. My parents were in the industry, both advised me not to get into logistics. But after dropping out of law school at the end of 2013 in the beginning of the oil recession, I couldn’t find a job anywhere. I was able to get a foot in the door at Agility and thoroughly enjoyed the project and heavy-lift side of the business.
Industry’s significance, from your perspective:
Project logistics is underappreciated, even though it’s a vital part of infrastructure and manufacturing.
A mentor or industry leader who greatly influenced you:
I was lucky that Diana Davila hired me for my first position in the industry. She weathered a particularly sour point in the company’s history with a level of professionalism and agility that I doubt I’d have shown.
Professional background:
A Bachelor of Science degree in mechanical engineering from Louisiana State University, 2012. Project assistance with Agility Projects, 2015-2017. Transport engineer coordinator with Fracht, 2017-2018. Since 2018, senior project supervisor, Geodis.
Management style:
The qualities I respect most in a manager are having an overall knowledge of the industry, and the ability to balance a hands-off approach to management while stepping in to handle minutiae when needed.
Long-term professional goals:
I would like to continue to work in project cargo for the foreseeable future, moving more towards the technical, engineering side of the business. I’ll hopefully finish a project management program at Rice in early 2020, and I plan to continue taking engineering courses related to transport and rigging immediately afterward.
Your role as a developing industry leader:
I think the cowboy days of high risk with the uncertainty of reward are coming to an end, or at least that’s what I hope. My goal is to continue offering competitive pricing for the proper and safe execution of transport operations. Bidding and operating should not be considered separable.
Most important industry issue:
There is always uncertainty in the future. Right now, the immediate risks for long-term planning relate to the new bunker regulations. Specifically related to forwarding, smaller forwarders and even trucking companies that have broadened their scope are side-stepping the old guard, especially on the one-off shipments. I’m not sure how the larger forwarders will fare with the added competition in the long term. Equally so, I’m not sure if the smaller forwarders have the staffing and the global network to handle mega projects.
