SH 130 Segment 3 and RM 2244 Earn 2026 TxDOT/TXAPA Quality Asphalt Pavement Awards

�鶹TV��վ is proud to be part of the teams behind two Travis County roadway rehabilitation projects recognized with : State Highway (SH) 130 Segment 3 and Ranch-to-Market-Road (RM) 2244. The honors build on previous recognition for work on the SH 130 corridor, including a celebrating asphalt quality, placement and quality assurance.

Photo Credit: TXAPA

Presented annually by the (TXAPA) and the Texas Department of Transportation (TxDOT), the awards recognize projects that demonstrate excellence in asphalt pavement construction and a commitment to quality.

Both projects focused on restoring ride quality and addressing pavement failures along heavily traveled Central Texas corridors. On SH 130 Segment 3, the team rehabilitated approximately 11 miles through full-depth repairs to 13-inch continuously reinforced concrete pavement, concrete surface milling, bridge joint work, asphalt overlays and new striping and pavement markings.

On RM 2244, the rehabilitation extended more than 6 miles from SH 71 to Red Bud Trail. The work re-established ride quality and repaired roadway failures through full-depth repairs, a 1-inch thin overlay mixture, a 1.5-inch permeable friction course and new striping and pavement markings.

�鶹TV��վ served as TxDOT’s Construction Engineering and Inspection consultant on both projects, providing inspection and materials testing throughout construction. Much of the paving was performed at night, requiring close coordination as crews advanced through critical phases of work. On SH 130, �鶹TV��վ personnel provided 24-hour inspection coverage during portions of construction to support continuous operations and document construction activities.

Together, the projects placed more than 129,000 tons of asphalt. SH 130 included more than 109,000 tons — approximately 50,685 tons of thin overlay mixture and 58,989 tons of permeable friction course utilizing high-performance grade asphalt, while RM 2244 included approximately 20,000 tons of thin overlay mixture. The improvements restored roadway surfaces and improved ride quality for motorists traveling both corridors.

The award-winning work reflects the collaboration among TxDOT, �鶹TV��վ and the contractor teams, including Lone Star Paving on SH 130.

“This recognition reflects the level of collaboration and attention to quality required to deliver complex roadway improvements successfully,” said Tom Price, �鶹TV��վ Infrastructure Business President. “From overnight paving operations to continuous inspection and testing, TxDOT, the contractors and our teams worked together to keep the work moving and maintain a consistent focus on quality. We’re proud to have contributed to improvements that will serve Central Texas motorists for years to come.”

These projects demonstrate what can be accomplished when owners, contractors and technical partners work together with a shared commitment to quality and successful project delivery. The recognition, along with Jose “Joe” Rubalcaba’s recent selection as TXAPA’s 2026 Level 2 Technician of the Year, highlights the depth of experience and dedication to quality that �鶹TV��վ brings to transportation projects throughout Texas.

Joe Rubalcaba’s 25-Year Journey of Learning, Leadership and Quality

More than 25 years ago, Jose “Joe” Rubalcaba started his career as a groundhand at a hot mix asphalt plant in Laredo, Texas, eager to learn every aspect of the business. Today, that same drive to learn, improve and solve problems has earned him one of the asphalt industry’s highest honors: Texas Asphalt Pavement Association (TXAPA) 2026 Level 2 Technician of the Year.

Photo Credit: TXAPA

What began as an entry-level position evolved into a career dedicated to understanding the materials, testing processes and quality standards that help deliver successful transportation projects. Over the years, Joe developed extensive expertise in plant testing, aggregate testing, quality control and field operations, becoming a trusted resource for project teams across Texas and earning a reputation for tackling complex hot mix asphalt challenges.

Today, Joe serves as a Field Supervisor with �鶹TV��վ, supporting projects throughout the state while sharing the knowledge and experience gained over more than two decades in the industry. His career reflects a commitment to continuous improvement, technical excellence and taking pride in work that helps deliver quality transportation infrastructure for Texas communities.

The recognition from TXAPA reflects more than technical expertise. It honors a professional who has spent decades advancing his craft, supporting project teams and contributing to the quality of transportation infrastructure that communities depend on every day.

“Awards like this are never earned overnight. They are built over years of showing up, doing the work and continually looking for ways to improve,” said Joe Fiello, �鶹TV��վ’ Central Texas Sector Lead for Infrastructure and Joe’s manager. “The Level 2 HMA Mix Design Specialist certification represents one of the most specialized disciplines within the asphalt industry, and few technicians have the opportunity to develop the depth of knowledge and proficiency that Joe has demonstrated throughout his career. His commitment to mastering his craft, solving complex asphalt-related challenges and supporting those around him is what makes this recognition so well deserved. We’re incredibly proud of him.”

Earlier this week, I joined three fellow industry CEOs at the for a discussion on “The CEO’s AI Moment: Lead It or Lose Ground.” Together, we examined how our firms are creating opportunity through high-impact technology and AI adoption — from the organizational changes and investments required to the resistance encountered and lessons learned along the way. At the heart of the conversation was a question every industry leader must consider: What will separate the firms that capture the potential of AI and emerging technologies from those that fall behind?

Photo Credit: EFCG

At �鶹TV��վ, those priorities are shaping how we adopt AI across the enterprise. Our objective is to improve how work is performed while keeping human expertise and judgment at the center. That begins with executive ownership. My view is straightforward: the CEO must own the work personally rather than delegate it.

That ownership matters at �鶹TV��վ. We are an infrastructure and environmental firm with approximately 3,100 employees across 80 U.S. locations, built initially through 15 acquisitions. Most of our work is field-services oriented, spanning construction engineering and management; testing, inspection and certification; remediation management; permitting and compliance; and healthy buildings analysis.

We have built an enterprise-wide approach to AI adoption designed for that operating reality. I set the initial direction and worked with our executive leadership team to establish the policies and expectations that would guide adoption across the organization. Five elements have defined our progress to date.

1. Executive Ownership Sets the Pace

Over the past 18 months, I have deliberately increased my proficiency in using AI. That direct experience has been critical to understanding both its benefits and its risks — and to shaping an AI strategy, governance structure, business case and usage policies suited to �鶹TV��վ.

I established the same expectation for our executive leadership team: become proficient users, with every leader actively using AI within three months. Training, coaching and small-group experimentation supported that commitment.

The principle is simple: leadership leads and the organization follows. In my career, few examples have demonstrated more clearly how quickly leadership behavior can create an outsized impact across a company.

2. Governance Turns Ambition into Action

Enterprise adoption requires more than access. We established a companywide AI policy with clear guardrails and expectations, centered on making governed AI tools available to every �鶹TV��վ employee. Our bespoke systems are built in-house with no external data sharing, and every tool or agent must demonstrate a form of return on investment before deployment.

We also invested in the leadership and organizational structure required to sustain the effort. A Senior Director of Enterprise AI oversees the work, supported by AI Champions across the company and within each business unit and function. Deliberately, that champion network is not a top-down mandate — an important distinction in a workforce with this many hourly and field employees.

Our AI Pods bring that structure directly into the business. These cross-functional teams of three to five AI specialists work alongside technical and field staff on tool development and enablement. Through ride-alongs with field and office employees, they gain a firsthand understanding of real problems so that the solutions we build remain close to the work and are actually used.

3. Adoption Must Reflect How the Workforce Operates

Approximately 65% of our employees are hourly. Because �鶹TV��վ is primarily field-services oriented, most are not desk-based or using prompts in their daily work. That reality changes the model for implementation and becomes an advantage once the organization solves for it.

Our implementation therefore extends across both internal operations and client-facing work: finance and accounting, marketing and proposals, HR service enablement, contract review, project planning, workflow automation, field tool development, reporting, data mining and evaluation, project management, scheduling and safety.

4. Redesign the Work Before Deploying the Technology

A significant share of this initiative has focused on the foundation beneath the technology: re-evaluating and revising business processes while consolidating data from �鶹TV��վ’ acquired companies into a common format. After 15 acquisitions, our data was, as I describe it, “everywhere and nowhere.”

Meaningful AI deployment first required us to build a unified data lake and reengineer processes, with AI positioned on top of both. Given our acquisition history, this has been a substantial undertaking. The objective is to make 20 years of accumulated data usable by AI systems going forward.

I have seen organizations deploy AI agents without first redesigning the workflows in which those agents operate. The result is often faster execution of an existing process — not a meaningfully better process. Our ongoing redesign work has surfaced and corrected inefficiencies that existed independently of AI. By changing how the work itself gets done, we can pair AI adoption with improved execution rather than simply accelerate yesterday’s work or bolt new technology onto broken or inefficient processes.

5. Human Judgment Is Nonnegotiable

Human review of every AI input and output is a firm requirement at �鶹TV��վ. Two concerns underpin that standard: the erosion of independent reasoning when employees accept AI-generated output without applying their own expertise and judgment — what I call cognitive atrophy — and the proliferation of low-value output, or “slop grenades,” that leaves others to spend additional time filtering for what is relevant.

For that reason, �鶹TV��վ has no fully autonomous AI applications. People make the final call on inputs and outputs. Our governance is rigid, and everything is hosted within the company. Many employees already use AI to execute tasks and gain efficiency, but that is not where the opportunity ends.

That standard of human oversight also shapes where we go next. As AI advances across �鶹TV��վ, the opportunity is to move beyond task execution and efficiency and develop it as a thought partner and upskiller — one that builds and challenges thinking rather than outsourcing it.

The firms that realize the potential of AI will be those that treat adoption as a leadership commitment, not a technology rollout. At �鶹TV��վ, the five pillars give us a disciplined foundation for that work and a clear path forward. The technology will continue to evolve. Our responsibility as leaders is to evolve with it — thoughtfully, deliberately and with the judgment to turn possibility into lasting value.

Brightline West is reshaping travel between Las Vegas and Southern California with America’s first true high‑speed, fully electric rail system — creating a faster, safer and more sustainable alternative for millions of travelers while easing congestion along one of the region’s most heavily traveled corridors. Designed to operate at speeds in excess of 186 miles per hour, the project demands exceptional precision, reliability and long‑term performance — beginning with a deep understanding of the ground beneath it.

As a subconsultant to HNTB, �鶹TV��վ provided geotechnical engineering services, supporting the Brightline West corridor. From desert basins to areas where water has left behind layers of loose sand, gravel and soil and along constrained right‑of‑way bordering Interstate 15, ground conditions change frequently — introducing conditions that must be understood and addressed early to support passenger safety, system reliability and long‑term community benefit.

To meet this challenge, �鶹TV��վ executed an extensive geotechnical investigation program for the Brightline West project. To date, our team of geotechnical engineers and geologists completed more than 350 exploration borings, 100 plate load tests, cone penetration testing and comprehensive laboratory analyses to characterize soil, rock and groundwater conditions along the alignment. This work provided Brightline West with critical insight into subsurface behavior under high‑speed rail loads — informing design decisions and reducing uncertainty early.

�鶹TV��վ translated these findings into practical, constructible geotechnical designs across the full spectrum of rail infrastructure, including bridge foundations, retaining walls, drainage features, sign structures, embankments and other critical items. By tailoring design recommendations to site-specific conditions, �鶹TV��վ helps reduce uncertainty, support predictable construction and protect long‑term system performance. To date, �鶹TV��վ has prepared and submitted a wide range of more than 50 engineering deliverables to Caltrans, Brightline and the design-build teams.

Beyond technical execution, �鶹TV��վ brings deep experience delivering complex transportation infrastructure in demanding environments. By working as an integrated partner, �鶹TV��վ supports Brightline West’s ambitious vision, turning subsurface complexity into clarity and engineering confidence into momentum.

“Brightline West represents more than a new rail corridor; it’s an investment in safer travel, stronger regional connectivity and a more sustainable transportation future,” said Tom Price, �鶹TV��վ Infrastructure Business President. “�鶹TV��վ is proud to provide the geotechnical foundation that helps reduce uncertainty, protect long‑term performance and deliver lasting value to the communities this system will serve for generations.”

As projects grow in scale and complexity, the construction management profession continues to evolve alongside them. Owners are navigating increasingly sophisticated infrastructure, transportation, aviation, energy and public works programs, while project teams face new challenges related to workforce development, technology, stakeholder engagement and project delivery.

Ahead of this year’s annual , which is being held in Aurora, Colorado, October 4-6, Brook Corney, CCM, �鶹TV��վ Vice President and Construction Management Market Leader, talks about the trends shaping the profession, the importance of investing in future leaders and the role organizations like CMAA play in advancing construction management.

Through his work leading complex infrastructure programs, serving as a CMAA instructor and supporting professional development initiatives across the industry, Brook has spent much of his career helping project teams navigate change while preparing the next generation of construction management leaders. He was recently nominated to serve on CMAA’s National Board of Directors, whose role is to help guide the strategic direction of the association and support its mission of advancing the construction management profession.

Q: What separates successful projects from struggling projects in today’s environment?

The projects themselves may be different, but the challenges are often similar. Whether you’re delivering an airport improvement program, a transit project, a military installation, or municipal infrastructure, success usually comes down to alignment.

The strongest projects establish clear expectations early, bring the right stakeholders into decision-making and maintain communication as conditions evolve.

I’ve worked on projects where technical challenges weren’t the biggest obstacle. Coordination was. When project teams lose alignment, even good decisions become harder to implement. When teams stay aligned, they’re often able to navigate complexity far more effectively.

That’s one of the reasons construction management is becoming increasingly important. It provides the structure, communication and accountability necessary to keep large, complex programs moving forward.

Q: Many of the projects you’ve worked on have taken place in active airports, rail systems and public infrastructure environments. What have those experiences taught you about project delivery?

One lesson is that projects rarely happen in isolation. Many of the programs I’ve worked on had to be delivered while facilities remained operational, whether that was an airport, transportation system, military installation or public infrastructure asset. Those environments required careful planning, stakeholder coordination and a willingness to adapt.

They also reinforce the importance of understanding how decisions affect people beyond the project team. Ultimately, we’re delivering infrastructure that communities, travelers, businesses and public agencies rely on every day.

Q: You’ve been nominated to serve on CMAA’s National Board of Directors. What does that opportunity mean to you?

Construction management is at an important point in its evolution. Projects are becoming more complex, technology is changing how teams work and the industry is focused on developing future leaders while preserving institutional knowledge.

Organizations like CMAA play an important role in helping the profession navigate those changes through education, professional development, certification and industry leadership.

That’s what makes the nomination meaningful to me. It’s an opportunity to contribute to conversations about how we continue strengthening the profession and preparing the next generation of construction management leaders.

Q: You’ve spent significant time supporting professional development through CMAA. Why has that been such an important focus for you?

I’ve always believed that one of the best investments we can make is in people.

The challenges facing our industry aren’t getting simpler. Projects require professionals who can navigate technical complexity, communicate effectively, build trust, solve problems and lead diverse teams. Those skills don’t develop overnight.

Through my work as a CMAA instructor and member of the Professional Development Panel, I’ve had the opportunity to work with professionals at every stage of their careers, from those pursuing certifications to experienced leaders looking to continue growing and learning. What I find encouraging is that there is a genuine commitment to continuous improvement throughout our profession.

The best leaders I’ve worked with never stop learning, and I think that’s one of the reasons our industry continues to evolve and improve.

Q: Looking ahead, what gives you the most optimism about the future of construction management?

The people. I see a new generation of professionals entering the industry with tremendous curiosity, adaptability and a willingness to collaborate. At the same time, I see experienced professionals who are committed to sharing knowledge, mentoring others and helping develop future leaders. That’s a powerful combination.

Technology will continue to advance. Project delivery methods will continue to evolve. The challenges facing our industry will undoubtedly change. But the foundation of successful projects will always be talented people working together toward a common goal.

That’s what gives me confidence in the future of construction management, and it’s one of the reasons I’m looking forward to the conversations that will take place at CMAA2026. Organizations like CMAA help create opportunities for professionals to learn from one another, share experiences and continue raising the bar for our profession.

From our perspective, conferences like NAAMLP matter because they create space for practitioners to share lessons learned, discuss emerging challenges and explore how reclamation programs are evolving to meet both environmental and community needs.

Why This Work Matters to Us

Although we approach AML reclamation from different disciplines, our work is connected by a common objective: restoring landscapes in ways that balance public safety, environmental stewardship and long-term sustainability.

Kirk’s work focuses on the engineering, geologic and hydrologic challenges that define many AML projects. Throughout his career, he has helped evaluate and reclaim sites impacted by abandoned highwalls, spoil areas, acid mine drainage and unstable terrain across Pennsylvania, West Virginia, Ohio and Indiana. Successful reclamation requires understanding not only what mining has left behind, but also how those conditions continue to affect the landscape decades later.

Kyle’s work centers on ecological restoration and environmental compliance, helping reclamation projects account for the habitats, species and natural systems that have developed within former mining landscapes. Many abandoned mine features now provide important habitat for bats and other species of concern, creating opportunities to incorporate conservation objectives into reclamation planning.

Sharing Lessons from the Field

At this year’s conference, our presentations will explore two different but complementary aspects of modern AML reclamation.

Kirk will present “Reclamation of Legacy Mine Hazards: A Multi-Disciplinary Reclamation Approach at the Rohr Highwall Site,” at 2:30p.m. on Monday, September 21. The presentation examines the Rohr Highwall Site, a complex reclamation project involving hazardous highwalls, spoil materials consisting of coal refuse and red dog/clinker material and drainage challenges associated with historic mining activities. Drawing from this case study, Kirk will discuss how engineers, geologists, environmental scientists and reclamation specialists worked together to evaluate site conditions, develop reclamation strategies and address long-standing environmental and public safety concerns.

The Rohr Highwall Site highlights a challenge common to many AML projects: no single issue exists in isolation. Highwall stability, drainage patterns, acid mine drainage, spoil management and long-term landform performance are often interconnected. Addressing one condition requires understanding how changes will affect the broader landscape. Kirk’s presentation explores how a multidisciplinary approach can help teams develop practical, site-specific solutions that balance technical requirements, environmental considerations and long-term stewardship objectives.

Kyle will present “Transforming Abandoned Mine Lands into Refuges for Threatened and Endangered Species,” at 1:30 p.m. on Monday, September 21. His presentation highlights how reclamation projects can support habitat conservation and ecological restoration while continuing to meet traditional reclamation goals. Drawing from real-world reclamation efforts, Kyle will discuss how abandoned mine features can provide important habitat for species of concern and how ecological considerations can be incorporated into project planning and design.

While the topics differ, both presentations reflect the expanding role of modern AML reclamation. Today’s projects often address not only legacy mine challenges, but also opportunities to improve water quality, restore habitat and support long-term environmental stewardship.  

The Value of Coming Together

Federal and state investments continue to accelerate reclamation efforts across the country. At the same time, advances in engineering, geology, hydrology, ecological restoration, monitoring technologies and environmental planning are creating new possibilities for addressing legacy mine impacts in more comprehensive ways.

What we value most about NAAMLP is the opportunity to connect with others as we all navigate similar challenges. Conversations around highwall stabilization, acid mine drainage treatment, habitat restoration and long-term land stewardship continue to shape how the industry approaches reclamation.

As our practice continues to evolve, the path forward depends on collaboration, innovation and the willingness to share knowledge across disciplines. We look forward to being part of those conversations in Park City and bringing those insights back to the projects and communities we serve.

Learn more about �鶹TV��վ’ AML services and check out Kirk’s previous article, Restoring What Was Left Behind: �鶹TV��վ’ Leadership in Abandoned Mine Lands Reclamation, for additional insights into the challenges and opportunities shaping AML restoration today.

Read Kyle’s article, Protecting Bat Habitats in Abandoned Mine Land Reclamation, which explores how abandoned mine features can provide valuable bat habitat and how thoughtful reclamation planning can help balance public safety objectives with ecological stewardship.

As we prepare to attend the in Houston next week, we’re looking forward to joining conversations with developers, utilities, policymakers and technology leaders who are helping shape the future of nuclear energy in Texas.

Held in Houston, the Energy Capital of the World, this year’s Summit reflects the growing momentum behind advanced nuclear development in Texas and across the United States. As electricity demand continues to rise and industries seek reliable, long-term energy solutions, leaders from across the public and private sectors are coming together to explore the role nuclear power can play in supporting future growth.

Across the industry, conversations are increasingly shifting from whether advanced nuclear technologies can be deployed to how they can be deployed successfully. Although reactor technology, financing and power generation often dominate the conversation, the foundation of any successful project is site readiness and a clear understanding of whether a site can support long-term development.

At �鶹TV��վ, we support nuclear and energy developers with geotechnical investigations, environmental planning, permitting and due diligence services that help evaluate site readiness and inform critical development decisions. During early project development, our teams identify opportunities and constraints, evaluate site conditions and development considerations and establish practical permitting pathways before significant investments are made. This integrated approach helps clients make informed decisions early and establish a clear path forward as projects advance.

Before a project can move into design, licensing or commissioning, developers need a clear understanding of subsurface conditions, environmental constraints, permitting requirements and infrastructure readiness. Many of the challenges that affect project schedules and development certainty are identified long before a reactor is planned. This is where the work happening below the surface becomes just as important as the technology above it.

Advanced nuclear projects are moving from concept toward implementation and developers are navigating rigorous regulatory, documentation and quality requirements. �鶹TV��վ has supported highly regulated energy projects requiring disciplined quality processes, technical traceability and close coordination across multidisciplinary teams. That experience reinforces the importance of thoughtful planning, technical rigor and strong project documentation from the outset, as the early stages of project development provide a critical window to shape the foundational elements of siting, permitting, infrastructure planning and project execution.

We’re excited to attend this year’s Texas Nuclear Summit and connect with organizations working to advance the next generation of nuclear energy. If you’ll be in Houston, we’d welcome the opportunity to discuss how early site evaluation, permitting strategy and infrastructure planning can help move advanced energy projects from concept into viable, development-ready projects.

Authors:

With more than 33 years of experience serving Georgia’s transportation industry, Monica Flournoy, PE, has helped shape programs, mentor future leaders and advance practices that continue to influence the profession today. Following her recognition as one of , Monica reflected on the people, experiences and opportunities that have defined her career and the importance of helping the next generation of engineers succeed.

Monica Flournoy, PE (left) with �鶹TV��վ’ Sally Riker, F. SAME (right), who was named in 2025 and 2026 among Georgia Engineering’s Top Most 100 Influential Women.

Congratulations on being named one of Engineering Georgia’s Top Most 100 Influential Women. What does this recognition mean to you?

I am deeply honored to receive this recognition and to be included among so many accomplished women who have contributed to advancing the engineering profession. While the award bears my name, it reflects the collective efforts of the mentors, colleagues, clients and teams who have supported and challenged me throughout my career. I have been fortunate to work alongside exceptional professionals at both GDOT and �鶹TV��վ, and this recognition is really a testament to what can be achieved through collaboration, trust and a shared commitment to public service. It is also meaningful because it highlights the impact women continue to make in shaping transportation infrastructure and creating opportunities for future generations of engineers.

Over the course of more than 33 years in transportation engineering, you’ve led programs, influenced policy and developed teams. When you reflect on your career, what are you most proud of?

What makes me most proud is knowing that many of the improvements, processes and people I helped develop continue to make a difference today. Throughout my career, I had opportunities to lead initiatives that improved efficiency, strengthened quality and enhanced collaboration across Georgia’s transportation industry. Whether implementing statewide systems such as SiteManager and the AASHTOWare Project, advancing paperless contracting, modernizing materials and construction processes or refining consultant management practices, my focus was always on creating sustainable improvements that would continue delivering value long after implementation. Equally important are the people I have mentored over the years. Seeing engineers, inspectors and technical professionals grow into leadership roles and make meaningful contributions to our industry is one of the most rewarding measures of success.

Today, you oversee field operations supporting transportation programs across Georgia. What excites you most about your current role?

Without question, the people. My role allows me to work with talented engineers, inspectors, technicians, project managers and support staff who are dedicated to serving our clients and improving transportation infrastructure throughout the Southeast. I enjoy helping teams solve challenges, identifying opportunities for professional growth and making sure our staff have the resources and support they need to succeed. Every project presents unique challenges, and it is rewarding to see multidisciplinary teams come together to deliver quality solutions while developing the next generation of industry leaders. Watching others grow professionally and achieve their goals is one of the most fulfilling parts of my job.

You’ve successfully led organizations, programs and teams of significant scale throughout your career. What leadership lessons have stayed with you over the years?

One of the most important lessons I have learned is that leadership is fundamentally about people. Technical expertise is important, but trust, communication and integrity are what enable teams to perform at their highest level. I have found that people are most successful when they understand the purpose behind their work, feel respected and know their contributions matter. Effective leaders listen, remain accessible and create opportunities for others to grow.

I have also learned the importance of adaptability. The transportation industry continues to evolve, and leaders must be willing to embrace change, learn continuously and help their teams navigate challenges while maintaining a clear focus on quality and service.

Throughout your career, you’ve been active in organizations such as WTS International, National Society of Women Engineers (SWE), National Society of Black Engineers (NSBE), ASTM International and American Association of State Highway and Transportation Officials (AASHTO), while also supporting STEM outreach and mentorship programs. Why is that work important to you?

I believe engineering is about more than the projects we deliver; it is also about strengthening the profession and investing in future generations. Professional organizations provide opportunities to share knowledge, contribute to industry advancements and collaborate with peers who are facing similar challenges. My involvement with organizations such as WTS, SWE, NSBE, ASTM and AASHTO has allowed me to participate in conversations that help shape industry practices, standards and policies.

Equally important is mentorship. Throughout my career, I benefited from leaders who invested in my development, and I have always felt a responsibility to do the same for others. Through STEM outreach, school mentoring programs and initiatives such as Introduce a Girl to Engineering Day, I hope to encourage young people, particularly women and underrepresented students, to see the opportunities available within our profession.

Many people would describe your influence through the programs you’ve managed or the teams you’ve led. How do you define influence?

To me, influence is not defined by a title or position. Influence is measured by the positive impact you leave behind. It is improving a process, helping an organization become more effective, mentoring someone who later becomes a leader or creating opportunities that enable others to succeed. Projects eventually get completed, but the knowledge shared, relationships built and people developed can continue making a difference for years. If the organizations, programs and individuals around you are stronger because of your contributions, then you have had a meaningful influence.

What advice would you give to the next generation of engineering leaders?

Stay curious, remain humble and never stop learning. Some of the most valuable opportunities in my career came from stepping outside my comfort zone and taking on responsibilities that initially seemed challenging. Be willing to ask questions, seek out mentors and embrace experiences that broaden your perspective. Technical competence will always matter, but long-term success depends just as much on your ability to communicate, build relationships and support those around you. Focus on serving your team, maintaining your integrity and continuously improving. If you commit to learning and helping others succeed, leadership opportunities will naturally follow.

Monica’s influence extends far beyond the projects she has supported. Through leadership, mentorship and a commitment to continuous improvement, she has helped shape programs, teams and careers across Georgia’s transportation industry.

Learn more about �鶹TV��վ’ transportation services or explore opportunities to join our growing team.

In Hastings, Nebraska, a long-vacant former middle school is being redeveloped into residential housing, an effort that brings new use to an underutilized property and supports ongoing investment in the community — where education once built futures, new housing will help shape them.

But before construction can begin, environmental challenges inside the building must be carefully managed. The site has been identified as a brownfield due to the presence of hazardous materials such as asbestos, which must be addressed to enable redevelopment. The City was awarded an EPA Brownfields Cleanup Grant to support cleanup activities and help advance the work needed to prepare the property for its next chapter.

�鶹TV��վ is supporting the project through abatement oversight, providing on-site monitoring and coordination to help remediation work move forward in alignment with regulatory requirements and established safety protocols. This role is critical in keeping progress on track and creating a clear path to redevelopment.

“Projects like this are a great reminder of the value of adaptive reuse. This building has so much character that simply can’t be replicated today, and it’s exciting to see a path forward that preserves that history while bringing much-needed housing to the community,” said Kelly Schmitt, National Brownfields Director at �鶹TV��վ.

As cleanup advances, the building is positioned to transition from a vacant property into a residential space that contributes to the city’s growth. By addressing environmental conditions that can otherwise delay progress, �鶹TV��վ is supporting a project that brings new housing and renewed purpose to the site.

Last year, Erin had the privilege of leading the �鶹TV��վ team to a Do-Duck-Athon championship, so we’d be remiss if we didn’t admit we’re hoping to defend the title this year. But what keeps people coming back isn’t the competition. It’s the opportunity to connect with clients, regulators, consultants, contractors, attorneys and industry partners in a relaxed setting that feels completely different from a traditional conference.

When you spend an afternoon playing arcade games together, barriers come down and conversations happen naturally. Those conversations often spark new ideas, strengthen partnerships and lay the groundwork for future collaboration.

And in our industry, that matters.

Environmental restoration projects are rarely defined by a single challenge or a single solution. Whether restoring abandoned mine lands, addressing legacy contamination, revitalizing former industrial properties or supporting complex remediation efforts, success depends on bringing together diverse perspectives and working toward a shared vision for the future.  

At �鶹TV��վ, we’ve seen firsthand how strong relationships can help move projects forward. They create opportunities for collaboration, foster trust among stakeholders and help teams navigate complex technical, regulatory and community considerations. Some of the most meaningful progress happens when clients, regulators, technical specialists and community partners come together around a common goal: restoring environments, supporting economic vitality and helping communities thrive.

That’s what makes Do-Duck-Athon special.

Beyond the games and friendly competition, it’s an opportunity to strengthen the relationships that help turn challenges into solutions. It’s where conversations begin, ideas are exchanged and connections are built that can make a lasting impact long after the event is over.

As a sponsor of this year’s event, we’re excited to reconnect with colleagues, meet new faces and share more about how �鶹TV��վ supports environmental restoration and abandoned mine land projects across the U.S. And yes, we’ll be doing our best to defend that 2025 arcade championship along the way.

We hope to see you there!