Dianoush “Dion” Emami is the Chief Executive Officer of Parkia, Inc., an engineering and construction company specialising in high-voltage transmission and underground electrical infrastructure.
With more than 40 years of experience in the utility energy sector, he has built a career leading complex projects across nuclear power, public utilities, and large-scale transmission systems throughout the western United States.
Born in Iran, Emami left at age 13 during a period of political uncertainty and later continued his education in England before moving to the United States. He graduated from the University of Southern California in 1981 with a degree in Electrical Engineering and began his career at Bechtel Power Corporation, where he worked on major nuclear power facilities, including the Arizona Nuclear Power Plant and the San Onofre Generating Station.
He later joined the Los Angeles Department of Water and Power, where he developed technical specifications, evaluated bids, and supported underground electrical distribution projects. In 1997, he moved into executive leadership at Henkels & McCoy, overseeing operations and business development for more than 35 utility clients across the western region.
Since becoming CEO of Parkia in 2014, Emami has led major 69kV to 230kV transmission projects for utilities including LADWP, Southern California Edison, PG&E, SDG&E, and APS. He is recognised for his disciplined leadership style, focus on safety, and commitment to building strong teams and long-term infrastructure systems.
Q: Your career began in nuclear power engineering. What drew you into that field?
I studied Electrical Engineering at the University of Southern California and graduated in 1981. At the time, power generation was one of the most demanding technical fields you could enter, and I was drawn to the responsibility that came with it. I joined Bechtel Power Corporation and worked on projects including the Arizona Nuclear Power Plant and the San Onofre Generating Station.
Nuclear power teaches discipline very quickly. The systems are complex, the regulations are strict, and there is no room for careless decisions. That environment shaped the way I think about engineering and leadership to this day.
Q: What lessons did you take from those early years?
The biggest lesson was accountability. In nuclear power, every technical decision must be defensible. You learn to think carefully, document thoroughly, and focus on safety above everything else.
I often say that success is building things that last while staying accountable to your values. That mindset came directly from those early experiences.
Q: How did your role evolve when you joined the Los Angeles Department of Water and Power?
Moving to LADWP expanded my perspective. I was no longer focused only on engineering design. I became involved in technical specifications, contract evaluations, bid reviews, and underground distribution projects.
That role showed me that infrastructure is not only an engineering challenge. It is also about public responsibility, budgets, long-term planning, and trust. The systems utilities build must perform reliably for decades.
Q: You later moved into executive leadership at Henkels & McCoy. What changed for you professionally during that period?
At Henkels & McCoy, I managed operations and business development across more than 35 utility clients in the western United States. The scale was much larger, and leadership became a bigger part of my role.
I learned that strong execution depends on strong people. You can have excellent technical systems, but if you do not invest in project managers, engineers, foremen, and safety leaders, performance eventually suffers.
That is why I always emphasise investing in people before projects. When you build strong people, they build strong projects.
Q: What has been your focus as CEO of Parkia, Inc.?
Since becoming CEO in 2014, my focus has been disciplined growth and reliable execution. Parkia specialises in high-voltage underground transmission and distribution systems, and we have delivered major projects ranging from 69kV to 230kV for utilities including LADWP, Southern California Edison, PG&E, SDG&E, and APS.
These projects involve engineering, procurement, construction, safety management, budgeting, and coordination across multiple stakeholders. My role is to make sure all those moving parts stay aligned.
Q: How do you manage complexity across large infrastructure projects?
I rely heavily on visibility and structure. We use dashboards that combine scheduling, cost tracking, field progress, and safety metrics so leadership can identify issues early instead of reacting too late.
Clarity is extremely important in high-risk industries. When everything feels urgent, decision-making suffers. Prioritisation restores clarity.
Q: What are some of the biggest challenges facing the utility industry today?
Infrastructure demand is growing rapidly. Utilities are modernising ageing systems while also responding to increased demand, grid resiliency concerns, and underground transmission expansion.
At the same time, there is increasing pressure around safety, workforce development, and project execution. A large portion of the industry’s experienced workforce is approaching retirement, so developing the next generation of leaders is becoming critical.
Q: What makes a strong leader in high-risk industries?
Consistency. Strong leadership is not about reacting emotionally under pressure. It is about maintaining standards when conditions become difficult.
As a CEO, I am repeatedly responsible for safety, money, people, and decisions that carry major consequences. You cannot lead effectively without discipline and accountability.
I also believe leaders must remain grounded. You do not chase applause. You chase competence, integrity, and permanence.
Q: Looking back, what are you most proud of?
I am proud of the systems we have built, the projects we have completed safely, and the people who have grown within the organisations I have led.
Infrastructure matters because communities depend on it every day, even when they do not see it directly. Knowing that our work contributes to reliable power systems and long-term public infrastructure is meaningful to me.
