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Donna Williams Reflects On A Career Built To Last

When You Look Back At Your Career, What Moments Really Stand Out In Shaping Your Journey?

What stands out most is how early my path shifted from purely technical work into leadership. I started as a mechanical engineer in Washington, DC, and even then, I had a natural tendency to coordinate people and keep project tasks moving. Within 18 months, my manager created a project engineering role for me and pulled me off the technical team, allowing me to focus on making sure everything was running smoothly.

A defining moment came when our project manager had a medical emergency and was suddenly out. I stepped in and kept the project moving. Shortly after, I was promoted to project manager. That was a real inflection point where I realized I could lead complex efforts and people trusted me to do it.

How Did Parsons Help You Move From Technical Roles Into Leadership?

Parsons held a nationwide contract with the FAA to provide technical support services to modernize and maintain the National Airspace System across more than 600 locations in the United States. Early in my career, I managed a broad range of technical, engineering, project, and construction support services in the Southwest Region and later the Central Service Area, covering more than 20 states. In these roles, I progressed from a primarily technical focus into increasingly broader leadership responsibilities.

I was given opportunities to manage large, complex programs, open and grow offices in Dallas and Fort Worth, Texas, and take on major assignments like providing program management support services for the George Bush Intercontinental Airport Terminal Redevelopment Program for the Houston Airport System.

Parsons also taught me how decisions are made, how leaders think, and how strategy connects to execution. I was selected for the leadership council, one of a small group that shadowed the executive team, which was incredibly formative. Parsons is a diverse company with a philosophy that resonates with me because if you’re treated well and the work is meaningful, why leave? That environment made it possible for me to grow continuously while staying true to who I am.

With Mentorship As A Big Part Of Your Role Today, What Do You Look For, And How Do You Help People Find Their Path?

I look for people who are open to ideas, feedback, and different perspectives. The strongest teams are diverse in every sense from background and experience to age and methods of thinking. When you bring that kind of openness together, you get better ideas and better outcomes.

When I mentor, I focus on a few core things. First, as a mentee, you have to be willing to accept help from many directions. Second, listening is critical. When a mentor offers guidance, really listen and try to implement it. Even if the advice feels challenging, you won’t know if you don’t try.

I also remind people that growth takes time, and mistakes are part of the process. Don’t be so hard on yourself that you stop moving forward. Give yourself permission to learn.

What Makes Parsons A Place Where People Can Really Grow And Build A Long-Term Career?

Also, the work itself matters. Being part of projects like airport infrastructure in Houston, where you’re helping move people safely across the country, is incredibly rewarding. When you combine meaningful impact, strong values, and a wide range of opportunities to grow, it creates an environment where people build more than careers, they build their future, as well as build likeminded industry-related communities.

Is There A Project Or Accomplishment You’re Especially Proud Of?

One that really stands out is the FAA program I mentioned earlier. It started very simply, on paper, and grew it into a 12-year program. What makes me most proud isn’t just the scale or the longevity, but the people behind it and how consistently they delivered exactly what the client needed.

By building strong relationships and truly listening to the client, we earned trust that led to repeat business. The work expanded across multiple FAA regions and created opportunities well beyond the original scope.

Has Your Career At Parsons Influenced Your Life Outside Of Work, And If So, How?

My life outside of work really complements what I do at Parsons. The leadership skills I’ve developed there have opened doors for me to serve in meaningful ways beyond the company. It’s influenced how I lead and serve everywhere else in my life.

I’ve been honored to be appointed by Former-President Bush and confirmed by the US Senate to serve on the Corporation for National and Community Service board of directors, based in Washington, DC, and later appointed by Texas Governor Perry to a higher education board of regents, where I served as chair for several years.

I was then appointed by Texas Governor Abbott to the Texas Higher Education Coordinating Board (Director, then Vice Chairman), giving me the opportunity to work with universities across Texas.

I’m an original member, and I still serve on the national advisory board The Laura W. Bush Institute for Women’s Health of the Texas Tech University Health Sciences Center, dedicated to improving the lives of women throughout Texas.

Recently, the governor’s office notified me of his intent to appoint me to the Governor’s Commission for Women, where I’ll help support women-owned businesses and initiatives that advance women across the state.   

What Trends Will Have The Biggest Impact On Aviation And Infrastructure?

Technology will have the biggest impact on the future of aviation. We’re already seeing the shift toward more hands-off, seamless experiences like checking in before you even get to the airport, dropping off baggage with minimal interaction, and moving through terminals more efficiently. That trend is only going to accelerate.

I’m also attending a conference in March focused on the technologies airports around the world are adopting, and it’s clear that the most forward-looking infrastructure projects are those that plan for flexibility and innovation.

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As global investments in complex infrastructure continue to rise, the need for efficient, streamlined project management has become vital. The Project Delivery Partner (PDP) model, a collaborative approach for managing large-scale projects, addresses this need by providing a single point of responsibility for overseeing and coordinating all aspects of the project lifecycle and fostering collaboration among all stakeholders. A key value of the PDP model is its emphasis on key performance indicators (KPIs). Utilizing KPIs elevates program management to a higher level of accountability, facilitating transparency and promoting continuous improvement.

Our team has used the PDP model for projects around the world, including the Hudson Tunnel Project in New York/New Jersey and several giga-projects in the Middle East.

Project Delivery Partner For Airports

The PDP model is particularly suited for complex, large-scale airport projects where integrated management of design, engineering, construction, and commissioning is critical to achieving on-time, on-budget results.

Our Project Delivery Partner model leverages our extensive global experience in delivering complex aviation infrastructure to manage every aspect of the project lifecycle. Our experts serve as an embedded extension of the airport owner’s team, overseeing all phases of the project from initiation to handover. With decades of experience in airport infrastructure, we bring industry-specific expertise in construction management, systems integration, and stakeholder coordination.

Our team serves as the single point of responsibility to ensure that every aspect of the project aligns with the airport’s operational and strategic goals. We work alongside airlines, regulatory agencies, and other stakeholders to ensure a seamless delivery.

  Responsibilities And Expertise

• Project Planning & Scheduling: We develop comprehensive project schedules that incorporate critical paths, milestones, and dependencies, using sophisticated planning tools and techniques essential for minimizing disruptions to airport operations.
• Design & Engineering Coordination: With a seasoned team of aviation-focused architects and engineers, we ensure that design elements are practical, compliant, and future-ready. Our team also brings expertise in advanced systems like baggage handling, security, and air traffic management, which are integral to modern airport projects.
• Construction Management: Our team has a dedicated construction team with the expertise to conduct comprehensive cost estimates and provide insights into construction methods. This capability allows us to maintain better control over project costs while also evaluating schedules to ensure they are both realistic and achievable.
• Risk Management: Our proactive risk management frameworks identify, assess, and mitigate potential risks early in the project. Our experience with airport-specific risks, such as environmental impact, regulatory compliance, and operational safety, helps reduce unforeseen challenges.
• Stakeholder Engagement: As the primary liaison for all project stakeholders, from regulatory bodies to local communities, we provide transparent and effective communication throughout the project, building trust and alignment in highly regulated environments.
• Procurement & Contract Management: We manage complex procurement processes, leveraging our global supply chain network to secure quality contractors and suppliers. With a focus on transparency and compliance, our experts ensure that all partners adhere to contractual terms and project standards.
• Quality Assurance & Control: We maintain rigorous quality control protocols to meet high aviation standards to reduce rework and ensure that every element—from runway infrastructure to passenger terminals—meets precise specifications.
• Safety & Compliance: Our comprehensive safety program aligns with international standards and minimizes hazards, ensuring a safe and compliant work environment from day one.

  Advantages Of The PDP Model

• Specialized Aviation Expertise: Our comprehensive understanding of airport environments and aviation-specific challenges increases the effectiveness of the PDP model and provides insights that enhance current project needs and future expansion potential.
• Efficient Project Oversight: Our well-developed project management processes provide centralized control, enabling quick responses to any project changes. The teams’ experience managing multi-billion-dollar projects translates into disciplined, results-driven oversight.
• Cost & Schedule Control: We are dedicated to maintaining budgets and timelines, implementing cost-effective solutions and tight schedule controls to minimize the risk of delays and budget overruns.
• Reduced Burden on Airport Operators: The PDP model allows the airport owner to delegate complex project management tasks, enabling the client to focus on core operations and long-term strategic goals.

 Addressing Potential Challenges

• Aligned Objectives & Communication: We prioritize communication and transparency between all project stakeholders, providing regular updates, transparent reporting, and collaborative decision-making to minimize misalignment risks and ensure project goals remain consistent with the airport owner’s vision.
• Clear Contractual Relationships: We leverage our extensive experience in managing subcontractor networks to maintain clear contractual frameworks and accountability standards, ensuring every partner and vendor meets established performance benchmarks.

Applications In Airport Projects

Our PDP model is particularly effective for the following types of airport projects:

• New Airport Construction: Leveraging end-to-end expertise, we manage everything from site preparation to final systems integration.
• Expansion & Renovation: Our team ensures seamless integration of new facilities with existing operations, minimizing disruptions to ongoing airport activities.
• Infrastructure Modernization: Our digital experts implement advanced technologies and manage upgrades to critical infrastructure like security, baggage handling, and air traffic systems.

By drawing on our vast experience and proven approach, we elevate the PDP model for airport project delivery, bringing specialized skills in airport operations, construction, and risk management. The result is a highly coordinated, efficient, and safe approach to delivering complex airport projects that meet the needs of both today’s and tomorrow’s travelers.

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In the post-COVID era, we are witnessing a tremendous jump in demand for air-travel, far exceeding forecasts. This burgeoning demand has put immense pressure on airport infrastructure assets. Many asset owners/operators are looking for opportunities to improve efficiency and throughput, not just on the airside (runways, aprons, taxi ways, etc.) but also on landside infrastructure (terminals and supporting infrastructure). Be it a broken conveyor belt at a luggage processing facility or an out of commission runway due to a deferred maintenance regime, such outages can have a significant impact on the airport’s overall performance and user experience. 

On January 11, 2023, an outage in the national NOTAM system delayed over 7,000 flights and resulted in more than 1,000 cancellations across the United States before the system was restored. Airports in Chicago, Los Angeles, New York and Atlanta suffered up to a 40% delay in flights. On a separate occasion, an outage of telecommunications infrastructure equipment at the Chicago Air Route Traffic Control Center (ARTCC) affected thousands of flights at O’Hare International Airport and induced substantial delays at the neighboring Cleveland, Minneapolis, Indianapolis and Kansas City ARTCCs. The disruption lasted for two weeks, and the airlines and aviation stakeholders reportedly lost over $350 million USD.  

Incidents like these happen around the world every day and highlight the extent and severity of service disruptions (and the underlying steep economic costs) faced by airport operators and travelers in their environment. Digital twins are capable of harnessing various streams of data and delivering predictive forecasts that can help airport operators avoid these types of interruptions to critical systems.   

Digitizing Aviation Infrastructure 

Airports depend on data to ensure smooth operations and a seamless travel experience. The ability to aggregate and visualize data from various systems enables timely decisions, proactive management of systems and assets, and avoids expensive repairs. Among the vast array of digital tools at the disposal of airport operators, digital twins are proving to be essential in aggregating, analyzing, and visualizing the status of various infrastructure components that keep airport complexes performing optimally. The digital twin environment not only offers an instant and comprehensive view of what is happening across systems and subsystems, but also provides insight into patterns and failures through simulations. This gives operators the ability to forecast catastrophic failures by using artificial intelligence and machine learning algorithms to parse through mounds of data pouring in from sensor suites and disparate systems. 

Technology Is In Our DNA 

In what is considered a world first, our Parsons X digital experts are delivering a unique digital infrastructure platform solution for one of the largest airports in the US (and one of the busiest in the world). The solution captures data from both airside and landside systems to deliver a unique, real-time view of components through a “single pane of glass” interface, enabling the optimization of the airport’s performance. The digital twin helped establish an up-to-date “smart campus” that is available 24/7 and integrated into a variety of critical engineering technology, information technology, and operation technology systems for planning, construction, operations, and maintenance of both facilities and civil infrastructure. The digital twin is hosted on a cloud-based platform and links to geographic information system (GIS) services, computer-aided design (CAD), building information modeling (BIM), enterprise asset management (EAM) systems, a Part 139 airside inspection database, weather station and embedded sensor data to provide a live view into multiple systems.  

In today’s increasingly digital aviation environments, the lack of a digital twin could significantly expand the risk envelope for operators. It is difficult for decision-makers not to have real-time visibility into complex interlinked systems/assets that are working 24/7 and schedule preventive maintenance on deteriorating assets before a catastrophic failure, cascading devastating impacts across the operational domain.  

We’ve planned, designed, constructed, managed, enhanced, and sustained terminal, landside, and airside infrastructure for over 450 airports in 40 countries. Using our extensive international experience, we’ve tailored our digital twin solution to add tremendous value to every phase of the airport lifecycle through three key functionalities: data ingestion and aggregation, advanced analytics, real-time visualization and monitoring that enable airport operators to take action. Parsons X digital advisory empowers our clients to navigate their choices, identify priorities, and realize value from digital twin investments. 

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Travelers who put on their blue suede shoes and board a plane will touch down in the land of Delta Blues’ newly renovated Concourse B in the Memphis International Airport (MEM), where our team recently completed a five-year, $245 million modernization project.

In 2018, the Memphis International Airport contracted our team to renovate and expand Concourse B to accommodate their growing number of travelers and enhance the airport customer experience. With much of the original structure dating back to 1961, the project required complete demolition and reconstruction of the existing building and tarmac and included the relocation of the existing underground utilities. The scope of this effort included the structure rebuild, interior finishes, IT systems, HVAC system, electric and plumbing, and enhanced the structure’s safety through the installation of seismic bracing, which will prevent damage caused by earthquakes.

In addition, we also delivered 25 new passenger boarding bridges and an interior office space build-out for airline support operations, as well as tenant office and storage spaces on the tarmac level. The work included office areas, meeting rooms, storage areas, break rooms with counter/cabinet space, restrooms, etc.

The Memphis International Airport didn’t just entrust us with constructing their largest modernization project to date; they also utilized our industry-leading construction and program management services. We optimized every phase of the project through design management, project management, surveying, CAD services, inspections, utility locations for the Federal Aviation Administration (FAA) and airport facilities, change and cost management, maintenance and operator training, schedule management, and project closeouts. Although originally scheduled for completion in the Fall of 2021, we were able to keep the project moving toward completion through the unforeseen COVID-related issues such as supply chain and staffing.

The Memphis International Airport held its grand opening on February 15, 2022, and centralized all Concourses A and C operations into Concourse B. The 23 newly renovated gates accommodate 6 million passengers, 50% more than the pre-project. Now the primary concourse, Concourse B enhances the customer experience with its new smart tinting windows, wider and taller corridors, modern seating with charging stations, upscale restrooms, moving sidewalks, a stage for live music, a children’s play area, and new restaurants and shops.

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Our world is one of connections. Many of our connections, particularly in the world of pandemics, are virtual. FaceTime, Zoom, email, text – connections made possible by technology – are also at risk of cyberattack.

As gateways to cities, airports are critical connectors of people and communities. And airports and airlines, just like people, rely on connections made possible by technology to control security, keep passengers comfortable, refueling planes, and make sure baggage gets where it needs to go (most of the time!).

With those connections in mind, the Transportation Security Agency (TSA) has introduced new cybersecurity mandates to airport and airline operators to improve cybersecurity incident reporting and increase the cyber security of connected air systems.

TSA defines a cybersecurity incident as:

An event that, without lawful authority, jeopardizes, disrupts or otherwise impacts, or is reasonably likely to jeopardize, disrupt or otherwise impact, the integrity, confidentiality, or availability of computers, information or communications systems or networks, physical or virtual infrastructure controlled by computers or information systems, or information resident on the system. This definition includes an event that is under investigation or evaluation by the airport operator as a possible cybersecurity incident without final determination of the event’s root cause or nature (such as malicious, suspicious, benign).

What do airport security coordinators and airport directors need to consider as they work to prevent incidents while being prepared if they happen? With combined decades of experience anticipating and neutralizing cyber threats, our cyber experts offered some advice to airports and airlines working to comply with the new TSA requirements.

1. The National Institute of Standards and Technology (NIST) offers an excellent starting point with its Cybersecurity Framework. Designed to help organizations better understand their risks and improve their security, the framework includes five key points – identify risks, assets, and environment; protect data, control access, train employees, and maintain equipment; detect anomalies and events with continuous security monitoring; respond with communications, analysis, mitigation, and improvements; and recover by learning from the incident and improving systems moving forward.
2. As with anything, start from one: identify. Ask yourself and your team some questions – and if you don’t know the answers, start by finding them.
   • Do you know if there is a cybersecurity person at your airport? If there is, do you know who? When’s the last time you sat down for a chat?
   • Are cyber ops integrated into your emergency management plans? If you don’t have an incident response plan (IRP) yet, that’s a good place to start.
   • Who manages IT and OT systems or networks at your airport? What security technologies do you have in place to monitor and report cybersecurity incidents?

Do you need help managing cybersecurity at your airport? Our team has aviation and cyber experts at the ready to help you understand your needs and design a system unique to your airport.

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The aviation industry is facing a challenging moment – air travel has been particularly hard hit during the COVID-19 pandemic. Our teams are hard at work, helping airports continue innovating and delivering capital improvements to improve the travel experience for when people are ready to board again. Tom Topolski, executive vice president for our Connected Communities market, sat down with Catherine Cronin, our new aviation sector lead, to talk about what’s next for aviation.

Tom: Catherine, what are you most excited about when you think about the state of aviation today?

Catherine: At its base, our industry uses technology to facilitate travel. But we also use technology to make travel better – faster, easier, and hopefully less stressful. By integrating and connecting services with an eye toward the end-user, we can make air travel even better. From our perspective, the end user might be the passenger, owner, airline, or facility manager – but each has an important role to play in the industry, and it’s critical to improve the experience for everyone.

Tom: We all know that the aviation industry has been hit hard by the COVID-19 pandemic. As air travel slowly resumes, how are airports and airlines adapting?

Catherine: Airports and airlines have worked hard to understand the concerns of the employees and passengers and then quickly adapt, implement, and communicate changes that can address those concerns. Technology has played an important role – how can we use technology to help bring people back to the airport and get them comfortable with air travel again? Air travel will pick back up also, albeit with new patterns and challenges.

Tom: What are some of the biggest challenges facing the aviation industry?

Catherine: To the point of the last question – volatility is always a challenge, and COVID has certainly added to it. Beyond that, labor shortages are also a continuing issue; whether a shortage of pilots, engineers, architects, or skilled trades, there are not enough people going into the aviation industry in these types of careers. We need to do more to help feed the pipeline. Getting into schools early and helping plant the seed of interest in these types of careers is important. Joining together with our colleagues in public agencies is also important – neither public agencies nor private companies can face this challenge alone

Tom: What are you looking forward to digging into with the Parsons aviation team?

Catherine: Parsons has so much to offer, in aviation and beyond. I’m looking forward to working across the company to find unique solutions that can be applied in our industry help provide a full-service offering to airports, airlines, and agencies to help deliver a great passenger experience.

Tom: I saved the fun question for last – as an aviation industry expert, what’s your favorite airport? And why?

Catherine: As both a Jersey girl and former Port Authority of New York and New Jersey employee, I might be a bit biased, but I would say Newark (EWR). It’s steeped in aviation history, and they make so much happen on such a small parcel of land – moving 45 million passengers each year is no small feat. As a civil engineer, I tend to like airports that are very functional and close-knit. When you can get from point A to point B very quickly, it improves the travel experience.

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