Jun 16, 2026 · 39 min · 13 segments
In this week's episode, Steve Lewis (EY Global Infrastructure Technology Leader and Head of Infrastructure Advisory, Hong Kong) unpacks why decades of digital investment still haven't closed the…
Steve LewisGuest
Jennifer ArnoldHost
So look, I lead, as you've mentioned, I lead our infrastructure advisory practice in, in Hong Kong.
So whether that be front-end business case advisory, financing advisory, transaction advisory, as, as projects come up off the ground, if you like, in terms of their financing and their planning, and then through the financial decision process into the delivery of programs.
So we have a team that, that focus on how to set programs up, whether that be digitally from a, and a data perspective, or whether it be more traditional in terms of controls, organizational structures, and the way in which we, uh, we, you know, we, we manage major programs once they are being, uh, constructed.
We do a lot with governments in trying to improve, for example, the efficiency of how we deliver and then close productivity gaps and things like that.
Um, the other job is, is, as you've mentioned, the global head of infrastructure technology.
Takes up a huge amount of time because, uh, obviously this is a, a, a really key part of... we think, a really key part of how we do increase productivity, how d- we do make a step change on what is one of the most important sectors in, in the world in terms of infrastructure.
It's there, it's everywhere, it's all around us, and it's a critical part of social mobility.
So technology being a, an enabler for improvement, we believe to be fundamental, and therefore it's taking up, uh, more and more of our focus, quite rightly so.
So look, I lead, as you've mentioned, I lead our infrastructure advisory practice in, in Hong Kong.
So whether that be front-end business case advisory, financing advisory, transaction advisory, as, as projects come up off the ground, if you like, in terms of their financing and their planning, and then through the financial decision process into the delivery of programs.
So we have a team that, that focus on how to set programs up, whether that be digitally from a, and a data perspective, or whether it be more traditional in terms of controls, organizational structures, and the way in which we, uh, we, you know, we, we manage major programs once they are being, uh, constructed.
We do a lot with governments in trying to improve, for example, the efficiency of how we deliver and then close productivity gaps and things like that.
Um, the other job is, is, as you've mentioned, the global head of infrastructure technology.
Takes up a huge amount of time because, uh, obviously this is a, a, a really key part of... we think, a really key part of how we do increase productivity, how d- we do make a step change on what is one of the most important sectors in, in the world in terms of infrastructure.
It's there, it's everywhere, it's all around us, and it's a critical part of social mobility.
So technology being a, an enabler for improvement, we believe to be fundamental, and therefore it's taking up, uh, more and more of our focus, quite rightly so.
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