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

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

Tell us about what inspired you to join the industry.

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

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

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

What are the biggest issues currently facing the residential sector?

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

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

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

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

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

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

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

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

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

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

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

Share a piece of career advice.

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

Key challenges in reimagining the fan experience

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

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

Elevating fan journeys through innovation

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

1. Personalization and inclusivity:

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

2. Seamless integration of technology:

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

3. Sustainability and circularity:

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

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

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

Rethinking renovation for cohesion

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

Airport expansions are inherently ambitious. The biggest challenges are:

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

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

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

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

Key trends include:

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

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

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

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

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Miguel Sanchez is an aviation project architect and manager known for delivering terminal, airside and support facility projects across Florida. Based in Tampa, he earned the trust of the Hillsborough County Aviation Authority through years of collaboration and a deep understanding of their operational priorities and project goals. Drawing on his design background and construction administration experience, Miguel leads multidisciplinary teams to deliver high-quality, phased projects that stay on schedule, on budget, and produce exceptional outcomes for clients across the state’s evolving aviation landscape.  

What inspired you to join the aviation industry?

I was drawn to aviation because it’s one of the few industries where our work directly touches millions of people every day. Whether passengers are traveling for business or leisure, everyone experiences the terminals we design. As an architect, I wanted to help shape those spaces to enhance the guest experience — creating environments that promote intuitive movement, comfort and enjoyment — even during travel’s busiest moments.

Aviation projects offer a rare opportunity to merge architectural creativity with operational strategy — improving how people move, work and connect.

What excites me most is knowing that every design decision contributes to a smoother journey. From ticketing to bag drop to gate areas, I focus on designing functional spaces that work for both passengers and staff.

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

One of my favorite projects was the Gainesville Regional Airport terminal expansion and renovation.

The project combined new construction with a complex, multi-phase interior renovation of a 50,000-square-foot terminal — all while keeping the airport fully operational.

We upgraded ticketing, TSA checkpoints, hold rooms and restrooms, sequencing every phase around passenger flow and security requirements. Much of the work had to occur overnight to avoid disruptions. That level of coordination required a close partnership with the contractor and constant communication with the airport.

The results spoke for themselves: Gainesville’s passenger satisfaction and facility ratings climbed significantly after completion, demonstrating how tight phasing and teamwork can transform a space and a client relationship. We continue to work with Gainesville, which is a testament to the trust that grows when you deliver efficiently, on time and with care.

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

My work on the UPS Air Cargo Facility at Tampa International Airport turned the outdated building into a modern, efficient operation hub.

I led design coordination and construction support as the architect of record for the 40,000-square-foot facility, which expanded UPS’s capacity and allowed them to hire significantly more workers.

Using BIM modeling, we integrated UPS’s conveyor systems with architectural, structural and building systems before construction began, identifying conflicts early and keeping the schedule on track.

This project stands out for delivering tangible economic and operational benefits. It not only strengthened UPS’s regional footprint but also supported local jobs and showed how design-build delivery can drive efficiency and create lasting value for clients and communities.

Share a piece of career advice.

My advice is on taking ownership and leadership.

During our recent terminal expansion and renovations at Punta Gorda Airport, the client needed to fast-track the schedule. We accelerated our design work so the contractor could establish final pricing without sacrificing quality. That experience reinforced a principle I share with my team often: treat every project as if it were your own.

That mindset changes how you approach everything, from communication and scheduling to cost and the quality of work. I take ownership of cost, time and coordination on every job. That ownership includes reviewing all change orders, questioning what doesn’t make sense and confirming design decisions align with the client’s budget.

Knowing every detail matters — that’s how you build trust. Not just with clients, but with contractors and your team. That’s what leadership looks like: staying on top of everything and responding to every shift in the situation.

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George fully integrates airline perspectives into terminal design, resulting in facilities that satisfy both passengers and operators. He joined ArchTam in October 2024 to continue modernizing airports while keeping airline services and guest experience at the forefront.

Why did you join the aviation industry? What about it motivates and inspires you?

I joined aviation almost by chance through an internship with the Port Authority of New York and New Jersey. As soon as I stepped into the industry in 2002 — right after 9/11 — I was hooked. At that time, air travel was under scrutiny, and I felt driven to be part of the next generation making it safer and stronger.

What inspires me today is knowing aviation is a global economic engine and a local community driver. Every project we deliver creates jobs, business opportunities and better connections for those who rely on airports every day.

I often think about the employees who make air travel possible, from ticket agents to ramp crews. Designing terminals with their needs in mind leads to better service, and as a frequent flyer myself, it’s deeply rewarding to see friends and family use the facilities I’ve helped bring to life.

What are some of the challenges associated with airport redevelopment projects in major urban transportation hubs, and how have you navigated those complexities in your career?

The biggest challenge is working in a live environment. Airlines don’t cut schedules for construction, so we need to keep systems moving. That takes clear communication across teams, creative thinking in the design phase and precise execution in the field.

Scoping is another complexity — efficiency and long-term viability must come first. On multi-billion-dollar programs, it’s essential to distinguish needs from nice-to-haves. I listen carefully to end users and guide discussions toward solutions that protect operations and avoid scope creep.

With Delta’s redevelopment at JFK, for example, we worked around peak traffic flows to minimize impacts, protecting revenue and the traveler journey. When functional realities are aligned early and clearly communicated, then contractors can plan more effectively and the entire program runs more smoothly.

What are the benefits of airlines playing a major role in airport terminal redevelopments?

Airlines are at the center of the guest experience. From the curb to the gate — check-in, security, boarding and in-flight — airlines shape nearly every touchpoint, uniquely positioning them to influence terminal design in ways that address travelers’ needs, improve service efficiency and reflect their brand identities.

Airlines and passengers also have overlapping interests, so designing with input from the airlines means better service for passengers, too. Their involvement ensures terminals feel welcoming to travelers who trust their preferred airline’s brand. The real challenge is aligning designers, contractors and delivery teams with the operational demands of live airports.

My role is to bring the airline perspective forward, ensuring their priorities are clear from day one. When all stakeholders’ needs are communicated clearly, redevelopments create value for everyone: seamless transit for travelers, stronger operations for airlines and more resilient performance for airports.

As the industry continues to evolve, what possibilities are you excited for moving forward?

I’m most excited about technologies that foster a frictionless travel experience. Imagine predictive systems that integrate with your phone, automatically booking your ride to the airport based on traffic. Some of this technology exists today, but a unified ecosystem would transform the voyage.

I also envision new security models such as advanced screening portals that detect prohibited items as you walk through, eliminating the need for removing clothing at checkpoints. Reducing stress and hassle around security would make air travel smoother and more enjoyable for millions of people.

Finally, I look forward to aviation that operates with minimal environmental impacts. Energy-efficient technologies that eliminate greenhouse gas emissions are critical to the industry’s future. For me, the ultimate goal is building airports that are safe, sustainable and simple to use — places where the journey is as positive as the destination.

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Based in Madrid, Diego Camazano is a seasoned leader in data center design and strategy, balancing his professional achievements with life as a father of two. He began his career as an engineer at various design firms and consultancies before joining ArchTam eight years ago as a project manager. Over the years, Diego has advanced to become Head of Data Center in Spain and now serves as Data Center Sector Lead in Spain and is responsible for the growth of the co-location (CoLo) sector in Europe. In this role, he drives ArchTam’s expansion into CoLo markets, scaling operations and championing sustainable growth across international regions. His work focuses on identifying strategic opportunities, developing growth initiatives, and aligning cross-functional teams to deliver impactful results globally.

Tell us about what inspired you to join the industry.

My passion for engineering and construction began early on. I’ve always been fascinated by how the spaces we live and work in are conceived, designed and built. That curiosity naturally led me to pursue a degree in engineering, and my professional journey began over 20 years ago at a Spanish firm, where I had the opportunity to learn from talented professionals, including one of my former university professors.

In the early stages of my career, I focused on designing a wide variety of building projects. This experience gave me a comprehensive view of the industry and a deep understanding of the unique challenges each project presents. In 2008, I designed my first data centre, and I was immediately drawn to the technical complexity, operational criticality and fast evolution of this sector.

In 2010, driven by a desire to bridge the gap between design and execution, I made the decision to transition from engineering into construction. I wanted to experience firsthand how design takes shape on site and how challenges are resolved during the construction phase.

Since then, I’ve worked across sectors like hospitality, defense, infrastructure and data centres — always with a mindset of learning, adapting and embracing new challenges. ArchTam has been the ideal place to consolidate that journey: a global company with multidisciplinary teams and a strong commitment to technical excellence and international collaboration. In 2020, I returned to the data centre sector to lead a hyperscale construction project. By 2022, I was given the opportunity to head our data centre sector in Spain. Today, I also support its growth across Europe and serve as client account manager for several key international clients.

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

More than a single project, I would highlight my journey leading the data centre sector in Spain. In 2022, I stepped into this role at a time when we had only one client in the country. It was a challenging beginning, building trust, aligning and connecting geographically dispersed teams, and structuring the service delivery model.

Through collaboration, perseverance, and a shared vision, we’ve built a strong, multi-skilled team capable of delivering high-impact results across the lifecycle of data centre projects. Seeing the sector grow — with new clients and increasing complexity — has been one of the most rewarding experiences of my career so far. It’s not just about project success; it’s about building long-term relationships and becoming a trusted advisor to our clients in a fast-evolving industry.

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

The data centre sector plays a pivotal role in enabling the digital transformation of our society. The projects we deliver help strengthen the technological infrastructure of entire regions, generate local employment during construction phases, and support broader economic development.

Our work also increasingly integrates sustainability standards from energy efficiency to the circular economy, making a positive environmental impact. But perhaps one of the most fulfilling aspects has been working with multicultural, multi-geography teams — shaping the way we collaborate with greater empathy, cultural awareness, and a truly global mindset. That shift not only improves our delivery, but it also strengthens our connection to the communities we serve.

Share a piece of career advice.

There’s a quote that always keeps me going: “Don’t wish it was easier, wish you were better. Don’t wish for less problems, wish for more skills. Don’t wish for less challenge, wish for more wisdom.” – Jim Rohn

Invest in your own development, embrace complexity, and see each challenge as a chance to expand your skills and perspective. Surround yourself with strong teams, build trust and focus on creating value.

Throughout my career, I’ve learned that growth often comes from discomfort, from those moments when you’re out of your depth but choose to lean in instead of step back. The most meaningful achievements are rarely the easiest. That mindset has helped me stay grounded and keep evolving, personally and professionally.

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

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

Tell us about what inspired you to join the industry.

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

Share a piece of career advice

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

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Felipe specializes in delivering public-private partnerships (P3s) in the airport sector, using his multi-disciplinary expertise to foster collaboration and efficiency on complex programs. As a former CEO, board member and advisor to airport companies, he has guided major investments to long-term success. He joined our aviation team in early 2024, where he leads transformative projects and industry advancements.

Tell us about why you enjoy working on airport projects — what motivates and inspires you?

I designed an airport early in my career in Chile and became enamored with aviation. I love seeing airports under construction and in operation, and I still take every opportunity to check out the airside during development.

Airports are unique in that they support an incredibly diverse set of stakeholders — airlines, public entities, developers, operators, cargo handlers, service providers, travelers and more. Each group has their own priorities and perspectives, which makes the challenge of aligning their needs complex and rewarding. I’m inspired by bringing these interests together to create solutions that benefit everyone.

I take great pride in leveraging my P3 experience to help owners realize their vision. My goal is to contribute to the development of world-class airports that function efficiently and instill a sense of pride in the communities they serve.

What are some of the challenges associated with developing airports in dense, urban areas, and how have you navigated those complexities in your career?

Ultimately, our goal is to make existing airport facilities work smarter. Modernizing terminals by replacing outdated infrastructure and rethinking passenger processing systems can dramatically improve efficiency without requiring physical expansion.

Airports are increasingly adopting artificial intelligence (AI) to analyze their processes in real time, anticipate peak hours, manage queues and refine schedules to minimize congestion. I see AI as a tool to unlock new ideas that challenge traditional philosophies and guide future development. Capitalizing on these innovations ensures that even in the most space-constrained environments, airports can continue to evolve and thrive.

How does aviation development create transformative opportunities for communities, and how has that influenced your approach to your work?

Airports have evolved into dynamic hubs that connect air and land infrastructure to drive regional economies. This shift presents transformative opportunities for communities served by airports, from supporting logistics services and business districts to sustaining hotels and commercial developments. P3s play a vital role in realizing this potential by attracting private investments to support development at the terminal and beyond, helping airports become engines of regional growth.

When airports are thoughtfully planned, they become self-sustaining ecosystems. Recognizing this broader role is essential to the success of any P3. The public sector views infrastructure as a social responsibility — one that must deliver lasting benefits to the communities it serves. At the same time, private investors seek long-term value. My extensive experience delivering P3s allows me to align the goals of investors, airport operators and communities, creating partnerships that are financially sound, socially responsible and built for long-term success.

My approach to planning begins with positioning the airport as a catalyst for growth. I then prioritize a high level of service for airlines and passengers, ensuring operational excellence while delivering lasting value. With a future-focused strategy, we deliver infrastructure that meets regional needs, creates investment opportunities and strengthens communities far beyond the airfield.

What possibilities are you excited for moving forward?

I’m excited about the involvement of new players in the airport development space and the innovations this broader collaboration can bring. Sustainable airports are profitable airports, and this paradigm is increasingly gaining traction in the U.S. As new investors, developers and global aviation experts enter the field, we have a real opportunity to reshape airport infrastructure with fresh thinking and future-ready solutions.

Historically, the U.S. was a global leader in airport development thanks to forward-thinking airlines and strong public sector planning. Much of the world’s most advanced airport infrastructure has been influenced by the U.S. model. Today’s evolving needs present a chance to lead once again, applying new ideas to build on a legacy of innovation.

As technologies like AI and machine learning emerge in the aviation industry, the need for adaptable infrastructure will only grow. Strengthening connections to urban transit networks is critical to positioning airports as efficient gateways that drive economic prosperity and improve passenger experiences, ushering in a new era of global mobility.

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