One of Felipe’s initial projects was the Highway 401 Expansion from the Credit River to Regional Road 25 in Mississauga, Ontario. Beyond highway improvements, this design-build-finance project also included the complex Highway 401/407 interchange, connecting two major Ontario roadways and the future Highway 413 corridor. He was involved in early preliminary design, progressed as a core member of the owner’s engineer/technical advisor team, and continued through construction and operation. This experience enabled him to advance a major project from early planning through construction and implementation. As residents of Mississauga, Felipe and his family directly benefit from the community improvements resulting from the engineering, environmental consultation and construction on this project.

Tell us about a project that has been a major highlight of your career. How is it delivering a better world?

While working on Highway 401 was a significant step in my career and offered tremendous learning, I recently served as the Deputy Project Manager and Highway Engineer on the Highway 413 Corridor Route Planning Study. This project has given me the opportunity to advance new infrastructure in the Greater Toronto Area. Highway 413 is a new transportation corridor northwest of the City of Toronto being delivered by the Ontario Ministry of Transportation (MTO) to relieve congestion on major highways and improve mobility for those who live and work in the region.

This highway program includes 59 kilometers of new highway infrastructure, including 52 kilometers on Highway 413 and two extensions to nearby Highways 410 and 427. It will provide expanded highway capacity, improved connections between major highways and numerous interchanges — significantly reducing travel times for drivers in nearby regions while enabling better connections between communities. The project also includes active transportation features and potential for future transit.

As Deputy Project Manager and Highway Engineer, I was heavily involved in project management and design, including coordination across multi-disciplinary teams. The design of this corridor is extensive. It includes four freeway-to-freeway and 14 arterial interchanges, over 20 roadway underpasses and overpasses, crossings over the Credit River and the Humber River, numerous watercourse crossings and culverts. Protection for a transitway adjacent to the corridor, including stations and carpool lots, was also considered.

Our team worked proactively with MTO to integrate design standard updates and to reflect stakeholder input from municipalities, conservation authorities and major utilities on key design elements. As part of this large-scale project, we also assisted MTO in identifying corridor segments suitable for early works that could be fast-tracked to detailed design and construction.

To inform the next phase of the project, I was also heavily involved in developing a design and construction phasing strategy, allowing MTO to advance the procurement of the Highway 410 Extension from Mayfield Road to Hurontario Street in the City of Brampton.

What key challenge did you and your team face on this project? How did you solve it?

A key challenge on a publicly visible project of this magnitude is collecting and responding to input on design elements from surrounding municipalities and key stakeholders across the entire corridor. What’s more, our project team faced emerging geopolitical and regulatory issues, design standard updates, changes in traffic demand, and other concerns that shaped stakeholder input as our work evolved. Through an extensive consultation program delivered in collaboration with MTO, we conducted multiple meetings, workshops, working groups, public information sessions and other communication tactics to facilitate input and feedback. These produced insights into future road improvements, active transportation elements, road servicing, utilities management, future growth strategies and ongoing project coordination.

The early phasing work we completed also helped MTO understand and anticipate potential challenges that might arise along the corridor over the next five, 10 or 15 years. Similarly, it allowed them to identify corridor segments that could be advanced in collaboration with stakeholders to expedite construction, avoid costly temporary works and prevent schedule delays. Beyond stakeholder engagement, we worked with MTO to conduct workshops focused on cost and schedule risk assessment, value engineering and constructability to identify critical risks and develop effective mitigation strategies.

By establishing these dynamic and responsive feedback channels, we maintained consistent interaction and fostered trusted relationships where municipalities and other stakeholders felt heard and understood.

How has this experience shaped your approach to future work and expanded your career at ArchTam? What lessons did you learn?

On Highway 413, we effectively incorporated feedback into a preliminary design that aligned with MTO’s vision while respecting stakeholder input. By overcoming numerous technical challenges, evolving landscapes and varying conditions across the project, we learned lessons that will help me anticipate and mitigate challenges on future projects of similar scope and size. For example, during the study, local municipalities were updating their Transportation Master Plans and Official Plans. Given the Highway 413 corridor spans more than 10 municipalities and regions, consultation and review of the plans with stakeholders was critical for them to clearly understand land use changes and impacts of the freeway on local interchanges and road crossings. This allowed MTO to set the baseline for future legal agreements with these municipalities and regions around their road networks and active transportation needs.

The release of updated MTO design standards also meant our design team had to review the entire corridor and update geometrics to meet or exceed these enhanced design requirements. This resulted in a multi-disciplinary review of the corridor, including drainage, environmental, structural and other key elements. We completed this work within a short timeframe and presented a modified design that met MTO’s latest guidelines and standards while still aligning with MTO’s overall project vision.  

Working on this project allowed me to truly understand the positive outcomes achieved through early engagement and transparency with municipalities, conservation authorities, utilities, rail operators, transit agencies and others impacted by a major new highway build. As the Highway 413 project progresses to its next phase, those trusted relationships forged with key stakeholders across the highway corridor will help the project advance in a cost-effective, responsible and sustainable manner.

Want to learn more about the Highway 413 project and how it will positively impact Ontario?

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As an associate vice president and key member of ArchTam Canada’s Impact Assessment and Permitting team, Emma leads environmental planning, permitting and engagement on complex transportation programs across Ontario. With over 20 years of experience, she integrates environmental requirements into program strategy from planning to procurement, through design, delivery and closeout to protect compliance and schedule, and maintain stakeholder confidence.

Tell us about a project that has impacted or been a major highlight of your career. How is it delivering a better world?

Building excellence into highway programs

For me, highway projects typically involve aggressive schedules, evolving designs, alternative delivery models and layered regulatory requirements — all in highly visible public environments. A defining project in my career is the Highway 427 Expansion and Extension into Vaughan, Ontario where ArchTam was Owner’s Engineer for the Ontario Ministry of Transportation. This was a Design-Build-Finance program requiring strict compliance with thousands of environmental and contractual obligations while advancing delivery to meet regional growth demands. On this project, I worked closely with the owner and the contractor to align environmental performance with constructability and schedule certainty.

Initially involved in the preliminary design phase, our team worked proactively to secure regulatory approvals under the Species at Risk Act (SAR) and the Fisheries Act. During the field investigations, four bat species were identified. Within the same timeframe, the Ministry of Natural Resources and Forestry (MNRF) developed new protocols for these bat species and their habitats, deeming them at risk and requiring the project to undergo full permitting. This project was the first to fall under this new permitting structure, putting it under additional levels of scrutiny and review throughout the permitting process.

To maintain the project’s schedule, we obtained authorizations before developing the detail design. By leveraging our understanding of the permitting process and our strong relationships with key stakeholders and regulatory agencies, we facilitated advanced authorizations. Through consistent and effective consultation with MNRF, we used the reference concept design to identify risks and confirm the monitoring, mitigation and reporting requirements.

What was a key challenge you/your team faced while working on this project? How did you solve it?

Turning environmental risk into delivery confidence

With the design phase complete, I later rejoined the 427 program mid-construction and was quickly immersed in a complex regulatory framework where I supported the team in navigating environmental risk and oversaw compliance across planning, design development, delivery and closeout.

My focus was more than just compliance, it was ensuring environmental considerations actively supported program strategy, schedule certainty and decision-making. A persistent challenge on large highway programs is preventing environmental requirements from becoming barriers to progress. On Highway 427, I worked with the client and project leadership to translate environmental and permitting obligations into practical contractor actions that reflected evolving design and schedule pressures. Just as we did in the design phase, by explicitly connecting environmental risk to schedule and cost, we made informed decisions at pivotal moments, allowing the team to maintain compliance while sustaining delivery momentum.

Success depended on early risk identification and close coordination across program strategy, planning, design and delivery. Consistent engagement with regulatory agencies, Indigenous communities and stakeholders was also critical. Rather than treating environment as a standalone team, we were embedded in the program’s decision framework, supporting contractor and owner teams with real-time, risk-informed advice to balance constructability, compliance and accountability.

One of the key challenges for the 427 program revolved around its elements — the widening, the extension and municipal infrastructure adjustments such as local road realignments. To support SAR compliance, ArchTam oversaw the development and execution of practical planting schedules for habitat compensation to align construction timelines with species-specific requirements. We also simplified fragmented reporting by bringing multiple data sources into a single consolidated process. Throughout construction, our team completed frequent visual inspections, providing real-time guidance so the project could adjust quickly, and successfully establish replacement of sensitive habitats to remain compliant with permitting requirements.

Delivering better outcomes on complex highway infrastructure

New highways and highway extensions are essential to regional mobility, safety and economic growth. For me, delivering better highways means building responsibly by protecting environmental features, maintaining public trust, respecting community interests and conducting truly meaningful Indigenous engagement while meeting pressing transportation needs.

Across Highway 427 and other major local highway programs I’ve worked on, including the Bradford Bypass and the Highway 413 corridors, I’ve helped clients navigate complex and evolving regulatory landscapes while advancing infrastructure that is compliant, constructible and resilient. By integrating environmental considerations into strategy from the outset, we are positioning programs to succeed amid changing legislation, heightened scrutiny and accelerated timelines.

How has this experience shaped your approach to future work and expanded your career at ArchTam?

The Highway 427 Expansion and Extension fundamentally shaped how I approach future work by reinforcing the value of integrating environmental, social and constructability considerations into program strategy and planning at the outset, rather than adding later. It sharpened my ability to embed environmental requirements into decision frameworks, connect risks to schedule and cost, and cultivate a relationship-based project delivery approach across agencies, stakeholders, Indigenous partners and contractors.

This project also further established my role as a trusted advisor on large-scale, alternative delivery transportation programs and as a leader and mentor for teams navigating complicated, multi-party approval processes. As transportation programs become larger and more complex, with stringent delivery schedules and intense public scrutiny, it’s important for me to consistently share and apply these lessons as best practice across my work on critical highway and transit programs.

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Howard Michael, based in Sacramento, brings more than 35 years of engineering, transportation, and multi-disciplinary project leadership that continue to shape communities and infrastructure across California. As Director of ArchTam’s Northern California Highways Group and Senior Manager of Business Development, he has managed major Caltrans on-call contracts, multi-disciplinary highway and bridge programs, and large-scale infrastructure pursuits, blending deep technical expertise with a commitment to safety, sustainability, and meaningful community impact.

What inspired you to join the industry?
From a young age, I was fascinated by construction. Watching buildings, roads and bridges take shape left a lasting impression. That early interest grew into a love for drawing and drafting, which eventually led me into architecture studies. My first boss, owner of a small structural engineering company encouraged me to transition from my AA degree in Architecture to pursue a degree in civil engineering, where my skills and passion aligned perfectly.

I began my career in drafting and structural design while obtaining my AA degree, which later expanded with a national engineering firm into treatment plants, pump stations, and pipelines, and later transitioned into bridge and highway design. That path allowed me to blend structural expertise with transportation leadership. Over the years, I have had the opportunity to contribute to some of California’s most complex projects, including interchanges, bridges, tunnels, and highways that require project problem identification and definition, risk identification and management, and performance-based designs that involve balancing safety, environmental sensitivity, and addressing stakeholder concerns.

What projects stand out most in your career?
I have worked on a wide range of projects, both large and small. Among those that stand out:

• A water treatment plant in Redding, where I played a key role in structural design of treatment facilities, operations building, pump station and a 7-mile-long water transmission main.
• The San Diego Creek Bridge on State Route 73 in Newport Beach, CA, over the San Diego Creek, one of the largest bridges that I designed.
• The Douglas/I-80 Interchange in Roseville, CA, a complex project that included freeway mainline widening, ramp realignments, an Interstate bridge overcrossing,  a new Interstate on-ramp  with cut-and-cover tunnel involving fire life safety elements, pump station, and operations building that was concealed in a widened fill prism — closely mirroring challenges now faced on Last Chance Grade.
• Current efforts on the Sites Reservoir Project, leading the design of 31 miles of roads and a major causeway across the reservoir.
• A Complete Streets project in Angels Camp, which is beautifying SR-49 through the “town of Angels” while enhancing safety for the active transportation community through the addition of bike lanes, sidewalks, landscape strips, and low impact design with incorporated drainage systems for natural treatment of stormwater runoff.

Whether tackling mega projects or small community improvements, I take pride in engineering solutions that leave a lasting positive, sustainable impact for the benefiting communities.

How do you approach problem solving and innovation?
I take a performance-based approach to analysis and decision-making. For me, every successful project starts with clearly defining the issue we’re trying to solve — only when we understand the real problem can we identify solutions that are the right size and the right fit. I enjoy the process as much as the outcome: bringing stakeholders together, facilitating discussion, and encouraging collaboration so we can develop optimized solutions as a team.

I’ve always believed engineering is about more than technical problem‑solving. It’s an opportunity to enhance communities, preserve heritage and promote sustainability. Whether I’m helping integrate educational elements or interpretive centers into projects, or designing greener, safer facilities, I see infrastructure as a legacy — something that can serve and strengthen communities for generations.

What advice would you give to young professionals?
My advice is simple: follow your passions. When you pursue work that excites and fulfills you, it rarely feels like work. Passion fuels perseverance, even through long or difficult projects, and leads to a more meaningful career and life experience.

What do you enjoy outside of work?
Outside of work, my greatest joy is my family. Providing for them, living with integrity and leaving a legacy of service are at the core of who I am. I treasure the time spent together, finding meaning in the moments that reflect the values I have worked hard to pass on.

Faith is also a guiding force in both my leadership approach and personal philosophy. I often remind my family and colleagues of a principle I live by: “Behind every task we do, there’s something far more important than the task itself.” For me, that greater purpose is rooted in service — supporting others, uplifting communities and helping people reach their full potential.

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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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Based in St. Albans, England, Phil Wayles has been with ArchTam for over 38 years, originally joining as a graduate civil engineer at one of our legacy companies. Phil is a project director on National Highways major projects, a program manager for AlUla Lead Design Infrastructure and leads the contractors program for surface transportation, aviation and ports. His role is to strengthen relationships and develop the pipeline of opportunities with our contractor partners. He has also led the delivery of major highways projects and development infrastructure planning and design work in the UK, Republic of Guinea in West Africa, and Poland.  

Tell us about what inspired you to join the industry. 

I’ve always been interested in designing and making things. At school, one of my favourite lessons was woodworking; I always enjoyed the process of taking something from a simple idea to a tangible product. This interest worked hand in hand with the fact that my dad was a mechanical engineer who got to work on several international projects. I liked the idea of getting to combine my passion for creating things with my desire to travel. 

Whilst studying civil engineering at the University of Leeds, I got the chance to do some summer work constructing the Devonshire Dock Hall, a shipbuilding and assembly complex in Barrow-in-Furness, which was famous for building nuclear submarines. Working on a large-scale civil engineering site confirmed to me that it was the line of work I wanted to pursue, and ArchTam allowed me to do this on an international scale. 

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

The standout project I’ve worked on is the A428 Black Cat to Caxton Gibbet. This is the biggest road project currently being built in the United Kingdom.  

The A428 is the only section of single carriageway between Milton Keynes and Cambridge. Road users are subject to low speeds, delays and congestion — particularly at the A1/A421 Black Cat roundabout, Caxton Gibbet Junction and the numerous side roads, leading to regular incidents and self-diverting traffic on local roads. Currently, 23,500 vehicles travel daily between Cambridge Road and Caxton Gibbet. With local growth, this is expected to rise to 33,000 by 2040 and 46,000 by 2038, doubling the intended traffic volume. 

Working as the project director, my role was to lead our large multidisciplinary team through the preliminary design phase and secure the Development Consent Order (DCO). The key to the smooth delivery of the project was the collaborative approach adopted by all partners, which gave people the chance to speak up about challenges and present solutions in an open setting. This approach was invaluable due to the challenges presented by the sheer scale of the work. The stretch of road is over 10 miles long with a river and flood plain crossing, many other bridges and three large junctions, all of which required specialist advice. These challenges led us to collaborate with Skanska and other tier 2 contractors to get their expert opinions and inputs on the design, which gave more assurance to the client and customers. 

The local communities will benefit from improved and more reliable journey times, better access to train stations, and safer routes for pedestrians, cyclists, horse riders, and people with disabilities. Traffic will be reduced on local roads and villages, and environmental mitigation efforts will address cultural heritage, air quality, noise, ecology, and landscaping, aiming for net zero. Legacy funds will support local initiatives, projects, and community groups, while providing work for local people and supporting STEM education and school projects. 

The project has had a massive positive legacy, not only for the communities, who we reached out to through the innovative use of digital solutions such as virtual consultation rooms to get a more diverse population of local people involved — and a Minecraft flythrough for our younger participants — but also internally, as we received great feedback from ArchTam employees. Many colleagues reported it being the best project they ever worked on. 

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

In the late 1980s, I got the chance to go to the Republic of Guinea in West Africa to work on a new road project, upgrading part of the main route between the country’s two largest cities. This involved a 128-kilometer stretch of rural road to connect Guéckédou to Sérédou, which would improve connectivity for local people and provide greater opportunities to sell produce and products.  

Once complete, the travel time was reduced from two weeks to two hours! This became the catalyst for further development and economic growth for the area. The project was very exciting to me. Getting the chance to project manage an international project at just 25 was the realisation of the dream I’d been working towards — although I didn’t imagine I’d be celebrating my 25^th birthday surrounded by snakes! The project also proved invaluable for my career as it allowed me to experience different cultures and work with foreign contractors in a difficult remote setting. 

Share a piece of career advice. 

As made evident by my own career experience, this industry offers a variety of unique opportunities. Grasp opportunities presented to you and don’t be afraid to reach out to colleagues who may have more experience than you for support and guidance. Equally, I think it’s very important to give back to others through mentoring and buddy systems to allow the next generation of engineers to develop their skills. I also think that it’s important to make sure that you are constantly setting new goals for yourself to ensure that you are continuously learning. 

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Michael Girman has 37 years of experience managing major transportation projects through all aspects of the development process. During his 18 years with Pennsylvania Department of Transportation (PennDOT) Engineering District 6-0, he oversaw some of the most significant and complex projects executed in southeastern Pennsylvania. As a senior program manager, he handled the day-to-day decision-making on a wide range of design and coordination issues while maintaining the schedule for more than 25 active projects with a construction value over $2.5 billion. His PennDOT experience included new alignment, widening and reconstruction projects in heavily populated urban and suburban environments.  

Michael’s work involved extensive coordination with agencies such as the Delaware River Joint Toll Bridge Commission, Delaware River Port Authority and the city of Philadelphia. He is familiar with state and federal permitting procedures and agencies, and has comprehensive experience coordinating with the U.S. Army Corps of Engineers, Federal Highway Administration, Environmental Protection Agency, and numerous state Departments including the Department of Environmental Protection. He has considerable railroad coordination experience with both mass transit agencies (such as Southeastern Pennsylvania Transportation Authority and Amtrak) and freight railroads, including CSX and Norfolk Southern. All these relationships and experiences translated nicely to the private sector when he left PennDOT to join ArchTam. During his 19 years at ArchTam, Michael has helped advance transformational projects across transportation market sectors. 

Tell us about what inspired you to join the industry. 

When I was a kid — just 5 or 6 years old — I started talking about building bridges. I loved suspension bridges and truss bridges. Throughout school, I always scored high on science and math tests, and this helped me trust my instincts and my interests. When it came time to apply to colleges, I knew I wanted to study engineering. I graduated college in the 1980s, when the job market was tight for civil engineers. My dad was a state employee working for the Pennsylvania Department of Labor and Industry and he encouraged me to take a civil service test. Ultimately, I was hired by PennDOT Engineering District 6-0 in the Philadelphia area, and this helped me build a career that aligns with my passion for bridges and roads. As a regional business line leader, I help advance all types of major transportation projects that get people where they need to go. This never gets old. 

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

The I-95 corridor reconstruction program covers a little more than 50 miles of Interstate in the Commonwealth of Pennsylvania, and it has spanned much of my career, first at PennDOT and then ArchTam. I’ve been involved with everything from early project planning, breaking out sections and prioritizing needs, to asset management, hiring consultants and designing the various sections to reconstruct the Interstate.  

The Girard Avenue Interchange (GIR) in Philadelphia is one of those sections. At PennDOT, we selected ArchTam legacy company URS to design the GIR section. As a result, I was able to stay involved with GIR during my tenure at ArchTam. When questions arise on the I-95 corridor program in the Commonwealth, I’m grateful to offer any insight I can to PennDOT to help them move the program forward after all these years.  

I feel truly fortunate to be part of such a great program. It’s massive and diverse — stretching from cornfields in Bucks County to the city of Philadelphia and beyond. The interests and perspectives of the different stakeholders and communities vary greatly. The GIR section of I-95 goes right through the Fishtown and Olde Richmond sections of the City of Philadelphia, so we’ve been able to help right some of the wrongs dating back to the 1950’s and 1960’s when the Interstate was built, particularly those related to the displacement and disruption caused by the original construction. Our archaeological investigations discovered six intact Native American occupations that have been dated to 3563 B.C. We’ve saved and reused building architectural elements from a nineteenth century shipyard. We’re reconnecting communities and bringing back access to the Delaware River waterfront that had been cut off for all these years. Our project team proactively addressed issues like equitable access to green space, multi-modal connections, transit access and green stormwater management. Thinking progressively about these issues helped the project anticipate changing regulations and respond to issues earlier than federally required. 

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

The West Dover Connector project in Delaware has helped the community across different modes of traffic and travel. Very rarely in the northeastern U.S. do you get to help build a new roadway on a new alignment, but the Delaware Department of Transportation had a vision for relieving congestion and improving mobility south of Dover that we were able to help them realize.  

The connector — a pedestrian and bike-friendly three-mile roadway — incorporated multi-use paths, bike lanes, and new structures over railroads and streams. It connects communities with independent bike paths, the park system, a historic farmstead, and a local Boy Scout camp. In the initial stages of the project, ArchTam led numerous community working group meetings and public information centers as part of our transportation planning alternatives analysis and prepared a NEPA Environmental Assessment. Then we provided preliminary and final engineering services, so our work truly spanned the life of the project. It was a well-thought-out project that required us to balance a lot of competing interests, but in the end, it was extremely well received by the community as a tremendous positive for everyone involved. 

Share a piece of career advice. 

My boss at PennDOT gave me the best advice for my career: Train your replacement, because if you don’t then you’ll sit there in that same spot for the rest of your career. Another piece of advice I’ll share is stay true to yourself and your own vision. That sense of purpose will keep you going.  

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Jarrod Pettigrew joined ArchTam in 2021 and is based in South East Queensland, Australia. With over 21 years of experience, he provides strategic leadership and acts as the leading advocate for Queensland’s Department of Transport and Main Roads (TMR) within ArchTam. In his role as client account director, he helps ensure quality, efficiency and consistency across ArchTam’s portfolio of projects. 

Tell us about what inspired you to join the industry. 

My inspiration to join the engineering industry stems from a deep-rooted passion for transportation and infrastructure. Growing up, I had an uncle in construction who encouraged me to pursue a career in engineering. Since starting in the industry, I have been fascinated by how well-designed transportation systems transform communities and enhance people’s lives. I wanted to be part of that transformation, contributing to city-shaping projects that not only address current needs but also anticipate future demands.  

My experiences over the past 20 years have only strengthened this passion, and I’ve seen firsthand the significant impact that our engineering solutions can have on communities. By solving congestion and resolving road safety issues to transform corridors for multi-modal use, providing passenger transport and active transport options, and repairing road connections after flood events, our industry improves the quality of life and fosters sustainable development.  

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

I have been fortunate to work on several high-profile and interesting projects at ArchTam. A particularly notable project experience has been working on Queensland’s Gold Coast Light Rail project, a vital passenger transport project that is enhancing accessibility and improving overall transportation options within the community. My involvement has included supporting the coordination of multi-disciplinary technical studies during the recent planning phases, focusing on confirming track configurations, station locations, road network modifications, and addressing environmental considerations. As a Gold Coast local, I am invested in seeing the area benefit from enhanced passenger transportation options, and the implemented sections have already significantly improved how people move around the city. 

As we worked on the Gold Coast Light Rail, we collaborated with our talented multidisciplinary teams to deliver innovative solutions to complex challenges such as urban integration, traffic management, and infrastructure sustainability planning. Before ArchTam, I was involved in an earlier phase of the project, where I contributed to the development of the concept design. This phase explored both light rail and bus rapid transit options. It’s certainly been rewarding to stay connected to the project over the past decade and witness its ongoing progress and impact. 

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

Many of my projects focus on planning, designing and implementing solutions that significantly enhance community connectivity, resolve safety issues and address the evolving needs of communities. One example is the Pacific Highway/Harrington Road Interchange project in New South Wales. As project manager for the concept design and business case phases, I oversaw the development of a grade-separated interchange solution that aims to improve safety and traffic flow between the Pacific Highway and local roads connecting Harrington and Coopernook. 

This project is crucial in addressing ongoing safety concerns at the existing at-grade offset T-intersections. The recommended solution aims to reduce the risk of serious injuries and fatalities by eliminating a hazardous weaving manoeuvre across multiple high-speed lanes. A new grade-separated interchange will enhance road safety, improve travel times, and boost connectivity for the local communities. Witnessing the project’s progress through the planning phases and knowing I am contributing to a solution that will positively impact daily commutes and overall road safety has been incredibly rewarding, reinforcing my commitment to delivering projects that genuinely benefit communities. 

Share a piece of career advice. 

Continuous growth is paramount. Always strive to be self-aware, positive and open to feedback from those around you. This will help you continually improve and become the best version of yourself. 

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