Drawing on experience from both the client and supplier side, our Network Rail Client Account Director Rob Dunkley reflects on how frameworks are evolving — and what it will take for them to continue delivering value in more uncertain times.

For as long as I have worked in rail, frameworks have been part of how the industry operates. These long-term agreements between clients and suppliers provide efficient, sustainable access to the right skills and services, while supporting better outcomes over time.

Having worked on both sides of these agreements, I’ve seen how the use — and impact — of frameworks has changed. Expectations are shifting, and both parties are having to adapt. The question is whether long-term relationships are still delivering the benefits they promise.

To answer that, it’s worth going back to what frameworks are designed to do — and the value they’re intended to deliver — for clients and suppliers alike.

How frameworks support better outcomes for clients

For clients, frameworks bring clarity. They set out what suppliers can offer and give confidence that the right skills and services are in place to respond when challenges arise.

Crucially, longer-term relationships also support better outcomes. With time, suppliers build a deeper understanding of what success looks like for their clients — not just in contractual terms, but in how outcomes are interpreted and delivered on the ground. That insight helps teams respond more quickly, align approaches and support delivery more effectively.

Frameworks also offer a more efficient route to market. Rather than repeatedly reprocuring — a process that is time-consuming and costly for all involved — clients can award individual contracts, or ‘call-offs’, under an existing agreement. That efficiency matters, particularly in a market under increasing pressure.

And beyond process, frameworks help shift relationships away from the purely transactional. As trust builds, clients and suppliers are better able to work together in a more open and collaborative way, which often leads to more effective delivery.

The value of frameworks for suppliers

Frameworks play an important role for suppliers, too. In theory, they provide a more sustainable pipeline of work and the opportunity to build longer-term relationships with clients. Over time, those relationships generate insight and understanding, helping suppliers support delivery more effectively.

That continuity matters. As relationships mature, suppliers are better placed to anticipate needs, respond quickly and align their teams around what clients are really trying to achieve. Good work tends to strengthen relationships — and stronger relationships, in turn, support better outcomes.

A longer-term approach also helps organisations like ours think more strategically about how we invest in resources, to meet these challenges and opportunities with clients and partners.

Ultimately, this insight should enable suppliers to offer greater value — which must be a shared priority across today’s rail industry.

A changing market context

The context in which frameworks operate has changed significantly in recent years. Post-coronavirus economic pressures and constraints on public funding mean that many frameworks are no longer delivering the steady pipelines the supply chain once expected.

This isn’t through any failure on either side. It’s a reflection of the conditions we’re all operating in — and, in some cases, of changing client needs and priorities. As a result, the assumptions that once underpinned long-term agreements are being tested.

So, what does that mean in practice — and how do we need to adapt?

The importance of having the right conversations

The key is developing a deeper understanding of your partners. The better you understand your clients and partners, the more effective you can be as a service provider — whether you’re shaping proposals or planning resources.

As frameworks mature, relationships deepen. That creates space for more open, productive conversations, which are critical to making long-term agreements work.

At ArchTam, one of my key responsibilities is making sure we’re asking the right questions to develop that understanding. What pressures are clients facing? Where are the gaps that don’t yet have clear answers? What does innovation look like in their context? And how do they approach continuous improvement?

That curiosity matters. It helps surface genuine challenges and shape approaches that respond to real needs, rather than offering answers to problems that don’t exist. With those insights in place, the focus can shift to how existing long-term contracts can be used more creatively, while still operating within their boundaries.

Delivering value in uncertain times

Delivering value for money is arguably the most pressing issue for the supply chain across the public sector today.

Framework agreements create opportunities for clients and suppliers to work more closely together, sharing insight and finding more effective ways of working. In a constrained environment, that collaboration is increasingly important.

As a supply chain, we also need to consider how our services contribute to better outcomes for end users, whatever the sector. That means staying alert to a client’s changing needs and being ready to respond — regardless of the length of a contract.

By being dynamic, inquisitive and proactive, frameworks designed to provide long-term stability can also help organisations navigate uncertainty.

This blog is adapted from an article originally published on Rail Business Daily.

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At TransCityRail North 2025 in Manchester, I took part in a leaders’ debate alongside Rachelle Forsyth-Ward from the North East Combined Authority and Ian Walters from SLC, exploring how the sector can respond. Together, we discussed how to move beyond key barriers and make sure rail remains central to the UK’s transport strategy, net zero ambitions and wider regional transformation.

Our discussion focused on two priorities that I believe are critical to progress: restoring confidence in delivery and accelerating schemes through smarter, more strategic planning. Both are essential if we’re to rebuild trust, attract sustained investment and ensure rail delivers lasting impact where it’s needed most.

Restoring confidence in delivery

As an industry, we often talk about restoring confidence in delivery. But to do that, we need to be honest about how programmes are planned and where things can go wrong.

One of the biggest risks to confidence is the influence of political cycles. For example, key milestones for major projects can be dictated by the timing of elections, which removes the ability to plan properly and does not take account of the realities of complex delivery.

There is nothing wrong with wanting faster, more efficient delivery – we should all aim for that. But problems arise when the pressure to move quickly compresses project development and planning, delays land access or skips enabling works. Rather than saving time, this simply pushes risk into later stages, where it becomes more costly and harder to manage.

To change that, we need to plan with honesty and realism – setting schedules that allow time to plan properly, which will then give the best chance of successfully delivering an accelerated construction phase, while identifying the works that can be advanced early. This is where ‘no regrets’ or enabling works have real value. Activities such as utility diversions, land purchases and site access can progress ahead of detailed design, helping to reduce risk and get the visible elements of programmes moving.

Accelerating delivery through smarter planning

Restoring confidence and accelerating delivery go hand in hand. Once we’ve rebuilt trust in our ability to plan and deliver realistically, the next step is ensuring that momentum continues – and that means planning smarter.

Across the industry, there is clear ambition to deliver faster, supported by initiatives like Project SPEED, which aims to shorten delivery times and reduce unnecessary delays. But major projects must still navigate statutory consenting processes such as the Transport and Works Act Order (TWAO) or Development Consent Order (DCO), which largely sit outside programme control and don’t necessarily follow fixed timelines. What we can control is how we plan, phase and structure delivery from the outset.

On the Northumberland Line – a major programme reintroducing passenger services between Ashington and Newcastle – early planning was challenging because the programme was initially tied to a politically driven delivery date. However, the early contractor involvement model, bringing ArchTam, Morgan Sindall Infrastructure and Northumberland County Council together from the start, meant we could work collaboratively to standardise station designs wherever possible and finesse the land acquisition requirements.

We were also able to take advantage of Network Rail’s Central Rail Systems Alliance (CRSA) track framework, enabling ‘no-regrets’ track renewals to begin long before the final business case was approved.

The consistency in station design allowed us to learn from the first stations delivered and to refine the construction methodology as the programme progressed. By the time we reached the later stations, delivery was smoother, handover issues had reduced, and the programme was far more predictable – showing how lessons learned early on can translate into faster, more efficient delivery.

Collaboration and lessons learned

The Northumberland Line has become a blueprint for delivery across the rail network. Our work on standardised station designs has been shared with others across the industry, including Network Rail’s Wales & Western region, where new stations around Cardiff are adopting similar methods.

Our comprehensive lessons learnt continue to draw the attention of others in the planning phase of major projects and programmes. For example, we recently welcomed the East West Rail (EWR) team to the Northumberland Line to share our approach. EWR – a new railway line linking communities between Oxford and Cambridge – shares many of the same aims as the Northumberland Line, from cutting travel times to connecting people to jobs and opportunities.

One of the most powerful lessons, however, has been cultural. The Northumberland Line succeeded because of a genuine “one team” approach. Everyone involved – from contractors and designers to Northumberland County Council, Network Rail and Northern – was united behind a single vision: reconnecting communities that had been without rail services for decades.

This kind of collaboration doesn’t happen just because it’s written into a contract – in fact, it’s often quite the opposite. It takes leadership, trust and a shared commitment to doing what’s right for passengers and local people. When teams see firsthand the difference a project will make, they naturally work together with more purpose and commitment.

That sense of purpose is what I’d like to see replicated across the industry. We talk about reform and efficiency, but just as important is connecting the people delivering projects to the communities they’re transforming. The Northumberland Line’s impact is already being recognised, with Ashington station being recently crowned as Britain’s ‘most life-changing station’ in this year’s World Cup of Stations.

A renewed vision for rail

The discussions at TransCityRail North underscored what many of us already know: rail is fundamental to the North’s economic future. With strong local leadership, long-term funding settlements for Combined Authorities and an ambitious pipeline of projects and programmes, the region is demonstrating what successful, locally led delivery can look like.

The Northumberland Line is a clear example of what’s possible when local leadership, government and industry work together in genuine partnership. Since opening, it has carried more than 800,000 passengers, transforming access to jobs and opportunity for communities that have faced long-term economic disadvantage. Hearing personal stories from people now using the line every day is a powerful reminder of why getting delivery right matters.

The next step is to build on that success. Backed by new investment and local ambition, the North now has the chance to show what credible, community-focused delivery looks like. By planning smarter and working together, we can restore confidence in rail and deliver projects that create lasting benefits for people and places across the region.

Watch the full panel below. You can also read more about ArchTam’s role on the Northumberland Line here.

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

Tell us about what inspired you to join the industry. 

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

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

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

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

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

Share a piece of career advice. 

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

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Simon Middleton has over 25 years of experience in transportation infrastructure, primarily in the UK rail sector. His career began with Scott Wilson (an ArchTam legacy company), focusing on asset management projects in the UK highway and rail sectors. He advanced to lead business development and oversee client frameworks, including international work in North America and Australia, where heavy haul rail clients adopted ArchTam’s innovative asset management approach.

Simon has held various leadership roles within ArchTam’s rail business, spanning operational management, business development, and project delivery across multiple regions. Notably, he has led ArchTam’s work on the Northumberland Line reopening, a project of regional and national significance. This initiative converted a freight railway to passenger services, marking the return of rail passenger services to the line since the 1960s in 2024. The project is celebrated as transformative for North East England.

Simon is known for his collaborative approach and has built a wide network of trusted relationships within ArchTam and the broader industry.

Tell us about what inspired you to join the industry.

As a child, I loved playing with building toys like Meccano and Lego and was also very keen on art so I thought that I would become an architect. As I went through school, my direction changed a bit, because I was strongest in STEM subjects, and this led to me studying civil engineering at university.

During my summer breaks from university, I would return to my hometown and work in a frozen food factory with my friends, which involved long shifts and night work but also helped me appreciate the challenges of hard work. Before the final year of my masters, I decided to do something better aligned to my degree and took up a summer placement with legacy company Scott Wilson. This gave me a foot in the door to the business, and 27 years later I am still working for the same company. 

I have grown in enthusiasm for the industry and what it can deliver for people and communities and really enjoyed the progression through professional chartership to becoming an ICE Fellow and then mentoring others through a similar path.

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

The Northumberland Line has undoubtedly been my favorite and most challenging project. I was fortunate to be involved from the early stages of development and business case, with my role expanding as the project progressed. As the project director for over six years, I led the development phases from feasibility through to detailed design, before handing over to the current Programme Delivery Director who has overseen the overall delivery of the works.

Our role on Northumberland has been influential, varied and a fantastic example of the range of expertise we have and the power of bringing this together to deliver a transformative outcome. Hundreds of my ArchTam colleagues have worked on the project, but there is a strong core team that has been involved from the early stages through to the line opening in 2024. Many of us have had to learn and adapt on the job and worked under significant pressure, but in many ways, it has still been easy to be motivated because we all know what a big difference this project will make to the communities it will serve. 

I have been awestruck by the individual effort and professionalism of many of the team members and thoroughly enjoyed the team spirit that extends beyond ArchTam to the client team and our delivery partners. We have continuously motivated each other throughout this multi-year project, celebrating the satisfaction of achieving critical milestones that once seemed out of reach. 

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

The Northumberland Line will reconnect communities to jobs and educational opportunities that were hard to access since the railway closed to passengers in the mid-1960s. The new stations are already stimulating development in housing, community hubs like Wansbeck Square in Ashington and small businesses seizing new opportunities brought by the railway. 

When the first two stations opened in December 2024, the excitement from locals using the railway for the first time in their lives, or those who had travelled on the last services before the line was closed, was fantastic.

Beyond improving lives, the project has also delivered local employment, engagement with communities, and special projects with schools. While construction caused noise and disruption, we have been sensitive to these issues from the start, always listening to concerns and mitigating them wherever possible.

Share a piece of career advice.

Embrace change and opportunity! In the early stages of my career, I got a bit stuck in my comfort zone and probably limited my progression, but as soon as I started to grasp opportunities that were put in front of me, my growth accelerated. You tend to regret the things you don’t do in life, rather than the things you do.

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Given your experience working in NYC, what are some of the unique challenges of designing transit projects in dense urban environments, and how have you navigated those complexities?

In my extensive experience working in New York City, I’ve learned that designing transit solutions requires meticulous planning and communication. Our designs focus on minimizing impacts to adjacent structures, traffic and businesses as much as possible. If impacts are unavoidable, we are transparent and realistic about their timing and severity. When developing the schedule for a mega-project, it’s important to account for the time and effort it takes to maintain adjacent rail, transit, pedestrian and vehicular traffic services.

To make sure we’re communicating effectively, we establish task forces and develop workshops between our team and various stakeholders, using these meetings to share information, concerns and progress. We coordinate with utility companies to jointly develop solutions and timelines so we can avoid surprises and unrealistic expectations. We also thoroughly outline things like work hours, noise, vibration and dust to mitigate impacts on the surrounding neighborhood. Working closely with all of our community partners is the best way to deliver a successful program.

How does transit infrastructure create transformative opportunities for communities, and how has this influenced your approach to your work?

Transit can transform a city’s landscape, redefining where people live, how they move and the opportunities they access. We look at each project holistically to secure a more vibrant outcome, striving to create reinvigorated streetscapes with better visibility, improved intersections and inclusive shared spaces. To promote public involvement, we connect with local schools to set up job fairs and internship programs. I’m proud to have played an important role in large capital programs here in New York — like my work on the Second Avenue Subway (SAS) Phase 1 project when I was with the MTA — that exemplify how new transit infrastructure can enhance existing networks and provide vital connections to underserved communities.

What motivates you the most in your work? What brings you inspiration?

I’m deeply motivated by the opportunity to apply my past experiences and lessons learned to make a lasting difference for communities across New York City. It’s humbling to know that our work promotes sustainable legacies by creating energy-efficient solutions, lowering greenhouse gas emissions and improving resiliency and overall outcomes around the city. In the end, I’m proud to be a part of projects that connect people sustainably and equitably, unlocking new opportunities for themselves and their families.

What does the future of transit in NYC look like and what possibilities are you most excited for?

I’m excited by several transformative projects happening today and on the horizon which will have a profound impact on the communities they serve. One such project is with New York City Transit, where many existing stations are being made more ADA compliant, so all passengers have easier access. Meanwhile, the Gateway Hudson Tunnel project will increase resiliency by building a new connection between New York and New Jersey and rehabilitating the existing Northeast Corridor (NEC) tunnels.

New forms of transit — such as the introduction of light rail in New York City — offer the exciting possibility of expanding the existing rail corridor, creating new destinations and providing value to areas in need. I look forward to leaning on my experience and delivering the types of large capital projects needed to connect neighborhoods and expand opportunities for travelers throughout the boroughs.

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George Robbins, PMP, CFCM, DBIA, MBA, is a project manager in our Chicago, Illinois office. He has a wide range of experience in complex project delivery across the transportation, transit, and IT sectors. 

What inspired you to join the industry? 

I started my career in construction and after a decade, I pursued advanced degrees to broaden my opportunities. I joined a national architecture, engineering, and planning firm where I supported the team on a foundation client project in Richmond, Virginia. Over time, I rose to become the client service leader, overseeing design, bid document preparation, procurement, maintenance, reporting, inspection, and construction work. The role exposed me to various aspects of project management, including budgeting, cost estimating, takeoffs, portfolio planning, risk management, change management, and stakeholder engagement. This experience confirmed for me that a professional engineering career path was the right fit for my continued growth.  

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

My favorite ArchTam project is the Northern Indiana Commuter Transportation District’s West Lake Corridor project. This exciting design-build endeavor involves building an eight-mile extension of a commuter rail line running parallel to the Illinois-Indiana state line. The route, which stretches from the new Hammond Gateway station to a fresh terminus at Munster/Dyer Main Street, will provide a vital transportation link connecting high-growth neighborhoods to the Chicago metropolitan area. The expansion of the line will improve mobility, stimulate local economic growth, and reduce vehicular traffic and emissions, while incorporating best practices for environmental sustainability and wetland mitigation.   

This project is particularly energizing for me because it challenges me to apply a wide range of my expertise in procurement, contracts, information systems, IT systems (including open road tolling and video enforcement), back-office operations, intrusion protection systems, and constructability reviews. I am proud to contribute to the success of this project that will positively impact local communities. 

My favorite project from earlier in my career was when I managed the Powhite Parkway Improvement Program in Richmond, Virginia, which was the largest capital improvement project the client had undertaken since their inception in the 1960s. Key elements of the program included relocating Powhite Creek, widening the parkway, adding express lanes with open road tolling and video enforcement, constructing a new toll plaza administration building, and establishing an IT back office linked to the Virginia Department of Transportation database. As the client service leader, I handled planning, budgeting, design, bid administration, contract award, and construction management. This project highlighted the importance of sustainable alternatives in noise reduction and air quality improvements for surrounding communities. 

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

I’m proud that my projects bring significant benefits to communities across various dimensions: economic, cultural, environmental and transportation.  

• Economically, our projects create new employment opportunities in local areas and spur development, including jobs and housing along new rail corridors.  
• Culturally, we prioritize preserving historical areas, Indigenous sites, fossil beds, and graveyards by redesigning proposed railroad alignments.  
• Environmentally, we’ve implemented wildlife crossings, optimized stream routing to minimize flooding risks, and rerouted existing surface streams.  
• From a transportation perspective, our efforts result in improved travel times and streamlined modes of commuting, minimizing unnecessary transfers for travelers and reducing vehicular emissions.  

These contributions underscore the positive impact of infrastructure projects on our communities. 

Share a piece of career advice. 

Proactive listening and effective collaboration are essential tools for success. Don’t be discouraged by setbacks: exercise patience and work through challenges. Establish a long-term plan and assemble a competent team. A well-functioning, collaborative team provides vital support throughout the project life cycle. Leverage the depth and breadth of resources available to you to make sure each project is delivered to the client’s satisfaction.  

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This week, we are highlighting a program manager from our Transportation business in Canada and exploring how he and his team delivered a safe, sustainable and innovative transit system in the City of Edmonton. Josh is the project manager for the Valley Line Light Rail Transit (LRT), currently western Canada’s largest LRT owner’s engineer assignment. In this role, he leads a team of nearly 20 multi-disciplinary subconsultants and a specialized risk and claims preparedness team throughout the preliminary engineering, procurement, design and construction phases. 

Josh is an accomplished program manager with more than 20 years of experience in construction, alternative project delivery, and management of large-scale infrastructure projects. He is known for his exceptional leadership skills and his ability to effectively bring together consulting teams, public entities and stakeholders to deliver complex projects. With more than 10 years of valuable experience in developing and executing complex public-private partnership (P3) projects, Josh has a strong foundation of field work and integration, particularly in urban environments where he has successfully navigated the unique challenges of rapidly growing city landscapes. 

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

One of the standout moments in my career was riding as a paying passenger on the new Valley Line LRT in Edmonton — a project I’m incredibly proud to have worked on. This LRT isn’t just a new transit line; it’s a game-changer for the city. 

By decreasing car dependency across the City of Edmonton, our work on the Valley Line LRT is reducing carbon emissions while preserving green spaces along its route. This new line is also improving the quality of life for people by increasing access to essential services and creating safer, more connected communities. At the same time, it has created new jobs for the community and, in the long run, will benefit commuters financially while potentially boosting property values and local business activity. Critically, we also hit the mark with our client by delivering the project on time and within budget thanks to the success of the P3 process. This project is helping to build a better, more sustainable future for Edmonton — it’s been a highlight of my career to be part of it. 

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

One of the biggest challenges we faced while working on the Valley Line LRT project was that it was the City of Edmonton’s first P3 project. Navigating this new delivery model required a lot of collaboration and innovation. We relied heavily on ArchTam’s alternative delivery experts to guide the city through the complexities of the P3 process and bring their vision to life. 

We adopted a “one-team” approach, setting up a joint project office where city staff and ArchTam leads worked side by side. We even created a buddy system to foster close collaboration, which was key to our success. This approach allowed us to tackle issues in real-time and keep everyone aligned on project goals. 

During the design and construction portion of Phase 1, the city decided to expand the system by 100 percent. Doubling a system that wasn’t even finished brought a whole new set of challenges, particularly in procurement and technical aspects. Having a shared space to collaborate in real-time made all the difference. We struck a balance between performance and prescriptive requirements that aligned with the city’s objectives, while leveraging the benefits of a design-build approach. 

COVID-19 also created very unique challenges, especially during procurement. I’m very proud of how our team quickly pivoted to a virtual environment and continued to successfully meet the city’s procurement requirements despite the obstacles created by the pandemic. 

There were definitely breakthrough moments — seeing how our innovative solutions and close teamwork helped navigate uncharted waters was incredibly rewarding. It reinforced the importance of collaboration, flexibility, and a shared vision in overcoming even the toughest challenges. 

How has ArchTam enabled you and your teams to cultivate the expertise needed to deliver Valley Line LRT and future work like it? 

ArchTam has been instrumental in helping me and my team develop the expertise we needed to successfully deliver the Valley Line LRT project and to prepare for future work. One of the key advantages has been our ability to draw on our global network of experts. Early on, we were able to bring in specialized knowledge from around the world, giving us the ability to support our local clients in ways that very few other firms can. Accessing ArchTam’s global expertise has become even more streamlined over time, and there’s a genuine willingness across the organization to collaborate and share knowledge. 

This project also provided opportunities for skill development, not just for me, but for the entire team. I was able to mentor team members to broaden their skillsets and prepare them for future challenges. That mentorship was as worthwhile for me as it was for them because it strengthened our team and helped us deliver a better outcome for our client. 

Working so closely with the client on this project also gave us deeper insights into their evolving needs and emerging industry trends. This hands-on experience has been fundamental in enabling us to better understand and anticipate our future clients’ needs. 

ArchTam’s global support and our collaborative work environment have enhanced our ability to deliver on this project while also setting us up for continued success in the industry. 

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

The Valley Line LRT project has significantly shaped my approach and broadened my career. Transit projects are inherently complex and varied, which gave me the chance to collaborate with a diverse group of people and tackle challenges from multiple angles. This experience reinforced the importance of adaptability, teamwork and innovation in delivering successful outcomes. 

One of the key lessons I’ve learned is the value of partnering with clients and stakeholders. Understanding their needs and working alongside them from the start has proven essential in navigating the complexities of large-scale projects. This approach has prepared me to take on new challenges with confidence, knowing that ArchTam has the expertise and resources to support me. 

The experience I gained on the Valley Line has also created opportunities for me to contribute to similar projects around the world. It’s incredibly rewarding to apply what I’ve learned to help shape the future of urban transit in other cities. ArchTam’s commitment to addressing urban growth challenges while meeting ESG goals aligns perfectly with my own values, and I’m proud to continue supporting projects that make a meaningful impact. 

This project has not only expanded my career but also reinforced my belief in the work we do at ArchTam. I’m excited to take these lessons forward as we continue to tackle the complex challenges of urban development. 

Learn more about the Valley Line LRT project and how it is making a positive impact for the City of Edmonton.

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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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Adrian Lindon has led major transport projects worldwide since kickstarting his career as an architect almost 30 years ago. From Bangkok’s metro to Sydney’s and Dubai’s transit rail systems, he’s designed and led efficient transportation projects which have greatly improved mobility and connectivity within cities.

Tell us a bit about yourself – your role and career journey.

After graduating, I began my career as an architect in the UK.  I then moved to Thailand to work on the Bangkok underground metro system, followed by several leadership positions on architecture and transportation projects in Hong Kong, Singapore and Australia.  I then came to Dubai as director of architecture for the Dubai Metro and was also lucky enough to work on several other projects in the Middle East including the Doha Metro Redline, Doha Goldline, Riyadh Metro and the Jeddah international airport high speed rail station. 

Following a stint in North America on the Washington Purple Line, I returned to Dubai and then in 2020, relocated back to Australia for a client-side role as Executive Director Design at Sydney Metro where I was responsible for design excellence across all three of their major metro projects.

I then joined ArchTam as Regional Director in the Middle East, overseeing a team dedicated to all built assets within the rail and transportation sector.

Talk to us about a transit or rail station project that has impacted or been a major highlight of your career. How is it helping to solve some of the challenges and issues our clients and communities are facing?

Two standout projects have helped to mold my career: the Epping to Chatswood rail line in Sydney, Australia, and the Dubai Metro. I was involved from the concept stage of the Epping to Chatswood line right through to its operation which provided fantastic personal and professional growth for me as a young architect. I saw the whole thing come together from start to finish and I would always encourage younger colleagues to get out to site to see their projects become reality, because you learn so much by doing that. The project received acclaim for its architectural design and integration into Sydney’s diverse communities, setting a standard for future rail projects in the city. Its success led to increased public transit usage, reducing travel times and laying the groundwork for Sydney Metro Northwest which revolutionized the city’s public transportation.

Initially, the Dubai Metro faced skepticism from Dubai’s car-centric community. However, over the years, the project has emerged as a tremendous success, catering to millions of passengers every week. It provides key linkages to major population centers across its 75-kilometer length, and its stations have become catalysts for urban growth and placemaking. It was extended to serve Expo 2020 and is now being extended again with the forthcoming Blue Line, which will further play a vital role in enhancing Dubai’s connectivity and urban development.

The quality of the architecture on these two projects enhances the passenger experience and the integration of the stations into the urban environment. Both projects highlight the power of public transportation in addressing urban challenges such as traffic congestion and accessibility, promoting sustainable mobility, and fostering community integration. I’m proud of how these projects have left an indelible mark on the cities they serve, setting benchmarks for future transit initiatives.

What are some of the key considerations when designing and implementing rail systems in densely populated urban environments, and how do you address issues such as space constraints, noise pollution and urban mobility?

When designing and implementing major rail projects in densely populated urban areas, collaboration is key for success. Effective management and coordination of internal and external interfaces are critical factors that can determine project outcomes. Early engagement with key stakeholders, including the surrounding community, property owners, developers, and relevant authorities, is essential for successful urban integration and placemaking. By prioritizing collaboration and stakeholder engagement, we can facilitate solutions to address space constraints, noise pollution, and enhance urban mobility in densely populated areas.

When working on the Sydney Metro, proactive engagement with stakeholders, including customers and First Nations groups, ensured broad input into the project development and requirements. This approach fosters greater buy-in and leads to more successful outcomes. It sounds simple, but it doesn’t always happen. Learning from existing users, passengers, staff and stakeholders can provide valuable insights into various challenges, informing future project design and improving urban mobility.

Looking ahead, what do you see as the future of rail and how are we positioned to lead and innovate in this rapidly evolving landscape?

Considering the rapidly evolving landscape, the future of rail presents a profound challenge: designing projects today that remain relevant and adaptable for the next century. Until the turn of the millennium, the rate of technological advancement within the industry has been relatively slow, with many historical rail projects dating back to 1900s still being used today. However, the pace of innovation and technological advancement in the next 100 years is almost unfathomable. What we design today needs to continue to be relevant and operational well into the future.  

Digital twins are bound to revolutionize rail projects by enhancing customer satisfaction, operational efficiency, and environmental impact assessment. Incorporating artificial intelligence into this framework further augments asset management and resilience.

The other major focus is on environment and net-positive regenerative design solutions. Sustainability must underpin every aspect of rail development, aligning with ESG strategies and striving for net zero or even net positive outcomes. We’ve seen a shift toward environmental stewardship and our dedication to resilience and regenerative solutions in the transport sector ensures a sustainable legacy for generations to come.

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Lamiaa Eldakhly has more than 25 years of experience in the railway industry, working on railway megaprojects in Africa and the Middle East. Throughout her journey she has specialized in systems interface and integration, collaborating with colleagues from various disciplines such as architecture, communications, signals and telecommunications, as well as civil, mechanical, electrical, and plumbing engineering to create cohesive systems solutions. Lamiaa also works closely with clients and contractors to define, monitor and control systems integration processes, ensuring successful and fully integrated systems. 

Tell us about what inspired you to join the industry.

I have always loved studying mathematics and logical thinking, which is what made me want to study engineering. After earning my bachelor’s degree, I became interested in joining the public transportation sector which serves people in their daily lives – improving personal mobility and access to jobs, education and leisure activities.  

Following graduation, I was fortunate to be involved in the Cairo Metro Line 2 project where I thoroughly enjoyed learning about system and sub-system details such as traction power supply, communication and signalling – and how they are integrated to form a robust transportation system. For every project I work on, there are always challenges to meet and new lessons to be learned and applied in future projects. This is why I believe that this field is exactly where I am meant to be.  

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

My favorite project is the one I am currently working on — Finch West Light Rail Transit in Ontario — as a systems senior project manager. As technical advisor for this project, our team has been working with our client, Metrolinx, and the contractor to successfully deliver the project while following all safety requirements and the latest technology standards.  

The project is currently in the commissioning phase. While there have been some challenges with the systems and light rail vehicle integration, we held frequent meetings with stakeholders to discuss and resolve interface issues and worked frequently with the operator to accommodate their requirements in a timely manner. Collaborating with a highly cooperative and motivated team to meet these challenges has been the best part of this project. Once completed, this new line will bring much needed transit access to an underserved community. 

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

The Finch West LRT is located near communities designated by the City of Toronto as Neighbourhood Improvement Areas, which need additional social and economic support. The Finch West corridor is home to more than 3,500 thriving industrial and commercial businesses, yet its residents face high unemployment and low income rates. They are also not within walking distance of community meeting places, green spaces and healthy food stores. A new LRT system in the area will improve access to amenities, recreational spaces and employment and education opportunities. The corridor will have enhanced connections into the local Humber College and adjacent neighbourhoods including feeder bus routes, pedestrian connections to the Humber River Valley, parks, mixed use areas, and community spaces.  

Share a piece of career advice.

Keep learning and stay updated on the latest trends and best practices in your area of expertise. Always be passionate about what you are doing and be open to explore opportunities to grow your career.  

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