Personality Profile

Candidate Name: David Kwatia Nyante
Position Sought: President-Elect, Ghana Institution of Engineering
Election Year: 2025

1. Personal and Professional Background

Profession: Civil Engineer
Experience: Over 32 years of post-qualification experience in civil engineering
Specialized Training:
- Master’s degree in construction management
- Master’s degree in management
- Master’s degree in Alternative Dispute Resolution (ADR)
Professional Roles:
- Over 20 years of experience with multinational companies in senior management positions
GhIE Service:
- Long-standing member of the institution, having served in numerous voluntary roles. Full member since 1996.
- Chaired Research and Awards Committee twice, served on Membership Committee, served on Strategic Planning Committee.
- Former Executive Director of GhIE, serving for nearly three and a half years

2. Vision and Campaign Priorities

My manifesto focuses on growth, impact, and cultural transformation:

Growth

Expand the institution’s membership and broaden its reach.
Promote equity, inclusivity, and diversity within the institution.

Impact

Establish the institution as a national authority on engineering issues, ensuring its voice is heard on matters of national concern.

Cultural Transformation

I recognise that a counterproductive culture can undermine the institutions success no matter how robust our strategy. My approach includes:

Cultivating a culture of active participation where members are motivated and committed to their responsibilities.
Encouraging members to take ownership of institutional initiatives and activities.
Promoting accountability and collaboration to align the institution’s values with its objectives.

Key Initiatives

Learning and Development Centre with a Digital Academy:
- Establish a dedicated space for member growth and skill enhancement.
- Offer on-demand programs for continuous learning.
- Empower members to create and engage with content on the platform.
Expanded Welfare Initiatives:
- Prioritize member well-being and support systems to encourage engagement and loyalty.

It is important to note that, strategies are only as effective as the culture supporting them, and I am committed to driving a cultural shift to ensure long-term success.

3. Leadership Experience

As the institution’s Chief Executive, I introduced numerous impactful initiatives, showcasing ability to deliver meaningful change (see Achievement’s as ED).
Proven track record of leadership in senior management roles, with a focus on achieving results through strategic planning and effective execution.

4. Personal Attributes and Leadership Style

My attributes and leadership style are characterised by:

Pragmatic Approach: Focus on actionable solutions over rhetoric.
Inclusive Leadership: Commitment to equity, diversity, and collaboration.
Innovative Thinking: Proven ability to introduce and implement transformative initiatives.

Cultural Awareness: Deep understanding of the need to align culture with strategy to drive meaningful change.

5. Public Perception and Support

Recognized as a visionary leader with a strong focus on delivering results.
Respected for his dedication to the institution and his ability to inspire trust through consistent action.

6. Hobbies and Personal Life

I volunteer actively through Rotary, reflecting my commitment to community service. I enjoy golfing as a recreational activity and mentoring.

I am married with two grown-up sons, one of whom has followed my footsteps as an engineer.

7. Key Achievements as ED

Successfully launched several initiatives that contributed to the institution’s growth and impact. (see Achievements as ED)

8. Quotes

“The ability to deliver is more important than just identifying the problems or what needs to be done.”
“A strategy, no matter how sound, will fail if not supported by the right culture. We must prioritize active participation and commitment to institutional growth.”
“I envision an institution that grows in numbers, influence, and relevance, while remaining inclusive, equitable, and diverse.”

Question Time

Personal Questions

Tea or coffee—what keeps you energised during a busy day?
Coffee
How do you relax after a long day?
Listening to jazz music
What inspired your journey into civil engineering, and what keeps you passionate about it after 32 years?
Seeing the Adomi Bridge and the Akosombo Dam as a child sparked my fascination with engineering. These monumental structures inspired me to pursue a career where I could contribute to shaping the world around me.
Over the past 32 years, I’ve had the privilege of working on a wide variety of civil engineering projects, including buildings, industrial facilities, roads, airport aprons, drainage schemes, and sewage treatment systems. The process of transforming designs into tangible structures never fails to excite me. Beyond the technical challenges, it’s deeply fulfilling to see these projects make a positive impact on communities, delivered with a commitment to safety.
For young engineers starting their careers, my advice is simple: learn from senior engineers. Their experience and insights can provide invaluable guidance as you grow in this rewarding field.
As a father, how has your family, especially having a son who’s also an engineer, influenced your outlook on mentorship and legacy?
As a father, having a son who’s also an engineer has deeply influenced my outlook on mentorship and legacy. It’s a reminder that the knowledge, values, and principles we pass on to the next generation have a lasting impact. Mentorship, to me, is about sharing technical expertise, guiding others on how to navigate challenges, make ethical decisions, and find purpose in their work. Watching my son follow a similar path in engineering has reinforced the importance of leading by example and creating opportunities for others to grow. My legacy isn’t just about personal accomplishments—it’s about inspiring others, especially young professionals, to build meaningful careers and contribute to the larger community.

Leadership and Vision Questions

What does “growth and impact” mean to you, and how do you plan to bring this to the institution?
To me, ‘growth and impact’ means expanding the institution’s membership and reach while enhancing the value and relevance we provide to our members. Growth isn’t just about numbers—it’s about ensuring that more people are engaged, that we’re reaching diverse communities, and that our programs and services evolve to meet members’ needs. Impact means having a measurable influence on national conversations around engineering and creating a lasting, positive effect on our members’ professional and personal development. I plan to bring this to the institution by introducing new initiatives like the Learning and Development Centre and the Digital Academy, fostering a culture of active engagement, and advocating for the issues that matter most to our members on national platforms.
You emphasise the importance of culture in driving strategy. Can you share an example where a cultural shift led to significant results?
In my previous role as ED, I led a cultural shift within the secretariat by focusing on promoting collaboration, transparency, and a sense of ownership across all levels. We shifted from a more hierarchical approach to one where team members were encouraged to take initiative, share ideas, and contribute to decision-making processes. This shift increased employee engagement and led to improved efficiency and innovation, resulting in the successful launch of several key initiatives that significantly expanded our reach and impact. By aligning the culture with our strategic goals, we were able to achieve results that went beyond what we initially thought possible.
What excites you most about introducing a digital academy for members?
What excites me most about introducing a Digital Academy is the opportunity to provide members with flexible, on-demand learning that meets their diverse needs and allows them to grow at their own pace. It’s a platform that empowers members to develop new skills, expand their knowledge, and stay competitive in an ever-evolving industry. The academy will offer high-quality courses and provide a space where members can contribute content, share expertise, and engage in continuous learning. This initiative will foster a culture of lifelong learning, ensuring that our members are always prepared to lead and innovate in their fields.
How do you envision balancing inclusivity and diversity while ensuring the institution grows in reach and relevance?
I envision balancing inclusivity and diversity with growth by ensuring that as we expand our reach, we also create an environment where all voices are heard and valued. Growth, in my view, should never come at the expense of diversity—rather, it should actively promote it. As we reach new members and communities, we must ensure our programs, resources, and leadership reflect the diversity of experiences and perspectives that exist within the broader society. When we promote an inclusive culture, we attract a wider range of members who are diverse in background and in thought and expertise. This diversity, in turn, strengthens the institution, making it more innovative, resilient, and relevant to national and global conversations in engineering.
What’s one initiative you introduced as CEO that you’re particularly proud of, and how has it shaped your vision for the future?
One initiative I am particularly proud of is the Industrial Placement Program. While its implementation is still ongoing, it holds great promise for providing essential practical training to both recent graduates and lecturers. This program is designed to bridge the gap between academic knowledge and real-world applications, equipping new graduates with relevant industry experience. Additionally, it offers an opportunity for unemployed graduates to enhance their skills, increasing their employability and readiness for the workforce.

Engaging Questions

If you could work on one of the world’s most iconic engineering projects, past or present, which one would it be and why?
There would be many, however, I am particularly drawn to projects that harness the power of natural elements, such as dams or overcome significant natural barriers, like bridges spanning vast bodies of water, as well as ports and harbours. These endeavours are challenging and transformative, blending engineering ingenuity with environmental harmony. Delivering them safely is also a huge commitment that is required. Being involved in such iconic projects would be an incredible opportunity to contribute to their lasting impact and legacy.
If you had to describe your leadership style in three words, what would they be?
If I had to describe my leadership style in three words, they would be: Inclusive, Accountable, and Innovative. I believe in creating a leadership environment where everyone feels heard and valued, taking responsibility for both successes and challenges and constantly seeking new ways to improve and adapt to changing needs.
Mentoring is a passion of yours. What’s the best piece of advice you’ve ever given to someone?
‘Focus on building your reputation, not just your resume.’ In a rapidly evolving field like engineering, skills and qualifications are important, but your reputation for integrity, hard work, and collaboration will set you apart in the long run. I always encourage young professionals to invest in relationships, seek mentorship, and approach every challenge with a mindset of continuous learning and adaptability. Success comes not just from technical expertise, how you navigate challenges, work with others, and contribute to your community matter.

Values and Aspirations Questions

How do you define success for the institution and its members?
For me, success for the institution means not only growing in numbers and influence but also becoming a recognized leader in advocating for engineering and creating tangible value for our members. It means providing members with the tools, support, and opportunities to thrive professionally and personally. Success for our members is reflected in their increased participation, professional growth, and the positive impact they make within and outside the institution. Ultimately, it’s about building a community where everyone has the opportunity to contribute, grow, and benefit from being part of something meaningful.
What does equity, inclusivity, and diversity look like in practice for this institution?
Equity, inclusivity, and diversity in practice for this institution mean creating a welcoming environment where every member, regardless of background, has equal access to opportunities, resources, and decision-making processes. It means ensuring that our programs and initiatives reflect the diverse needs of our membership, and that all voices are heard, especially from underrepresented groups. I will promote policies and initiatives that actively support the participation and advancement of all members, fostering an environment where everyone feels respected, valued, and empowered to contribute to the institution’s growth and success.
If elected, what’s the first step you’d take toward building the learning and development centre?
If elected, the first step I would take toward building the Learning and Development Centre is to engage with our members to understand their specific needs and aspirations for professional growth. I would then establish a task force of experienced professionals and stakeholders to help design a centre that aligns with those needs, ensuring it offers relevant, high-quality programs. I would also prioritize securing the necessary resources, both financial and logistical, to create a sustainable foundation for the centre’s long-term success.
How do you plan to inspire members to be more active and committed to institutional activities?
I plan to inspire members to be more active and committed by promoting a culture of ownership, where each member feels valued and motivated to contribute. This includes creating more engaging and relevant opportunities for involvement, such as through the Learning and Development Centre and the Digital Academy, where members can both grow professionally and actively contribute by creating content. Additionally, I’ll prioritize transparent communication, recognize member contributions, and create an environment that encourages collaboration, ensuring that everyone sees the direct impact of their participation on the growth and success of the institution.”
In one sentence, why should members vote for you?
Members should vote for me because I bring proven leadership, a track record of delivering impactful initiatives, and a clear vision to grow our institution in numbers, influence, and member benefits while fostering inclusivity and equity.