Victoria Rashleigh
Senior Project Manager
Leadership through clarity: Patrick Thomas on trust, communication and delivering under pressure
Project management is often described through schedules, budgets, contracts and governance. For Patrick Thomas, it is also about clarity, trust and helping people do their best work.
Recently recognised as a Future Leader of the Year nominee, Patrick has built his project management experience across Defence, state and federal government, as well as procurement, contract administration, infrastructure delivery and asset upgrade programs. His approach is grounded in calm decision-making, practical communication and a strong belief that leadership is less about title and more about service.
In this Q&A, Patrick reflects on what the nomination meant to him, what complex projects have taught him, and the kind of leader he wants to become.
Patrick Thomas
Q You were recently recognised as a nominee for Future Leader of the Year. What did that recognition mean to you?
It was a genuine surprise. I have never really viewed myself as a “future leader”. I have always seen myself as someone who supports the team, brings clarity when things get messy, and helps others succeed.
So being nominated was both flattering and grounding. It reaffirmed something I have been slowly learning about myself: that I am more capable than I sometimes give myself credit for.
It was also meaningful because the nomination reflected more than project outcomes. It recognised the way I care about people’s growth and the effort I put into helping teams perform at their best.
Q What first drew you to project management, and what has shaped your approach so far?
I was drawn to project management because it sits at the intersection of problem solving, people and purpose. I tend to gravitate towards roles where I can be useful, and project management gives me the opportunity to bring structure to complexity, help teams navigate uncertainty and turn ideas into something tangible.
My approach has been shaped by working in environments where people need someone to bring clarity, accountability and calm under pressure. I have learned that good project management is not just about rigid process. It is about enabling people to do their best work and achieve the goal in a way that makes the best use of their strengths.
Q You have worked across Defence, state and federal government projects. What has that experience taught you about delivering in complex environments?
It has taught me that complexity is not the enemy; ambiguity is.
Defence and government projects involve multiple stakeholders, evolving priorities and strict governance frameworks. Success comes from creating clarity early, communicating transparently and staying adaptable when conditions shift.
Every stakeholder has their own priorities and reasons for needing certain outcomes. Assuming you understand those reasons can be risky. When you take the time to understand the “why” behind a stakeholder’s position, you are better able to anticipate issues, respond effectively and keep the project moving.
I have learned to look ahead, understand pressure points and keep teams aligned even when the environment is changing around them.
Q How do you build trust with clients and project teams, especially when there are competing priorities or pressure to deliver?
Trust comes from consistency.
I focus on being reliable, transparent and calm, especially when things are difficult. I make sure people feel heard, I do not overpromise, and I follow through on what I say I will do.
When priorities compete, I try to bring the conversation back to shared objectives and evidence-based decision-making. People trust you when they know you are working in their best interests and that you are prepared to have the hard conversations when needed.
Q How do you stay focused and solutions-oriented when a project is under pressure?
Pressure is part of the job, so I try to treat it as information rather than noise.
When a project feels overwhelming, it usually means you are in front of something important that needs attention. The key is to break the problem down, identify what is controllable and focus on the next practical step.
I also make sure I have a clear understanding of the deliverables and refer back to the contract, brief and project documentation. Those documents help create focus when there are competing demands.
Teams look to project managers for stability. If you stay calm, structured and forward-looking, others tend to follow. I also lean on data, clear communication and early escalation. Pressure becomes more manageable when it is shared and understood.
“Pressure becomes manageable when it is shared and understood. If you stay calm, structured and forward-looking, others tend to follow.”
Q How has your experience across procurement, contract administration and delivery shaped the way you manage projects?
It has given me a full lifecycle perspective.
Understanding procurement and contract administration means I can see risks and opportunities long before they surface during delivery. Taking the time to understand the project documentation, deliverables, roles and responsibilities gives you a clear focus from the beginning.
I manage projects with a strong commercial lens, but also with an appreciation for the human and operational realities behind the contract. That helps me make balanced decisions, support clients more effectively and keep delivery aligned with the original intent.
Q You have supported work ranging from Defence infrastructure to government asset upgrades and remote maintenance programs. How has that variety helped you grow as a project manager?
The variety has taught me to adapt quickly and understand the unique pressures of different environments.
Defence projects demand rigour, precision and accountability. Remote programs require flexibility and resourcefulness. Asset upgrades rely heavily on stakeholder management, operational continuity and making sure end users are heard.
Each project type has strengthened a different part of my skillset. Together, those experiences have made me a more rounded and resilient project manager.
Q What does good communication look like on a complex project?
Good communication is clear, timely and purposeful.
It starts with understanding who you are communicating with and how they prefer to operate. Communication should be tailored, consistent and simple. There is no need to make it more complicated than it needs to be.
If you send a long, detailed email and the person immediately calls you because they do not want to read it, that is a sign the communication has not worked. You need to value people’s time and give them the right information in the right way.
Good communication reduces ambiguity. It makes sure decisions are understood, not just documented. It is also about tone: being calm under pressure, honest when something is not working, and creating an environment where people feel comfortable raising issues early.
Q What excites you about the South Australian property and infrastructure sector right now?
South Australia is in a period of significant growth, particularly across Defence, health, education and precinct development.
There is a strong pipeline of work that will shape the state for decades, and a real opportunity to deliver projects that strengthen capability, resilience and community outcomes.
The world is evolving quickly, with challenges around housing, logistics, supply chains, AI, data centres, supporting infrastructure and the environment. I see those challenges as opportunities to provide value.
It is an exciting time to be part of a sector that is changing quickly and investing in the long term.
Q Looking ahead, what kind of leader do you want to become?
I want to be the kind of leader who creates clarity, lifts others and builds teams that feel supported and empowered.
I am not interested in leadership as a title. I am interested in leadership as service.
I want to keep developing my ability to guide teams through complexity, help emerging project managers grow and contribute to a culture where people feel valued and capable. If I can do that consistently, the rest will take care of itself.
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