Can you briefly introduce AECOM and explain how it supports and integrates with the air transport ecosystem?

AECOM is at the forefront of airport infrastructure innovation.  We partner with airports, airlines, and other business partners to design iconic, human-centric terminals and concourses that transform how guests experience air travel. Our goal is to create spaces that elevate the travel experience while supporting the operational and commercial success of our partners. 

What inspired AECOM to become a Platinum Sponsor of FTE Global 2025, and what are your strategic goals for this participation?

Our decision was driven by our commitment to fostering meaningful connections and driving transformative change within the aviation industry. FTE Global provides a unique platform to engage with innovators, exchange insights, and collaborate on solutions that will shape the next generation of air travel. We’re aiming to not only share our expertise but also listen, learn, and strengthen partnerships that advance sustainable, passenger-focused, and technology-enabled airport solutions worldwide.

You are speaking in a conference session at FTE Global focused on ‘Understanding the trends, and factors, that will impact passenger journeys & future expansion strategies of airports and airlines. What can attendees expect from the session, and can you give a preview of the key messages will you share?

I’m really looking forward to exploring how airports and airlines can anticipate the shifting needs of travelers and industry stakeholders while ensuring infrastructure remains resilient, adaptable, and future-ready. Attendees can expect practical insights and forward-looking strategies that combine innovation with real-world implementation:

• Designing for tomorrow’s journey
• Innovation meets infrastructure
• Passenger- and workforce-centric design
• Strategic expansion and refurbishment in an evolving industry
• Integrating technology and experience

In what ways is AECOM approaching airport design and planning to accommodate digital, sustainability and human expectations of new terminals of the future?

• Elevating passenger experience: Designing airports that prioritize seamless navigation, comfort, and efficiency through clear signage, intuitive layouts, and amenities that meet diverse traveler needs.
• Prioritizing efficiency and functionality:  Creating terminals that facilitate effortless passenger flow, streamlined security, and seamless baggage handling, ensuring airports operate at peak performance while enhancing the travel experience.
• Commitment to sustainability: Integrating energy-efficient systems, eco-friendly materials, and innovative green strategies that minimize environmental impact and elevate the overall quality of the built environment.
• Emphasizing flexibility and scalability: Developing visionary designs that can adapt to passenger growth and evolving technologies, ensuring they can effortlessly accommodate increasing passenger volumes and meet the ever-evolving demands of modern travel.
• Embracing technological integration: Seamlessly weaving technologies into every aspect of the travel experience, from streamlined check-in and enhanced security processes to dynamic passenger information systems that keep guests informed and engaged.
• Innovative design solutions: Delivering iconic, high-ROI designs that not only captivate the eye but also elevate terminal functionality, blending stunning aesthetics with practical features to redefine the commercial air travel experience.
• Interdisciplinary collaboration: Leveraging expertise across architecture, engineering, planning, and operations to create integrated, future-ready solutions that exceed technical and safety standards.
• Guest-Centric Features: Prioritizing diverse passenger needs — such as inviting dwell areas, gourmet dining options, and vibrant retail spaces — to elevate the travel experience and significantly enhance guest satisfaction, turning airports into enjoyable destinations.
• Cultural Relevance: Infusing local cultural elements into the terminal design to create a rich, authentic identity that resonates with passengers, transforming their journey into a meaningful experience that reflects the unique spirit of the community.

What key airport projects is AECOM currently working on that you can share details of?
We’re proud to be delivering some of the most ambitious and transformative airport projects around the world. Each project reflects our commitment to enhancing passenger experience, improving operational efficiency, and embedding sustainability into the future of air travel. Our teams are partnering with airports and airlines to design and deliver facilities that are resilient, adaptable, and ready to meet the evolving demands of the aviation industry.

• Boston Logan International Airport (BOS)
  • The revitalization of Terminal E added 320,000 square feet of new gate infrastructure, featuring a distinctive red roof inspired by Boston’s color palette, while integrating advanced operational efficiencies and new ticketing, baggage handling, and U.S. Customs facilities.

• John F. Kennedy International Airport (JFK)
  • AECOM Hunt is partnering in the $4.2 billion redevelopment of Terminal 6 at JFK, which includes a 1.2 million square foot terminal, expanded gate capacity, new amenities, and a commitment to exceeding 30 percent utilization of minority- and women-owned businesses, expected to be completed by 2028.

• Baltimore/Washington International Thurgood Marshall Airport (BWI).
  • Terminal A/B Connector and Baggage Handling System. Here we are contributing to a $332 million upgrade at BWI to enhance passenger experience and operational efficiency, including direct connectivity between Concourses A and B, expanded baggage handling, and more hold room, food, and retail options.

• Seattle-Tacoma International Airport’s (SEA)
  • We’re proud to be modernizing Seattle-Tacoma International Airport’s S Concourse in collaboration with HOK, transforming the 350,000-square-foot space into a more efficient and sustainable facility by reconfiguring concourse areas, redeveloping former inspection spaces for retail and dining, and expanding premium lounges. This project, expected to be completed by 2031, underscores our commitment to enhancing travel experiences and aligns with the Port of Seattle’s sustainability goals.

• Orlando International Airport (MCO)
  • At Orlando International Airport’s Terminal C, we’re providing project and program management services for multiple initiatives, including supporting infrastructure enhancements, wayfinding updates, and landscaping improvements to streamline operations and enhance the guest experience amid extensive expansion efforts.

• Melbourne International Airport (MEL)
  • At MEL, we’re delivering multiple projects including the expansion of Virgin Domestic Arrivals and Reclaim in T3, upgrades to baggage screening, and the redevelopment of the Arrivals Duty-Free retail space.

• San Diego International Airport (SAN)
  • Here we’re delivering comprehensive program, project, and construction management services for NT1, the airport’s largest project, which will feature a new on-airport entrance road for quicker access, as well as bicycle lanes and a pedestrian path connecting to San Diego’s communities, while also reserving space for a future direct link to the region’s public transit network.

• Dallas – Ft. Worth International Airport (DFW)
  • As the leader of the Airfield Management Partners joint venture, we’re providing comprehensive planning, programming, design, procurement, and construction management services for all phases of airside project development, including infrastructure rehabilitation and enhancements for runways, taxiways, utilities, security, signage, support facilities, and airport transit systems.

What are the major trends you are noticing in terms of airport design and planning and how is AECOM influencing those trends?

AECOM’s Aviation teams are setting trends, not following them. By combining innovative design thinking with advanced digital technology, we transform our clients’ most pressing challenges into opportunities for smarter, more resilient, and passenger-focused solutions. Some of the challenges our aviation clients are facing include:

• Navigating complex logistics: Coordinating passenger flow, optimizing security checkpoints, and ensuring reliable baggage handling to keep airports operating efficiently.
• Ensuring regulatory compliance: Meeting rigorous security, safety, and accessibility standards across every phase of design and operation.
• Balancing aesthetics and function: Designing terminals that are both visually inspiring and highly efficient, creating spaces that perform as well as they look.
• Managing scale and scope: Addressing the complexity of large-scale projects through careful planning, collaboration, and coordination across multiple disciplines.
• Overcoming budget/funding constraints: Delivering high-quality and functional designs within budget limitations.
• Future-proofing designs: Embedding flexibility and foresight to accommodate future growth, evolving passenger expectations, and emerging technologies.

The ultimate showcase of innovative solutions for complex challenges is the remarkable (BOS) Boston Logan Terminal E Expansion. As AECOM’s Global Head of Aviation Architecture and Engineering, I am beyond thrilled to share my admiration for the inspirational planning, architecture, engineering, and construction of BOS Terminal E. This incredible project is a true testament to innovation, creativity, and sustainability in aviation infrastructure. Designed with a striking red roof that blends bold aesthetics with functional purpose, the terminal demonstrates how architecture can be both iconic and highly practical.

Led by Terry Rookard and Jonathan Rushmore, a team of highly talented AECOM architects integrated cutting-edge technology with timeless design principles, creating a structure that is both visually striking and highly practical. Walking through Terminal E, you will be inspired by the seamless harmony between form and function. It’s a space that not only meets but exceeds expectations, providing an environment that is calm, comfortable, and efficient. we’re proud to help set that direction, turning ambitious visions into lasting infrastructure that will serve communities and travelers for decades to come.

What do you value most about participating in FTE events, and what are you particularly excited about at this year’s FTE Global?

I value the opportunity to connect with industry leaders and exchange innovative ideas that shape the future of aviation. This year, I’m particularly excited to explore how new technologies and guest-centric design are being applied to create smarter, more seamless airport experiences.

How can attendees best connect and engage with you and your team during the event, and is there a message you’d like to share with them in advance?

We’d love to connect during sessions or ahead of time to discuss the future of airport design. Our team is excited to share insights on creating human-centric, innovative infrastructure that elevates every journey. Let’s collaborate to shape airport experiences that inspire and delight.

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As a leader in our Civil Works department, Kimberly Heenan brings a unique blend of technical expertise, strategic vision, and deep personal commitment to infrastructure resilience. With more than 19 years of experience and over $2.5 billion in constructed projects, she has led the inspection, assessment, design and construction of levees, floodwalls, dams, floodgates and stormwater pump stations across the U.S.

Kimberly’s portfolio spans more than 275 miles of levee systems and 35 dams, supporting agencies such as the United States Army Corps of Engineers (USACE), United States International Boundary and Water Commission (USIBWC), and USACE Engineer Research and Development Center (ERDC). Under her leadership, our civil works team has grown into a nationally connected group equipped to take on the country’s most complex water infrastructure challenges. Whether managing risk assessments, engineering solutions for flood protection, or guiding large-scale alternatives analyses, Kimberly is driven by one goal: protecting communities and helping them thrive.

Tell us about what inspired you to join the industry.

Hurricane Katrina occurred while I was in college, and when I saw the devastation, I felt a deep calling to do something. I wanted to help fix the levees and to be part of the recovery. I remember students from Louisiana State University, Tulane University, and other universities relocating to Texas A&M, where I was attending. Their experiences really stayed with me — I just kept thinking, what can I do?

At the time, I was still finding my footing and building confidence in my ability to be an engineer. Then, during a career day event, I handed my resume to a representative from AECOM. They passed it along, and shortly after, I received a call about a junior Geotechnical Engineer position — working on the levees in New Orleans that had been devastated by Hurricane Katrina. It felt like a sign. Even though I was nervous about moving to the big city, I accepted the offer and committed fully to the opportunity. I worked long hours, asked questions, and soaked up knowledge from teammates who loved to teach. It was a chance to contribute to something deeply meaningful — something that had personally impacted me — and that experience became the turning point that truly anchored me in this field and shaped the trajectory of my career.

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

Obviously, the New Orleans levee project will always mean a lot to me. But another that stands out is the Freeport Levee Coastal Storm Risk Management (CSRM) project. Unfortunately, the client’s funding limitations meant we couldn’t finish the project, but it gave us the space to build something special at AECOM — a civil works group that can operate from anywhere in the country and work with anyone. 

Over the course of the work we were able to complete, we grew from a team of just six people to about 20. And it wasn’t just our group working on the project. At one point, there were over 100 people across AECOM contributing.

The project raised our team’s visibility and gave us this incredible experience with the Galveston Corps of Engineers District. The Gulf Coast region is facing significant challenges from rising sea levels, aging infrastructure, and increasingly severe storm events. The experience positioned us to contribute meaningfully to future critical resilience work still needed across this part of the country.

And honestly, I just loved the team. The people on that project made it a favorite, too.

How has the growth of AECOM’s civil works team prepared us to meet the infrastructure resilience challenges of communities?  

For me, it means having a team I can rely on to help design these incredible levee systems that protect people and communities, so they never have to go through something like Hurricane Katrina again. Building a civil works team that can do this work, and do it well, has always been deeply meaningful.

Many of these flood risk projects are happening in communities that have historically been underserved. It’s not just about protecting property. It’s about protecting lives, bringing peace of mind, and in many cases, helping families financially by lowering flood insurance costs. Everyone deserves that kind of security, no matter where they live.

We’re at a critical moment in the U.S. Much of the nation’s infrastructure, including levees, floodwalls, and protection systems, was designed to last about 50 years. That time has passed. I knew we had to grow our civil works team because I knew these projects were coming. These systems either start to fail, or they get updated. Too often, people only pay attention after a catastrophic failure, but we shouldn’t have to wait for that to happen.

To me, this work is about making sure we don’t wait — that we’re ready. When we bring new people onto the team, we look for those who are driven by purpose, who genuinely want to make a difference in people’s lives. That’s what it’s all about.

Share a piece of career advice.

My dad coached women’s basketball, and he used to say something that stuck with me: “It doesn’t have to be perfect.” He noticed that many players would hesitate, waiting for the perfect moment to take a shot and by then, the opportunity was gone.

He taught me there are only three outcomes: you miss and the other team gets the rebound, you miss and your team gets the rebound and you get to try again, or you make it. Two out of three isn’t bad. I’ve carried that with me throughout my career. When I’m facing a challenge, I remind myself not to wait for perfect. Just take the shot and keep moving forward.

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Dana brings a unique blend of architectural vision, engineering expertise and strategic leadership to her role. With a career rooted in both design and delivery, she has built a reputation for guiding complex projects that make a lasting impact on communities. Her commitment to collaboration, sustainability and client success shines through in every phase of her work, from concept to completion.

Tell us a bit about yourself – your career journey and current role as Market Sector Lead.

My interest in the built environment took root early on. I was drawn to the idea that every structure begins as a vision and, then through a blend of creativity, coordination and technical skill, becomes something tangible and lasting. That curiosity led me to study architecture, but as my understanding of the industry deepened, I found myself increasingly drawn to the engineering side of construction. I transitioned into construction engineering at Arizona State University, and later earned a Master of Business Administration from the University of Phoenix to strengthen my leadership capabilities and broaden my strategic business perspective.

Over the years, I’ve discovered that my greatest strength lies in helping clients bring their capital improvement and facility expansion goals to life. As a market sector lead, I take pride in building strong teams and delivering strategic growth through thoughtful leadership and collaboration. I am deeply committed to fostering meaningful partnerships with small, local and diverse suppliers, recognizing the vital role we play together in shaping a more inclusive and resilient industry. By working side by side, we deliver projects that reflect our clients’ values and create lasting benefits for the San Diego community.

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

One of the most meaningful projects I’ve worked on has been during my time as a project manager with the San Diego Unified School District (SDUSD). My relationship with SDUSD spans decades — from 2001 to 2007, and again since 2013. What keeps drawing me back is the impact. It’s a place where strategic planning meets real, lasting community transformation. As a project manager for SDUSD, I’ve had the opportunity to lead efforts across more than a dozen campuses, overseeing modernization, new construction, and infrastructure upgrades under multi-billion-dollar bond programs. Our work has helped SDUSD expand access to safe, inclusive and future-ready learning environments for charter schools and traditional campuses. These projects like whole site modernizations, new student union buildings, and improved security features, incorporated solutions that helped schools better accommodate growing student populations, refresh aging facilities, and foster more inclusive learning environments. Revitalizing these school facilities has increased community safety and engagement as well as created shared spaces that serve families beyond the classroom.

Helping ensure that schools are equipped to meet both current and future demands has been incredibly rewarding. Walking through a completed site and seeing it come to life with activity and purpose, knowing it directly benefits students, educators and families, is deeply fulfilling. Every time I step onto a campus or attend a ribbon-cutting ceremony, I’m reminded that our work matters. We’re helping shape the places where the next generation will learn, dream and grow.

How do you incorporate community engagement into your design process to support sustainable practices and enhance health and well-being outcomes?

For me, community engagement isn’t optional, it’s essential.

Every project starts with listening. We prioritize understanding the unique needs and values of the people we serve, which allows us to design spaces that are not only environmentally responsible but also supportive of health and well-being of the community.

The San Diego community’s top concerns in education include equitable access, safe and inclusive learning environments, and long-term sustainability. These priorities shape every project we undertake. To address them, as a project manager, I have the opportunity to lead a process grounded in early and ongoing engagement with stakeholders, including district staff, school leaders, families, and community advocates.

Community input informs planning and design from the start, ensuring each project reflects local values. Through transparency and collaboration during construction, we deliver outcomes that are functional, resilient, and deeply connected to the communities they serve. This approach is especially important in a place like San Diego, where the vibrant, collaborative spirit of the city shapes everything we do. The city’s diversity, creativity and innovation create a dynamic environment where partnerships can truly flourish. It’s a privilege to work alongside people who care deeply about their city and its future. Our shared commitment drives more thoughtful, inclusive and sustainable outcomes.

Share a piece of career advice:

One of the most valuable lessons I’ve learned is the importance of being intentional with your time and energy. It’s easy to get caught up in the pace of a demanding career, especially when you’re passionate about the work, but staying grounded requires more than just good time management. It takes self-awareness, clear priorities, and the ability to pause and reset when needed.

I often say my life runs on 15-minute calendar blocks, and while that’s partly a joke, it reflects how structured my days can be. What keeps me balanced is making space for the things that matter outside of work. Whether that’s volunteering with ACE Mentor program or Construction Management Association of America (CMAA), leading a Girl Scout troop, or spending time outdoors hiking, skiing or golfing. A fulfilling career isn’t just about what you accomplish professionally, it’s about how you stay connected to your values and your community along the way.

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Pumped storage: Europe’s renewable battery

Europe increasingly relies on wind and solar power, but their intermittent nature brings significant challenges. A proven solution lies in pumped storage hydropower — a mature technology that effectively acts as a massive, rechargeable battery. PSH stores excess renewable energy by pumping water uphill, releasing it to generate electricity exactly when it’s needed, providing reliable, flexible power on demand.

Currently, Europe has around 55 gigawatts of pumped storage capacity. Yet, according to the Outlook, we must more than double this capacity by 2050 to reliably support the EU’s energy transition and achieve net zero (p. 24).

Tackling Europe’s ageing hydropower infrastructure

Europe faces an urgent infrastructure challenge: nearly 70 percent of our pumped storage facilities are over 40 years old. These ageing plants need significant modernisation to remain efficient and safe (p. 22). Upgrading existing facilities offers a practical, cost-effective, and rapid route to increasing renewable storage capacity compared to building entirely new plants.

This need for modernisation is also a chance to introduce digital technologies — such as artificial intelligence, more sophisticated predictive maintenance and improved remote monitoring — to boost operational efficiency and minimise down time.

Barriers to new pumped storage development

Despite strong support from developers and grid operators, Europe’s progress on new pumped storage hydropower projects remains slower than desired. High upfront investment — typically exceeding £1 billion per gigawatt of installed capacity — can discourage potential investors. Complex permitting processes, lengthy project timelines, construction risks, and limited availability of specialist contractors and equipment also hold back development.

The Outlook contrasts Europe’s slower pace with the rapid pumped storage growth seen in countries with centralised economies, such as China. However, positive policy changes are emerging. For instance, the UK’s introduction of a ‘cap and floor’ financial model seeks to strike a balance by giving investors greater certainty, while ensuring affordability for consumers and taxpayers.

Addressing these barriers will be crucial if Europe is to fully harness pumped storage’s potential for a secure, renewable energy future.

Sustainability is non-negotiable

The Outlook emphasises that Europe’s pumped storage expansion must prioritise sustainability. In a region where environmental regulations and public expectations are high, careful planning, rigorous environmental assessments, and meaningful engagement with local communities are crucial.

Digital innovation powering progress

Europe is uniquely placed to lead in hydropower digitalisation. The Outlook underscores the transformative impact of digital solutions on pumped storage facilities (p. 46). Digitalisation doesn’t just make pumped storage operations more efficient — it significantly reduces environmental impacts and operational costs.

The question is pace

Across Europe, the need for grid-scale storage is widely recognised. The challenge isn’t awareness — it’s action. Governments and energy providers understand that without substantial investment in pumped storage, the transition to a low-carbon energy system won’t be achievable or reliable. The real question now is how quickly we can deliver the infrastructure needed to support it.

At AECOM, we’re committed to supporting this important transition. With our global expertise and local knowledge, combined with a focus on sustainability and innovation, we’re ready to help Europe accelerate the rollout of pumped storage.

Explore the full 2025 World Hydropower Outlook here.

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Kelly has worked in the environmental field for more than 20 years. As Director of Environment and TechEx Lead (Environment + Energy) for Australia and New Zealand, she drives business growth, technical leadership and capability development across the region.

Kelly’s work spans complex State Significant Infrastructure, international environmental and social assessments, and project governance roles. She’s played a key role in establishing feasibility and securing environmental approvals for some of Australasia’s largest infrastructure projects, including WestConnex (M4 East and M4–M5 Link) in Sydney and the Purari Hydropower Project in Papua New Guinea.

Known for her people-driven leadership, Kelly brings a clear, outcomes-focused approach with strengths in stakeholder engagement, project directorship and aligning environmental performance with our clients’ broader infrastructure goals.  

Tell us about what inspired you to join the industry.

I grew up in the 1980s during a time where environmental awareness was growing and the plight to protect our ocean mammals inspired a generation. My sustainability values formed by this exposure at a formative age, combined with frequent opportunities to spend time in nature, with my grandparents and wider family who were all gardeners and spoke fondly of these values.

I was lucky enough to spend my childhood visiting Oatley Regional Park, which contains 45 hectares of Sydney’s prime bushlands, 310 plants species and 107 bird species. The opportunity to study this biology and be part of protecting it was ultimately what drove me to make a career for myself in environmental consulting at a time when it was only burgeoning.

I started out as an ecologist, and early in my career developed a broad base of experience in smaller town planning and environmental consultancies. I’ve taken opportunities to gain experience in the full gamut of disciplines, from noise and air monitoring, koala surveys, water treatment, impact assessments, master-planning, project management, expert witness reporting, permitting, detailed design development and construction management. My ‘say yes’ mindset allowed for rapid growth in diverse skills and associated responsibility.

Having such a broad experience-base led me to realise that where I could make a material difference was by bringing an ‘ecosystem mindset’ to early phase project definition, connecting and collaborating with clients and in-house designers at an organisation like AECOM.

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

My favourite types of projects overall are those where I can work collaboratively in shaping the project with a client. One that stands out was my role as the Australian Environmental Lead for the Purari Hydropower Project, a pre-feasibility project for a hydropower plant in Papua New Guinea (PNG). We assessed the potential to send power by cable from PNG and through a 1,300kilometre high-voltage transmission line to Far North Queensland (FNQ), Australia.

I collaborated closely with clients including EDF, Origin Energy and PNG Energy Developments Ltd, and AECOM’s trans-Tasman team. The feasibility project focused on identifying, evaluating and refining high-voltage transmission corridor and route options across remote Pacific island regions. This involved navigating challenging terrain, including large, dense rainforests and wild rivers.

I coordinated our team’s reconnaissance mission by light aircraft over the Torres Strait Islands and Far North Queensland — an unforgettable career highlight. We conducted fieldwork and extensive GIS mapping to inform the design and multi-jurisdictional planning approval pathways of the project, to meet World Bank Sustainable Development Principles and Australian Commonwealth standards. We also conducted extensive in-country social mapping, including Indigenous and stakeholder consultations in both FNQ and PNG. These insights directly informed the development of stakeholder engagement strategies and Indigenous Land Use Agreement planning for future stages of this multinational energy transition project.

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

As Environment Lead, I oversaw the construction of a 17-kilometre desalination pipeline project through urban and contaminated areas, and across Botany Bay. This project delivered significant community benefits, most notably enhancing Sydney’s drinking water security during drought.

We engaged the community extensively during this project and embedded the local benefits we identified during this engagement. These benefits included the creation of a parkland on the shores of Botany Bay, adding beach accessibility platforms in the suburb of Kurnell and including public art along the pipeline route. Through our environment-led design approach, we successfully avoided adverse environmental and community impacts, while restoring native vegetation in the corridor adjacent to the nearby RAMSAR wetlands.

Our alliance that designed, permitted and delivered this project over a three-year period won several design and construction awards for our work.

Share a piece of career advice.

Say yes. Take on the less glamorous tasks and problematic projects, be collaborative and complete them well. You’ll reap the opportunities and choices that flow from this.

Don’t go dark on clients or your internal peers, especially if you have a delay or issue, get in front of it and show you’re acting fast to resolve it.

As you progress in your career, look for opportunities for your team and elevate their profiles in your networks, use your local, regional or global platform.

Lastly, stay curious, and think broadly about who else you can bring in to your team to solve your clients’ complex issues.

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Sarah Falconer has over 25 years of experience in the environment field, specializing in Environmental Impact Assessments (EIA) and consenting for large complex infrastructure projects. Sarah is passionate about net zero and working with our clients to help them achieve their decarbonization goals. Sarah is responsible for growth within the Energy sector across our Environment and Sustainability range of services. She leads complex energy consenting/EIA projects and develops long term client relationships.

What inspired you to join the industry?

Upon graduating, I embarked on a career in environmental consulting, where I quickly encountered a diverse array of projects and gained a wealth of experiences that the field has to offer. It was this diversity, along with working in partnership with our clients to help them to solve challenging problems, that I found so motivating, and still do. It is a pleasure to help clients to navigate their way through complex and evolving planning processes as well as finding innovative solutions to environmental impacts that result from new infrastructure projects. No two projects are ever the same, and there has never been a more exciting time to work in energy. The urgency and scale of the energy transition make this moment truly transformative.

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

I recently led two consenting projects for new hydrogen power development projects. It’s been exciting to see new technologies moving into mainstream developments. Any novel technologies always pose new and challenging consenting risks that need to be considered fully to give regulators and stakeholders comfort and buy in to the projects and this was no exception on these projects. As Project Director, I took ultimate responsibility for delivering to client satisfaction and ensuring that as a project team we met all regulatory requirements. It has been really satisfying to see both projects successfully progress through the consenting process and to receive positive client feedback on our collaborative working.

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

Engaging with the local community is a critical aspect of any proposed new development. One of the rewarding parts of my role is working with AECOM and clients to identify opportunities for creating value for communities within new proposed developments. This could include bringing local small and medium enterprises onto the project team, using our AECOM volunteering days to support local initiatives, and supporting STEM training through local schools and bringing apprenticeships into the team. For example, we have recently been commissioned to deliver three large onshore wind farms for a renewable energy developer and as part of our submission we were proud to establish ten social value commitments which we will implement as the projects progress. These include the use of local supply chain, engagement with schools, colleges and universities, provision of support to local community energy groups and prioritizing local delivery.

Share a piece of career advice.

Be open and try to take every opportunity offered to you, even if it doesn’t seem like the obvious career step. We all learn from new experiences giving us the confidence to develop individual skills and careers further. Often, it is the unexpected opportunities that lead to the greatest rewards.

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In this blog, we speak to Chris Law, Regional Director and Central Government Lead within our Social Infrastructure market sector in the UK and Ireland.

He unpacks what meaningful, outcomes-led partnerships will be required in the decade ahead, as well as the trends and challenges shaping central government delivery.

Chris joined AECOM over a decade ago and became Regional Director and Central Government Lead for Social Infrastructure in 2024. He previously led our Security and Resilience subsector within our National Security market sector, delivering projects for clients including the Foreign, Commonwealth and Development Office, Defence Infrastructure Organisation and the Ministry of Justice.

Since 2018, Chris has provided strategic leadership as Account Director for the Crown Commercial Service (CCS) Framework, overseeing high-quality, consistent delivery across our nationwide commitments. He also chairs the CCS Construction Professional Services (CPS) Social Value Focus Group, a role he has held since 2023.

Through this work, Chris supports CCS’s ambition to integrate procurement across UK government departments, driving more coordinated and efficient delivery while maximising social value for communities. Chris has taken on a range of roles within AECOM and the wider industry in the past decade — each one building on his drive to lead, collaborate and push for better outcomes.

From your perspective, how has the relationship between central government and its delivery partners such as AECOM in the UK & Ireland changed or evolved over the years?

We’ve seen a real shift to more collaborative and outcomes-focused partnerships.

Government clients increasingly want their delivery partners to be aligned not just to project scope, but to long-term policy goals. The discussion is evolving, focusing on the longer term: building capacity, prioritising ‘place-based’ decision making, developing wider relationships with small and medium-sized enterprises (SMEs), and aligning to the government’s long-term policy goals — whether that’s net zero, regional devolution or digital transformation.

Transparency is key. Frameworks like CCS have rightly pushed and developed guidance for early market engagement, the recent UK Industrial Strategy seeks to treat data as a shared, transparent asset, and the new Treasury Green Book is mandating that business cases for major infrastructure projects and programmes are published publicly.

I think these ongoing shifts are going to change the relationship between us and our government clients. I see a future where we have deeper, trust-based partnerships, with suppliers aware of data and pipelines much earlier and government deploying our advice and outputs more frequently.

You’ve worked with a range of government departments. What trends are you seeing in how the public estate is being shaped to support future needs?

The public estate is being reimagined with adaptability, sustainability and social value at its core. Place-based decision making is now at the heart of the recent Treasury Green Book updates, as well as a move away from simple benefit-cost ratios, which have been relied on too heavily in the past to appraise complex investments in the public estate.

Across our portfolios, we’re seeing a decisive move away from siloed, single-use buildings to more multi-functional, data-enabled assets that can integrate with evolving community and departmental needs. Recent announcements on the Cabinet Office’s ‘Places for Growth’ programme, for example, continue to double down on the ambition to move the centre of gravity out of London, with at least 50 per cent of UK‑based Senior Civil Service roles located regionally by 2030.

We’re also continuing to see how hybrid working has totally reshaped central office strategies. Almost all UK government departments are taking the opportunity to rationalise their footprints whilst investing in regional hubs and smarter workspaces. There’s a renewed focus on decarbonising assets through retrofit and modern methods of construction, and on embedding ESG principles from day one. The public estate is no longer just a cost on the balance sheet — it’s evolving to become a platform for delivering policy, wellbeing, innovation and wider community benefits.

How do you balance the technical complexity of major programmes with the need to leave a lasting legacy for communities?

Balancing complexity with legacy starts by embedding purpose into the project brief from the outset. One example is our work on the Defence Estate Optimisation Portfolio. It’s a technically complex and high-profile portfolio, spanning multiple sites and heritage assets, with stringent security requirements.

Allianced with other industry suppliers, our team have worked closely with both the Ministry of Defence and local community stakeholders to ensure that the outcomes aren’t just about military readiness and site disposal, but also about supporting local economies and improving the public realm.

For example, on a number of projects under the programme, we brought our social value specialists to the team to ensure our commitments to community outcomes were purposeful, impactful and achievable. We also prioritised low-carbon construction techniques and advised the client on how these could be more thoughtfully integrated with specific site security requirements. Technical excellence is essential, but lasting impact comes from making projects truly place-based, in collaboration with local stakeholders.

That goes back to why we shouldn’t think in a siloed way around the public estate. If the Ministry of Justice is planning a new prison, the question isn’t just about the prison itself — it’s about what this public asset can deliver for the wider community, local supply chains and how it can support broader regeneration goals. We need to continue working with government to reimagine our public estate cohesively and help to identify opportunities for regional devolved authorities to deliver more by simply approaching the challenge in an integrated way.

What excites you most about the opportunity to support government in delivering its ambitions over the next decade?

I always say to people joining our Central Government sector: you have the chance to be at the heart of solving some of the UK and Ireland’s biggest challenges. Whether it’s climate resilience, regional inequality, housing pressures or digital transformation, the UK and Irish governments have set out ambitious goals, and the scale of delivery needed over the next decade is not only a huge challenge but also a significant opportunity.

There’s a growing appetite for innovation, and it’s great to see our teams deepening their understanding of how government seeks to optimise its functions — and how we can support that. It’s also about how we use our sector-specific skills to respond to key challenges: unlocking better community outcomes, embedding nature-based solutions, empowering investment decisions, and shaping our services to enable those changes.

It really excites me that we are part of the change. I think organisations like ours are in a privileged position to serve not only as a technical delivery expert, but as a long-term partner to government, helping turn policy into tangible, real-world outcomes.

I heard a great quote at the recent UKREiiF (UK Real Estate Investment and Infrastructure Forum) conference, “If you don’t shape the market, be prepared to be shaped by it.” And I think that’s really important, because if you’re not there setting the agenda with government and influencing through associations and institutions, then you’re on the other side waiting for policy to be developed and responding.

So, I see us moving, generationally, into a role where we sit much closer to our clients, integrating across government, and engaging earlier in the process. And it’s this ability to really effect change that drives me; it’s what gets me out of bed in the morning.

Image credit: Hufton + Crow

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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.

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The built environment is responsible for over half of global emissions — yet the carbon impact of design and advisory work remains largely invisible. We are about to change that.

Meaningful climate action is about translating ambition into tangible outcomes.  In alignment with one of the impact goals for London Climate Action week, we came together as part of the “whole of society” engagement needed to support delivery of deep decarbonization and resilience.   

As advisors and designers, we help set the course long before a shovel hits the ground, yet current carbon emissions standards often overlook the emissions tied to our work.

That’s why we co-authored the Estimating the Greenhouse Gas Impact of Advice and Designs report. This 2024 publication, developed in partnership with industry leaders, represents not just analysis – it marks a shift in mindset: from indirect influence to accountable impact.

Read the full report

As a co-founding partner of Pledge to Net Zero, AECOM hosted “Celebrating Progress in Measuring Carbon in Advice and Design” exploring how professional services firms can accelerate carbon reduction in the built environment through collaboration with clients.

A panel discussion featuring David Riley (Anglian Water), Geraldine Badura (Gatwick Airport) and James Ingram (Transport for London) offered valuable client perspectives: 

• Carbon as business-as-usual: Carbon reduction must be integrated into standard project delivery, not treated as an add-on.
• Need for cultural shift: Success depends on organizational culture, skilled practitioners, and shared responsibility across the value chain, aligned with PAS 2080:23.
• Balance innovation and standardization: While prescriptive methods can stifle innovation, a shared set of principles allows flexibility with consistency.
• Metrics and progress tracking: We need meaningful metrics and year-on-year tracking to measure real progress – though the right metrics are still evolving.

Following the panel, cross-sector participants engaged in small group discussions on how environmental and engineering firms can reduce the indirect carbon emissions associated with their work. Key themes emerged:

Universal support for early engagement: Early-stage collaboration and opportunity workshops are essential for identifying carbon reduction opportunities.

Skepticism toward fee-based methods: Using fee as a proxy for carbon emissions lacks credibility.

Desire for practical metrics: There is a preference for emissions intensity over total portfolio emissions.

Digital tools are necessary but not sufficient: Tools like BIM are helpful but need better data integration and should complement, not replace, innovation.

What’s Next?

Based on the conversation, here are the recommended next steps each sector can take:

At AECOM, we are proud to lead by example through our ScopeX^TM approach — a PAS 2080:23-verified global program of best practices and technology solutions. We are changing the way we think and act to include, consider and balance the carbon impact of our work.

Get in touch to learn how we can help you find opportunities to reduce carbon emissions throughout the project lifecycle.

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Whether it be adopting energy management technologies like smart grids or implementing innovative energy management systems and storage solutions, significant energy investments that drive operational, economic and environmental benefits will continue to shape Canada’s energy future. The challenge going forward however will be balancing environmental commitments with immediate economic priorities.

Shifting geopolitical landscapes

While looming U.S. tariffs are forcing Canada to rethink its export strategies with greater interest in traditional energy sectors like liquid natural gas, Prime Minister Mark Carney plans to implement numerous financial incentives to promote sustainable energy alternatives. This is good news for organizations working to achieve net-zero targets, but their success will ultimately hinge on effective implementation while also navigating economic and political uncertainty.

On the global stage, similar challenges exist. In this recent Utility Dive article by AECOM’s Adrian Del Maestro, Resetting net zero: What next?, he cites a 2024 decrease in the growth rate of clean energy investment, particularly in emerging technologies like hydrogen and carbon capture and storage.  He also emphasizes the importance of grid modernization and the integration of renewable energy sources.

Embracing technology and innovative thinking

Even though today’s geopolitical landscape threatens collaboration and makes whole-systems thinking more difficult, we’re also experiencing incredible momentum for innovation. Organizations are embracing intrapreneurship to spark accelerated digitalization and a collective desire to create positive societal outcomes. What’s more, technologies that help store, transport and recover energy are transforming how we design, build, and operate today’s infrastructure and its supporting systems.

To align with these rapid technical advancements, we have reimagined how we work and lead in energy transition. Our Sustainable Legacies strategy not only defines the meaningful action needed within our organization, it outlines how we extend our deep technical expertise to best serve our clients.

Our global Water and Environment Advisory business led by Jill Hudkins is an example of where we bring together experts in digital water, asset transformation, strategic energy advisory, resilience planning, climate change mitigation, and ESG to solve our clients most pressing challenges. Their work supports high-growth needs in an increasingly resource-constrained world. Coupled with our world-class program management expertise, we’ve further elevated the value of technical excellence to meet the rapidly growing size, scale and complexity of today’s critical infrastructure.

For over two decades, we’ve helped evaluate and develop renewable energy systems — biomass, solar, wind, hydroelectric, geothermal — and continue to expand our capabilities in emerging areas like hydrogen, nuclear, and future fuels. Across Canada, we’re helping local partners upgrade aging grid systems, strengthen disaster resilience, and build new infrastructure to connect renewable sources to where power is needed most.

We also understand the significant role Indigenous communities play in energy transitions and are committed to implementing the Truth and Reconciliation Commission of Canada Call to Action #92. This includes building respectful, long-term relationships; supporting equitable access to employment, training, and procurement; and advancing economic participation for Indigenous Peoples.

Our work with Henvey Inlet First Nation to deliver a 300-megawatt wind farm on their traditional territory is one such example. With approximately 15 percent of project staff coming from the Anishinabek Nation, we worked closely with the community on environmental assessments and workforce planning to ensure knowledge transfer on local ecosystems and species-at-risk. This project now delivers clean power to 100,000 homes annually.

Looking ahead, Canada’s energy future will be shaped by more than technology — it will be influenced by economic shifts, social and environmental priorities, and evolving public policy. By engaging with clients early and holistically, we evaluate regional opportunities, mitigate organizational risk, and build tailored roadmaps that drive enduring positive outcomes. We are transforming how we deliver — investing in AI, knowledge management, and digital tools that enhance how we work and maximize impact.

Ultimately the success of sustainable energy requires participation from everyone — regulators, industry, transmission companies, large-scale energy users, and public entities. It also demands an all-encompassing, systems-based approach that champions innovation, equity and collaboration. By integrating advisory services that are deeply rooted in technical expertise and a commitment to our Sustainable Legacies strategy, we are supporting communities across Canada and throughout the world in building a clean, resilient and inclusive energy future.

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