Ameet leads our residential sector across the UK&I, collaborating with teams in project management, cost management, engineering and sustainability to deliver a wide range of residential projects that truly make a difference. Working with our clients across a range of residential asset classes, including housing, strategic land, later living, student accommodation, open market, build to rent, co-living, affordable, social, urban regeneration and city centre high-rise towers, his focus is on creating places that are practical, sustainable and built to last.

With over 15 years of experience in the construction industry, Ameet has led major residential and regeneration projects from concept to completion. His leadership approach combines commercial understanding with a strong commitment to quality, teamwork and doing things the right way, values he sees as essential to shaping the future of housing delivery.

Tell us about what inspired you to join the industry.

I grew up in a thriving region where development and opportunity were part of everyday life.  From an early age, I was fascinated by how cities grow and evolve. That curiosity was fuelled further through international travel — visiting New York, San Francisco and Hong Kong — and gave me firsthand insight into how ambitious construction and planning can transform communities. Those experiences inspired my ambition to be part of shaping the built environment.

Academically, I had strengths in both numbers and literature. This naturally led me toward quantity surveying, contracts and procurement, disciplines that blend structure, logic and communication. Over time, that evolved into a passion for project management and delivering complex, multidisciplinary projects that bring teams together to achieve shared goals.

I’ve always felt a strong connection to the Royal Institution of Chartered Surveyors (RICS) and the professionalism it represents. I take pride in upholding traditional values of accuracy, integrity and accountability. For me, success is as much about how we deliver projects as what we deliver.

What are the biggest issues currently facing the residential sector?

The residential sector continues to face a series of evolving pressures that affect both project viability and delivery.

Viability remains a key consideration, shaped by the cost of finance and rising labour, material and plant costs. Together, these influence scheme viability and investment confidence, particularly in higher-cost markets.

Planning processes also continue to extend project timelines, requiring early coordination and realistic programming to maintain momentum. In addition, the implementation of the Building Safety Act has introduced new stages and requirements that form an important part of ensuring safe design and construction. While essential for compliance, these processes, including updated design measures such as second staircases and Gateway 2 reviews, can add time to project programmes and require proactive management across all parties.

Another key factor is the skills shortage across the UK construction industry, which continues to impact delivery capacity. This has encouraged the sector to think more innovatively about how we design and build, exploring new methods to increase efficiency, consistency and quality. I have been involved in several projects adopting modern methods of construction, which not only help to address resource challenges but also drive improved sustainability outcomes and predictability in delivery. By constantly challenging design and embracing innovation, we can unlock real value for clients and create more resilient project models for the future.

Finally, sustainability continues to drive change. Clients and developers are setting ambitious goals around carbon reduction, circular economy principles and social value. Balancing these aspirations with cost and delivery pressures requires innovation, collaboration and strong technical leadership across every stage of development.

Tell us a story of how your work positively impacted the community.

Throughout my career, I’ve been fortunate to work on a range of projects that have brought lasting benefit to local communities, from housing and regeneration to specialist living and even the London 2012 Olympics, which has left a distinct legacy.

A particular area I’m passionate about is later living, having delivered several large retirement village developments designed to connect senior residents to their local communities through place, amenities and shared outdoor spaces. These projects provide environments where people can live independently while remaining active, engaged and connected to others, something that has a real social impact beyond the buildings themselves.

I’ve also been involved in several student accommodation campus and apartment build to rent projects, which have helped define a new generation of living. By integrating amenities such as music studios, cafés, shared lounges and landscaped public realm, these developments have created communities and enhanced the student and professional experience.

Most recently, I’ve worked on the Smithfield Birmingham masterplan with Lendlease, a landmark regeneration project at the heart of the city. Achieving planning consent for this major scheme was a significant milestone, paving the way to transform underused land into a vibrant, mixed-use neighbourhood. With construction now progressing into the build-out phases, it’s exciting to see that vision becoming a reality.

Across all these projects, the unifying theme is collaboration, working with clients, local authorities and residents to deliver places that have a positive and enduring impact on people’s lives.

Share a piece of career advice.

My advice to anyone in this industry is to stay engaged, open-minded and reflective. Every project, conversation or client interaction offers a chance to learn something new. Even the small moments can teach you how to communicate, adapt or solve problems more effectively.

Seek out hands-on experience early in your career. Spending time on site builds a real understanding of how projects are delivered and gives you confidence in your decision making.

Take every opportunity to gain early exposure and learn from senior professionals. Sit alongside partners and directors, observe how they think, lead and build relationships. Those lessons in judgement and communication are invaluable.

Take pride in your work, whatever the task may be. The quality of your outputs, from reports to presentations, reflects your professionalism. Always take a client-first approach, pausing to understand the world from their perspective.

Equally important is developing strong people skills. You’ll work with individuals from diverse backgrounds, experiences and cultures, both locally and internationally. Being able to connect, communicate and collaborate effectively is at the heart of successful project delivery.

And above all, enjoy what you do. When you’re genuinely passionate about your work, that enthusiasm shines through in the outcomes you deliver and the teams you lead. Passion is what sustains a career in construction and what makes it so rewarding.

The post People Spotlight: Meet Ameet Singh Heir appeared first on Blog.

Tell us about your journey. What drew you to a career in architecture and design, specifically in collegiate sports facilities?

Born and raised in Kansas City, I grew up surrounded by sports. I attended the University of Kansas and during my time there was introduced to sports architecture and the niche sports market in Kansas City. After graduation, I went on to work for HNTB for 13 years and 7 years at DLR Group. I joined ArchTam in 2024 as Director of Collegiate Sports, dedicated to driving innovation and excellence in the design and renovation of stadiums, arenas and training facilities across the nation. I’ve led projects in the collegiate space with ArchTam at universities such as the University of Central Florida, Tulane University and East Texas A&M.

You’ve spent over 20 years focusing on public assembly venues and athletic training facilities. What’s kept you passionate about this space?

I’ve worked on basketball arenas, football stadiums and training facilities across the nation that are all unique in their own way. Though the programs can be similar, it comes down to how you handle them, how you site the building and how people end up using the building. I grew up loving sports, so being able to turn on college basketball and see the legendary arenas that I’ve worked on is a rewarding feeling that keeps me going.

As Director of Collegiate Sports, how do you define “next-generation” sports environments?

We’re witnessing a more revenue-focused generation than we’ve seen in the past. For us, it’s all about creating environments that everybody wants to be in as opposed to staying at home and watching games on TV. The other factor that we’re seeing is more integration with technology. Venues are now utilizing apps to order concessions and interact with the space. The integration of technology and improving the fan experience will only continue to evolve.

Your leadership style emphasizes mentorship and collaboration. How do you cultivate that culture within your teams?

Honesty, openness and willingness to communicate with the team — particularly the reasons why we do something, not just what we’re doing. I’m always trying to cultivate people to think critically, be engaged and ask the question “why.”

You’ve worked with some of the most iconic collegiate programs. Are there any standout projects or moments that have stayed with you?

My first project out of school was at the University of Michigan’s football stadium, “The Big House.” I’ve stayed in touch with the client for nearly 20 years and can tangibly see the success of the project watching Michigan home games. It really showed me that this industry is about much more than the project, it’s the relationship with people around the project you’ve built. Additionally, my work at Duke University’s Cameron Indoor Stadium remains a career highlight, as being part of such an iconic and historic arena left a lasting impression on me.

What major trends are shaping the future of collegiate sports facilities right now?

It’s crucial to embrace the local environment where the facility is being built. We’re beginning to witness the importance of real engagement of the region or city where the university is and showcasing pride in it. This can occur through things like having local vendors or theming aspects of the facility around something specific to that city. Sports anchored lifestyle and entertainment districts are being developed all over the country and they are very exciting to think about the integration of sports and lifestyle.

You’re currently leading several collegiate pursuits involving stadiums, arenas and training centers. What excites you the most about being a part of these world-class projects? 

When it comes to a competitive venue, you’re engaging in the way that the fans, alumni, donors and staff experience sporting events. It’s special to be able to say that you played a part in influencing new traditions or the way that people experience a game. We see opportunities on the horizon with some of the largest and most respected universities in the country that directly align with ArchTam as a firm.

What advice would you give to young architects or designers who want to enter the sports facility space?

There are so many more variables to consider when entering the sports architecture field as opposed to designing commercial spaces. You have to be able to collaborate with a large team and articulate the things that you’re interested in early on in your career. Be curious about why design is done in certain ways.  In my opinion, sports design is the peak of what we do because it impacts so many people.

The post Changing the Game: Meet Andrew Kelly appeared first on Blog.

For Monica Wilson, history isn’t just something to read about, it’s something to uncover, preserve, and share with communities. Monica has spent the past decade ensuring the stories embedded in our built environment remain part of the places we live, work and travel. Her passion for history shines through in every project, helping keep California’s rich heritage alive and accessible today, and for generations to come.

Tell us a bit about yourself — your role and career journey.

I’ve been with ArchTam since 2015, and it’s been an incredible journey. Before joining the team, I worked on historic preservation projects that first sparked my passion for protecting cultural resources. I grew up in Southern California and later headed north for graduate school at California State University in Sacramento, where I focused on historic preservation, and the history of the American West and California. That background gave me a strong foundation and ultimately led me to a career in historic preservation.

Most days start with research and planning, but that’s just a piece of the work. I spend a lot of time out in the field, boots on the ground, documenting resources and figuring out how projects might impact them. Tribal outreach is another important part of my work, making sure we honor and respect cultural heritage throughout the process. We support agencies meet their Federal regulatory responsibilities under the National Historic Preservation Act of 1966 and often work closely with agencies like the Federal Transit Administration, California Department of Transportation (Caltrans), the National Park Service, and local agencies. It’s work that combines technical expertise with storytelling and that balance is what keeps me passionate about what I do.

Transportation projects have been a major part of my career, and I’m thankful to be working in California where the highway system is one of the most intricate and expansive in the nation. I’ve had the opportunity to work on projects where even the roadway itself is historic, traversing districts that tell stories of engineering feats and cultural evolution.

Every project is a chance to protect history while supporting progress, and that’s what makes this work so meaningful to me.

How do you incorporate community involvement into your work?

Community is at the heart of historic preservation. It’s not just about old buildings, there are so many resource types we analyze, including landscapes, bridges, roads, dams, canals, farms and utilities, that hold meaning for the people who live there. These resources are often the lifeblood of neighborhoods, symbols people connect with and care deeply about.

One of my favorite parts of the job is uncovering stories that even longtime locals didn’t know existed. Sharing those discoveries is so rewarding, especially when clients incorporate them into interpretive panels or websites that offer such a public benefit and celebrate local history.

Southern California is where this work feels especially personal for me. I was born and raised in Riverside County, and the region’s diversity of resources and communities makes every project unique. From Los Angeles to the Inland Empire to San Diego, I’ve seen firsthand how our work impacts communities in meaningful ways.

Preserving the look and feel of a corridor or integrating historic buildings into modern designs helps maintain a sense of place.

Talk to us about a project that has been a major highlight of your career.

Two projects stand out for me. The first is our ongoing work at National Aeronautics and Space Administration (NASA) Ames Research Center, where we’ve surveyed numerous historic-age properties across the campus. Each with its own story about America’s space program and scientific innovation. This long-term effort, which began in 2014, is providing Section 106 compliance services for facility improvements to further cutting-edge research, all while preserving their historic integrity. It’s a fascinating intersection of science, design, history and innovation.

Another highlight was the cultural resources effort following the Palisades and Eaton wildfires in Los Angeles. Our team worked quickly to document the historic properties within the impacted communities, like the Andrew McNally House in Altadena and the Department of Water and Power Distributing Station No. 29 in Palisades, both of which were designed by master architect Frederick Roehrig. Our team provided monitoring during the private property debris removal process to protect archaeological sites. The work was challenging, but documenting the area’s history ensures that even after loss, communities can continue to honor and celebrate their heritage.

Share a piece of career advice.

One of the most rewarding parts of this work is helping position people for success and supporting young professionals as they grow. My best advice is to get to know your team and their strengths. Cultural resource management is complex, no one person can do it all. If you don’t know how to do something, know who to ask. Collaboration is key, and watching a well-coordinated team tackle challenges efficiently is both inspiring and a reminder that great outcomes come from leveraging collective expertise.

The post People Spotlight: Meet Monica Wilson appeared first on Blog.

Stadiums and venues are more than just structures — they are cultural landmarks that bring communities together, inspire loyalty and create lasting memories. As we look to the future, the challenge lies in redefining these spaces to meet evolving expectations while embedding sustainability, technology and inclusivity into every aspect of their design and operation.

Key challenges in reimagining the fan experience

The fan experience is no longer a one-size-fits-all journey. Fans today demand personalization, seamless engagement and opportunities to co-create their experience. At the same time, venues must address broader societal goals, such as reducing embodied carbon, integrating sustainable technologies and fostering community connections.

Our approach focuses on crafting spaces that balance economic output with emotional resonance. Whether designing new stadiums or renovating existing ones, the goal is to create venues that reflect the identity of the city, its people and its culture, hence making them irreplaceable.

Elevating fan journeys through innovation

To reimagine and elevate the fan experience, we prioritize innovation across the entire lifecycle of venue design and operation, focusing on 3 key areas:

1. Personalization and inclusivity:

• Every fan should feel seen and valued. By mapping diverse fan journeys, we create opportunities for engagement and re-engagement, ensuring that each touchpoint resonates with the individual.
• From immersive screens to strategic hospitality moments, technology amplifies the experience without overshadowing the venue’s unique character.

2. Seamless integration of technology:

• Digital tools act as amplifiers, enhancing the physical experience rather than replacing it. Smart controls, immersive displays and interactive touchpoints are strategically integrated to elevate the fan journey.
• Future proofing venues means building for long-term adaptability while planning for rapid change at 5-, 10-, and 15-year intervals — reflecting how dramatically fan expectations have already shifted in the past five years.

3. Sustainability and circularity:

• By embedding sustainability into every stage  —from design to operations — we ensure venues remain resilient and impactful for generations to come.

Sustainability is also about future proofing. That means creating adaptable spaces and digital systems that evolve with the club and the fans. The most sustainable venues are active 365 days a year — hosting events, hospitality, community programming and content creation.

A sustainable stadium isn’t just energy efficient; it’s revenue efficient. And whether it’s a renovation or new build, the goal is a venue that stays relevant, flexible and connected.

Rethinking renovation for cohesion

Whether designing a new stadium or renovating an existing one, it’s important to create cohesion across the fan experience and tell a connected story. Every visit should offer opportunities for re-engagement, so fans feel like they are experiencing something new each time.

Every touchpoint along the fan journey should feel intentional, part of a seamless, holistic experience that increases dwell time, loyalty and ultimately drives revenue. The next generation of stadiums should not be defined by capacity, but by connectivity and by the ability to create moments that excite fans, elevate technology, and let them feel like co-creators in the experience.

Renovations can also be smart, sustainable moves, offering lower embodied carbon and potentially higher return on investment (ROI), but in all cases, the goal remains the same: to connect the economic output with the emotional output, building loyalty that sustains both fans and the project.

Connectivity builds community The future of stadium design lies in creating spaces that are both functional and unforgettable. By thoughtfully integrating design, technology and sustainability, venues can evolve alongside changing expectations, offering fans moments that resonate, inspire loyalty and invite repeated engagement. The most successful stadiums will be those that balance economic performance with emotional impact, creating spaces that reflect the culture of their communities while remaining adaptable for decades to come.

Connect with Andrea to learn more about our global Sports team.

The post Transforming stadiums and arenas into next-generation experiences appeared first on Blog.

You’ve worked on major sports venues globally. What lessons from these projects do you bring to new developments?

Each new venue raises the bar in terms of design ambition, technology integration and user expectations. Allianz Arena was groundbreaking in the use of ETFE in its façade, which not only gives it its iconic visual identity but makes it highly durable. AAMI Park, with its lighter yet complex roof, pushed the boundaries on structural analysis and optimisation.

These experiences have shaped our approach to projects like Macquarie Point Stadium, where we’ve combined lessons from innovations on past projects with cutting-edge tools to understand occupant comfort and pitch performance and test different stadium forms until we find the best based on structure, performance, cost and aesthetic. The focus is always on elevating the fan experience, embedding flexibility for future uses, and ensuring the venue can adapt to evolving event formats and technologies.

How do you ensure stadium designs cater to both spectators and athletes?

Over a typical 3–4-year design and construction process, technology and user expectations evolve significantly. The design needs to anticipate how future technologies may impact the built form and how spectators experience the venue.

At Macquarie Point Stadium, we placed significant emphasis on comfort modelling to ensure all public areas are welcoming all year-round. This caters to interstate travellers who expect a similar fan experience to what they are offered in their home city. Our design prioritised intuitive circulation, quick egress, universal access and proximity to food and beverage, all within a distinctive architectural setting. For athletes, we designed high-performance environments: generous change facilities with dedicated physio/strapping area, aqua recovery, optimal playing surfaces, airflow and temperature control, and secure, efficient arrival and departure routes.

Increasingly, venues are designed to foster closer interaction between fans and athletes, with premium experiences, such as field club lounges, and pitch-side access. Event overlay flexibility is also critical to support a wide range of uses beyond sport.

How do you maximise value while balancing functionality, sustainability and long-term operational costs?

Technology has transformed how we design. We can test and iterate far more options than ever before, allowing us to optimise for performance, cost and sustainability.

A multidisciplinary, integrated design approach is best, bringing together architecture, engineering and specialist disciplines under strong design leadership. This is the right approach for coordination across technical disciplines and delivers the best project outcomes.

At Macquarie Point Stadium, sustainability was embedded into the design from the start. We assessed embodied carbon across design options, giving the client clear visibility into the environmental and financial impacts of every decision. Passive design strategies and efficient spatial planning also help reduce the venue’s long-term operational costs. A venue’s unique architectural identity and adaptability can drive long-term value by attracting more events. A durable, future-proof design reduces maintenance costs.

How do you design sports and entertainment venues to serve their communities well beyond the initial investment? 

Flexibility is key. Venues must be able to evolve to suit different event types, audience sizes and community needs. Equal access is a non-negotiable. Everyone, regardless of mobility and ability, deserves an unforgettable fan experience.

We also activate the venue’s perimeter to create a vibrant precinct, even on non-event days, integrating retail, hospitality and community spaces for year-round entertainment, quality of life benefits and economic value for vendors and the city. Holistic precinct planning ensures the venue is embedded in its urban context, with strong connections to public and active transport routes, and other commonly frequented, surrounding public spaces. Function spaces are designed for versatility, supporting everything from grassroots sport to major events.

At Macquarie Point Stadium and its surrounding precinct, features like The Goods Shed (historically used for railway operations and redeveloped into a hub for a range of entertainment events), the signature roof design, and proximity to the CBD help create a unique identity, sense of place and connection to other spaces.

What excites you most about future sports and entertainment infrastructure in Australia? 

Australia’s approach to sports infrastructure is unique. Unlike international markets, where venues are driven by franchise success, many Australian venues are publicly funded and deeply connected to their communities. The MCG is a great example: iconic not just for one team, but as a shared cultural landmark. This shapes how we design, focusing on inclusivity, affordability and broad appeal. Australia’s strong sporting culture that permeates across all cities, regions and towns means there’s ongoing demand for high-quality venues that meet modern fan expectations, even outside of major cities.

Events like the 2032 Brisbane Olympic and Paralympic Games will catalyse a new wave of investment, not just in Brisbane, but across the country. This presents a tremendous opportunity to renew our national infrastructure and attract global entertainment acts. It’s an exciting time to design venues that are accessible, functional and culturally significant.

Describe the feeling you get when you sit in a stadium you’ve designed, as a fan.

When I am in a venue I designed, I initially can’t stop myself from ‘inspecting’ some of the key details that took time and thinking to resolve. But after some time, I settle and enjoy the event and experience of the space. The memories of the design and the construction process often remain vivid.

It’s rewarding to see something that I spent years imagining come to life. Observing how large crowds share experiences and enjoy the space in the way it was anticipated brings me joy and pride.

The post Changing the game: Meet Jochen Ristig appeared first on Blog.

In this blog, Marc Colella, ArchTam Fellow, examines how digital innovation can help cities and portfolio owners accelerate their net-zero transition while safeguarding long-term value and livability.

What’s the urgency?

The built environment remains responsible for nearly 40 percent of global carbon emissions, making it both a major contributor to climate change and a crucial lever for mitigation. Although progress has been made — the sector’s carbon share has dropped from 39 to 37 percent in just five years, energy intensity is down 15 percent since 2010, and renewables now supply almost one-third of global electricity — the momentum remains uneven. High retrofit costs, regulatory complexity and rising investor expectations are placing pressure on portfolio owners to act decisively.

Key barriers to portfolio decarbonization

The pathway to portfolio decarbonization remains constrained by several persistent challenges, especially related to mobilizing technology. The four digital and systemic barriers that must be overcome to unlock large-scale transformation are:

1. Data fragmentation – Asset-level carbon and energy data is often trapped in silos across diverse geographies, sectors and standards.
2. Regulatory complexity – Over 40 national carbon regulations exist worldwide, each with distinct formats, verification processes and disclosure requirements that complicate cross-market alignment.
3. Scope 3 tracking – Indirect emissions, often forming the majority of a portfolio’s carbon footprint, remain largely untracked or inconsistently measured.
4. Technology infrastructure – Many organizations still rely on disconnected digital tools. Scaling a digital platform across markets with different cybersecurity and data laws is a significant undertaking.

Despite these challenges, the pace of digital evolution in the built environment offers reasons for optimism. Over the past decade, the industry has moved from static spreadsheets to predictive digital twins, and from manual compliance to AI-powered climate intelligence capable of optimizing investments in real time.

The next frontier is integration, which includes building scalable ecosystems that link data, technology and human insight. This approach allows for simulation, planning and action across entire portfolios, which then turns decarbonization from a fragmented exercise into a coordinated, data-driven strategy.

Portfolio Decarbonization Transformative Framework

To guide this transition, we’ve developed a Portfolio Decarbonization Transformative Framework, mapping five domains where digital transformation must occur simultaneously for decarbonization to reach its full potential. Each domain connects people, processes and technologies in one shared ecosystem, ensuring that every stakeholder from portfolio managers to facility operators can act on consistent, real-time insights.

The potential benefits are clear:

• 35 percent reduction in operational emissions.
• 40 percent higher return on investment (ROI) on capital works.
• 95 percent faster regulatory reporting.

The framework also underpins our pioneering work in Portfolio Carbon Capital Optimization, an approach that integrates financial and carbon intelligence to optimize investment decisions across complex asset portfolios.

Turning strategy into action: The role of digital twins

The Portfolio Carbon Capital Optimization Framework is a digital planning twin designed to optimize both carbon reduction and cost performance across entire asset portfolios. It unites a suite of analytical tools within a shared data ecosystem, enabling portfolio and facility managers to make coordinated, data-driven decisions. Using an optimization algorithm, it generates capital works programs that balance carbon reduction, cost efficiency, and compliance priorities.

By connecting users, tools and data across disciplines and systems through a centralized data lake, the platform delivers consistent, real-time insights across all assets, thus transforming strategy into actionable and financially defensible pathways toward net zero. Beyond portfolio management, it also serves as a model for how city-scale digital ecosystems can inform infrastructure planning, energy transitions and investment prioritization.

Advancing the decarbonization agenda

Accelerating decarbonization requires more than technology. It requires commitment, leadership and systems thinking. Resilient city-making is a collective endeavor, driven by the shared goal of achieving a net-zero, inclusive urban future.

So, what are some of the next steps the industry can take?

• Approach decarbonization as a portfolio-wide challenge, not an individual asset issue.
• Establish a digital framework that unifies data, personas and outcomes.
• Align capital programs with carbon optimization, prioritizing the execution of projects with the lowest returns to maximize overall impact.
• Adopt an open ecosystem approach — recognizing that no single technology or organization can deliver the full solution alone.

Our work alongside clients, governments and industry partners helps to turn climate goals into actionable pathways — helping shape cities that are not only decarbonized, but also equitable, connected and ready for the future.

The post Urgent acceleration on decarbonization strategies for resilient cities appeared first on Blog.

Can you briefly introduce ArchTam and explain how the company’s approach to airport design and infrastructure supports the broader air transport ecosystem, particularly in terms of sustainability, efficiency and passenger experience?

We design and deliver airport environments that go beyond transport infrastructure — creating ecosystems that connect cities, economies and people. Our integrated capabilities span every element of aviation development, from terminal design, airfield planning and engineering, to program management and implementation.

By combining global expertise with local insight, we help airports deliver efficient, sustainable and passenger-centric solutions that respond to evolving operational needs. Our multidisciplinary approach ensures every project — whether a terminal upgrade, new concourse or regional airport expansion — enhances the passenger experience while driving long-term value for our clients and the broader air transport ecosystem.

What inspired ArchTam to become a Gold Sponsor of APEX FTE Asia Expo, and what are your strategic goals for this participation? Are there any specific projects or innovations you’re hoping to showcase or discuss?

Our decision to sponsor APEX FTE Asia Expo reflects our deep commitment to advancing the future of aviation across the Asia-Pacific region. This event brings together the people and ideas shaping the future of air travel and offers a platform to share insights from our ongoing work at many airports such as Brisbane, Melbourne and Sydney.

FTE Asia provides an invaluable opportunity to connect with industry leaders, share lessons from these regional programs, and explore new approaches that combine global best practice with local delivery. Our focus is on showcasing how innovation in design, digital integration and sustainability is accelerating the next generation of airports across Asia.

You’re speaking at APEX FTE Asia Expo on “Innovative airport expansion efforts that will deliver memorable travel experiences and enhanced operations.” What insights and innovations will you share in your session, and how do you see these shaping the future of airport design?

I’ll be sharing how innovation in design and delivery is reshaping the way airports evolve, from global trends in modular construction to localized sustainability strategies.

One of the key messages is that innovation isn’t about chasing trends; it’s about creating adaptable, human-centric environments that stand the test of time. We’ll also discuss how modularity, prefabrication and digital twins are enabling airports to expand efficiently while maintaining seamless passenger experiences.

How is ArchTam approaching sustainability in airport design, and what role do digital technologies play in achieving sustainability goals within air transport?

We embed sustainability from the very first sketch, not as an afterthought. Our strategy focuses on:

• Net-zero energy systems such as electrified fleets, on-site renewables and district cooling.
• Circular construction using low-carbon materials and modular reuse.
• Climate resilience through planning for heat, storms and sea-level rise.

We align with frameworks like LEED, BREEAM and Envision, but the real innovation comes from connecting design, operations and community impact into one sustainability narrative. On top of that, digital tools like digital twins play a critical role in allowing us to simulate performance, optimize energy use and track long-term sustainability outcomes.

With ArchTam’s experience in delivering some of the world’s largest airport transformations, what are the biggest challenges the company faces when embarking on complex airport projects, and how does ArchTam overcome them?

Airport expansions are inherently ambitious. The biggest challenges are:

• Financial: Managing inflation, funding models and cost volatility.
• Operational: Working in live airport environments while minimizing disruption.
• Stakeholder: Aligning diverse interests across airlines, regulators, investors and communities.

We address these through modular, phased delivery strategies that allow scalability with demand, and by leveraging digital twins and flexible governance models to maintain alignment, transparency and trust throughout delivery.

In terms of innovation, what do you believe are the next big trends in airport design and infrastructure that will revolutionise passenger experiences in the next five to ten years?

We’ll see continued acceleration in human-centric innovation, where technology enhances, rather than overwhelms, the travel experience.

Key trends include:

• Invisible security and distributed screening for seamless movement.
• Adaptive design that grows with operational needs through modular systems.
• Smart infrastructure powered by data, automation and sustainable energy systems.

Ultimately, the next generation of airports will be remembered not for their scale, but for how they make people feel.

How can attendees best connect and engage with you and your team during the event, and is there a key message or insight you’d like to share with them in advance?

We’d love to connect during sessions or ahead of time to discuss the future of airport design. We’re always excited to share insights on creating human-centric, innovative infrastructure that elevates every journey, so please connect with us to help shape airport experiences that inspire and delight.

The post In conversation with Yvonne Bilshausen at FTE Asia appeared first on Blog.

David Cheshire is a director at ArchTam and leads a team of sustainability experts who provide advice on net zero, circular economy, low embodied carbon, building performance, and net positive, regenerative design. His team covers building assessments, including LEED, BREEAM, WELL, SKA, NABERS, embodied carbon assessments, the UK Net Zero Carbon Building Standard, and soft landings. David is the author of Building Revolutions, The Handbook to Building a Circular Economy and the newly released Regenerative by Design, which explores how buildings can have a positive impact on the planet, becoming an active part of the ecosystem. He has also authored the Chartered Institution of Building Services Engineers (CIBSE) guide to sustainability and CIBSE TM54, a widely adopted industry standard for evaluating the operational energy performance of buildings at the design stage. 

Tell us about what inspired you to join the industry.

I grew up in the countryside, surrounded by nature, and I spent much of my time making dens and treehouses from scavenged materials. I think it was my upbringing and the growing awareness of global warming back in the late eighties that inspired me to become an environmentalist. I was also always fascinated by buildings, and so when I went to university all my building design assignments included natural ventilation with thermal mass and openable windows. I even drew red and blue arrows to illustrate the movement of hot and cold air in the design until a lecturer pointed out that drawing arrows didn’t mean the air would flow as I intended! It was a simple yet powerful insight. So, I decided to dive deeper and pursue a master’s degree in Energy and the Built Environment, where I learned all about heat transfer and modelled buildings in Tas — a tool that was then at the forefront of dynamic simulation.

My dream job was to become involved in environmentally conscious buildings and when I started working with Miles Attenborough in 1997, I knew I’d found the right career. Miles is still my boss nearly thirty years later.

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

My favourite project has been working with the Greater London Authority (GLA) on implementing its circular economy policies. By lucky timing, I published my first book on applying the circular economy to the built environment a year before the GLA published its new draft London Plan.

The GLA introduced new policies on circular economy buildings into the draft London Plan and they asked whether they could include one of the key diagrams from my book. My diagram summarises the circular design principles, including prioritising retention of existing buildings, design for adaptability, and design for disassembly. The GLA adopted these design principles to assess the circular economy design of projects applying for planning permission.

Since then, I’ve had the good fortune to work with the GLA to implement its policies. I helped to pilot the draft circular economy guidance, refining and updating it for publication. I then assembled a team that produced the review templates, proformas and assessment tools to create an enforceable system.

It has been a real privilege to have shaped the implementation of such a ground-breaking policy. Prior to the introduction of the policies, the amount of waste arising from the demolition and construction of buildings remained largely unknown, and retention and refurbishment were not prioritised. When I was writing my book, the term circular economy was very much a niche subject, so it has been brilliant to be part of the rapid change that has happened in London.

The progress in implementing the policies is reported annually by the GLA. The reports demonstrate that applicants are considering how London’s existing buildings can be retained for the future and are delivering best practice and industry leading strategies.

Tell us a story of how your work positively impacted the community.

It has been very rewarding working on several new hospital projects, including Moorfields Eye Hospital, Hillingdon and the Cambridge Cancer Research Hospital. All new hospitals must meet the National Health Service’s Net Zero Carbon Buildings Standard, and my team has been working to ensure that the buildings reduce their impact on the planet while providing essential healthcare services for the community.

In addition to cutting embodied carbon and operational energy use in the designs, we have emphasised the importance of learning from our projects already in operation. To support this, Richard Mann and I launched the EVOL^+VE initiative within ArchTam in 2019. The program encourages our engineers to revisit projects a year or more after completion to gather valuable feedback from the building operators and occupants, and to review the building performance against the design intent. We initially implemented EVOL^+VE on healthcare projects, where it has provided invaluable insights on how to make buildings work better for the people, planet and for the budget.

These valuable lessons learned have influenced new projects, including the use of 3D walkthroughs to demonstrate key building functions to operators and occupants, and designing out complexity to ensure comfort and ease of operation.

I have had the opportunity to apply these learnings as the Government Soft Landings Champion for the Cambridge Cancer Research Hospital project. Soft Landings is all about ensuring a smooth transition from design to operation — fine-tuning the building to perform as intended. This approach includes ongoing support from designers and constructors after completion to resolve any early issues, and actively involves building occupants and operators in the design process to ensure that there is no gap between expectation and reality.

I had always been inspired by the potential for buildings to leave a positive impact on the planet. When I saw the idea of regenerative design start to take root in the UK, I decided to write my third book on the topic. The idea of regenerative design is to create a built environment that becomes an active part of the ecosystem, rather than one that takes from the planet. It recognises that the ecosystem is our life support system — without it we would have no fresh water, edible food and breathable air. Since it was published last year, I have been asked to present at numerous events and directly to many developers and architectural practices. From the feedback I’m getting, it’s proven highly popular and an inspiring topic for the whole design and construction community.

I’m passionate about helping avert the worst impacts of climate change. It’s an impossible task for one person, so I believe it’s essential to set out a vision for progress and encourage others to join in shaping the path forward. I hope my work will inspire at least one person to better align their design for a project with the natural world. We are, after all, all part of nature and utterly dependant on having a healthy ecosystem for our continued existence.

Share a piece of career advice.

Firstly, I think it’s crucial to find a good leader and mentor to work with, who respects you and is keen to develop your career and support you. Then I think you should try and work in an area that you are passionate about. I’ve been incredibly lucky to have found both a great place to work, a great line manager and an area of work that I’m passionate about.

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Riyaz Sheikh, P.Eng., is a professional engineer and senior project manager with 18 years of experience in transportation infrastructure. He spent seven years with the Ontario Ministry of Transportation (MTO), where he contributed to MTO’s Planning and Preliminary Design Process Guidelines, which continue to drive innovation across landmark projects. Riyaz has led major highway projects across Ontario using various delivery models, including feasibility, planning, preliminary design, detail design, design-build, technical advisory, alternative finance and procurement projects. His expertise is also extensive in constructability, stakeholder / third party management, value engineering, risk management, and utility relocations. He is also a certified project manager through ArchTam’s program, which is recognized by the Project Management Institute.

In addition to his design portfolio, Riyaz has experience in construction inspection, construction contract administration, and value engineering.

Tell us about what inspired you to join the industry.

My passion for shaping infrastructure and delivering strategic projects is what drew me to the transportation industry. Growing up, I was inspired by how transportation networks shape lives in one form or another, whether that’s by connecting communities, supporting economic development, or enhancing quality of life.

Throughout my career, I have been motivated by the opportunity to lead complex, multi-disciplinary projects that address today’s mobility challenges through innovative solutions, while also creating lasting value for future generations. Joining this industry allows me to combine my technical expertise with a broader vision for sustainable, resilient infrastructure, aligned with ArchTam’s values.

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

This is a tough one as I have had the opportunity work on so many meaningful projects at ArchTam. One that stands out is my leadership role as Deputy Project Manager, leading the delivery of the Bradford Bypass Preliminary Design and the West CMGC Detail Design, two of Ontario’s highest priority transportation projects.

The Bradford Bypass is a new controlled access freeway between Highway 400 and Highway 404 in the northern Greater Toronto Area of the Canadian province of Ontario, designed to ease the growing traffic congestion in Simcoe County and York Region, while supporting economic development across the Greater Golden Horseshoe. There are proposed full and partial interchanges, as well as grade separated crossings at intersecting municipal roads and watercourses, including the Holland River and Holland River East Branch, which are complex, lengthy multi-span structures spanning over 550 and 700m in length, respectively. The freeway will facilitate a staged approach in sections with an interim four-lane configuration and an ultimate eight lane design for the Bradford Bypass.

This project brings together the very reasons I became an engineer: solving complex challenges, working collaboratively across different engineering disciplines, and delivering real benefits to the public. Some of the key challenges were not only technical, but also had other components such as engagement, risk and schedule management, and environmental facets that were just as critical to the outcome of this project.

One of the major hurdles on the Bradford Bypass was to lead and navigate the shift from the long standing MTO Class Environmental Assessment (Class EA) process to the new requirements under Ontario Regulation 697/21 with a very aggressive project schedule. The original project approvals were rooted in the Class EA framework from the late 1990’s, but regulatory changes meant that we had to essentially modernize and re-evaluate the project through a project specific environmental process. There were no previous examples to draw from as this project would serve as a precedence and pioneer for establishing the framework for projects moving forward. This required updating previously completed technical work, carrying out new environmental studies, re-engaging with Indigenous communities and stakeholders, and aligning with today’s higher standards for environmental protection, consultation, and documentation. While challenging, this transition allowed the project to meet current legislative requirements and provided a stronger, more defensible foundation for design and future construction. In addition, the transition to Ontario Regulation 697/21 also gave us an opportunity to engage more meaningfully with Indigenous communities. Through expanded consultation, we were able to build stronger relationships, listen more closely to community priorities, and incorporate their feedback into the project planning. This process not only strengthened trust but also left a positive impression, creating a foundation for ongoing collaboration and mutual respect as the project moves forward.

The Bradford Bypass West CMGC Detail Design is being delivered on a compressed 20-month schedule, with two early works contracts (2024 and 2025) followed by a final contract in 2026. This approach required closer collaboration with the CMGC contractor, conducting due diligence to confirm that design decisions were constructible, cost-effective, and properly sequenced. At the same time, our team must manage very complex staging along Highway 400, working around the active Highway 400/88 Interchange project while also advancing innovative solutions such as segmental structures for the freeway-to-freeway interchange. Despite these challenges, both early works packages were delivered on time, keeping the project firmly on track for major construction in 2026.

Equally important, the CMGC model has fostered a strong partnership between MTO, the CM, and ArchTam. In an industry where designers, contractors, and owners often work in silos, this collaborative approach-built trust, streamlined decision making, and reduced project risks. The result is not only continuing to be a technically successful project, but also a new model for how complex infrastructure can be delivered when all partners are aligned behind the same goals.

While this project is technically demanding, it reinforces why I became a technical professional. It’s a clear example of how thoughtful planning, strong partnerships and technical excellence can result in lasting improvements to safety, mobility and quality of life. Seeing how careful planning and engagement can create lasting, positive change is exactly what continues to drive my passion for this field.

Tell us a story of how your work positively impacted the community.

Well planned transportation systems do more than just move vehicles; they improve how people live by reducing congestion, shortening travel times to and from work, school and essential services, and making travel safer and more reliable. Through direct engagement, whether in consultations, public information centres (PIC), or face-to-face interactions, I have had the opportunity to connect with a wide range of individuals, including members of the public, stakeholder groups and Indigenous communities.

A memorable example is the Class EA and Preliminary Design for the QEW/Glendale Interchange Improvements, which featured Ontario’s first Diverging Diamond Interchange (DDI). We held two PIC’s and also presented at a passionate town hall with more than 1,000 people in attendance. The community was close knit, with many older residents, businesses, and a heavy reliance on tourism, so there was understandable concern about how the new interchange, service roads, and accesses would affect daily life and local businesses.

By listening carefully to those concerns, we refined the design to minimize closures during construction, simplify navigation, and support tourism by improving traffic flows. Key changes included larger skews for the DDI, wider lane widths, enhanced signage, consistent treatments at nearby intersections, and large-scale visual plans to help the public clearly understand the changes. We also created space for a future Ontario Tourism Information Centre and facilitated better access to local businesses, including Canada’s largest open-air shopping centre. The response from the community was extremely positive, and their continued support throughout the project reflected the trust and confidence we were able to build together.

These interactions have given me a deeper understanding of the diverse challenges and perspectives people face. Hearing their stories and concerns helped me approach each project with greater empathy and purpose. As an engineer, this insight enabled me to deliver tangible, practical solutions that addressed real needs, making my work not only technically sound but truly impactful on a human level, which is truly rewarding. It’s a constant reminder that what we build as engineers makes a real difference in the day-to-day lives of everyday people.

Share a piece of career advice

As the legendary hockey player Wayne Gretzky once said, “Skate to where the puck is going, not where it has been.” This mindset applies well to the engineering industry. It’s about anticipating change, staying curious and continuously learning. The ability to navigate complex regulatory, environmental and technical factors are crucial to continued success in this field. Our industry and the world are constantly evolving with new technologies, sustainability practices and innovative solutions to transportation challenges. To our benefit, ArchTam continues to promote innovation and development, and the results show with a suite of tools, expertise and networks that can be drawn upon. I encourage everyone to capitalize on the resources available to accelerate your career.

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Anthony is the Hotel sector lead for ArchTam’s Buildings + Places business in Europe. Based in the South East of the UK, he has a background in mechanical, electrical and public health (MEP) engineering. He has delivered complex hospitality projects, combining technical expertise with a strong focus on client vision, commercial strategy and the delivery of high-quality, efficient buildings.

Tell us about what inspired you to join the industry.

I initially began my career working for an MEP contractor before moving into engineering consultancy. That practical foundation has shaped how I approach design to this day. Understanding how systems are installed and commissioned in the real world has been a huge asset — especially on complex heritage buildings, where coordination is critical, and space is at a premium.

What really drew me in, and continues to drive me, is the collaborative nature of this industry. No successful projects happen in isolation — it takes designers, contractors, and clients all working together with a shared vision. I’ve always enjoyed being part of that team effort.

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

This has to be Raffles London at The OWO — a landmark transformation of the Old War Office in Whitehall into a luxury hotel and residences. The heritage, complexity, and ambition behind the project made it truly special.

The building’s historic status presented a number of technical challenges, particularly around spatial coordination, sustainability and the need to completely conceal services while delivering modern luxury standards. We embraced early-stage 3D design to resolve these constraints, using the latest digital tools at ArchTam’s disposal to accurately and quickly co-ordinate our services working closely with the design team to ensure nothing compromised the integrity or aesthetics of the building.

What really made the project stand out was how we delivered it — as One ArchTam. We brought together a global team working across time zones, with specialists from the UK and India all having a key input into the delivery of the project from completion to handover.

The finished result speaks for itself. It’s a once-in-a-generation project that sets a new benchmark for heritage-led luxury and I’m incredibly proud that ArchTam played such a pivotal role in making it a reality.

Tell us a story of how your work positively impacted the community.

On one of my first projects at ArchTam, I worked on a small but meaningful project — a primary school near an airport that had no openable windows due to noise constraints. The challenge was to design a ventilation system that would keep classrooms comfortable, healthy and well-ventilated despite being in a sealed environment and right under the flight path.

We developed a low-energy mechanical ventilation system with heat recovery, ensuring excellent air quality and thermal comfort without any reliance on natural ventilation. For the school, it meant pupils could concentrate and learn in a calm, well-ventilated environment all year round — without the roar of aircraft interrupting lessons!

This system had a real, tangible impact on the children, teachers and local community at that school. Projects like that remind you why what we do matters and is impactful.

Share a piece of career advice.

Build your mindset around client needs. When engaging with them, start by listening. Understand what they’re trying to achieve. The best outcomes are achieved when we align our expertise with their goals and focus on how we can support them — not just deliver a scope but add real value.

That mindset also applies within our teams. Don’t be afraid to speak up and ask “why?”— why are we doing it this way, why not try something better, why does this matter to the end user? Stay curious, stay engaged and keep learning from the people around you.

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