With a passion for identifying patterns and a drive to help colleagues by automating and simplifying processes, Alyssa has transformed day‑to‑day work into more streamlined and intuitive structures. Through digitalization, she has been able to design better systems that free up time and energy — allowing teams to focus on more meaningful, high‑value work.

What do you do as a digital adoption lead?

In my role, I help teams turn complex, fragmented workflows into workable, scalable efficient systems. I work closely with engineers, project teams and leadership to identify gaps in processes, coordination and decision-making. From there, I translate these into opportunities for improvement through digital tools, automation and better use of data.

Equally important, I focus on adoption — coaching teams on new ways of working and helping them be comfortable with change. We set clear objectives and timelines, ensuring digital solutions are practical, well-governed, and aligned with how people work. My goal is to deliver solutions that not only work technically, but also create meaningful, lasting value for both teams and clients.

What excites you most about working at the intersection of engineering and digital innovation?

There is a great opportunity to bring clarity to complex workflows and systems through digitalization. Construction is a dense web of disciplines, processes and communication channels, often working under tight timelines and high expectations. By stepping back to truly understand how work flows, we can break down fragmented processes and redesign them into simpler, more connected digital systems.

Over the course of my career, I realized how transferable system‑thinking skills are in the workplace. Many people rely heavily on motivation or memory to carry their tasks, but they can be inconsistent and easily depleted. When I began helping colleagues establish clear structures, workflows and routines, their work became smoother, and their effectiveness increased. This helps teams collaborate more seamlessly, while also enabling clearer communication, better alignment, and more transparent engagement with clients — supporting stronger relationships and better project outcomes.

What do you think of the digital landscape in Singapore?

Digital transformation in Singapore is no longer aspirational — it is actively being implemented through the Smart Nation initiative with strong government support and industry collaboration. This environment gives organizations the confidence to invest in digital and AI capabilities that move beyond experimentation and into practical, day-to-day use. ArchTam, for example, has launched the Underground Infrastructure AI Innovation Centre with the support of the Singapore Economic Development Board (EDB).

Through this collaboration, AI-powered solutions are being developed to improve data quality, enhance the mapping of underground utilities, and safeguard underground space for existing and future developments. These efforts allow emerging technologies to be tested and applied on real projects, translating national digital ambitions into practical and adaptable solutions that strengthen engineering outcomes and long-term urban resilience.

Similarly, the government is putting significant effort into nurturing young talent through AI research initiatives and development programs. We have the National AI Research and Development Plan (NAIRD), for example which focuses on helping the younger generation embed these skills early on, so future planners, engineers and designers are well prepared for the digital world they’ll be working in.

What is your message to professionals in Singapore’s digital space?

Singapore is an exceptional environment for digital innovation. With its commitment to Smart Nation 2.0 and its ambition to become the world’s most AI‑powered economy, the country offers fertile ground for building, testing and scaling new digital solutions. My message to digital professionals is this: embrace the opportunity, stay curious and don’t hesitate to experiment. The ecosystem here rewards bold thinking, practical problem‑solving and collaboration across disciplines. If you are willing to explore, iterate and co‑create with others, Singapore is one of the best places in the world to drive meaningful digital transformation.

The post Digital cities in action: Meet Alyssa Voon appeared first on Blog.

Tell us about what inspired you to join the industry. 

I am driven by a passion for solving problems and a desire to engage in meaningful work. Growing up in Hawaii, I embarked on a career in the engineering industry, starting as a mechanical engineer with NAVFAC. There, I honed my craft and managed complex projects throughout the Pacific. The work was inspiring and took me far beyond the islands, including an unforgettable experience at the South Pole working on the National Science Foundation program. These diverse experiences, coupled with my love for a good challenge, ultimately inspired me to test my skills in the private sector. Embracing the steep learning curve at ArchTam, I gained a deeper understanding of the business, built valuable relationships, and evolved into a well-rounded and effective program manager. My career journey reflects a powerful combination of curiosity, a desire to grow, and the unique opportunities I’ve been fortunate to embrace. 

Reflecting on my career, it’s hard to pinpoint a single favorite project, but a couple truly stand out for the impact they had on my growth and perspective. One of my earliest projects with ArchTam was a marine aviation logistics facility and a corrosion control hangar at Andersen Air Force Base, as part of MILCON projects for NAVFAC Pacific. These were intricate design-build endeavors that allowed me to leverage my A/E expertise along with ArchTam’s depth of resources to enhance project deliverables. Working to solve these complex challenges taught me invaluable lessons and helped shape my approach to problem-solving in the engineering field. Another memorable project was the Army Family Housing initiative for USACE Japan, which entailed three phases with comprehensive interior and exterior modernization, renovation, and repair of housing units. Through countless heartfelt discussions and dedicated teamwork, we turned the project around, earning a “very good” rating from the client — a testament to the power of perseverance and collaboration. 

These experiences not only deepened my technical expertise, they also highlighted the incredible talent within the consulting industry. Working alongside brilliant engineers and architects from around the world who are passionate about military design is inspiring. I cherish the moments we shared, discussing innovative approaches and learning from each other’s expertise. It’s these interactions that continually fuel my enthusiasm for what we do. 

Throughout my career, I’ve prioritized clear and effective communication, a skill that has been instrumental in managing diverse programs across the Pacific for our federal clients. These projects and the people behind them have been integral to my journey, and I’m proud to have been part of such transformative work. 

Share a piece of career advice.

If I were to share a piece of career advice, I’d say it starts with working hard and being credible — honest and responsible in everything you do. Communication is key; as you gain experience, focus on developing this skill. It’s also crucial to learn as much as you can from others. There are so many brilliant minds out there and taking the time to connect and learn from them not only helps you grow but also fosters mutual development. 

I’ve always tried to approach my career with humility. While I might not be one to boast about my achievements, I’ve been fortunate to have people in my corner who remind me of the importance of recognizing and appreciating the impact of my work. Building strong relationships and surrounding yourself with supportive individuals is invaluable. 

Another essential aspect is understanding yourself — what drives you, what makes you tick. Self-awareness allows you to navigate challenges effectively and support others in doing the same. Developing your emotional intelligence is as important as honing technical skills; it helps you handle situations with empathy and resilience. Ultimately, embracing growth, maintaining humility, and fostering connections are the cornerstones of a fulfilling career. 

The post Across the Indo-Pacific, from Alaska to Japan: Meet Randy Yuen appeared first on Blog.

As a leader in our Civil Works department, Kimberly Heenan brings a unique blend of technical expertise, strategic vision, and deep personal commitment to infrastructure resilience. With more than 19 years of experience and over $2.5 billion in constructed projects, she has led the inspection, assessment, design and construction of levees, floodwalls, dams, floodgates and stormwater pump stations across the U.S.

Kimberly’s portfolio spans more than 275 miles of levee systems and 35 dams, supporting agencies such as the United States Army Corps of Engineers (USACE), United States International Boundary and Water Commission (USIBWC), and USACE Engineer Research and Development Center (ERDC). Under her leadership, our civil works team has grown into a nationally connected group equipped to take on the country’s most complex water infrastructure challenges. Whether managing risk assessments, engineering solutions for flood protection, or guiding large-scale alternatives analyses, Kimberly is driven by one goal: protecting communities and helping them thrive.

Tell us about what inspired you to join the industry.

Hurricane Katrina occurred while I was in college, and when I saw the devastation, I felt a deep calling to do something. I wanted to help fix the levees and to be part of the recovery. I remember students from Louisiana State University, Tulane University, and other universities relocating to Texas A&M, where I was attending. Their experiences really stayed with me — I just kept thinking, what can I do?

At the time, I was still finding my footing and building confidence in my ability to be an engineer. Then, during a career day event, I handed my resume to a representative from ArchTam. They passed it along, and shortly after, I received a call about a junior Geotechnical Engineer position — working on the levees in New Orleans that had been devastated by Hurricane Katrina. It felt like a sign. Even though I was nervous about moving to the big city, I accepted the offer and committed fully to the opportunity. I worked long hours, asked questions, and soaked up knowledge from teammates who loved to teach. It was a chance to contribute to something deeply meaningful — something that had personally impacted me — and that experience became the turning point that truly anchored me in this field and shaped the trajectory of my career.

What is your favorite ArchTam project that you’ve worked on and why?

Obviously, the New Orleans levee project will always mean a lot to me. But another that stands out is the Freeport Levee Coastal Storm Risk Management (CSRM) project. Unfortunately, the client’s funding limitations meant we couldn’t finish the project, but it gave us the space to build something special at ArchTam — a civil works group that can operate from anywhere in the country and work with anyone. 

Over the course of the work we were able to complete, we grew from a team of just six people to about 20. And it wasn’t just our group working on the project. At one point, there were over 100 people across ArchTam contributing.

The project raised our team’s visibility and gave us this incredible experience with the Galveston Corps of Engineers District. The Gulf Coast region is facing significant challenges from rising sea levels, aging infrastructure, and increasingly severe storm events. The experience positioned us to contribute meaningfully to future critical resilience work still needed across this part of the country.

And honestly, I just loved the team. The people on that project made it a favorite, too.

How has the growth of ArchTam’s civil works team prepared us to meet the infrastructure resilience challenges of communities?  

For me, it means having a team I can rely on to help design these incredible levee systems that protect people and communities, so they never have to go through something like Hurricane Katrina again. Building a civil works team that can do this work, and do it well, has always been deeply meaningful.

Many of these flood risk projects are happening in communities that have historically been underserved. It’s not just about protecting property. It’s about protecting lives, bringing peace of mind, and in many cases, helping families financially by lowering flood insurance costs. Everyone deserves that kind of security, no matter where they live.

We’re at a critical moment in the U.S. Much of the nation’s infrastructure, including levees, floodwalls, and protection systems, was designed to last about 50 years. That time has passed. I knew we had to grow our civil works team because I knew these projects were coming. These systems either start to fail, or they get updated. Too often, people only pay attention after a catastrophic failure, but we shouldn’t have to wait for that to happen.

To me, this work is about making sure we don’t wait — that we’re ready. When we bring new people onto the team, we look for those who are driven by purpose, who genuinely want to make a difference in people’s lives. That’s what it’s all about.

Share a piece of career advice.

My dad coached women’s basketball, and he used to say something that stuck with me: “It doesn’t have to be perfect.” He noticed that many players would hesitate, waiting for the perfect moment to take a shot and by then, the opportunity was gone.

He taught me there are only three outcomes: you miss and the other team gets the rebound, you miss and your team gets the rebound and you get to try again, or you make it. Two out of three isn’t bad. I’ve carried that with me throughout my career. When I’m facing a challenge, I remind myself not to wait for perfect. Just take the shot and keep moving forward.

The post People Spotlight: Meet Kimberly Heenan appeared first on Blog.

Kerim brings more than 25 years of experience, a calm and grounded leadership style, and an eye for innovation — whether it’s navigating policy shifts or solving first-of-a-kind technical challenges.

What drew you into the renewable energy and storage space?

As a physicist, I appreciate the mathematical beauty of engineering. The Maxwell equations, they’re elegant. That’s what drew me in. It might be a bit of a French thing too, you don’t just look for function, you look for beauty.

I’ve always been interested in the stability of large systems, the kind of technical questions that sit right at the edge of physics and engineering. I earned a doctorate in transient stability of large power systems, essentially, how you model and understand what happens to country size grid in the milliseconds after a disturbance.

Over time, I could see that the biggest questions in the energy space were shifting. It wasn’t just about how to make the grid work better, it was about how to make it work differently. Renewables and storage fundamentally change the behaviour of power systems. So I made a deliberate move into this field… and I haven’t looked back.

What do you think sets Australia apart when it comes to delivering renewable energy projects?

Australia sometimes gets underestimated, but we shouldn’t be. Australian engineers are incredibly adaptable, especially those with backgrounds in mining and infrastructure.

That’s maybe the part that gets misunderstood: we have the capability here to deliver complex systems at large scale. We just don’t always communicate about it.

And the other thing? Scale.

In Australia, someone will say ‘we’re going to build a battery the size of an AFL field’ and no one blinks. In Europe, you’d spend ten years doing pilot projects first. Because of Australia’s mining experience, we’re used to building things fast, at massive scale, and just getting on with it and the issues as they emerge.

That kind of delivery mindset is powerful when you’re trying to lead the world in something.

How does ArchTam play into that strength?

At ArchTam, we have one of the strongest transmission and distribution teams in Australia and New Zealand, which is key, because battery storage isn’t just about the asset itself. It’s about how it integrates with the grid.

Not all the consultants have that deep capability. But we do, and we’ve proven it. Our work on Project EnergyConnect, VNI West and Central West Orana, shows the scale and complexity we can handle when integrating major transmission assets to the grid.

What excites you most about the future of energy?

To me, it’s simple, we’re about to rewrite the operating manual for the power grids.

For 200 years, power systems were built around rotating machines. Now, with renewables and storage, we’re entering the age of power electronics. It’s a completely different way of managing power, at a different time scale, and we get to help write the new rules.

It means rethinking everything, how we model systems, how we ensure stability, how we respond in milliseconds to change.

What advice would you give to young engineers entering the field?

First principles. Always.

You’ve got to be able to trace things back to the physics and the maths. You have to remember equations you studied, even if it was 25 years ago.

So learn it properly. And more importantly, remember it. That foundational knowledge will carry you a long way.

And finally, what do you do to recharge outside of work?

Cycling. I love getting out on the bike, but you won’t find any photos of me on Strava. I am old school and I don’t take my phone. It’s just about being in the moment. Same with engineering, sometimes you’ve got to put the distractions down and just focus on the road ahead.

I started riding in Tunisia, and in Grenoble where cycling is a big part of the culture. One of my favourite classic rides is Grenoble to Gap in the Alps, with decent elevation.

The post Transitioning Australia’s energy system: Meet Kerim Mekki appeared first on Blog.

Grid updates

eVTOLs are fueled by electricity, requiring significant energy to be generated and transported to vertiports — the facilities that support eVTOLs operations — via the utility grid. With numerous gates, each capable of charging an eVTOL, a busy vertiport could potentially consume over 5 megawatts of power, akin to the demand of 6,000 homes.

To meet these new loads, utility companies may need to upgrade equipment and infrastructure, deploy smart grid technology to manage peak demands, and engage in planning for vertiport placement. Vertiport operators are looking at ways to minimize grid upgrade costs and placement restrictions through innovative operational strategies, and utility companies that actively participate in vertiport placement will be better prepared to manage these new loads.

Advancing synergies

In many parts of the country, commercial energy rates have a peak demand and an energy consumption component. This means that a large spike in electricity demand for just 15 minutes over a month raises the unit cost of energy for an otherwise low consumption facility. For a vertiport where aircraft “fuel” is electricity, demand spikes can be extremely high and without thoughtful management and planning, the demand charge for meeting these peaks could more than double energy costs.

Traditional aviation markets have shown that fuel costs can be a major obstacle during early roll-out phases, not to mention significantly impacting long-term operator success. Understanding how much and when energy will be consumed will help identify potential synergies to offset costs, such as providing charging opportunities to other industries like electric vehicles. By spreading the demand cost across users, vertiport operations can become substantially more cost-efficient.

Resilient energy infrastructure

For eVTOL operators, aircraft turnaround time will be a significant factor in viability. These aircrafts will carry only about six people at a time so, like the Formula One pit stop, getting in and out quickly by minimizing gate time will be essential for operators to make a profit. Charging speed is expected to have the greatest impact on gate time, so it will be critical to get the energy infrastructure right. This means balancing short-term charging infrastructure investments with the ability to support the market’s rapid innovation while future-proofing for likely medium- to long-term changes to the charging process.

Deploying a scalable strategy for energy usage allows a vertiport to support short-term and long-term charging needs. Such a strategy could include using energy storage to accommodate anticipated surge charging over short periods while also anticipating programmatic impacts that potential innovations and even alternative fuels introduce. A scalable energy usage strategy enables vertiports to support short-term, day-one charging needs as well as longer term operational growth without requiring excessive initial capital investment. Our energy infrastructure professionals can help clients gauge current and future needs, providing the essential agility, flexibility and scalability to adapt and evolve as the eVTOL industry matures.

For the future

The emergence of new and varied fuels for eVTOLs will add further complexity, demanding even more agility and flexibility in infrastructure planning. Currently, most eVTOLs are powered by electricity and have a battery on board for storage. As the industry evolves, operators may consider switching fuels — for example, using hydrogen for on-board fuel cells — which currently looks to be the most viable alternative to battery-based eVTOLs. Hydrogen power will likely reduce aircraft weight allowing for improved eVTOL range.

Green hydrogen, from renewable sources, could be generated off-site and transferred to vertiport storage tanks, similar to airport fuel tanks. As hydrogen infrastructure capabilities develop, it will become increasingly feasible to integrate hydrogen into a scalable vertiport. For the initial eVTOL network roll outs, this approach can be combined with limited electrical infrastructure investment with the capacity to feed an on-site electrolyzer and hydrogen storage/fueling system, supporting increased operations without significantly impacting the local electrical utility grid.

With a new aviation industry on the horizon, eVTOL operators and utility companies are considering innovative solutions to current energy challenges. Delivering answers that are scalable, forward thinking, flexible and agile will be key in delivering energy to these new aircrafts and, in turn, making eVOTLs viable and integral parts of our transportation future.  

The post Energy that fuels the future of eVTOL appeared first on Blog.

The coronavirus pandemic pushed the digital world forward as we worked collectively to find innovative solutions to keep us connected. However, it exposed and amplified the existing digital divide between areas with established broadband infrastructure and those without. This disparity grew as everything from remote learning, remote working, and telehealth activities required an effective digital connection. Reaching far beyond sheer convenience, an affordable and effective means to connect to data and information is now essential as it drives and influences our access to critical applications, innovation and opportunity.

In most cities across the United States, state, local and private infrastructure are separate or loosely connected, with organizations largely deploying their own broadband infrastructures. To advance our communities, we must collectively ensure quality and accessibility to these broadband networks, which can be achieved by converging what we refer to as public-private broadband stacks.

The Broadband Stack is the combination of physical infrastructures and technologies that public and private sector service providers use to connect to devices, locations, end-users and communities in order to improve quality of life experiences, enhance public safety initiatives, and increase economic development activities.

Image: The Broadband Stack

One part of the stack, or one entity, is not enough to be able to bridge this divide. A single form of implementation will not fix it, either. It requires the total partnership, integration, innovation and convergence of the entire broadband stack to create meaningful impacts on our communities, campuses and cities. This will ensure that everyone can address their most fundamental and critical needs and initiatives.

Moving toward converged stacks increases operational capability and lowers costs by reducing parallel infrastructures. The coalescing of state, local and private broadband networks  explores the potential that exists for these organizations to partner with one another in order to lay the foundation for wireless mobility, applications and transport needed to unlock access to knowledge, improvement and advancement for all.

Image: Convergence

We can strategically plan and design converged networks that meet the increasing needs for true broadband connectivity. By helping with governance and increasing interoperability, we can deliver significant cost savings for our clients while enhancing social equity for unserved and underserved communities. At present, many organizations operate in separate stacks, each having their own infrastructure. The goal is to move in the direction of a converged stack, which coalesces state, local and private networks and optimizes them through innovative and evolving partnerships. These partnerships guide a greater strategy of aggregation and allows meaningful accessibility through integrated and converged broadband infrastructures. Additionally, technology and public initiatives often extend beyond the means and reach of one organization or agency. These converged partnerships can maximize the existing budgets, unlock economic potential, and strengthen connection for those that are impacted by this digital divide.

Image: Planning for Impact

The pandemic has shown us the importance of enabling remote working, learning and living. An evolution in our approach will allow us to achieve the greatest impact in ensuring equity and connectivity for our communities, campuses, and cities. This transformation in partnership demonstrates the importance of integrating and converging broadband stacks to create positive social outcomes and advancing our communities. Getting to the possible is going beyond our self-imposed limits and capacity of our traditional partnerships, infrastructures and approaches so we can realize the full potential of achieving social equity and economic development opportunity, and improving the quality of life for all.

The post Bridging the broadband divide: Getting to the possible appeared first on Blog.

Earlier this year, ArchTam created and launched an interactive web-based tool called the Virtual Consultation Room, which enables our clients around the world to engage and consult interested stakeholders from their computer or mobile device, simulating the community meeting experience in a virtual environment. In addition to providing a safer environment for participation during the coronavirus pandemic, the Virtual Consultation Room creates a more flexible and inclusive approach to community engagement. This tool allows our clients to reach a wider audience — beyond those who might be able to attend traditional in-person meetings — including those with physical limitations.

In the past six months, our Virtual Consultation Room platform was visited more than one million times. We have had the pleasure of working with top clients across the globe with an outstanding, 100 percent customer satisfaction rating, including from clients such as the U.S. Army and the U.S. Navy, Public Health England, the City of San Diego, Highways England, Roche, Georgia Department of Transportation, among others.

“The Virtual Room was simple and fast to deliver. It gave us an easy-to-implement solution to meet challenging and unforeseen circumstances. Yet at the same time there was the opportunity to flex the product so it better suited our needs. A big benefit for us was that it didn’t slow down the timing of the consultation, or our overall project programme. You were able to mobilise the product quickly and efficient in delivery.” – Melissa Williams, Senior Communications Manager, Highways England

Through the new platform, clients can curate a virtual stakeholder engagement event to show consultation materials including virtual reality and sound demonstrations, videos, maps, plans and pop-up banners, just as people would experience at an in-person engagement. There is also a chat function for on-hand experts to remotely answer questions as visitors view the materials, further simulating what would happen at an in-person event. The tool allows for instant feedback, so public comments can be captured and saved for analysis, and to ensure accurate reporting.

“I’m delighted to announce that Roche was the first company in Ireland to use innovative virtual consultation technology to share plans for the decommissioning of its Clarecastle site with the public. The technology, developed by ArchTam , enabled us to display a series of information boards about the project in a dynamic virtual room and undertake live chats with the public.” – Gerry Cahill, Roche Managing Director/ Site Head, Ireland

Prior to the global pandemic, digital tools were already featured heavily during ArchTam’s in-person community engagement events — including 360-degree Virtual Reality (VR), visualizations, sentiment mapping, sound demonstrations and interactive apps — so the logical next step was to bring them all together into one digital platform.

The adoption of digital tools and processes has differentiated ArchTam from its peers in the sector and helped us work faster, smarter and better, and our industry is benefiting from improvements in quality, cost and schedule. As clients and communities start experiencing the benefits — in terms of savings, collaboration, efficiencies, better environmental, social and governance outcomes, and more effective operation and maintenance — we’ll continue to bring to market new digital and innovation offerings that will reshape the infrastructure industry.

“The Virtual Meeting Room developed by ArchTam to support Fort Benning’s HOMMTA public notice period provided participants with a platform that delivered the necessary materials and information to effectively conduct our virtual public meeting. This platform enabled Fort Benning to use modern digital capabilities to adapt to the COVID environment.” – U.S Army Corps of Engineers, Savannah District

If we are to build a better world for generations to come, we need all members of our society to be active, vocal participants in the process. Virtual public consultation, incorporating VR, is a powerful tool in achieving societal equity and improving our built environment for our communities.

I would like to thank the people who helped bring the Virtual Consultation tool to life and make it a success. Through their hard work and innovative approach to problem solving, Andy Thomas, Xavier Xia and Jamie Lord were able to bring this offering to market quickly and ensure our clients’ work kept moving forward.

The post Achieving social equity through virtual reality appeared first on Blog.

Developing these solutions requires innovation and fundamental change — from the way we commute to the movement of goods to the establishment of our communities. It also requires new partnerships between states, municipalities, transit agencies and utilities. Implementing these changes can make our transportation systems greener, more sustainable and more equitable. There are three key goals to achieve for advancing this vital transition.

Accelerate adoption of greener vehicles and cleaner fuel
Electric vehicles have already started making an impact on our transportation system. By 2030, electric cars will make up about 28 percent of new car sales, a significant increase compared to the expected 2.7 percent sales increase for 2020. And even now, according to Electric Vehicles Outlook, this small increase is displacing 1 million barrels of daily oil demand.

After recognizing the impact of GHG emissions, states, cities’ utilities and transit agencies are converting conventional public vehicle fleets to electrified vehicles — a move that accelerates electrified vehicle adoption and advances state and local economies as well as social equity goals.

Implementing infrastructure that supports these vehicles creates jobs. A study conducted by the Political Economy Research Institute estimates that school and transit bus fleet electrification could create 280,000 jobs over the next five years. Reducing GHG emissions would improve cities’ air quality, particularly in low-income neighborhoods, which are often home to fleet vehicle terminals. A recent Ontario Public Health Association study showed that electrifying fleets has a social benefit of US$1.1 billion annually and can save up to 143 lives per year.

Policy changes also advance electric vehicle adoption. For example, in June, the California Air Resources Board mandated that all buses purchased in the state after 2030 should be electric and beginning in 2024, trucks must be zero emission. The Board has a goal to have all trucks zero be emission by 2045. All municipal buses in the state are expected to be electric by 2040 with more policy changes to follow that encourage the adoption of clean vehicles across the state. These mandates are being provided economic support. Congress’ proposed INVEST bill significantly increases grants to transit agencies that move to low or no emissions vehicles and provides billions to support transportation agencies aiming to reduce their carbon emissions.

Develop partnerships for electrification
Decarbonization requires strategies such as electrification and connecting mobility options. Oftentimes, success hinges on partnerships between groups that have not traditionally worked together and incentivizing shared risks and rewards that drive innovation. Collaborations between utilities, cities, public and private fleet owners, and landowners ensure we incorporate key issues like public health, access to mobility services, jobs and equity in infrastructure decisions.

Strategize and plan for the future of clean energy infrastructure
A cohesive, infrastructure development strategy is essential to enable clean energy use in our transportation networks. These strategies must extend beyond borders and include utilities that provide the energy for vehicles, making electric vehicles more attainable and cost effective. The objective is to put infrastructure in place that supports a range of clean energy solutions including microgrids, vehicle to grid, renewable power generation as well as charging facilities and smart infrastructure for electric vehicles.

A more resilient, sustainable transportation network requires a multi-level approach. With a robust ecosystem of clean energy solutions, partners including public transportation and transit agencies, utilities and private investors will be able to capitalize on a technology that promises improved efficiency and operations. By establishing a multi-faceted network, communities will benefit for years to come.

The post Imagining sustainable transportation: How new technologies and cleaner fuels can transform our transportation network appeared first on Blog.

Briefly tell us about yourself and your role at ArchTam

I’m a senior BIM manager responsible for setting BIM strategy for projects. Part of that includes introducing new workflows, selecting software technology stacks and introducing change management.

My work involves pushing digital methodologies that optimize BIM processes. On our latest project, Oriel Eye Hospital, we are using next-generation BIM software and process to bring virtual reality to stakeholders to better inform design decisions. Our design team meetings now take place in virtual reality with teams across Europe, the Middle East and Africa. Leveraging Autodesk’s Construction Cloud platform, we have added value and innovation, reducing the need for 2D drawings.

Some fun facts about me are that I’m currently writing a digital catalogue on Venetian well heads and I have a YouTube channel, BIM Coffee.

What is your legacy? How do you make an impact?

At ArchTam, we have the potential like no other company to innovate and use digital tools, due to our variety of expertise and disciplines. We’re in a position to change the industry and improve how the industry works.

My proudest moments at work are when I get to demonstrate how the latest digital strategy can improve the design team’s working day. I enjoy seeing the sparkle in someone’s eyes when they realize the benefits and the improved communication. It’s rewarding to support and help improve the design process for project teams.

What’s next in infrastructure for you? How do you see that trend shaping the work you do today?

I believe technology will build a better world. Digital tools and BIM are a part of this, and help with reducing waste, having a more accurate product and allowing the built environment to benefit from digital transformation. It’s an astonishing time to be in AEC amidst Industry 4.0, also known as the fourth industrial revolution, and ArchTam is at the forefront of it.

What advice would you give to someone pursing a STEM education or a career in the AEC sector?

My advice would be to take online courses to stay up to date with the latest progressions made in cloud computing. Read the industry standards and attend as many industry events as you can, which are virtual during this time.

The post Building Legacies with Mark Clarkson appeared first on Blog.

Briefly tell us about yourself and your role at ArchTam.

I have been with ArchTam for six years as a virtual design construction engineer or Building Information Modeling (BIM) engineer.

I support projects in Dallas, Texas, over the entire construction process, from pursuit to construction to the project close-out phase. In my work, I manage and create digital representations of the physical characteristics of buildings. We build in 3D first and then we optimize the build, which means we get to know all the issues before we go to ground.

Essentially, we test new ways of building. This allows us to be a step ahead when we get to the site. Using virtual design helps flag areas that need to be addressed in advance or where we’ll have potential issues that waste time and resources.

By modeling the level of detail from design and fabrication to installation, we can create an accurate and data rich as-built model. We rely on the model and start building with certainty knowing the design has been tested. We basically build a project twice ― once in a virtual world and once on-site ― resulting in time and cost savings.

What is your legacy? How do you make an impact?

I hope to leave a legacy of “never stop learning.” This is what keeps me going, keeps my zest and zeal up and always motivates me to learn and adopt new tools and technologies.

The BIM industry is evolving every day with new trends emerging every moment. I feel proud when my work positively alters a project’s outcome and we deliver a lean project to the owner and the community. With the use of technology, sometimes the cost savings are huge and it is satisfying knowing I helped to do that.

What’s next in infrastructure for you? How do you see that trend shaping the work you do today?

There are a lot of new trends that are helping us with what we do every day when it comes to coordination through BIM technologies. To name a few, I seek to learn and grow more by using:

• 3D Printing: This helps us understand the dynamics, functioning and efficiency by analyzing a structure through its look and feel, which is not possible in 3D models.
• Prefabrication: This is something I see picking up speed in the near future where modular and prefabricated construction can reduce the time of the coordination project and increase its efficiency.
• Internet of Things (IoT): IoT has the potential to transform the entire BIM modeling and project installation process. IoT can simplify the process of data release to pre-fabrication workshops, general contractors and modelers. It can also help us a great deal in capturing real-time data that can be used to augment the design on the construction sites.

What advice would you give to someone pursing a STEM education or a career in the AEC sector?

Enhance your skill set: The AEC sector is dependent on specific technology tools. These tools are continuously being upgraded and new tools are being introduced into the market. My advice to the people wanting to build a career in this sector would be to keep up with the newest advancements and learn new tools and see how effectively these tools can be used on the projects they are going to work on.

Learn and apply: Applying lessons learned is another great advice which should be practiced as you are gaining experience from project to project. It would greatly affect the progression and completion of the project on-time and with good quality.

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