PMX Perspectives
Insights from a PMX-er
“When we successfully implement a new train control system, we’re not just finishing a project, we’re improving the daily lives of millions.”
Brendan Blitz
Project Manager
PMX Perspectives
From hospital power plants to subway modernization – discover how Brendan’s engineering background drives infrastructure innovation at Group PMX.
Q: How has your career progression from hospital engineering operations to major transit projects shaped your leadership approach?
A: My healthcare background taught me that failure isn’t an option. When you’re managing power systems for a hospital, lives literally depend on your decisions. That mindset translates perfectly to transit work, where public safety and service reliability are paramount.
Moving from HVAC systems and generators to signal installations and train control rooms meant I had to learn a whole lot of new technical skills, but the leadership basics stayed the same: plan everything out, communicate clearly, and never compromise on quality.
Q: What specific qualities do you believe have contributed to your successful growth within Group PMX?
A: Being adaptable and always learning has been huge for me. When I started at Group PMX, I had tons of MEP and hospital experience under my belt, but transit work was a whole different ball game. I jumped into the learning curve, asked tons of questions, and used what I already knew about engineering while picking up everything I could about rail systems.
Taking on all kinds of projects, from swapping out emergency generators to massive station overhauls worth millions, showed Group PMX that I could be versatile with whatever they threw at me, which is exactly what they want in their leaders.
Q: What’s your favorite aspect of your current role as Deputy Project Manager on the transit system modernization project?
A: I love the tangible impact our work has on millions of daily commuters. When we get a new train control system up and running or finish signal upgrades, we’re not just checking off another project – we’re making life better for thousands of people who count on public transit every day.
There’s something really satisfying about getting all these different technical teams working together and watching it all click into place perfectly. The sheer size and complexity of everything keeps me engaged and excited to tackle whatever comes next.
Q: How do you ensure project teams maintain quality standards while meeting aggressive schedules?
A: It all starts with making sure everyone knows what’s expected right from the get-go and staying on top of things throughout the whole project. I’m a big believer in actually being out there in the field. You can’t run things from your office. Regular check-ins with the team, going through all the paperwork and requests thoroughly, and keeping everyone in the loop are absolutely critical.
I figured out pretty early on that trying to rush things or take shortcuts just to hit deadlines always ends up costing you way more time and money than just doing it right the first time.
Q: What’s the most rewarding project you’ve worked on, and what made it special?
A: The big station improvement project really stands out because it was incredibly complex and affected so many people. Juggling daily construction while keeping everyone on the same page – rail agencies, contractors, building owners, you name it – took everything I’d learned about leadership.
Watching it go from just an idea to this amazing finished product, knowing that millions of people would have better access and safer conditions, made all those crazy long days and endless coordination meetings totally worth it. It’s a perfect example of what happens when you get great people working together toward the same thing.