Krystal Oldread has extensive experience in transit planning, combining hands-on operations with advanced planning expertise. She specializes in optimizing bus networks, integrating electric vehicles and translating strategy into practical, implementable service solutions. Her work ensures projects are operationally feasible, cost-efficient and deliver real impact for transit agencies and the communities they serve.

Tell us a little bit about your role and what inspired you to pursue a career in transit?

My path into transit was anything but traditional, and that’s what makes it meaningful. While I was studying at the University of Massachusetts – Amherst, I drove a bus for UMass Transit – the university’s transit system.  What started as a practical job quickly became something I truly loved, I had caught the transit bug. I still have my Class B commercial driver’s license (CDL), which has become a real source of pride for me.

During my time at UMass Transit, I progressed from driver to dispatcher, supervisor, field trip manager, and eventually became a transit planning analyst. I learned how transit agencies truly function — through service planning, run cuts, Computer-Aided Dispatch and Automatic Vehicle Location (CAD/AVL) programming, data analysis, and real‑world service delivery — while continuing to drive buses because the connection between planning and operations matters.

After earning a Master of regional planning, I pursued a master’s in civil engineering–transportation to bridge the gap between planning, engineering and operations. It’s that foundation that defines my approach today.

How do you approach problem solving and innovation?

I always approach problem solving through an operational lens. There are planners who approach things more theoretically, but for me operations is never an afterthought, it’s where I start. A system has to work on the road and so operational realities influence everything from scheduling strategies to bus stop design. If they’re not considered, a plan that looks great on paper can fail in practice.

I focus on understanding a system’s real‑world constraints from the beginning – how many vehicles and operators an agency has, budget limits, union rules, facility capacity, roadway geometry, technology, policy constraints, etc.. My mindset is very logical and data‑driven. I don’t just make assumptions; decisions are based on real‑life data, model data or lessons from other systems.

My background as a bus operator and dispatcher strongly shapes how I think. When I design routes or schedules, I automatically think through how drivers get their assignments, how vehicles pull out, where they’re parked, and how service actually runs day‑to‑day. That experience helps me to create solutions that aren’t just innovative on paper, but credible, practical and implementable in real life.

What are some of the most successful or impactful transit planning projects you’ve worked on?

One of my favorite projects was in Maine for a mid-sized transit agency. The existing bus network wasn’t functioning efficiently, so I had to come up with innovative solutions to improve efficiency without increasing cost. By analyzing operational data and redesigning routes, I created a network that was faster, more direct and remained within budget. We also converted underutilized areas to alternative service models and combined overlapping routes for efficiency. The agency implemented the plan fully, and riders immediately benefited from the improved service which was wonderful to see.

For one of our clients in Washington state, I took a service plan that looked good on paper but was impossible to operate. I tweaked the routes, optimized scheduling, and accounted for driver relief, vehicle movements, and turnaround times. The plan was successfully implemented almost exactly as we recommended, with only minor adjustments. Seeing a plan move from theory to reality and improve daily service in that way was incredibly rewarding.

Most recently, I have been working with some of our clients on the west coast of the United States to implement emerging service planning software. It’s really exciting to combine new technology with practical, on-the-ground insights that help agencies to operate more efficiently

What are some of the trends you’re seeing in transportation planning?

I’m seeing a few consistent trends across systems. One big one is embracing and adopting technology. More and more transit agencies are not only using advanced technology and AI now to support operations but are also recognizing that technology is not always the sole solution. It’s often about using technology to enhance or expedite an existing process.  

Another key trend is moving away from traditional fixed‑route services. Many transit agencies are now increasingly exploring alternatives like microtransit, demand response, flex routes, van pools or volunteer driver programs. Instead of running the same services all the time, systems are looking at models that are more flexible, more efficient and better aligned with actual demand – all of which is made possible by technology.

What ties all of this together is a stronger focus on what’s realistic and implementable, as well as finding solutions that actually work within real‑world constraints and improve communities.

Krystal offers a practical perspective that supports confident decision‑making and smoother delivery. Her ability to translate complex planning challenges into workable, real‑world solutions helps agencies move from intent to implementation. The result is transit planning that creates tangible improvements for systems, riders and the communities they serve.

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Chad Laucamp is a dedicated professional at 91Ӱ�� with 26 years of experience in the Chicago office, specializing in potable water, wastewater and conveyance projects. His expertise spans planning studies, hydraulic modeling, water and wastewater treatment plant design, risk and resilience assessments, and program management. Beyond his impressive career, Chad is a vibrant individual who thrives on staying active and exploring the world. He is a former triathlete, prioritizing fitness and adventure in his daily life. Being an avid traveler, he has visited captivating places like South Africa, Malaysia and Sri Lanka, where he immersed himself in diverse cuisines and cultures. He resides in Chicago, enjoys spending time at the lake and cheering for his favorite baseball team, the Chicago Cubs. Chad has a zest for life and adventure and embraces every opportunity to connect with nature and experience new cultures.

Tell us about what inspired you to join the industry.

Growing up in rural Iowa, I always had an aptitude for science, math and problem solving. My connection to the environment and desire to be part of the solution inspired me to pursue a career in engineering. It was during my time in graduate school that I encountered a professor who became a pivotal mentor in my life. His guidance helped me navigate my path and solidify my understanding of where I wanted to go in my career. This combination of my early interests and the influence of an inspiring mentor truly shaped my journey into the industry. I am excited to continue my professional journey in leading technical teams to solve complex challenges for our clients in the water industry.

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

I’ve been with 91Ӱ�� for almost 26 years now. Over the years, I often say it feels like working for three or four different companies because of how much 91Ӱ�� has evolved since I started. One of my favorite projects during this time was managing a 30-million-gallon-per-day water treatment plant as part of a Greenfield project. It was fascinating to work on a blank slate, designing and laying out the plant without the constraints of existing infrastructure. The project presented unique challenges, particularly due to the poor soil conditions at the site, requiring innovative design provisions like pile-supported structures and piping. What made this project truly memorable was the exceptional team I had the privilege to lead. Together, we overcame difficult design and construction conditions and delivered to the client within a tight timeframe — a remarkable achievement that stands out in my career.

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

A couple of the most rewarding projects I’ve worked on in the Chicago area are stormwater management projects to help mitigate flooding for nearby homeowners. The first was an opportunity to contribute to planning, design and permitting efforts for stormwater landscapes on vacant parcels of land across the city. The project focused on implementing green infrastructure strategies to divert stormwater and mitigate flooding in vulnerable neighborhoods. It was incredibly fulfilling to evaluate and develop solutions that not only addressed stormwater management but also provided tangible community benefits. These strategies helped improve the quality of life for residents, particularly those who had been disproportionately affected by flooding. What made this project truly special was seeing the direct impact of our work — watching the solutions come to life and knowing they were making a difference in the lives of people in the community. It’s projects like these that remind me of the power of engineering to create meaningful change and improve resilience in urban environments.

The second project was a stormwater storage project that provided compensatory storage for the Corps of Engineers (COE) / Illinois Department of Natural Resources (IDNR) Levee 37 project on the Des Plaines River. The project is in a large existing recreational park, and balancing the needs of the park with the needs for flood control was a critical aspect for project success. Recreational elements included four artificial turf baseball fields, concession building, bandshell, picnic pavilion, soccer fields located at the base of one of the shallow detention basins, approximately two miles of multi-use paths, two parking lots and extensive landscaping throughout the 100-acre park.

Share a piece of career advice.

In our fast-paced work environment, it’s crucial to set aside time each day for meaningful conversations with clients, colleagues or junior staff. Focus on sharing insights and learning something new about those you work with. These connections enhance professional relationships and foster personal growth.

No two career paths look the same. At 91Ӱ��, we have four main career paths for our people to explore. An employee’s unique career journey can cross paths at different points depending on what inspires them.

Check out how Chad Laucamp chose the path he’s on today.

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With nearly one-third of operators expected to retire within the next five years, the sector faces a significant workforce transition just as aging infrastructure, regulatory complexity and public expectations continue to intensify. The challenge is no longer simply modernization — it is preserving the institutional knowledge that keeps essential systems operating safely and reliably.

For Cynthia Chemello, associate principal at 91Ӱ��, this convergence represents both risk and opportunity.

Her work focuses on helping utilities shift from siloed knowledge practices to an integrated, technology-enabled approach — reframing knowledge transfer as a strategic imperative that strengthens workforce continuity while advancing operational excellence.

A system under strain

The water sector operates within what Cynthia describes as a fragile knowledge ecosystem. For decades, utilities have depended on tenured professionals whose expertise lives in experience — troubleshooting equipment failures, navigating complex compliance requirements and responding to emergencies based on years of field insight.

As retirements accelerate, that expertise risks leaving with them.

At the same time, utilities function within fragmented digital environments. Systems such as supervisory control and data acquisition (SCADA), computerized maintenance management systems (CMMS), geographic information systems (GIS) and workforce platforms often operate independently, limiting their collective value. The result is a widening gap between institutional knowledge and the real-time demands placed on operations and engineering teams.

From documentation to transformation

Cynthia’s approach centers on a structured transformation framework that moves utilities beyond static documentation toward a living, integrated knowledge model.

The process begins with leadership articulating a clear vision tied to workforce sustainability and operational performance. Rather than reacting to retirements, utilities must define what knowledge continuity looks like in the future.

Next comes a realistic assessment of existing systems, workflows and organizational capabilities. By mapping current processes against future objectives, utilities can prioritize investments, mitigate risk and design modernization pathways grounded in operational reality. Importantly, frontline staff are engaged as essential contributors in shaping those pathways.

Digitization then becomes an enabler — not an added burden. Knowledge capture must be embedded directly into daily workflows to minimize disruption. Traditionally, gathering and integrating data from structured and unstructured sources has been prohibitively time-intensive and costly. AI now has the ability to significantly accelerate this process, synthesizing historical work orders, field notes and system data into usable intelligence at scale. When supported by intelligent integration, a centralized knowledge environment allows staff to retrieve relevant insights intuitively, without altering how they perform their work.

This shifts knowledge transfer from a one-time documentation effort to a governed, strategic capability.

The role of human-centered AI

A defining theme of Cynthia’s work is the responsible use of artificial intelligence in water utilities.

Emerging technologies such as predictive analytics, digital twins and machine learning are transforming how water systems are monitored and maintained. Yet success depends on aligning innovation with real-world workstreams and operational needs.

By unifying fragmented systems through a governed, explainable AI framework, utilities can integrate SCADA alarms, CMMS histories, GIS layers, inspection findings and workforce data into a cohesive knowledge structure. This enables teams to surface lessons learned, identify patterns and receive contextual guidance in real time.

The impact is organizationally significant. Utilities can accelerate onboarding and training, reduce dependency on individual experts, improve predictive operations and maintenance planning, strengthen compliance reporting and support smarter capital decisions. Rather than replacing expertise, AI amplifies it — allowing seasoned professionals to transfer knowledge to the next generation through intelligent systems that preserve and contextualize experience.

A practical roadmap for implementation

Recognizing the operational sensitivity of public utilities, Cynthia outlines a phased transformation approach designed to minimize disruption while advancing modernization responsibly.

The roadmap prioritizes human-in-the-loop governance, transparent decision trails and alignment with regulatory requirements. It ensures modernization respects safety boundaries and public-sector accountability while still enabling innovation.

Through collaboration with utility partners and technology providers, 91Ӱ�� is exploring scalable, human-centered solutions that modernize operations while safeguarding institutional knowledge.

Strengthening the future of water

Water utilities stand at a critical juncture. Workforce transitions, infrastructure demands and regulatory pressures require a more intentional approach to knowledge continuity.

Cynthia Chemello’s leadership reframes knowledge transfer as a strategic asset — one that bridges generations of expertise and integrates technology responsibly into the operational fabric of utilities.

AI’s adaptive learning capability adds another dimension: it enables increasingly personalized knowledge exchange. By tailoring insights, recommendations and learning pathways to individual roles and experience levels, AI has the potential to transform employee engagement and elevate human capital development across organizations. Knowledge becomes not only preserved, but continuously evolving — strengthening both people and performance.

The path forward is clear. By institutionalizing knowledge capture, unifying fragmented systems and empowering staff with governed, AI-enabled tools, utilities can enhance resilience, safeguard service reliability and prepare confidently for the future.

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Nadiah is a seasoned nuclear civil and structural engineer whose career began in waste infrastructure before she discovered her passion for nuclear projects. With 16 years of experience, she has led award‑winning, safety‑critical work at Sellafield, the U.K.’s largest nuclear site. She champions diversity in STEM and helps others grow their skills and capabilities while improving nuclear safety across the industry. She is a Chartered Engineer and a member of the Institution of Civil Engineers and the Nuclear Institute, the professional membership body dedicated to the sector.

Tell us about what inspired you to join the industry.

I began my career as a graduate structural engineer in the waste infrastructure team. After 12 months, the team was unfortunately dissolved. At that pivotal moment, my line manager at that time transitioned to the nuclear team and invited me to join him.

Nuclear work was a completely new and somewhat daunting field for me, but I was immediately drawn to the intricacy, precision and depth of detail involved in the projects. What started as an unexpected opportunity quickly became a genuine passion.

Sixteen years later, I am proud to still be part of the industry, continually motivated by the complexity, responsibility and impact of the work we do.

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

Two projects stand out to me as particularly rewarding, both for the technical challenges involved and the collaborative spirit that underpinned their success.

The first was the major decommissioning of the diffuser section atop a 120-metre concrete chimney at the Sellafield site. The diffuser formed part of the filtration system that played a critical role in limiting the release of radiation during the 1957 Windscale fire, preventing a disaster from escalating into a catastrophe. I joined the project during preliminary design and remained through to implementation, culminating in the successful dismantling of the diffuser in November 2021.

Due to radioactive contamination, the structure had to be cut in place using specialised diamond wire saws and removed in blocks up to nine tonnes in weight using a tower crane that had seismically qualified supports and base. The complexity of the engineering solution, combined with the need to coordinate multiple stakeholders across the supply chain, made it an incredibly collaborative effort, one that was recognised with several awards. I began the project as a graduate structural engineer and progressed to lead engineer and project manager, making it especially meaningful from both a professional and personal perspective.

My other favourite was the Harwell Flask Project, which also happened to be at Sellafield, where I was embedded in the client’s team as lead civil and structural engineer. We managed the structural risks while removing a 60-year-old, five-tonne flask from a degraded six-metre-high platform. Given initial uncertainties around the liquor inventory, the flask was assigned the highest safety classification, with worst case assumptions driving a high consequence categorisation.

We designed and implemented a contingency scaffold solution to mitigate the risk of a dropped-load fault while further characterisation work was undertaken. Subsequent historical research and detailed activity calculations enabled a revised consequence assessment, significantly reducing the predicted risk and allowing the operation to proceed using a telehandler to safely lower the flask. Like the first project, this work was recognised with health and safety, and collaboration awards.

Both projects stand out because they required innovative, “out-of-the-box” thinking, something that is essential within the nuclear industry. They combined technical complexity, rigorous safety standards and true teamwork, which for me are what make this field so rewarding.

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

In my role, I’ve had the privilege of contributing to something that profoundly affects the wider community: protecting nuclear safety while enabling reliable, high‑quality project delivery. By providing clear technical authority and strong governance, I helped elevate design standards, reduce risks and rework, and strengthen confidence among regulators and stakeholders in the overall safety case.

Beyond the technical impact, my work supported the growth of a resilient civil and structural engineering capability — developing people, setting consistent standards, and ensuring high‑quality delivery across the entire nuclear portfolio. This investment in people and processes helps build a safer, more sustainable future for the communities these facilities serve.

As a millennial, I especially valued collaborating with both Generation X and Generation Z teams. Each group brings unique perspectives and strengths, and I found myself learning from both — enhancing not only our collective work but also my own professional growth.

I contribute to closing the gender gap in STEM by being visible as a woman engineer in a leadership role and showing that these careers are achievable. I mentor and support women and underrepresented groups, helping them build confidence and progress in their careers. I also champion inclusive practices in my teams making sure diverse voices are heard and opportunities are equitable while supporting initiatives that encourage girls and young women to explore STEM. It’s both about representation and creating an environment where everyone can succeed. I was honored to be a shortlisted finalist for Civil Engineer of the Year at the 2025 for my work.

Share a piece of career advice.

One piece of advice I always share is to say “yes” to new tasks and new responsibilities — within reason, of course. Growth rarely comes from staying within the comfort of what we already know. By putting yourself forward for unfamiliar challenges, you accelerate your learning, broaden your technical capability and build confidence in your own judgment.

Saying yes doesn’t mean overcommitting or stepping beyond your competence without support, it means being open to opportunities that stretch you. Some of the most defining moments in a career come from unexpected responsibilities, leading a meeting for the first time, managing stakeholder relationships or taking ownership of a complex technical issue. These experiences not only develop technical expertise but also strengthen leadership, communication and decision-making skills.

In my experience, progression often comes from those moments where you choose to step up rather than step back. Each new responsibility becomes a stepping stone, building credibility and trust with colleagues and clients. Over time, those small “yes” decisions compound into significant professional growth.

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Mario Turgeon is a mechanical engineer specializing in hydraulic turbines and generators. With more than 32 years of experience — including over 18 at 91Ӱ�� — he has contributed to a wide range of hydropower projects, including new developments and rehabilitation programs. His experience spans multiple turbine types and configurations, from small to large‑scale hydroelectric and pumped‑storage facilities, across projects in Canada, the United States, South America and Africa.

Tell us about what inspired you to join the industry.

My first meaningful exposure to the hydropower industry came during a summer job after my first year at university. I worked as a tour guide at the Shawinigan 2 generating station, which was built in the early 20th century. At the time, it was the largest hydroelectric site in Quebec, earning it the nickname “Niagara of the East”. This summer job was a dream opportunity. It not only satisfied my curiosity about how turbine-generator units convert the potential energy of water into electricity but also sparked a lasting interest in the rich history of hydropower.

Early in my career, I had the opportunity to join GE Hydro, one of the leading hydraulic turbine manufacturers, marking the beginning of what has become a lifelong career in hydropower. After working as a turbine design engineer and later as the turbine department technical lead, I joined RSW, an 91Ӱ�� legacy company. This move allowed me to remain in the hydropower sector while gaining exposure to a broader range of project activities, developing a more holistic project perspective and collaborating more closely with clients and multidisciplinary teams.

One thing I quickly realized is that every hydropower project is unique, not only shaped by its river hydrology and site conditions but also by the people involved. This is what makes the field so engaging: no matter how experienced you are, there is always something new to learn.

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

One of my favourite projects I’ve worked on at 91Ӱ�� is the Rusumo Hydropower Project, an 80-megawatt power station jointly owned by Rwanda, Tanzania and Burundi. I became involved in the project in 2014, beginning with the preparation of the design report and bidding documents. Over the following years, I contributed to all major phases of the project, including bid evaluation, turbine model testing, design reviews, follow-up on manufacturing, installation and ultimately unit commissioning. Being involved from early concept through commissioning made this a uniquely rewarding experience.

The project also has strong personal significance for me. While studying mechanical engineering, I first came to Rwanda in the early 1990s as an intern, teaching computer science at the National University of Rwanda. During that time, frequent power outages were a constant challenge. I never would have imagined that more than 20 years later, I would play a direct role in developing a project that strengthens Rwanda’s electricity supply and supports regional development. That full‑circle connection makes the Rusumo project especially meaningful to me.

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

We recently completed the Jiji–Mulembwe Hydropower Project in Burundi. The project consists of two run‑of‑river hydropower plants, inaugurated in 2025, with a combined installed capacity of 49.5 megawatts. This single project increased Burundi’s national electricity capacity by approximately 25 percent, significantly reducing the country’s reliance on imported fossil fuels for power generation. The two plants play a critical role in improving grid reliability by delivering clean, renewable energy to communities, businesses and essential services. I was proud to participate in a project that directly supports Burundi’s energy security and long‑term development.

One of the aspects I valued most was collaborating with professionals from diverse cultural and technical backgrounds, all working toward the shared goal of delivering a key piece of infrastructure with lasting benefits for the population.

Share a piece of career advice. No hydropower project can be delivered by one person alone. Success depends on people with different skills working together toward a shared goal. Throughout my career, I’ve learned that listening to others, sharing credit and supporting colleagues leads to better outcomes not only for the project but for everyone involved. When a team is aligned and working collaboratively, individual contributions have far greater impact, and it is this collective success that truly drives meaningful projects forward.

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Leah Daniel, based in our Winnipeg, Manitoba office, has 12 years of experience focusing on collaborative delivery of large wastewater treatment projects. She holds a master’s degree in civil engineering from the University of Manitoba, which included completing her thesis in partnership with 91Ӱ�� on chemical phosphorus removal on an active wastewater treatment plant during the height of the coronavirus pandemic.

Tell us about what inspired you to join the industry.

Growing up on a lake that served as a drinking water source made me deeply aware of how essential clean, safe water is to everyday life — and how easily it can be impacted by human activity. That awareness led me to study water and wastewater treatment in university, with the goal of improving quality of life by expanding access to safe drinking water, particularly in underserved communities.

My shift into wastewater treatment was less intentional and more driven by practicality. When senior design projects were assigned, I was the only student in my class who could stomach handling cadaver waste, making me the lucky one chosen to design and operate a benchscale bioreactor to treat waste generated by the university’s cadaver lab. I quickly found myself loving the process — watching the biomass “bugs” grow, finetuning micronutrients to keep them healthy and seeing tangible treatment results. Once I joined 91Ӱ��, I was drawn to the field’s complex challenges and constant innovation, solidifying my passion for the wastewater industry.

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

A career-defining project for me has been working on Winnipeg’s North End Water Pollution Control Centre (NEWPCC) upgrade project. A real highlight for me has been being part of this project since day one and having the chance to watch it evolve over the past 10 years. When the project kicked off in 2016, I was early in my career and incredibly fortunate to work with many 91Ӱ�� colleagues with technical expertise across North America and build my network across the company.

Now, a decade later, both my role and the project itself have evolved significantly. Looking back at what we envisioned for the project 10 years ago really highlights how much it has changed, from originally being planned as a single large design-build project to now being delivered as three major ones, using a delivery method tailored to best serve each of them. It’s been incredibly rewarding to grow alongside this project, and to contribute to something that will serve the city, which I call home, well into the future.

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

I have had the opportunity to serve as project manager on water and wastewater treatment projects for a remote community in northern Manitoba, an experience that brought me back to why I became a water and wastewater engineer in the first place. The community is accessible only by small plane, or for a few months each year by an ice road, creating unique logistical and operational challenges. Through upgrades to the community’s water treatment plant, including new ultrafiltration membranes and expansion to the treated water reservoirs, a long-term drinking water advisory was successfully lifted. Improvements to the wastewater treatment plant are ensuring all wastewater is treated to provincial and federal standards before being returned to the water body that serves as the community’s drinking water intake and is critical to its fish supply.

Share a piece of career advice.

Get out of the office whenever you can, especially early in your career. Spending time in the field lets you see how engineering designs are built, operated and maintained, which deepens your understanding far beyond drawings and calculations. Hearing firsthand about operational challenges helps identify small design changes that can make a meaningful impact over the lifecycle of a project. Those real-world lessons make you a better designer and help you connect your work to the people who use and rely on it.

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Originally from Argentina, Gerardo began his career in Italy before relocating to Singapore in 2014, where he completed his Ph.D. and spent nearly a decade working on major underground transport projects. Today, he combines his technical expertise and leadership experience in client relationships and project delivery to help our teams support complex underground infrastructure across Latin America.

What drew you into the tunneling industry and what motivates your work today?

I began my career as a civil engineer and developed an interest in underground infrastructure. As I progressed in my studies and early professional work, I became increasingly involved in projects focused on deep excavations and tunneling.

What motivates me is the role underground engineering solutions play in solving many of the infrastructure challenges that growing cities face. Underground construction offers sustainable solutions that help cities function more efficiently and minimize surface disruption.

Tunnels support a wide range of infrastructure applications, from rail and highway systems to electrical cables, telecommunications networks and other critical infrastructure across industries. As my career has progressed, collaborating with leaders across diverse market sectors and learning from key actors in different regions has been inspiring and a strong source of motivation.

What are some of the biggest challenges facing the tunneling industry today?

Tunnels provide strong infrastructure solutions, but they also involve complex risks during design and construction. One of the most important challenges today is learning how to efficiently integrate new technology to mitigate those risks. For example, advanced modeling tools and AI help engineers better predict soil and ground behavior during excavation. Using these tools while maintaining a pragmatic and realistic engineering approach remains a significant challenge.

Another challenge is that the economic context of projects can vary greatly from region to region. In places with long-term infrastructure plans and dedicated funding, tunneling solutions are often the best choice. But in developing countries, tunnels can be harder to implement because they typically require higher upfront investment compared to more affordable infrastructure alternatives. Clearly demonstrating the long-term value of underground solutions is a key priority with project partners. I work closely with clients to navigate these considerations and help them understand how tunneling solutions can yield the most effective and sustainable outcomes.

How does your international experience shape the way you approach projects in Latin America?

Working across regions has shaped how I approach projects by bringing a broader perspective on how underground infrastructure can be planned, delivered and integrated into cities. In Singapore, for example, tunnel development is often planned decades in advance and used for multiple applications such as transportation systems, utilities, water networks and underground storage. My experience allows me to approach projects in Latin America with a more long-term and integrated mindset, helping clients see how underground solutions can support future growth, not just immediate needs.

My international experience enables me to take a collaborative approach with colleagues around the world, which is critical when our teams face complex regional challenges. Having a network of international professionals allows us to leverage proven solutions from similar conditions and demonstrate their value to our clients. Many cities in Latin America could benefit significantly from established underground solutions, and access to global insights from successful projects helps build confidence in these approaches among local stakeholders.

What opportunities excite you the most about the future of underground infrastructure?

I’m encouraged by the growing global popularity of tunneling solutions in recent decades. As a result, clients and stakeholders are increasingly familiar with these solutions and more confident in their implementation.

I’m also excited by advances in modeling tools, data analysis and AI, all of which can help engineers better understand underground conditions and improve design efficiency and sustainability. These technologies reduce risks during construction and facilitate informed decisions throughout the project lifecycle.

This combination of technological progress and global knowledge transfer creates an opportunity to apply best practices from projects around the world to major infrastructure challenges in Latin America. We are seeing this with the Panama Metro Line 3, which includes the first tunnel constructed beneath the Panama Canal. Projects like this demonstrate how international collaboration can help deliver complex underground infrastructure that supports long-term regional development.

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How did you get involved in transportation planning?

After completing my bachelor’s degree, I sought opportunities in Nashville and joined the local public transit agency. I started in paratransit and later moved into service quality and planning roles. That combined experience shaped my career and ultimately led me to pursue a master of urban and regional planning.

I have always been drawn to public transit because of its connection to sustainability, equity and community. Having lived and worked across Tennessee, transportation systems here feel personal to me, and that relationship continues to drive my work today.

What motivates you about working in this field?

The colleagues I work with and the people who rely on our transportation systems daily are what motivate me the most. From the operators and maintenance teams to the planners and engineers, I have seen firsthand how much dedication and brilliance goes into making transit work.

I am also motivated by the impact of the work. Even small improvements can make a meaningful difference in how people access jobs, education and essential needs, and being a small part of that is incredibly rewarding.

What are the biggest challenges in transportation planning today?

One of the biggest challenges is fostering meaningful engagement with a wide range of communities. Reaching people across different backgrounds and experiences takes intentional effort, and it’s something I am always working to improve.

Planning also requires flexibility and adaptability, but I have come to see it as one of the most valuable aspects of the work.

How does local context shape successful transportation solutions?

Local context is critical because what works in one community may not work in another. While planning is data-driven, the most successful solutions are grounded in understanding how people use their transportation systems day-to-day.

Through my experience working on transit service changes and Safety Action Plans, I have seen how important it is to engage communities early and often. Public meetings, surveys and ongoing dialogue provide insights that data alone cannot capture.

Successful projects are ultimately a process of co-creation. When communities help shape solutions, the outcomes are more effective, more practical and better aligned with local needs and values.

What excites you about the future of transportation in Nashville?

I am excited about the momentum in Nashville around building safer, more multimodal transportation systems. From expanding transit options to improving pedestrian and bicycle infrastructure, there is a real opportunity to create a network that works better for everyone.

It is encouraging to see a growing focus on safety, accessibility and connectivity, and I am optimistic about what that means for the future of the region.

The post Transforming Transit: Meet Abbey Wood appeared first on Blog.

How did you get involved with BRT and transit programs?

I got involved in BRT through my early work in transit planning and project development, particularly through projects that involved the Federal Transit Administration (FTA) environmental review and Capital Investment Grants (CIG) processes. A big part of that work involved engaging with communities to understand their needs and priorities.

Through that experience, I learned that BRT can fulfill people’s daily transit needs through better access, safer streets and more reliable service. That combination of community impact and practical implementation drew me to this work and has kept me engaged.

How are transit programs evolving today?

Many transit programs are moving from long-range visioning into implementation, and a greater focus on acceleration and accountability is vital during that transition.

Agencies today are under pressure to move projects forward quickly while aligning with funding opportunities and demonstrating measurable outcomes. There’s also a stronger emphasis on equity, customer experience and integrating transit with broader mobility systems.

This shift is driving a more disciplined mindset where agencies must think about execution and outcomes earlier in the process.

How do major transit projects successfully move from vision to implementation?

Successful projects are structured with implementation in mind from the beginning. My role is to help agencies bridge the gap by bringing together the right teams and strategies to move projects from concept into implementation in a clear and structured way. That means aligning planning, environmental review, engineering and funding strategies early and leading strong coordination across disciplines. Because we balance vision with practicality, we maintain momentum through each phase and stay aligned with budget and regulatory requirements.

What are the biggest challenges agencies face with federal processes like NEPA, and how can they overcome them?

Successful agencies integrate environmental considerations from the beginning, maintain clear and consistent documentation and stay aligned with federal expectations throughout the process.

One of the biggest challenges is understanding how federal requirements translate into project-level decisions. Having worked on both sides — as an FTA environmental specialist and now as a consultant — I’ve seen how important it is to approach NEPA as a process that supports calculated decision-making, not just compliance.

In my role, I work closely with clients to help navigate these requirements, translating federal expectations into implementable strategies that keep projects moving while reducing risk and uncertainty.

What excites you most about the future of transit?

I’m excited by the growing investment in transit across the country, particularly with increased focus on BRT and corridor-based improvements that integrate Complete Street policies, safety and broader mobility goals.

There’s a real opportunity to deliver projects that are faster, more cost-effective and more responsive to community needs. I’m also encouraged by agencies using technology and data to make well-informed decisions and improve the rider experience.

Overall, it’s an exciting time for transit because communities are increasingly prioritizing more connected, accessible and resilient transportation systems.

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Interior Designer Tiffany Hoffman has played a key role in transforming basketball venues into destinations that reflect school pride and elevate game day energy. One standout example is her work on the State Farm Center, where thoughtful design meets the electric atmosphere of college basketball. From enhancing premium seating areas to reimagining fan-focused spaces, Tiffany’s contributions demonstrate how interior design can amplify both the excitement of March Madness and the everyday moments that make college sports so special.

Can you tell us about your role and what initially drew you to interior design for sports and entertainment venues?

I’m an interior designer with 91Ӱ��, and I’ve been with the firm for about 12 years. What drew me to sports and entertainment venues was how different they are from almost any other project type. These buildings have to handle huge surges of people entering and exiting at the same time, hold up under heavy use and still create an experience that feels exciting and memorable. That balance of atmosphere, functionality and durability is something I’ve always found compelling.

I’ve always been interested in designing spaces that make an impact, and venues give you the chance to do that on a large scale. Interior design plays a big role in shaping that experience — not just in how a space looks, but in how it flows, how it functions, how well it holds up over time, and how it makes people feel when they’re in it.

I also like that these buildings are rarely one-dimensional. They may be centered around a specific sport, but they also have to support concerts, events, premium spaces, back-of-house needs and a wide range of user groups. That mix of technical problem-solving and experience-driven design is a big part of what made this field feel like such a strong fit for me.

What did your work entail for State Farm Center? Can you tell us a little about the project.

State Farm Center was a major renovation of the University of Illinois basketball arena with a strong focus on modernizing the building while also respecting its historic character and overall identity. The project involved updating key fan, athlete and support spaces and improving how the facility functioned for a much wider range of needs, all within the context of a venue with a strong legacy on campus. What made it especially interesting was that it was not just about making the building feel newer but improving the experience and usability of the arena while being thoughtful about preservation. The balance between modernization and maintaining the historic integrity of the facility was a defining part of the project.

My primary role on the project was focused on the furniture package. I was also involved to a more limited extent in the interior design effort during design development, particularly in some of the club spaces and in detailing work, but the majority of my contribution centered on selecting and coordinating furniture in a way that supported both the design vision and the functional needs of each space.

A big part of that work was coordinating closely with the design team to make sure the furniture felt integrated with the interior architecture and contributed to one cohesive design approach. At the same time, it had to respond to the practical demands of a high-use collegiate venue.

When you first began work on State Farm Center, what was the overarching vision for the interior experience?

The overarching vision for the interior experience was to make the arena feel substantially more current, comfortable and versatile for today’s users. A big part of that was improving the arrival and circulation experience, so the building felt more intuitive and welcoming from the moment people entered, while also enhancing how fans moved through and experienced the concourses and shared spaces.

Another major part of the vision was the creation of an entirely new premium and hospitality experience. Before the renovation, the building did not have designated premium seating, so the project introduced a much broader range of offerings, including suites, loge seating, courtside seats with club access, a student club, and additional hospitality spaces like the Traditions Club and the Legacy Club. To me, that was a key part of the transformation because it expanded what the building could offer, elevated the overall fan experience and helped reposition the arena for both game-day use and a wider range of events. What was especially remarkable was that the project maintained the historic integrity of the original building while also significantly expanding and reimagining how the facility could be used.

What were some key design moves that helped transform the arena from a traditional basketball facility into a multi-purpose entertainment venue?

Some of the key design moves were the creation of new east and west entry sequences, improved concourse circulation, the addition of permanent concessions and restrooms, and the introduction of a new premium and hospitality program. Together, those moves helped transform the arena from a traditional basketball facility into a more flexible entertainment venue that could better support year-round use.

What strategies did you use to create a sense of arrival and excitement from the concourses to the seating bowl?

A lot of that came from strengthening the arrival sequence and improving how people moved through the building. One of the biggest moves was widening the main concourse by pushing the glass outward and adjusting the angle, which created more usable space for concessions, restrooms, and other amenities without losing the overall character of the arena. Expanding the west lobby sequence also helped create a stronger sense of arrival, so entering the building felt more open and welcoming.

From an experience standpoint, those kinds of moves matter because they help build energy before fans even get to their seats. When arrival feels more open, circulation works better, and the concourse offers more comfort and activity; it naturally creates a greater sense of anticipation.

How do interior design decisions influence fan energy and engagement during a game?

Interior design decisions can have a big influence on fan energy and engagement because they help set the tone for how a space is meant to feel and how people are meant to use it. In a venue environment, not every space is trying to create the same kind of experience. Some areas are meant to feel high energy and social; some are more premium and relaxed. Part of the design process is understanding who the user is and what kind of atmosphere the space is meant to create, then finding ways to reinforce that through design.

I also believe fan engagement becomes stronger when a space feels connected to the identity of the school, team or region. In sports and hospitality design, there is often an opportunity to layer in cues that feel authentic to the place. When people feel that connection, the experience tends to feel more personal and meaningful.

The post Designing the madness: Tiffany Hoffman shapes the future of college basketball venues appeared first on Blog.