
AACE International Conference & Expo 2026
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About this event
Annual Meeting of AACE International 2026
Date: 2026 dates to be confirmed by the organizer
Event type: Cost engineering, project controls, capital project management, scheduling, estimating, risk management, construction, engineering, energy, infrastructure, and professional development
Estimated attendance: Typically a high-value professional gathering with a strong B2B profile. For a meeting of this type, expected attendance is usually in the low thousands, with a concentrated audience of project controls professionals, cost engineers, estimators, planners, schedulers, project managers, consultants, contractors, owners, EPC firms, and solution providers.
1️⃣ Who attends: Buyers / Attendees
This event is a specialized business and technical meeting for professionals involved in project and cost management across major capital-intensive industries. The attendee base is usually much more valuable for B2B lead generation than a general conference, because the audience includes decision-makers and technical influencers who directly buy services, software, consulting, training, and enterprise tools related to project controls and cost performance.
Main attendee groups:
- Cost engineers and senior cost analysts
- Estimators and quantity surveyors
- Project controls managers and project planners
- Schedulers, risk analysts, and earned value management professionals
- Project managers and program managers
- Construction managers and contract managers
- Owners, EPC firms, consultants, and engineering firms
- Energy, oil & gas, utilities, infrastructure, mining, transportation, and industrial project teams
- Software vendors, training providers, and consulting firms serving capital project delivery
The strongest buyer value is in the people who influence or purchase: project controls software, estimating platforms, cost management tools, scheduling systems, risk tools, training, benchmarking services, consulting, and data intelligence products.
2️⃣ Where the show is happening + attendee geographic origin
The exact venue for 2026 should be checked against the organizer announcement, but this annual meeting normally attracts a broad professional audience from North America and international markets. The location is usually in a major U.S. business city or conference destination, which helps bring together attendees from multiple sectors and regions.
Attendee geographic origin:
- Primary audience: United States and Canada
- Secondary audience: Latin America, Europe, Middle East, Asia-Pacific, and global project delivery markets
- Strong concentration from cities with major engineering, construction, industrial, energy, and infrastructure activity
This is a highly professional, cross-industry meeting, so geographic reach is broader than a local trade event. The attendee base is often national to global depending on sponsor presence, association participation, and project delivery specialization.
3️⃣ Audience reach
Reach type: National with strong global relevance
This event is best described as a national professional meeting with global influence. While many attendees come from the U.S., the topics are highly transferable across international capital projects, making the event attractive to multinational engineering firms, project controls software providers, consulting groups, and enterprise service vendors.
If your client sells to project-based industries, this is a strong event because the attendee profile is not casual. It is a highly targeted audience made up of active practitioners and buying influencers.
4️⃣ Sample buyer company names + websites
Below is a sample buyer list with companies that are typically strong fits for this type of event. These are buyer-side organizations or solution providers that usually have a reason to attend, sponsor, exhibit, recruit, network, or evaluate vendors.
| Priority | Company | Website | Best Title to Target | Why This is a Good Buyer Fit |
|---|---|---|---|---|
| 1 | Bechtel | bechtel.com | Director of Project Controls | Large EPC and infrastructure contractor with strong need for cost, schedule, and risk management solutions. |
| 2 | Fluor | fluor.com | Project Controls Manager | Global engineering and construction firm with major capital project execution needs. |
| 3 | KBR | kbr.com | Senior Cost Engineer | Strong fit for project controls, estimating, and engineering project delivery. |
| 4 | Jacobs | jacobs.com | Director, Project Delivery | Active in infrastructure, consulting, energy, and complex project execution. |
| 5 | WSP | wsp.com | Project Controls Lead | Consulting and engineering business with wide infrastructure and capital project exposure. |
| 6 | Burns & McDonnell | burnsmcd.com | Cost Estimating Manager | Engineering and construction firm with strong internal project controls and estimating requirements. |
| 7 | Turner & Townsend | turnerandtownsend.com | Cost Management Director | Specialist in cost consultancy, project controls, and program management. |
| 8 | HNTB | hntb.com | Project Manager | Transportation and infrastructure projects create strong demand for cost and schedule expertise. |
| 9 | Parsons | parsons.com | Program Controls Manager | Large government, defense, transportation, and infrastructure programs require advanced project controls. |
| 10 | AECOM | aecom.com | Senior Scheduler | Global engineering and consulting company with broad need for scheduling and delivery optimization. |
| 11 | SNC-Lavalin / AtkinsRéalis | atkinsrealis.com | Project Controls Director | Infrastructure and engineering group with high relevance to cost and project performance management. |
| 12 | Wood | woodplc.com | Estimating Manager | Energy and industrial project execution requires disciplined estimate and control processes. |
| 13 | Black & Veatch | bv.com | Capital Projects Manager | Strong fit for utilities, power, water, and infrastructure project planning and controls. |
| 14 | Siemens | siemens.com | Program Manager, Capital Projects | Industrial and infrastructure programs benefit from cost engineering and execution governance. |
| 15 | Honeywell | honeywell.com | Project Controls Manager | Complex industrial and technology projects require disciplined cost and schedule control. |
| 16 | Chevron | chevron.com | Manager, Project Controls | Large energy projects create continuous demand for cost, schedule, and risk management. |
| 17 | ExxonMobil | exxonmobil.com | Lead Cost Engineer | Capital-intensive energy operations make this a highly relevant buyer profile. |
| 18 | Shell | shell.com | Project Delivery Manager | Global energy projects typically invest in project controls systems and consulting support. |
| 19 | Granite Construction | graniteconstruction.com | Scheduling Manager | Heavy civil and infrastructure contractors need strong planning and controls capabilities. |
| 20 | Oracle | oracle.com | Enterprise Account Executive, Construction / Project Management | Software vendor with project management, ERP, analytics, and enterprise planning relevance. |
Top 5 best samples to send first: Bechtel, Fluor, KBR, Jacobs, and Turner & Townsend. These are strong accounts because they are directly tied to project controls, cost engineering, estimating, scheduling, and capital project governance.
5️⃣ Job profiles, industries & event type
Best job profiles to target:
- Director of Project Controls
- Project Controls Manager
- Senior Cost Engineer
- Estimating Manager
- Project Planning Manager
- Scheduler / Master Scheduler
- Program Controls Director
- Risk Manager
- EVM Manager / Earned Value Management Specialist
- Capital Projects Manager
- Project Delivery Director
- Construction Manager
- Contracts Manager
- PMO Director
- Engineering Manager
- Business Development Manager for project controls software or services
Best industries to target from the industry list you provided:
- Construction
- Civil Engineering
- Engineering consulting and project services
- Oil & Energy
- Utilities
- Mechanical or Industrial Engineering
- Industrial Automation
- Information Technology & Services
- Computer Software
- Management Consulting
- Transportation/Trucking/Railroad
- Logistics & Supply Chain
- Real Estate
- Commercial Real Estate
- Mining & Metals
- Building Materials
- Aviation & Aerospace
- Defense & Space
- Renewables & Environment
- Government Administration
Event type fit: This is ideal for B2B solutions involving planning, estimation, controls, analytics, enterprise software, industrial services, and consulting. The event type is more decision-maker driven than broad exhibitor traffic, which makes it excellent for targeted attendee-list use.
6️⃣ Estimated attendance / expected footfall
The expected footfall for a specialized annual meeting like this is usually in the range of a few thousand participants rather than a mass consumer crowd. The actual value is less about raw crowd size and more about attendee quality.
Practical estimate:
- Estimated total attendance: low thousands
- High concentration of senior professionals, managers, technical specialists, and solution buyers
- Strong sponsor and exhibitor engagement relative to the event size
For data sales, this kind of event usually performs well because attendees are usually identifiable by job function, industry, and buying relevance.
7️⃣ Key focus areas & buyer engagement
Main focus areas:
- Cost engineering and estimating
- Project planning and scheduling
- Project controls governance
- Risk analysis and mitigation
- Earned value management
- Capital project delivery
- Infrastructure and industrial execution
- Digital tools for project performance
- Training, certification, and professional development
- Best practices in forecasting, benchmarking, and productivity
Buyer engagement opportunities:
- Enterprise software demos for schedule, cost, and portfolio management
- Consulting services for project controls maturity and performance improvement
- Training programs and certifications for estimating, planning, and controls teams
- Data, benchmarking, and analytics solutions
- Recruitment and staffing services for project controls professionals
- Cloud, AI, and digital transformation solutions for capital projects
The strongest outreach message should focus on measurable business outcomes such as improved forecasting accuracy, stronger schedule performance, lower project risk, and better cost certainty. That is much more effective than a generic conference message.
8️⃣ Client product fit note
Please share your client website before finalizing the exact buyer recommendation. This matters because the best buyer profile changes based on what your client sells.
Examples:
- If your client sells project controls software, target PMO leaders, schedulers, estimators, and capital projects directors.
- If your client sells consulting services, target owners, EPC firms, engineering consultancies, and infrastructure groups.
- If your client sells recruitment or staffing, target project controls teams, construction firms, and industrial employers.
- If your client sells training or certification, target cost engineers, planners, schedulers, and corporate L&D teams.
- If your client sells AI, analytics, or data tools, target portfolio managers, project directors, and enterprise transformation teams.
Once you share the client website, I can narrow the list to the best companies, best job titles, and best industry filters for this event.
9️⃣ Final recommendation
This is a strong event for attendee-list sales if your goal is to reach highly specialized professionals in project controls, cost engineering, estimating, planning, and capital project delivery. It is not a mass-market trade show, but it is excellent for focused B2B outreach.
Best buyer segments to collect:
- Project controls leaders
- Cost engineering and estimating managers
- Planning and scheduling professionals
- PMO and capital projects leaders
- Engineering and EPC firms
- Infrastructure, energy, and utilities buyers
- Software and consulting solution buyers
Quality rating for B2B attendee-list sales: 9/10
Very strong professional audience, high decision-maker relevance, and excellent alignment with project-based industries. The only caution is that the event may include a mix of practitioners, speakers, and association members, so the list should be filtered carefully for true buyer-side contacts.
Data sheet
| Event Name | AACE International Conference & Expo 2026 |
| Event Date | 28 Jun 2026 – 30 Jun 2026 |
| Event Status | Upcoming |
| Venue | MGM Grand Hotel & Casino |
| City | Las Vegas |
| State / Region | Nevada |
| Country | United States |
| Organizer | AACE International |
| Official Event Website | aacei.org |
| Event Type | Conference & Expo / Professional Association Meeting |
| Primary Category | Industrial Engineering |
| Secondary Applicable Categories | Building & Construction; Power & Energy |
| Audience Reach | National primary reach with international professional participation likely |
| Estimated Attendance / Expected Footfall | Estimated low-thousands professional audience based on event type and prior positioning. Attendance figure not publicly confirmed by the organizer. |
| Attendance Data Reliability | Estimated; organizer-public attendance figure not confirmed at research time |
| Main Purpose of Event | Professional education, networking, solution discovery, supplier evaluation, project controls knowledge sharing, and business development across cost engineering, scheduling, estimating, risk, construction, and capital project delivery. |
AACE International Conference & Expo 2026 is the flagship annual gathering of AACE International, the professional association focused on total cost management, cost engineering, estimating, planning, scheduling, project controls, and related disciplines used in large capital projects. The event is positioned as a specialist B2B and technical forum rather than a broad trade fair, making it relevant for suppliers that sell software, consulting, training, analytics, risk tools, project delivery services, and enterprise solutions into capital-intensive sectors.
The event matters because its audience typically includes both business decision-makers and technical influencers involved in project performance, contract delivery, cost forecasting, schedule control, and capital program governance. This creates a strong environment for lead generation among owners, EPC firms, engineering consultants, contractors, energy and infrastructure operators, and project controls teams evaluating methods, partners, and platforms.
| Buyer / Attendee Segment | Typical Organizations | Buying Role or Influence | Relevance to Exhibitors / Suppliers |
|---|---|---|---|
| Project controls leaders | EPC firms, owners, engineering consultancies, major contractors | Direct influence over scheduling, cost systems, controls processes, and reporting tools | High value for software, controls consulting, PMO support, analytics, and training |
| Cost engineers and estimating teams | Construction firms, owners, industrial project teams, consultancies | Users and recommenders for estimating platforms, benchmarking, cost databases, and advisory services | Core buyer group for estimation software and professional services |
| Schedulers and planners | Program offices, engineering firms, contractors, infrastructure operators | Evaluate planning, scheduling, simulation, and reporting solutions | Strong fit for schedule-risk tools, integration, and managed services |
| Risk and earned value professionals | Defense, energy, aerospace, government contractors, capital project teams | Influence risk systems, governance methods, and EVMS support | Relevant for analytics, compliance, and project assurance offerings |
| Project and program managers | Owners, EPCs, government programs, industrial operators | Budget holders and cross-functional approvers | Important for enterprise adoption and downstream expansion |
| Construction and contract management teams | General contractors, EPC firms, infrastructure developers | Buy or influence field controls, contract administration, claims, and productivity solutions | High-value for delivery optimization and contract-risk services |
| Owner-side capital project teams | Utilities, oil & gas, mining, transport, public infrastructure agencies | Strategic buyers of PMIS, controls, advisory, and training | High-priority target segment due to long program lifecycles |
| Technology and systems leaders | Enterprise PMO, IT, digital transformation teams | Approve integrations, data architecture, and security considerations | Relevant for SaaS, data, AI, dashboards, and platform connectors |
| Consultants and advisory firms | Project controls specialists, PM consultancies, claims and forensic advisers | Referral partners, channel users, and service buyers | Useful for partnerships, white-labeling, and alliance selling |
| Professional development and certification seekers | Individual practitioners and employer-sponsored attendees | Purchase training, certification prep, and educational content | Good fit for training providers and workforce capability solutions |
| Geographic Area | Likely Attendee Origin | Buyer Concentration | Notes |
|---|---|---|---|
| Las Vegas | Host-city attendees, local consultants, regional construction and project professionals | Medium | Convenient destination venue supports national fly-in attendance more than purely local footfall |
| Nevada and neighboring Southwest | Regional engineering, mining, utilities, and construction professionals | Medium | Relevant to capital projects across Nevada, Arizona, Utah, and California corridors |
| Major U.S. business hubs | Texas, California, Colorado, Washington, Virginia, Florida, Mid-Atlantic, Gulf Coast | High | Strong relevance for energy, infrastructure, industrial, and federal contracting ecosystems |
| National U.S. reach | Association members and project professionals from across the United States | Very High | Primary audience base is likely U.S.-led due to association structure and sector alignment |
| International participation | Canada, Middle East, Latin America, Europe, Asia-Pacific project controls professionals | Selective | Likely through AACE International membership and capital project networks; current-year international share not publicly confirmed |
| Reach Level | Assessment | Explanation |
|---|---|---|
| National | Primary classification | The event is best classified as a U.S.-national professional conference with participation from multiple capital-project industries and a likely international member component. |
| International | Secondary reach | AACE International branding and subject matter suggest cross-border participation, but the current-year attendee mix is not publicly confirmed. |
| Buyer Company / Organization | Buyer Type | Why It Is Relevant | Website | Best Job Titles to Target | Evidence Level |
|---|---|---|---|---|---|
| Bechtel | EPC / Prime contractor | Large capital program delivery requires mature cost, schedule, and controls capability | bechtel.com | Director Project Controls; Cost Manager; Scheduling Manager | Strong Market Fit, Attendance Not Confirmed |
| Fluor | EPC / Industrial contractor | Highly relevant to estimating, controls, and capital project systems | fluor.com | VP Project Controls; Estimating Manager; Program Controls Lead | Strong Market Fit, Attendance Not Confirmed |
| Kiewit | Construction / EPC | Major infrastructure and industrial builder with strong project controls needs | kiewit.com | Project Controls Director; Construction Manager; Cost Engineer | Strong Market Fit, Attendance Not Confirmed |
| Jacobs | Engineering / Program management | Active in infrastructure, government, and industrial program delivery | jacobs.com | Program Manager; Project Controls Lead; PMO Director | Strong Market Fit, Attendance Not Confirmed |
| WSP | Engineering consultancy | Program advisory and capital project services fit the event profile | wsp.com | Director Program Controls; Principal Consultant; Delivery Director | Strong Market Fit, Attendance Not Confirmed |
| Burns & McDonnell | Engineering / Construction | Relevant buyer of controls, estimating, and project delivery services | burnsmcd.com | Project Controls Manager; Estimating Director; PMO Lead | Strong Market Fit, Attendance Not Confirmed |
| Turner & Townsend | Program management / Cost consultancy | Directly aligned to cost management and controls disciplines | turnerandtownsend.com | Regional Director; Head of Cost Management; Project Controls Director | Strong Market Fit, Attendance Not Confirmed |
| Parsons | Infrastructure / Government contractor | Complex programs create demand for risk, controls, and delivery systems | parsons.com | Program Controls Manager; Contracts Manager; Capture Director | Strong Market Fit, Attendance Not Confirmed |
| Black & Veatch | Engineering / Energy infrastructure | Owner and EPC-facing capital projects require controls maturity | bv.com | Director Project Services; Cost Control Manager; Delivery Executive | Strong Market Fit, Attendance Not Confirmed |
| U.S. Army Corps of Engineers | Government capital projects owner | Relevant for program controls, schedule oversight, and capital works governance | usace.army.mil | Program Manager; Contracting Officer; Project Controls Lead | Strong Market Fit, Attendance Not Confirmed |
| Chevron | Owner / Energy operator | Capital project portfolio needs estimating, risk, and project assurance capabilities | chevron.com | Capital Projects Manager; Cost Control Lead; Turnaround Manager | Strong Market Fit, Attendance Not Confirmed |
| ExxonMobil | Owner / Energy operator | Large-scale industrial programs fit AACE cost and controls audience profile | corporate.exxonmobil.com | Project Services Manager; Cost Engineer; Schedule Manager | Strong Market Fit, Attendance Not Confirmed |
| Priority | Job Title / Function | Department | Seniority Level | Why This Role Matters |
|---|---|---|---|---|
| 1 | Director of Project Controls | Project Controls / PMO | Director | Core decision-maker for controls processes, software, reporting, and standards |
| 2 | Project Controls Manager | Project Delivery | Manager | Frequent user and evaluator of tools, services, and implementation support |
| 3 | Cost Engineering Manager | Cost Management | Manager / Director | Directly relevant for estimating systems, benchmarking, and cost advisory |
| 4 | Scheduling Manager | Planning & Scheduling | Manager | Key influencer for planning, schedule-risk, and reporting solutions |
| 5 | Program Manager | Program Delivery | Manager / Director | Budget owner and cross-functional approver for project performance initiatives |
| 6 | VP Project Services / VP Operations | Operations / Delivery | VP | Executive sponsor for enterprise deployment and partner selection |
| 7 | Contracts Manager | Commercial / Contracts | Manager | Relevant for claims, change management, and contract risk solutions |
| 8 | PMO Director | PMO / Transformation | Director | Important for governance, KPI visibility, portfolio reporting, and standardization |
| 9 | Capital Projects Director | Owner-Side Projects | Director | Strong buyer role among utilities, energy firms, and asset owners |
| 10 | Digital Project Delivery Lead / IT Director | IT / Digital Transformation | Director | Critical where platform integration, security, and data architecture matter |
| Priority | Apollo Industry | Why It Fits the Event | Best Buyer Use Case |
|---|---|---|---|
| 1 | Construction | Core audience for cost, schedule, and delivery controls | General contractors, heavy civil, industrial builders |
| 2 | Civil Engineering | Strong alignment with infrastructure and program management | Transportation, water, public works project teams |
| 3 | Mechanical or Industrial Engineering | Matches industrial project delivery environments | Industrial plants, process facilities, program delivery teams |
| 4 | Oil & Energy | Capital-intensive asset projects rely heavily on project controls | Refining, upstream, midstream, petrochemicals |
| 5 | Utilities | Transmission, generation, and grid programs need controls governance | Capital projects, outage planning, portfolio oversight |
| 6 | Renewables & Environment | Growing project pipeline with strict cost and schedule management needs | Solar, wind, storage, environmental remediation programs |
| 7 | Government Administration | Public capital programs and owner-side oversight teams are relevant buyers | Infrastructure agencies, military works, public owners |
| 8 | Defense & Space | Earned value, risk, and program controls relevance is high | Major defense programs and prime contractors |
| 9 | Mining & Metals | Large plant and site development programs require cost discipline | Mine expansion, processing plants, industrial capex |
| 10 | Aviation & Aerospace | Complex programs and facility investments fit project controls use cases | Program management, EVMS, capital modernization |
| 11 | Information Technology & Services | Relevant for digital project delivery, PMIS, integration, and analytics suppliers | Enterprise project systems, dashboards, implementation services |
| 12 | Management Consulting | Project advisory firms frequently buy or resell controls capabilities | Controls consulting, benchmarking, transformation support |
| Metric | Figure | Status | Source / Basis | Notes |
|---|---|---|---|---|
| Estimated total footfall | Low thousands | Estimated | Event type, association format, specialized B2B audience profile | Attendance figure not publicly confirmed by the organizer |
| Exhibitor count | Not publicly confirmed | Unconfirmed | No verified current-year exhibitor directory publicly confirmed at research time | Expo component suggests supplier presence, but current count should be verified via organizer |
| Buyer count | Not publicly confirmed | Unconfirmed | No published buyer-only count identified | Audience is professional and B2B-led rather than consumer |
| Speaker count | Not publicly confirmed | Unconfirmed | Current agenda details not publicly confirmed in available inputs | Conference programming is expected to be multi-track |
| Sponsor count | Not publicly confirmed | Unconfirmed | Current-year sponsor roster not publicly confirmed | Likely relevant for event-based supplier prospecting once official page is live |
| Historical attendance | No official figure verified in this report | Historical evidence not confirmed | Current research relied on organizer-level information available in provided inputs and official domains | Use organizer prospectus or prior-year wrap-up for exact historical counts |
| Focus Area | Typical Buyer Need | Buyer Engagement Opportunity | Relevant Supplier Offering |
|---|---|---|---|
| Project controls | Improved cost and schedule visibility | Demonstrate dashboards, workflows, forecasting, and governance models | PMIS, controls platforms, KPI reporting, consulting |
| Estimating and cost engineering | Better estimate accuracy and benchmark consistency | Offer cost databases, estimate assurance, and standardization tools | Estimating software, benchmarking, advisory services |
| Scheduling | Greater planning reliability and delay control | Show schedule optimization, recovery planning, and integration benefits | Scheduling tools, planning services, scenario modeling |
| Risk management | Early visibility into cost and schedule exposure | Position probabilistic analysis and risk register integration | Risk software, analytics, governance support |
| Capital project management | Portfolio oversight and delivery discipline | Discuss owner-side PMO maturity and enterprise reporting | Portfolio tools, PMO consulting, data integration |
| Construction execution | Field productivity, change control, claims prevention | Target contract managers and delivery leaders | Field controls, claims support, contract admin solutions |
| Digital transformation | Connected data and reduced manual reporting | Show API, ERP, BIM, and scheduling-system integrations | SaaS platforms, integration services, data pipelines |
| Professional development | Upskilling and certification readiness | Engage individual professionals and employer-sponsored teams | Training, certification prep, workshops |
| Factor | Assessment | Explanation |
|---|---|---|
| Buyer relevance | Very High | Audience is specialized and aligned to direct purchasing or solution influence in project controls and capital delivery. |
| Decision-maker availability | High | Likely concentration of managers, directors, and specialists with active project responsibilities. |
| Data collection potential | Medium | High-value audience, but attendee data quality depends on whether official exhibitor, sponsor, or attendee directories are made public. |
| Apollo targeting potential | Very High | Roles and industry verticals are clearly targetable using Apollo industries, titles, and geography filters. |
| Geographic targeting potential | High | U.S. national targeting can be narrowed to capital project hubs such as Texas, California, Colorado, Virginia, and Gulf Coast markets. |
| Best outreach approach | High | Use role-based messaging around cost certainty, schedule reliability, risk visibility, and digital project delivery. |
| Overall lead quality | High | Strong B2B fit for vendors serving capital project organizations, especially software, advisory, and specialist service providers. |
| Best use case | High | Best for targeted outreach, ABM into EPCs and owners, and event-adjacent prospecting rather than mass-market list volume. |
| Limitations / risks | Medium | Public attendee confirmation is limited; avoid claiming attendance without organizer proof. Specialized market means lower volume but higher quality. |
| Filter Type | Recommended Filters | Purpose |
|---|---|---|
| Apollo industries | Construction; Civil Engineering; Mechanical or Industrial Engineering; Oil & Energy; Utilities; Renewables & Environment; Defense & Space; Government Administration; Mining & Metals; Aviation & Aerospace; Information Technology & Services; Management Consulting | Focus on capital-project-heavy sectors and solution suppliers |
| Departments | Operations; Engineering; Program Management; Information Technology; Finance; Consulting | Captures buyer, user, and technical approver functions |
| Seniority | Manager; Director; VP; CXO; Head | Prioritizes influencers and budget owners |
| Job titles | Director of Project Controls; Project Controls Manager; Cost Engineering Manager; Estimating Manager; Scheduling Manager; Program Manager; PMO Director; Capital Projects Director; Contracts Manager; Risk Manager; Project Services Director; Digital Project Delivery Lead | Creates high-fit title clusters aligned to the event audience |
| Geography | United States primary; optional focus on Texas, California, Colorado, Virginia, Washington, Florida, Arizona, Nevada | Targets dense capital-project and EPC markets |
| Employee size | 201-500; 501-1,000; 1,001-5,000; 5,001-10,000; 10,001+ | Best for enterprises with formal controls functions and large capex exposure |
| Keywords | project controls, cost engineering, estimating, planning, scheduling, earned value, EVMS, capital projects, PMO, risk analysis, cost management, project services, project delivery | Improves precision for niche functions not captured by title alone |
| Technologies | If available: Oracle Primavera, ERP, project portfolio management, construction management systems | Useful for integration-led or migration-led outreach |
| Revenue range | Mid-market to enterprise; prioritize firms with material capital programs | Aligns with higher ACV and strategic project needs |
| Company type | Public companies, private EPCs, engineering consultancies, owner-operators, government-linked agencies | Balances direct buyers and strategic channel targets |
| Source | Type | What It Verified | Reliability |
|---|---|---|---|
| AACE International Official Website | Official organizer website | Organizer identity, association focus, event series context, professional subject matter alignment | High |
| MGM Grand Official Venue Website | Official venue website | Venue identity and location reference | High |
| User-supplied event details | Provided input | Event title, city, state, country, venue, and date range used in this report | Medium pending edition-specific organizer page confirmation |
| Research limitation note | Verification status | Current-year attendance, exhibitor, speaker, and sponsor counts were not publicly confirmed in the verified inputs available at research time | High transparency / cautionary note |
🎯 Selling to this event's audience? Get a free tailored buyer list
Tell us your work email and our AI instantly builds a buyer list matched to AACE International Conference & Expo 2026 — the best‑fit companies to target, the exact decision‑maker job titles, and the industry filters that fit what you sell.