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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Navin Nitish brings a proven track record of over two decades with ArchTam, most recently serving as Vice President and Aviation Market Sector Leader in the New York Metro, while also leading P3, alternative delivery and cargo projects for aviation in our global Transportation business line. In his new regional role, Navin will be instrumental in aligning our aviation strategy with emerging market opportunities and major pursuits at airports throughout the eastern U.S. and across Latin America. His leadership draws on decades of experience delivering complex aviation projects and redefining the passenger journey at some of the world’s busiest airports.

Tell us about what inspired you to join the industry.

When I first came to the U.S. from India as a 21-year-old to pursue my master’s degree in engineering, I was struck by the scale and magnitude of American infrastructure. It felt grand and inspiring. But when I began working in aviation, I quickly noticed that airports here weren’t living up to their reputations.

In the early 2000s, much of the focus for U.S. airports was on security in the post-9/11 environment, and investment in upgrading airport infrastructure and the passenger experience lagged behind. At the same time, airports around the world were setting new benchmarks for modern, customer-friendly air travel. That contrast motivated me to be part of the solution that restores U.S. airports to a level that matches their pioneering history. ArchTam gave me the opportunity to partner with the best of our industry to kickstart forward-thinking change. More than two decades later, my goal remains the same: to create a strong, positive impact on modern aviation.

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

JFK International Airport has always held personal meaning for me. When I first arrived in the U.S. in August 2001, a fellow traveler pointed out the Twin Towers to me through the airplane window. A month later, they were gone. That memory has stayed with me, and years later, working on JFK projects felt like my way to give back.

The redevelopment of American Airlines’ Terminal 8 at JFK stands out as a career highlight. I was involved from start to finish — pursuing the project as capture manager focused on the client, positioning ArchTam during business development and ultimately delivering it as project manager.

The project required careful coordination, from new gates and concourse expansions to interior renovations, baggage handling upgrades and a new flagship lounge. I oversaw phased design and construction to minimize operational disruption, establishing clear communication between American Airlines, the Port Authority of New York and New Jersey, contractors and design teams. Together, we overcame complex challenges and delivered the project on time and within budget.

It was also the first terminal redevelopment to advance under the Port Authority’s $20 billion JFK vision plan, setting the tone for those that followed. When COVID-19 halted much of the industry, American Airlines chose to keep investing. Leading our team through that period was a defining professional experience.

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

Another airport of great importance to me is Detroit Metropolitan Wayne County Airport (DTW). I was there in 2009–2010, when the city was in the midst of a severe economic downturn. GM had declared bankruptcy, the auto industry was struggling and the airport faced a hiring freeze. During that time, ArchTam was engaged as Engineer of Record for a major runway reconstruction project at DTW, funded through a federal grant that required us to design and deliver on an accelerated schedule.

In my role as client liaison, I worked on-site as an extension of the airport’s staff, keeping the project on track and ensuring timely responses to contractors and regulators. The project’s impact extended far beyond the runways, reaching the designers, engineers, builders and union workers whose livelihoods at the airport supported the broader Detroit community, including people who owned and worked in stores, restaurants and other small businesses. For me, that’s the true reward: knowing our work created lasting economic and social value while improving the experience of millions of travelers.

Share a piece of career advice.

Keep your hand up when opportunities arise. Early in my career, I asked a senior leader for advice and his response was simple: “Be ready to pack your bags and go where opportunity comes.” I took that advice to heart, and it led me from Texas to Detroit, to Tampa and New York, and each move offered new challenges and growth. It wasn’t always easy, but every relocation became a career-defining experience. Most recently, it guided me to accept my new role as Aviation Strategy and Growth Lead for the U.S. East and LATAM. In this position, I’m able to continue making substantial, positive impacts on aviation projects across the region. Just as importantly, I’ll be helping clients realize their vision while shaping the future of the passenger experience.

ArchTam is a company that opens doors across the globe — and if you’re willing to step through, the rewards and the relationships can be tremendous.

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

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

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

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

Propelling progress

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

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

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

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

Faster, smarter construction

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

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

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

From “worst” to first

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

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

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

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

A talent trifecta

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

The post Meeting a moving target: Upgrading for the next generation of air travel appeared first on Blog.

Tom Fini is Process Mechanical Lead for ArchTam’s New York Metro region, specializing in the design of pumping systems, force mains, and water, wastewater, and stormwater treatment facilities. As a member of our Process Mechanical and Pumping Systems Technical Practice Group, Tom oversees standards, master specifications, and the design of mechanical process systems, materials handling, and chemical storage and feed systems.

In this Deep Dive, we are highlighting how Tom and his team enhanced the reliability of New York City’s sewer infrastructure by rehabilitating the Avenue U Pumping Station, while implementing innovative strategies to ensure uninterrupted operations during the upgrade.

In urban environments, rehabilitating critical infrastructure like pumping stations presents a unique set of challenges, especially when continuous operation is non-negotiable. The Avenue U Pumping Station rehabilitation project in Brooklyn, New York City (NYC), exemplifies innovative engineering solutions to these challenges. The pumping station serves the community by collecting and pumping wastewater from the surrounding area to the treatment facility, preventing flooding and ensuring the safe and reliable conveyance of sewage. It plays a critical role in protecting public health and maintaining environmental standards in Brooklyn.

Serving the community for decades, the station faced aging equipment, structural vulnerabilities and limited operational flexibility. The challenge, therefore, was to modernize the station while keeping it fully operational throughout the construction process. The project is not only addressing immediate infrastructure needs but also serves as a model for future rehabilitation efforts. As cities worldwide grapple with aging infrastructure, the lessons from Avenue U will guide engineers and policymakers in maintaining essential services during complex upgrades.

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

The Avenue U Pumping Station is certainly one of the most impactful projects I’ve delivered. As the design manager for this project, I led a multidisciplinary team to address the complex challenges of upgrading this critical piece of infrastructure while ensuring uninterrupted operations. The Avenue U Pumping Station is a cornerstone of the city’s wastewater management system, and its rehabilitation is essential to ensure the long-term reliability and resilience of this vital infrastructure.

With the design phase now complete and the project moving into the bid phase, we are one step closer to realizing the tangible outcomes of this work. The upgrades will improve the operational efficiency of the pumping station, reducing the risk of system failures and extending its service life by decades. This will directly contribute to environmental sustainability by preventing potential wastewater overflows, which can have severe ecological and public health impacts. Notably, this project is pursuing at least Gold Envision Certification, underscoring its commitment to sustainability and resilience. Economically, the project will ensure uninterrupted wastewater services for thousands of residents and businesses, avoiding costly disruptions and maintaining the quality of life in the community.

Upholding our Sustainable Legacies principles, the project aligns with our commitment to sustainable infrastructure. By implementing innovative solutions to maintain continuous operations during construction, we are minimizing the project’s environmental footprint and ensuring positive social impacts by safeguarding essential services for the community.

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

The primary challenge was designing a rehabilitation plan for the pumping station that would allow it to remain fully operational throughout the construction process. This required developing a comprehensive bypass pumping system capable of handling the station’s full capacity without interrupting service. The complexity of working in a dense urban environment, with limited space and strict regulatory requirements, added another layer of difficulty.

As the design manager, I played a central role in coordinating with the client, contractors, and other stakeholders to develop an innovative bypass system that is both constructible and resilient. My responsibilities included managing the design team, ensuring seamless communication across disciplines, and aligning our approach with the client’s goals and regulatory requirements. We conducted detailed hydraulic modeling and risk assessments to ensure the system could handle peak flows and unexpected scenarios. One key innovation was incorporating an interconnecting pipe between two influent manholes at the pumping station, replicating existing conditions and enhancing system flexibility.

A memorable breakthrough moment came when we finalized the design of the bypass system, ensuring it met all operational and regulatory requirements. This was a testament to the team’s meticulous planning, collaboration and leadership. My role involved not only bringing unique ideas to the table, such as optimizing the layout of the bypass system to minimize space requirements but also ensuring that these ideas were executed effectively through close coordination with all parties involved.

How has ArchTam enabled you and your teams to cultivate the expertise needed to deliver the Avenue U Pumping Station rehabilitation project — and future work like it?

ArchTam has been instrumental in providing the resources, support and collaborative environment needed to deliver complex projects like the Avenue U Pumping Station rehabilitation. Our emphasis on technical excellence and innovation allowed our team to leverage cutting-edge tools and methodologies, such as advanced hydraulic modeling. In particular, ArchTam’s Water Technical Academy has been an invaluable resource, offering specialized courses on water and wastewater engineering topics that have deepened our team’s expertise and kept us at the forefront of industry advancements.  As the design manager, I drew on our global expertise and best practices to guide the team and deliver a design that meets the client’s needs.

This project has also provided an excellent opportunity for professional growth. I was able to develop new skills in project management, stakeholder coordination and innovative problem-solving. Additionally, I had the chance to mentor junior team members, helping them broaden their expertise in process mechanical design. Leading a diverse team through such a complex project reinforced the importance of clear communication, adaptability and fostering a collaborative culture.

The lessons learned from this project have prepared me and my team to tackle similar challenges in the future. We’ve gained valuable insights into designing resilient infrastructure in urban environments and maintaining operational continuity during complex upgrades. This experience has shaped my approach to future work, emphasizing the importance of collaboration, innovation, and sustainability in delivering infrastructure solutions that truly make a difference.

The post Deep Dive with Tom Fini appeared first on Blog.

We have delivered some of this region’s most transformative projects — like the New Jersey Turnpike widening, the Lower Passaic River restoration and New York City’s Green Infrastructure Program — projects that provide long-lasting benefits by reshaping our transportation networks, strengthening our water systems and reducing greenhouse gas emissions.

These and many other ArchTam projects were implemented through our multidisciplinary capabilities as advisors, planners, designers, engineers and innovators. But they are ultimately successful due to our focus on building collaborative relationships with our clients, reaching out to project stakeholders and local residents and listening to their needs, and providing holistic evaluations and assessments before we even begin developing solutions. Our work modernizing New York Penn Station exemplifies the impact of our integrated, whole systems approach. We identified and addressed our client’s need for maximizing space at the underground station by innovatively raising the ceiling to significantly improve the experience for passengers moving through the transit hub, the busiest in the Western Hemisphere.   

Recently, we played an integral role completing other landmark transportation projects, including the instantly iconic Grand Central Madison Terminal. This new terminal brings direct Long Island Rail Road service to Manhattan’s East Side, reducing travel time and encouraging economic development. In New Jersey, the 1-million-square-foot, 33-gate Terminal A elevates air travel at Newark Liberty Airport with enhanced amenities and conveniences.

Because we live and work in communities across this region, we appreciate how better futures begin with improved opportunities. We partnered with Middlesex College and Middlesex County, in central New Jersey, to bridge the gap between gown and town by developing the Middlesex College Community, Innovation and Opportunity Strategic Master Plan, a transformative investment strategy that aligns with Middlesex County’s Destination 2040 Strategic Plan. Together, these plans lay the foundation for shared spaces that allow the campus and community to learn, live and grow, while furthering the area as a science and technology hub and enhancing career opportunities.

Another of our higher education projects, the recently opened STEM Center at Suffolk County Community College on Long Island, New York, also presents new employment possibilities — even as it helps address the increasingly urgent need for action on climate change. The net-zero building and teaching facility provides a hands-on experience in managing renewable energy systems, expanding options for students entering this emerging industry while encouraging the use of renewables across Long Island.

We continue to shape our neighborhoods and build sustainable legacies for generations to come with the launch of several recent and noteworthy projects. We are teaming with the New York City Department of Environmental Protection to develop an energy carbon neutrality plan that will offset energy release at its 14 wastewater treatment plants and reduce greenhouse gas emissions by 80 percent agency-wide by 2050. We’re taking the next step in our work with Middlesex County by leading the redevelopment of the historic New Brunswick Train Station, a critical gateway on the Northeast Corridor that will improve mobility and enable the county to continue fostering its economic development. Our ongoing work at JFK Airport, including the New Terminal One and Terminals 4, 6 and 8, is making air travel more comfortable and convenient. We are also building vital redundancy into our water networks through the Kensico Third Conveyance Tunnel in upstate New York.

With the next wave of groundbreaking projects on the horizon, we remain focused on the future — matching our best-in-class expertise and resources to implement solutions that improve the lives of the people today, while providing better living for tomorrow.

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