With nearly 40 years of experience in transportation infrastructure, Gord has established himself as a recognized industry leader in construction program management. His extensive expertise has contributed to the successful delivery of many large highway and civil engineering projects across Ontario, Canada. Throughout his career, Gord has overseen infrastructure construction valued at over $3.9 billion, comprising more than 20 major projects and five large-scale programs. His work spans public and private sectors, with a focus on operational readiness and contract compliance within various project delivery methods.

What are two key issues you focus on when managing construction on a major highway program?

1. Project controls and monitoring

According to Gord, project controls, monitoring and quick access to financial information, technical advances and program status are of utmost importance.

Other essentials for program success are:

• Detailed and up-to-date program schedules
• Formal scope change controls with traceable workflows and approvals
• Early warning systems to track and escalate issues
• Complete turnover checklist for program closeout

“People will come and go over a 10-year assignment for any number of reasons,” adds Gord. “And although individual knowledge and skill advance a project, a strong knowledge base established at the outset and maintained throughout will keep the program on schedule and on budget. This includes formal and informal mentoring along with effective knowledge sharing and transfer among program participants.”

As program manager for the Metrolinx Georgetown South Program, Gord led a multidisciplinary team that delivered enabling infrastructure for the UP Express before the 2015 Pan Am Games in Toronto. This very public-facing and time-sensitive project involved 22 construction contracts — up to 15 delivered simultaneously — in a dense urban corridor. His responsibilities included program delivery, schedule and risk management, stakeholder engagement and project controls.

“On a typical rail project, track is built at the end,” explains Gord. “On Georgetown South we had 14 projects requiring new track, but only six teams available to build it.” Due to the program’s strong culture of collaborative behaviour and transparent communication, this resource crunch was quickly raised by project staff and resolved by Gord, who had specific track segments built in advance, ensuring all tracks were available for the program and individual projects as needed.

2. Managing change and risk

Gord’s second priority on large CA assignments is a proactive approach to change management and risk. Even with the best planning, changes will occur during a long program. Procurement methods, technology and materials may become obsolete or outdated over time. Staying abreast of industry developments and construction innovation is critical. Gord recommends a regular assessment of new technologies and methods to minimize or eliminate potential risks and enhance overall program outcomes.

On the Ontario Ministry of Transportation’s (MTO) Highway 400 King Road to Highway 9 project, the schedule had fallen behind and the contractor was working hard to catch up. Gord and his team quickly reacted to schedule changes and avoided delay by having construction proceed during the winter shutdown. The team worked with MTO to increase staffing levels through the winter months to meet quality and delivery targets. This allowed the schedule to be recovered while also maintaining compliance with Ontario’s strict Construction Administration and Inspection Specifications.

What is your approach to major CA programs?

Health and safety come first

“I always approach projects with a people-first mentality where health and safety are at the forefront,” says Gord. In Ontario, much of the responsibility for compliance with the Occupational Health and Safety (OHS) Act on a construction site lies with the contractor. On a major highway program with multiple ongoing — and possibly overlapping — construction projects, a program-wide OHS plan implemented at the outset is paramount. It defines expectations, establishes a formalized team process, and provides effective monitoring and reporting tools throughout the program’s duration. “At one point during the construction of UP Express, we had well over 1,000 people on site,” recalls Gord. “We were confident that everyone knew about and adhered to the same OHS procedures, and that we were all working carefully to avoid injury and safely send workers home each day.”

Celebrating victories

Gord also believes in celebrating project victories as they occur. “All too often when a project is complete, the companies and staff involved quickly move on to the next project,” he says.

Celebrating milestones lets project teams know their efforts are appreciated and reminds everyone of what they’re working toward. “For me, the best day on any project is its opening when you see people using new infrastructure that you had a hand in building. It’s about knowing our work will improve access to job opportunities, education, recreational activities and community resources, that’s why we do what we do,” concludes Gord.

The post Where design meets delivery: strategic construction administration on major infrastructure programs appeared first on Blog.

Drew combines architectural training, construction management expertise, and over two decades in the design and construction industry. As Program Director for the Alamo Colleges District 2017 Bond, he has guided teams through complex projects that deliver modern, inspiring learning environments. His leadership is marked by a personal connection to education, deep roots in San Antonio, and a commitment to building stronger communities through collaboration, innovation and client partnership.

Tell us about your role at 91Ӱ�� and the markets you serve.

I serve as Program Management Director and Market Sector Lead for San Antonio, Austin and Houston. In this role, I oversee major programs — including the $450 million Alamo Colleges District Bond Program — while also supporting several clients in the Austin and Houston areas. My day-to-day includes guiding teams, building strong client relationships and creating new opportunities for growth across these regions.

What inspired your career path in program and construction management?

I began my career as a licensed architect in the state of Texas. While I love design, I was drawn to the construction management side of the industry, where I found my skill set and leadership style really aligned. Making the transition opened doors to working with a diverse range of stakeholders, including contractors, architects and clients, on projects that truly make a difference. Today, I get the best of both worlds: the ability to apply my design background while leading diverse teams to deliver impactful results.

You have a special connection to Alamo Colleges. Can you share more about that?

Yes, this program is especially meaningful to me because of my family’s ties to Alamo Colleges. My mother took night classes at San Antonio College while raising me as a working parent. Seeing her dedication gave me a personal appreciation for the role community colleges play in changing lives. To now lead a program that strengthens these institutions in my hometown of San Antonio feels like coming full circle. It’s both a personal and professional chance to give back to the community that shaped me.

What makes the Alamo Colleges program unique?

Scale and impact. We are managing 24 construction and renovation projects across five colleges and three education centers. These projects range from advanced science and technology labs to first responder academies, digital libraries and student support spaces. The work touches every corner of the community, creating opportunities for students from all walks of life to succeed. The program also reflects Alamo’s national recognition for serving Hispanic and working-parent populations — something I saw firsthand through my mom.

Can you share your successful experience with Austin Independent School District’s (ISD) bond program?

We have a wonderful team at Austin ISD. I support our program director and her team of managers and coordinators to successfully deliver a great program. This role has allowed me to work closely with our team to deliver both new and renovated learning environments for Austin ISD’s staff, teachers, students and their families. It’s rewarding to know that these projects directly shape the educational experience of thousands of students in Austin and strengthen the broader community.

What advice would you give to young professionals starting in this field?

Stay flexible and open to opportunities. Don’t be afraid to step outside what you think your role should be. My own transition from architecture to construction management ended up being one of the best career decisions of my life. Say yes to opportunities, dive in and learn as you go — you never know where they may lead.

What do you enjoy most about your work?

The people. Every day brings new challenges, new collaborations and new solutions. No two days are alike, and that variety keeps me energized. I value the strong teams I get to work with, both within 91Ӱ�� and alongside our clients and partners. Together, we’re building not just facilities but environments for work and education within our communities.

Finally, what do you love most about your hometown of San Antonio?

San Antonio is a big city with a small-town feel. It’s rich in culture, history and community. From elementary school through college, my career and family, I have always loved this city. It’s home — and that makes the work I do here even more rewarding.

Drew’s leadership stands out as a powerful blend of technical expertise and personal dedication — driving transformative projects that uplift higher education and strengthen communities across Texas.

The post People Spotlight: Meet Drew Dodson appeared first on Blog.

Leighton Wong manages the Comprehensive Long-Term Environmental Action Navy (CLEAN) contract for the Pacific Region. He holds a bachelor’s degree in civil engineering and a master’s degree in environmental engineering science. With more than 45 years of experience in environmental restoration and engineering that includes senior leadership roles at Naval Facilities Engineering Systems Command (NAVFAC) Pacific, he has helped advance the United States Navy’s environmental mission. Following his retirement from NAVFAC Pacific, Leighton served as Senior Project Manager and Business Development Lead at CH2M, working with Navy, Army, Air Force, and federal agencies across the Pacific. At 91Ӱ��, he brings a unique perspective shaped by having served as both a client and contractor.

Tell us about what inspired you to join the industry.

I originally joined the environmental industry because it was a growing field that interested me, with opportunities right out of school. I interned on a hazardous waste project in Waterloo, Iowa, and they could see the pending environmental regulations and had me help to start their program. That experience directly led to my next step: when I applied for a job with the Navy, they brought me on to work in hazardous waste just as regulations were coming into effect. I got in on the ground floor, and it was a great opportunity to make a real impact and improve the quality of life for everyone.

 I still remember my second day working with the Navy. I was asked to join two University of Hawaii researchers on a boat. As we entered the harbor, debris floated around us and the water smelled. It was a clear sign that work needed to be done.

Nearly 20 years later, I returned to that same harbor — this time with the Regional Commander, hosting a congressional staff member. As the boat moved, water splashed on my face. I looked down and saw something remarkable: clean water and fish swimming below. I even ate my lunch right there, despite the splashing. That moment stayed with me. It was truly full circle to witness how much progress had been made, as the Navy’s cleanup efforts had transformed the harbor and returned property for productive use by both the Navy and other organizations.

What is your favorite 91Ӱ�� project that you’ve worked on and why?

A project that stands out to me is one of my first after joining 91Ӱ��, during the pandemic. We had teams sent to Guam for fieldwork, but there was a 14-day quarantine. That meant arriving, staying in a hotel, and not being able to leave. It was challenging, not just logistically, but for keeping projects moving. We pushed our teams to think differently, asking if some could remain longer on Guam to take care of follow-up work so we wouldn’t have to send new personnel and restart the quarantine. It was about keeping work going and minimizing costs for the client, and it took a lot of problem solving.

Eventually, I reached out to a contact from my Navy days to ask if exemptions to the quarantine were possible. While none had been granted to date, when we discussed the specific project, he told me, “That’s on my radar. It might be the most important project right now in the entire Pacific.” We solved the problem together and got the project done successfully. That experience taught me the value of thinking outside the box, solving problems creatively and building strong relationships.

What makes working on the Navy’s CLEAN program unique compared to other projects you’ve been part of?

I worked with the Navy’s CLEAN program for many years, and even after retiring from the Navy, I’m fortunate to continue that work now with 91Ӱ��. It’s rewarding to keep contributing to a program that makes a real difference and to support the Navy’s mission of environmental stewardship. The Navy has always felt like part of my family, and being able to continue advancing their work is something I truly value.

The CLEAN program began around 1990, when Congress began funding all the services to investigate and clean up environmentally challenged sites. Prior to that date, there were no environmental laws like we have today. Now, we understand how contamination affects people, wildlife and the environment. The Navy is committed to meeting today’s environmental standards and properly managing hazardous waste. CLEAN funding allows us to return to those older, potentially contaminated sites, investigate them and clean them up, so they are safe for the environment and for the people who live and work there.

For me, CLEAN is about more than compliance. It is about leaving a lasting, positive legacy. We’re always learning about new emerging chemicals and constituents. The good news is that as technology evolves, we can deliver cleaner air and water to everyone. Every generation gets better at improving quality of life and providing safer water and air for all. I’m proud to have worked on it for decades and honored to keep contributing to it today through 91Ӱ��.

Share a piece of career advice.

My advice is to embrace every opportunity. This work is fantastic because it allows you to contribute to something bigger — helping improve the standard of living for everyone in the world.

The post People Spotlight: Meet Leighton Wong appeared first on Blog.

91Ӱ��’s role: Embedded program leadership

As Program Director for the , I managed all targeted congestion-reducing projects across Southern and Eastern Sydney. These ranged from modest signal phasing upgrades to major intersection redesigns. Our goal was simple but ambitious: reduce congestion at critical pinch points (intersections or short parts of a road where bottlenecking exists). The flow-on effects of these high benefit projects delivered through low cost, low impact, smart, customer-focussed solutions were; improved travel reliability and road safety, supporting population growth, improved freight efficiency and improved public and active transport routes.

But our role went far beyond managing project delivery. We didn’t just work for Transport for NSW, we became part of their team. At peak, our program office housed around 200 people, co-located and fully integrated. Roughly two-thirds were from 91Ӱ�� (including our partner HKA), and the rest were from Transport for NSW. We shared email domains, wore the same branded high-vis, and operated as one unified team. That integration was key to our success.

Agile, data-driven decision making

The original business cases envisioned a 10-year delivery timeline. We did it in five.

Acceleration wasn’t just about working harder; it was about working smarter. We built a prioritisation framework to identify high-impact projects, used real-time traffic data to validate benefits and we weren’t afraid to pivot. If a project didn’t demonstrate value, we reallocated funding to where it would.

We implemented a rigorous gate-based review model. Every project passed through multiple stages, from business case to detailed design and procurement, where we reanalysed its cost-benefit ratio. Sometimes we picked up new things at later stages, like a major utility that needed to be diverted or a requirement to acquire land. If the numbers no longer stacked up, we weren’t afraid to say “no” and redirect resources. That discipline ensured we delivered real value for money to the public, not just volume.

Navigating constrained resources

Delivering a program of this scale during one of Sydney’s busiest infrastructure booms presented unique challenges. At the time, major projects like WestConnex, Sydney Metro and Light Rail were all underway, creating intense competition in the supply chain for materials and contractors.

The market was stretched. The big contractors were fully committed to the mega-projects, and supply chains were under pressure. We needed to move quickly to engage the right partners and secure access to talent. We targeted Tier 2 and 3 contractors who were hungry for opportunity and capable of delivering quality outcomes.

Regarding 91Ӱ�� resourcing, we tapped into our global workforce of engineers within our Madrid and Warsaw offices. This allowed us to deliver at a 24-hour design cycle. We’d send markups to our European colleagues at the end of our day, and receive completed drawings the next morning. What might be expected to be delivered in a week, we could fast track.

Engaging contractors early

Our contractor engagement strategy was proactive and deliberate. Through market engagement sessions, we showcased the pipeline of work, workshopped ideas and invited contractors to be part of the journey. We helped them understand what a great pipeline of work it was for them to be involved with and how we valued their input.

Contractors understood the vision, saw the opportunity, collaborated with us and committed to delivering.

Political influence

One of the most rewarding aspects for me was the shift in stakeholder sentiment due to our strong approach to engagement. Early on, local MPs and councillors felt disconnected. I took that challenge head-on, briefing them monthly, sharing plans and building trust. Over time, those relationships shifted. Politicians who once criticised the program were now lobbying for additional funding to expand it. That shift from scepticism to advocacy was a testament to the power of meaningful stakeholder engagement.

Talent recruitment and development

The mega-projects that were developing at the time also made for competition of attracting and retaining top talent. And we knew that to deliver at scale, we needed them. So, we built a culture people couldn’t say no to. We didn’t just talk about our culture, we demonstrated it. From Lego challenges at lunch to social activities, we created an environment that felt energised and united.

We also sold how this program was a way to fast-track careers. Engineers who joined as early-career professionals left as seniors after just four-five years. Principals became associate directors. The program was a launchpad for growth, and that legacy continues in the careers of those who helped deliver it.

Lessons for future city-shaping programs

What we achieved in Sydney is relevant for any city when aiming to accomplish transformational outcomes for communities, whether that be in traffic congestion, housing, water infrastructure intervention and more. The key lessons are:

• Integrate deeply with the client organisation, become one with them, not external deliverers on the side.
• Use data and governance to drive decisions and measure impact. Don’t be afraid to pivot from plans if they won’t deliver the best value.
• Engage stakeholders and contractors early and often. Show them plans, seek their input and get their buy-in to your vision.
• Adapt to market conditions with flexible, strategic delivery models.
• Foster a culture that attracts and retains top talent.

Ultimately, what excites me most is seeing a city reshape itself against its big challenges — in this case, turning traffic frustration into flow. That’s the legacy of Easing Sydney’s Congestion, and it’s a program model we’re ready to replicate wherever the next challenge arises.

The post Easing Sydney’s Congestion: Five years on appeared first on Blog.

With over 35 years of environmental program management experience, Darlene brings deep expertise to 91Ӱ��’s Environment business. As operations manager, she focuses on process improvements that enhance efficiency and strengthen delivery under the CLEAN (Comprehensive Long-Term Environmental Action Navy) Pacific contract for Naval Facilities Engineering Systems Command (NAVFAC) Pacific. This critical initiative provides environmental and restoration services across the Pacific, and Darlene’s regional experience is key to its success. Her work strengthens processes, improves reporting efficacy, and positions the program for long-term success. Darlene’s career includes 24 years with NAVFAC Pacific, where she oversaw multimillion-dollar programs in Hawaii and Guam, including leading environmental efforts for the $8.7 billion Defense Policy Review Initiative. Most recently, she directed environmental programs at Nakupuna Consulting, a Native Hawaiian–owned business, before bringing her leadership to 91Ӱ�� to drive impactful work at scale.

Tell us about what inspired you to join the industry.

When I started with the Environmental Restoration Program at NAVFAC, the field was still very new, and I was excited by the opportunity to build something meaningful that could make a real impact on the environment. I didn’t originally study environmental work — I earned a degree in civil engineering and began my career doing design work for NAVFAC. After five years, I realized my strengths and passions lay elsewhere, so I moved into planning for a couple of years within NAVFAC.

That’s when the head of NAVFAC Pacific Environmental, Mel Waki, approached me about joining the new Environmental Restoration Program.  He didn’t know me personally, but he knew of my work and thought I’d be a good fit.  I’m so glad I made the move. Over 30 years later, I’m still energized by the work — environmental restoration is such a broad field, and there’s always something new to explore and learn.

What is your favorite 91Ӱ�� project that you’ve worked on and why?

One of my favorite efforts at 91Ӱ�� so far has been leading process improvements across the CLEAN program. Over the past five months, I’ve focused on enhancing the quality and efficacy of our monthly progress report packages — ensuring narratives align with schedules and forecasts.

With over 200 active projects and many Contract Task Order (CTO) managers involved, this is a large and complex program. My role is to connect with different managers month by month, offering support and helping improve project performance. These improvements have already enhanced efficiency, strengthened consistency, and positioned the program for long-term success under the CLEAN contract. It’s a rewarding challenge, and I truly enjoy finding ways to streamline processes, strengthen communication, and contribute to 91Ӱ��’s mission.

What makes working on the Navy’s CLEAN program unique compared to other projects you’ve been part of?

The Navy’s CLEAN program is unique because it’s been around for over 25 years and has a well-established culture and set of processes. 91Ӱ�� has built a strong foundation for how the program runs, and improving collaboration within that structure has been both challenging and rewarding.

With such a successful program, people are naturally used to doing work in a certain way. As Operations Manager, I’ve built strong relationships through consistent one-on-one conversations, helping others see the value in improving processes such as reporting and automation. My goal is always to save time while enhancing the quality and reliability of the information we provide. Clear, consistent records help everyone make better decisions and respond more effectively.

At this point in my career, I’m focused on making a difference. Across such a large program, there is always room for process improvement, and that’s what keeps me engaged. I’ve been fortunate to work with great teams and supportive leaders throughout my career, and that’s made all the difference.

How have you seen the CLEAN program evolve over time, and what excites you about its future?
The CLEAN program has grown rapidly in recent years due to several factors, including emerging contaminants like PFAS. That growth makes the work both interesting and challenging. As the program expands, we are navigating new technical and regulatory territory, and that’s what excites me most — helping shape solutions in uncharted ground. Being part of the CLEAN program means we can influence and adapt to evolving regulations, positioning us at the cutting edge of environmental protection. Once regulators align on the right approach, I believe we’ll be able to make a meaningful and lasting impact on the environment.

Share a piece of career advice.
I believe a successful career comes down to effective collaboration and communication, paired with a solution-focused mindset. Many people can communicate and collaborate, but without a focus on solutions, progress stalls. Staying solution-oriented is what helps move projects forward and achieve meaningful results.

I’ve also found that building strong one-on-one relationships is essential. Those personal connections foster trust, and once trust is established, people are more open to change. That sense of connection is what makes the work feel meaningful, and it is a big part of why I have stayed in this field for so long.

The post People Spotlight: Meet Darlene Ige 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.

Based on his NAVFAC Atlantic expertise, Mark was asked to support NAVFAC Pacific in Honolulu in early 2022. After a 6-month period of helping to establish technical leaders and processes, Mark returned to the U.S. East Coast to help advance NAVFAC Atlantic programs. He was appointed NAVFAC Atlantic CLEAN Program Manager in 2023. Mark is a registered Professional Engineer, a U.S. Small Business Administration (SBA)-certified Small Business Liaison Officer, and a trained facilitator in formal partnering and consensus-building techniques.

Tell us about what inspired you to join the industry.

After graduating with a bachelor’s degree in chemical engineering, I was exploring potential career paths before pursuing a more-specific master’s degree. I learned the environmental restoration field was largely staffed by civil engineers but had a growing need for chemical engineers. This demand stemmed from advancements in technology, a shift towards more complex treatment systems, challenging site conditions, and high-tech restoration methods. The opportunity to apply my background to these specialized challenges was compelling, and I’m glad I pursued it.

What is your favorite 91Ӱ�� project that you’ve worked on and why?

One of my favorite projects was when I was asked to manage a high-profile expedited environmental response action for an energy company at their New York headquarters. The company discovered that a Little League baseball field on their property contained mercury exceeding residential and child-based regulatory standards. They needed a prompt and comprehensive response to avoid delaying opening day!

Our team investigated the source and determined it was caused by an anti-fouling coating on commercially purchased grass seed, which was intended to prevent mold but contained substantial levels of mercury. We quickly selected and mobilized a remediation team to excavate the entire field and replace it with clean material. The replacement was unique in that it not only had to meet residential environmental standards, but also conform to the official soil and grass specifications required by Major League Baseball for Little League fields.

Working under a tight deadline and in close coordination with numerous stakeholders, including state and federal agencies, we completed the project two weeks ahead of the Little League opening day parade. The successful delivery met environmental, safety, and performance standards, while also earning strong appreciation from the local community.

What do you enjoy most about working with the Navy’s CLEAN Program?

What I value most about working with the Navy is the strength of the relationships and the shared sense of purpose. The CLEAN program combines discipline, structure, and organization with a high level of collaboration, which makes it both challenging and rewarding. I appreciate the process of aligning teams toward the same goal – advancing the regulatory process despite constraints from differing regulatory objectives or complex site conditions. This often requires regrouping, troubleshooting, and applying sound engineering structure to develop creative solutions rather than being limited by obstacles. I am proud to contribute to such a forward-thinking, solution-oriented environment.

The scale and diversity of the CLEAN program is also unique. The portfolio is large and multi-dimensional with more than 200 simultaneous projects across more than 25 states, which provides opportunities to apply best practices and integrate lessons learned across multiple projects. We implement consistent processes, streamline documentation, and maintain strong technical leadership with a fantastic array of diverse technical disciplines and leaders. This depth and breadth allows us to deliver work more efficiently and effectively.

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

I am really proud of our team’s work supporting a variety of clients as their upfront interface with local communities. When water supplies are found to exceed regulatory drinking water thresholds, our teams work closely with our clients to prioritize areas at greatest risk and take immediate action. This includes coordinating public meetings and information sessions, as well as engaging government officials such as senators, congressmen, and local leaders, so they can respond accurately to community questions.

The whole process – from public outreach to providing alternative or protected water supplies – is executed rapidly so that residents have safe drinking water without delay. Our team’s multi-disciplinary capabilities are critical in this effort. Experts within our Water business line have long-term relationships with the local water purveyors, which allow us to quickly navigate permitting, design requirements, and technical solutions. Being part of a collaborative effort that combines regulatory compliance, engineering expertise, and community engagement is extremely rewarding. The successful outcome for each community demonstrates the tangible benefits of integrating large-scale program resources and expertise to support public health.

Share a piece of career advice for those interested in program management.

Focus on consistent behaviors and accountability. It’s important to follow through on commitments, ask questions as the process evolves, and take a proactive approach to achieve effective solutions. Strong communication attributes are critical for professional growth and advancement, as well as building high-performing and collaborative program teams.

The post People Spotlight: Meet Mark Kauffman appeared first on Blog.

Working in a region known for its “Very High Hazard” seismic zone and marked by extreme tropical weather — including typhoons — Pete is highly skilled in effectively addressing the complexities of remote Pacific projects. From managing long lead times for materials and equipment to overcoming labor shortages driven by the ongoing military construction program to relocate U.S. Marines to Guam, Pete’s expertise continues to drive impactful projects in the Pacific region and his award-winning leadership is a cornerstone of 91Ӱ��’s operations in Guam.

Tell us about what inspired you to join the industry.

Growing up in Guam, the beaches and reefs were an integral part of my life. I have vivid memories of swimming and playing in areas full of coral and sea life, and in other areas that were impacted by pollution, yet we continued to visit and swim because being in the water was such a fundamental aspect of island life. Those experiences left a lasting impression on me. I often thought about the impact of pollution and how it could be addressed to preserve our environment for future generations. This reflection sparked my interest in finding ways to improve environmental conditions, particularly through engineering.

My focus naturally gravitated toward water and wastewater treatment — areas where I saw an opportunity to make a tangible difference. My father, a civil engineer specializing in roadway and stormwater management, also influenced my path. While I initially thought our interests diverged — his were in infrastructure and mine were in environmental preservation — I later realized how interconnected these fields are. Civil engineering, in all its facets, plays a critical role in protecting and enhancing our environment.

This realization solidified my commitment to the engineering field, where I could combine my passion for environmental stewardship with technical expertise to create meaningful change. It’s a journey that continues to inspire me every day.

What is your favorite 91Ӱ�� project that you’ve worked on and why?

One of my favorite projects has been working with the U.S. Navy and U.S. Marine Corps on their drinking water compliance programs in light of legally enforceable drinking water standards in various locations, including Japan, Singapore, and Diego Garcia. These projects have been particularly rewarding because they combine technical challenges with the opportunity to travel and experience different cultures. Each location presents unique requirements for compliance, as these bases operate outside the U.S. and must comply with the Navy’s Overseas Drinking Water Program, modeled after USEPA national policy and state regulatory programs.

The complexity of addressing per- and polyfluoroalkyl substances (PFAS) to ensure that service members and their families have access to high quality drinking water, whether it’s produced locally or sourced from a host nation, is both challenging and fulfilling. It’s about bridging the gap between local practices and U.S. standards to protect human health. These projects have allowed me to apply my expertise in water systems while also gaining insight into diverse operational environments.

Traveling for these projects has been an incredible experience, taking me to places like Guam, Hawaii, Japan, and Diego Garcia. It’s inspiring to see how our work positively impacts communities and supports the well-being of those serving abroad. The blend of technical problem solving and cultural exploration makes these projects some of the most meaningful of my career.

Share a piece of career advice.

My favorite piece of career advice came from my dad. While some parents push their kids to strive for a doctorate, my dad would often say, “Be P.H.D.” He meant, Be Poor, Hungry, and Driven. Not to be poor financially, but to always remember to be humble and remember where we came from. Not to be hungry in terms of food, but to have a strong desire for improvement and success. And to always be driven, to accomplish new goals and strive for bigger and better things.

The post Across the Indo-Pacific, from Alaska to Japan: Meet Agapito (Pete) Diaz appeared first on Blog.

Oliver orchestrates 91Ӱ��’s efforts to mobilise behind Defence priorities, supports our Defence team to find, win and deliver impactful projects, and plays a key role in serving a diverse and complex client base. He supports every Defence branch across 91Ӱ��’s full-service offering, from environmental and program management services to engineering consultancy. With more than 18 years of experience across the Defence, engineering and infrastructure sectors, Oliver brings a unique blend of operational discipline, strategic insight and delivery capability.

Looking back on your career and time at 91Ӱ��, what pivotal moment or experience affirmed your purpose or your values? Something that made you stop and think, “okay, this is why I do this.”

There wasn’t one defining moment, rather, a series of meaningful connections that reaffirmed my purpose. Funnily, shortly after joining 91Ӱ��, I updated my LinkedIn profile, and my former military colleagues encouraged me to reach out to the 91Ӱ�� UK Defence team. That led to conversations and before I knew it, I was in the heart of something special, supporting major global projects and collaborating across Australia, the UK, and the U.S. on AUKUS.

Tell us a little bit more about your career journey. You just touched on the British Army.

My career journey is marked by diverse and enriching experiences, beginning with a master’s degree in naval architecture at Southampton University. I then embarked on an unexpected adventure in Turkey, contributing to the construction of the Maltese Falcon, a groundbreaking modern square rigger. This project honed my technical expertise and fuelled my passion for innovation and collaboration.

A persistent calling to serve led me to enrol at the Royal Military Academy Sandhurst, the home of British Army Officer training. This equipped me with leadership skills and resilience.

My time in the military was both challenging and transformative, providing close support to operations and fostering a sense of purpose. Meeting my wife, Hannah, prompted a shift towards technical engineering roles, which eventually led me to Perth, Australia, where I worked on the Perth Children’s Hospital project. After fulfilling my military service obligations, I made the move to Melbourne, where I led major bids for and managed significant, innovative projects like the Victorian Heart Hospital and Marvel Stadium, which included advanced sport facility technology integrations.

Ultimately, one rainy Melbourne day, my wife and I decided to return to Perth, aligning with our original plan and embracing new opportunities. Joining 91Ӱ�� marked the beginning of a new chapter in client service, leading our talented Defence team. I apply my diverse experiences and leadership skills to impactful projects, contributing to the company’s global values.

Tell us a little bit more about yourself outside of work.

My personal life is deeply intertwined with family, fitness and community involvement. My wife and I are a strong team, balancing our careers and parenting our three energetic children, aged 7, 8 and 9. Our shared commitment to supporting each other enables us to manage our busy lives effectively.

I’m actively involved in my children’s activities. Volunteering and coaching for Nippers, it’s chaos, but it’s fun! They’re a bit like soldiers: keep them moving, don’t let them get bored. It’s incredibly rewarding. I also coach rugby during the winter. Staying fit through daily training is a priority, to maintain my physical and mental well-being. While I enjoy kite surfing and windsurfing in sunny, windy Perth, much of my focus right now is on family-oriented activities, reserving personal hobbies for when the kids are older.

How do you see your role evolving in the next few years in this changing and evolving industry?

I see my role focusing on empowering our talented teams and unlocking opportunities across 91Ӱ��’s global network.

The Defence team has unique capabilities, unmatched worldwide, and my aim is to facilitate the sharing of these strengths with colleagues in regions such as the UK, the Pacific, and the U.S.

This transformation is not about individual success but about supporting collective excellence and ensuring we continue to set the benchmark in consultancy.

What kind of legacy do you hope to leave — in your team, in the work you deliver, or in the culture you help shape?

I aim to leave a legacy of creating a self-sufficient, empowered team. Drawing inspiration from military practices, where a second-in-command is always prepared to step up, I strive to ensure that my team operates autonomously, requiring minimal oversight. By fostering confidence and trust, my job is to enable team members to make informed decisions and deliver exceptional results.

I’m also committed to our involvement in the Veteran Employment Program, supporting veterans in their transition to civilian careers. By creating pathways for our veterans to thrive, I aim to shape a culture that values service, inclusivity and long-term impact.

The post Building a legacy in Defence: Meet Oliver Crowther appeared first on Blog.

Jess Yoder has more than 40 years of capital infrastructure delivery experience spanning the public and private sectors. He specializes in advancing major programs, focusing on building outcome-focused governance structures and delivery systems that set large-scale initiatives up for long-term success.

Jess’s work on transformative projects like the Metropolitan Water District of Southern California’s Pure Water Southern California Program and the Hampton Roads Sanitation District’s Sustainable Water Initiative for Tomorrow (SWIFT) has shown him how modernizing water systems directly benefits the environment and the communities they serve. Passionate about infrastructure that creates lasting value, Jess is dedicated to helping cities and regions meet future challenges through smart, sustainable water solutions.

What inspired you to join the industry?

My career in engineering began with a suggestion from a friend. I grew up outside Fort Wayne, Indiana, and after high school, I knew I wanted to attend college and had an academic scholarship but wasn’t sure what to study. A friend at Purdue University encouraged me to explore engineering. I enrolled, enjoyed it, and earned a two-year associate degree, which led to a role in Fort Wayne’s public works department. It soon became clear that advancing would require a bachelor’s degree and licensure, so I returned to Purdue to complete my degree.

After earning my license, I was appointed city engineer by the mayor of Fort Wayne. Following several years in that role, I sought new challenges and moved to Hillsborough County, Florida, where I managed a newly formed Capital Projects Department and later served as county engineer. With the county experiencing rapid growth, I gained valuable experience overseeing large public works programs, especially in the water sector.

After five years in Florida and two decades in public service, I transitioned to the private sector. I moved to Nevada to oversee a $2.5 billion water system for the Southern Nevada Water Authority, as well as helping launch several other major water infrastructure programs in Southern California.

My next opportunity brought me to San Francisco to manage the $4.5 billion Wastewater System Improvement Program for the San Francisco Public Utilities Commission. While there, I worked alongside 91Ӱ�� teams and was eventually invited to join the firm. I began in the Water business line within the Program and Construction Management practice.

Today, my role at 91Ӱ�� is to help our program teams and clients launch complex programs through expert guidance in the creation of high-performing teams, program initiation, system deployment, program controls and risk management.

What is your favorite 91Ӱ�� project that you’ve worked on and why?

One of the most rewarding projects I’ve worked on is the Hampton Roads Sanitation District’s (HRSD) Sustainable Water Initiative for Tomorrow, or SWIFT, in southeastern Virginia. This forward-thinking $3 billion program treats wastewater to drinking water standards and recharges it into the Potomac Aquifer, the primary water source for over 4 million people. It’s a smart, long-term solution that addresses issues like water supply, sea level rise, and environmental protection for Chesapeake Bay. The program was launched in 2010 under a consent decree with the U.S. Department of Environmental Protection and the Virginia Department of Environmental Quality.  91Ӱ�� was hired as the program management consultant in 2018. 

What made this program especially ambitious was the scale of transformation required. HRSD had to upgrade its existing facilities, including plants such as the James River, Nansemond, York River, and Army Base, as well as the Virginia Initiative, to incorporate advanced treatment processes capable of producing drinking water. On top of that, they had to design and build entirely new infrastructure: injection and monitoring wells, pipelines, pumps, tanks, labs, and real-time monitoring and control systems.

I was brought in to help set up the program. My role focused on establishing the program’s organizational structure, governance and foundational systems. I helped our program team develop program plans, define performance metrics, and set up tools and processes that allowed our teams to work effectively with the client.

What I enjoy most is building that foundation for successful delivery, helping agencies like HRSD go from a big vision to a well-structured program that delivers real results. With SWIFT, getting the setup right was critical. Once that was in place, the team could move forward with confidence and purpose.

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

One of the projects I’m most proud to be a part of is the Pure Water Southern California Program. This groundbreaking project was developed through a partnership between the Metropolitan Water District of Southern California and the Los Angeles County Sanitation Districts. Together, they’re tackling three critical issues: increasing the state’s water recycling capacity, reducing reliance on imported water and decreasing discharge of treated wastewater into the ocean.

When fully built, Pure Water will deliver up to 150 million gallons of purified water daily, enough to support 1.5 million people. It’s an ambitious solution that transforms previously unused water into a reliable resource for groundwater replenishment, industrial use, and the regional drinking water supply. This benefits the 19 million people served by Metropolitan and the 5.6 million served by the Sanitation Districts.

Advanced treatment facilities will be constructed, along with 40 to 60 miles of new pipelines, at least three major pump stations, and a host of support facilities, from laboratories and recharge areas to future direct potable reuse infrastructure.

This is a major undertaking being delivered in carefully planned phases through 2036, and success depends on having a strong foundation from the start. That’s where my role comes in. I focus on establishing the program plans, performance metrics, implementing oversight and strategic risk management frameworks, and data management and reporting systems.

The program provides benefits even beyond improvements to the water system. It will create close to 50,000 jobs and generate billions in economic output — delivering a lasting, positive legacy for the communities we serve.

Share a piece of career advice.

One piece of career advice I always give students and young engineers is to be willing to take calculated risks. We learned in math class that the shortest distance between two points is a straight line and it may be tempting to think of your career path that way; a straight line from college to your future goals. The greatest potential for growth involves twists and turns, taking risks, embracing new opportunities, and even what may seem like a lateral move or a step backward.  I took a risk and stepped outside my comfort zone when I left Fort Wayne, where my family and friends were, for Florida. It was a 1,200-mile leap of faith that opened doors I hadn’t imagined. It helped me grow as a person, take on new challenges and advance my career. Betting on yourself, when it’s a well-considered decision, can be one of the best moves you make.

The post People Spotlight: Meet Jess Yoder appeared first on Blog.