We're a team of over 23,000 people in 64 countries, each person bringing their own perspective, experience and expertise. Here's a chance to meet some of them.
Andy Scott
Managing Director, Infrastructure, Defence and Security, UK
I’m the Managing Director for Infrastructure, Defence and Security in the UK. My teams are focused on transforming performance across both sectors, strengthening relationships across the wider ecosystem, developing modern operating models, and ensuring major programmes are set up for long-term success.
I joined Turner & Townsend in 2011 as a Senior Project Manager, initially working for the Scotland infrastructure business and then across UK infrastructure, particularly in the South East. My role has seen me manage teams on several landmark schemes including Edinburgh Trams, Heathrow, Crossrail, Hinckley Point C and the Ministry of Defence’s Defence Equipment and Support business.
I was appointed to the UK infrastructure board in 2018 and in May 2023 I was promoted to the UK board as Managing Director for UK Defence and Security, establishing the company’s first UK defence segment in May 2024. In early 2026, my role was expanded to also assume responsibility for the business’ infrastructure division.
“Delivering major infrastructure and defence programmes is vital to the UK’s renewal, security and prosperity.”
2026
Promoted to Managing Director, Infrastructure, Defence and Security, UK
2023
Appointed to join the UK Board as Managing Director for UK Defence and Security
2022
Promoted to Head of Defence
2019
Promoted to Regional Lead, Infrastructure South, UK
2015
Appointed Regional Lead for Scotland and Ireland
2011
Joined Turner & Townsend as a Senior Project manager, working on the recovery of phase one of Edinburgh Tram
Q. What attracted you to join Turner & Townsend?
A. Having worked for a client and main contractor I was keen to explore the opportunity as a consultant to be more involved in the front-end policy, strategy and set up of major programmes. I was excited by the opportunity to have a greater influence on the outcome of programmes and to make a significant impact on the communities in which we operate.
Q. How has your career at Turner and Townsend developed?
A. Since joining as a Senior Project Manager, I have been involved in the delivery of several major schemes and programmes, including the recovery of the Edinburgh Tram programme. I then went on to manage and develop teams and business units focusing on growth in the Scottish market, and in London for infrastructure and now defence and security clients.
Q. Which project are you most proud of being involved in at Turner & Townsend?
A. Being involved in the recovery of the Edinburgh Trams programme first phase and then subsequently successfully setting up the second phase for success. This involved leveraging lessons learnt to provide greater transparency and predictability to the programme to ensure delivery on time and on budget for the second phase.
We did this by collaborating closely with our client City of Edinburgh Council, the operator Edinburgh Trams and wider stakeholders including the supply chain to embed our major programme set up methodologies.
This experience has provided a benchmark for the business to take learnings into many other major schemes including Hinkley Point C, Crossrail, Heathrow and HS2.
Q. How do you contribute to Turner & Townsend making a difference?
A. My greatest contribution is to provide effective leadership, initially setting the strategic direction and then creating the environment for outperformance. Critical to this is to really understand the capabilities of the team both technically and behaviourally and then empowering them for successful delivery.
Q. Detail any specialist skills or experience for which you are known
A. I’m known for having a deep knowledge and understanding of how to set up and deliver all types of major programmes from capital delivery to enterprise transformation. These skills have been developed over several years on some of the UK’s most complex programmes with the most impactful outcomes delivered when working collaboratively with our clients and key stakeholders.
Q. What do you most enjoy about working at Turner & Townsend?
A. I enjoy the fact that Turner & Townsend retains its entrepreneurial spirit, constantly challenging the status quo with a team of professional, like-minded people
Q. What is the emerging trend in your industry specialism and how are you responding to this?
A. There’s a growing expectation for programmes to clearly demonstrate how they unlock wider economic growth, productivity and resilience, something we’re helping clients articulate by showcasing the long‑term value created through sustained investment in infrastructure and defence. We’re working closely with CBRE to explore how targeted private investment can complement public spend, accelerating delivery of such programmes and stimulating regional growth.
Q. What makes Turner & Townsend a great place to work?
A. Our company’s purpose genuinely guides how we operate, driving positive change, delivering with care, and always striving to do the right thing. Our values show up in the way teams support one another, encourage growth, and create space for people to be themselves. As an example, I am a sponsor of our LGBTQ+ Unity network which has given me the opportunity to be an ally for inclusion, ensuring colleagues feel represented and supported.
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