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BETTESWORTHConstruction

What a Head of Structures Is Responsible for on a Construction Project

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A head of structures leads an organisation’s structural engineering discipline: setting technical direction, protecting design quality, developing engineers, and helping projects get delivered with the right people and resources. In a construction company, the role may also include client, budget, and business responsibilities. The exact balance depends on the employer and region, and the title alone does not mean the person signs off every design or holds a statutory appointment.

What does a head of structures do?

A head of structures is usually the senior leader responsible for how structural engineering work is planned, staffed, reviewed, and developed across a company or business unit. The position connects technical practice with team leadership and project delivery. In some organisations, the head also works on commercial matters such as budgets, fees, client relationships, and business development.

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It is a leadership role, not one standard job description. The person might oversee a discipline team across several offices, lead a regional buildings group, or manage a broader civil and structural function. The amount of hands-on design work varies too: one employer may expect the head to review calculations and design details, while another may rely on project engineers for detailed design and have the head focus on oversight, resources, and quality.

For example, Aon’s Australian position description covers civil as well as structural engineering, with responsibilities spanning projects such as earthworks, roads, dams, drainage, water supply, and buildings. By contrast, COWI’s Denmark vacancy describes a structures discipline team, while Ramboll’s Middle East Buildings listing combines structures leadership with regional business and project responsibilities. These are useful examples of the role’s range, not a universal template: Aon’s position description, COWI’s vacancy, and Ramboll’s Middle East Buildings listing.

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Which responsibilities usually sit with the role?

The central responsibility is to make sure structural engineering work is technically sound, appropriately resourced, and delivered in a way that serves project and business needs. How that is achieved differs by company, but the work commonly falls into five connected areas.

1. Set technical direction and safeguard quality

The head establishes or applies design practices, guides complex engineering decisions, and checks that work follows its scope and applicable requirements. Depending on the team structure, this may mean personally reviewing key calculations, drawings, or other deliverables, or ensuring that suitable review processes and competent reviewers are in place. The role is not automatically the author or checker of every design: those responsibilities need to be clear in the project’s actual allocation of work.

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Aon’s Australian framework explicitly includes procedures for compliance and project scope. Ramboll’s listing describes project reviews, design quality, and knowledge of buildability and construction techniques. Together, these examples show why technical leadership is broader than simply producing a design: it includes making sure that the team’s approach and outputs are fit for the work it has agreed to do.

2. Build and manage the engineering team

A head plans workload, allocates staff, supports training and mentoring, and develops the competence the organisation needs. That involves matching people to projects, noticing capacity or skills gaps, and helping staff share knowledge and work consistently. The leader may manage day-to-day work directly or coordinate team leads across offices and business units.

Team size depends on the organisation. COWI’s Denmark vacancy describes approximately 20 structural engineers across three office locations and a wider structural engineering group of approximately 60 employees. Those figures describe the team in that listing only; they are not a standard size for a head-of-structures function. COWI’s role description also emphasizes competence development, knowledge sharing, and collaboration.

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3. Coordinate structural work with project delivery

Structural work is one part of a project involving other disciplines and stakeholders. The head may help coordinate its progress and quality with project managers, architects, other engineers, clients, contractors, and, where relevant to the work, authorities. When technical issues, workload conflicts, or delivery risks arise, the head can help resolve them or ensure they reach the right decision-maker.

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This does not mean the head personally manages every site activity or every project. A project manager, design manager, contractor, or project engineer may hold those day-to-day responsibilities. The head’s contribution is more often discipline-wide oversight, coordination, and support for the people responsible for the individual project.

4. Manage client and commercial responsibilities

Some heads of structures have responsibilities beyond engineering delivery. In a consultancy, those can include maintaining client relationships, contributing to proposals, supporting business development, and monitoring fees, budgets, profitability, or cash flow. Aon’s Australian description includes budget preparation and variance management; Ramboll’s Middle East listing includes job profitability, cash flow, client service, and business development.

These duties are not universal. A head in a role centred on technical leadership may have limited direct commercial ownership, while a regional or business-unit leader may be accountable for a broader financial picture. Ask whether the position owns a budget or sales target, advises on it, or has no such responsibility; the job title alone does not answer that.

5. Represent the discipline in business planning

At a senior level, the head may translate organisational strategy into team priorities, improve procedures, support collaboration between offices, or contribute to regional leadership. COWI’s listing describes aligning discipline priorities with company strategy. Ramboll’s describes participation in regional leadership and business direction. This work can shape what capabilities a team develops and how it supports the organisation’s project portfolio.

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How does the role vary between companies?

The job depends on what the organisation builds or designs, how it is structured, and where the position sits in its leadership chain. A broad civil/structural department and a buildings structures team do not necessarily have the same project mix or authority. Nor does every company use the word “head” at the same organisational level.

Aon’s April 2022 Australian description places a Head of Civil / Structural Engineering in a senior function-leadership role reporting to the CEO in that particular framework. It includes coordinating with other engineering leads and drafting, allocating people and physical resources, maintaining client and contractor relationships, and preparing a budget. This provides a concrete example of a broad function head; it does not establish that heads of structures generally report to a CEO.

COWI’s Denmark vacancy presents a discipline-leadership emphasis: translating strategy into priorities, developing staff, maintaining technical quality across projects, and improving collaboration across offices and business units. Ramboll’s Middle East Buildings listing combines team development and design review with client service, project delivery, health, safety and environment (HSE), financial performance, BIM delivery, and regional business leadership. Each listing reflects a particular employer’s needs, not a checklist every role must contain.

When comparing two job descriptions, look for the actual scope: which projects and offices the role covers; whether it leads a discipline, region, or whole engineering function; who reports to it; how much project design or checking it performs; and whether it owns commercial targets. Those details are more informative than the title alone.

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How is a head of structures different from a structural project engineer?

A structural project engineer is generally focused on delivering engineering work for a particular project or set of projects. A head of structures is more likely to lead the discipline or function across projects, managing capability, technical consistency, resources, and, in some organisations, clients and business performance. The distinction is about scope and accountability, not a guaranteed difference in seniority or authority under every company’s title system.

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Area Head of structures Structural project engineer
Typical scope Discipline, function, region, or team across multiple projects Engineering delivery within a project or assigned work package
People and resources May set workload, allocate staff, and develop team capability Usually focuses on the assigned project team and technical tasks
Technical work Sets or oversees practices and may review complex or project deliverables Develops project design work and associated technical outputs
Commercial and client work May contribute to budgets, proposals, client relationships, and business planning Usually centres on the project’s engineering scope; responsibilities vary
Approval authority Must be verified for the specific role and jurisdiction Must also be verified for the specific role and jurisdiction

This comparison describes a common division of focus, not a legal or contractual rule. A smaller company may combine several functions in one person; a larger one may separate discipline leadership, project engineering, and project management more distinctly. Aon’s hierarchy and the COWI and Ramboll examples support the broad distinction, but local titles and delegations still matter.

Does the head of structures sign off every design?

No—not on the strength of the title alone. A head may have a technical review or approval role, but the sources describe organisational and technical responsibilities rather than a universal legal status for this job title. The person’s design, checking, or approval obligations must be established from the relevant project and jurisdiction.

To identify who is accountable for a particular design, check the project’s written responsibility matrix, design or checking appointments, contract documents, and any applicable registration or building requirements. Confirm who prepared the work, who independently checked it, who has authority to approve or issue it, and whether a named statutory role applies. A management title cannot substitute for that verification.

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This distinction matters because technical oversight and formal sign-off are related but not identical. A head can be responsible for making sure suitable quality processes operate without personally approving each calculation or drawing. Conversely, a particular employer or project may delegate specific review or approval duties to the head. The delegation, not an assumption based on title, determines the answer.

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What qualifications and experience are usually expected?

The reviewed role descriptions point to an engineering degree, substantial structural or civil/structural experience, technical credibility, and demonstrated leadership or management ability. They do not establish one universal degree pathway, professional registration requirement, or years-of-experience threshold for every country and employer.

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The experience requirements in the examples vary substantially. Aon’s Australian description says a person in its Head of Civil / Structural Engineering position would usually be a seasoned engineer with over 10 years’ experience. COWI’s Denmark vacancy specifies a minimum of eight years in building design and construction, alongside leadership experience. Ramboll’s particular Middle East Buildings listing asks for at least 20 years. Those figures refer to different posts and contexts; they should not be converted into a general industry rule.

For a candidate, the useful question is not only “How many years?” but also “What kind of responsibility?” A role may expect evidence of design review, developing engineers, coordinating delivery, managing client relationships, or handling budgets. Read the advertised scope and requirements together: seniority is signalled by the decisions and accountability the employer assigns, not a number of years alone.

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What should a construction company clarify when defining the position?

A clear role description should separate discipline leadership from project responsibilities and state where technical and commercial accountability sit. That helps the head, project teams, clients, and contractors know who makes which decisions.

  • Scope: Is the role for structural engineering only, civil and structural engineering, buildings, infrastructure, a region, or the full organisation?
  • Reporting line: Which executive or business-unit leader does the head report to, and which discipline or project leads report into the function?
  • Design involvement: Is the head expected to design, check, review, approve, or oversee processes—and for which deliverables?
  • People leadership: Which staff and offices are in scope, and what authority does the role have to allocate resources or address capability gaps?
  • Project interfaces: How does the head work with project managers, other engineering disciplines, architects, contractors, and clients?
  • Commercial remit: Does the post own budgets, fees, profitability, cash flow, proposals, or business development, or merely contribute to them?
  • Formal authority: Are any design, checking, statutory, or contract responsibilities delegated in writing, and what jurisdictional requirements apply?

These questions turn a broad title into workable boundaries. They also help prevent an organisation from assuming that a discipline leader automatically owns every technical or project decision associated with structural work.

Frequently Asked Questions

Does a head of structures work on site?

The title alone does not establish a site-based role. The cited descriptions focus on engineering leadership, reviews, coordination, and delivery; whether the post includes regular site presence depends on the employer’s projects and stated duties.

Is a head of structures the same as a chief structural engineer?

Not necessarily. Organisations use senior engineering titles differently: Aon’s 2023 description of a Chief Civil / Structural Engineer is an adjacent role, but that does not make the titles interchangeable. Compare the reporting line, scope, and delegated responsibilities in the specific job description.

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How many engineers report to a head of structures?

There is no standard team size established by the cited material. One COWI Denmark vacancy describes approximately 20 structural engineers across three offices and a wider group of approximately 60, but that is specific to that organisation.

Can someone become a head of structures without 20 years of experience?

The cited examples show different thresholds: COWI’s Denmark role lists eight years in building design and construction, while Ramboll’s Middle East Buildings post asks for 20. Employers set role-specific expectations, so neither figure is a universal minimum.

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