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

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

Tell us about what inspired you to join the industry.

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

Share a piece of career advice

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

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Thomas Amoia joined ArchTam in May 2024 as vice president and senior transportation program manager in the New York Metro. Previously serving as the director of major capital projects for the Port Authority of New York and New Jersey, Thomas brings more than 30 years of construction experience on multi-billion-dollar capital programs.

A former program director for Delta Air Lines’ JFK redevelopment, George Guillaume joined ArchTam’s New York Metro team in October 2024. He now applies his 20-plus years of aviation industry experience as senior aviation director and program manager serving airports in New York and New Jersey.

Air travel is booming. Global air passenger traffic is expected to double over the next 30 years, reaching about nine billion travelers annually by 2055. This is a pivotal moment to modernize airport infrastructure to meet growing needs and ensure long-term efficiency.  

Growth is complicated — and expensive. Upgrading airports presents major challenges for agencies, developers, airlines and constructors. We understand the complexities of airport modernization and apply our expertise in strategic financing, construction and dedication to the customer experience to create airport terminal designs that are shaping aviation’s future.  

Propelling progress

The Federal Aviation Administration estimates that U.S. airports will need more than $150 billion in infrastructure investments over the next five years. To meet this demand, agencies are turning to public-private partnerships (P3s) as financing models. In a P3, private investors finance, develop and may also operate the project under a long-term lease before returning it to the public agency.

P3 developers navigate financing complexities, revenue development, airline coordination and construction oversight. Developed by JFK Millenium Partners, the new 1.3-million-square-foot, 10-gate Terminal 6 at New York City’s JFK International Airport — where we serve as design-builder — is a prime example of a P3 in action.

JFK Millenium Partners secured private investment that established funding for Terminal 6 in partnership with the Port Authority of New York & New Jersey (PANYNJ), the agency/owner. Initial coordination between the developers and airlines resulted in a tailored design that optimized gate configurations and devised services that meet traveler and operational needs. Early airline commitments and long-term commercial strategies established reliable revenue and financial viability.

ArchTam’s portfolio spans the entire PANYNJ network, reimagining terminal experiences across all the agency’s airports. Our aviation team delivered on-site construction management services for Delta Air Line’s Terminal C at LaGuardia Airport (LGA) and provided program and project management support services for LGA’s redevelopment program. We also provided program management for Newark Liberty International Airport’s recently completed Terminal A. And as part of a design-build team, we’ve completed critical airside infrastructure work such as Teterboro Airport’s air traffic control tower. In short, our aviation teams work collaboratively across all phases of development, design and construction to deliver spaces that move people efficiently and with purpose.

Faster, smarter construction

Many developers are turning to alternative delivery methods such as design-build, progressive design-build and construction manager at risk (CMAR) to maximize capital efficiency. Early collaboration, inherent in alternative delivery projects, offers greater control over budget, schedule and risk, resolving issues before construction begins and reducing delays — key advantages for complex operational sites like airports.

Our deep experience with alternative delivery has supported the San Diego County Regional Airport Authority (SDCRAA) since 2005, advancing major capital programs at San Diego International Airport (SAN). Under a PMCM contract, we helped develop procurement strategies, structure contracts and coordinate phased work to maintain operations.

In 2013, through the CMAR model and phased construction, SDCRAA delivered the 526,000-square-foot, 10-gate Terminal West expansion at SAN early and under budget. That same approach now guides the 1.2 million-square-foot, 30-gate Terminal 1 Replacement Program. With 19 gates opening in fall 2025, travelers are already benefiting from improved amenities and a more seamless airport journey — part of SDCRAA’s commitment to improving the travel experience while modernizing critical infrastructure.

From “worst” to first

LaGuardia Airport has undergone a remarkable transformation. Once infamous for outdated terminals, LGA’s $8 billion redevelopment — the first complete rebuild of a U.S. airport in over 25 years — is setting a new standard for efficiency, comfort and innovation. LGA’s Terminal B received UNESCO’s Prix Versailles as the world’s best new terminal in 2021, and since then the airport’s reputation as a world-class travel hub has continued to grow. Skytrax, a leading international airport rating organization, named Terminal B as the world’s best terminal in 2023 and awarded it five stars, a first for a North American airport terminal. And in 2025 Skytrax proclaimed LGA to be North America’s best airport for domestic and short-haul international travel. 

Our team provided program and project management support services for the centerpiece of this 10-year airport program, replacing LGA’s outdated, 50-year-old Central Terminal Building. Our work included overseeing major upgrades to roads, bridges and utilities through the capital infrastructure program and contributing to the runway safety enhancement program, which extended and strengthened key runway sections.

The resulting 1.2 million-square-foot, 35-gate Terminal B — developed with extensive airline input — provides modern amenities and addresses specific operational needs. Outdated systems gave way to technologies like biometric screening to improve the traveler experience. Expanded lounges, larger gate areas, and broadened dining and shopping options prioritized customer comfort. An updated runway layout advanced airline operations and minimized pushback delays.

While working closely with the PANYNJ and its public-private partner LaGuardia Gateway Partners on Terminal B, we also coordinated with the Delta Air Lines team leading the redevelopment of terminals C and D to ensure smooth collaboration where infrastructure and operations intersected.

A talent trifecta

With a long record of expertise, our ArchTam team brings unique insights, skills and capabilities to airport redevelopment across the U.S. and around the world.  

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Alternative delivery is expected to account for over 47 percent of all construction spending across the U.S. by 2026.¹ Despite their positives, many project owners are still hesitant to use these models. This discussion explores the advantages of alternative delivery, including scenarios where it can be beneficial in advancing projects.

When timing is critical
Alternative delivery procurement can dramatically streamline schedules. On average, design-build projects are delivered 102 percent faster than those undertaken through design-bid-build.² Design-build eliminates the separate bidding phase that occurs in traditional design-bid-build procurement, enabling the project owner to hire a unified design-construction team through a single contract. While any fixed-price procurement type can be lengthy, progressive alternative delivery forms can significantly shorten procurement schedules by reducing the time required to generate and estimate bridging documents for a fixed-price bid.

Alternative delivery models break down silos between the designer and contractor, fostering innovation and collaboration during preconstruction design and development. This can enhance constructability and innovation while expediting the delivery schedule and reducing costs. Key efforts early in projects, from integrating stakeholder input with real-time construction planning to streamlining federal, state and local permitting processes, adds to efficiencies.

When risk is part of the equation
Risk transfer — present in any large, complex project — is an ever-evolving notion. To fully gauge risk, project owners must have a clear understanding of the delivery models that best fit a project’s characteristics, jurisdictional requirements and agency skillsets. As progressive design-build models advance, the design and construction industry must adapt and address the potential impacts of risk on projects, while also supporting the surety and professional liability markets as they evolve. Education is key to understanding this evolving landscape and the ramifications that affect agencies, their delivery partners and design-build teams.

The sequenced, collaborative nature of this “new wave” of progressive design-build models is beginning to influence North American markets, improving the private sector’s appetite for impactful projects. Over the years, we have built strong relationships with project owners. This experience helps us better understand their processes as they align with current alternative delivery forms, positioning us to mitigate risks that could impact project cost and schedule. Our demonstrated effectiveness — whether as part of the design and construction team or by providing owners with advisory services over the project lifecycle — enables owners to trust us to understand their issues and tailor solutions to meet their needs.

Applying all advantages
Not all alternative delivery must be progressive. The new Harry W. Nice/Thomas “Mac” Middleton Bridge — a design-build project — clearly illustrates the advantages of alternative delivery. The 1.9-mile bridge, which spans the Potomac River and connects Virginia and Maryland, was designed and permitted in just 11 months, with construction beginning four months early in 2020 and continuing on pace during the COVID-19 pandemic. ArchTam’s designers worked with the construction joint venture,³ partnering with the Maryland State Highway Authority, to develop design phase refinements and final plans based on efficient, cost-effective, repetitive bridge span lengths that allowed for fast-track construction. Designed for a 100-year life span, the bridge opened to traffic on October 12, 2022 — almost three months ahead of schedule — exemplifying how conventional design-build also fosters success.

Adopting alternative delivery models offers owners numerous advantages, such as enhanced innovation and accelerated schedules, even for their most complex projects. Embracing these principles, while selecting the appropriate tool from the alternative delivery toolbox, will maximize owners’ capital investments and empower them to improve the quality of life for the communities they serve.

¹ Trombitas, P., Beardall, E., & Whitmore, T. (2023). Mid-Cycle Update Report. Design-Build Institute of America. Retrieved February 13, 2023, from https://dbia.org/wp-content/uploads/2023/03/DBIA-2023-Mid-Cycle-Survey-Report-FMI.pdf

² Molenaar, K., & Bryan, F. (2018). Revisiting Project Delivery Performance: 1998-2018. Design-Build Institute of America. Retrieved February 13, 2024, from https://dbia.org/wp-content/uploads/2018/11/Cost_Performance_Research-CII_Pankow2018.pdf

³ ArchTam was contracted to a Skanska, Corman Kokosing Construction Company, and McLean Contracting Company joint venture.

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ArchTam’s partnership with Enviah, a Grand Rapids-based, woman-owned business, has been fostered through a deep rooted and keen understanding of operational system performance models and the complex systems and structures required for this type of project.

Using their evidence led three-dimensional process – Discover, Design and Do – Enviah collaborated with HFMH in the pre-planning stage. The approach was centered around a thorough investigation and understanding of the Henry Ford Macomb Hospital’s existing operational model and how the new building could transform their operations to achieve optimal outcomes. Results were quantified through system measures of efficiencies, including optimal staff productivity as they care for patients, staff engagement and workplace pride, and increased patient satisfaction through a defined experience of care.

“Enviah’s operational focus mirrors our thinking that great healthcare design should be aligned to simplify and organize business operations and then tailored to improve the practitioner and patient experience. It is an absolute honor working with Dr. MacAllister and her teams to help solve our clients’ complex problems and deliver projects that will serve local communities for years to come.” – G. Jerry Attia, ArchTam Michigan’s Vice President and Managing Principal

ArchTam quickly moved forward with incorporating the operational model into a patient floor plan. Our planning and design architects embraced the operational mapping as a strategy for designing a cost-effective, positive care experience, and space that delivered quality, safety and inspiration for staff and patients alike. As our work on the project progressed, Enviah’s proprietary Syntax Mapping System validated that the planning resulted in lower numbers of steps for caregivers, increased visibility on the patients and more intuitive wayfinding for visitors.

A paper doll session at Henry Ford Macomb Hospital

We were pleased to learn that HFMH leadership found that Enviah’s future-focused thinking and research has led to improvements in their approach to the delivery of services and operations.

“ArchTam’s team approaches design from the core of the business operation and cares deeply about the significant investment the client makes when creating new spaces for their businesses. By combining ArchTam’s healthcare design expertise with our operational model and tactical applications and design solutions, our approach not only fully conceives how the building will operate in the future, but also incorporates a real sense of place that complements the local community culture.” – Lorissa MacAllister, PhD, AIA, Enviah’s Founder and President

Soon after completing the pre-planning phase on the HFMH project, and due to the unprecedented challenges healthcare systems faced in the wake of the coronavirus pandemic, Enviah and ArchTam teamed up once more to collaborate on an alternate care facility in Memphis, Tenn.’s former Commercial Appeal building.

The established rapport and technical expertise of the team allowed us to jumpstart our response to the planned 28-day designbuild of a 403-bed COVID-19 response facility in support of a FEMA mission. Enviah created a process map that responded to the staff and patient care workflow and ArchTam married the process map with the initial design plans. Equipped with process mapping and plans, our team collaborated with the U.S. Army Corps of Engineers and various Tennessee medical professionals for the project.

Our teamed efforts have been most impactful to the communities served, both in Michigan and Memphis. ArchTam and Enviah understand the importance of our contributions to population health through the built environment. When we work together to address the operational and business needs of our clients and then deliver a project that supports and enhances the care of people in the community, our success is measured in contributing to improved healthcare outcomes.

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