The CMAA Board of Directors is responsible for governing the association using best practices in association governance and focuses its attention and activities on setting the strategic direction of the organization.

CMAA’s Board of Directors consists of elected voting members and the President & CEO.

Officers

Chair
Luis Delgado, CCM, STV

Chair-Elect
Carol Holland, PE, CCM

Immediate Past Chair
Khaled Naja, PE, CCM

Treasurer
Michael Mendick, PE, CCM, Connecticut Department of Transportation

Secretary
Dave Wissmann, CCM, Development Facilitators, Inc.

Vice Chairs
Katie Choe, CCM, Massachusetts Bay Transportation Authority
Kara Lentz, PE, CCM, HNTB Corporation

General Counsel
Hugh Webster, Esq., Webster Chamberlain & Bean

President & CEO
Andrea S. Rutledge, CAE, CMAA

Directors

Juan Alfonso, AIA, CES Consultants, Inc. (Ex Officio)
Anne Cotter, CCM, Cotter Consulting, Inc.
Yashar Hooshvar, CCM, Atlas
Bill Johal, CCM, FCMAA, Kitchell
Praful Kulkarni, FAIA, CannonDesign
Jason Lawson, CCM, WSP
Tom Lyon, PE, CCM, Dallas Fort Worth International Airport (Ex Officio)
Tammy McCuen, Ph.D., University of Oklahoma (Ex Officio)
Doug McCutchen, CCM, Keville Enterprises, Inc.
Jim Murphy, PE, CCM, STV
Christopher Payne, PE, CCM, FCMAA, MBP (Ex Officio)
Ron Perkins, PE, CCM, HDR
Edward Pogreba, Procon Consulting
Barbara Reynolds, PE, CCM, AECOM
Amanda Rogers, PE, CCM, Port Authority of New York & New Jersey (Ex Officio)
Kenny Simmons, AIA, U.S. Army Corps of Engineers (Ex Officio)
Coretta Sweet, CCM, Jacobs
Anne Timmermans, CCM, Parametrix
Don Young, PE, CCM, MBP
Janice Zahn, PE, CCM, Port of Seattle, Engineering Department

CMAA Position Statements

The attached position statements form a Board of Directors-approved document expressing the views of CMAA on specific topics. For each topic there is a core statement and supporting documentation. By compiling the statements into a single document, CMAA seeks to accomplish the following objectives:

  • Affirm organizational values and translate values into action.
  • Position CMAA to act, in a timely and consistent manner.
  • Meet outcomes and strategies for shaping the profession and establishing CMAA as the authoritative voice for the profession.

CMAA Local Chapters are expected to align their positions with those of the national organization.

These statements may be amended and added to over time using the process defined at the end of the document.

Comments? Please email president@cmaanet.org. 

View CMAA Position Statements

FY25 Business Plan

The FY25 business plan for the Construction Management Association of American (CMAA) is grounded in the CMAA Strategic Framework approved by the CMAA Board of Directors on April 8, 2022.

The framework sets the mission, vision, and direction for the future of the organization. It is a transformational expression of the association’s historic purposes and looks to a future that is focused on project and program success, the growth and development of people as program and construction management professionals, and positioning CMAA as the voice of the profession.

Within the framework, core commitments remain. First and foremost, CMAA is delivery-method neutral. Next, CMAA believes program and project success is more likely when program and construction management professionals are engaged at the earliest points in the project or program lifecycle. Finally, owner engagement is critical to the continued growth and development of the profession.

The strategic goals and core activities for FY25 are:

  • Transform project execution  
  • Shape the profession
  • Establish CMAA as the premier resource

View the full FY25 Business Plan here.

View the CMAA Strategic Framework 2025 slides here.