Mahsoo Naderi – British Columbia Institute of Technology

When students walk into the classrooms, labs, or workshops at universities or colleges, they rarely stop to think about the systems humming quietly in the background—the heating, cooling, electricity, water, or even the safety checks that make the environment both functional and secure. But for Mahsoo Naderi, director of facilities services at a Canadian institution, those systems are at the heart of her mission.

Naderi has overseen her institute’s Facilities Services department since 2023, a role that puts her at the center of one of the most complex operational environments in Canadian higher education. Her team manages the daily operations of five campuses that collectively comprise 60buildings, 2.4 million square feet of interior space, and over 150 acres of grounds. It’s a responsibility that blends precision with foresight: “Facilities are not simply places where learning happens but living systems that shape the student and faculty experience,” she says

“Facilities work is about more than keeping the lights on,” Naderi explains. “It’s about creating environments that are safe, sustainable, and adaptable enough to support the next generation of learning.”

In her role, that means making operations a key part of the institute’s identity. With over 300 programs and more than 45,000 students enrolled annually, the institute is a vital bridge between education, government, and industry in British Columbia.

Engineering a career across borders

Born in Iran, Naderi grew up in a progressive and highly educated family where academic excellence was encouraged. She pursued her undergraduate degree in engineering at the Iran University of Science and Technology before continuing her studies at the University of Tehran and later the University of Alberta. That international academic journey exposed her to different approaches to engineering education. Still, it also sharpened her awareness of cultural differences—especially when it came to women’s participation in the field.

“In Iran, women play a much larger role in engineering compared to North America,” she recalls. “When I came here, I saw how quickly the numbers drop. Only about a quarter of engineering graduates are women, and many don’t stay in the field. By mid-career, the numbers shrink even further, while only an alarming 4% will make it to executive roles.”

Her own path into engineering started earlier than most. At the age of 12, she had the privilege of programming for a local engineering company. By the time she graduated, she had founded her own business. She achieved financial success, proof that she had both the technical acumen and entrepreneurial drive to chart her own course. Yet, what pulled her forward wasn’t money—it was a desire to make an impact.

“My story begins with a deep sense of care and a genuine desire to give back,” she says. “I want to leave any space better than when I got there.”

That mindset carried her through various engineering roles in Alberta and British Columbia in major project delivery before she took on her current role in operations, bringing with her not only decades of engineering experience but also a systems-thinking approach to leadership that emphasizes collaboration, innovation, and sustainability.

Breaking barriers for women

While Naderi has achieved remarkable success, she is acutely aware of the obstacles that persist for women in engineering and facilities management. The statistics are stark: women represent only a small fraction of professional engineers in Canada, and even fewer ascend into executive-level positions. The drop-off happens at every stage—graduation, licensure, and career advancement.

“By the time you get to executive levels, women make up maybe four percent,” she notes. “It’s not that women can’t do the work. It’s about bias, perception, and how the profession is portrayed. If you tell people it’s hard, if you emphasize the barriers, you’re really just scaring away competition.”

She contrasts engineering with medicine, pointing out that far more women become surgeons—a profession most would consider equally or more challenging. For her, the issue lies in how engineering is marketed and the limited support systems for women once they enter the workforce.

“We take on challenges despite their difficulty,” Naderi adds. “Math is daunting for most, but that’s what makes it rewarding.  It’s time we reframe the story—from one of discouragement to one of empowerment and possibility.

Her own journey as a woman in engineering has often meant confronting assumptions. Colleagues have sometimes perceived her as too young or underestimated her authority. But Naderi leans into those challenges, using them as opportunities to demonstrate capability and to advocate for a more inclusive industry. She mentors younger professionals, provides coaching, and has herself maintained a circle of mentors across industries. For her, mentorship isn’t optional—it’s essential to retaining women in fields where they are underrepresented.

Shaping the future of engineering & facilities

In her current role, Naderi directs seven managers across mechanical, electrical, energy, waste, safety and compliance, transportation, and grounds. Her approach is collaborative and strategic, ensuring that every initiative aligns with BCIT’s broader mission to foster innovation and sustainability. Roughly one-third of her department’s budget is dedicated to energy projects, a testament to the institution’s—and her own—commitment to environmental stewardship.

“We are rethinking how buildings breathe, how energy is consumed, and how every square foot of campus contributes to a greener future,” she says.

Innovation, however, doesn’t come without risk. Drawing on her background in risk management, Naderi approaches experimentation with both creativity and structure. Each year, she encourages her team to try new ideas—whether technology pilots, system redesigns, or collaborative projects.

“If we try five things, maybe two succeed, two don’t go well, and one fails miserably. But we learn from all of them. Transparency and knowledge-sharing are the most important parts of leadership.”

Her leadership philosophy is rooted in authenticity and community. She often tells new hires to point out anything they find unusual or problematic, encouraging open communication from the outset.

“Transparency and communication are the foundation of success,” she emphasizes.

Beyond her day job, Naderi has been an impactful board member, twice elected councilor of Engineers Alberta and BC and was recently appointed by the government of British Columbia to serve on the West Vancouver police commission, a role that complements her belief in community-centered leadership. Whether it’s in public safety or campus facilities, she views her work as part of a larger mission to strengthen the communities she serves.

A leader who thinks ahead

For Naderi, the future of engineering and facilities management is intertwined with technology, but she remains realistic about the limits of automation.

“AI is going to change how people use things, but it won’t replace engineering,” she explains. “Every problem has unique variables, and that’s why talented engineers will always be needed.”

She also believes that engineering as a profession must embrace new tools more boldly. Industries like entertainment, she points out, are quick to apply technologies developed by engineers, while the engineering sector itself often lags in adopting them. Her structured approach to innovation—testing, evaluating, and sharing results—sets a model for how facilities teams can evolve without losing sight of their core mission.

Her story, at its core, is one of persistence, vision, and community-minded leadership. From a 12-year-old programmer in Iran to a director overseeing one of Canada’s largest and most complex post-secondary facilities operations, Naderi embodies what it means to lead with purpose. She has not only advanced her own career but is opening doors for others—especially women—who might otherwise shy away from the field.

“Engineering is ancient, and it will outlast AI,” she says. “It’s about problem-solving, about creating better systems, and about leaving things better than you found them. That’s what drives me every day.”