Leadership Below the Surface

Leadership Below the Surface: Alissa van Overbeeke on Innovation in ROV Operations

To highlight the incredible talent within ASI Group, we sat down with Alissa van Overbeeke, P.Eng., now General Manager of Remote Services. At the time of this interview, Alissa was serving as ASI’s ROV/Hydro Operations Manager—an instrumental role where she led high-performing teams, tackled technical challenges, and helped shape the direction of ASI’s remote operations. She shares her journey from student technician to senior leadership, reflects on innovative projects, and offers insight into what drives her passion for the underwater inspection and engineering industry.

Can you provide an overview of your experience in the field of ROV operations and management? 

What motivated you to pursue a career in ROV operations?

Admittedly I stumbled into the world of ROV’s. My high school tech teacher played hockey with Blake, the ASI dive manager at the time, and that was how I found out about ASI. Even though I wasn’t hired on as an engineer per say, the role of technician afforded me everything I wanted in a job – hands on, innovative, travel, close knit team, and the ability to see projects through from cradle to grave. As an engineer I’d get to design and fabricate a solution to a problem, and then as a tech, I’d get to use that solution in the field and get my hands dirty.

What I really value in my job operations role now is being able to support the team of technicians in ways that I found lacking when I was a technician – someone to manage schedules to allow for technician work life balance, support growth/development, and provide feedback for improvement.

How do you stay updated with the latest advancements and technologies in the field of ROV operations?

There are so many resources at our disposal, sometimes its overwhelming!  LinkedIn, research, conferences, articles, and correspondence with our suppliers are just some of the ways. That said, we have an amazing team of really smart and engaged technicians who are equally as passionate to grow and discover new things – its what makes ASI such a great place to work – and its mainly through collaboration with everyone that provide me with a pulse on how our industry is evolving!

Can you describe a challenging project you’ve managed in the past and how you overcame obstacles to ensure its success?

A project that came to mind was the development and operation of the first ever underwater 3D modelling of a long conveyance tunnel. The project required the acquisition and integration of a new ROV and sensors, all of which wouldn’t arrive much before the operations were due to take place. I recall getting the manufacturers 3D model, designing and modelling the entire sensor configuration and associated subsea pods, fabricating the components all before we had the ROV in hand. Once it arrived, we dove into assembly and testing. It was incredible to see what we had imagined in 3D software come to life in reality within such a short amount of time.

What strategies do you employ to ensure safety and compliance standards are met during ROV operations?

Stop when unsure. Questioning attitude. Self and peer checking. These are all simple, but very effective tools that we regularly employ.

CHS and IHO standards govern our hydro group.

For ROV operations we follow similar principals to IMCA and DCBC. These regulatory bodies dictate offshore ROV operations, which isn’t specifically applicable, but things like maintenance, logbooks, pre/post dive checks are applicable aspects that we employ within our inshore operations.

How do you prioritize tasks and manage resources effectively to meet project deadlines?

I would call myself a professional juggler. On any given day we may have 20-30 projects on the go – either in planning, prep, mobilization/shipping, onsite, demobilization, and reporting phases. Organization is absolutely key and requires everyone at every level ensuring that they’re doing their parts effectively!

Specifically, for scheduling however, we implemented the use of a resource allocation software.. This was a game changer within our department. This application allows operations to schedule both personnel and equipment resources, and all of our people know what they are assigned to on a given day, week, or month. They can link this schedule to their own personal and family calendars too!  More importantly though, it allows us to set targets, track progress, and allocate resources accordingly.

Can you discuss a time when you had to deal with unexpected issues during ROV operations and how you resolved them?

I took over operations in March 2020, right before the COVID19 crisis exploded weeks later. I remember we had a crew working down in the mid-west USA, borders were shutting down, and folks were worried and needing direction on next steps. The lack of information was apparent, and I finally had to just make the call to get our crew home.

What I learned then and am still learning now, is that sometimes decisions just need to be made. As a leader, you rarely have all the information at your disposal, and hindsight is always 20/20, and yet your team needs direction. Ambiguity and indecision can be worse than the wrong decision.

We got our team back and lost out on some immediate revenue. But, we regrouped, figured out what we needed to keep our people as safe as possible while still doing our work and we had a busy year with zero layoffs. Ironically, none of our team got COVID in 2020 from any work-related travel, but 4 of us got it over Christmas break!

We’re better together. It’s my job to foster collaboration and make sure no one feels like the weight is on their shoulders alone.

Collaboration is essential in ROV operations. How do you foster teamwork and communication within your team?

A few points I try and live/lead by:

• Clear is kind. (thanks, Brene Brown!). Clear communication and clear expectations, albeit tough sometimes, is the kindest thing a leader can do for a team.
• Regular points of connection and   are imperative, especially when working remotely in different offices, field sites, or from home. We run a weekly Monday AM meeting with our technician team to review wins, safety items/concerns, lessons learned, equipment maintenance, and review the week’s task assignment/goals. We recently have prioritized running ROV/Hydro tech staff meetings a couple times a year. Further to that, our entire team engages in annual reviews that provide an opportunity for more in-depth discussion on career growth and areas of improvement.
• Delegate, delegate, delegate!  When done strategically, delegation of tasks to members of your team can drive their growth, development of skills, inform succession planning etc. But be strategic, don’t just pass the buck on the stuff you just don’t want to do!

How do you assess and mitigate risks associated with ROV operations, especially in complex or hazardous environments?

A well thought out plan is the key to any project success. In our industry, we expect that even a well laid plan will change or need to be adjusted. Without a solid plan to start with, things tend to go downhill from the start. I’m an advocate of the 7 P’s (Proper Planning and Preparation Prevents Piss Poor Performance)!  Going into a project prepared eases the stress and allows for solution based and creative thinking when problems or hazards do arise.

Specifically, there are a few tools that our team uses. Project managers conduct project HIRAs (Hazard Identification and Risk Assessment) and draft JSA’s (Job Safety Analysis) for our crews prior to going into the field. Once in the field, our onsite supervisors review the JSA and make adjustments based on the onsite conditions. They also run a daily tailboard reviewing tasks, associated hazards and mitigations. If things change and new hazards are identified, or the methods fall outside what’s been laid out in the JSA, then we pause, regroup, mitigate, change the JSA, and/or even call an all-stop.

In what ways do you ensure that ROV equipment is properly maintained and serviced to maximize operational efficiency?

Proper maintenance is key to operational success. That said, too much focus on preventative maintenance can be costly and ineffective, in some cases inducing more risk to equipment.

My predecessor implemented an online maintenance software program for our department. Its not the most intuitive application, but it does allow for us to develop maintenance schedules, keeping up on critical maintenance tasks (thruster rehauls) or regulatory requirements (truck annuals). As our group has expanded, it also allows for various folks to be notified of upcoming maintenance depending on the office or division.

We also review maintenance items weekly with our tech group to ensure that issues are recorded, and maintenance tasks are assigned. Recently, the oversight of maintenance has been handed over to one of our senior technicians who expressed interest in taking on more responsibility and building up leadership skills.

How do you handle client expectations and ensure that their requirements are met or exceeded during ROV projects?

Getting clear on expectations is important. Drilling down to what a client needs and why early on in a project ensures that every step of the project is working towards that goal. Collaboration between all the stakeholders of a project is also key; every person or group needs to do their part. My role is to ensure the right people are in the right place at the right time with the right equipment. This confirms we are acquiring the right data to provide the right deliverables so that clients can make the right decisions.

Can you discuss any innovative approaches or technologies you’ve implemented to improve ROV operations efficiency or effectiveness?

The use of resource allocation software was a game changer for our group. I think there are opportunities for continued efficiency as software like these develop and implement AI.

We recently developed a skills matrix for our technician group. It provides the ability to rate technician skills, and easily see opportunities for development for each technician, but also provides a team average so we can tell where we may have gaps in our knowledge as a team.

Our use of these platforms and programs is also evolving. Dan, our engineering manager, developed a knowledgebase wiki for our group, similar to that of Wikipedia, but for all things ROV/hydro. This open source is peer reviewed, and allows our team to share knowledge across the team – equipment setups, generating deliverable how-to’s, equipment maintenance, and on and on.

I started as a student technician. Now, I get to lead the kind of team I once relied on—supporting growth, balance, and innovation every step of the way.

What do you believe sets ASI Group apart in terms of its ROV operations capabilities compared to other companies in the industry?

Our group is incredibly solution focused, innovative, and loves a good challenge. We are also realistic and aren’t interested in overpromising and under delivering just to make a buck. Our reputation is important to us. We care about the safety of our people, equipment, and our client’s assets. We care about the data we collect, how its present in a report, and how it informs our clients.

How do you see the future of ROV operations evolving, and what role do you envision ASI Group playing in this evolution?

Technology, sensors, and ROV’s are constantly evolving. The use of AI and machine learning for data processing and reporting is advancing rapidly. The application of autonomy for inspections/assessment of tunnels, dams, is an area for future advancement. Further to that, another advancement is the use of remote technologies for intervention (i.e. grouting, repair, cleaning). ASI, being on the leading edge of most underwater inshore applications, will continue to be leading that charge as we develop solutions for our clients.

Can you provide examples of how you’ve demonstrated leadership and mentorship within the ROV operations team?

For me being a good leader means prioritizing my role as a manager above all else. I always have a long list of tasks on my list of things to do. There have been times that I have had to put “manage your team” at the top of my planner board, just so I could keep that as my focus and check that off, even if it was the only thing I accomplished for the day.

What does prioritizing management mean to me?

Planning and communication of clear expectations and task assignments – our techs shouldn’t have to wonder what they’re doing tomorrow or what may be happening in the next week or two.

I aim to air on the side of more communication and transparency versus holding cards close. I personally appreciate when my leaders bring me into discussions and plans, even if things aren’t fully flushed out – I try to do the same with those I lead. I truly believe we are better together, and all bring something different to the table, and its my job to facilitate that collaboration.

 Following that, being available to take a call or respond to a message when our crews are in the field or working on time sensitive activities. Given the environments and technology we work with, we assume that even the best laid plan will inevitably need to be adjusted or changed! We overcome these challenges by maintaining a highly collaborative environment where no one feels like its all on their shoulders. A quick phone call to verify methodology, troubleshoot an issue, or brainstorm solutions to an unexpected problem, is what makes us successful and taps into the decades of knowledge we have amongst our team.

Alissa’s journey is a powerful example of how passion, adaptability, and strong leadership can drive innovation and success in complex technical environments. Her recent promotion to General Manager of Remote Services is a reflection of the impact she’s made—not just through operational excellence, but by fostering a strong team culture and forward-thinking mindset. As ROV technology continues to evolve, there’s no doubt Alissa and the ASI team will remain at the forefront—delivering smart, dependable solutions across every project they take on.