Member Spotlight

Amy Corriveau, President – Trinnex

Trinnex, a CDM Smith wholly owned subsidiary, launched in 2022 as a software and solutions provider in the infrastructure market. Trinnex empowers infrastructure leaders to confidently pursue their digital transformation, no matter their starting point or scale. The company offers a comprehensive blend of innovative software, tailored services, and expert guidance. Grounded in decades of expertise, every solution is engineered with security and innovation at its core, reflecting its enduring commitment of continuous advancement.

Where have you seen AI and data science drive the most meaningful change in utility performance or decision-making?

It’s exciting! I’ve done digital in this industry a long time, but these latest breakthroughs enable utilities to optimise investments, streamline operations, and redeploy valuable resources where they’re needed most. At Trinnex, we’re seeing these advanced tools tackle the age-old challenge of ‘doing more with less’, a struggle that’s been heightened by evolving regulations, limited funding, and resource constraints. By harnessing machine learning, utilities can rapidly classify unknown service lines and intelligently prioritise which ones need field verification. These predictions have driven meaningful and measurable efficiencies for utilities.

Another area where we are seeing AI being applied meaningfully is in its capacity to quickly extract actionable insights from enormous volumes of data. For example, by leveraging real-time data from IoT devices, we can proactively identify sewer blockages and provide timely alerts to wastewater utility staff. Traditionally, employees lack both the bandwidth to manually sift through this data and the ability to spot subtle, early warning signs. With AI, however, even the smallest anomalies can be detected, giving staff crucial hours of lead time to respond to blockages before they escalate.

The result is faster, smarter outcomes, not just for utility teams, but for the communities they serve.

How do you build trust and engagement among utility teams when introducing AI and machine learning solutions?

At Trinnex, trust is central to everything we do, it’s even reflected in our tagline: Trust in What’s Next. Every AI and machine learning project begins with complete transparency because lasting partnerships are built on open communication. Our collaborative approach emphasises explainability and co-development, involving both technical and non-technical stakeholders from the outset. This early engagement ensures these key stakeholders contribute to the model evaluation, understand the results, and the rigorous testing and validation processes behind our predictions. We have found our transparency results in both clarity and assurance.

Prioritising transparency, explainability and co-development early in the solution design process not only fosters trust and creativity but helps break down inherent barriers towards technology and AI. While we always emphasise that AI is not a replacement but a powerful enhancement to the human decision process. Our approach provides stakeholders early access and involvement in the process. We also recommend a “Crawl-Walk-Run-Fly” strategy, leveraging pilots with measurable outcomes. This framework helps build confidence as early successes are achieved and communicate the value across their organisations.

What shifts are you seeing in how utilities approach digital transformation? What kinds of benefits are emerging as a result?

Utilities are increasingly recognising that digital transformation goes beyond mere technology upgrades. It’s becoming a cornerstone of strategic progress. There’s a clear shift toward leveraging digital tools to build operational resilience, stay ahead of regulatory demands, and earn customer trust. Today’s utilities are adopting secure, cloud-native platforms, weaving predictive analytics into critical programs, and exploring AI-driven workforce development. The results speak for themselves: lower compliance risks, improved service reliability, and measurable financial returns. By some estimates, wastewater treatment plants can achieve AI-driven energy savings of 20% through aeration optimisation and 15-30% savings on chemical costs through dosage optimisation.

Above all, digital transformation enables utilities to engage transparently with their communities, making critical information readily available and reaffirming their commitment to protecting public health. Throughout these efforts, open communication with community members remains a top priority, ensuring everyone stays informed and involved in these essential initiatives.

What advice would you give to a utility just starting its journey into data science or AI, especially those thinking about long-term readiness?

Begin with a well-defined problem statement and let the real challenges drive your AI journey, not the allure of technology. It’s tempting to chase a trend or the shiny new object but focus on where AI can make a tangible difference, whether that’s optimising operations or meeting regulatory demands. As I mentioned before, we’re big fans of a “Crawl-Walk-Run-Fly” approach, so starting small with a targeted use-case and user-group is a great way to initiate things. It will build both early success with the technology and build those critical internal champions. Next, invest in the right partner who understands the importance of data quality, data science and AI governance, and cybersecurity, because these form the bedrock of a successful AI initiative. AI enhances our decision-making processes; however, it remains susceptible to bias, data blindness in training datasets, and an increased risk of cyber threats that have been further intensified using AI. Last and most importantly, long-term readiness is all about the people and creating a culture of continuous learning and a digital mindset. While the digital landscape feels like it has changed at breakneck speed, one thing is certain: the pace of change will only accelerate in the future. That’s why it’s essential to foster a culture of continuous learning, adaptability, and experimentation; all of which are key ingredients for cultivating a true digital mindset. Utilities can lay this foundation today by investing in training and encouraging safe experimentation with AI.

Were there any early career experiences or mentors that shaped your path? What should emerging professionals look for as they build their own networks and skillsets?

My early success stems largely from working with visionary management consulting leaders who helped me embrace my strengths in change management, leadership, and communication – skills as essential as my engineering, analytics, and problem-solving. Their trust and encouragement showed me the true value of relationships built on mutual respect and the freedom to pursue bold ideas. This support fostered a resilient “can do” attitude, further strengthened years later by the bold executive leadership at CDM Smith. This current leadership team empowered me to take risks, learn from mistakes, and innovate without fear of judgment. These formative experiences did more than guide my career; they fueled my determination to build Trinnex with the same spirit of curiosity, conviction, and creativity.

For those just beginning their journey, seek out mentors who challenge you to think beyond conventional boundaries. Find guides who inspire curiosity and resilience, who encourage experimentation and innovation, and help you distinguish between perfectionism and high-quality standards. I urge my mentees to embrace the fear of failure, for it is through our most difficult experiences that we grow the most. The Mentor/Mentee relationship should be a source of professional development and personal encouragement, a safe space for exploration, discovery, and the cultivation of bold ideas. I’m also a big proponent of industry professional associations, for they offer invaluable gateways to volunteering, networking, and mentorship. My own journey after graduating from the Water Environment Federation (WEF) Water Leadership Institute Program illustrates this power. By continuing to contribute to the program’s growth, I deepened my involvement with WEF, eventually stepping into larger leadership roles. Through these experiences, I broadened my professional network and honed my leadership skills.

True mentorship isn’t just guidance, it’s a catalyst for growth, resilience, and innovation. Surrounding yourself with encouraging leaders and inspirational peers can transform challenges into opportunities, helping you realise your potential and expand your horizons in ways you never imagined. It certainly did for me.