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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

Building excellence into highway programs

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

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

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

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

Turning environmental risk into delivery confidence

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

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

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

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

Delivering better outcomes on complex highway infrastructure

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

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

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

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

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

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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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The Surface Transportation and Aviation markets are entering a pivotal period of growth, innovation and global integration, and Dwight H. Pullen, Jr. is helping lead that charge. Dwight brings decades of experience delivering complex infrastructure programs and will bring the same forward-thinking approach to highway, road and bridge solutions in the surface sector. His role will be key in helping clients navigate the future of connected infrastructure from runways to highways, and delivering smarter, more resilient communities across the globe. His leadership supports long-term growth, operational excellence, and talent development while strengthening client partnerships across markets.

Tell us about what inspired you to join the industry.

I’m drawn to the infrastructure industry for its ability to shape daily life and create lasting positive change. Early in my career, I witnessed how effective transportation systems can connect communities and boost economies. That sense of responsibility motivates me to keep working in this field, knowing our efforts have a meaningful, generational impact. Through my service as Vice Chair of the Equity in Infrastructure Project (EIP) Advisory Council, as a Board Member of the Airport Minority Advisory Council (AMAC), and as past Board Chair of the Airports Consultants Council (ACC), I’ve been able to work alongside industry leaders to advance more inclusive, effective delivery models.

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

One of the major highlights of my career has been the opportunity to influence transportation infrastructure beyond any single project. While I’ve been fortunate to lead and deliver complex, multi-billion-dollar airport programs around the world, what stands out most is helping shape how our industry evolves.

One of the defining highlights of my career was leading the $1.284 billion New 5th Runway (Runway 10-28) program at Hartsfield-Jackson Atlanta International Airport at just 34 years old. Overseeing an ambitious expansion that included the redesign of roadways, new rental car facilities, a major runway, terminal enhancements, and the construction of an Air Traffic Control Tower, I was responsible for managing the runway’s development from start to finish. The new 9,000-foot-long, 150-foot-wide runway featured advanced taxiways and state-of-the-art markings and lighting for all-weather operations, requiring the acquisition of more than 900 acres. Bringing this complex project in 11 days ahead of schedule and over $106 million under budget not only contributed to Atlanta’s urban growth and global reputation, but also stands as a testament to the transformative impact that well-executed infrastructure can have on a community and a leader’s career.

I’ve contributed thought leadership through articles on airport infrastructure development, construction phasing, operational impact mitigation, and alternative project delivery methods, all of which have been key topics for industry progress. Combining project delivery with advocacy makes a lasting difference, and being part of that influence has been highly rewarding.

Share a piece of career advice.

I have two to offer:

• Prioritize work that delivers sustainable, long-term value rather than short-term gains. Demonstrating integrity and accountability in leadership typically results in meaningful opportunities.
• Value diverse perspectives; they strengthen leadership and results. Collaboration leads to the most meaningful careers, not solo achievements.

The post People Spotlight: Meet Dwight H. Pullen Jr. appeared first on Blog.

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

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

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

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

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

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

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

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

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

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

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

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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.

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Jasmin Mejia is Environmental Market Leader for Surface Transportation in the San Francisco Bay Area.

She brings a distinctive blend of environmental knowledge, regulatory insight and strategic leadership to deliver transformative projects. Her background in water quality compliance and environmental consulting has earned a strong reputation for guiding complex, multi-agency efforts that enhance resilience and advance multimodal connectivity. Her commitment to community well-being shines through in every project, driving solutions that enhance mobility, improve accessibility, and create lasting benefits for people and neighborhoods.

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

Spending summers in the Dominican Republic, some of my most cherished memories are hiking through lush trails with my grandfather. Those experiences taught me to value the beauty of natural spaces and the sense of connection they create. In high school, an environmental science class opened my eyes to something even bigger: how deeply our lives are interconnected and how infrastructure shapes communities. That realization became the foundation for my education and career.

I knew I wanted to work at the intersection of policy, regulation and environmental science. I earned a Bachelor of Science in environmental management and protection, and a minor in city and regional planning from the California Polytechnic University, San Luis Obispo. My career began at the Central Coast Regional Water Quality Control Board, where I reviewed CEQA (California Environmental Quality Act) and NEPA (National Environmental Policy Act) documents from a water quality perspective and processed water quality certifications. From there, I transitioned into environmental consulting, gaining a deep understanding of multidisciplinary collaboration and its role in shaping resilient, sustainable communities.

I now have the privilege of leading the environmental team and partnering closely with transportation partners to deliver projects that meet client needs and serve communities. As environmental market leader for surface transportation, that spirit of teamwork allows us to connect environmental planning with transportation solutions, helping clients achieve their goals and creating infrastructure that helps local and regional communities move and thrive.

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

One of the most impactful projects I have managed was the State Route 37 Flood Reduction Project, an environmental adaptation for a vital Bay Area corridor in Marin County that connects several counties in the area. The goal was to adapt the roadway to projected sea-level rise and to improve resilience against flooding and extreme weather. This corridor is critical for commuters and for access to the wine region, contributing over US$1 billion to the local economy. Yet repeated closures from flooding have become more frequent and severe.

The project raised the roadway and added a new bridge to maintain connectivity during winter storms and flooding. What makes this project meaningful to me is its dual benefit: while improving transportation reliability, the design also enhances hydrologic connectivity, supporting wetland restoration and biological resources. It’s a clear example of how infrastructure can protect communities and the environment simultaneously.

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

One of the most rewarding parts of my work is seeing how transportation projects improve lives.  By redesigning interchanges and improving access, we’ve transformed corridors into safer, more connected streets where walking, biking and driving are inviting for everyone. These improvements strengthen communities by ensuring continued access to jobs, healthcare and education while reducing environmental impacts through thoughtful design.

Community engagement is central to this process. We use digital stakeholder engagement tools like PlanEngage to make participation easier and make it more inclusive. It allows residents to review documents and share feedback online, reducing paper use and carbon footprint while offering translation features for diverse communities. These practices ensure transparency and give people a voice in shaping projects that affect their daily lives.

Share a piece of career advice.

Investing in your professional community is one of the best ways to grow your career. Surround yourself with inspiring people and stay engaged with industry groups like the Women’s Transportation Seminar (WTS) — not just to find mentors, but to become one. Each stage of your career offers chances to learn from different perspectives, and those diverse views make us stronger, more adaptable and more innovative. Say “yes” to new experiences; each one broadens your skills and shapes your future path.

Above all, lead with kindness. That principle has guided my journey, including a decade on the WTS SF Bay Area board and a recent two-year term as chapter president. Ultimately, this work is about building meaningful connections and contributing to a community that supports and uplifts the next generation of leaders.

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Dillon Lennebacker brings a powerful blend of environmental planning expertise, regulatory insight, and project leadership to his role as Environmental Project Manager and Planner specializing in National Environmental Policy Act (NEPA) and California Environmental Quality Act (CEQA) impact analysis and regulatory permitting for projects across the San Francisco Bay Area.

Dillon’s work spans transportation and wetland restoration projects, including serving as environmental lead on the multi-benefit State Route 37 Sears Point to Mare Island Improvement Project that includes Strip Marsh East Enhancement, and supporting the California Department of Transportation (Caltrans) through environmental on-call contracts as Contract Manager and Technical Lead. From the largest tidal wetland restoration on the West Coast, the South Bay Salt Pond Restoration, to the Bay Bridge replacement, Dillon’s focus is on delivering projects that strengthen the connection between communities and the environment they call home, now and for generations to come.

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

My journey began with a love for Bay Area landscapes, an interest in environmental law, contributing to improving our perspective to better incorporate resource protection into infrastructure projects that was sparked by a book, Cadillac Desert by Marc Reisner, and studying environmental planning with a focus on conservation and restoration at Sonoma State University. The exposure this gave me to coastal prairie, shoreline, grassland, and coastal forest habitats sparked my passion for balancing development with environmental stewardship.

My first major project with ArchTam — the San Francisco-Oakland Bay Bridge replacement — gave me invaluable experience in regulatory permitting and collaboration with stakeholders and environmental agencies. This work showed me that I excel at addressing challenges that lie at the intersection of infrastructure and ecology. Since then, I have led CEQA and NEPA analyses and managed transportation and utility projects across the Bay, overseeing permitting for restoration projects like the South Bay Salt Pond Restoration and the Bradmoor and Arnold Restoration Projects in Suisun Marsh, and worked closely with agencies to deliver projects that protect the Bay while supporting community needs.

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

One of my proudest contributions was helping transform the remnants of the old east span of the Bay Bridge into a public asset. Our team partnered with landscape architects to design public access features that invite people onto the remaining piers, creating spaces where visitors can walk out over the water and experience the Bay up close. We added interpretive signage to share the bridge’s history and its role in connecting communities. For many residents, especially in Oakland and East Bay Area, where industrial development limits shoreline access, these spaces offer a rare and meaningful connection to the Bay.  This design is dedicated entirely to the public, linking past and present while opening new opportunities to enjoy the incredible resource that is the San Francisco Bay.

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

One of the most exciting projects is one I’m working on now — the State Route 37 Sears Point to Mare Island Improvement Project (SR 37 SPMIIP). This effort strikes a rare balance between transportation improvements and wetland restoration — two priorities that often compete for space and resources and two specialties that I have focused my career on, so it is a unique opportunity to apply the full breadth of my knowledge to support our client.

The State Route 37 corridor faces significant congestion and flooding challenges, and our solution integrates the congestion relief required by roadway users while enhancing sensitive habitats. It’s an opportunity to apply lessons I’ve learned from extensive experience in transportation projects and tidal marsh restoration projects across the San Francisco Bay Area and Suisun Marsh, bringing together transportation access and ecological restoration in one design.

How does the unique culture and character of the Bay Area influence your approach?

Living and working in the Bay Area has shaped my approach to every project. This region’s culture values innovation, environmental stewardship and community access, and that perspective drives how I plan and deliver projects. For me, the Bay has always felt like home. After moving to Santa Cruz in high school and later settling with my family in the East Bay, I developed a deep appreciation for its unique character and the responsibility we share to protect its beautiful landscapes while supporting thriving communities.

The Bay Area’s identity is deeply tied to its environment, so every project invites consideration of those valued resources, and challenges project proponents to ask: How can we do this better than before? That means embracing green infrastructure, avoiding and minimizing impacts first, and integrating habitat restoration wherever possible and appropriate. Transportation and utilities are essential for a thriving population, but so is a healthy Bay. My role is to help clients step back and see the big picture, finding solutions that meet project needs while contributing to the region’s ecological resilience.

Share a piece of career advice.

For those starting out, say yes to opportunities, even the ones outside your comfort zone. The path you think you want may not be where you end up, and that’s okay. Every experience builds your skillset and perspective and will lead you to where you truly want to be. Stay curious, stay adaptable and keep looking for ways to make a positive impact.

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Thomas is known for balancing constructability with operational continuity in dense, urban environments. His work spans construction management, project phasing, contract strategy and alternative delivery on multi-billion-dollar programs across some of the nation’s busiest transit hubs. Since joining ArchTam in May 2024, he continues to lead transformative transportation initiatives with a focus on safety, innovation and client satisfaction.

Why did you join the construction industry? What motivates and inspires you?

My entry into construction started with internships during college, where I found myself drawn to the dynamic pace of field work. I enjoyed the hands-on, connected nature of the work, from coordinating with different teams and personalities to managing a range of challenges. I relish seeing a project through from start to finish, watching our plans take shape and knowing I played a part in making it real. That sense of ownership and contribution is deeply rewarding.

I teach graduate courses in construction real estate and management at Fordham University, and I still see learning as a lifelong part of this field. One of the most important lessons I’ve learned is that communication is everything. I make a conscious effort to move beyond any historical disconnect between parties and bring everyone together as one team. Every perspective matters because every voice contributes to a successful outcome.

How do you approach the challenges of delivering construction in major urban transportation hubs?

In dense urban environments, balancing construction progress with ongoing operations requires precise phasing. Projects are often phased to minimize closures — but that can add time and cost. That’s why we conduct early constructability reviews and work with clients to align logistics with real-world conditions and long-term operational needs.

We identify where stages can overlap, compress timelines and build around client priorities. When builders are engaged from the outset — as they are in design-build projects — we gain critical insights early on, reduce disruptions and deliver smarter infrastructure.

Active transit environments require strategies that keep passengers and workers safe throughout construction. Sometimes we redirect pedestrians through specially designed paths to reduce disruption. Safety is always the top priority.

Why are alternative delivery methods, such as design-build, gaining popularity, and how does your experience support successful execution?

Unlike traditional design-bid-build delivery — which works best for more straightforward, repeatable work — design-build excels on complex, large-scale projects where designing and building in parallel improves efficiency. Successful design-build delivery depends on trust, early coordination and a shared commitment to outcomes. I know how to translate client goals into actionable program strategies and teams built to work together, not in silos. That’s what enables us to deliver sound, strategically aligned results that save time and money.

My experience spans over 30 years in construction management and in the owner’s seat. That dual perspective is helpful because I understand how projects — say, at the Port Authority’s three major airports — fit into an agency’s broader operational and financial goals, and how to manage risk without compromising client control.

What future possibilities or innovations excite you most?

People tend to think of technology as the end-user result, such as electric buses or autonomous systems. But I think of technology in terms of how we build. Tools like Building Information Modeling (BIM) and similar software have transformed how we plan and manage construction.

Years ago, I saw paving equipment being guided by GPS — unmanned machines navigating job sites with precision. That kind of technology is only going to enhance the labor force. I’m excited about tools that make fieldwork more efficient, such as wearable technology that records job-site observations and platforms that capture real-time data for use in drawings and documentation. These innovations reduce errors, improve safety and streamline the process — they’re the future of our industry.

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With over three decades of experience in civil engineering and 15 years at ArchTam, Joy Villafranca has dedicated her career to shaping transportation systems that serve and enhance our communities and environment. As an engineering manager, Joy leads complex projects that balance mobility, sustainability and safety.

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

I joined ArchTam 15 years ago driven by a passion for designing transportation systems that make life easier, safer and more sustainable. That vision has guided my 35-year career in civil engineering. After earning my degree from the University of California, Berkeley, I started as a transportation engineer and later transitioned into project management. Today, I oversee engineering tasks, budgets and scopes for projects that impact thousands of people every day.

Growing up, I never imagined becoming an engineer, I didn’t even know what the job entailed! My family immigrated from the Philippines when I was eight, and like many immigrant parents, mine hoped I’d pursue medicine or nursing. But I was drawn to math and science and wanted a career where I could apply those passions in a tangible way. The turning point came in high school when an electrical engineer visited our class. Their professionalism and enthusiasm inspired me to explore engineering. Later, an internship at a transportation infrastructure company during college sealed the deal. Seeing how transportation projects serve the public and solve real-world problems continues to inspire my work today.

What project has been a major highlight of your career?

One of the most meaningful projects of my career has been the State Route 37 interim improvements. I’ve worked on this corridor for nearly a decade, addressing congestion while planning for the impacts of sea level rise. As climate change accelerates, building transportation resiliency is no longer optional — it’s essential. This project exemplifies how agencies, engineers and environmental experts can come together to deliver solutions that balance mobility with ecological stewardship. Partnering with our client California Department of Transportation (CalTrans) and our multidisciplinary team has been incredibly rewarding. Their leadership and vision allowed us to prioritize both immediate improvements and long-term adaptation strategies. Implementing interim measures while laying the groundwork for future resilience proves that progress and sustainability can coexist.

Another highlight is the Golden Gate Bridge Movable Median Barrier Project. In partnership with the Golden Gate Bridge Highway and Transportation District, this project introduced a dynamic barrier system that allows lane configurations to shift based on real-time traffic demand. This resulted in reducing congestion while virtually eliminating the risk of head-on collisions. Completing the installation required an unprecedented weekend closure of the Golden Gate Bridge, but seeing the barrier in place was unforgettable, knowing it would safeguard millions of commuters and visitors for decades to come. The project earning the Award of Merrit Project of the Year from the Metropolitan Transportation Commission (MTC) was a testament to the success of this effort and to the District’s leadership in pioneering solutions that enhance public safety while preserving the integrity of its most iconic landmark.

These experiences reaffirm my passion for solving complex problems and finding innovative, practical solutions that improve mobility, protect communities and create lasting impact.

How does the unique culture and character of the Bay Area influence your approach to your work?

The Bay Area is deeply conscious of nature and social equity, and that shapes how I approach every project. I start by listening to community priorities and understanding the context — urban neighborhoods, wetlands, wildlife refuges — so we can preserve community and natural resources while meeting transportation needs. For me, it’s about designing transportation that respects the environment while making life better for people. That means balancing sensitive natural areas with the need for safe, accessible travel and finding ways to enhance public access through trails, parks and viewpoints.

I’m passionate about active transportation in part because I experience it on my commute to work by e-bike. Making streets safer for cyclists and pedestrians is both professional and personal. Complete Streets features like wider sidewalks, Americans with Disabilities Act-compliant curb ramps, protected bike lanes and safer crosswalks help prioritize people in all modes of transportation.

At ArchTam, I’m lucky to work with a team of like-minded individuals who share the same goals to help the community thrive. Together, we preserve connections to our environment, avoid unnecessary impacts, and meet the needs of clients and the communities they serve. Our environmental and transportation teams collaborate consistently, educating each other and finding creative ways to minimize impacts while improving access. Seeing the results in safer streets — healthier communities, and stronger connections to nature — is what makes this work deeply meaningful to me.

What advice would you give to someone starting their career?

Teaching and mentoring other engineers is something I value deeply as they begin building their careers in transportation. I enjoy showing them the full journey — how a project starts with planning, through the transformation, and how everything comes together to create real impact. Sharing that process and those moments offers inspiration and helps them see in real time the positive difference our work makes in communities.

My advice: keep working hard, stay curious and never hesitate to ask questions. You can’t solve everything on your own. Partnering with other experts and embracing collaboration is key. Don’t be afraid to reach out for help; the worst anyone can say is no.

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