Growing up in Palestine’s West Bank with a civil engineer father, Ahmad saw how strong water infrastructure can make a real difference for communities. That early experience sparked his passion for sustainability and water reuse. After earning his engineering degree in the West Bank and a master’s degree from Utah State University, Ahmad made Charlotte home. Motivated by the potential for smart water use — including the One Water concept in which all water sources are managed as equally valuable with an eye on resilience and reliability — Ahmad works on projects like water reclamation networks and biosolids dewatering systems to create lasting, positive impacts. 

What inspired you to join the industry?

 It all started with my dad, a civil engineer working on water and wastewater projects in Nablus, a city in the West Bank. Growing up in the 1990s, we would be walking around the city and I would watch as people came up to thank him. I’d ask why, and he’d say, “We installed a new water line,” or “We built a well to improve access to clean water.” Seeing firsthand how infrastructure could change lives inspired me early on.

In high school, I gravitated toward science projects about wastewater. For my ninth grade science project, I explored different treatment processes. Naturally, I chose civil engineering for my undergraduate degree, with a focus on water and wastewater systems.

During my senior year, professors encouraged me to consider graduate school at Utah State University. I was accepted and joined the Utah Water Research Lab, which focuses on hydraulic modeling and environmental wastewater treatment. That’s also when I got involved with the Water Environment Federation (WEF). I joined the student chapter, competed in the state’s annual design competition twice, and represented Utah at WEFTEC both years. That experience sparked my deeper interest in biosolids and introduced me to the professional side of the water industry.

In 2018, I moved to Charlotte where I started with pipeline projects, odor control and biogas systems. I gradually took on more responsibility — running calculations, conducting field work, and contributing to design efforts. When AECOM reached out, I was drawn to the opportunity to work with a tight-knit local team backed by a global firm’s resources.

Now, I lead technical work on pipeline and biosolids projects, handling everything from early study phases to detailed design submittals. I also stay active in the industry through my involvement with North Carolina One Water.

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

We designed a water reuse network for the University of North Carolina at Charlotte that uses reclaimed water from a nearby Charlotte Water treatment plant for irrigation and use in cooling towers. Our team developed the connection from the plant to the university campus, and the pipe distribution network throughout campus grounds.

Before it’s reused, the water is treated to EPA standards suitable for agricultural or industrial use, in this case, for cooling systems. It’s a smart, sustainable solution that reduces the university’s use of potable water and supports Charlotte Water’s “One Water” vision of circular water use.

The university has completed part of the system, with plans to expand it over the next few years. I served as the deputy project manager for the initial phase and will step into the project manager role as construction continues.

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

We’re working on a biosolids project in Fort Lauderdale, Florida, alongside AECOM’s global biosolids lead, Terry Goss, who’s based in Raleigh.

The local wastewater plant uses belt filter presses to remove water from biosolids, reducing their volume and weight. Those presses are at the end of their useful life, so we’re evaluating options to replace and increase capacity. That could mean newer, larger belt filter presses — or different technologies like screw presses, centrifuges, or volute presses that offer more reliable performance and better dewatering. My role specifically is to choose the right dewatering equipment to replace the existing belt filter presses, correctly size it to fit their current and future needs, design the polymer system that will be added to thicken the biosolids, and design the necessary connections and appurtenances.

Dewatering is key to biosolids management. The more water you remove, the less volume there is to haul or dispose of — saving municipalities money, especially when biosolids go to landfills. Many utilities are also exploring composting or biogas production to turn waste into usable resources.

My role specifically is to choose the right dewatering equipment to replace their existing Belt Filter Presses, correctly size it to fit their current and future needs, design the polymer system that will be added to thicken the biosolids, and design the necessary connections and appurtenances.

Upgrading the equipment in Fort Lauderdale will have a meaningful impact on both public health and the environment. Keeping waterways and beaches clean is a big part of what drives me. It’s an exciting time in the industry. Technology now allows us to treat wastewater to the point that it can become clean drinking water again. That full-circle approach is at the heart of the “One Water” concept: using and reusing water wisely to protect our limited resources and reduce environmental impact.

Share a piece of career advice

Try everything at least once. Accept the opportunities that come your way. Maybe you’ll find there is something you do not want to do again. That’s fine. But at least try it first and see where it takes you. Biosolids weren’t something that I initially wanted to work on. I was approached to work on them. I found that I liked the work and have remained involved ever since. Being receptive to opportunities keeps your options open and will motivate you to learn new things.

The post People Spotlight: Meet Ahmad Bitar appeared first on Blog.

Tell us about what inspired you to join the industry. 

I am driven by a passion for solving problems and a desire to engage in meaningful work. Growing up in Hawaii, I embarked on a career in the engineering industry, starting as a mechanical engineer with NAVFAC. There, I honed my craft and managed complex projects throughout the Pacific. The work was inspiring and took me far beyond the islands, including an unforgettable experience at the South Pole working on the National Science Foundation program. These diverse experiences, coupled with my love for a good challenge, ultimately inspired me to test my skills in the private sector. Embracing the steep learning curve at AECOM, I gained a deeper understanding of the business, built valuable relationships, and evolved into a well-rounded and effective program manager. My career journey reflects a powerful combination of curiosity, a desire to grow, and the unique opportunities I’ve been fortunate to embrace. 

Reflecting on my career, it’s hard to pinpoint a single favorite project, but a couple truly stand out for the impact they had on my growth and perspective. One of my earliest projects with AECOM was a marine aviation logistics facility and a corrosion control hangar at Andersen Air Force Base, as part of MILCON projects for NAVFAC Pacific. These were intricate design-build endeavors that allowed me to leverage my A/E expertise along with AECOM’s depth of resources to enhance project deliverables. Working to solve these complex challenges taught me invaluable lessons and helped shape my approach to problem-solving in the engineering field. Another memorable project was the Army Family Housing initiative for USACE Japan, which entailed three phases with comprehensive interior and exterior modernization, renovation, and repair of housing units. Through countless heartfelt discussions and dedicated teamwork, we turned the project around, earning a “very good” rating from the client — a testament to the power of perseverance and collaboration. 

These experiences not only deepened my technical expertise, they also highlighted the incredible talent within the consulting industry. Working alongside brilliant engineers and architects from around the world who are passionate about military design is inspiring. I cherish the moments we shared, discussing innovative approaches and learning from each other’s expertise. It’s these interactions that continually fuel my enthusiasm for what we do. 

Throughout my career, I’ve prioritized clear and effective communication, a skill that has been instrumental in managing diverse programs across the Pacific for our federal clients. These projects and the people behind them have been integral to my journey, and I’m proud to have been part of such transformative work. 

Share a piece of career advice.

If I were to share a piece of career advice, I’d say it starts with working hard and being credible — honest and responsible in everything you do. Communication is key; as you gain experience, focus on developing this skill. It’s also crucial to learn as much as you can from others. There are so many brilliant minds out there and taking the time to connect and learn from them not only helps you grow but also fosters mutual development. 

I’ve always tried to approach my career with humility. While I might not be one to boast about my achievements, I’ve been fortunate to have people in my corner who remind me of the importance of recognizing and appreciating the impact of my work. Building strong relationships and surrounding yourself with supportive individuals is invaluable. 

Another essential aspect is understanding yourself — what drives you, what makes you tick. Self-awareness allows you to navigate challenges effectively and support others in doing the same. Developing your emotional intelligence is as important as honing technical skills; it helps you handle situations with empathy and resilience. Ultimately, embracing growth, maintaining humility, and fostering connections are the cornerstones of a fulfilling career. 

The post Across the Indo-Pacific, from Alaska to Japan: Meet Randy Yuen appeared first on Blog.

Jeff Chan is a structural engineer with five years of experience specializing in the transportation and water/wastewater sectors. Since joining AECOM in 2020 as a structural designer, he has contributed to building projects across Canada, gaining expertise in seismic design and integration of diverse structural materials in buildings.

Tell us about what inspired you to join the industry.

I was born in Hong Kong, a region renowned for its rapid infrastructure development, and spent my early childhood immersed in a constantly evolving urban landscape. For the first nine years of my life, this rapid urban growth felt normal. It wasn’t until my family immigrated to Canada that I began to recognize how unique and complex such development was, especially in densely populated areas. This realization sparked my curiosity about the built environment and a deep appreciation for the role infrastructure plays in shaping quality of life. That early insight, combined with an interest in thoughtful, impactful design, inspired me to pursue a career in engineering.

At AECOM, I was fortunate to have a flexible full-time schedule, which allowed me to pursue graduate studies part-time. The combination of academic learning and guidance from knowledgeable, supportive colleagues and mentors helped me sharpen my technical skills, expand my confidence, and step into greater responsibilities.

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

I’ve had the opportunity to contribute to many meaningful projects at AECOM, but the Capital Line South Extension has been one of the most rewarding experiences so far. I’ve served as the structural engineer and was also part of the pursuit team for the Operations and Maintenance Facility, which was one of the key components of this major design-build project.

What made this project stand out for me was the collaborative spirit from day one. We worked closely with an engaged client and a talented multidisciplinary team to develop conceptual designs, propose creative solutions, and shape a design that helped win the project. The strength of our design stemmed from the close collaboration we maintained with the builder throughout the process. We were aligned in our goals and challenges which allowed us to understand and share concerns around key issues such as material costs, construction sequencing, and overall constructability. By maintaining open lines of communication and working through these issues collaboratively, we were able to tailor our design approach to directly support their needs. This provided a smoother transition from design to construction, minimized surprises in the field, and fostered an integrated, solution-focused team dynamic.

This environment of trust and intensive multi-disciplinary coordination left a lasting impact on how I approach design thinking and cross-disciplinary teamwork.

The project was awarded in mid-2024 and is now in the construction phase. I’m excited to continue my contribution to a project that will help shape the future of transit in Edmonton and look forward to seeing our work take shape on site.

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

One of the most rewarding experiences of my career has been contributing to the structural design of the Warehouse Park Pavilion in downtown Edmonton. What was once a stretch of surface parking lots is being transformed into a vibrant, community-focused park. The striking new pavilion structure anchors a revitalized green space in the city’s core.

The pavilion’s cantilevered, barrel-vaulted roof is framed with wood trusses, curved plywood sheathing, and is supported by steel beams and columns. This serves as both a functional shelter and an architectural statement. Its irregular geometry presented a complex structural challenge, requiring close collaboration with a senior AECOM engineer and an award-winning architect to develop a solution that balanced durability, cost and design intent. Several roof design iterations were explored during the conceptual and design phases, considering concrete, steel and wood systems. Ultimately, we formed the barrel vault using prefabricated wood trusses and curved plywood, while the cantilever was framed with steel beams which leverages the versatility of wood and the strength of steel. Following the construction award for this design-bid-build project, we engaged early with the contractor to review the framing design. With input from carpenters and site supervisors, we refined details to enhance constructability and confirm accurate execution of the complex geometry.

What makes this project especially meaningful is knowing how the community will engage with the space once it’s fully redeveloped. Whether its families enjoying the shade in the summer, visitors gathering around the fireplaces in the winter, or individuals seeking a quiet moment in the heart of the city, it’s incredibly fulfilling to know that the structure the team designed will become a part of people’s everyday experiences. That kind of lasting, human impact is exactly what inspired me to pursue engineering.

Share a piece of career advice.

My best advice would be to ask questions, stay open to the perspectives of other building disciplines or contractors, and shape your design to anticipate their needs. What may initially seem like an impossible design challenge within your own discipline can often be resolved through collaboration with others who bring different skills and expertise to the table. Each discipline, whether it’s architectural, structural, mechanical, or electrical, has its own approach to solving problems and its own set of needs. By considering end user, contractor and discipline perspectives early in the design process, you can create more effective and integrated solutions that benefit the entire project.

The post People Spotlight: Meet Jeff Chan appeared first on Blog.

Thomas Amoia joined AECOM in May 2024 as vice president and senior transportation program manager in the New York Metro. Previously serving as the director of major capital projects for the Port Authority of New York and New Jersey, Thomas brings more than 30 years of construction experience on multi-billion-dollar capital programs.

A former program director for Delta Air Lines’ JFK redevelopment, George Guillaume joined AECOM’s New York Metro team in October 2024. He now applies his 20-plus years of aviation industry experience as senior aviation director and program manager serving airports in New York and New Jersey.

Air travel is booming. Global air passenger traffic is expected to double over the next 30 years, reaching about nine billion travelers annually by 2055. This is a pivotal moment to modernize airport infrastructure to meet growing needs and ensure long-term efficiency.  

Growth is complicated — and expensive. Upgrading airports presents major challenges for agencies, developers, airlines and constructors. We understand the complexities of airport modernization and apply our expertise in strategic financing, construction and dedication to the customer experience to create airport terminal designs that are shaping aviation’s future.  

Propelling progress

The Federal Aviation Administration estimates that U.S. airports will need more than $150 billion in infrastructure investments over the next five years. To meet this demand, agencies are turning to public-private partnerships (P3s) as financing models. In a P3, private investors finance, develop and may also operate the project under a long-term lease before returning it to the public agency.

P3 developers navigate financing complexities, revenue development, airline coordination and construction oversight. Developed by JFK Millenium Partners, the new 1.3-million-square-foot, 10-gate Terminal 6 at New York City’s JFK International Airport — where we serve as design-builder — is a prime example of a P3 in action.

JFK Millenium Partners secured private investment that established funding for Terminal 6 in partnership with the Port Authority of New York & New Jersey (PANYNJ), the agency/owner. Initial coordination between the developers and airlines resulted in a tailored design that optimized gate configurations and devised services that meet traveler and operational needs. Early airline commitments and long-term commercial strategies established reliable revenue and financial viability.

AECOM’s portfolio spans the entire PANYNJ network, reimagining terminal experiences across all the agency’s airports. In addition to Terminal 6, we are also currently serving as design-builder for the new JFK Terminal 1. Our aviation team delivered on-site construction management services for Delta Air Line’s Terminal C at LaGuardia Airport (LGA) and provided program and project management support services for LGA’s redevelopment program. We also provided program management for Newark Liberty International Airport’s recently completed Terminal A. And as part of a design-build team, we’ve completed critical airside infrastructure work such as Teterboro Airport’s air traffic control tower. In short, our aviation teams work collaboratively across all phases of development, design and construction to deliver spaces that move people efficiently and with purpose.

Faster, smarter construction

Many developers are turning to alternative delivery methods such as design-build, progressive design-build and construction manager at risk (CMAR) to maximize capital efficiency. Early collaboration, inherent in alternative delivery projects, offers greater control over budget, schedule and risk, resolving issues before construction begins and reducing delays — key advantages for complex operational sites like airports.

Our deep experience with alternative delivery has supported the San Diego County Regional Airport Authority (SDCRAA) since 2005, advancing major capital programs at San Diego International Airport (SAN). Under a PMCM contract, we helped develop procurement strategies, structure contracts and coordinate phased work to maintain operations.

In 2013, through the CMAR model and phased construction, SDCRAA delivered the 526,000-square-foot, 10-gate Terminal West expansion at SAN early and under budget. That same approach now guides the 1.2 million-square-foot, 30-gate Terminal 1 Replacement Program. With 19 gates opening in fall 2025, travelers are already benefiting from improved amenities and a more seamless airport journey — part of SDCRAA’s commitment to improving the travel experience while modernizing critical infrastructure.

From “worst” to first

LaGuardia Airport has undergone a remarkable transformation. Once infamous for outdated terminals, LGA’s $8 billion redevelopment — the first complete rebuild of a U.S. airport in over 25 years — is setting a new standard for efficiency, comfort and innovation. LGA’s Terminal B received UNESCO’s Prix Versailles as the world’s best new terminal in 2021, and since then the airport’s reputation as a world-class travel hub has continued to grow. Skytrax, a leading international airport rating organization, named Terminal B as the world’s best terminal in 2023 and awarded it five stars, a first for a North American airport terminal. And in 2025 Skytrax proclaimed LGA to be North America’s best airport for domestic and short-haul international travel. 

Our team provided program and project management support services for the centerpiece of this 10-year airport program, replacing LGA’s outdated, 50-year-old Central Terminal Building. Our work included overseeing major upgrades to roads, bridges and utilities through the capital infrastructure program and contributing to the runway safety enhancement program, which extended and strengthened key runway sections.

The resulting 1.2 million-square-foot, 35-gate Terminal B — developed with extensive airline input — provides modern amenities and addresses specific operational needs. Outdated systems gave way to technologies like biometric screening to improve the traveler experience. Expanded lounges, larger gate areas, and broadened dining and shopping options prioritized customer comfort. An updated runway layout advanced airline operations and minimized pushback delays.

While working closely with the PANYNJ and its public-private partner LaGuardia Gateway Partners on Terminal B, we also coordinated with the Delta Air Lines team leading the redevelopment of terminals C and D to ensure smooth collaboration where infrastructure and operations intersected.

A talent trifecta

With a long record of expertise, our AECOM team brings unique insights, skills and capabilities to airport redevelopment across the U.S. and around the world.  

The post Meeting a moving target: Upgrading for the next generation of air travel appeared first on Blog.

Having grown up in the Northern Rivers of New South Wales where a passion for the environment and outdoors started, Hayden has gone onto work in landscape design, urban design and master planning for infrastructure, residential, tourism, commercial and open space projects. His project experience extends both locally and globally, including widely across Australia and New Zealand, the UAE, Oman, Algeria, Caribbean, Hong Kong and China. Through that experience, Hayden has worked for the Sydney, Abu Dhabi, Canberra, and now the Gold Coast office, having recently moved back to the Northern Rivers.

The one thing that remains a focus through every project, is a drive to design for people, and delivering positive community outcomes through ‘people-centric design’.

Where did this drive for designing for people come from?

My passion for people-centric design didn’t start at a single point in time, it evolved over the years. My first project at AECOM was the One-horned Rhinoceros and Otter Exhibit at the Dubbo Western Plains Zoo. This involved curating both the visitor experience and the animals’ enclosures, addressing the unique challenges of keeping rhinoceroses safe in captivity. I vividly remember spending countless hours researching African villages and landscapes. Our goal was to interpret that quintessential character into an immersive experience for zoo visitors. This exhibit marked a shift for the zoo, allowing visitors to experience larger animals up close.

Over the years, working in various locations and among different cultures, my drive to deliver engaging and community-valued projects grew stronger.

Every project is an opportunity to find solutions that lead to positive outcomes. For me, a project isn’t complete until I see people interacting with it. There’s a unique satisfaction, an internal smile for a designer, when people start using and engaging with what you’ve envisioned and delivered.

How does your passion for people-centric design influence your projects?

Over the years, AECOM has evolved its focus from a collection of singular design disciplines to large interdisciplinary projects where we collaborate to solve complex challenges. I find these kinds of projects that involve a diverse group of design disciplines, backgrounds, ages, identities and ethnicities most enjoyable. I’m fortunate to work at a company that prides itself on inclusivity.  

As a landscape architect, I advocate for outcomes that prioritise both People and Place — ensuring our designs are not only functional and beautiful, but also meaningful and impactful for the communities we serve.

Is there an AECOM project that sticks in your mind?

There are many, but one in particular that I take personal pride in. Initially, it wasn’t a project.

I was working on a new bus station that connected to a new light rail terminus. With the new terminus, buses were no longer operating on the main street. I saw an opportunity to transform the main street into a space where pedestrians were prioritised, enhancing street activity and benefiting adjacent shopfronts. I was confident that by focusing on people, the north side of the street could transition from service outlets to on-street dining and eateries. Three design options reached the transport minister’s desk, and the project was created. I led all design disciplines to create a new people-centric street.

Today, that street safely connects school students to public transport, features outdoor dining, public seating, street furniture, mature trees and rain gardens, all while retaining car parking and car movements.

How does the role of the landscape architect fit with people-centric design?

The ‘traditional’ role of the landscape architect, varied in its definition, is someone who designs and plans outdoor spaces, blending functionality with aesthetics to create beautiful and sustainable environments.

I have learnt over the years, that landscape architects have such diverse roles in the natural and built environment. The typical design process of a landscape architect goes beyond considering environmental factors of sun, shade, wind and slope. We consider the existing desire lines of the local communities, connections, nearby facilities and demographics to understand our target users. We’re also relatively unbounded by rules. We have a few standards that deal with access, trips, fall heights, ramps and stairs, but we aren’t overly prescribed on the shape and size of what we create. We immerse ourselves in understanding the user, how our design will function, how people will engage in it, how it will benefit health and well-being and its economic, cultural and social value.

This process is what makes us acutely people-centric designers.

The post Enhancing communities through people-centric design: Meet Hayden Rosser appeared first on Blog.

Joe Cannon, AIA, MBA, is a seasoned architect and strategic project leader with 15 years of experience spanning aviation, infrastructure, higher education and commercial sectors. A registered architect in Texas and California, Joe combines deep technical expertise with a business-minded approach to drive innovation, operational excellence and client value across complex aviation modernization projects. From managing airport terminal redevelopments to leading statewide facility assessments and hospitality renovations, Joe’s portfolio reflects a commitment to integrated design, stakeholder collaboration and sustainable growth.

He is an active member of the American Institute of Architects, Construction Management Association of America, Design-Build Institute of America, and the American Association of Airport Executives. With a focus on integrating technological advances into the design and construction of major infrastructure facilities, Joe’s vision for the next generation of airport terminals is rooted in adaptability, efficiency, and service for all users through thoughtful, resilient design.

Tell us about what inspired you to pursue aviation architecture.

My passion for aviation architecture began in childhood. I was fortunate to travel at a young age, and what captivated me the most wasn’t the destination, it was the airport itself. Growing up near Washington D.C., I vividly remember flying out of Dulles and being mesmerized by the sweeping roof of the main terminal. That experience stuck with me. While most kids were filling in the lines of coloring books, I was sketching airport concourses with jet bridges and airplanes included! That’s where my love of airport design started and at that young age realized I wanted to be an architect.

Fast forward to my high school years, I attended Skyline Center in Dallas, the nation’s first magnet high school with a career-prep program in architecture. That experience laid the foundation for my admission to Syracuse University’s School of Architecture, where I earned my Bachelor of Architecture degree. Soon after, I began my professional journey at Jacobs, where my career in aviation architecture took off — starting with designing TSA checkpoints as an architectural intern and later serving as a terminal planning consultant on master plans for airports such as Houston Bush, Baltimore-Washington, and Detroit.

Over time, I shifted from planning to design and construction management at Los Angeles International (LAX) and Seattle-Tacoma International (SEA) airports. I’m fortunate to be in a role where I combine my technical background in airport design with a strategic lens shaped by my MBA. Airports are more than infrastructure — they’re businesses that must attract airlines, serve travelers, and support economic growth. Helping clients succeed both architecturally and operationally is what drives me now.

What excites you about working in airport architecture and design at this moment in time?

We’re at a pivotal moment in American infrastructure. The last major wave of airport construction in the U.S. occurred in the 1960s and ’70s — an era when architects and planners shaped the first generation of jet-age travel. Now, more than 50 years later, we’re being given that opportunity again. The facilities we’re designing now aren’t just for the next five or ten years, they’re going to shape the experience of air travel for the next 30 to 50 years. That kind of generational impact is incredibly exciting.

Most U.S. airports are focused on modernizing their existing facilities, which is an efficient and cost-effective strategy for ownership and operations. What truly really energizes me are the airports and cities that see this moment as more than just a renovation effort. They see it as a chance to reinvent themselves. When civic pride, political will, and long-term strategy align, airports become more than transit hubs — they become expressions of identity, ambition and economic vision.

With my background in both architecture and business, I bring a dual perspective to this work in thinking beyond just form and function — to understand the financial, operational and strategic goals that drive airport development.

How do you feel airport design positively impacts the community?

Airport design has a profound impact on the communities it serves. Airports aren’t just buildings — they’re economic engines. They enable supply chains, attract investment, support tourism and generate jobs. As an airport grows, so does the region around it.

Thoughtful design plays a key role in that growth. When we design airport spaces, we’re shaping a product — one that needs to appeal to passengers, airlines and businesses alike. If we get it right, the results are powerful: increased demand, more air service, stronger business partnerships, and greater economic vitality.

What excites me most is seeing how that impact ripples outward — through local job creation, opportunities for small and minority-owned businesses in airport concessions, and greater regional connectivity. If we create a space that passengers love and airlines view as a strategic opportunity, we’re helping that airport grow its market share — and, in turn, helping the community thrive. That’s the kind of meaningful work that makes airport design so rewarding.

Share a piece of career advice.

Be curious — and don’t limit yourself to your current role or business line. Especially early in your career, it’s easy to get tunnel vision and focus only on what’s directly in front of you. But some of the most valuable growth comes from stepping outside your lane.

Take the initiative to connect with leaders in other business groups. Most are more than willing to share insights into their career paths and highlight opportunities within their teams. AECOM is a global company with an incredible range of disciplines — if you’re open to exploring those intersections, you might find yourself working on projects or in places you never expected. Curiosity and cross-collaboration can take your career further than you imagined.

The post Aviation for a changing world: Meet Joe Cannon appeared first on Blog.

Could you tell us about your journey into architecture design and construction management?

Before entering the sports industry, most of my project experience began with large scale churches across North America, ranging from a few hundred seats to as large as 10,000 and with my degree in Interior Architecture from Kansas State University, it has allowed me a variety of experiences and development. The first third of my career focused on entry level architectural and interior work with base planning, documentation and development. The second third of my career was as a senior architect leading several project teams, and the next third of my career has been involved in more of the project management side. I’ve spent some time away from the architectural professional as I was on the owner’s side of the table, working as an owner’s representative for the Miami Dolphins, leading the construction administration of their renovation projects. All of which led me to where I am now at AECOM.

What inspired you to specialize in sports venues, and how did that path evolve?

Being the son of a retired lieutenant colonel in the USAF, we moved around a lot and settled in the Kansas City area, and I was always passionate about sports. Watching the Royals and Chiefs and later learning how their stadiums changed the sports architecture world, gave me a deep understanding of how a stadium can change history. Their evolution is what led to creating Kansas City as the sports architectural capital of the world. After joining Ellerbe Beckett (later acquired by AECOM), I took a two-year contract in Miami, Florida, to assist the Miami Dolphins with master planning. Those two years turned into eight, during which I served as owner and client representative for over $600 million in comprehensive facility upgrades.

After your time in Miami, how did your role evolve at AECOM?

I returned to Kansas City and joined AECOM in 2013 as an associate project manager. Now, I serve as Vice President, Sports Practice Leader and Senior Project Manager, and have worked on a wide range of professional sports projects — including the Intuit Dome, Golden 1 Center and Barclays Center.

How do you stay grounded during long complex projects and how would you keep the team inspired to get to the finish line?

Getting to the finish line is the ultimate prize. Making it to the grand opening, the first event or celebration is what it’s all about. Whether it’s a year or seven years of work, there’s no better feeling than seeing fans experience the venue for the first time. Watching them interact with the space exactly as we envisioned is incredibly rewarding. I don’t think there’s anything else like it in the world.

Intuit Dome has been called one of the most ambitious arenas ever built. What do you think sets it apart from your other projects?

When I stepped in as the Project Manager, we understood the technical challenges ahead. With Steve Ballmer’s vision — he’s very technically savvy — we focused on improving both the fan experience and operational efficiency. A major part of the design planning involved optimizing the placement of restrooms and concessions so that fans wouldn’t miss a second of the game. As a result, we implemented grab-and-go technology to minimize time away from the action. Our goal was to create a truly frictionless experience.

What’s one thing about Intuit Dome that fans may not realize, but that represents a breakthrough in how sports venues are delivered?

One groundbreaking feature is the use of facial recognition for entry and ticketing through the “Game Face ID” system, allowing fans to enter without a physical ticket. But it doesn’t stop there — technology is integrated throughout the venue. For example, in the Wall section, a screen delivers personalized messages to each fan just by looking at it. Even with 100 people using it simultaneously, the system tailors messages based on past purchases or even sound decibel levels from their seat.

Looking back, which project taught you the most and what did it teach you?

I began working with the Miami Dolphins in 1990, just a few years earlier they moved into a new stadium in 1987 — one of the first NFL venues to feature a premium club-level experience. I worked with the original owners on unfinished areas of the stadium, which were left open for future development. Around 1993, Wayne Huizenga became a minority owner and successfully brought the Marlins to Miami. From there, we began adapting the stadium for baseball. That project sparked my enthusiasm for sports architecture and ignited my passion for the industry. I saw the value of maintaining strong client relationships, not just professionally, but personally. My two daughters have both worked in this industry, and from the beginning, I told them that this is a personal business — it’s all about building and sustaining strong relationships. It’s the same message I share with junior architects entering the field: success in this profession hinges not just on talent, but on the relationships you cultivate and maintain over time.

The post Behind the sports and entertainment centers that changed the game: Meet Frank Anderson appeared first on Blog.

Joseph Schoenborn specializes in station design that prioritizes architectural excellence and elevates the passenger experience. With a solid background in architecture and a focus on urban transit projects, Joseph contributes to the development of stations that are both functional and aesthetically engaging. His work supports the creation of user-centered transit infrastructure that enhances urban mobility and community connections.

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

I began my career with an international architectural firm, working with a small team dedicated to the design of a 550-meter mixed-use tower in Doha, Qatar. It was a great experience that showed me how collaboration and attention to detail can deliver iconic results.

After the project, I pursued my master’s degree in architecture at Virginia Tech and then joined a small architectural firm in Washington, D.C. where I gained experience of working on historic preservation projects, including the statue restoration at the Vietnam Veterans Memorial.

I joined AECOM in 2014, where I discovered my passion for transit architecture. It’s a discipline where thoughtful design directly impacts the daily lives of thousands, improving not just function but community identity, connectivity, and even property value. Over the last decade, I’ve worked on stations and transit facilities across the United States and internationally — from Riyadh to Toronto and Mexico. Recent career highlights include working on the station design for Pittsburgh’s bus rapid transit system, and new light rail lines in Austin, Phoenix and Los Angeles.

Since late 2023, I’ve been serving as Architecture Manager for our Baltimore team, helping to grow our practice while continuing to learn from every new project we take on.

Talk to us about a transit or rail station project that has impacted or been a major highlight of your career. How is it helping to solve some of the challenges and issues our clients and communities are facing? 

One project I am particularly proud of is the Salt River Bridge in Phoenix. The light rail project extends the system that was originally built in the early 2000’s from Downtown into South Phoenix. Our transit architecture team designed eight new stations along the alignment, each featuring artist integration that highlights the different communities in unique ways.

Early into the project, our client saw an opportunity to celebrate the Salt River crossing — a historic, dry riverbed — through design. We seized this opportunity to elevate the overall experience of the transit system. The design we came up with introduced a delicate steel structure that mimics the form and cadence of the existing, more traditional bridge features. The rise and fall of sculptural form — replicated on both sides of the bridge — signifies progression and movement to one’s destination. The result not only creates a memorable experience for passengers but also serves as a gateway between two communities.

You’ve worked on station renovations across cities like New York and Baltimore. How do you approach balancing historic preservation with modern design expectations in transit architecture?

I’ve always considered myself a modernist. I think generally the modern approach is often best. By modern architecture, I mean simplicity — clean lines, minimal clutter, and the use of transparency and open space. In transit station design, every square foot matters, and the challenge is to make the most of it.

At Camden Yards in Baltimore, we designed a new commuter rail station adjacent to the iconic Warehouse. Instead of mimicking historic architecture, we used modern materials like glass and steel to create a station that feels light and open. The large canopy and extensive glazing not only protect passengers but also frame views of the historic site, allowing the new and old to complement each other.

In New York’s Astoria, we rehabilitated four century-old, elevated stations, replacing the original solid metal walls with glass windscreens to open up the views to the neighborhood and transform the stations into transparent, connected public spaces. By thoughtfully integrating modern elements, the neighborhood became part of the station experience, a living backdrop to the transit journey.

Can you share more insights into how modular construction methods can support decarbonization goals in transit projects?

I’ve had the opportunity to tour several modular and offsite fabrication facilities. What struck me most during these visits was how clean, organized and efficient the operations were. The inherent environmental benefit of this approach lies in its ability to significantly reduce construction waste while improving overall efficiency.

For transit stations, offsite construction can be used to great effect because station elements are repeatable. One example is the Bus Rapid Transit (BRT) system in Pittsburgh. The station shelters were prefabricated in Wisconsin, with every component prefinished and predrilled. Onsite, the installation process was like assembling a puzzle — fast, precise and clean. This minimized construction time, reduced disruption to the surrounding area, and eliminated metal waste onsite.

Use of offsite construction practices can support clients to decarbonize projects by cutting down material waste, reducing transportation-related emissions, and limiting energy use during construction. It also improves enhanced quality control and accelerates delivery, helping transit agencies meet their sustainability targets while delivering high-performance infrastructure more efficiently.

The post Transforming Transit: Meet Joseph Schoenborn appeared first on Blog.

We’re spotlighting our Veterans Champion and project manager from our Buildings and Places business in the UK, Thomas Westlake, whose experience and continued contributions are helping shape how we support veterans across our organization. Their insight is helping us build a more inclusive, resilient, and supportive workplace for those transitioning from military to industry life.

Thomas Westlake is from our Project Management team in London and works predominantly in the Security and Resilience sector. He has been with AECOM since 2023, following a career in the British Armed Forces. Thomas works on projects across government, public sector, defense, and disaster management, coordinating with a wide range of stakeholders and teams. His projects have been across the UK, Europe, the Middle East and the Caribbean.

Tell us about what inspired you to join the industry.

After serving in the British Army for eight years, I was eager to find a career where I could apply the skills I had developed and continue doing work that made a real difference. A friend who was working at AECOM at the time introduced me to the company. What stood out was the scale of the projects, the global footprint, and the opportunity to contribute to work with real-world impact, particularly in areas like infrastructure, security, and resilience. Project management felt like a natural transition from the armed forces, and AECOM offered the structure and opportunities to grow in that space. My role within the defence and government sectors allows me to contribute to meaningful projects in the UK and overseas. It’s rewarding to be part of efforts that help safeguard communities and protect national interests while supporting international efforts to foster resilience and enhance security.

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

One of my most fulfilling projects was delivering a resilience assessment of six emergency shelters in the Turks and Caicos Islands. These shelters are crucial during hurricane season, providing protection to local communities when extreme weather hits. I led the assessment on behalf of the Foreign, Commonwealth & Development Office (FCDO), working closely with some outstanding specialist consultants, local government representatives, and community leaders.

Our team conducted on-the-ground inspections, assessing compliance of six key areas: structural integrity, fire safety, hygiene facilities, security, accessibility, and gender sensitivity. We also reviewed emergency plans and practices and spoke with key stakeholders and residents to understand local needs and context.

What I enjoyed most was the challenge of building trust quickly, navigating cultural differences, and shaping practical, community-led solutions. Based on our findings, we made clear, actionable recommendations, ranging from structural improvements to clearer roles, better coordination between agencies, and enhancements to better support women, children, and other vulnerable groups.

The project helped strengthen local preparedness by addressing key vulnerabilities ahead of the next hurricane season and empowering local teams to lead the changes. It was a project where the impact was clear, the collaboration was strong, and the work genuinely helped improve readiness on the ground. That made it a particularly rewarding experience for me.

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

After being appointed Veterans Champion for AECOM, I have taken a leading role in organising the AECOM Armed Forces and Veteran Industry Insight Programme in the UK and Ireland. This initiative was developed to support individuals transitioning from military to industry careers by providing a platform to explore opportunities and access a dedicated support network.

The event highlighted diverse career pathways and demonstrated our ongoing commitment to veterans, service leavers, and reservists through targeted training, mentoring and advocacy. It underscored the wide range of roles available across the organisation and the broader industry — from project management to leadership positions — many of which align closely with the skills veterans bring from their military service.

The event also created a valuable space for attendees to connect with industry professionals, gain insights into civilian work environments, and explore new career possibilities. A key focus was on recognising and translating the transferable skills veterans possess — such as leadership, problem-solving, resilience and teamwork — into meaningful opportunities in the industry workforce.

The event’s success was reflected in the positive feedback we received and the stories of participants who left with renewed confidence, many now actively considering careers in project management. Looking ahead, we are committed to building on this momentum. I have begun developing an internal veterans’ network to foster a sense of community, provide peer support, and ensure that the voices and experiences of veterans are reflected across the organisation.

Share a piece of career advice

Embrace transferable skills and be open to new opportunities. My transition from the British Army to project management wasn’t straightforward. No matter where you start or what your background is, the experiences you’ve gained and skills you have developed are often more transferable than you realise, trust in them and don’t hesitate to step outside your comfort zone.

The post People Spotlight: Meet Thomas Westlake appeared first on Blog.

A Chartered Engineer with 25 years’ experience, Jon is based in our London office and leads our Sports + Entertainment sector for UK&I, Europe, Middle East and Africa and is connected to our wider Global Sports practice bringing extensive knowledge on the latest trends in venue design.

Jon has carried out the role of Project Director on many of AECOM’s most complex and iconic building schemes in the UK and internationally. He also leads a specialist team experienced in long span roof, advanced geometry and complex structural modelling, façade engineering and Design for Manufacture and Assembly (DfMA) design.

What drives your approach to delivering high-performance sports venues, and how has your role shaped that?

Sports and stadium projects are highly complex, weaving together a myriad of technical challenges, fast-paced environments and multiple stakeholders often with very different drivers and interests. Leading these projects requires a strong combination of people management, technical insight and commitment. 

Over 15 years, I’ve grown from structural engineer to leading multi-discipline teams and acting as design delivery director for many major projects. I currently lead AECOM’s Sports and Entertainment Sector across Europe and the Middle East, working predominantly on the design of major venues. I’ve been lucky enough to work on notable projects in the UK and Ireland, including the new Power Court Stadium for Luton Town Football Club, Windsor Park and the Curragh Racecourse. I’ve also delivered venues for the Olympic and Paralympic Games in Rio in 2016, FIFA 2022 World Cup in Qatar, the Africa Cup of Nations in Cameroon, and multiple developments across Europe, the Middle East, the Americas, Asia and Australia.

For clients, stadiums are often once-in-a-generation investments. Success depends on early-stage clarity in team setup, project briefing and business case alignment. My goal is for our team to become a trusted partner to our clients — a focused group of experienced designers, advisors, and decision-makers who bring in the right specialists at the right time to deliver maximum value from project inception through to construction and operation.

I’ve had the privilege of working with —and learning from — some of the industry’s most talented designers and consultants, both at AECOM and through our world-class collaborators and partners. Leading high-performing teams and mentoring emerging leaders has been a particularly rewarding part of my journey.

From a delivery perspective, what does it take to create a stadium that reflects its local community while meeting global standards for fan experience?

Every sports client has its own unique history, geographical connection, and relationship with its fans and their communities. At the same time, clubs and venue operators are increasingly looking to host ever more ambitious and inclusive event programmes that appeal to diverse audiences and users. As designers, we help our clients navigate complex commercial pressures and deliver assets that are both commercially viable and aligned with their long-term goals.  

Venues must engage the next generation of tech-savvy supporters while preserving traditional matchday experiences. Our experience working on major events and multi-purpose community venues helps ensure our designs deliver the best of both digital and physical fan experiences while being flexible enough to adapt to changing needs over time.

We are currently designing Luton Town FC’s Power Court Stadium in collaboration with SISA and Klaska. It is a strong example of how a stadium can become an integrated piece of civic architecture and urban design, respecting the site’s rich history while navigating complex constraints. We collaborated closely with the Club and project team to deliver a fast-track planning submission, supporting their significant investment in stakeholder and community engagement to secure a smooth path through the approvals process. While the stadium itself will enable the latest in technology — AV, lighting, broadcast, frictionless service and low energy design — the Club’s vision is rooted in the spectacle of the game and live fan experience, creating a new town-centre destination with the stadium at its heart.  

Similarly, the phased redevelopment of Windsor Park Stadium, delivered by us with Holmes Miller Architects, created a highly successful national stadium and home for football in Northern Ireland. While nationally important, the stadium remains grounded at a community level, providing a home for Linfield FC as well as leisure facilities for local clubs and residents. 

How do you help clients shape stadiums that deliver long-term value — commercially, sustainably, and through their ability to adapt over time?

I led our UK-based engineering team on Al Janoub (Al Wakrah) Stadium with Zaha Hadid Architects; the first new-build stadium for the FIFA 2022 World Cup in Qatar and the centrepiece of a new public sports precinct south of Doha.

Al Janoub Stadium was a true path-finder project: a fully cooled 40,000-seat open-air stadium that could host World Cup matches during the tournament and later be reduced to a 20,000-seat capacity. When we began the project in 2013, the decision to move the tournament to winter had not yet been made, so our focus was on ensuring it could be delivered in the summer. In doing so, we helped establish program-wide standards and procedures for technical design, computational analysis, constructability, BIM, safety, and sustainability — setting benchmarks that shaped many of the stadiums that followed.  

Creating a comfortable environment for players and spectators, housed within a bold, iconic architectural form, demanded a truly integrated approach across all design disciplines. We recognised the need to establish ambitious sustainability targets, including LEED, GSAS and a bespoke kgCO2 per-seat target, which played an important role in guiding the team toward lean design principles and smart material choices. 

To remain viable year-round, stadiums must be adaptable and multifunctional to go beyond matchday use. For Al Janoub Stadium, we developed a comprehensive legacy transformation plan that balances adaptable permanent infrastructure with temporary, demountable elements and modular overlay, designed to be relocated and reused elsewhere. This approach supports a long-term vision for sustainable social infrastructure for Al Wakrah Sports Club. The stadium’s removable upper tier makes space for future education, community, commercial, and healthcare facilities, seamlessly connecting with the wider precinct. The venue itself remains highly flexible, capable of hosting a broad range of sports and other on-pitch events. 

What’s key to delivering complex venues quickly without compromising performance or flexibility?

The demand for delivering faster is a constant, responding to stakeholder expectations, the need to satisfy a rapid return on major investments, and the complex geopolitical factors that influence so many global construction projects. 

For example, Japoma Stadium, a 50,000-seat venue for the 2019 Africa Cup of Nations in Cameroon, was conceived as a site masterplan in 2017 and delivered just over two years later. We used advanced technology to prototype design options and communicate through high-quality visualisations and immersive experiences, enabling fast, well-informed decision-making. Ultimately, it was our expertise in constructability and innovation — delivering a simple, functional, and adaptable stadium using modular, repeatable components —alongside a close partnership with the main contractor, Yenigun, that made this achievement possible.

Establishing clear routes to stakeholder engagement, understanding the local regulatory framework, and proactively managing project risks and opportunities allowed us to remain agile during the design stage and derisk the procurement and construction. It is this experience that I aim to bring to every project, grounded in lasting partnerships between architects, engineers, operator and clients, which are essential to delivering a successful venue.

The post Changing the Game: Delivering world-class stadiums with purpose appeared first on Blog.