Nicolás Orellana is an aviation architect and design leader based in Boston with nearly two decades of experience delivering complex airport projects across the U.S., Europe, South America and the Middle East. Known for blending advanced geometry with human-centered design, Nicolás has contributed to landmark projects such as Boston Logan International Airport’s Terminal E. His work reflects his deep commitment to creating highly functional and meaningful spaces for the people who use them.

What inspired you to join the industry?

My path began with a passion for public art. I spent many weekends in high school painting large-scale murals, which sparked my interest in how design can shape a city and influence how people experience it. I found architecture was the best way to combine creativity, technical thinking and public impact.

A project for a small airport in Chile early in my career showed me that aviation offers a unique opportunity to create operationally complex and meaningful spaces for the people who use them every day. From that moment, I knew I wanted to focus on airport design.

I later moved to London to study Space Syntax and made my thesis on airport wayfinding, which taught me how design can improve the overall passenger experience — confirming that this was the field for me.

What is your favorite 91Ó°ĘÓ project that you’ve worked on and why?

Boston Logan International Airport means the most to me, professionally and personally. I joined the project during the concept design phase in 2016. A decade later, the city has become my home, making this project a defining part of my career and life.

I worked on the building envelope design — including the geometry of the iconic façade and roof — for the Vision Architect team. The outward design influenced the interior spaces to create a strong connection between form and experience.

One of the main challenges was translating innovative design ideas and complex geometry into buildable solutions that met local regulations and technical requirements.

Drawing on the team’s expertise in airport design, environmental performance and passenger experience, we developed innovative solutions such as the climate-responsive envelope shaped to maximize daylight and reduce glare, as well as the use of natural illumination to support wayfinding and reduce stress. These strategies contributed to the project earning numerous international awards and LEED Platinum certification. What makes it most meaningful is how people experience it — the airport is now part of Boston’s identity and fosters a positive, memorable environment for travelers.

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

Airports are often overwhelming, but thoughtful, human-centered design can make them more intuitive and welcoming. Throughout projects like Santiago International Airport and Boston Logan, we upgraded the passenger experience with design strategies focused on right-sized spaces, intuitive wayfinding, creating a sense of place, integrating nature indoors and achieving sensory balance.

The most rewarding feedback comes when people say an airport feels less stressful and more comfortable. That shift in perception shows how transforming airports into spaces where people feel connected and at ease is one of the most meaningful contributions we make to the communities we serve.

Share a piece of career advice.

Build your career around what you are genuinely passionate about.

Passion drives you to keep improving, contribute original ideas and work through challenges. It gives meaning to your work and strengthens outcomes for your team. In my own career, focusing on work I feel connected to is key to my development and growth. That passion has become one of my greatest strengths and helped me build a fulfilling career.

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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 91Ó°ĘÓ 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 91Ó°ĘÓ project that you’ve worked on and why?

I’ve been with 91Ó°ĘÓ 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 91Ó°ĘÓ 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 91Ó°ĘÓ, 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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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 91Ó°ĘÓ 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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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 91Ó°ĘÓ 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 91Ó°ĘÓ, I was drawn to the field’s complex challenges and constant innovation, solidifying my passion for the wastewater industry.

What is your favorite 91Ó°ĘÓ 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 91Ó°ĘÓ 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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Peter O’Connor has over two decades of experience spanning the energy, power, minerals and waste sectors, having worked on a diverse range of projects across Europe throughout his career. He combines technical expertise with a passion for mentoring early-career team members and delivering impactful projects that contribute to Ireland’s energy transition and sustainability goals.

Tell us about what inspired you to join the industry.

I started off with passion and fascination with maps and geography. I wasn’t sure what I wanted to do, but then I went to an open evening for a surveying course in Dublin. I always loved the idea of working outdoors rather than being stuck behind a desk. The course opened doors to travel across Europe, working on surveying different projects through Erasmus and similar summer schemes between third level institutes.

I started my career in a company that specialised in mineral surveying. From there, I began working on various projects, which gradually led me to focus on energy and power. I’ve certainly had my share of experiences in the field — many of which include challenging site and weather conditions.

Initially, I was directly involved with mineral exploration, management and extraction projects. This progressed to managing mineral waste, which eventually transitioned into commercial and industrial waste projects and nudged my career into the world of the circular economy. I’ve been directly involved in projects where we reduce waste, manage resources and harness energy, and now work on a range of thermal and renewable energy generation sector projects. It’s interesting to witness how interconnected these elements are in our industry, a true circular economy and the challenges that the modern world brings with it. Joining 91Ó°ĘÓ was a perfect fit and the role allowed me to combine my expertise in energy and power sectors, with my ability to mentor early-career professionals while allowing me to become a trusted advisor for clients.

What is your favorite 91Ó°ĘÓ project that you’ve worked on and why?

One of the most rewarding projects I’ve worked on is the Kilroot Power Station project in Northern Ireland. The project kicked off shortly before the first coronavirus lockdown in 2020 and involved transitioning a coal-fired power station to gas, which required pre-application work for a gas pipeline connection and integrating advanced technology. It wasn’t without its challenges — lockdowns, social distance site visits and a challenging programme managing a large multi-disciplinary environmental team was part of the job — but seeing the project secure consent, constructed and go live was incredibly fulfilling and rewarding. The early-career team members were excited about the projects as well, because they knew that the client was invested, and they could see the full project lifecycle — design to consenting to construction through to implementation — be delivered in a relatively short period of time. Our team’s environmental expertise and robust Environmental Statement and support to the planning process ensured the project itself contributed to cleaner energy solutions in the region and is a great example of how our work can make a real difference.

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

Many of the projects I work on are large‑scale in nature, and as a result, their impact is both far‑reaching and undeniable. Our clients are deeply committed to strengthening energy security during a critical transitional period on the journey toward net zero. Being part of this work — especially at a time when the industry is navigating such complex challenges and ambitious sustainability goals — feels genuinely meaningful.

Knowing that our contributions help keep essential services running, support long‑term resilience, and ultimately play a role in keeping the lights on is incredibly rewarding. There is also a strong sense of purpose in recognising how this work supports wider economic growth, both by enabling the energy sector to operate efficiently and by helping create the conditions for future investment and innovation. The scale and significance of these projects make the work both motivating and fulfilling.

Share a piece of career advice.

My advice to anyone starting their career is to embrace opportunities and stay adaptable. It’s okay not to know exactly what you want to do early on so expose yourself to as many different experiences as possible and don’t pigeonhole yourself too soon. Never stop challenging yourself, always be open to adapt your skill set and keep your professional development forefront of your personal and professional goals. With that in mind, I encourage early-career team members to work towards relevant chartership and professional memberships early in their career. Listen to your peers, absorb as much knowledge as you can, and focus on building strong relationships.

I often encourage early‑career team members to talk to everyone. When you’re on a site visit, take the time to chat with — and really listen to — the people on site or in the office. These conversations help you understand exactly what stakeholders and clients need.

Our Impact Assessment team collaborates with a wide variety of clients and technical teams, and sometimes we’re the face of those teams on projects. Remember: the early‑career professionals of today are the leaders of tomorrow, and the connections you build now will be invaluable throughout your career.

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At SME MineXchange 2026,ĚýAmber co-chaired a session titled “Reclaiming the Past: Strategies for Managing Abandoned Mine Lands”. When more than 6,000 mining professionals gathered, the industry’s momentum was unmistakable. Yet in her session, a different story unfolded, one centered on legacy, responsibility and the scale of work still ahead.

The scale of the challenge came into sharp focus
The tone across the session was clear: despite decades of progress, abandoned mine lands (AMLs) across the U.S. remain a vast challenge. Presenters showcased characterization studies across watersheds in states like Kansas, Missouri and Oklahoma that showed ongoing impacts from historic lead and zinc mining. Others discussed uranium mine waste assessments, underscoring both environmental risk and the complex regulatory pathways associated with radioactive materials.

The consensus was consistent. Thousands of abandoned sites remain, and clarity on how to remediate them is limited.

Remining waste is becoming a major area of interest
An emerging theme was the growing momentum around examining historic mine waste for critical and rare earth minerals. As demand rises for metals essential to clean energy and technology supply chains, several presenters focused on:

• Assessing waste piles for rare earths
• Evaluating lead zinc districts for byproduct value
• Exploring whether uranium bearing waste could be reprocessed

The idea of remining the past is gaining traction as teams consider whether environmental remediation and mineral recovery can be aligned.

However, the discussion also addressed the practical barriers. Many AML sites are too small for a modern processing plant to be viable. Presenters also emphasized a key caution: disturbing an abandoned waste pile can transfer legal liability to the party that touches it.

The opportunity is real. The risks are too.

The audience kept coming back to one question: who pays?
Funding dominated the presentations and the Q&A. Because most abandoned mines lack a responsible party, remediation relies on inconsistent or limited funding sources. Audience questions repeatedly circled back to:

• Where will funding for reclamation come from?
• How can small sites justify investment?
• What role can re‑mining play in closing the financial gap?

Presenters described the patchwork that currently exists: some state AML programs, occasional federal support, and in rare cases private landowners willing to assume liability. Good Samaritan protections help but are not perfect. Political, financial and regulatory uncertainty was a recurring theme.

New tools are reshaping how teams understand old problems
While many technologies were familiar to the room, one area felt like a clear step forward: remote sensing and advanced investigation techniques. Presenters highlighted:

• Drone based surveys for mapping dangerous or inaccessible terrain
• LiDAR imaging to identify subsidence zones and historic features
• Tracer studies that tracked contaminants from elevated mine workings to downstream watercourses, pinpointing where passive treatment should occur

These tools are transforming site characterisation by improving precision, safety and the clarity of remediation strategies.

Safety closures continue to evolve
One presentation showcased the use of high tensile, flexible wire mesh (such as systems produced by Geobrugg) to close shafts in remote, hard to access areas. These barriers aren’t designed to prevent intentional trespassing, but they significantly reduce the risk of accidental falls, especially during winter recreation when snow can obscure open shafts.

It’s becoming a practical, scalable tool in the AML safety toolkit.

The session reaffirmed long‑standing realities and the value of community
For practitioners with decades of experience, the session largely reinforced trends that have shaped AML work for years: complex liability, funding uncertainties and the slow regulatory progress. Most of the ideas discussed are ones we’ve been talking about for 25 to 30 years.

But the value of the session wasn’t novelty, it was connection. Abandoned mine work is a tight‑knit field, and sessions like this give practitioners space to compare notes, share lessons learned and challenge assumptions. That collaboration remains one of MineXchange’s greatest strengths.

Beyond the session: An industry gearing up for growth
Outside the AML conversation, MineXchange 2026 presented an industry that is both buoyant and evolving. Keynotes stressed the strategic importance of streamlining permitting, which can take a decade or more. Federal recognition of copper and other materials as critical minerals was highlighted as a potential lever to accelerate certain approvals.

With metal prices at historic highs, mining in the U.S. is seeing renewed investment and optimism.

Looking ahead
The session underscored a truth that continues to define AML work: the legacy of historic mining still shapes modern landscapes and addressing it will require both technical innovation and policy clarity. But it also highlighted the opportunities emerging at the intersection of remediation, technology and mineral recovery.

As the industry continues to rise, the past does not need to be a burden. With the right strategies, and the funding and regulatory support to match, it can become a platform for progress.

The post Understanding the scale and complexity of abandoned mine lands appeared first on Blog.

Record investment is reshaping data center delivery

The momentum behind AI data center development continues to accelerate. Big Tech has announced plans to invest an estimated US$660 billion in AI and data center construction in 2026 alone. To put that figure into perspective, the combined annual spend of just four major technology companies now rivals the gross domestic product of countries such as Sweden or Argentina.

With this unprecedented scale of investment, the challenge of delivering data centers on time and on budget is becoming more complex. Access to reliable baseload energy, availability of land with viable power connections, planning approvals and rising local community opposition are all emerging as binding constraints. Against this backdrop, the traditional approach to delivery — siloed optimization of individual projects — is under strain. A different market model may be requisite, one that places greater emphasis on partnerships to build capability, share risk and manage uncertainty.

From project delivery to system‑level risk

As the scale and complexity of data center development increases, the core question is no longer whether the market can build fast enough, but whether existing delivery models are fit for a system defined by long‑term power uncertainty, regulatory volatility and growing community scrutiny. In this context, partnerships and alliances are becoming essential — not simply to accelerate delivery, but to enable the deliberate allocation of technical, financial and regulatory risk across parties over the full life of the asset.

Power uncertainty and the growing risk of stranded assets

In conversations with clients across the value chain, market risk increasingly dominates the discussion, and one theme that surfaces repeatedly is the risk of stranded assets. Data centers and associated infrastructure are often designed for a 30+ year lifespan, yet they are being built amidst significant uncertainty around long-term power demand. Transformational technology shifts, including advances in computing efficiency and the potential emergence of quantum computing, could materially alter future power requirements, challenging the assumptions underpinning today’s capital investment decisions. Regulatory volatility, driven by political change over relatively short cycles, adds another layer of risk to long-term planning. These uncertainties are forcing developers, utilities and capital providers to reconsider whether traditional, single‑party delivery models can adequately manage risk over multi‑decade horizons.

Permitting complexity is now a critical path risk

Permitting is also emerging as a critical constraint on data center growth. There are three layers of approval: federal, state and local. While reform efforts are underway at the federal and state levels, the critical path — time-sensitive approvals that ultimately determine project timelines — increasingly run through local jurisdictions. Permits relating to air, water and energy can take years to secure, even in states with relatively accommodating regulatory frameworks. Many developers report that the complexity of local permitting and approvals can significantly shape project timelines, making close coordination with local authorities crucial for project delivery.

Community scrutiny and the importance of social licence

Alongside permitting, community stakeholder opposition is becoming more pronounced. Concerns around power prices, emissions, water demand and noise levels are prompting greater scrutiny of new developments. This reinforces the need for early, transparent and sustained engagement with local communities. For data center developers, articulating the tangible benefits a project brings to a region — jobs, infrastructure investment and long-term economic value — is central to securing support and maintaining momentum.

Taken together, these pressures raise a fundamental question: what is the most effective way for companies to approach delivery in a rapidly evolving data center ecosystem? As illustrated by the breadth of participants working towards a common goal — from developers and hyperscalers to energy providers, utilities, municipalities, financiers and real estate owners — all parties must come together to share risk and expertise to deliver data centers to the scale that our current and future energy needs demand.

Why partnerships and alliances are becoming essential

Partnerships and alliances are becoming essential, but the nature of these partnerships is changing. The challenge is no longer collaboration for speed or efficiency alone; it is how technical, financial and regulatory risk is allocated across parties over the full life of the asset. Who carries which risks, and for how long, matters more than ever. Successful models will be those that identify natural synergies across the ecosystem and structure partnerships deliberately, with clear risk‑return logic and sufficient flexibility to adapt as market conditions evolve.

The executive takeaway is clear: data center delivery is no longer about optimizing individual projects. It is about structuring the right partnerships early to manage system-level risk across power, permitting, capital and community considerations over decades, not just delivery schedules measured in months.

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Eva Kleinert is Associate Director for social impact research at 91Ó°ĘÓ with a strong focus on research and evaluation, and commitment to sustainability. Eva leads our Social and Equality Impact team in the UK, and is the technical lead for the monitoring and evaluation of social impacts, design and delivery of primary research, and integration into social research reports and assessments for our Energy and Environment business lines. In addition to her experience at 91Ó°ĘÓ, she has five years of experience as a team lead and analyst for the Scottish Government, including as lead analyst for international, Europe and Brexit and senior research manager for the rural economy. She has designed and managed numerous research projects.   

Eva has four years of research experience in gender labor market inequalities, family policies and policy evaluation, applying both quantitative and qualitative methods. She holds a doctorate in comparative social policy from the University of Kent.  

Tell us about what inspired you to join the industry.

I’ve always had a strong interest in people’s lives, communities and local economies — how they are affected by policy changes or local developments. My career started as a freelance journalist in Germany, reporting on local issues. That involved many conducted interviews and group discussions, trying to understand how people were impacted on the ground with my recorder and notepad. That experience sparked my curiosity about evidence-based impact assessments.

After completing my master’s degree in the York, UK, I pursued a doctorate in Labour Market Studies at the University of Kent. As an academic, I wanted to look more methodologically into evidence-based impact assessment at a cross-national scale. My research focused on labour market inequalities, particularly how women are less represented in managerial positions. This academic foundation led me to work for the Scottish Government, where I led on research to understand and evaluate Scotland’s rural economy and analysed the impacts of national and European policies on communities. I really enjoyed applying my academic knowledge at a national and regional level and gaining experience as a government social researcher.

Joining 91Ó°ĘÓ felt like the perfect next step. I wanted to investigate infrastructure projects — like energy developments and new road networks — shape the lives of people and local communities. I was particularly motivated to contribute to the transition to net zero by assessing social impacts thoroughly. Today, our work involves extensive primary research with community members and a wide range of stakeholders, using structured methodologies. It’s a long way from relying solely on a notepad and a recorder. This approach allows us to produce evidence-based reports, and it’s given me the opportunity to combine my methodological expertise with my passion for community engagement.

What is your favorite 91Ó°ĘÓ project that you’ve worked on and why?

I tend to have two types of favourite projects. First, I love projects with a strong emphasis on primary research. As much as I enjoy desk-based research, I find that the most valuable insights we get are from speaking directly to those affected by new energy infrastructure, road schemes or policy changes.

This can include speaking to businesses, community members and public sector organisations. We conduct a lot of interviews and focus groups, and I find those projects the most interesting because they allow us to test what we learn from literature and evidence reviews against real experiences on the ground. Right now, for example, we are conducting a large research on public attitudes towards energy infrastructure across Great Britain. We’re running a high number of focus groups and backing our findings with representative surveys, ensuring a robust evidence base.

The second type of project I love is the kind that lets me dive deep into spreadsheets, logic models and impact assessments. I try to pin down exactly what is driving a particular impact, determining how best to measure it, and then designing a monitoring framework from the ground up. This involves identifying indicators, creating data collection tools, and analysing the data to measure impacts. It’s a different kind of work, but I find it equally rewarding.

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

Improving social outcomes is at the heart of everything we do. Whether we’re assessing how policies affect groups with protected characteristics — such as women or ethnic minorities — through equality impact assessments, or examining how new energy infrastructure will shape the lives of coastal communities in Scotland, our work always centres on people and place. These examples illustrate how community impact is the foundation of every project I’m involved in.

We go beyond simply documenting activities, funding or job creation. Instead, we focus on the long‑term effects — asking what meaningful, lasting difference an initiative has made or is likely to make. Using systematic research and evidence‑based methods, we uncover how communities truly experience change.

For instance, in recent research for a client, we engaged directly with coastal communities to understand how new offshore wind developments could affect them. We captured both positive and negative impacts and presented clear, balanced findings in the final report.

When our research highlights that particular groups may be disproportionately affected, we provide targeted, actionable recommendations to address those impacts. A recent project examining proposed changes to bus routes is a good example. We explored how shifts in schedules could affect people from different socio‑economic backgrounds or demographic groups. For example, older adults or others more dependent on public transportation might face greater challenges. By identifying these nuances, we can help clients design fairer, more inclusive solutions.

Share a piece of career advice

My main advice is twofold. Firstly, have confidence in your abilities. Whether you’re tackling a challenging project or navigating a complex situation, trust in your skills and determination to succeed.

Secondly, ask for help when needed. At 91Ó°ĘÓ, teamwork is a cornerstone of our success. There’s always someone who can help you get a project over the line or provide guidance on specific aspects. Don’t hesitate to reach out — it’s not a sign of weakness but a way to strengthen your work.

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Paige Humecki is a passionate professional in the energy sector who has been with 91Ó°ĘÓ since 2018. From her beginnings in Chicago to her current role in London, Paige’s career journey is a testament to innovation, collaboration and a commitment to tackling some of the world’s most pressing challenges. Today, Paige leads our Energy Advisory team in the UK, supporting a range of energy system feasibility and decarbonization programs for public and private clients.  

Tell us about what inspired you to join the industry.

I first became interested in the energy sector during my studies in environmental engineering, but it was my first job at a small energy consulting firm that truly ignited my passion. In my opinion, energy is the greatest challenge of the 21st century. How do we meet increasing energy needs while decarbonizing and achieving critical climate goals? This is the question that drives me every day.

I think what has kept me in the industry is that there is always something new. There’s always a new technology, or a new approach. I feel like every six months, there is something technically different about my job that I can learn about. I also like that often when we’re working on projects, we’re focusing on the feasibility of the project because it’s the first of its kind. No one has quite figured out how to broadly decarbonize multiple industrial sectors — or how to decarbonize an entire town. That means we’re often piecing together the puzzle in real time. What technical limitations do we need to navigate? Which emerging technologies are mature enough to apply?

The people in this industry have been a significant source of inspiration for me, both at 91Ó°ĘÓ and within the energy sector. I think many people are driven by similar factors to those that inspire me — ultimately, these are decarbonization and achieving vital global goals. We face the immense challenge of addressing these issues on a global scale. Overall, the innovative approaches we take and the incredible people we work with along the way make this journey truly rewarding.

What is your favorite 91Ó°ĘÓ project that you’ve worked on and why?

Since joining 91Ó°ĘÓ in 2018, I’ve had the privilege of working on a wide range of projects, from electric vehicle charging infrastructure to community-based energy initiatives. Moving to London has given me a global perspective on the energy industry, and it’s been fascinating to see how energy challenges are approached differently in different countries.

One of the things I love about working at 91Ó°ĘÓ is the incredible technical expertise of my colleagues and their willingness to share knowledge. It’s a collaborative environment in which I’m constantly learning and growing — which is something I truly value.

I also love the scale and diversity of the work we do. It takes time to fully grasp everything 91Ó°ĘÓ is involved in, but that’s part of the excitement. I’m always discovering new opportunities and areas of expertise within the company, which keeps my work dynamic and fulfilling.

It’s difficult to choose just one favorite project, but two stand out as particularly meaningful to me because of their scale, complexity and the impact they had on both my professional growth and the communities we served.

The first was a project on which I had the privilege of leading a team to help a major industrial client in Europe achieve its ambitious climate-neutral goals. This was a large-scale initiative that required us to travel across multiple European countries to assess a variety of industrial sites. Each site had its own unique challenges, from outdated infrastructure to varying levels of regulatory compliance, and we had to develop tailored decarbonization strategies for each one. The project was intense, with a fast-paced timeline and high stakes, but it was also incredibly rewarding. It pushed me to grow in ways I hadn’t anticipated, from managing a diverse team to navigating the complexities of working across different countries and cultures. What made the experience even more fulfilling was the client’s genuine passion and commitment to sustainability. They were fully invested in the process, which created a collaborative and inspiring environment for everyone involved. It was a powerful reminder of how impactful partnerships can be when everyone is aligned toward a common goal.

The second project that stands out is the bus electrification study we conducted for the Fresno County Rural Transit Agency in California. This project was particularly meaningful because it combined technical innovation with a strong focus on community impact. The task was to design solutions for electrifying a bus fleet in a rural area with limited electrical infrastructure. This wasn’t just about implementing cutting-edge technology; it was about addressing the unique needs of small, often underserved communities. We had to think creatively about how to overcome the challenges of limited grid capacity while ensuring that the solutions we proposed were both practical and sustainable. Our analysis went beyond just the buses themselves — we explored how investments in electrification could bring broader benefits to the community, such as improving access to the electrical grid and reducing energy costs for residents. The project also required extensive community engagement, which was particularly challenging during the COVID-19 pandemic. We had to adapt to virtual outreach methods to ensure that the voices of local residents were heard and that their needs were incorporated into our plans. Despite these challenges, the project remains a highlight of my career because of its potential to make a real difference in people’s lives. It was incredibly rewarding to know that our work could help create a more sustainable and equitable future for these communities.

Both of these projects represent what I love most about working at 91Ó°ĘÓ: the opportunity to tackle complex, meaningful challenges that require innovative thinking and collaboration. They have not only allowed me to grow as a professional but have also reinforced my commitment to making a positive impact on the world through my work.

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

Much of my work at 91Ó°ĘÓ revolves around feasibility studies. While I may often be working a few steps ahead of actual implementation, I take immense pride in knowing that these early studies lay the foundation for projects that can transform communities. Our projects are a rewarding reminder that the groundwork we lay today sparks the transformative projects of tomorrow.

Ultimately, decarbonization and grappling with the practical limits in any community sits at the core of my work. Personally, however, a way in which I feel I have positively impacted the community and one of the most fulfilling aspects of my career has been engaging directly with students and young professionals.

The energy industry is experiencing significant growth, and there is a shortage of skilled professionals. Throughout my career, I have had the opportunity to host placement students and interns. I have also spoken at events and visited schools, which has allowed me to connect with individuals who are early in their careers or who may not have had exposure to this sector. I enjoy discussing the energy industry with them and sharing insights about its opportunities.

However, I feel that it is critical to tie decarbonization to real opportunities for people — and opportunities to engage with early professionals or anyone who’s still deciding what to study at university is my favourite way of doing that. We need so many skilled professionals across the energy industry, from all backgrounds and with various skill sets, and it takes time to develop them. Each conversation, internship, and school visit contributes to preparing these future professionals to tackle the big challenges in the energy industry. Seeing them leave with renewed enthusiasm and a clearer vision for their roles in our field is incredibly fulfilling.

Share a piece of career advice

I always tell people: never stop asking questions. Curiosity is so important, especially in a field like energy, as it’s constantly evolving. It’s critical to stay open to learning — whether it’s gaining technical knowledge or understanding the decisions being made around you. After all, if we had all the answers, we would already have decarbonized the world!

As a woman in this industry, I’ve felt the pressure to always have the answers, but I’ve learned that it’s okay to ask questions and seek clarity. I feel that this is the only way to grow and contribute meaningfully. I encourage everyone entering this field to embrace curiosity and not shy away from asking for help or deeper understanding.

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