REAL ESTATE NEWS

Dianna Barba has spent nearly a decade helping deliver some of Los Angeles' most complex transit and infrastructure projects, but her path into construction leadership began with a simple willingness to ask questions—and the courage to step into roles she wasn't sure she was ready for.

Barba, now an assistant project manager at Skanska USA Civil, has built her career on some of the West Coast's most high-profile infrastructure efforts, including LA Metro's Purple Extension, the Sixth Street Viaduct, and the Regional Connector Transit Project. The Purple Line extension, where she spent years in multiple roles, is set to open to the public in May.

Her trajectory reflects both technical depth and steady advancement. Barba joined Skanska as an engineering intern on the Regional Connector project before graduating from Stanford University and entering the company's Core Competency Training Program. Over two years, she rotated through major transportation projects as a field engineer, gaining exposure to rail, bridge, and highway work across Los Angeles and Washington.

That early immersion shaped her understanding of how projects come together—and where she wanted to go next. Over nearly 10 years, she moved from field engineer to project engineer and now assistant project manager, bringing hands-on experience to complex, high-stakes work.

On the Westside Purple Line Extension, Barba spent six years taking on increasingly complex responsibilities. She initially managed the instrumentation program, overseeing two subcontractors responsible for installing and maintaining systems that ensured settlement stayed within safe thresholds as tunnels and stations were built. Later, as part of the change management team, she helped recover millions in change orders from LA Metro through pricing and negotiation. She also managed Parsons Transportation Group, the project's designer, before shifting into construction engineering focused on temporary structure design.

During that time, she earned civil professional engineer licenses in both California and Washington. By 2024, she was contributing to additional efforts, including the East San Fernando Valley Light Rail Transit Project. In 2025, her work expanded to projects such as the Portage Bay Bridge and the Roanoke Lid Project in Washington, alongside California assignments, coinciding with her promotion to assistant project manager.

Mentors Make A Difference

Mentorship, she says, played a defining role from the start. During her training program, Barba worked under mentor Larry Martocci, whose guidance helped shape her early approach to construction. "His early advice helped me get out of my comfort zone and take advantage of the CCTP program's opportunities," Barba told GlobeSt.com. Martocci encouraged her to "get to know the craft, offer to help whenever possible, and build work relationships with experienced engineers."

"They are the ones really building the project," Barba said, "and the information they have is invaluable, especially since many have extensive expertise from building previous rail line projects in LA, such as the Red and Gold Lines."

She carried that advice forward, emphasizing curiosity and humility. Spending time with experienced engineers, asking questions, and offering help accelerates both technical growth and professional confidence. "Let humility shape you," she said.

Some of the most impactful mentorship moments, she noted, happen unexpectedly. When Barba returned to the Purple Line project early in her career, she found herself in a daunting position. At 25, with just two years of experience, she was tasked with managing a $20 million instrumentation contract after key personnel departed.

"I was to replace two professionals, with zero experience in the task at hand, limited connections, and having spent only four months on this project," Barba explained.

A colleague, Meraj Ahmed, became a critical resource. "His ability to easily answer the questions asked of him with kindness made me realize that Meraj, a man with 35+ years of experience in the industry, was someone with a welcoming nature who I could turn to with questions of my own," Barba said.

"At first, I was afraid to ask questions, but my need for answers far outweighed my fears. Meraj did not make me feel dumb; instead, he let me know that he was happy to answer any other questions. With the ability to lean on him as a mentor, I was empowered to take a leap of faith in my career."

Through that experience, she learned not just technical skills but how to navigate communication and leadership—handling contract questions, managing subcontractors, and refining tone in high-stakes correspondence.

Ahmed's mentorship extended beyond technical guidance. When Barba encountered resistance from a subcontractor employee who did not take direction from her, she said his advice helped resolve the situation quickly. Over time, the relationship grew into something deeper. "Meraj became more like a father figure to many of us who approached him [not just our supervisor]," Barba said. "Sometimes you unintentionally find your own mentor, and those are the best relationships you forge."

Never Stop Asking Questions

Barba now urges young engineers, particularly women, to embrace the discomfort that comes with growth. Asking questions, she said, is essential. "People are willing to help, but you must have the courage to speak up," she said. "Companies do not expect you to join their projects and teams knowing everything, but they have the expectation that you will need to be trained. Each company goes through this process differently, though; some have a formal training program, while others expect you to let them know how much help you need."

Barba said it's also important not to be afraid to express confusion. "It is the only way you will learn and gain clarity," she said. "It may seem daunting in a male-dominated industry, and you don't want to seem 'dumb' or make it seem like women don't know anything, but that is all in your head. Do not let self-doubt slow down your career progression."

From her experience, engineers might be thrown into positions they know nothing about. Again, she said, you must have the courage to speak up. "No one wants to see you fail; they want to see you flourish," Barba said. "Show them that it is possible. People cannot help you if they do not know you are struggling. Be vocal."

Another piece of advice from Barba to women in the construction industry is to "lean in." "Women need a seat at the table," she said. "During meetings, unfortunately, there will be more men attending than women. Though it may seem daunting, it is important that women be present."

She said not to sit in the back of the room or on the chairs along the wall. "There are far too few of us for you to hide," Barba said. "Show that you are present, listening, and grasping every piece of information presented to you. This will make a key difference in your development and will show people that you are willing to learn."

Exploring Roles And Building Networks

Barba said that working on large-scale projects offers many opportunities to observe and learn how to manage a project from start to finish while exploring different roles within it. Among them: Do you want to be in the field, interacting with the craft-building stations from start to finish? Or would you want to manage the designer or the subcontractors? Would you like to learn about project controls, including cost, schedule, and change management? Do you want to go inside a tunnel boring machine, or see a bridge pour?

She said that because she had the opportunity to transition between projects during her rotation program, she learned a little bit of everything and had a similar experience when shifting between departments. Barba said workers should try to shift roles throughout the project and avoid feeling siloed in a single position for years.

"It almost feels like you are on a different project when you shift roles," she said, "and it is refreshing to learn something new and try something different. It helps you to expand your knowledge and develop new engineering skills you haven't put into practice.

"It may feel like you are starting over when you switch positions, and it may feel scary, but you learn and grow the most when you are uncomfortable and scared."

Networking has also played a key role in her career. "Get to know as many people as possible, build those connections with people, and make friendships," she said. "The world of heavy civil construction is so small that over the years, as people switch companies and change roles, you will realize that you know people in a variety of positions, companies, and locations, and those people can provide valuable information and opportunities for your development.

"Don't make connections only with these career-advancing intentions – be genuine and be yourself," she said. "You will meet some of your lifelong friends simply by doing this," she said. "You spend most of your time at work (more time than you spend with your family on an everyday basis). So, make sure you not only learn and complete your daily tasks, but also enjoy your time on projects.

"These friendships will make more of a difference than you think, and many will continue way beyond your time on the same project. Don't let this opportunity slip past."

Barba also advises embracing diversity. "Diversity is everything," she said. "Being different is so powerful. Having many people from diverse cultures, races, genders, income brackets, and beliefs provides a wealth of creative ideas and solutions that can benefit engineering industries. To everyone: be proud of where you come from, who you are, and what you stand for. You are making a difference just by being you."

Barba said a way to foster greater inclusion and diversity in the field is to give women the opportunity to work in the construction field if they want to. "I've noticed that on some occasions, women are siloed in the office when they really do want the opportunity to be in the field," she said. "Even though some women express interest in the field, it is sometimes brushed off [by supervisors], or they are told that opportunity could come 'later.'"

She said women must not avoid expressing their interest in working in the field out of fear. "Sometimes the opportunity needs to be presented as an option – you never know who might secretly love the opportunity," she said.

Source: GlobeSt/ALM