Tell us about what inspired you to join the industry. 

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

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

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

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

Share a piece of career advice.

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

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

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

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

Daniel Charbonneau is a proud Anishinaabe Algonquin with over 30 years of experience in Indigenous relations. Throughout his career, he has focused on Indigenous business partnerships, major projects consultation, and modern treaty negotiation. He brings a wealth of expertise in strategic planning, evidence-based policymaking and program management. 

Tell us about what inspired you to join the industry. 

What inspired me to join the industry is the immense potential for meaningful impact and collaboration. The infrastructure sector is at a pivotal moment with a growing emphasis on inclusive practices that ensure full Indigenous participation in major projects. For me, engineering consulting is not just about building structures; it’s about forging partnerships that drive shared success. The commitment to integrating Indigenous perspectives such as Indigenous traditional knowledge, environmental stewardship, business development and employment creation into every aspect of project planning and execution is not only important but essential in driving innovation and achieving sustainable outcomes. The opportunity to contribute to initiatives that enhance both industry progress and Indigenous prosperity is what truly motivates me. 

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

In my role as Reconciliation Project Manager, I am leading ArchTam Canada’s participation in the Partnership Accreditation in Indigenous Relations (PAIR) program for the Canadian Council for Indigenous Business (CCIB). The CCIB PAIR program enables organizations to set and achieve progressive performance targets in Indigenous employment, procurement, business partnerships and community investments. I am very excited about our progress such as updating an Indigenous Relations Policy, developing an Indigenous Procurement Policy, and creating an Indigenous Investment Fund — all of which support relationship building with Indigenous communities. I am also leading our efforts towards Bronze Level of certification, making sure that ArchTam meets the highest standards of collaboration in its engagement with Indigenous communities. I am eager to continue to drive initiatives that promote genuine engagement, foster mutual trust, and advance the company’s commitment to reconciliation. 

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

I am currently working on a large passenger rail project called Alto that will provide more frequent, faster and reliable service for commuters between Quebec City, Quebec and Toronto, Ontario. My contribution to the project supports meaningful economic participation and maximum socio-economic benefits for Indigenous Peoples. By fostering strong partnerships and ensuring that Indigenous voices are integral to the planning and implementation process, I have helped create opportunities that extend beyond the project itself such as creating a series of socio-economic research reports serving Indigenous communities in other projects. This work has led to increased capacity building, employment and training opportunities, which are helping sustain long-term benefits within the communities such as environmental protection, and business and job creation. My goal is to ensure that the project not only respects Indigenous rights and traditions but also leaves a lasting, positive legacy for future generations. 

Share a piece of career advice. 

Always stay curious. Learn the needs and aspirations of the communities your projects impact. Embrace learning and be ready to apply the latest industry best practices in your field. Adapt to new challenges as they arise, and keep proposing innovative ideas, knowing that only one in ten come to fruition. Continue to collaborate with your colleagues and sustain team efforts in the areas important to Indigenous Peoples such as healing, education, socio-economic benefits, cultural protection and environmental stewardship. This is about creating social value through intentional design, driving sustainable community growth, and working with authenticity. Acting ethically means going beyond mere performative actions to make a genuine impact. 

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In line with this year’s theme, #TogetherWeEngineer, we asked our women engineers how they collaborate — across teams, regions and with clients — to solve challenges and deliver a better world.

Lindsay Stafford, Senior Civil Engineer
Queensland, Australia

From the start of my career, I’ve prioritized building a strong network of mentors. That foundation has grown into a broad internal network that’s essential to how I work — especially in a region where collaboration across business lines and geographies is key to delivering better engineering outcomes.

One of the most rewarding projects I’ve worked on involved a small, remote community facing long-term water scarcity. Their pipeline had been failing for years. We partnered with them from the bid phase through to commissioning — securing funding, diagnosing the issue, and delivering a full design solution. The moment the new pipe was turned on and water flowed again was a powerful reminder of why we do what we do.

Whether virtually or in person, collaboration is at the heart of every successful project. It starts with trust, grows through shared goals, and results in solutions that truly make a difference.

Becky Wong, Technical Director, Water
Hong Kong

In engineering, sustainable outcomes often rely on cross-disciplinary collaboration. On a new town development, I worked with hydrology, ecology, landscape, and geotechnical teams to preserve a natural river course while meeting flood protection standards. The result was a resilient, ecologically rich corridor that balanced technical and environmental goals.

Client collaboration is just as vital. On a project for the Civil Engineering and Development Department (CEDD), we expanded our drainage solutions to support nearby rural villages. By co-developing upstream and downstream improvements, we delivered a more inclusive and climate-resilient outcome.

In another project, we designed a closed-loop water system to reduce reliance on external potable sources. Working with government departments, we integrated sewage collection, treatment, and reuse — cutting emissions and supporting long-term sustainability. These projects show how collaborative engineering can meet complex challenges and deliver lasting value.

Marcia Tobin, VP, Flood Risk Solutions
Knoxville, TN, U.S.

Leading a 250-person flood risk team across the U.S., I’ve experienced firsthand how collaboration fuels better outcomes. Our multidisciplinary team — comprising planners, scientists, GIS specialists, and water resource engineers — delivers essential flood risk data that helps communities prepare for and respond to disasters. By working together and partnering with our clients, we provide data, analysis and most importantly, actionable insights that make a difference.

We take a “best athlete” approach, assembling talent from across our Water business as well as Transportation, Environment, and Buildings and Places. This approach means that every project benefits from the right mix of expertise. Whether it’s partnering with FEMA on risk mapping and disaster response or co-developing a flood resiliency tool in North Carolina using Agile methods, we tailor our teams to meet the unique demands of each challenge.

In Texas, we piloted a scalable flood risk analysis using LIDAR and aerial imagery, collaborating with state officials to create a tool that informs mitigation strategies and strengthens resilience. Across all our projects, it’s this spirit of collaboration — across disciplines, regions, and with our clients — that transforms data into action and engineering into lasting impact.

Harriet Ridler, Engineer
Basingstoke, U.K.

Coastal protection is a team effort. Our work focuses on shielding inland communities and infrastructure from flooding and erosion, requiring input from multiple engineering disciplines. In my role, I coordinate across internal and external teams — highways, drainage, geotechnical, landscape, and public engagement, environmental and heritage fields.

A great example is the Langstone FCERM scheme that we’re helping Coastal Partners, our client, to deliver. The client led on the environmental appraisal and stakeholder engagement, while we supported the process and co-developed the design. Joint workshops helped shape the final proposal, now submitted for planning. Public support has risen significantly since project inception, showing the value of collaboration.

I’m also working on the £150 million Havre des Pas scheme in Jersey, which balances new coastal defenses with community benefits. The site’s sensitive designations pose challenges, but through close work with the Government of Jersey and local officers — and aided by 3D modeling — we’ve agreed on key design principles and are progressing positively.

Alice Custard, Wastewater Group Manager
Markham, Ontario, Canada

Collaboration is at the heart of how I work — across disciplines, regions, and project phases. One of the greatest strengths of working at ArchTam is the ability to draw on global expertise. Whether it’s a familiar challenge or something entirely new, I’ve always been able to find the right expert. On a recent project involving a technology not yet used in Canada, I brought in a colleague with years of international experience. His insights helped us deliver a more informed and effective solution.

That same spirit of collaboration extends beyond internal teams. I’ve worked closely with clients, operators, stakeholders, and rightsholders to shape better outcomes. At the Kitchener Wastewater Treatment Plant, I was on-site daily during commissioning — sometimes even on night shifts — working directly with Plant Operators to troubleshoot and get the headworks running. That hands-on teamwork was essential to delivering our shared vision.

My wastewater team continues to be one of my proudest achievements. Together, we protect the environment, mentor others, and grow as professionals. We collaborate not just as a process team or a project team — but as a team committed to building a better world.

Kelly Giesing, Civil Engineer
San Diego, CA, U.S.

Across dam design projects, I’ve seen how collaboration drives better outcomes — especially with clear communication. I set expectations early on around schedule and budget and hold regular check-ins to keep teams aligned. With strong leadership, cross-disciplinary teamwork becomes a real asset.

A recent project with San Diego Gas & Electric showed this in action. We expanded our geotechnical scope to include civil design and worked with the contractor’s structural subconsultant. The client was highly engaged, and during construction, we served as their on-site representative — streamlining decisions, reducing costs, and ensuring success.

Environmental collaboration also matters. On one dam project, I worked with an environmental consultant to reroute access roads and staging areas away from sensitive habitats. The design impact was minimal, but the ecological benefit could be significant — proof that smart engineering can serve both people and the planet.

Jade Singleton, Group Lead, Resources + Industry
Western Australia

Effective collaboration starts with communication. By regularly connecting across teams and regions, we ensure the right skills are matched to the right projects — delivering better outcomes for clients and broader opportunities for our people.

A recent example involved a trip to Port Hedland for a project. Knowing another client also operates nearby, I reached out. That quick conversation led to a site visit and early input for a new proposal — maximizing value for both clients through simple, proactive collaboration.

In the mining and resources sector, this kind of thinking matters. These industries power everything from infrastructure to clean energy. Every project we deliver helps make resource extraction safer, more efficient, and more sustainable — contributing to a better world for everyone.

Meghan Cooke, Process Engineer (EIT)
Burnaby, British Columbia, Canada

For the French Creek Pollution Control Centre Stage IV Expansion Project, I work with colleagues across business lines within the Canada West region to coordinate efforts as both a Process Engineer in Training and Project Coordinator. Using tools like Autodesk Construction Cloud and Microsoft Teams, we ensure smooth communication across disciplines in this integrated project delivery (IPD) model.

The IPD model brings the contractor, client and consultant together under a poly-party agreement, encouraging collaboration and finding solutions that are best for project. Biweekly co-located meetings with all key participants — owner, design team and contractor — foster open dialogue and shared problem-solving. I help facilitate these sessions to ensure all voices are heard and aligned.

One major success has been addressing the facility’s odor control challenge — a key concern for the local community (the area is unofficially referred to as “Stench Creek”!). Through close collaboration, we’ve designed effective solutions that will improve air quality and enhance residents’ quality of life, demonstrating the power of teamwork in delivering meaningful community impact.

Ruby Yew, Executive Director, Water
Hong Kong

In infrastructure projects, collaboration is essential. I promote open communication across teams and regions, ensuring shared goals and respect for diverse perspectives. This approach helps us solve complex challenges efficiently and inclusively.

When unforeseen ground conditions threatened piling progress on a project, we worked closely with the client to identify a design review as the best mitigation strategy. We fast-tracked the revised design and submitted it within two days, enabling the client to secure approval from the Geotechnical Engineering Office within a week. This swift, coordinated effort helped us avoid costly delays and keep the project on track.

Another example is the Queen’s Hill public housing development in Fanling, where we faced the absence of a sewerage system. Collaborating with the Fanling North NDA and Queen’s Hill Development teams, we developed an interim sewerage scheme that cut installation time from 4.5 years to three. By integrating this with the permanent system, we not only saved time and costs but also improved energy efficiency.

Lorreta Agnew, Technical Director, Dams
New South Wales, Australia

In engineering, collaboration and communication go hand in hand. Having worked extensively in virtual environments, I’ve learned that regular, effective communication — whether through chat, video, or calls — is essential to keeping teams aligned and projects on track. Trust is equally important. Whether working with clients or colleagues, transparency and honesty build the foundation for shared success. It’s about navigating challenges together and learning from one another along the way.

A standout example is the Upper Nepean Risk Review, part of our work on large dam safety projects. I led risk management efforts, collaborating with structural, geotechnical, and geology teams, as well as clients and expert reviewers. Together, we assessed dam safety and identified critical upgrades to protect downstream communities. This project is a reminder that when we communicate openly and collaborate effectively, we don’t just deliver technical solutions — we help create safer, more resilient communities.

Martha Newman, Principal Engineer, Water
Basingstoke, UK

Since COVID, remote working has made it easier than ever to collaborate across regions. Based in North Wales, I regularly work with colleagues from Basingstoke to Belfast, staying connected through Teams calls and site visits. I’ve never felt more in sync with my colleagues across the country.

A great example was the Bedford to Milton Keynes Waterway Park. The client wanted a press release to announce the project, so I worked with Communications to deliver it. It was picked up by the BBC and New Civil Engineer, raising awareness of the project, the client and sparking new industry connections.

Another highlight was managing the Millmead Fish Pass with the Environment Agency. It brought together specialists from multiple disciplines and stakeholders. Hydraulic modelling helped us balance the needs of fish and eel migration with those of recreational river users. Construction is planned for this summer.

The post Together We Engineer: Celebrating Collaboration on INWED 2025 appeared first on Blog.

Leesa Zerban is the sub-sector lead for the corporate real estate sector and leads a team of 40 specialist project managers in London with a specific focus on the London fit-out market. She has considerable experience in delivering corporate fit-out projects and programs for global clients.

After spending over a decade in the Middle East working on new build construction and commercial projects, Leesa returned to the UK. Since then, she has successfully led major programs for HSBC, Lloyd’s Banking Group and National Highways.

Leesa is a prominent and very active voice within the UK and India business community. Shortly after joining, she quickly became an active participant and a lead in the London Women’s Network, which has 150 members and where she quickly found great support. Her passion for this group resulted in nomination and appointment as the chair of the Gender Alliance Employee Resource Group for Europe & India. In this role, she champions inclusivity and equity, promoting best practices across teams and broader business operations.

Tell us about what inspired you to join the industry.

Growing up, I was very aware of the building industry since many of my family members worked in the sector. Initially, I planned to focus on law and take a different direction, but my early exposure to the industry sparked a passion that I couldn’t ignore. Once I set my mind on it, my family helped me identify an educational path that offered the broadest opportunities in the sector, even though I wasn’t sure what I wanted to specialize in at the time.

I was inspired by a passion for listed buildings — buildings, objects or structures that have national importance in terms of their architectural or historic interest — and a commitment to improving and extending their lifetimes. My academic path began with a degree in building surveying, as this degree seemed like the best option to gain a broad knowledge profile. Studying at the University of Brighton, England, provided me with a strong foundation in project management, cost management and building surveying.

After completing my studies, I spent a year in the UK before moving to the Middle East for a decade. The opportunity to work internationally on major projects motivated me to advance in the industry and highlighted the growth opportunities available within the building sector.

My initial focus on building surveying naturally evolved into project management, reflecting my strong interpersonal skills and ability to lead teams effectively. Over time, I discovered a passion for tackling complex project management challenges and thriving under tight deadlines to deliver exceptional value to clients.

What are the biggest issues currently facing the fit-out sector?

As someone deeply involved in the London fit-out market, I can tell you that this sector is currently navigating several significant challenges. These issues are shaped by a combination of economic pressures, environmental concerns and evolving work trends.

Firstly, supply chain disruptions have been a major hurdle. Brexit, coupled with global issues and the volatility of the UK economy, has severely impacted material availability. This has led to increased costs for both materials and labour. As a result, project delays or scaling back have become quite common.

Another key challenge is the shift towards hybrid working. This trend is now firmly established and has specific requirements. Modern businesses are seeking flexible office spaces that cater to a variety of work styles, including collaborative areas, quiet zones, and remote-friendly setups. Meeting these diverse needs is crucial for attracting and retaining talent, and it requires a thoughtful approach to office design.

Sustainability is also a growing focus in the fit-out sector. Corporate organizations are increasingly aiming for high sustainability targets, driven by both regulations and corporate goals. This means designing energy-efficient spaces that consider carbon footprints and embrace the principles of the circular economy and reuse. This trend is expected to grow as businesses work harder to fulfil their environmental responsibilities.

Navigating these challenges requires a strategic approach and a deep understanding of the market dynamics. By staying informed and adaptable, we work closely and thoughtfully with our clients to achieve their goals despite these obstacles.

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

One of the most rewarding aspects of my work at ArchTam is the ability to positively impact the community through our collaborative approach. By working closely with specialists in cost management, building engineering and sustainability, we can offer comprehensive solutions that drive meaningful change.

In the fit-out sector, one of the biggest challenges we face is reducing whole life carbon emissions. The short-term nature of office tenancies often leads to frequent strip-outs and replacements, which significantly contribute to carbon emissions. Unlike other construction sectors, there are currently no stringent requirements driving carbon reduction in this area.

To tackle this, our cross-disciplinary teams — specifically my cost and sustainability colleagues — work together to support clients in focusing on reuse over full replacement.

We address carbon reduction through three key stages: First, we collaborate with clients to make strategic decisions on retention and reuse. Second, we choose systems that use considerably less embodied carbon. Finally, we carefully select components and reduce material usage where possible.

By adopting this approach, we have seen real results and increased interest from the sector. It’s incredibly rewarding to influence the sector positively and work collaboratively towards a common goal. The decarbonization of the fit-out sector is a collective effort, requiring the participation of clients, manufacturers and service providers alike. Together, we can drive meaningful change and create a more sustainable future.

Share a piece of career advice

My career advice is rooted in my extensive experience and passion for the building industry. I emphasize the importance of gaining practical experience early on. “Get your boots on the ground,” I advise, encouraging shadowing or placement opportunities to see if the industry is the right fit. Working throughout my degree provided me with valuable insights that were instrumental in my career.

For women entering the sector, I highlight the importance of finding a safe space surrounded by like-minded, career-progressive individuals. It’s especially critical to have strong role models, both men and women, who can encourage, support and promote you. I credit my own mentor for much of my success and now pay it forward by guiding others. I believe in listening rather than giving advice, fostering long-lasting relationships with those I support from various regions, including the UAE.

I also advocate for working in different environments and countries. It’s a phenomenal learning experience that can significantly enhance career progression. Exposure to different cultures and working styles broadens one’s perspective and skills.

My key piece of advice is to “take opportunities, not risks.” By finding strong role models and becoming one yourself, you can create a supportive network that will help you navigate your career. My journey underscores the importance of practical experience, embracing opportunities, and building a network to grow and succeed in the building industry.

Read the latest on low carbon office fit-out cost model.

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The American Institute of Architects (AIA) has elevated Suzanne, who leads our Buildings + Places Education Practice in the U.S. East and Latin America, to its prestigious College of Fellows. This distinction is the AIA’s highest membership honor, recognizing architects who have made significant contributions to the field and achieving a standard of excellence in their profession.

We invited Suzanne to tell us more about her career, the lessons she’s learned along the way and what she sees for the future of the industry.

What does it mean to you to receive this distinction from the AIA?

Receiving Fellowship in the AIA is a profound honor that represents not just personal achievement, but also recognition of the collective impact of my work on the profession, educational institutions and the broader community. I have committed to advancing architectural practice in higher education throughout my career, from fostering innovative design solutions that enhance learning environments to mentoring emerging leaders in the field. This distinction affirms the value of that work and reinforces my responsibility to continue shaping the profession by sharing knowledge, elevating design excellence, and championing sustainability and inclusivity in academic architecture​.

Over the course of your career, what has been your most memorable moment as an architect, or what moment has shaped your approach/philosophy?

One of the most defining moments in my career was leading the McLeod Tyler Wellness Center project at the College of William & Mary. This project challenged me to rethink how architecture can holistically support student well-being, blending clinical, counseling and wellness spaces into a seamless, welcoming environment. By integrating evidence-based design strategies — such as biophilic elements, natural light and adaptable spaces — we created a facility that actively reduces the stigma of seeking support while fostering a sense of belonging and resilience. Seeing students embrace this facility and knowing it has a measurable impact on their mental and physical well-being reinforced my belief that architecture is not just about buildings — it is about shaping experiences that empower individuals and communities to thrive​.

How do you define successful architecture in the context of educational facilities? Is that definition changing as we look toward future trends?

Successful architecture in educational settings is about more than just function — it must foster a sense of belonging, inspire intellectual curiosity and enhance student outcomes. A well-designed academic environment seamlessly integrates flexibility, sustainability and technology while supporting diverse pedagogical approaches. The definition of success is evolving as campuses adapt to shifting learning models, emerging technologies and the growing emphasis on well-being. Today, the best educational facilities prioritize adaptability, interdisciplinary collaboration and inclusivity, ensuring that spaces not only serve immediate needs but also remain relevant for future generations. My work at institutions like James Madison University, Prince George’s Community College and The College of New Jersey exemplifies this forward-thinking approach, where strategic planning and evidence-based design create transformative environments that support both students and educators​.

The post Suzanne Klein elevated to AIA’s College of Fellows appeared first on Blog.

Based in Madrid, Patricia Ribó Sörensen balances her role as a mother of two with her impressive career. She began as an architect at various design firms and consultancies before joining ArchTam 11 years ago as a design manager. She has since advanced to become head of aviation in Spain, and more recently, she has taken on the aviation lead role for our Europe and India region. 

Tell us about what inspired you to join the industry. 

I began my career as an architect. For as long as I can remember, I had always wanted to design and build things. At a young age, I started playing with Lego, creating bustling towns with lots of activity, organised around services — I guess a bit like an airport. I looked at airports as mini cities. 

As for the aviation industry, I very much fell into it by accident. When I started my career, I worked for a civil engineering firm in Madrid. I began as an architect, working on every type of project that gave me the opportunity to learn. A lot of our clients were in aviation, and I spent a lot of time designing airports. I quickly learned that airport design is fascinating, because, like cities, they encapsulate the essence of a bustling microcosm.  

The same thing happened when I started at ArchTam in 2013. I joined as a design manager and worked on a mix of everything from airports to train stations. I was then given the opportunity to lead our aviation team in Madrid, contributing to the success of two major terminals. From there, my role expanded to Europe and India aviation lead.  

We have teams across the world, and my role is to be the connector of our people, clients and expertise. We have specialist teams in pockets around the world, such as the baggage handling team in the U.S., architecture teams in the UK and Spain, an airport signage team in Singapore and an acoustics team in Australia. My job is to make sure our clients are getting the best of ArchTam, no matter the location.  

In addition to these responsibilities, I am also the Heathrow Airport client account lead. Again, in this role, I am the connector. Someone in the team once referred to me as a conductor in an orchestra. I direct various disciplines at the right time, in the right order, towards the client’s requirements. I am the face of ArchTam to our client and the client to our internal team at ArchTam, responsible for making sure our teams are achieving the best possible outcomes. I love being thrown into new challenges, and one of the reasons I was perfect for this role was because I’m not local to Heathrow. I’m Spanish and have to think globally on a day-to-day basis, therefore bringing a unique international perspective to our work. 

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

A current project and one of my favorites is the Heathrow Terminal 2 Baggage system, a transformational project that allowed Heathrow Airport to switch off the 30-year old Terminal 1 baggage system that previously supported Terminal 2. The new system now provides a more reliable service, handling over 31,000 bags daily. Most importantly, the Terminal 2 Baggage system allowed the airport to demolish Terminal 1 — which closed to passengers in 2015 — and move forward with extending Terminal 2 to its full size and increase the airport’s capacity to serve more passengers. 

I have a strong sense of belonging on this project team and within the client team. I’m so glad I took on the account management role, and to be able to work with a world-class client like Heathrow makes me really happy. 

ArchTam and its legacy companies have supported Heathrow Airport for decades now, including the design of Terminal 4 and some of the British Airways maintenance hangars. In 2018, we secured the role of lead designer on Heathrow’s Future Terminal 2 (T2) programme. Unfortunately, two years later, when COVID-19 hit, the aviation industry suffered heavily and work at Heathrow was effectively shut down. Post-pandemic, our teams engaged with Heathrow to work around challenges and ultimately deliver solutions for the Terminal 2 Baggage system. Their teams found our approach collaborative, enjoyable and a breath of fresh air. Currently, we have around 80 ArchTam employees embedded in the Heathrow team in our technical lead, PMO and programme advisory roles. 

We are now a part of the Heathrow Joint Leadership Group and Ecosystem of Designers, where as a team, we will be improving the delivery of their ‘H7’ regulatory period and helping establish what H8, the next control period looks like. This secures ArchTam as a strategic partner, delivering programme and advisory services whilst finding digital and ESG solutions to help them build for the future. Our H7 involvement solidifies our place in the Heathrow team for at least the next decade as programme advisor and technical lead. It’s a very exciting time to be a part of the Heathrow team, particularly with the new two runway masterplan, and Terminal 2 expansion plans that our Terminal 2 baggage programme is a key facilitator of. I am thoroughly enjoying being a part of this world class airport and team. 

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

Our team has worked closely with Heathrow on writing their sustainability management plan for the Terminal 2 baggage system, where we’re helping them achieve the goals of Heathrow 2.0 — Heathrow Airport’s ESG strategy which includes their goals to achieve net zero by 2050, improve the day-to-day lives of communities living near the airport and support businesses across the UK by boosting exports, creating jobs and generating economic growth. It is their plan for sustainable growth, while continuing to break passenger service records and improving life for both their colleagues and communities. 

Share a piece of career advice. 

Be brave and embrace new challenges. Throughout my career, I’ve faced self-doubt, but my most rewarding work has come from diving into the unknown and giving it my all. Success may not come immediately, but with perseverance and teamwork, you’ll achieve great things. Rely on your colleagues. We’re all on the journey together and to take on the big jobs, we need to lean on each other. 

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Rosa and Ken now join Bill Hanway, our global sports and social infrastructure lead, and Marc Colella, our global buildings and systems engineering lead, alongside our legacy Fellows in shaping the future of Technical Excellence at ArchTam.

The Fellows Induction Ceremony honored each Fellow’s decades of contribution, innovation, and dedication. They are more than experts; they are mentors, thought leaders, and true pioneers whose work continually raises the bar in our industry.

Recognizing their achievements was a powerful reminder of how they set new standards in their fields and make a profound difference in the communities we serve.

At the following day’s Fellows Summit, we explored how this prestigious program can inspire the next generation of technical leaders and deepen our collective impact. In a series of thought-provoking sessions, we discussed each Fellow’s unique role in bringing our vision to life with our people and clients, examined pathways for our technical careers, and planned for the legacy of expertise we aim to leave.

A Tribute to Rosa and Ken

Rosa and Ken are extraordinary, each bringing a unique technical focus that resonates across our company. To highlight their contributions, we’ve captured their stories in two special tribute videos that showcase their respective journeys, impact – and the future they’re helping to create.

Early in my career at ArchTam, I was guided by brilliant mentors who, in many ways, were Fellows long before this program officially began. Their generosity with their knowledge and insights inspired me, and it’s a legacy I see carried forward by our Fellows today. This sense of shared purpose, of lifting up the next generation, is something I know Rosa, Ken, Bill, and Marc deeply embody.

Our Fellows are remarkable leaders whose dedication, drive, and collaboration ensure that our TechEx Factor will continue to power what we do and how we do it. I am excited to see how they will continue to develop our people, engage our clients, and push our industry forward as we work together to deliver a better world.

The post Celebrating our technical luminaries appeared first on Blog.

Tell us about your career journey and current role at ArchTam.

Throughout my 30-year career, I’ve served as a principal or project director for major infrastructure projects in the transportation and energy sectors. My passion for transit kickstarted with my aspirations to improve communities by providing people mobility choices to get to school, work, access to better healthcare and to live a more sustainable life.

In my new role as acting Transit Market Lead for the Americas, I’ve leveraged my transit and rail program and project experience into a long-earned reputation for having a keen sense of industry trends in the transit and rail fields. My ability to identify and prioritize strategies that help agencies succeed and communities thrive also helps ArchTam maintain its role as an industry leader.

What major trends across industries will impact the transit sector?

The rapid development and adoption of new technologies and the green economy are changing the way transit agencies address everyday tasks and how the largest transit infrastructure projects and programs are being designed and constructed.

There are shifts toward modernization such as the emergence of artificial intelligence (AI), zero-emission vehicle technologies, continued rise of automation and the re-emergence of modular construction, which support the transit industries goals of improving service and driving costs of capital projects and transit operations down. The continued adoption and application of these techniques and technologies are paving the way for the transit industry’s future.  For instance:

• The transit industry has started to adopt the use of building information modeling (BIM) and digital twin in major capital projects. AI will provide an opportunity for further increase in automation of BIM design by employing a process of “designing to cost”.  A significant increase in the capital cost of infrastructure projects and a diminishing availability of operations funds increases the opportunity for the industry to put these new techniques and technologies to good use.
• Another trend is the re-emergence of modular design and construction or design for manufacture and assembly (DFMA). By using a manufacturing approach to infrastructure projects, this trend can drive capital and operating costs down while increasing sustainability and reducing the carbon footprint of a project.
• Last, energy transition and renewables will continue to trend with new advancements and innovations in everything from energy storage to management solutions to new renewable profiles coming to market. In my role, I’ve witnessed transit agencies in the U.S. take advantage of funding available through the bipartisan infrastructure bill for low/zero-emission vehicles to refresh their bus fleets.

Highlight your biggest achievements at ArchTam and in the global transportation industry.

My passion for the everchanging industry is illuminated in my work at ArchTam on transit and rail projects which led to the honor of being named as one of the Top 50 Women Leaders of California for 2024.

I’ve worked on every rail line currently operating for Dallas Area Rapid Transit (DART) and helped to develop the early vision for light rail in Austin. I also helped develop the 2018 California State Rail Plan that re-oriented the plan to focus on customer outcomes first. On Valley Link, I’m helping to develop a rail service that will connect Central Valley communities to jobs in the Bay Area of California with zero-emission, green hydrogen trains.

In addition to those projects, I’ve served in operational and business development roles, supporting the executive leadership team at ArchTam by driving transformation through strategy, growth, leveraging trends and future-forward thought leadership in transit and rail and the ESG space.

I’ve witnessed and felt the positive impact our projects can have on individuals, communities and the world. The tangible, positive outcomes have strengthened my ability to place myself in my clients’ shoes to assist them in reaching their goals.  At ArchTam, I see myself continuing to support exponential growth while mentoring the next generation of diverse leaders so they can not only succeed at ArchTam but also drive technology and modern approaches to delivering transit infrastructure globally.

My best advice to aspiring leaders is to lean in, trust and bet on yourself and your ideas. Most especially in a dynamic, future-oriented industry like transit, be bold in bringing your ideas to the forefront.  It takes diverse voices to truly make a meaningful and sustainable impact in any industry.

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Before moving to Germany, Andrew Rolfe was a project manager working in our Sydney office for 15 years, working on major site remediation projects including management of the remediation planning works at the Barangaroo development project in Sydney, which involved the remediation of the former Millers Point gasworks site.   

In 2020, Andrew moved to Germany. He recently used his remediation experience to conduct a PFAS groundwater treatment trial at a German military site to assess the highest-performing and most cost-effective remediation solution to mitigate the offsite migration of PFAS impacted groundwater.  Based on these studies, we subsequently prepare the remedial design for the groundwater remediation project – one of the first such projects in Germany. The groundwater extraction and treatment works will start later this year.   

The project also included a soil stabilization trial which assessed different adsorbents (including biochar) to stabilize PFAS-impacted soils. Because biochar is a waste by-product, it is a sustainable product and generates carbon credits. Andrew continues to work with the German biochar manufacturer to trial other types of biochar.

What inspired you to join the industry?

I studied geology in New Zealand and enjoyed field trips investigating the geological processes which formed the different landscapes. This background led me to enjoy the process of researching the history behind a site’s land use, collecting data to make good remediation decisions and planning the specific requirements of a remediation project. This involves creative thinking. We always try to find the most sustainable approach which sometimes can also be the most cost-effective solution. An example of this is the potential use of biochar for soil stabilisation works because it is a waste by-product and generates carbon credits (i.e. therefore making it cheaper than other carbon-based adsorbents). 

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

The Barangaroo development project stands out as my favourite project I’ve worked on. The transformation of neglected land into a vibrant part of Sydney, complete with new parklands, waterfront promenades and ferry terminals, has enhanced connectivity through this part of the city. 

One of the main project challenges was related to the close proximity of the former gasworks site to Sydney Harbour. This required detailed groundwater investigations to confirm to the local authorities that the proposed remediation works would appropriately protect the environment (i.e. the Harbour). 

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

I’ve leveraged my remediation expertise to support a significant major global client in a high priority project in Germany (as discussed above). Our client was under pressure from the local authorities and community to take remediation action to mitigate the offsite migration of PFAS impacted groundwater.  The start of their PFAS groundwater remediation works later this year will directly improve water quality in the local river which flows through the nearby town. 

Share a piece of career advice. 

ArchTam has global expertise across a wide range of environmental remediation technologies — make good use of it! For example, the Australia team offers world-class solutions in tackling the challenges that PFAS presents in the environment and is at the forefront of developing remediation technologies. I have drawn on this global network to help provide sustainable solutions for remediation projects. Think and act globally! 

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A study from the University of Washington found that predominately Black, Hispanic or Native American communities are 50 percent more vulnerable to disasters than communities overall. Native Americans have even greater levels of vulnerability due to socioeconomic barriers, making recovery especially difficult.¹ After Hurricane Ian, people with limited mobility and chronic health conditions were especially vulnerable, with nearly all the fatalities being people aged 50 or older. The devastating Maui wildfires of 2023 imposed unequal burdens on people of color and indigenous communities, many now facing long-term environmental and public health impacts.

To support the most vulnerable, disaster planners, emergency managers and recovery professionals must prioritize equitable strategies covering pre- and post-disaster response and recovery. These strategies shorten the disaster cycle for all survivors, reduce disproportionate impacts, promote community resilience, and enhance social justice. Failing to address equity has serious consequences and impacts on our most vulnerable communities.

A Federal priority

At the beginning of President Joe Biden’s term, racial equity was identified as a top Federal priority. In January 2021, the administration passed Executive Order 13985: “Advancing Racial Justice and Support for Underserved Communities through the Federal Government” and Executive Order 14091: “Further Advancing Racial Equity and Support for Underserved Communities”.  As a result, the Justice40 social Equity Initiative was created (Executive Order 14008). Justice40 is a whole-of-government effort to ensure that Federal agencies work with states and local communities to deliver at least 40 percent of the overall benefits from Federal investment in climate and clean energy to disadvantaged communities. More than 14 Federal Agencies are implementing and advancing the Justice40 Initiative from clean energy projects to floodwater protections.²

The Federal Emergency Management Agency (FEMA) is working to deliver better services to marginalized and vulnerable populations and has identified initiatives to address equity in its programs. FEMA’s equitable strategies include leveraging resources to meet the needs of the most vulnerable, consulting underserved communities in FEMA policy and program implementation, and providing training and tools to FEMA staff and partners to advance equitable programs. This approach can be a foundation or guiding principle for local emergency managers to design an equitable disaster response and recovery program.

Designing an equity framework for local emergency managers and disaster professionals

With FEMA’s approach as a guide, the following key steps can be used as a framework to build and implement an effective equitable approach to disaster response and recovery:

1. Gather data and analyze disparities: Tools including SoVI, SVI, EJ Screen, National Risk Index (NRI), and census data can help identify and map communities that will most likely need support before, during and after a hazardous event. During data collection, “ground truthing community” data may be required with key stakeholders, community-based organizations or faith-based organizations to make sure you have the right data, it is complete and accurate, and that you understand it. Using your data, identify inequalities in access to critical services including, housing, healthcare, education or employment and consider the intersectionality of such factors with race, gender, socio-economic or other factors that interact and exacerbate disparities.

2. Identify the desired intent, goals and objectives: Determine what you are working to achieve in an equitable response and recovery program and recognize this will be specific to your community. Reducing disparities allows access to resources and services, promoting greater trust in institutions responsible for providing them. Creating systemic change can help avoid or reduce disparities in post-event resources and support, fostering equitable distribution and appropriate differentiation of services.

3. Engage and empower stakeholders: To address a community’s unique needs, it is important to involve the community in policy and program decision-making, listen to their needs and work with them to develop a plan that meets those needs. Conduct listening sessions to collect information about the community’s specific experience and provide opportunities for stakeholders to take on appropriate leadership roles in emergency management programs. Involving community members throughout the disaster lifecycle will support an equitable emergency and disaster management approach.

4. Develop tactics and strategies: Design flexible tactics and strategies since community members have differing abilities to access recovery programs. For example, consider emergency management personnel and teams – are they multilingual? Do they have a shared vision for equity? Are you designing programs with a ‘survivor first’ mentality? Do your spaces and resources meet accessibility and functional mobility needs?

5. Evaluate and adjust: Once designed and implemented, it is important to continuously measure the success of your program and determine if you are meeting your program objectives. Evaluation metrics should help you understand access, use, and quality of services and time to recovery.

As you implement, continue to monitor and evaluate your strategies. Maintain transparency and consider feedback methods to understand program outputs such as participation rates and near- and mid-term outcomes.

At the local level, full integration of equitable principles into all phases of emergency and disaster management will help managers understand the unique needs of their communities and support the most impactful approach to response and recovery. Such a framework is essential to supporting vulnerable populations with disaster recovery because it ensures fairness, addresses disparities, reduces vulnerability, builds trust and resilience, promotes social justice, and provides a path for sustainable recovery.

¹ https://www.washington.edu/news/2018/11/02/racial-ethnic-minorities-face-greater-vulnerability-to-wildfires/

² https://www.whitehouse.gov/wp-content/uploads/2023/11/Justice40-Initiative-Covered-Programs-List_v2.0_11.23_FINAL.pdf

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