Program Management Archives - �鶹TV��վ

National Security Strategy Meets Infrastructure Week

a-barbagallo — Tue, 19 May 2026 17:23:13 +0000

What long‑term national security signals mean for infrastructure

By: �鶹TV��վ Chief Growth Officer Harshal Desai

As we mark Infrastructure Week (May 18–22), it is worth stepping back and asking what the country’s own strategic documents are telling us about where infrastructure is headed.

The White House’s , released last November, names priorities that read less like a traditional defense strategy and more like an infrastructure and industrial policy mandate: “Energy Dominance,” “Reindustrialization,” “Reviving our Defense Industrial Base” and “Securing Access to Critical Supply Chains and Materials.” For those of us in the Architecture, Engineering and Construction (AEC) industry, that language is a signal worth paying attention to.

This blog explores how the latest National Security Strategy reinforces that reality, why it matters now and how �鶹TV��վ is positioned to help clients plan, deliver and operate advanced facilities, data centers and other complex, mission‑critical infrastructure.

Reading the Strategy as a Market Signal

Every administration publishes a National Security Strategy. Most are read through a policy lens and filed away. This one deserves a second look — because it functions less as a defense document and more as a signal of where long-term infrastructure demand, capital and execution expectations are converging.

The strategy directly ties national security to America’s ability to build and operate physical infrastructure — energy systems, manufacturing capacity, supply chains and technology facilities. These are not abstract policy goals. They are a practical description of what the country needs to build, and they map almost directly to the work the AEC industry does every day.

What makes this moment different is that the rhetoric is being backed by action.

Since the strategy’s release, the administration has moved beyond rhetoric. In April 2026, the White House invoked the Defense Production Act across five energy sectors — designating the full fossil fuel and grid supply chain as defense-critical and unlocking DOE loans, guarantees and purchase commitments for domestic energy infrastructure. Executive orders have targeted accelerated data center permitting on federal lands, streamlined nuclear reactor licensing with 18-month approval timelines and critical minerals trade actions. Meanwhile, private capital is moving at an unprecedented pace: the top five U.S. hyperscalers are projected to spend a collective $720 billion in capex in 2026, with roughly 75% directed at AI infrastructure. Data center construction starts alone are tracking $88 billion in the next six months. The signal is not just strategic — it is backed by capital and policy mechanisms already in motion.

Why This Matters to the AEC Industry

For the AEC industry, this is not a policy abstraction. It is a description of the projects already moving through our pipelines — grid hardening, domestic manufacturing buildouts, data center campuses, energy generation and supply-chain facilities.

Over the past several years, there has been sustained emphasis on reshoring manufacturing, modernizing power systems, expanding data and digital infrastructure and strengthening supply chains. These priorities reflect long-term changes in how energy, manufacturing, data and supply-chain systems are planned, funded and delivered — reinforced by private capital, public investment and an increased focus on reliability and resilience.

The bar is rising. Speed, reliability, scale and the ability to deliver consistently across complex, mission-critical programs are what clients are selecting for — often ahead of lowest cost.

�鶹TV��վ’ Position in This Environment

From �鶹TV��վ’ perspective, these signals reflect a direction the firm has been intentionally building toward for years. Strategic diversification into power, advanced manufacturing and data center facilities has positioned �鶹TV��վ ahead of the curve — not simply following market trends but anticipating the convergence of economic capability and national security priorities.

That positioning is translating into tangible results today. Recent work in power and nuclear environments, a growing role in AI‑driven data center development and experience delivering infrastructure in complex, high‑reliability settings align directly with the needs this environment is generating. Nuclear energy — particularly advanced reactors and small modular reactors (SMRs) — is a growing part of this picture, with federal policy now pushing to streamline licensing and accelerate deployment. One example is �鶹TV��վ’ involvement as part of a nuclear project’s early development, where �鶹TV��վ supported critical geotechnical investigation, on-site testing and advanced surveying services — informing site design, infrastructure placement and regulatory approvals for a facility designed to deliver reliable, long-term power capacity.��

�鶹TV��վ has also recently secured work supporting a large, nationally scaled data center platform — programs that demand rapid mobilization, consistent execution across regions and reliable delivery in mission-critical environments.

Beyond these core platforms, �鶹TV��վ is also active in defense modernization — areas where security spending and infrastructure delivery are converging in real time.

Looking Ahead

The signal from Washington and the capital markets is the same: the country needs to build, and it needs to build fast, at scale and with a level of reliability that many programs have not historically required.

At �鶹TV��վ, the focus is on helping clients translate long-term trends into executable solutions — supporting infrastructure across power, advanced manufacturing, data and mission-critical systems that are resilient, adaptable and aligned with where capital and policy are converging.

When this infrastructure gets built well, the benefits extend beyond the project itself — economic opportunity, jobs, reliability and long-term stability for the communities that depend on it. That’s the work �鶹TV��վ is focused on.

Harshal Desai

Chief Growth Officer

Harshal Desai serves as Chief Growth Officer of �鶹TV��վ, responsible for driving growth by focusing on major accounts and marquee projects in key end markets. He brings 25+ years of experience in the AEC industry and has been involved with major infrastructure projects in U.S. and globally, with end markets including transportation, water, federal and power. He is a registered professional engineer with master’s and bachelor’s degrees in civil engineering.

Harshal has built an exceptional reputation in our industry and has forged strong working relationships with key stakeholders. He is well recognized and active in the AEC community and professional organizations. Harshal has often been recognized for his endeavors, having been named one of Engineering News-Record’s (ENR) Top 20 under 40 for the Southwest region.

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�鶹TV��վ Reinforces Longstanding Partnership with Gwinnett County as Presenting Sponsor of 2025 State of the County Address

a-barbagallo — Fri, 04 Apr 2025 19:50:55 +0000

�鶹TV��վ was recently the presenting sponsor for the 2025 State of Gwinnett County Address, hosted by the Council for Quality Growth and the Gwinnett Chamber of Commerce.��

�鶹TV��վ CEO Jacque Hinman opened the program with remarks that reflected the company’s decades-long relationship with Gwinnett County and its commitment to community partnership and progress. The remarks were followed by a two-minute video presentation showcasing the firm’s regional impact.��

“Our relationship with Gwinnett is grounded in shared purpose and trust,” says Hinman. “At �鶹TV��վ, we lead with heart, put people first and deliver with excellence. We’re proud to support the county’s long-term growth through collaborative partnerships and infrastructure solutions that enhance quality of life.”��

The sponsorship comes at a critical time as Gwinnett County continues to advance major initiatives in transit, housing, public safety and workforce development. As a longstanding program management partner to the County, �鶹TV��վ remains focused on delivering responsive services that support these bold goals.��

“Our presence at this event affirms �鶹TV��վ’ dedication not just to the work but to the people and purpose behind it,” Hinman adds. “We’re invested in Gwinnett’s future and honored to be part of its continued success.”

About �鶹TV��վ Technical Consultants:��

Headquartered in Austin, Texas, �鶹TV��վ is a leading provider of Infrastructure and Environmental Solutions. We partner with our clients to improve performance and extend the lifecycle of built and natural infrastructure assets stressed by climate, health, and economic impacts. With 3,500+ employees nationwide, �鶹TV��վ brings deep technical expertise to public- and private-sector clients, integrating services across four primary disciplines: Environmental (ENV); Testing, Inspection and Certification (TIC); Engineering & Design (E&D); and Program Management/Construction Management, and Quality Management (PCQM). To learn more about �鶹TV��վ innovations for transportation, commercial, water, government, education, and industrial markets, visit .��

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Media Contacts:��

Carolyn King
Director of Communications
carolyn.king@oneatlas.com��

Lori Irvine
Senior Vice President of Marketing & Communications
lori.irvine@oneatlas.com��

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Bridging Continents: Meet Shuhui Yang

a-barbagallo — Wed, 22 May 2024 14:00:41 +0000

Q&A: For Asian American and Pacific Islander Heritage Month, we’re spotlighting Shuhui Yang, E.I.T., a Project Manager helping the Georgia Department of Transportation (GDOT) manage a range of local, government-administered infrastructure projects.

Where did you live before moving to the United States for college?

I’m from Jinan, in the Shandong province of China.

What led you to join �鶹TV��վ?

My path to �鶹TV��վ began after I completed my master’s in environmental engineering at the University of Colorado, Boulder. A friend recommended the company, praising its inclusive environment and the kindness of its employees. This seemed like the perfect place to apply my skills and continue growing professionally.

Why did you choose to study engineering?

Interestingly, my major was chosen with a little help from a fortuneteller, as per my mom’s suggestion, who foresaw water playing a significant role in my success. My interest in physics, chemistry, and biology also steered me towards environmental engineering.

How has your heritage influenced your career in engineering and project management?

Growing up in China, I learned the value of hard work and respect, which I integrate into my professional life. Though I’m known to describe myself as ‘not the most confident,’ my mentor, Felecia [Basolo], has been incredibly supportive, helping me realize my worth and contributions to the team.

Why was �鶹TV��վ’ commitment to inclusion and diversity important in your decision to join?

Working in a friendly and inclusive environment makes daily interactions and overall life much easier. It’s important to me to be part of a company where collaboration and respect are valued.

From your perspective, why are diversity, equity, and inclusion important in engineering?

In engineering, you can’t work in isolation; collaboration is key. Working with approachable colleagues who are willing to help and answer questions fosters a productive environment that is conducive to project success.

Can you describe your role as a project manager?

This position is responsible for ensuring timely completion and quality control of engineering projects such as the construction and maintenance of shared use paths, roadway improvements, pedestrian bridges, streetscaping, and signalizing intersection upgrades.

Responsibilities include verifying compliance with industry standards at the local, state, and federal levels in addition to monitoring impacts to scope, schedule, and budget. Monthly presentations of project status are required at the state and local level in both internal and external audiences.

Currently, I’m managing eight projects. It’s a role where I’m constantly learning and adapting.

What advice would you give to young Asian-American engineers?

Be proud of your heritage and don’t hesitate to voice your ideas. Confidence is key, and embracing your cultural background can enrich your professional experience.

Are we doing enough to support Asian American voices in our field?

While there have been efforts, there’s always room for improvement. Simple initiatives like cultural appreciation days or sharing stories and customs from different countries can enhance understanding and inclusivity.

Why do you think food plays a significant role in cultural exchange?

Food is deeply embedded in Chinese culture, and for me, cooking Chinese dishes is a way to connect with my roots. It’s also a fantastic medium for sharing and experiencing different cultures, especially in a diverse place like Duluth, GA, where Chinese cuisine and ingredients are readily accessible.

Shuhui Yang

Project Manager

Shuhui Yang specializes in environmental engineering, focusing on water quality and groundwater modeling. With a lifelong interest in the sciences, she has committed her academic and professional life to advancing understanding of hazardous in groundwater. At the University of Colorado Boulder, Shuhui excelled in using R (programming language) for data analysis and ArcGIS Pro for spatial analysis, making significant contributions to a comprehensive, water quality database review of over 800,000 samples.

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The Project Coordination Office Saving Chicago Millions in Infrastructure Improvements

a-barbagallo — Tue, 19 Sep 2023 15:11:35 +0000

�鶹TV��վ Senior Civil Engineer/On-Site Project Manager Clinton McClure shares insights into Chicago’s Project Coordination Office, which he’s been a part of since 2012.

The ‘Building a New Chicago’ program, a $7-billion infrastructure investment announced by former Mayor Rahm Emanuel in 2012, generated an influx of transportation projects for the Chicago Department of Transportation (CDOT), spurring new innovations in the process.

To keep development on schedule, CDOT officials founded the Project Coordination Office (PCO), an internal management agency that could administer work between utility companies and other agencies that help improve the public right of way.

Along with connecting various stakeholders to improve information sharing, the PCO enables efforts to improve city infrastructure and reduces waste and duplication to boost savings across public and private agencies by an average of $22.8 million a year.

It consists of engineers and planners from prime consultant Collins Engineers and its various sub-consultants, including , an �鶹TV��վ Company, where Clinton McClure has amassed 11 years of experience.

“We developed a mapping application called to visualize project data and identify problem areas that need coordination. DotMaps has been adapted to be used by city officials, utility companies, and even the general public with ChiStreetWork.” — Clinton McClure, Senior Civil Engineer/On-site Project Manager at �鶹TV��վ

The PCO coordinates infrastructure projects across Chicago by gathering information from public and private utility companies about their capital improvement programs. Personnel are able to coordinate projects with special event planners like the Lollapalooza music festival and the Chicago Marathon hosted by Bank of America.

This includes using maps to identify areas where multiple projects will take place at the same time and communicating with those agencies to develop a succession of projects that minimizes the amount of new asphalt or concrete that is removed by future work. Projects are then recorded in a Memorandum of Understanding that all parties sign before construction takes place.

“An important aspect of the PCO is the open line of communication between us and our client. We’re working very closely to deliver timely infrastructure improvements that benefit the entire city. This program allows us to serve our community through serving our client.” — Dr. Jing (Connie) Li, PhD, PE, President of TranSmart

This ensures that all underground work takes place on a street before final asphalt resurfacing begins, allowing the road surface to remain undisturbed for longer than it would have been otherwise, saving both material and labor costs to the utility or agency that can be allocated towards future construction.

CDOT has recognized the value that the PCO has in promoting cooperation among various stakeholders and driving efficiency in infrastructure improvements.

“[The PCO] has improved collaboration with other agencies and service providers within the public right of way, helping save taxpayers millions of dollars while minimizing disruption for residents and businesses,” said Gia Biagi, a previous CDOT Commissioner. “With a busy construction season around the corner, we look forward to continuing to find ways to improve and streamline the process of delivering infrastructure improvements across Chicago.”[1]

And TranSmart has helped the PCO achieve these improvements, providing support for both project coordination as well as technical review of construction drawings submitted to CDOT for permit approval and GIS analysis of public data for planned construction projects, permits, and recently resurfaced streets.

“The PCO is proudly comprised of dedicated staff across our partner firms who deeply and genuinely care about their city. TranSmart has been a steady and committed sub-consultant partner on this project over the years and has played an important role in helping to create the powerful results that we have delivered for our client,” said Kelly Samara, program manager for CDOT-PCO.

PCO staff engineers include Dillon Rattray-Mattis, Bernard Lodyga, and on-site project manager Clinton McClure, P.E.

The PCO, which some records list as the first of its kind in the U.S., has saved the City $251 million due to its coordination efforts. Today the PCO continues to provide swift management of many infrastructure improvements that help boost the quality of life in Chicago.

[1] “CDOT’s Project Coordination Office Saved Chicago $23.7 Million in 2022” City of Chicago, February 27, 2023. https://www.chicago.gov/city/en/depts/cdot/provdrs/future_projects_andconcepts/news/2023/february/ProjectCoordinationOffice.html

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Managing a $400M Infrastructure Investment in Georgia

a-barbagallo — Fri, 14 Jul 2023 04:09:31 +0000

The new fire station in Decatur, Ga., is one of five being constructed as part of a county-wide infrastructure improvement program.

In 2017, voters in DeKalb County, Ga., overwhelmingly approved a one-cent sales tax increase to fund infrastructure improvements. As the last county in the Atlanta metro area to implement a Special Purpose Local Option Sales Tax (SPLOST), residents were well aware of the positive impact these improvements could have on their communities. Expectations were high. “The public trusted us with this investment, and we had to deliver,” says Zach Williams, DeKalb County’s chief operating officer. “With our staff deep into the day-to-day operations of running the county, we knew we were going to need support to augment our staff and help us define and execute the projects we had identified.”

After conducting a qualification based selection process, county officials selected �鶹TV��վ Technical Consultants, a national provider of program management and construction management services. “They were simply the best fit. We were aware of their reputation based on their work on other SPLOSTs throughout the state. And they’ve done an outstanding job,” Williams says.

Since 2018, �鶹TV��վ has been supporting DeKalb County with a multidisciplinary team of designers, managers, schedulers, cost estimators, construction inspectors and administrative support personnel. The sixyear program is expected to result in $400 million in funding for projects such as safety and signal improvements, sidewalks and multi-use trails, updated public safety equipment and facilities, and capital improvements to parks, public clinics, senior centers and libraries. The largest investment is being directed toward resurfacing roadways throughout the county. “With four active paving contracts currently underway, the county is on pace to repave 100 miles of roadway this year. Prior to SPLOST, they only had the resources to see to 10 to 12 miles each year. It’s really been a success story, and all for just that extra penny,” says Chris Kingsbury, program manager for �鶹TV��վ.

On June 12, more than 200 residents and firefighters attended the grand opening of a new 􀀁re station in the southwest corner of the county– the first in almost a decade. The previous facility was constructed in 1953 and due for an overhaul, but it was not merely a brick-and-mortar improvement. “Chris and his team used these projects to not only modernize the structure but to modernize the way our firefighters carry out their duties. These are the people who are running into burning buildings and they deserve a clean, safe and welcoming environment. We’re also including community rooms in the new firehouses (a total of five will be built) to promote oneness with the community,” Williams says.

DeKalb County’s robust business community is also benefiting from the program. The 20% small business commitment included in the SPLOST agreement has been exceeded each year and mentorprotégé arrangements have been developed to provide valuable work experience to disadvantaged businesses.

For leaders in the county, it was important to use the program as a means of raising the profile of DeKalb, while also providing a higher quality of life for its residents. “It has given DeKalb County an opportunity to assert its place in the metro Atlanta area. We haven’t been able to invest in our infrastructure like other jurisdictions that have had SPLOSTs for decades. This has been a game-changer not only in how our county looks but also in giving our residents a reason to have faith in their government. And �鶹TV��վ has been a great partner in making that happen,” Williams says.

Communication and transparency have been keys to the program’s success. Using the county’s GIS system, project progress is updated and made available to the public. Residents can simply go to the county’s website, click on a penny icon and then enter their address to see a list of improvements that have been made in their neighborhood. An email hotline was set up where issues can be reported and complaints lodged, but the inbox has remained largely empty. “I think we’ve only had to respond to around five issues, which is just a testament to how the work is being delivered,” says Williams.

SPLOST programs are unique to the state of Georgia, the first was created in 1985, and �鶹TV��վ has become the go-to consultant for a majority of the programs in the Atlanta metro area, along with others throughout the state. �鶹TV��վ also does similar CIP development and administration work for public agencies around the country. “I don’t think of �鶹TV��վ as a consultant— they’re part of us,” Williams says “They have an office that’s closer to me than some of our department heads and we meet on a regular basis. You can definitely say they’re embedded in our staff, and that’s where we need them to be.”

Published by Engineering News-Record (ENR) – Environmental Management On July 1, 2023

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Inside GDOT’s LAP Program: How Felecia Basolo Helps Local Agencies Navigate Federal Aid for Transportation Projects

a-barbagallo — Wed, 29 Mar 2023 21:57:12 +0000

ATLAS DULUTH, GA — When Felecia Basolo opens her dashboard, an onslaught of information overwhelms the screen.

“There are hundreds, maybe even thousands of people involved with federal aid,” she said. “I just try to keep all the chaos moving forward.”

As Deputy Program Manager of the initiative, Felecia facilitates core activities of federally funded transportation projects.

Responsible for reporting bottlenecks to the Georgia Department of Transportation’s (GDOT) Program Delivery Office, Felecia typically liaises with local agencies and municipalities on project deliverables to offset delays.

If Felecia’s team of project managers encounters potential setbacks, she intervenes to keep processes moving.

Yet the duration of federal aid projects largely depends on their complexity and can last five to 10 years.

“The majority of our work so far has involved bringing cities up to more pedestrian- and bicycle-friendly standards,” she said. “Making downtown districts safer, road-widening projects, intersection improvements, that sort of thing.”

To keep pace, Felecia helps partner agencies walk through stringent federal requirements, as noncompliance by local parties remains a well-documented risk area.

“We provide support for various external entities in need. We often jump into unforeseen situations to support community staff, and other team members, because we understand that unique situations occur,” she said. “It’s based on community needs.”

But agency officials aren’t the only people Felecia advises.

Under , Felecia upskills GDOT personnel, too.

“After GDOT employees [and other clients] are onboarded, the learning begins. Our team is blessed with lots of experience, and that’s where our strength lies,” Felecia said. “We’re able to talk [new employees] through complex scenarios and show them how things work.”

Between former Federal Highway Administration (FHWA) Engineer, Wright Aldridge, former GDOT Engineer, Mark Lawing, and others, the team holds more than 150 cumulative years of experience.

“There’s a built-in wealth there,” she said. “I can walk around the corner and talk to the person who implemented policies numerous times so that I can effectively communicate [policy] nuances to others.”

Still, each project poses its own set of distinct challenges. The majority of issues Felecia encounters are communication-based rather than technical.

“We learn from these types of hiccups, we can manage them easier whenever they come up again,” she said.

One particular lesson learned would’ve cost a project valuable time to rectify.

Felecia noticed that the Atlanta Police Department (APD) hadn’t been notified of a in downtown Atlanta. The project would conflict with adjacent security and traffic cameras.

“When we move the poles or do any work with the signalization, we have to account for how it may affect things like attached cameras and video cables,” she said. “They all exist on the same electric grid.”

Shortly after detecting the discrepancy, Felecia was able to connect the designer to APD and transfer information that led to a plan to mitigate the conflicts.

Felecia characterizes these lessons as invaluable.

“When things fall through and we learn what not to do, it’s actually more beneficial,” she said. “If we’re able to apply these lessons to upcoming projects, that’s a win.”

LAPs make up 20 percent of Georgia’s Statewide Transportation Improvement Program. FHWA data suggest that LAPs across 45 states will involve in federal aid within a couple of years.

Getting through intricate processes like environmental reviews and public comment periods tends to prolong new construction projects.

But with Felecia’s help, resource-limited agencies can access guidance to keep federally funded infrastructure plans moving.

“It goes beyond the pavement. The services we provide help bring amazing projects to fruition,” she said. “I’m just thankful I get to be a part of it.”

Felecia Basolo holds licenses in Project Management (PMP) and Professional Engineering (PE). She grew up in an Illinois town of 600 people, where she excelled in math, science, and physics at an early age. She was formerly with the Illinois Department of Transportation and began her career at �鶹TV��վ in 2006. She graduated from Southern Illinois University with a bachelor’s in Civil Engineering and went on to Brenau University to obtain a master’s in Business Administration.

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�鶹TV��վ Transportation Services

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�鶹TV��վ Awarded Project Management Contract for BREC in Louisiana

�鶹TV��վ — Thu, 16 Feb 2023 17:16:57 +0000

AUSTIN, Texas, Feb. 16, 2023 (GLOBE NEWSWIRE) — �鶹TV��վ Technical Consultants, Inc. (Nasdaq: ATCX) (“�鶹TV��վ” or the “Company”), a leading Infrastructure and Environmental solutions provider, announced that it has been awarded a program management services contract by the East Baton Rouge Parish Recreation and Parks Commission (BREC), the agency that manages parks and recreational facilities in East Baton Rouge Parish, Louisiana, to provide project management services on capital improvement projects with a total construction value of roughly $100 million. �鶹TV��վ’ portion of the contract has an initial value of approximately $6 million with a three-year term and the option for two, two-year extensions.

Under the contract, �鶹TV��վ’ professional and technical staff will support BREC staff with professional program management services during all phases of select capital improvement projects. �鶹TV��վ will provide comprehensive project management services including program implementation strategies, schedule and budget development, program monitoring and control, contractor and environmental oversight, and public involvement and outreach for various capital improvement projects on new and existing facilities in the region.

“We are excited to build on our longstanding presence in Louisiana and are grateful that BREC has entrusted us to help deliver this essential community-based program. The importance of parks and recreation facilities in our communities cannot be overstated,” said L. Joe Boyer, CEO of �鶹TV��վ. “We look forward to applying �鶹TV��վ’ wide breadth of program management capabilities and experience in providing comprehensive support on large-scale capital improvement programs to enhance BREC’s unique system of parks.”

About �鶹TV��վ Technical Consultants
Headquartered in Austin, Texas, �鶹TV��վ is a leading provider of Infrastructure and Environmental Solutions. We partner with our clients to improve performance and extend the lifecycle of built and natural infrastructure assets stressed by climate, health, and economic impacts. With 3,500+ employees nationwide, �鶹TV��վ brings deep technical expertise to public- and private-sector clients, integrating services across four primary disciplines: Environmental (ENV); Testing, Inspection and Certification (TIC); Engineering & Design (E&D); and Program Management/Construction Management, and Quality Management (PCQM). To learn more about �鶹TV��վ innovations for transportation, commercial, water, government, education, and industrial markets, visit��.

Forward-Looking Statements
The statements contained in this press release that are not purely historical are forward-looking statements. Our forward-looking statements include, but are not limited to, statements regarding our management team’s expectations, hopes, beliefs, intentions or strategies regarding the future. The information included in this press release in relation to �鶹TV��վ has been provided by �鶹TV��վ and its management team, and forward-looking statements include statements relating to �鶹TV��վ’ management team’s expectations, hopes, beliefs, intentions or strategies regarding the future. In addition, any statements that refer to projections, forecasts or other characterizations of future events or circumstances, including any underlying assumptions, are forward-looking statements. The words “anticipate,” “believe,” “continue,” “could,” “estimate,” “expect,” “intends,” “may,” “might,” “plan,” “possible,” “potential,” “predict,” “project,” “should,” “would” and similar expressions may identify forward-looking statements, but the absence of these words does not mean that a statement is not forward-looking. The forward-looking statements contained in this press release are based on our current expectations and beliefs concerning future developments and their potential effects on us and are based on management’s experience and perception of historical trends, current conditions, anticipated future developments and other factors believed to be appropriate. There can be no assurance that future developments affecting us will be those that we have anticipated. These forward-looking statements involve a number of risks, uncertainties (some of which are beyond our control) or other assumptions that may cause actual results or performance to be materially different from those expressed or implied by these forward-looking statements. These risks and uncertainties include, but are not limited to: (1) the effect, impact, potential duration or other implications of the COVID-19 pandemic and any expectations we may have with respect thereto; (2) the risk that our actual results may differ from the guidance we have provided; (3) the ability to recognize the anticipated benefits of our past acquisitions, which may be affected by, among other things, competition, the ability of the Company to grow and manage growth profitably, maintain relationships with customers and suppliers and retain management and key employees; (4) changes adversely affecting the business in which we are engaged; (5) changes in applicable laws or regulations; (6) the possibility that the Company may be adversely affected by other economic, business, and/or competitive factors; and (7) other risks and uncertainties indicated from time to time in the Company’s filings with the U.S. Securities and Exchange Commission, including those under “Risk Factors” therein.

Contacts:

Media
Karlene Barron
770-314-5270
karlene.barron@oneatlas.com

Investor Relations
Chase Jacobson, Vallum Advisors
512-851-1507

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California High-Speed Rail Authority Selects �鶹TV��վ and Its JV Partners for $400 Million Program Management Contract

�鶹TV��վ — Tue, 03 Jan 2023 17:14:01 +0000

As part of the AECOM-led joint venture, �鶹TV��վ will provide quality management for the California High-Speed Rail Project

�鶹TV��վ to book approximately $65 million to backlog in fourth quarter 2022

AUSTIN, Texas, Jan. 03, 2023 (GLOBE NEWSWIRE) — �鶹TV��վ Technical Consultants, Inc. (Nasdaq: ATCX) (“�鶹TV��վ” or the “Company”), a leading Infrastructure and Environmental solutions provider, announced today that it is a member of the joint venture team that was selected to provide program delivery support for the California High-Speed Rail project. The joint venture, led by AECOM, includes �鶹TV��վ, other partners and 26 small businesses, disadvantaged business enterprises, and disabled veteran business enterprise firms. The $400 million contract awarded by the California High Speed Rail Authority has a term of four years, with two, one-year extension options. �鶹TV��վ will book approximately $65 million in fourth quarter 2022 backlog with work expected to begin immediately.

“We are extremely proud to be part of the AECOM-led joint venture and look forward to implementing a best-in-class quality management system for the California High-Speed Rail project, which will help California lead the nation in building world-class infrastructure and combat climate change,” said L. Joe Boyer, �鶹TV��վ’ Chief Executive Officer. “This win highlights the success we have had in expanding our technical capabilities and scale through acquisitions, enabling us to partner with our clients and communities nationally to transform the way mega-infrastructure projects are delivered.”

As part of the joint venture team, �鶹TV��վ will develop and implement a quality management system that assures plans, processes, and actions of this world-class transportation program are executed in an interconnected, unified, and mutually beneficial manner while ensuring compliance with internal and external requirements.

The California High-Speed Rail project is the first of its kind in the United States. It will transform how people commute and travel, spur economic growth, and promote a cleaner environment by connecting NorCal to SoCal via reliable rail. There are currently 119 miles of rail line under construction and 52 miles under advanced design in the Central Valley with service expected to begin by the end of the decade. Through disciplined environmental initiatives that outline land preservation measures, recycling programs, and renewable energy investment, the project will ensure the protection of natural resources at every step; per year, California High-Speed Rail operations are projected to generate greenhouse gas emissions savings of roughly two million metric tons in carbon dioxide equivalent.

Contacts:

Media
Karlene Barron
770-314-5270

Investor Relations
Chase Jacobson, Vallum Advisors
512-851-1507

The post California High-Speed Rail Authority Selects �鶹TV��վ and Its JV Partners for $400 Million Program Management Contract appeared first on �鶹TV��վ.

�鶹TV��վ Reselected to Support Federal Aid Projects by the Georgia Department of Transportation

�鶹TV��վ — Wed, 19 Oct 2022 16:11:12 +0000

�鶹TV��վ to provide program management services to local public agencies under a 5-year, $25 million max-value contract

AUSTIN, Texas, Oct. 19, 2022 (GLOBE NEWSWIRE) — �鶹TV��վ Technical Consultants, Inc. ��(Nasdaq: ATCX) (“�鶹TV��վ” or the “Company”), a leading Infrastructure and Environmental solutions provider, announced today that it has been re-selected by the Georgia Department of Transportation (GDOT) to provide program management services for ongoing and future transportation projects throughout the state under the Local Administered Projects (LAP) program, which it has been supporting for over twenty years. The contract has a base term of three years with two, one-year extension options, and has a maximum value of $25 million.

The LAP program guides and supports local public agencies to manage activities on projects that receive Federal-aid funding through a set of standard policies. This will include projects that will potentially receive funding from the Infrastructure Investment and Jobs Act (IIJA). In Georgia, over 20 percent of the national Federal-aid program is administered by local public agencies, which can represent several hundreds of projects annually. Under the contract, �鶹TV��վ’ technical staff will work alongside staff from GDOT and local public agencies in cities and counties throughout the state to provide program management services. These services span the project lifecycle from award of funding through construction and to ensure projects are delivered safely and efficiently while protecting the natural resources of the State.

“A key pillar of �鶹TV��վ’ corporate purpose is our dedication to providing the communities in which we live and work with safe and sustainable infrastructure solutions,” said �鶹TV��վ CEO, L. Joe Boyer. “�鶹TV��վ has a deep history of providing professional and technical services to GDOT, and we are excited to be able to continue to work closely with local agencies throughout the state in helping to achieve their transportation infrastructure goals.”

Contacts:

Media
Karlene Barron
770-314-5270

Investor Relations
Chase Jacobson, Vallum Advisors
512-851-1507

The post �鶹TV��վ Reselected to Support Federal Aid Projects by the Georgia Department of Transportation appeared first on �鶹TV��վ.

�鶹TV��վ Awarded $6.5 Million Program and Project Management Contract for Cobb County PARKS SPLOST in Georgia

�鶹TV��վ — Wed, 13 Jul 2022 16:10:59 +0000

Reselected for third consecutive contract with Cobb County PARKS SPLOST

AUSTIN, Texas, July 13, 2022 (GLOBE NEWSWIRE) — �鶹TV��վ Technical Consultants, Inc. (Nasdaq: ATCX) (“�鶹TV��վ” or the “Company”), a leading Infrastructure and Environmental services provider, announced that it has been reselected for a six-year, $6.5 million contract to provide program management services for the Cobb County PARKS 2022 Special Purpose Local Option Sales Tax (SPLOST) Program. The 2022 SPLOST is projected to collect $52.2 million over the life of the program which will fund improvements to existing parks and the development of new parks in the County.

The 2022 SPLOST program is the third consecutive SPLOST program that �鶹TV��վ will manage for Cobb County PARKS. The contract extends �鶹TV��վ’ long-standing partnership with the County, supporting their efforts to improve residents access to green spaces for social gatherings and recreational activities. �鶹TV��վ will utilize staff housed at Cobb County PARKS to provide Program Management, Pre-Construction and Construction Management Services for these projects which were approved by the citizens of Cobb County in the SPLOST referendum.

“�鶹TV��վ has managed the Cobb PARKS SPLOST program since 2012, and we are honored to continue serving the County, as an extension of the PARKS staff,” said Joe Boyer, �鶹TV��վ’ Chief Executive Officer. “We are committed to providing consistent quality and results as we support programs intended to address our customer’s Environmental, Social, and Governance (“ESG”) needs. This contract is a prime example of the ongoing work we do with customers across the country to strengthen the communities we serve.”

Forward-Looking Statements
The statements contained in this press release that are not purely historical are forward-looking statements. Our forward-looking statements include, but are not limited to, statements regarding our or our management team’s expectations, hopes, beliefs, intentions or strategies regarding the future. The information included in this press release in relation to �鶹TV��վ has been provided by �鶹TV��վ and its management team, and forward-looking statements include statements relating to �鶹TV��վ’ management team’s expectations, hopes, beliefs, intentions or strategies regarding the future. In addition, any statements that refer to projections, forecasts or other characterizations of future events or circumstances, including any underlying assumptions, are forward-looking statements. The words “anticipate,” “believe,” “continue,” “could,” “estimate,” “expect,” “intends,” “may,” “might,” “plan,” “possible,” “potential,” “predict,” “project,” “should,” “would” and similar expressions may identify forward-looking statements, but the absence of these words does not mean that a statement is not forward-looking. The forward-looking statements contained in this press release are based on our current expectations and beliefs concerning future developments and their potential effects on us and are based on management’s experience and perception of historical trends, current conditions, anticipated future developments and other factors believed to be appropriate. There can be no assurance that future developments affecting us will be those that we have anticipated. These forward-looking statements involve a number of risks, uncertainties (some of which are beyond our control) or other assumptions that may cause actual results or performance to be materially different from those expressed or implied by these forward-looking statements. These risks and uncertainties include, but are not limited to: (1) the effect, impact, potential duration or other implications of the COVID-19 pandemic and any expectations we may have with respect thereto; (2) the risk that our actual results may differ from the guidance we have provided; (3) the ability to recognize the anticipated benefits of our past acquisitions, which may be affected by, among other things, competition, the ability of the Company to grow and manage growth profitably, maintain relationships with customers and suppliers and retain management and key employees; (4) changes adversely affecting the business in which we are engaged; (5) changes in applicable laws or regulations; (6) the possibility that the Company may be adversely affected by other economic, business, and/or competitive factors; and (7) other risks and uncertainties indicated from time to time in the Company’s filings with the U.S. Securities and Exchange Commission, including those under “Risk Factors” therein.

Contacts:

Media
Karlene Barron
770-314-5270
karlene.barron@oneatlas.com

Investor Relations
Chase Jacobson, Vallum Advisors
512-851-1507

The post �鶹TV��վ Awarded $6.5 Million Program and Project Management Contract for Cobb County PARKS SPLOST in Georgia appeared first on �鶹TV��վ.