Carrie Henderson is a vice president based in Arlington, Virginia, where she serves as our East Region Environmental Health and Safety + Air (EHS+Air) Sales Director and Program Manager. As of October 2025, she is also the East Region Environment Federal Market Sector Lead. For over 25 years, she has combined her passion for science and policy with hands-on problem solving to help federal clients meet environmental goals. Known for her collaborative approach and clear communication, Carrie guides programs that facilitate compliance, protect people and strengthen communities.

What inspired you to join the industry?

My fascination with environmental science started young, sparked by Saturday mornings spent watching an environment-themed TV show called “Captain Planet” and a high school recycling project that led me to the National 4-H Congress.

As a chemistry major and one of the first environmental studies minors at Wake Forest University, I was fascinated with how science drives environmental policy and compliance. I realized environmental consulting would allow me to help a range of organizations reduce emissions and meet their environmental responsibilities.

This discovery led to my 25-year journey supporting clients across the U.S. on everything from regulatory compliance to sustainability planning. Throughout that time, my motivation has remained the same: to facilitate science and policy working together to protect people and places.

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

One of the most rewarding projects was developing the Department of Homeland Security’s (DHS) PFAS management program, which regulates a group of persistent chemicals found in firefighting foams and industrial products. Over three years, our team built the program from the ground up to help the agency address one of today’s most pressing environmental challenges.

We analyzed regulatory actions across all 50 states, developed policies that standardize PFAS management enterprise-wide and created an environmental management information system (EMIS) to collect and report data. We also designed and delivered training to help hundreds of environmental professionals across the agency use the system effectively.

The program we built helps DHS protect people and the environment while setting a foundation for continuous improvement. Helping clients protect communities and the environment is the kind of impact that makes this career so fulfilling.

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

As a military spouse, projects that improve the lives of service members and their families mean a lot to me.

I’ve supported the Headquarters Marine Corps (HQMC) Environmental Management Program for nearly a decade, leading initiatives that enhance environmental compliance, conservation and communication across installations.

One of the most impactful efforts has been supporting outreach for veterans and families affected by historic drinking water contamination at Camp Lejeune. Our team manages information distribution and operates a help desk staffed by veterans who can connect with callers through shared experience and empathy. It’s a reminder that environmental programs are ultimately about protecting people.

Beyond Camp Lejeune, our work with HQMC includes advancing PFAS management, air and water quality initiatives, and sustainability programs that directly improve the environments where Marines live and work. Knowing our work contributes to that mission is incredibly meaningful.

Share a piece of career advice.

My advice is to always deliver your best work and say yes to new opportunities, even when they push you outside your comfort zone. Early in my career, a major reorganization changed my trajectory overnight. Instead of seeing it as a setback, I treated it as an opportunity to redefine my path, which led me to larger program leadership roles. Whether I’m leading complex environmental programs that bring together multiple agencies or mentoring early-career professionals, I focus on accountability and communication. Those qualities build trust with clients, teammates and regulators — and that trust is the foundation for delivering lasting environmental solutions.

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Based on his NAVFAC Atlantic expertise, Mark was asked to support NAVFAC Pacific in Honolulu in early 2022. After a 6-month period of helping to establish technical leaders and processes, Mark returned to the U.S. East Coast to help advance NAVFAC Atlantic programs. He was appointed NAVFAC Atlantic CLEAN Program Manager in 2023. Mark is a registered Professional Engineer, a U.S. Small Business Administration (SBA)-certified Small Business Liaison Officer, and a trained facilitator in formal partnering and consensus-building techniques.

Tell us about what inspired you to join the industry.

After graduating with a bachelor’s degree in chemical engineering, I was exploring potential career paths before pursuing a more-specific master’s degree. I learned the environmental restoration field was largely staffed by civil engineers but had a growing need for chemical engineers. This demand stemmed from advancements in technology, a shift towards more complex treatment systems, challenging site conditions, and high-tech restoration methods. The opportunity to apply my background to these specialized challenges was compelling, and I’m glad I pursued it.

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

One of my favorite projects was when I was asked to manage a high-profile expedited environmental response action for an energy company at their New York headquarters. The company discovered that a Little League baseball field on their property contained mercury exceeding residential and child-based regulatory standards. They needed a prompt and comprehensive response to avoid delaying opening day!

Our team investigated the source and determined it was caused by an anti-fouling coating on commercially purchased grass seed, which was intended to prevent mold but contained substantial levels of mercury. We quickly selected and mobilized a remediation team to excavate the entire field and replace it with clean material. The replacement was unique in that it not only had to meet residential environmental standards, but also conform to the official soil and grass specifications required by Major League Baseball for Little League fields.

Working under a tight deadline and in close coordination with numerous stakeholders, including state and federal agencies, we completed the project two weeks ahead of the Little League opening day parade. The successful delivery met environmental, safety, and performance standards, while also earning strong appreciation from the local community.

What do you enjoy most about working with the Navy’s CLEAN Program?

What I value most about working with the Navy is the strength of the relationships and the shared sense of purpose. The CLEAN program combines discipline, structure, and organization with a high level of collaboration, which makes it both challenging and rewarding. I appreciate the process of aligning teams toward the same goal – advancing the regulatory process despite constraints from differing regulatory objectives or complex site conditions. This often requires regrouping, troubleshooting, and applying sound engineering structure to develop creative solutions rather than being limited by obstacles. I am proud to contribute to such a forward-thinking, solution-oriented environment.

The scale and diversity of the CLEAN program is also unique. The portfolio is large and multi-dimensional with more than 200 simultaneous projects across more than 25 states, which provides opportunities to apply best practices and integrate lessons learned across multiple projects. We implement consistent processes, streamline documentation, and maintain strong technical leadership with a fantastic array of diverse technical disciplines and leaders. This depth and breadth allows us to deliver work more efficiently and effectively.

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

I am really proud of our team’s work supporting a variety of clients as their upfront interface with local communities. When water supplies are found to exceed regulatory drinking water thresholds, our teams work closely with our clients to prioritize areas at greatest risk and take immediate action. This includes coordinating public meetings and information sessions, as well as engaging government officials such as senators, congressmen, and local leaders, so they can respond accurately to community questions.

The whole process – from public outreach to providing alternative or protected water supplies – is executed rapidly so that residents have safe drinking water without delay. Our team’s multi-disciplinary capabilities are critical in this effort. Experts within our Water business line have long-term relationships with the local water purveyors, which allow us to quickly navigate permitting, design requirements, and technical solutions. Being part of a collaborative effort that combines regulatory compliance, engineering expertise, and community engagement is extremely rewarding. The successful outcome for each community demonstrates the tangible benefits of integrating large-scale program resources and expertise to support public health.

Share a piece of career advice for those interested in program management.

Focus on consistent behaviors and accountability. It’s important to follow through on commitments, ask questions as the process evolves, and take a proactive approach to achieve effective solutions. Strong communication attributes are critical for professional growth and advancement, as well as building high-performing and collaborative program teams.

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In this blog, we speak to Chris Law, Regional Director and Central Government Lead within our Social Infrastructure market sector in the UK and Ireland.

He unpacks what meaningful, outcomes-led partnerships will be required in the decade ahead, as well as the trends and challenges shaping central government delivery.

Chris joined ArchTam over a decade ago and became Regional Director and Central Government Lead for Social Infrastructure in 2024. He previously led our Security and Resilience subsector within our National Security market sector, delivering projects for clients including the Foreign, Commonwealth and Development Office, Defence Infrastructure Organisation and the Ministry of Justice.

Since 2018, Chris has provided strategic leadership as Account Director for the Crown Commercial Service (CCS) Framework, overseeing high-quality, consistent delivery across our nationwide commitments. He also chairs the CCS Construction Professional Services (CPS) Social Value Focus Group, a role he has held since 2023.

Through this work, Chris supports CCS’s ambition to integrate procurement across UK government departments, driving more coordinated and efficient delivery while maximising social value for communities. Chris has taken on a range of roles within ArchTam and the wider industry in the past decade — each one building on his drive to lead, collaborate and push for better outcomes.

From your perspective, how has the relationship between central government and its delivery partners such as ArchTam in the UK & Ireland changed or evolved over the years?

We’ve seen a real shift to more collaborative and outcomes-focused partnerships.

Government clients increasingly want their delivery partners to be aligned not just to project scope, but to long-term policy goals. The discussion is evolving, focusing on the longer term: building capacity, prioritising ‘place-based’ decision making, developing wider relationships with small and medium-sized enterprises (SMEs), and aligning to the government’s long-term policy goals — whether that’s net zero, regional devolution or digital transformation.

Transparency is key. Frameworks like CCS have rightly pushed and developed guidance for early market engagement, the recent UK Industrial Strategy seeks to treat data as a shared, transparent asset, and the new Treasury Green Book is mandating that business cases for major infrastructure projects and programmes are published publicly.

I think these ongoing shifts are going to change the relationship between us and our government clients. I see a future where we have deeper, trust-based partnerships, with suppliers aware of data and pipelines much earlier and government deploying our advice and outputs more frequently.

You’ve worked with a range of government departments. What trends are you seeing in how the public estate is being shaped to support future needs?

The public estate is being reimagined with adaptability, sustainability and social value at its core. Place-based decision making is now at the heart of the recent Treasury Green Book updates, as well as a move away from simple benefit-cost ratios, which have been relied on too heavily in the past to appraise complex investments in the public estate.

Across our portfolios, we’re seeing a decisive move away from siloed, single-use buildings to more multi-functional, data-enabled assets that can integrate with evolving community and departmental needs. Recent announcements on the Cabinet Office’s ‘Places for Growth’ programme, for example, continue to double down on the ambition to move the centre of gravity out of London, with at least 50 per cent of UK‑based Senior Civil Service roles located regionally by 2030.

We’re also continuing to see how hybrid working has totally reshaped central office strategies. Almost all UK government departments are taking the opportunity to rationalise their footprints whilst investing in regional hubs and smarter workspaces. There’s a renewed focus on decarbonising assets through retrofit and modern methods of construction, and on embedding ESG principles from day one. The public estate is no longer just a cost on the balance sheet — it’s evolving to become a platform for delivering policy, wellbeing, innovation and wider community benefits.

How do you balance the technical complexity of major programmes with the need to leave a lasting legacy for communities?

Balancing complexity with legacy starts by embedding purpose into the project brief from the outset. One example is our work on the Defence Estate Optimisation Portfolio. It’s a technically complex and high-profile portfolio, spanning multiple sites and heritage assets, with stringent security requirements.

Allianced with other industry suppliers, our team have worked closely with both the Ministry of Defence and local community stakeholders to ensure that the outcomes aren’t just about military readiness and site disposal, but also about supporting local economies and improving the public realm.

For example, on a number of projects under the programme, we brought our social value specialists to the team to ensure our commitments to community outcomes were purposeful, impactful and achievable. We also prioritised low-carbon construction techniques and advised the client on how these could be more thoughtfully integrated with specific site security requirements. Technical excellence is essential, but lasting impact comes from making projects truly place-based, in collaboration with local stakeholders.

That goes back to why we shouldn’t think in a siloed way around the public estate. If the Ministry of Justice is planning a new prison, the question isn’t just about the prison itself — it’s about what this public asset can deliver for the wider community, local supply chains and how it can support broader regeneration goals. We need to continue working with government to reimagine our public estate cohesively and help to identify opportunities for regional devolved authorities to deliver more by simply approaching the challenge in an integrated way.

What excites you most about the opportunity to support government in delivering its ambitions over the next decade?

I always say to people joining our Central Government sector: you have the chance to be at the heart of solving some of the UK and Ireland’s biggest challenges. Whether it’s climate resilience, regional inequality, housing pressures or digital transformation, the UK and Irish governments have set out ambitious goals, and the scale of delivery needed over the next decade is not only a huge challenge but also a significant opportunity.

There’s a growing appetite for innovation, and it’s great to see our teams deepening their understanding of how government seeks to optimise its functions — and how we can support that. It’s also about how we use our sector-specific skills to respond to key challenges: unlocking better community outcomes, embedding nature-based solutions, empowering investment decisions, and shaping our services to enable those changes.

It really excites me that we are part of the change. I think organisations like ours are in a privileged position to serve not only as a technical delivery expert, but as a long-term partner to government, helping turn policy into tangible, real-world outcomes.

I heard a great quote at the recent UKREiiF (UK Real Estate Investment and Infrastructure Forum) conference, “If you don’t shape the market, be prepared to be shaped by it.” And I think that’s really important, because if you’re not there setting the agenda with government and influencing through associations and institutions, then you’re on the other side waiting for policy to be developed and responding.

So, I see us moving, generationally, into a role where we sit much closer to our clients, integrating across government, and engaging earlier in the process. And it’s this ability to really effect change that drives me; it’s what gets me out of bed in the morning.

Image credit: Hufton + Crow

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Oliver orchestrates ArchTam’s efforts to mobilise behind Defence priorities, supports our Defence team to find, win and deliver impactful projects, and plays a key role in serving a diverse and complex client base. He supports every Defence branch across ArchTam’s full-service offering, from environmental and program management services to engineering consultancy. With more than 18 years of experience across the Defence, engineering and infrastructure sectors, Oliver brings a unique blend of operational discipline, strategic insight and delivery capability.

Looking back on your career and time at ArchTam, what pivotal moment or experience affirmed your purpose or your values? Something that made you stop and think, “okay, this is why I do this.”

There wasn’t one defining moment, rather, a series of meaningful connections that reaffirmed my purpose. Funnily, shortly after joining ArchTam, I updated my LinkedIn profile, and my former military colleagues encouraged me to reach out to the ArchTam UK Defence team. That led to conversations and before I knew it, I was in the heart of something special, supporting major global projects and collaborating across Australia, the UK, and the U.S. on AUKUS.

Tell us a little bit more about your career journey. You just touched on the British Army.

My career journey is marked by diverse and enriching experiences, beginning with a master’s degree in naval architecture at Southampton University. I then embarked on an unexpected adventure in Turkey, contributing to the construction of the Maltese Falcon, a groundbreaking modern square rigger. This project honed my technical expertise and fuelled my passion for innovation and collaboration.

A persistent calling to serve led me to enrol at the Royal Military Academy Sandhurst, the home of British Army Officer training. This equipped me with leadership skills and resilience.

My time in the military was both challenging and transformative, providing close support to operations and fostering a sense of purpose. Meeting my wife, Hannah, prompted a shift towards technical engineering roles, which eventually led me to Perth, Australia, where I worked on the Perth Children’s Hospital project. After fulfilling my military service obligations, I made the move to Melbourne, where I led major bids for and managed significant, innovative projects like the Victorian Heart Hospital and Marvel Stadium, which included advanced sport facility technology integrations.

Ultimately, one rainy Melbourne day, my wife and I decided to return to Perth, aligning with our original plan and embracing new opportunities. Joining ArchTam marked the beginning of a new chapter in client service, leading our talented Defence team. I apply my diverse experiences and leadership skills to impactful projects, contributing to the company’s global values.

Tell us a little bit more about yourself outside of work.

My personal life is deeply intertwined with family, fitness and community involvement. My wife and I are a strong team, balancing our careers and parenting our three energetic children, aged 7, 8 and 9. Our shared commitment to supporting each other enables us to manage our busy lives effectively.

I’m actively involved in my children’s activities. Volunteering and coaching for Nippers, it’s chaos, but it’s fun! They’re a bit like soldiers: keep them moving, don’t let them get bored. It’s incredibly rewarding. I also coach rugby during the winter. Staying fit through daily training is a priority, to maintain my physical and mental well-being. While I enjoy kite surfing and windsurfing in sunny, windy Perth, much of my focus right now is on family-oriented activities, reserving personal hobbies for when the kids are older.

How do you see your role evolving in the next few years in this changing and evolving industry?

I see my role focusing on empowering our talented teams and unlocking opportunities across ArchTam’s global network.

The Defence team has unique capabilities, unmatched worldwide, and my aim is to facilitate the sharing of these strengths with colleagues in regions such as the UK, the Pacific, and the U.S.

This transformation is not about individual success but about supporting collective excellence and ensuring we continue to set the benchmark in consultancy.

What kind of legacy do you hope to leave — in your team, in the work you deliver, or in the culture you help shape?

I aim to leave a legacy of creating a self-sufficient, empowered team. Drawing inspiration from military practices, where a second-in-command is always prepared to step up, I strive to ensure that my team operates autonomously, requiring minimal oversight. By fostering confidence and trust, my job is to enable team members to make informed decisions and deliver exceptional results.

I’m also committed to our involvement in the Veteran Employment Program, supporting veterans in their transition to civilian careers. By creating pathways for our veterans to thrive, I aim to shape a culture that values service, inclusivity and long-term impact.

The post Building a legacy in Defence: Meet Oliver Crowther appeared first on Blog.

“On behalf of SAME, I am thrilled to welcome Rear Adm. Mark Handley, PE, F.SAME, USN (Ret.) as the Society’s 102nd National President,” said SAME Executive Director Brig. Gen. Joseph Schroedel, PE, F.SAME, USA (Ret.). “Mark has been a leader throughout his career, with the U.S. Navy, in private industry, and in SAME. Foremost, he inspires others to action by his example and hands-on engagement, from working personally with Society leaders and stakeholders, to improving how we operate to deliver value to our members. Mark has made significant impacts in the years leading up to our Centennial, but his commitment now to strengthening our industry-government engagement efforts will make a tremendous difference for our nation, our profession and SAME.”

We sat down with Mark to talk about SAME, ArchTam’s infrastructure work in partnership with the U.S. Department of Defense and federal agencies, and his vision moving forward.

You have been a member of SAME both during your service in the Navy and your tenure in the A/E industry. What are the benefits for other colleagues to get involved? In 1995, when I was a junior officer in the Navy, the senior officers encouraged me to join SAME. I initially joined for the social aspect, but was quickly drawn to the extensive opportunities for training, education, and professional growth through conferences, networking events, strategic partnerships, webinars, technical publications, and leadership development. As an officer in the Navy, I found SAME to be a great platform for industry-government engagement. For me, it provided a tremendous opportunity to interact with the private industry and to learn while in uniform. SAME provided a pathway for technical and professional development for myself and many of my fellow service members.

When I transitioned from military service to private industry, I stayed active in SAME. Drawing upon my previous knowledge and experience in the Navy, I found a space to provide feedback to government agencies about the challenges military engineers are facing today. I’m proud that ArchTam is such a strong partner with SAME and I appreciate that our leadership team is so supportive of the time I spend volunteering with the Society. The work we are doing is critical for the future of national defense and the engagement we foster between industry and government is invaluable.

What projects have you found most rewarding, both in the Navy and at ArchTam? As the Head of Environmental Contracts at the Western Division of NAVFAC in 1990, I had the opportunity to work with professionals in the industry as we executed the first Comprehensive Long-Term Environmental Action Navy (CLEAN) contracts for the Navy. Interestingly, one of the first three CLEAN contracts was with URS, which is now part of ArchTam. ArchTam’s CLEAN team is light years ahead—in terms of technical expertise and innovation—from where we started the program. These contracts, the first of their kind, have now become the gold standard in environmental contracting.

With ArchTam, I am incredibly proud to have worked on the Guantanamo Bay Energy Savings Performance Contract. Our team partnered with Siemens Government Technologies to provide energy-saving upgrades to key systems on the remote, isolated Naval Base at Guantanamo Bay, Cuba, as part of the largest-ever Department of Defense island installation program, which is directly improving resiliency and mission readiness in the region. The energy savings achieved each year will be large enough to pay for the capital investments in equipment and technology, bringing stability and reliability to power generation, transmission, and distribution across the island.

Infrastructure is a hot topic. Can you give us some insight into the importance of ArchTam’s infrastructure work in partnership with the U.S. Department of Defense and other federal agencies? At ArchTam and throughout our industry, there is a strong focus on improving our infrastructure. While the current stimulus initiatives in Congress have been rightfully focused on the economic benefits of enhancing our infrastructure, there is a national security component as well that includes improving our military airfields, ports and installations to safeguard our nation’s defensive capability. For example, ArchTam is currently supporting the Navy’s planning efforts to upgrade four major shipyards under their ship maintenance program. This planning work will optimize the Navy’s $20 billion investment and improve readiness, which ties directly to ArchTam’s company-wide commitment to environmental, social, and governance priorities, as well as SAME’s mission to support military engineers and strengthen national security.

What are you most excited about achieving as SAME President? As SAME National President, I am most excited about service and giving back to the Society. My top initiative this year is a continued emphasis on industry-government engagement through thought leadership. SAME has more than 27,000 members and I look forward to bringing the best in industry and government to supporting our military engineers through collaborative engagement. With issues such as the Great Power Competition, project delivery reform and an infrastructure bill, now is the time to increase SAME’s focus and support on key issues affecting the broad military engineering community; expand the platforms in which SAME influencers can discuss and promote thought leadership; and continue developing relationships with strategic partners to raise SAME’s involvement in key A/E/C issues.

Through the equity, diversity, and inclusion (ED&I) programs at ArchTam, I have gained a strong appreciation of the impact of this renewed focus on very tangible initiatives, which also align with DOD values. In connection with SAME’s large membership base, I am making ED&I a priority. Just as the industry and our federal partners focus on ED&I, so must the Society. We will develop a SAME National Action Plan to increase awareness across the Society and make near-term progress to achieve balanced representation of leadership at every level. We are committed to broadening our diversity of thought and inspiring members from various backgrounds to help lead our Society into the future.

I’m fortunate to have the opportunity to bring a wide range of ArchTam’s capabilities to help address key issues and continue supporting the military engineer community. As a SAME member since 1995, I consider it an honor to support our military engineers.

Banner image: Norfolk Naval Shipyard Photo credit: Courtesy of the U.S. Navy. Photo by Ernest R Scott.

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Texans have traditionally had reliable power delivered from large energy producers. But a combination of physical and cyber-related threats exacerbated by extreme weather conditions are testing the electric grid with increasing frequency. To be resilient in the future, the grid needs to move from a system dominated by large power suppliers to one that includes a network of smaller, more nimble energy resources. According to grid operator officials from the Electric Reliability Council of Texas the recent weather disaster put Texas’ power grid “seconds and minutes” away from a catastrophic failure that could have left Texans in the dark for months.

A state of emergency has been declared in Texas. While this will help provide funds for recovery, it will also give Texas the opportunity to strengthen its energy infrastructure against future threats by integrating disaster risk reduction measures into the restoration of physical infrastructure, social systems and shelter.

What went wrong?

The electric grid was designed to deliver power with reasonable degree of certainty even in extreme conditions. To achieve this, most systems rely on a series of redundant back up equipment. During the recent weather disaster, many of these systems failed across Texas, leading to prolonged outages. Some have mistakenly questioned whether renewable energy resources were to blame, but this ignores the root causes of grid functionality and the aging infrastructure we use to deliver power.

Fixing the grid won’t happen overnight and the investment required is significant. To optimize this spending, these improvements should anticipate increasing frequency and unpredictability of shock or stress to the grids. According to Federal Energy Regulatory Commission (FERC) a resilient system must have “the capability to anticipate, absorb, adapt to, and/or rapidly recover from” disruptive events.

Local energy resources as a system backup: Distributed Energy Resources (DER)

As part of a post-disaster resiliency strategy, major power users should consider developing localized, distributed generation. By siting power resources locally, communities, businesses and infrastructure will become more resilient in the face of challenges both natural, like climate change, and man-made, like cyber-attacks. This strategy typically includes onsite power generation, a storage system and a microgrid to provide local generation and local control that can be islanded from the larger grid to keep power flowing.

On-site power can be generated by renewable resources like solar panels, small wind turbines and geothermal power or by more traditional natural gas generators. Storage, in the form of batteries or other technologies, provides back up energy to use during energy spikes or post-emergency. A microgrid uses smart technology to distribute the power locally, island power off the larger grid and connect to the larger grid for backup as needed.

Localized distributed generation will not and should not replace the bulk power system which is much needed for reliability. Local resources can, however, be extremely effective by providing a backup source of electricity, or alleviating strain on the larger grid by serving loads locally in the event of extreme weather events.

Spreading the cost: Energy as a Service (EaaS)

To help pay for this transition to distributed energy, the finance community has embraced the Energy as a Service (EaaS) model. A service provider owns the equipment and the customer pays for the service that equipment provides, for instance a kilowatt of power. This model shifts the upfront capital cost of the equipment to an operational expense for the distributed energy used over time.

Why resilience should be a top priority

Texas has been badly shaken by recent events, which have left many communities in the cold during one of the toughest winters on record. Already there is a determination to emerge from this stronger, and the recovery funds offer an opportunity to reboot. New financing models like EaaS that spread the upfront cost could make those funds go further while significantly improving energy resilience and protect the wellbeing and livelihood of her citizens.

Darcy Immerman is Senior Vice President, Energy for ArchTam. In this position, Ms. Immerman collaborates with corporations, universities, utilities and healthcare to become more resilient, recover from shocks and stresses and manage risk by integrating disaster preparedness with a strategy for rapid response and recovery deploying distributed energy resources. Darcy is a past recipient of the Presidential Award for Leadership in Federal Management from the U.S. Department of Energy and an Energy Efficiency Award from National Resources Canada, Office of Energy Efficiency. She is currently serving on the Executive Advisory Council of the IEEE Power and Energy Society.

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I’m thrilled that the TODAY Show shined a light on the important work of the COMMIT Foundation, including its incredible co-founder and CEO, Anne Maree Craig. She shared the organization’s mission: “So many organizations are focused right now on how many veterans they’re serving, rather than how deeply they’re serving individuals. The COMMIT Foundation steps back and rather than just focusing on interviews and resumes, we help people assess their values, their strengths, what they want a day to look like… We help them find themselves first.”

My transition out of the U.S. Marine Corps in 2007, after nine years of service, was one of the most stressful periods of my life. While I was eager to provide my family with greater stability and to pursue other dreams as a civilian, I was also leaving behind a life of tremendous purpose and fulfillment. Much of my identity was wrapped up in my military service. I was fortunate to land at ArchTam where my managers supported my ambitions to go to law school at night, and more than 12 years later, I still love what I do.

While my unconventional path has led to a very fulfilling post-military career, I certainly would have benefitted from a program like COMMIT back when I was so unsure of my future. My ArchTam colleague and fellow mentor, Melissa Udbinac, who is a U.S. Army veteran, agreed. She said, “Success often comes on an unexpected path that is very different from the starting point.”

My roommate from the Naval Academy retired from the Navy last year and joined the COMMIT Foundation as an executive, where he facilitates workshops. When he invited me to serve as a mentor last fall, I jumped at the opportunity and found the experience so rewarding that I wanted ArchTam to get more involved and make a greater impact. First, ArchTam helped sponsor a COMMIT workshop in Anaheim, California, with all women veterans, which was profiled on NPR. We also offered to host a workshop in our office.

At the start of the event, many of the veterans expressed their anxieties around financial security, finding a job they’re passionate about, networking, interviewing, and preparing adequately for a completely different career. I was asked to speak on the first mentor panel and specifically, to delve into the challenges of my own transition experience. My family experienced some significant and unexpected challenges during my transition so to share my personal experience with a group I hold in such esteem was cathartic.

Through a series of panel discussions and small breakout sessions, we set out to help the veterans increase self-awareness about their desired outcomes, expand their imaginations about possible career paths and gain insight into the industries that interest them.

Ray Lamas (right) shared his inspiring transition story with the veterans.

Mike Kostiw (left) and Melissa Udbinac (center) spoke about the evolving path to success.

At the end of the workshop, it was gratifying to see the veterans gain more confidence about their own transitions. My colleague Ray Lamas, a mentor and U.S. Navy veteran, said, “It has inspired me to continue working with veterans to help them communicate their outstanding value to civilian employers and ultimately find their new professional passions.” As these veterans begin their transitions into the civilian world after serving us, I am immensely proud of how ArchTam rallied around them.

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Taking its inspiration from the dramatic natural setting, the energy and ambitions of Rio, ArchTam’s winning masterplan and venue designs for the Rio 2016 Olympic and Paralympic Games are now complete.

This prestigious project is focused on approximately 120 hectares of land in the district of Barra da Tijuca, southwest of Rio de Janeiro. ArchTam won an international competition to design the Games masterplan, which included three stages: Games, transition and legacy.

During the Games, the Olympic Park is designed to prioritise the safety and free movement of more than 150,000 spectators expected on peak days. At the conclusion of the Games, the focus will switch to the transformation of the site into lush, green parkland, with ArchTam’s landscape design strategy transforming large spectator areas into a new linear park for the community. The overriding goal is to deliver sustainable Games in the very broadest sense, so the host city derives ongoing economic, social and environmental benefits.

This exposure was taken at 1/100th of a second at f 4.0 at ISO 2000 on a Canon 1Dx mk II camera with 24-70mm lens using a stabilizer from a helicopter.

Photo © Robb Williamson / ArchTam

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Widespread migration from the countryside is placing tremendous stress on urban water supplies and sanitation services delivery throughout SE Asia. ArchTam is involved in expanding clean water delivery and sanitation services in SE Asia in conjunction with local banks, water utilities, and the World Health Organization.

This exposure was taken at 1/250th of a second, at f 5.6 at ISO 200 on a Canon 1Dx camera with 24-70mm lens and heliopan polarizing filter.

Photo © Robb Williamson / ArchTam

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ArchTam performed engineering services and project management on the bridge project. It has an asymmetrical design, with a single pylon in an inverted Y shape located on the western bank of the river. Its eighty-four cables are arranged in pairs on the side of the main span and in a single row on the other. The bridge has a main span of 300 metres (980 ft), and was one of the world’s largest asymmetrical cable-stayed bridges at the time of its completion.

This exposure was taken at 1/250th of a second, at f 5.6 at ISO 400 on a Canon 1Dx camera with 24mm tilt-shift with a 1.4x extender and heliopan polarizing filter from a moving taxi boat.

Photo © Robb Williamson / ArchTam

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