Dianoush Dion Emami – Turning Power Systems into Lasting Impact
Electricity is one of the few things people only notice when it stops working. Behind that reliability are decades of planning, engineering, and leadership. Dianoush “Dion” Emami has spent his career making sure those systems hold up under pressure.
Over more than 40 years, Emami has helped design, evaluate, and build critical power infrastructure across the United States. His work spans nuclear plants, public utilities, and high-voltage transmission systems. But his focus has stayed consistent: build systems that last and lead teams that can deliver them.
From Iran to USC: A foundation built early
Dianoush “Dion” Emami’s story starts with a major life change. He left Iran at age 13 during a time of political uncertainty. His parents sent him to England to continue his education.
That decision shaped his mindset early. He learned how to adapt and stay focused in unfamiliar environments.
He later moved to the United States and enrolled at the University of Southern California. He graduated in 1981 with a degree in Electrical Engineering. While working, he continued advanced coursework in transmission and distribution systems.
“Success is building things that last,” he says. “Companies, systems, relationships, and reputations—while staying accountable to your values.”
That idea became a constant throughout his career.
Early career in nuclear power engineering
After graduating, Emami joined Bechtel Power Corporation. He entered one of the most demanding areas in engineering: nuclear power.
He worked on major projects like the Arizona Nuclear Power Plant and the San Onofre Generating Station. His role included system design, startup support, and operational troubleshooting.
He became a subject matter expert in complex electrical systems, where precision and safety were critical.
“I must be able to defend my decisions technically, legally, and ethically,” he explains.
That level of accountability shaped how he approached every role that followed.
What did he do at LADWP?
In 1987, Emami moved to the Los Angeles Department of Water and Power. This marked a shift from pure engineering into decision-making and oversight.
He developed technical specifications, prepared RFPs, evaluated contractor bids, and made recommendations on major infrastructure projects.
This role required balancing technical quality with cost and long-term performance.
It gave him a broader view of infrastructure. Projects were not just about design. They were about public trust, budgets, and long-term reliability.
Scaling utility operations across 35+ clients
In 1997, Emami joined Henkels & McCoy as Director of Business Development for the western United States.
For 17 years, he managed operations across more than 35 utility clients. His responsibilities included budgets, proposals, staffing, and client relationships.
He helped expand the business while maintaining performance standards across a large region.
But his focus stayed on people.
“Investing in people before projects,” he says. “When you build strong people, they build strong projects.”
He spent years developing engineers, project managers, and field leaders to support long-term growth.
Leading Parkia in high-voltage infrastructure
In 2014, Emami became CEO of Parkia, Inc., an engineering and construction firm specializing in high-voltage transmission and underground systems.
Under his leadership, Parkia has delivered major 69kV to 230kV transmission projects for utilities including LADWP, Southern California Edison, PG&E, SDG&E, and APS.
These projects require precision, coordination, and strong safety discipline.
As CEO, he oversees operations, budgets, and resource planning, while serving as executive sponsor on major projects.
“I rely heavily on dashboards that combine scheduling, cost tracking, field progress, and safety metrics,” he says. “The ability to visualize information clearly is one of the strongest productivity multipliers a CEO can have.”
Leadership under pressure in utility construction
Utility construction comes with real consequences. Mistakes can impact safety, cost, and public service.
Emami is direct about that responsibility.
“As a CEO in a high-risk industry, I am repeatedly responsible for safety, money, people, and decisions that carry major consequences,” he says.
When complexity increases, he simplifies.
“I go back to fundamentals: safety, schedule, cost, and people.”
He also emphasizes focus.
“When everything feels important, nothing actually is. Prioritization restores clarity.”
Earlier in his career, he learned that strong engineering must be supported by strong financial systems.
“Even great technical teams can struggle without strong financial discipline,” he notes.
What drives him today
Outside of work, Emami supports organizations such as UC Irvine Cancer Research, St. Jude Children’s Research Hospital, Doctors Without Borders, and the Los Angeles Mission.
He has also received recognition for engineering safety and risk assessment, including Contractor of the Year from LADWP.
Still, his definition of success remains grounded.
“Success means lifting others while you advance,” he says. “You don’t chase applause. You chase competence, integrity, and permanence.”
After more than four decades, his impact can be seen in the systems that power cities—but more importantly, in the standards and people behind them.
