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?

The post Deep Dive with Felipe Sapateiro appeared first on Blog.

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.

The post Deep Dive with Emma Docherty appeared first on Blog.

Daniel has an extensive aviation career that includes managing complex terminal projects in operational airports as well as developing new airport infrastructure in green field environments. Most recently, at Denver International Airport, he successfully led the multi-phased expansions of the Concourse Expansion Program (CEP). His role involved effective coordination among stakeholders and ensuring that the program was completed on schedule and within budget.

Prior to his work in Denver, Daniel oversaw multi-phase renovations of Concourse D at Miami International Airport (MIA), all while ensuring that terminal operations continued without interruption. He also played a key role in the planning and construction management of the Terminal 2 Expansion at Tocumen International Airport (PTY) in Panama, which was a new green field development. Additionally, he managed delivery of the gate expansion for Spirit Airlines’ Terminal 4E at Fort Lauderdale-Hollywood International Airport, gaining valuable experience and insights throughout these programs by navigating complex construction environments.

Daniel’s aviation experience as a general contractor project manager, expertise in construction operations, and proven airport owner representation, make him a trusted leader in aviation infrastructure, well-suited for major airport programs.

Tell us about what inspired you to join the aviation industry.

From a young age, I have always been fascinated by construction, including both civil engineering projects and building construction. I would often ride my bicycle to job sites to observe the activities, watch the machinery in action, and see how a site changed over time. The equipment intrigued me, and I was eager to learn about how these machines operated and contributed to the construction process.

My uncle Jose, an architect, played a significant role in nurturing my interest. During my visits to his home as a teenager, I was captivated by his work at the drawing table. He would display his blueprints with me and explain the details of his designs. I recognized connections between the drawings he created and the construction I witnessed on job sites. This connection deepened over time and ultimately inspired my journey into the industry, and to also become a private pilot.

Which is your favorite recent project and why?

I thoroughly enjoyed the experience at Denver International Airport (DEN) Concourse Expansion Program (CEP). Expanding and constructing new concourses involves a highly productive environment, and the scope of this program felt very natural to me due to my previous expansion experience. I enjoyed experiencing the full program life cycle, from initiation and planning through closeout as project manager for Concourse C-East Expansion, and post-delivery managing the program entirely. It was certainly a great challenge.

But what truly set DEN apart is its culture, which prioritized collaboration among the construction community and airport stakeholders. From the outset of the program, we emphasized building a strong, cohesive team. The airport leadership encouraged us to engage in early partnering sessions and team-building activities, which helped break the ice, establish lines of communication, trust, and foster genuine connections among team members. I had not previously encountered this level of early focus on team integration, and it significantly impacted how the project teams tackled early project challenges in partnership.

The program itself presented numerous complex challenges, as is typical for large-scale aviation projects. My role involved leading the team to effectively address these challenges, ensuring that we completed the program on schedule and under budget by optimizing and improving performance.

Today, the community benefits from the new facilities and provides positive feedback, making all our efforts even more rewarding.

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

I truly value the positive and lasting impact our work has on communities. All my aviation projects have significant, tangible effects, creating permanent jobs for airline staff, vendors, and airport personnel, while also providing new infrastructure that enhances the passenger experience. Walking through new or renovated concourses, you can see people comfortably seated, enjoying amenities and restaurants, using modern restrooms, and generally feeling more relaxed, having an overall pleasant experience.

Airports connect people in meaningful ways, from bringing families together to supporting business travel and logistics. They also drive economic growth for both local and destination communities. I always take a moment to step back and observe each completed project in operation. Witnessing children playing, travelers enjoying coffee, people working on their laptops, or passengers navigating the terminal with ease. This is how I currently “ride my bicycle to job sites” and witness the human connection to our infrastructure. It makes me appreciate the real and lasting impact of our efforts.

Achieving our goals sustainably is essential. Integrating sustainable and environmentally friendly practices is always a priority. Using efficient water fixtures, recycling materials during construction, generating solar energy, implementing temperature/heat control treatments through curtain wall glazing, spill prevention, water management, and decontamination, are just a few elements considered by design and construction teams, all contributing as one entity to a positive environmental impact. While these efforts may not always be visible, they are crucial in making a meaningful long-lasting difference for the community.

Share a piece of career advice.

A truly exceptional team is not formed solely based on qualifications; it must also encompass a diverse range of talents, experiences, and personalities. The most successful projects I have been involved in were led by remarkable individuals who were not only highly skilled but also collaborative partners, all united by a shared vision of success. Together, they achieved their goals through unwavering perseverance, mutual respect and support.

It’s essential to surround yourself with teammates who uplift one another. Surround yourself with teammates who lift each other up; your work and personal growth will reflect your environment.

The post People Spotlight: Meet Daniel Perdomo appeared first on Blog.

Jeremy Salisbury began his career as a civil engineer before moving into project management and over time, into leadership roles. Throughout his career, he has remained closely connected to both civil engineering and project delivery, particularly within the water industry, where he has built nearly two decades of experience.

Outside of work, Jeremy leads a full and lively life with two children and a large extended family. He’s passionate about the outdoors and spends much of his free time cycling — both on the road and on mountain trails — and skiing. Based in North Wales, he takes full advantage of the region’s stunning landscapes, often spending weekends walking, riding, or ideally both, whatever the weather.

Tell us about what inspired you to join the industry.

I joined the industry straight out of school, drawn by a mix of curiosity and a desire to solve problems. I’ve always enjoyed the methodical process — step one, step two — figuring out how things work and how to fix them. That mindset, along with a strong interest in the environment and sustainability, led me to explore infrastructure and how it shapes the world around us. At a careers event, I met someone from Welsh Water who described civil engineering as the skills that bring civilization to life. That really stuck with me. I started out in the drainage department, very hands-on, and quickly realized how central water is to everything we build. Whether it’s bringing water in or taking it away, it all comes back to water. Over time, I’ve come to see those of us in the water industry as custodians of something essential. Every decision we make has the potential to impact lives — and that’s a responsibility I take seriously.

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

One of the most memorable projects I’ve worked on involved a historic piece of infrastructure originally designed for mine drainage. The engineering challenges were considerable — from navigating difficult geology and aging assets to integrating modern systems within a legacy environment. Innovation was essential, particularly in the method of construction, which demanded clever thinking and close collaboration between the consultant and contractor. Access constraints required a completely different way of working, pushing the team to adapt and rethink conventional approaches. What truly set the project apart was its broader impact: we built trust across communities, engaged meaningfully with stakeholders, and placed environmental stewardship at the heart of our work — protecting habitats and enhancing biodiversity. It was a powerful reminder that engineering is not just about technical precision, but also about collaboration, creativity, and care for the people and places we serve.

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

For me, it always comes back to community. Whether I’ve worked in infrastructure, local authorities or the water sector, the goal has always been the same: to make a positive impact. I’ve spent years focused on delivering projects and achieving outputs, but a conversation with a water company director shifted my thinking. She reminded us that while we were solving technical problems, we’d lost sight of the outcomes — what it meant for the people affected. That moment stuck with me. I was working on a flooding program at the time, and despite our efforts, homes were still being flooded. It made me realise that even one person’s experience — like having sewage in their home on Christmas Day — matters deeply. If we can prevent that from happening, we’ve done something meaningful. Whether it’s a highway project or a major water recovery program, I’ve always been fortunate to work on projects that directly benefit communities. That’s why I do what I do.

Share a piece of career advice

Find your passion, listen actively and surround yourself with great people. Passion makes work enjoyable, listening helps you grow, and the right team will push you further than you can go alone.

The post People Spotlight: Meet Jeremy Salisbury appeared first on Blog.

Stephen Munro is a Chartered Engineer and Chartered Water and Environmental Manager with over 30 years of experience delivering complex infrastructure projects. Prior to joining ArchTam through the acquisition of Allen Gordon, where he served as Senior Partner, Stephen led multidisciplinary teams across water, renewables, transport and education sectors. Based in Inverness, he has a strong track record across Scotland and the wider UK, and has also contributed internationally, including post-disaster recovery work in Christchurch, New Zealand following the 2011 earthquake. Stephen’s current role includes leading ArchTam design teams working on a range of water sector projects across Scotland as well as working directly in client teams on major projects in the water and energy sectors.

Tell us about what inspired you to join the industry.

I’ve always had a natural interest in physics and engineering, even back in my school days. But what truly drew me to civil engineering was the idea of creating infrastructure that genuinely benefits people — bridges that connect communities, dams that protect resources. That sense of purpose has stayed with me throughout my career. Whilst my journey through my career was with a relatively small firm, I have been lucky to work across a diverse variety of major projects and programmes and have taken inspiration from the outcomes the projects deliver.

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

One of the most defining projects in my career was the Aberdeen Western Peripheral Route, which I worked on through the Caledonia Water Alliance (CWA) while still at Allen Gordon, in collaboration with ArchTam. The project involved constructing a major bypass around Aberdeen, which required the diversion of critical water and wastewater infrastructure to allow for the construction of the new road. This road was designed to alleviate congestion in the center of Aberdeen and significantly improve journey times for those traveling around or across the city.

I led a collaborative team that included Scottish Water, CWA, and our supply chain, navigating a five-year program of high-risk, technically demanding works. The complexity of the project was matched only by the pressure we faced. We were responsible for relocating major aqueducts and strategic water mains, and in some cases, failure would have meant cutting off the water supply to the entire city. This work involved complex designs, frequently including connections whilst existing water mains remained live, and construction of diversions often in constrained locations within live existing roads and during construction of the new road, including major bridges.

Yet, through strong teamwork and a shared commitment to delivery, we successfully completed the infrastructure works. What stood out most was the spirit of collaboration — even with the main contractor, where despite challenges, we built relationships that lasted beyond the project. It was a true testament to what can be achieved when everyone pulls together.

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

One of the most profound and personally impactful experiences in my career was the work I undertook in Christchurch, New Zealand, following the devastating series of earthquakes in 2011.

I spent several months leading efforts to re-establish essential water and wastewater services in a city still grappling with ongoing aftershocks and widespread infrastructure damage. The environment was incredibly challenging, not only from a technical standpoint but also emotionally. Many of the team members and residents were still living without basic services and dealing with the trauma of repeated seismic events. I was Program Manager leading a multidisciplinary design team working alongside construction teams and some were themselves directly affected by the disaster.

Our work went beyond restoring infrastructure; it was about supporting a community in recovery. We had to approach every task with empathy and heightened awareness with project teams partnering with communities, understanding that even minor issues could become emotionally charged in such a fragile context. This involved working closely with contractors and council teams in engaging with communities and minimizing the impact of initial service re-establishment and longer terms solutions. The experience taught me the importance of balancing technical delivery with human sensitivity, and it remains a powerful example of how engineering can play a vital role in healing and rebuilding communities.

Share a piece of career advice

Success comes down to two key traits: aspiration and application. If you have the drive to achieve and the commitment to put in the work, there isn’t just one path — you can carve your own.

The post People Spotlight: Meet Stephen Munro appeared first on Blog.

Dana brings a unique blend of architectural vision, engineering expertise and strategic leadership to her role. With a career rooted in both design and delivery, she has built a reputation for guiding complex projects that make a lasting impact on communities. Her commitment to collaboration, sustainability and client success shines through in every phase of her work, from concept to completion.

Tell us a bit about yourself – your career journey and current role as Market Sector Lead.

My interest in the built environment took root early on. I was drawn to the idea that every structure begins as a vision and, then through a blend of creativity, coordination and technical skill, becomes something tangible and lasting. That curiosity led me to study architecture, but as my understanding of the industry deepened, I found myself increasingly drawn to the engineering side of construction. I transitioned into construction engineering at Arizona State University, and later earned a Master of Business Administration from the University of Phoenix to strengthen my leadership capabilities and broaden my strategic business perspective.

Over the years, I’ve discovered that my greatest strength lies in helping clients bring their capital improvement and facility expansion goals to life. As a market sector lead, I take pride in building strong teams and delivering strategic growth through thoughtful leadership and collaboration. I am deeply committed to fostering meaningful partnerships with small, local and diverse suppliers, recognizing the vital role we play together in shaping a more inclusive and resilient industry. By working side by side, we deliver projects that reflect our clients’ values and create lasting benefits for the San Diego community.

Talk to us about a project that has impacted or been a major highlight of your career.

One of the most meaningful projects I’ve worked on has been during my time as a project manager with the San Diego Unified School District (SDUSD). My relationship with SDUSD spans decades — from 2001 to 2007, and again since 2013. What keeps drawing me back is the impact. It’s a place where strategic planning meets real, lasting community transformation. As a project manager for SDUSD, I’ve had the opportunity to lead efforts across more than a dozen campuses, overseeing modernization, new construction, and infrastructure upgrades under multi-billion-dollar bond programs. Our work has helped SDUSD expand access to safe, inclusive and future-ready learning environments for charter schools and traditional campuses. These projects like whole site modernizations, new student union buildings, and improved security features, incorporated solutions that helped schools better accommodate growing student populations, refresh aging facilities, and foster more inclusive learning environments. Revitalizing these school facilities has increased community safety and engagement as well as created shared spaces that serve families beyond the classroom.

Helping ensure that schools are equipped to meet both current and future demands has been incredibly rewarding. Walking through a completed site and seeing it come to life with activity and purpose, knowing it directly benefits students, educators and families, is deeply fulfilling. Every time I step onto a campus or attend a ribbon-cutting ceremony, I’m reminded that our work matters. We’re helping shape the places where the next generation will learn, dream and grow.

How do you incorporate community engagement into your design process to support sustainable practices and enhance health and well-being outcomes?

For me, community engagement isn’t optional, it’s essential.

Every project starts with listening. We prioritize understanding the unique needs and values of the people we serve, which allows us to design spaces that are not only environmentally responsible but also supportive of health and well-being of the community.

The San Diego community’s top concerns in education include equitable access, safe and inclusive learning environments, and long-term sustainability. These priorities shape every project we undertake. To address them, as a project manager, I have the opportunity to lead a process grounded in early and ongoing engagement with stakeholders, including district staff, school leaders, families, and community advocates.

Community input informs planning and design from the start, ensuring each project reflects local values. Through transparency and collaboration during construction, we deliver outcomes that are functional, resilient, and deeply connected to the communities they serve. This approach is especially important in a place like San Diego, where the vibrant, collaborative spirit of the city shapes everything we do. The city’s diversity, creativity and innovation create a dynamic environment where partnerships can truly flourish. It’s a privilege to work alongside people who care deeply about their city and its future. Our shared commitment drives more thoughtful, inclusive and sustainable outcomes.

Share a piece of career advice:

One of the most valuable lessons I’ve learned is the importance of being intentional with your time and energy. It’s easy to get caught up in the pace of a demanding career, especially when you’re passionate about the work, but staying grounded requires more than just good time management. It takes self-awareness, clear priorities, and the ability to pause and reset when needed.

I often say my life runs on 15-minute calendar blocks, and while that’s partly a joke, it reflects how structured my days can be. What keeps me balanced is making space for the things that matter outside of work. Whether that’s volunteering with ACE Mentor program or Construction Management Association of America (CMAA), leading a Girl Scout troop, or spending time outdoors hiking, skiing or golfing. A fulfilling career isn’t just about what you accomplish professionally, it’s about how you stay connected to your values and your community along the way.

The post People Spotlight: Meet Dana Peterson appeared first on Blog.

Kelly has worked in the environmental field for more than 20 years. As Director of Environment and TechEx Lead (Environment + Energy) for Australia and New Zealand, she drives business growth, technical leadership and capability development across the region.

Kelly’s work spans complex State Significant Infrastructure, international environmental and social assessments, and project governance roles. She’s played a key role in establishing feasibility and securing environmental approvals for some of Australasia’s largest infrastructure projects, including WestConnex (M4 East and M4–M5 Link) in Sydney and the Purari Hydropower Project in Papua New Guinea.

Known for her people-driven leadership, Kelly brings a clear, outcomes-focused approach with strengths in stakeholder engagement, project directorship and aligning environmental performance with our clients’ broader infrastructure goals.  

Tell us about what inspired you to join the industry.

I grew up in the 1980s during a time where environmental awareness was growing and the plight to protect our ocean mammals inspired a generation. My sustainability values formed by this exposure at a formative age, combined with frequent opportunities to spend time in nature, with my grandparents and wider family who were all gardeners and spoke fondly of these values.

I was lucky enough to spend my childhood visiting Oatley Regional Park, which contains 45 hectares of Sydney’s prime bushlands, 310 plants species and 107 bird species. The opportunity to study this biology and be part of protecting it was ultimately what drove me to make a career for myself in environmental consulting at a time when it was only burgeoning.

I started out as an ecologist, and early in my career developed a broad base of experience in smaller town planning and environmental consultancies. I’ve taken opportunities to gain experience in the full gamut of disciplines, from noise and air monitoring, koala surveys, water treatment, impact assessments, master-planning, project management, expert witness reporting, permitting, detailed design development and construction management. My ‘say yes’ mindset allowed for rapid growth in diverse skills and associated responsibility.

Having such a broad experience-base led me to realise that where I could make a material difference was by bringing an ‘ecosystem mindset’ to early phase project definition, connecting and collaborating with clients and in-house designers at an organisation like ArchTam.

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

My favourite types of projects overall are those where I can work collaboratively in shaping the project with a client. One that stands out was my role as the Australian Environmental Lead for the Purari Hydropower Project, a pre-feasibility project for a hydropower plant in Papua New Guinea (PNG). We assessed the potential to send power by cable from PNG and through a 1,300kilometre high-voltage transmission line to Far North Queensland (FNQ), Australia.

I collaborated closely with clients including EDF, Origin Energy and PNG Energy Developments Ltd, and ArchTam’s trans-Tasman team. The feasibility project focused on identifying, evaluating and refining high-voltage transmission corridor and route options across remote Pacific island regions. This involved navigating challenging terrain, including large, dense rainforests and wild rivers.

I coordinated our team’s reconnaissance mission by light aircraft over the Torres Strait Islands and Far North Queensland — an unforgettable career highlight. We conducted fieldwork and extensive GIS mapping to inform the design and multi-jurisdictional planning approval pathways of the project, to meet World Bank Sustainable Development Principles and Australian Commonwealth standards. We also conducted extensive in-country social mapping, including Indigenous and stakeholder consultations in both FNQ and PNG. These insights directly informed the development of stakeholder engagement strategies and Indigenous Land Use Agreement planning for future stages of this multinational energy transition project.

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

As Environment Lead, I oversaw the construction of a 17-kilometre desalination pipeline project through urban and contaminated areas, and across Botany Bay. This project delivered significant community benefits, most notably enhancing Sydney’s drinking water security during drought.

We engaged the community extensively during this project and embedded the local benefits we identified during this engagement. These benefits included the creation of a parkland on the shores of Botany Bay, adding beach accessibility platforms in the suburb of Kurnell and including public art along the pipeline route. Through our environment-led design approach, we successfully avoided adverse environmental and community impacts, while restoring native vegetation in the corridor adjacent to the nearby RAMSAR wetlands.

Our alliance that designed, permitted and delivered this project over a three-year period won several design and construction awards for our work.

Share a piece of career advice.

Say yes. Take on the less glamorous tasks and problematic projects, be collaborative and complete them well. You’ll reap the opportunities and choices that flow from this.

Don’t go dark on clients or your internal peers, especially if you have a delay or issue, get in front of it and show you’re acting fast to resolve it.

As you progress in your career, look for opportunities for your team and elevate their profiles in your networks, use your local, regional or global platform.

Lastly, stay curious, and think broadly about who else you can bring in to your team to solve your clients’ complex issues.

The post People Spotlight: Meet Kelly Pearsall appeared first on Blog.

ArchTam’s Virtual Consultation has helped define this shift toward digital solutions. Though the platform has pioneered a new paradigm for public engagement, it manifests in a familiar format: a virtual consultation event users can navigate with ease.

Now, five years after its launch, Andy Thomas, Head of Visualization & VR and Regional Director for Europe & India’s Buildings + Places business, shares his work on bringing this platform to life amidst a global pandemic — and how it has since successfully engaged millions of users worldwide.

A journey of innovation, impact & resilience

It was in November 2019 that I first received a call from James Sachon, lead of our Stakeholder Engagement team and now our Impact Assessment Practice Lead for the United Kingdom & Ireland, asking how we could make public consultations more engaging, more accessible, and — most importantly — more inclusive for a large infrastructure project we were working on together.

At the time, the idea of moving consultations online was still met with hesitation. Could we really create a space where people felt heard without being in the same physical room? That phone call still feels like yesterday — and it was the start of an incredible journey to change how infrastructure projects are delivered. That question sparked the creation of our Virtual Consultation — a mission to rethink how ArchTam, and the industry, connects with people.

The spark that started it all

Back in 2019, Virtual Consultation was nothing more than a concept. I remember sitting down with James and our Stakeholder Engagement team, discussing whether we could create a digital twin of a typical public consultation in the UK. The idea was clear and simple: take the experience of an in-person exhibition and bring it online.

At first, it was just a modest experiment — a basic, handcrafted demo. We had no idea that within a few months, this concept would become an essential digital platform for our clients worldwide.

A relentless pace during the pandemic

Then came 2020. As the world shut down, everything about how we engaged with the public had to change. What started as a niche idea suddenly became critical infrastructure.

The pace at which things moved was unlike anything I’ve experienced. Our team was working flat out — early mornings, late nights, back-to-back meetings across time zones. There were days that started at 6 AM and didn’t slow down until past midnight. Everyone needed solutions, and they needed them fast.

So, we adapted. We introduced interactive maps, voice overs, video streaming, surveys, live chats, even AI — whatever was needed to keep consultations running. And as more organisations turned to Virtual Consultation, our team grew too, expanding to keep up with the demand from clients even as the world emerged from lockdown.

More than just public consultation

What surprised us the most was how people started using the platform in ways we hadn’t expected. At first, it was all about replicating traditional consultations, but soon, we saw its potential for much more.

Suddenly, Virtual Consultation was powering virtual exhibitions, career fairs, and even major conferences. Memorable projects range from historical landmarks like the National Railway Museum, to global sustainability milestones like the COP26 Virtual Pavilion, alongside education initiatives like STEM Ambassadors: Illuminating Careers and infrastructure innovation programme like Innovate@HS2.

Virtual Consultation has proven so useful, that it’s even powered engagement within ArchTam. Our teams have used it for both internal and external events like our Australia and New Zealand Leadership Conference, Graduate Open Days, Recruitment Fairs, and technical capability showcases such as our Architecture + Design Virtual Exhibition.

Five years, 500+ projects, millions of visitors

Looking back, the scale of what we’ve achieved is something I could never have imagined in that first conversation back in 2019. Since its 2020 launch, Virtual Consultation has powered over 500 projects worldwide, created 1,000+ virtual rooms across seven regions, and drawn 2 million visitors with 20 million views.

Along the way, we’ve had the privilege of working with some of the world-renowned organisations, including infrastructure leaders like National Highways, Network Rail, HS2, Transport for New South Wales (TfNSW); energy giants like Shell, BP, and RWE; and federal agencies like the USDA, U.S. Army Corps of Engineers (USACE) and U.S. Navy.

A more sustainable way to engage

As someone passionate about sustainability and climate change, I’ve been especially proud to see how Virtual Consultation has contributed to our Sustainable Legacies strategy. By moving consultations and events online, we’ve reduced carbon emissions, cut down on travel, and significantly decreased waste. It may seem like a small change, but it’s nevertheless a meaningful step toward delivering long-term positive impacts for both people and the planet.

This also aligns perfectly with our Travel with Purpose initiative, which encourages thoughtful decision-making when it comes to travel. By prioritising digital solutions first, we’re reducing our environmental impact and promoting a healthier work-life balance for both teams and clients. It’s a win-win: we’re supporting our Net Zero goals while helping clients cut unnecessary carbon footprints too.

Recognising excellence: awards & achievements

We’re delighted that our hard work has been recognised along the way, with Virtual Consultation shortlisting and winning multiple industry awards over the past five years. Recent honours have included highly commended by the CIBSE Building Performance Awards on our COP26 Virtual Pavilion, with our partner UKGBC, and Best Community Engagement with our client, Dŵr Cymru Welsh Water, on the zonal drinking network upgrades project.

Seeing the impact acknowledged has been incredible, and it only drives us to keep innovating and improving.

Looking ahead

While we’ve come a long way, we’re far from standing still. As technology advances and user expectations grow, with every project, we’re constantly enhancing performance and pushing the platform’s capabilities to deliver faster, richer experiences to connect with visitors worldwide.

Beyond that, we’re reimagining what engagement can be. Our platform has grown from a consultation platform into a fully-fledged digital engagement ecosystem. Whether it’s supporting public consultations, exhibitions, career fairs, or large-scale corporate events, we know there’s still so much more to achieve.

To our clients, partners, and the communities who have trusted us — thank you. Virtual Consultation is what it is today because of you. Here’s to the next five years — redefining engagement, breaking boundaries, and building a better future together.

The post Five years of success: ArchTam’s Virtual Consultation appeared first on Blog.

Gabrielle Appiah is a senior stakeholder engagement consultant in our Stakeholder Engagement, Consultation and Communications team. She has five years’ experience in bidding, curating, managing and delivering robust and inclusive pre- and post-planning application consultation and engagement with diverse communities. 

Tell us about what inspired you to join the industry.

From the age of 16, I was on the London Legacy Development Corporation’s (LLDC) Legacy Youth Panel for the Olympic Park and was elected as a member of the Legacy Youth Board, where I worked with my peers to constructively review development plans and designs for the Queen Elizabeth Olympic Park.   

My time on the Youth Board sparked my passion for urban planning and facilitating the same level of community engagement I was engaged in. This strongly influenced my decision to pursue undergraduate and master’s degrees in planning and encouraged me to continue to progress in all my professional roles and voluntary experiences.  

I was attracted to this role at ArchTam because of the opportunity to deliver nationally significant work, a growing and talented stakeholder engagement services team, innovative digital tools for research and engagement, and the flexibility from our Freedom to Grow framework. In 2021, I was appointed by the Mayor of London to the London Legacy Development Corporation Board to help monitor its performance in relation to inclusive development. Freedom to Grow at ArchTam enables me to offer my time to this role.  

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

In just over two years at ArchTam, I have worked with a range of teams on a variety of projects and sectors across the UK, such as Cambridge and Oxford’s East West Rail, Humber Zero — a carbon capture technology project, and Meridian Water, one of London’s largest urban regeneration projects. I have particularly enjoyed working on the Meridian Water project, offering strategic advice to the client as part of the delivery of the Strategic Infrastructure Works (SIW) and overseeing stakeholder engagement activities delivered by the lead contractor.

Along with my team, I added value by bringing ideas and approaches that consistently and efficiently manage stakeholder relationships.  We facilitated an interactive stakeholder mapping session with key client and project team members to create a stakeholder audit.  I consolidated the stakeholder database and developed handling plans, creating a streamlined process for stakeholder management across organisations. I have also produced a content plan advising on proactive communications with stakeholders — positive progress and news, awards and milestones.  

The ability to work on projects in different sectors across the country — including rail, energy and urban regeneration — and with different teams and communities on a day-to-day basis is what I enjoy the most. 

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

I believe that the day-to-day work my team delivers positively impacts communities. It’s important (and a democratic right) for local people and key stakeholders to be involved in shaping the places where they live, work and play and it’s critical to creating better places.  

Using urban logistics hubs projects in London as an example, I provide strategic advice to the client to deliver best practise stakeholder engagement, which occurs in phases aligned with the design development stage so that all stakeholder feedback is meaningfully considered. The initial phase involves comprehensive stakeholder mapping to identify who should be engaged and one-to-one meetings with key representative stakeholders to feed into the initial proposals. In the second phase, I develop accessible project information to be shared at public events we facilitate with the client and the team which helps build a collaborative and constructive relationship between developers and the public. Following the engagement period, I analyse and summarise the feedback to inform the design development.

The subsequent Statement of Community Involvement report demonstrates how the feedback has been collected and shaped the plans at every stage, which contributes to a robust planning application. The Mandela Way urban logistics hub proposal has since been granted planning permission by the planning committee because of supporting speeches from local stakeholders and councillors as part of the relationships built during the engagement process. 

Stakeholder engagement and consultation is a central part of delivering positive impacts on projects and I’m glad to be part of a team delivering that across a variety of sectors including transport, energy, water and waste, as well as residential and commercial property development.

Share a piece of career advice. 

In my career journey, I have largely benefitted from having a mentor and actively attending industry events, so I advise others to do the same.  

I asked an industry network founder, who I look up to, to be my mentor and was fortunate to have her commit time to meeting with me and supporting my growth in the industry. She encouraged me to believe in my own ability for annual review processes and job opportunities and offered insights from her experience. 

I decided to become a committee member and now chair for Women in Planning London because networks such as these offer great career development tools, opportunities to engage with peers and senior staff from across the industry, as well as topical content.  

Therefore, my advice would be for anyone at any level to seek a mentor and attend industry events to build your network and knowledge.  

The post People Spotlight: Meet Gabrielle Appiah appeared first on Blog.