To paraphrase singer-songwriter Paul Kelly, big things grow from little things. And they don’t come much smaller than the five-person construction and maintenance team that formed in a home office in the rural Queensland town of Kingaroy in 2012.

From these humble origins grew Global Engineering & Construction, an industry leader specializing in remote pipeline and facility construction for the oil and energy sector. In just over a decade, the team has grown to a point where it can facilitate challenging energy, pipeline and infrastructure projects across Australia.

This dramatic rise has taken the company to the top of the ladder and saw its CEO Chris Williams named Energy and Mining Executive of the Year Runner-Up at The CEO Magazine’s 2025 Executive of the Year Awards.

Along with Global Engineering & Construction’s ongoing success, this recognition from the business world comes as further affirmation of Williams’ vision and drive. By keeping the Kingaroy home office firmly in the rearview mirror (the company maintains a support office in Kingaroy as well as Brisbane), Williams is able to put its impressive growth into perspective.

“I’m most proud of how Global has transformed into a high-performing, resilient business without losing its soul,” Williams tells The CEO Magazine.

“In just a few years, we’ve grown revenue by over 40 percent and EBITDA by nearly 400 percent, but the real achievement is that our people feel part of the journey.”

Sustainable culture

From the start, Williams and his team outlined a clear purpose for Global Engineering & Construction: that any work done would create lasting value not only for clients, but also for the team and the land itself. Since the beginning, the company has made sure every project embodies this ideal.

There’s also a healthy amount of respect mixed in. Williams believes every voice matters, and only by listening and embracing diverse perspectives can true collaboration achieve greatness.

“We’ve built a culture where innovation, safety and community impact matter just as much as financial performance, and that balance is what sets us apart.”

The oil, gas, future fuel and energy sectors that Global Engineering & Construction operates in are in the midst of three major shifts. Clients and regulators are pushing for greater decarbonization; there’s greater adoption and integration of technology – from digital project controls to automation – than ever before; and workforce transformations are becoming commonplace, particularly in regional Australia.

Each of these paradigm shifts represents a distinct challenge for Global Engineering & Construction and the work it produces. Fortunately, Williams and his team have always tackled the tough assignments with relish.

“We’re responding to these trends by embedding sustainability into everything we do,” he says. “We’re digitizing our operations with platforms like a new finance and project management enterprise resource planning and Procore, and investing heavily in training and leadership development so our people can thrive in a rapidly evolving industry.”

This embrace of sustainability is firmly in line with the company’s values. It has committed to a clear set of ESG principles, including responsible sourcing of resources, local and Indigenous community engagement and consultation wherever Global Engineering & Construction finds itself operating, and proactive environmental stewardship.

Williams says it is focused on innovation, resource efficiency and waste reduction, as well as education and training to keep his team safe, responsible and in peak operational form.

“Our culture is performance-driven, but people-first,” he says. “We believe in safety without compromise, inclusivity without exception and accountability without excuses.”

It’s another way Global Engineering & Construction stays close to its roots, and Williams says this people-centric approach is attractive to industry newcomers and veterans alike.

“This culture has reduced staff turnover by more than 50 percent and seen returning employees account for a significant proportion of new hires,” he says.

“In fact, 60 percent of our hires over the last two years have come from referrals from our current team or are returning team members. It’s proof that people want to be a part of Global. When your culture attracts and retains talent, performance always follows.”

And in this business, it must. GlobalEngineering & Construction delivers every aspect of its projects. Whether it’s the installation of a full turnkey EPC in the outback, full field facility processing, ultra-high-pressure water jetting for concrete demolition or the installation of electrical infrastructure and instrumentation in hazardous areas, the company handles everything in-house.

From design and fabrication to installation and ongoing maintenance, Global Engineering & Construction makes use of its work crews and logistics hubs in the Cooper and Surat Basins and Beetaloo to provide safe, high-quality work that has made it a partner of choice for industry heavyweights across the country.

Growth mode

As the company grows, so does the scope of its projects. Its current work is a far cry from the Kingaroy days, and Williams is confident that growth will persist as the industry evolves, whatever direction that may be.

“I want to see our industry continue to modernize,” he says. “It should strive to become safer, cleaner and more technologically advanced while creating real opportunities for regional and Indigenous communities.”

Williams very much appreciates the rare beauty and significance of the corner of the world in which he operates. From the outset, Global Engineering & Construction has maintained engagement with the First Nations people of the land there, and continues to foster inclusive and respectful partnerships in that space. Williams says that respect boils down to a simple mantra for its work crews.

“One of the best pieces of advice I ever received was, ‘Leave the place better than you found it,’” he says. “It stuck because it applies everywhere – whether it’s a worksite, a business or a team. It’s simple, but it forces you to think about legacy, impact and responsibility beyond yourself.”

It’s all part of the company’s dedication to being more than a contractor to clients, and instead play an active part in elevating every step of the partnership.

“Global’s role is to be a partner of choice in that transformation: an employer that develops people, a contractor that delivers with integrity and a business that contributes positively to the places where we operate.”

Empowering people

As CEO, Williams brings a leadership style developed through years of business experience in an eclectic range of fields. Originally a member of the Queensland Police Service, he has spent time in the retail, healthcare and consultancy sectors. Across them all, one philosophy emerged.

“I believe leadership is about alignment,” he says. “Aligning vision with action, words with deeds and people with purpose. My role as CEO is to create clarity, remove barriers and empower leaders at every level to make decisions that drive long-term value – for clients, communities and our people.”

The CEO position gives Williams a unique vantage point from which to observe not only the growth of Global Engineering & Construction, but also the development of its people. The latter, he says, is the best part of his job.

“Without a doubt,” he says. “When you watch someone step into leadership, take on more responsibility and realize they’re capable of more than they thought, that’s the most rewarding part of being a CEO.

“It’s actually fun, putting a group of ‘good humans’ together, providing them with latitude, empowerment and encouragement and then seeing the outstanding outcomes and results.”

Williams’ Energy and Mining Executive of the Year Runner-Up award is one of those outstanding outcomes, but he says the recognition goes beyond just him.

“For me, the award recognition is not about me as an individual, but about the incredible team who have made this transformation possible,” he says

“Global’s success is proof that when you align purpose with performance, you can deliver exceptional outcomes for clients while building a company that people are proud to belong to.”