Transportation Archives - Parsons Corporation

Jersey In Motion

Sasha DeVecchi — Thu, 09 Apr 2026 14:58:46 +0000

New Jersey In Motion

We have been a trusted partner in New Jersey for over 65 Years. Since 1960, Parsons has been a leader in delivering transformative services and solutions across New Jersey, addressing the state's most complex and critical infrastructure challenges.

Over the decades, we have delivered a variety of high-profile projects, including infrastructure development, transportation and transit systems, environmental sustainability initiatives, defense and security projects, and more. Our unwavering commitment to the Garden State's growth and development continues to drive our efforts to unlock a safer, smarter, more connected, and more sustainable New Jersey.

Our Core Values

Safety

Quality

We’re on a never-ending quest to improve our processes, services, and products. Our quality management systems ensure ISO 9001 compliance every time, and we offer robust testing and validation of our products and services, and comprehensive supplier management to meet stringent quality standards and provide our customers with unmatched results. Most of all, we listen. We listen to the ever-evolving industry and our customers to enhance understanding, capture key information, and deliver the level of quality that’s become our hallmark.

Integrity

Sustainability

Innovation

Parsons is an established innovation leader. Our creative work environment attracts the most sought-after employees, ensuring we deliver innovations that lead the industry and transform tomorrow for the better to our customers and the world. Through intensive research and development, partnerships, and rapid prototyping, we confidently provide inventive processes and unique solutions that offer unrivaled value to our customers.

Critical Infrastructure Key Services

From traditional to integrated project delivery methods, our expertise ranges from simple intersections to complex interchanges and integrated corridor management. As transportation departments face increased congestion and aging infrastructure, our experts are prepared with innovative strategies. We save time, maximize value, mitigate traffic impacts, and enhance safety as we work to improve community connections.

Bridges (Fixed and Moveable)
Civil
Construction Management
Constructability Review
Emergency Response
Environmental
Geotechnical
Highway

Hydrology & Hydraulics
ITS / ATMS
Program Management
Staff Augmentation
Transportation Planning
Traffic
Utility
Value Engineering

Bridges (Fixed and Moveable)
Civil
Construction Management
Constructability Review
Emergency Response
Environmental
Geotechnical
Highway
Hydrology & Hydraulics
ITS / ATMS
Program Management
Staff Augmentation
Transportation Planning
Traffic
Utility
Value Engineering

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Proven Expertise

Goethals Bridge Replacement P3

Elizabeth, NJ, and Staten Island, NY / $1B

Lead designer for new six-lane, cable-stayed bridge
Total crossing of roughly 7,300 feet
Includes roadway widening and reconstruction

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Newark Bay Bridge Replacement

Newark and Bayonne, NJ / $2B

Main span length of 802 feet
New 8,800-foot-long crossings
150-year service life with state-of-the-art infrastructure tech

Hunts Point Contract 3

The Bronx, NY / $446M

Lead designer for improvements to interstate access
Will improve accessibility and enhance pedestrian safety
Includes staged construction, maintaining traffic through heavily traveled corridor

EWR Terminal A Redevelopment

Newark, NJ / $1.55B

Lead designer for civil and structural scope
Frontage roads include two 12-foot-wide travel and drop-off lanes
Includes a new elevated pedestrian walkway bridge

Hunts Point Contract 3

The Bronx, NY / $446M

Lead designer for improvements to interstate access
Will improve accessibility and enhance pedestrian safety
Includes staged construction, maintaining traffic through heavily traveled corridor

Grand Central Parkway Bridges

Queens, NY / $161M

Lead designer for deck repair and replacement of bridge decks and shared use path
Includes additional civil work for mainline

Newark Airtrain Replacement Program

Newark, NJ / $1.2B

Lead designer for driverless, on-airport transit system
Includes a 2.5-mile-long elevated guideway and three new stations

NJDOT Statewide

Statewide, NJ / $5.6M (fee)

Providing iNET® solutions for administration, installation, and management of statewide traffic operations
Providing coordination with and training to NJDOT staff

I-81 Viaduct Project

Syracuse, NY / $2.25B

Addressing structural deficiencies and non-standard highway features of a 1.4-mile elevated structure
Prepared EIS and concept development, performed preliminary design/program management

Route 35 Emergency Superstorm Sandy Repairs

Mantoloking and Bay Head, NJ / $13.9M

Roadway Infrastructure Restoration
Emergency Management
Environmental Studies

I-90 Over Oriskany Blvd

Albany and Syracuse Divisions, NY / $633K

Safety Improvements
Infrastructure Replacement
Maintenance of Traffic

RF Bridge (RK-23C)

New York, NY / $48M

Eliminated one straddle bent and one span
Used link slabs to reduce maintenance at expansion joints
Complex maintenance of traffic for the HRD below the connector

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Innovative PMC Solutions For A Changing World

Recognized as the #1 Program Management Firm by Engineering News-Record, we deliver future-ready infrastructure and security solutions using cutting-edge technologies and advanced analytics, enabling smarter, faster, and more sustainable outcomes across the region.

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Ranked #1 In Program Management By ENR

We are a long-term strategic partner providing a full spectrum of program and construction management services and solutions. Whether providing planning and design, construction and operations, owner’s engineer, or integrated PMO services — we work closely with architects, engineers, contractors, and various stakeholders to ensure our program management solutions are tailored to meet expectations.

Our Program Management Excellence

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Partnering With Sound Transit: Past, Present, And Future

Debra Frey — Mon, 30 Mar 2026 19:29:03 +0000

Estimated reading time: 6 minutes

As the regional transit agency of the Puget Sound region in Washington state, Sound Transit has been building an expansive light rail system over the past three decades, supported by funding measures approved by local voters in 1996, 2008, and 2016. We have collaborated with Sound Transit on major projects that have shaped the system’s infrastructure, stations, and operational capabilities.

Our work with Sound Transit spans early-stage planning, infrastructure delivery, safety improvements, and system modernization for future rail facilities

We have collaborated on projects that extend service to new communities while strengthening the reliability and capacity of the broader Link light rail system.

Streamlining Delivering Of The Federal Way Link Extension

One of the newest additions to the regional light rail system is the Federal Way Link Extension, which opened for service on December 6, 2025. We served as the lead designer for this 7.8-mile expansion extending light rail service south from Angle Lake Station to the Federal Way Transit Center. The project features three elevated stations that connect directly with new park-and-ride garages, regional bus services, and pedestrian networks.

The Federal Way Link Extension is a 7.8-mile expansion that extends light rail service south from Angle Lake Station to the Federal Way Transit Center.

We managed overall design coordination and drew on our broad base of design expertise to deliver design plans for elevated guideway structures, stations and parking garages, tracks, power and train controls, communications systems, roadway improvements, drainage infrastructure, and utility relocations.

We also developed a sustainability plan that led to Envision Platinum recognition for Sound Transit and collaborated with artists selected by Sound Transit to integrate public artwork into the stations and station plazas.

Collaboration has been central to the success of the project. Operating within a design-build model, we worked closely with construction partners and Sound Transit staff to streamline project delivery and enable early construction activities to begin while design continued. Through a series of alternative technical concepts and design optimizations, our team reduced construction duration, improved safety, and simplified long-term maintenance needs for the agency.

Collaborating On Design And Construction Of The East Link Extension

The East Link Extension project included a multimodal hub at the South Bellevue Station.

On March 28, 2026, Sound Transit opened the Crosslake Connection, which is the final piece of the multiphase, 14-mile project connecting the east side of Puget Sound to Seattle. We provided preliminary engineering for track and systems for the Downtown Redmond Link phase at the east end of the project, and our construction group served as a joint venture partner on construction of the South Bellevue extension, including 2.2 miles of light rail guideway and the South Bellevue Station multimodal hub.

The project required complex construction next to major roadways, including a long-span aerial structure over Interstate 90, which was built using a balanced cantilever construction method to minimize disruption to traffic.

Planning, Coordination, And Design For The Everett Link Extension

We are also supporting planning and project development as a major subconsultant and engineering services lead for the Everett Link Extension and the Operations and Maintenance Facility North. This 16-mile extension north of Seattle will connect Snohomish County residents to the regional Link light rail network, including service to the Boeing Company’s Everett Production facility and the surrounding industrial center.

We have supported the development and evaluation of alignment alternatives, station concepts, and potential maintenance facility locations. The work includes coordination with regional agencies, feasibility studies, and conceptual designs that inform environmental review and stakeholder engagement.

Rail Systems Expertise To Support Modernization And Safety Enhancements

In addition to our history of collaboration with Sound Transit, we have supported critical infrastructure technology improvements, bringing global experience in rail systems technology to modernize transit operations for clients across our footprint. We have helped agencies around the world evaluate and implement advanced train control systems such as communications-based train control (CBTC), which uses continuous train-to-wayside communication and precise train location data to support safe, efficient operations.

We have conducted similar modernization efforts for transit agencies including Bay Area Rapid Transit (BART), where we helped develop strategy, requirements, and procurement documentation for a systemwide CBTC program designed to increase capacity and improve reliability.

Similarly, we have been providing program and construction management services for the New Marseille Metro (NEOMMA) in Marseille, France, featuring new rolling stock, CBTC system, and communications upgrades for unmanned train operation.

As a design consultant to Sound Transit, we were recently selected for two task order contracts that will draw on this systems expertise, including the design of train control and signal upgrades associated with new pedestrian gates for a five-mile segment that operates at grade adjacent to mixed traffic, and support for enhanced collision avoidance detection systems planned for Sound Transit’s light rail vehicle fleet.

A Continuing Partnership With Sound Transit

Recently, we secured a prime contractor position on Sound Transit’s 2025 $1 billion ceiling multiple-award task order contract (MATOC) for design services. This five-year contract, with two potential one-year extensions, will support Sound Transit’s $60 billion capital program, one of the largest transportation infrastructure initiatives in North America.

Under this MATOC, we will provide architecture, engineering, and related services for a wide range of projects, including light rail extensions, system resiliency and sustainability improvements, and state-of-good-repair initiatives. We also hold subcontractor positions on Sound Transit’s MATOCs for environmental and program management/construction management services.

Our global perspective complements our long-standing support for Sound Transit’s infrastructure, expansion program, and operational needs. With our ongoing work on the Everett Link Extension and the broad range of services we can provide to Sound Transit through its multiple-award task order contracts for environmental, design, and program management services, we look forward to continuing this successful partnership.

About The Author

Ethan Melone is Vice President and Pacific Northwest Regional Manager at Parsons, where he oversees road, highway, bridge, and transit projects. Prior to joining Parsons, he managed the City of Seattle’s rail program for 10 years and was responsible for all aspects of two successfully completed modern streetcar lines, from design through construction and operational startup. Ethan was also the City of Seattle’s designated representative for Sound Transit and managed the interfaces with Sound Transit for the design, permitting, and construction of the regional light rail system within the city.

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Meet Rebecca “Becky” Wong: Principal Project Manager At The Transbay DTX/Portal Program

Emily Espinosa — Tue, 17 Mar 2026 19:35:40 +0000

Estimated reading time: 6 minutes

What’s your favorite thing about working for Parsons?

The people. I genuinely enjoy the people I work with and partner with. Finding those kinds of teammates, getting on projects with them, and having their support is what makes Parsons such a great place to work for me.

You’ve spent nearly two decades at Parsons working on some of the most complex rail and transit programs. What originally inspired you to pursue a career in transportation infrastructure?

With engineering, I liked the idea that you can see the physical results of your work. That’s what initially drew me to civil engineering. Transportation, in particular, appealed to me because these projects directly benefit the communities where we live and work. Helping people get where they need to go is meaningful, and that’s why I feel so passionate about transportation.

You’ve held multiple roles on the Transbay Program Downtown Rail Extension (DTX) project (now known as The Portal), from design engineer to deputy project manager to engineering manager. What makes this program so unique?

Having been involved with this project for a long time, I’ve been able to witness the evolution of the agency and the program firsthand. Although this program has taken a long time to come to fruition, there are actual benefits that go along with it. Over time, the agency and the program have been able to clearly define and optimize what’s truly needed for the public, the operators, and the many stakeholders. As the GEC, we have helped the agency essentialize the program into the core elements required to make the project successful and deliver something that can be used by everyone in San Francisco, the Bay Area, and ultimately the state. That long-term perspective has helped sharpen and strengthen the program.

Managing a design team of more than 100 staff and 15 consultants is no small effort. How do you keep teams aligned and motivated?

It has definitely been a challenge, especially with tight timelines for key deliverables when the agency was working to accelerate its preliminary engineering schedule. The most important factor is communication. Team members need to clearly understand their scope, what they are responsible for delivering, and how their work impacts other disciplines. Having the right touchpoints across the team ensures alignment and shared understanding. Connecting those dots and keeping the big picture in focus is actually one of my favorite parts of the job.

What are the most critical technical challenges a general engineering consultant must manage on a project like The Portal?

A key technical challenge is building entirely new infrastructure in a dense, established downtown urban environment. This is not a greenfield site. We are dealing with existing buildings, complex ground conditions, and a dense network of utilities. In addition to the dense urban environment, this project has another level of complexity because a large portion of the enabling work needs to be executed within Caltrain’s existing railyard and terminus. An essential part of the GEC’s design for this work is detailed construction staging to complete the modifications needed while still meeting Caltrain’s operational goals of maintaining their service throughout the construction of The Portal. Managing and mitigating these challenging constraints, and accounting for them in the design, is critical to the project’s success.

Stakeholder management is a huge part of the Transbay Program. How do you build trust and alignment across agencies?

It starts with understanding each stakeholder’s priorities and identifying what is a must-have versus a nice-to-have. From there, it is about coordinating those priorities to achieve the best overall outcome. Relationships are key. Building trust and understanding helps ensure everyone knows we are working toward the same goal: delivering the best possible project for the public.

As the program moves into its next phase, what are the key considerations for success of the program?

At this point, one of the most critical needs to ensure the program can be a success is to secure the balance of funding needed to construct the project. In particular, securing additional matching fund commitments will enable the agency to request Full Funding Grant Agreement through the FTA’s Capital Investment Grant program. An effective approach for this will be to build coalitions that support delivery of The Portal and partner with leaders that can advocate for the project and the TJPA’s mission.

Your experience includes BART, California High-Speed Rail, Sound Transit, the Oakland Airport Connector, and major P3 projects. How does that background help you anticipate challenges on Transbay?

I value having a balance of local projects and large-scale programs in my background. Understanding the Bay Area’s unique stakeholder environment is critical. At the same time, learning how other agencies approach project delivery is incredibly valuable. Seeing projects through ribbon-cutting and bringing those lessons learned back to Transbay helps keep the program moving forward and strengthens our overall approach.

When managing large multidisciplinary teams, what qualities define a high-performing engineering organization?

Communication, trust, and quality are essential. Strong leadership that brings disciplines together and ensures meaningful engagement, both internally as well as with clients and stakeholders, is critical. Parsons’ rigorous quality program is a real strength. It ensures consistency in approach across disciplines and helps us deliver a high-quality product.

What’s your approach to mentoring emerging engineers on complex mega programs?

What benefited me most early in my career was exposure to the bigger picture. Young engineers are often assigned very focused tasks, but understanding how their work fits into the broader schedule, how it impacts other disciplines and stakeholders, and how it serves the client is invaluable. Giving them that visibility early helps them grow and better understand what drives major programs.

If the public understood one thing about why the Transbay Program and particularly The Portal project matters, what would it be?

It delivers the last mile for both Caltrain and California High-Speed Rail, bringing both into the heart of downtown San Francisco. This program creates connections that will improve commutes, strengthen regional mobility, and increase the vitality of the Bay Area and the state as a whole.

What excites you most about the next chapter of the Transbay Program?

I’ve been on this project a long time, and my career has grown alongside it. Seeing the agency and the program mature has been incredibly rewarding. Now, being on the cusp of putting shovels in the ground is extremely exciting. I look forward to continuing to deliver the project and, one day, riding a train directly into the bottom level of the Salesforce Transit Center.

About The Author

Rebecca Wong brings extensive transportation engineering experience, including managing design teams and coordinating with multiple disciplines, subconsultants, and clients. She has developed contracts and project scopes, managed budgets, and prepared reports, specifications, and cost estimates. Rebecca has also created Visual Basic programs within Microsoft Excel to improve the efficiency of post-processing large quantities of data. Her experience additionally includes the structural design and analysis of bridges and tunnels.

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Lessons From Edmonton’s Valley Line West LRT

Emily Espinosa — Mon, 02 Mar 2026 15:17:26 +0000

Estimated reading time: 5 minutes

Major urban transit projects are no longer judged solely on how efficiently they move people. Increasingly, they are also expected to strengthen community resilience, protect municipal infrastructure, and respond to the realities of climate change. The Edmonton Valley Line West LRT project offers a clear example of how thoughtful stormwater management can deliver these outcomes, even within tight urban constraints.

The Valley Line West is a 14-kilometre, at-grade light rail extension connecting downtown Edmonton to Lewis Farms. Delivered as a design-build project, it includes 14 street-level stops, 2 elevated stations, new guideways, roadway improvements, utility relocations, and expanded maintenance and storage facilities. Like many Canadian cities, Edmonton faced a familiar challenge: how to manage additional stormwater runoff from new infrastructure in a fully urbanized corridor with limited space and dense underground utilities.

Rethinking Traditional Stormwater Solutions

Conventional stormwater management solutions, such as large ponds or underground storage tanks, were not feasible along much of the corridor. Construction limits, traffic demands, and competing utility corridors left little room for traditional approaches. Instead, the project team explored Low Impact Development (LID) strategies that could be integrated directly into streetscapes.

Linear retention and detention systems, including soil cell installations beneath sidewalks and landscaped areas, emerged as the preferred solution. These systems were designed to temporarily detain store stormwater runoff, promote infiltration, and slowly release excess flows to the municipal sewer system without overloading the existing sewer system.

Balancing Engineering, Constructability, And Operations

One of the key lessons from the project was the importance of early and continuous collaboration. Drainage, roadway, landscaping, and utility teams worked closely together and with the City of Edmonton to ensure solutions were not only technically sound but also constructible and maintainable.

City criteria allowed some flexibility, recognizing the challenges of urban construction. As long as post-development peak flows did not exceed defined thresholds above existing conditions, uncontrolled discharge to the municipal system was permitted. LID features were therefore targeted to locations where controls were most needed, rather than applied uniformly along the corridor.

This targeted approach reduced risk, optimized costs, and allowed construction to proceed efficiently, a critical consideration on a design-build project with overlapping design and construction timelines.

Community And Climate Benefits

Beyond meeting regulatory requirements, the integrated LID approach delivered tangible community benefits. Soil cell systems support healthy street trees, which provide shade, improve air quality, and reduce urban heat during summer months. Increased infiltration and evapotranspiration help moderate runoff volumes and improve water quality before discharge.

While climate change adaptation was not the primary driver of the project, the outcome supports long-term resilience. The stormwater system was designed to manage both frequent storm events and larger, less frequent storms, reducing localized flooding risks along key intersections and transit corridors

Lessons For Future Urban Infrastructure

Several clear lessons emerged from the Valley Line West experience:

Plan for stormwater early. Identifying stormwater needs at the outset allows right-of-way space to be allocated before utilities and road geometry are finalized.
Integrate disciplines. Stormwater, landscaping, and roadway design work best when treated as a single system, not separate silos.
Engage owners and operators. Early discussions with municipal operations teams build confidence in LID performance, maintenance, and winter operations.
Be flexible, but focused. Applying controls where they provide the most benefit can be more effective than rigid, corridor-wide solutions.

As Canadian cities continue to expand transit networks within constrained urban environments, projects like Edmonton’s Valley Line West demonstrate that innovative, integrated stormwater management is not only possible, but essential. By aligning engineering solutions with community and environmental goals, infrastructure can deliver lasting value well beyond its primary function

Elevated Guideway

Soil-Cell Installation

About The Author

Mehdi Heidari, PhD, is an experienced civil and water resources professional specializing in the design and analysis of drainage and stormwater management systems for rural and urban infrastructure projects. His expertise includes low-impact development, Green Infrastructure, flood mapping, river engineering, hydraulic structures, and erosion and scour protection. Mehdi brings strong experience in data collection, site investigations, and hydrologic and hydraulic modeling for transportation, transit, and municipal projects. He works effectively within multidisciplinary teams and provides technical leadership, mentoring, and training to support project delivery and staff development.

The post Lessons From Edmonton’s Valley Line West LRT appeared first on Parsons Corporation.

Autoroute 31/Autoroute 40 Overpass Replacement And Temporary Interchange Reconfiguration In Lavaltrie, Quebec

Emily Espinosa — Mon, 02 Mar 2026 13:50:56 +0000

Estimated reading time: 4 minutes

Across Canada, transportation agencies are increasingly asked to balance urgent infrastructure needs with long-term planning. Aging assets must be replaced quickly, traffic must keep moving, and communities cannot wait for perfect, future-state solutions. A recent highway interchange project in Quebec offers valuable lessons on how thoughtful design, collaboration, and a strong focus on safety can deliver lasting value, even when the solution is temporary.

Located about an hour north of Montreal, the Autoroute 31–Autoroute 40 interchange required the replacement of an existing overpass following inspections that identified structural deficiencies. Québec’s Ministère des Transports et de la Mobilité durable prioritized construction of a new overpass to avoid service interruptions while longer-term plans for a full interchange redevelopment are studied. The challenge was clear: design an interim configuration that would safely serve motorists and the surrounding community for several years, while remaining compatible with a future permanent solution.

Putting Community Needs First

From the outset, the project was shaped by the needs of the people who rely on this corridor every day. Maintaining traffic flow in both directions on Autoroute 31 was essential, as was preserving access for local and agricultural vehicles. The temporary interchange configuration also had to fit between fixed tie-in points, an existing signalized intersection to the south and another existing overpass to the north. Both are to remain in place while their long-term redevelopment and integration into the future interchange is studied, leaving little room for traditional highway geometry.

Being unable to implement standard solutions into a constrained space, the design team focused on outcomes that matter most to users: predictable speeds, clear sight lines, and safe transitions. This user-centered approach helped ensure that, even with reduced widths and modified alignments, the roadway would feel intuitive, and at a minimum, and would prioritize safety for drivers navigating it for the first time.

Safety As The Primary Design Driver

One of the most important lessons from this project is learning the value of having safety guide every decision. Because not all modern design standards could be met within the available space, the team was required to prioritize critical safety criteria over driver comfort. Early in the process, a road safety audit was requested to validate assumptions and identify risks before detailed design progressed.

The result was a roadway with clearly defined speed zones, gradual acceleration and deceleration areas, and targeted geometric adjustments where needed. Where visibility was limited by vertical or horizontal constraints, the design was refined and enhanced signage was introduced. These measures help reduce uncertainty for drivers and lower the risk of sudden maneuvers an especially important consideration in a temporary configuration that will be in place for several years.

Building Responsibly On Challenging Ground

Another key challenge involved ground conditions. Portions of the new embankments would be built over unconsolidated clay soils, raising concerns about long-term settlement. Because some of these embankments may be reused in a future permanent interchange, the design adopted a long-term view, selecting pavement structures with a 30-year service life.

Lightweight fill was used strategically to limit settlement, paired with carefully designed transitions to conventional embankments. While largely invisible to the public, these decisions protect ride quality, reduce future maintenance needs, and support the responsible use of public investment. They also demonstrate how temporary infrastructure can be designed with durability and adaptability in mind.

Lessons That Extend Beyond One Project

Several broader lessons emerge from this work. First, flexibility is essential. When constraints make it impossible to apply standards “by the book,” engineers must adapt while staying grounded in sound safety principles. Second, early collaboration between designers, safety specialists, geotechnical experts, and the owner can prevent costly revisions later and build confidence in unconventional solutions. Finally, even temporary projects deserve long-term thinking. Designing interim infrastructure that can support future plans reduces waste, saves time, and benefits the community well beyond the initial mandate.

As Canada continues to modernize its transportation networks, projects like this highlight an important truth: success is not only measured by permanence. Sometimes, the most meaningful impact comes from temporary solutions that keep people moving safely today, while laying the groundwork for tomorrow.

About The Author

Daniel Morton is a transportation engineer with experience supporting municipal, design-build, and detailed design infrastructure projects across Canada. He brings a strong understanding of transportation planning and design standards, including the Transportation Association of Canada’s Geometric Design Guide and Québec’s MTQ norms. At Parsons, Daniel has contributed to more than 20 projects ranging from roadway expansions and bridge reconstructions to culvert rehabilitations and major interchange improvements. His experience spans highway design, maintenance of traffic, and preliminary and detailed engineering, with project work across Ontario and Québec. Daniel is passionate about delivering safe, efficient transportation solutions.

The post Autoroute 31/Autoroute 40 Overpass Replacement And Temporary Interchange Reconfiguration In Lavaltrie, Quebec appeared first on Parsons Corporation.

How AI Is Reshaping Bridge Design And Infrastructure Delivery

Emily Espinosa — Tue, 10 Feb 2026 21:24:28 +0000

Estimated reading time: 6 minutes

Artificial intelligence is no longer a future concept in infrastructure. It is already changing how we design, analyze, inspect, and manage bridges. Additionally, it is doing so in ways that directly improve safety, efficiency, and decision-making across the project life cycle.

Our focus is not on adopting technology for its own sake. Instead, our focus is on using AI where it delivers measurable value. This reduces manual effort, improves data quality, and enables engineers to spend more time solving complex problems and less time managing information.

From my perspective as chief technology officer, the most meaningful impact of AI in bridge engineering today falls into three categories: digital design automation, intelligent site intelligence, and enterprise-scale knowledge systems.

From Reality Capture To Intelligent Digital Twins

One AI application where we are advancing is the conversion of reality capture into intelligent digital models. Traditionally, developing a 3D model of an existing bridge has required extensive surveying and modeling from field measurements and legacy drawings. Many of these legacy drawings simply do not exist for older structures.

A strong example of this is our work on the Bridge of the Gods in Oregon, a major historic truss bridge where our team generated a BIM model from LiDAR scans and point cloud data. Working with Autodesk tools and internal automation scripts, the team developed a semi-automated workflow. This workflow converts the point cloud into a full structural model.

AI is now being trained to identify structural nodes directly from point clouds, eliminating one of the most time-consuming manual steps in the process. As a result, this enables engineers to rapidly build analysis-ready digital twins that can be used for structural assessment, rehabilitation planning, load modeling, and long-term asset management.

In practical terms, this approach allows agencies to make data-driven decisions about retrofitting infrastructure built decades ago, often with no original drawings. Importantly, it allows them to do so with a level of accuracy that was previously unattainable.

The long-term implication is significant. AI-driven scan-to-BIM workflows, first proven on projects like the Bridge of the Gods, will increasingly form the foundation for digital bridge inventories. These inventories support everything from inspection programs to predictive maintenance strategies.

AI-Enabled Site Intelligence At Scale

Another area where we are seeing immediate value is in AI-powered site intelligence. Using 3D camera systems and cloud-based inspection platforms, our teams can now capture geolocated visual records of bridge conditions and construction sites. These records are automatically indexed and linked to drawings and models.

This technology has already been deployed at scale on major international programs, including the Abu Dhabi Bridge Inspection Program. In that program, Parsons inspected more than 700 bridges across the Emirate of Abu Dhabi. The scope included vehicular bridges, pedestrian bridges, and culverts. Many were built decades ago with limited construction and maintenance records.

Instead of relying solely on written field reports, project managers and clients can virtually walk each site from their devices. Consequently, they can review conditions, compare changes over time and validate findings without having to physically visit the site.

AI plays a critical role in this workflow by aligning visual data with spatial models, enabling integrated virtual inspection and creating a searchable historical record of asset conditions. For large bridge portfolios like Abu Dhabi’s, this fundamentally changes how agencies approach condition assessment and capital planning.

It also improves safety. Inspectors spend less time in high-risk environments and engineering leaders can review site conditions remotely, reducing the need for repeated field visits.

Enterprise AI For Engineering Knowledge

Beyond field and design applications, AI is also transforming how we manage engineering knowledge across large organizations.

We operate an internal, secure AI platform that allows teams to analyze documents, drawings, specifications, and datasets while maintaining strict data governance. Engineers are using it to review plans, extract insights from technical reports, summarize design standards, and perform preliminary quality checks against established engineering criteria.

In one example, AI is now being used to automate portions of design compliance reviews, a task traditionally assigned to junior engineers. Instead of manually checking drawings against long technical checklists, AI performs an initial scan and flags potential gaps. This allows engineers to focus their expertise where it matters most.

This does not replace professional judgment. Instead, it augments it. The value lies in scale. AI can process thousands of pages of technical information in minutes, enabling teams to identify risks and inconsistencies far earlier in the delivery process.

What This Means For The Industry

The common thread across all of these applications, from the Bridge of the Gods, to the Abu Dhabi bridge network, to broader AI empowered design activities, is not automation for efficiency alone. More importantly, it is intelligence at scale.

AI allows us to integrate data sources that were previously disconnected, including point clouds, images, drawings, inspection reports, and asset inventories, into unified digital ecosystems. That integration enables better decisions, earlier insights, and more resilient infrastructure systems.

For agencies, this means improved transparency, stronger asset management, and better return on infrastructure investments. For engineers, it means shifting focus from repetitive manual tasks and towards higher-value analytical and strategic activities. Furthermore, for the next generation of infrastructure professionals, it means working in an environment where data, design, and delivery are fully connected.

We see AI not as a tool that replaces engineering, but as a platform that elevates it. Our responsibility is to deploy it thoughtfully, govern it rigorously, and continuously train our teams to use it effectively.

The future of bridge engineering will not be defined by algorithms alone. Instead, it will be defined by how well we combine human expertise with intelligent systems to design, maintain, and modernize the infrastructure which connect our communities together.

And that future is already here.

About The Author

James Birdsall, Chief Technology Officer INF NA, Dr. James (Jim) Birdsall is a Parsons Fellow and the Chief Technology Officer (CTO) of Infrastructure North America (INA). As INA-CTO, Jim focuses on empowering the broader INA colleagues and projects with the technology capabilities to successfully deliver for our clients. In parallel, Jim leads Parsons Digital Delivery Working Group and drives forward technology and AI enabled collaborative efforts within Parsons and amongst our technology providers. With his 21 years with Parsons including 5 years working in Abu Dhabi, Jim has amassed a wealth of experience in developing, structuring, and delivering technology empowered solutions and programs within bridge, rail, and large development programs across our North America and Middle East markets.

The post How AI Is Reshaping Bridge Design And Infrastructure Delivery appeared first on Parsons Corporation.

Cost-Effective Construction Solutions For Aging Networks Amid Fiscal Constraints: The Hull Causeway Widening Project

Emily Espinosa — Tue, 27 Jan 2026 19:34:32 +0000

Estimated reading time: 5 minutes

Aging infrastructure, limited funding, and growing demands for safer mobility are challenges faced by many cities across Canada. The widening of the Hull Causeway, one of eight structures making up the Chaudière Crossing between Ottawa, Ontario, and Gatineau, Québec, shows how thoughtful engineering and innovative design can address all three, while delivering meaningful benefits to the local community.

The Chaudière Crossing, managed by Public Services and Procurement Canada, is one of five vehicular interprovincial crossings in the National Capital Region and one of only two that carry truck traffic. It plays a critical role in connecting the downtown cores of Ottawa and Gatineau and supporting daily commuting, commercial movement, and regional tourism. Originally built in the 1950s, the bridge carried two traffic lanes and a pedestrian walkway but lacked dedicated cycling facilities. Cyclists were forced to either mix with vehicle traffic or use the pedestrian space, creating safety concerns for everyone using the bridge.

The Need For A Better Solution

The initial concept for improving active transportation involved widening the bridge slightly and constructing a separate cycling structure alongside it. While this met functional requirements on paper, it introduced significant cost, complexity, and constructability challenges. The biggest issue lay beneath the bridge: a large and complex geological feature known as the Devil’s Hole.

The Devil’s Hole is a karst formation—an underground network of voids and cavities formed by erosion of the bedrock over time. Extensive investigations, including sonar surveys, drilling, and geotechnical modeling, revealed that these voids extended beneath key bridge foundations. In some areas, the bedrock supporting the structure was undercut, raising concerns about long-term stability along with worker safety during construction. As a result, strict work restrictions were imposed, including no-access zones and continuous monitoring requirements. These constraints forced the project team to rethink the approach.

An Integrated And Cost-Effective Design

Instead of building a separate cycling bridge, the team developed an alternative solution that widened the existing Hull Causeway enough to accommodate all users. The final configuration includes two 3.5-metre traffic lanes, two raised 2.0-metre cycle tracks—one in each direction—and a 2.0-metre sidewalk. This eliminated the need for a new standalone structure while significantly improving safety for cyclists and pedestrians.

This integrated design reduced construction footprint, minimized environmental and geotechnical risks, and lowered overall project cost. It also simplified operations for the community by keeping all users on a single, clearly organized structure.

Innovative Foundation Solutions

Addressing the Devil’s Hole was the most technically challenging aspect of the project. Traditional solutions, such as deep caisson foundations extending up to 50 metres into bedrock, were impractical given the restricted access, safety concerns, and high cost.

Instead, the team designed a reinforced concrete extension to the existing north abutment. This extension acts as a concrete pillar embedded in a rock pocket and anchored into the bedrock and existing structure using prestressed rock anchors and passive reinforcement dowels. This solution provided the required strength and stability without extensive excavation or heavy equipment in a restricted area.

Similar tailored solutions were applied elsewhere on the bridge. Micropiles were used at the south abutment to limit excavation. At the north approach, steel pipe piles were drilled below the influence of the Devil’s Hole, combining with rock anchors to reinforce the surrounding bedrock. The northwest pier, which showed signs of undercutting, was stabilized using inclined rock anchors and vertical dowels to secure the rock mass supporting the existing caissons.

Benefits To The Community

For the local community, the benefits of this project are immediate and long-lasting. Cyclists now have safe, dedicated space separated from vehicles and pedestrians. Pedestrians benefit from a clearer, more comfortable walkway. Drivers experience improved traffic flow on a critical interprovincial route.

Just as important, the project extends the life of a vital piece of infrastructure without major disruption to traffic or the surrounding environment. By avoiding unnecessary new structures and focusing on smart reuse and strengthening of existing assets, the project reflects responsible stewardship of public funds.

A Model For Aging Infrastructure

The Hull Causeway Widening demonstrates that innovative thinking does not always mean adding more—it often means doing more with what already exists. By combining detailed investigation, collaboration with construction partners, and adaptable design solutions, the project team transformed a complex geological challenge into an opportunity to deliver safer, more inclusive infrastructure.

As communities across Canada look to modernize aging transportation networks, this project offers a clear lesson: with the right approach, even the most difficult constraints can lead to better outcomes for the people who rely on these connections every day.

About The Author

Ryan O’Connell, is a principal project engineer in Parsons’ Ottawa office with exceptional experience as a structural design engineer in the planning, design, inspection, evaluation, rehabilitation, and construction of transportation structures, including highway and railway bridges. His experience includes detailed condition assessments, structural evaluations, renewal option analyses, existing structure life-cycle cost analyses, contract drawing and specification preparation, and construction services.

About The Author

Jack Ajrab is a senior technical director with extensive experience in project management, design, rehabilitation, and construction of complex bridge projects across Canada. His work includes signature and movable bridges such as the award-winning Vimy Memorial Bridge in Ottawa and the Placentia Lift Bridge in Newfoundland and Labrador. He is a recognized leader in structural evaluation, load rating, and seismic analysis and retrofit of road and railway bridges.

The post Cost-Effective Construction Solutions For Aging Networks Amid Fiscal Constraints: The Hull Causeway Widening Project appeared first on Parsons Corporation.

Putting Data Governance First: A People Centered Approach To Transportation Innovation In Canada

Emily Espinosa — Tue, 27 Jan 2026 19:22:17 +0000

Estimated reading time: 6 minutes

Across Canada, transportation agencies are collecting more data than ever before, from traffic sensors and cameras to connected vehicles. This offers huge opportunities to improve safety and mobility, but one lesson is clear from our work with public-sector clients: technology alone does not create better outcomes. Without strong data governance, even the most advanced tools struggle to deliver lasting value. Many organizations face constraints like limited staff, legacy systems, and unclear data ownership that slow the adoption of new technologies. Fundamentally, overcoming these challenges starts with a structured approach to managing data and building trust.

Why Data Governance Matters

At its heart, data governance is about establishing trust. It defines how data is collected, who owns it, how it flows across the organization, and how it’s used responsibly.

Most importantly, it aligns data practices with core values such as safety, transparency, privacy, and public accountability. Good data governance isn’t bureaucracy and red tape; it creates a foundation that allows data and any technology interacting with it to be reliable and used in service of community goals. Trust in data enables people to confidently embrace new analytics and tools built on that data.

An Integrated Approach In Action

A strong example comes from our work in one major city in the Greater Toronto Area in support of its Transportation Master Plan and Vision Zero commitment. Rather than treating data, traffic operations, and road safety as separate efforts, the City pursued an integrated approach focused on building a practical foundation for long-term decision-making. Parsons’ team supported the City in developing three interrelated improvement plans. The first modernized traffic management with a measurable roadmap for how traffic is monitored, managed, and evaluated. The second delivered a clear strategy to modernize transportation data practices and establish a data governance framework defining data ownership, roles, and lifecycle management. The third plan addressed road safety, providing procedures and improvements aligned with Vision Zero principles.

What made this approach effective is that data governance was treated as essential, not as a bottleneck. By aligning traffic management, data governance, and safety within one coordinated framework, the City created the conditions needed to responsibly adopt advanced analytics and emerging tools, including Artificial Intelligence (AI), while maintaining transparency and public trust. In other words, strong data governance allows innovation to happen faster and more sustainably.

Adopting New Technologies

New pilot technologies such as video analytics for traffic counts or AI models to flag collision hot spots could be rolled out knowing the underlying data is well-managed and context-rich. Staff and stakeholders can understand where the data comes from and its quality, so they can trust the AI-driven insights and apply their professional judgment appropriately. The data governance isn’t implemented for AI’s sake; it’s implemented for people’s sake, giving decisionmakers confidence in outputs.

Adapting To Local Canadian Needs

Data governance is not one-size-fits-all. In another rapidly growing Canadian city, our team is helping establish a baseline of the City’s transportation data and convened staff from transportation, IT, and other departments to identify pain points. The findings were familiar: data is fragmented across silos, with no single “source of truth,” making it hard for staff to find or trust information in a timely way. We’re helping the City take steps to establish a central, accessible data hub and clear stewardship roles to break down those silos. By starting with a realistic data management strategy and governance framework tailored to the City’s needs, it will be able to better manage its multimodal transportation data as a unified asset.

Although each city’s context differs, the guiding principle is the same: people-first, iterative, and strategic, putting people and process before technology. We apply user-centered design and change management principles, so solutions fit their organizations.

Stakeholders from planning, operations, IT, and even legal and privacy offices are engaged through workshops and interviews to empathize with their needs. Our iterative methodology breaks large transformation efforts into small, manageable slices for facilitating change. This way, we’re positioned to deliver early wins that demonstrate value, build buy-in, and inform the next iteration turning disruptive changes into sustainable evolution.

Enabling Sustainable Innovation

With a solid data governance foundation in place, Canadian transportation agencies can confidently embrace innovations like AI, IoT, and smart mobility programs. This is because AI is most effective when built on well-understood data and clear governance structures. By addressing data management and governance first, agencies can focus on driving meaningful outcomes through the deployment of new technologies.

Effective data governance also involves investing in people. Even a small team, empowered with the right training and mandate, can ask better questions, challenge vendor solutions, and steward data responsibly. Technology can accelerate work, but human expertise is needed to make sure it’s implemented and used ethically and effectively. Establishing data governance working groups or identifying data champions within teams and organizations help maintain focus on continuous improvement. Consequently, it creates a culture where data is seen as a strategic asset across the organization, not just a concern for IT.

For resource-constrained organizations, it’s even more important to start small and build momentum. This might mean beginning with an inventory of existing data and focusing on one high-priority use case. By demonstrating quick improvements in cross-department collaboration and results for that use case, agencies can secure buy-in to expand governance efforts to other areas. Data governance frameworks can and should evolve as technology and needs evolve, but they will stay anchored in each organization’s values.

An Opportunity For Canada

Canada has an opportunity to lead in smart, connected transportation by building a people-centered data foundation.

By adopting shared best practices, open standards, and consistent governance frameworks, transportation agencies can better support safety, equity, climate goals, and mobility across the country. As AI and other technologies advance, trust must come before technology. Strong data governance is what makes innovation sustainable, defensible, and truly valuable to the public. By starting with governance and letting it guide each step, Canadian transportation agencies can confidently harness innovation to improve transportation for everyone.

About The Author

Daniel Weng is a people‑first technology leader and Parsons’ Senior AI & Digital Innovation Lead, with over 12 years of experience bridging emerging technology with real-world infrastructure needs. Based in Toronto, he partners with Canadian municipalities to develop people-centred transportation data governance frameworks and technology strategies. Daniel also leads enterprise initiatives like Parsons’ Global Digital Delivery Program and Infrastructure North America AI Innovation Team, driving digital transformation for over 5,000 colleagues. His collaborative, design-thinking approach to innovation and change management in Canadian transportation has earned him national recognition, including the 2025 Grant for Young Innovators in Transportation from the Transportation Association of Canada. Through his work, Daniel champions sustainable innovation that improves daily life and community outcomes, reinforcing Parsons’ commitment to Canadian clients and communities.

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Highway 401 Expansion: Driving Progress Through Innovation

Debra Frey — Tue, 25 Nov 2025 18:53:32 +0000

Estimated reading time: 7 minutes

As infrastructure demands grow across Canada, the need for innovative approaches to design and construction has never been greater. The Highway 401 Expansion Project from Mississauga to Milton demonstrates how advanced engineering solutions, collaborative delivery models, and cutting-edge technologies can overcome challenges. These approaches accelerate timelines and deliver enduring value to the public.

A Milestone In Canadian Transportation

The Highway 401 Expansion widened and reconstructed 18 kilometers of North America’s busiest corridors. It improved safety, eased congestion, and enhanced connectivity across the Greater Toronto Area. Delivered by West Corridor Constructors (WCC), a joint venture of Parsons, Aecon, and Amico, the project was completed on an aggressive schedule, throughout which full traffic flow was maintained. Even more remarkably, this was achieved under the pressures of the pandemic.

The project increased capacity from 3 lanes to 5 lanes in each direction, with express/collector sections reaching 6 lanes. Highway 401 carries approximately 180,000 vehicles daily in this section, making it a critical economic artery. The expansion addressed congestion, improved safety, and introduced innovative solutions to meet the needs of this vital corridor.

Why The P3 Model Worked?

Faced with a tight delivery timeline, Ontario’s Ministry of Transportation (MTO) and Infrastructure Ontario (IO) determined that a Design-Build-Finance approach would offer the best value. The Value-for-Money (VFM) assessment confirmed savings of 19.5% when compared with traditional delivery methods. The P3 structure enabled overlapping design and construction activities and early works. Additionally, a strong governance framework streamlined decision-making and managed risk effectively.

The project team relied on advanced technologies and innovative construction methods to deliver the project efficiently and safely within the required schedule. These innovations included on-site recycling, digital twin technology, and barrier wall optimization. Collectively, these enhancements improved the project’s sustainability, safety, and operational effectiveness.

On-Site Recycling

Reconstructing the median of the highway while maintaining traffic flow posed significant logistical challenges. Traditionally, this process would involve removing road materials, transporting them off-site, and bringing new materials back to the site. To address these issues, the project team implemented an innovative on-site recycling approach.

Mobile crushers were brought to the work zone to process asphalt, concrete, and granular base materials into Granular A, meeting Ontario Provincial Specification Standard (OPSS) requirements. This approach recycled approximately 650,000 tons of granular material and 750,000 tons of asphalt. It eliminated the need for off-site trucking and reduced environmental impacts. The recycling process also improved site cleanliness and accelerated the project schedule. Through the mobile crushing operation, it assisted the schedule, by allowing concurrent works, such as installing high mast foundations and storm sewers immediately following the crushing operations. This innovation not only reduced costs and emissions but also improved safety and minimized truck traffic on live lanes of Highway 401.

Digital Twin Technology

The team leveraged Parsons’ Paradim® platform to create a comprehensive digital twin of the project.

This digital representation of the physical and functional characteristics of the highway served as a centralized hub for collaboration. It facilitated design, scheduling, construction, quality, commissioning, and closeout processes among the teams.

The digital twin was particularly instrumental in the commissioning process. It allowed deficiencies to be recorded, visualized, and rectified efficiently. Using a mobile application integrated into the platform, deficiencies were documented with descriptions, photographs, and GPS locations. This enabled seamless tracking and resolution. The dashboard provided real-time status of deficiencies and issues on the project. This innovative use of digital technology streamlined operations. Moreover, it improved communication and ensured quality standards were consistently met.

Barrier Wall Optimization

Designing the highway to fit within the constrained right-of-way while minimizing the use of barrier walls posed another significant challenge. Barrier walls, while necessary in some areas, can introduce hazards and increase costs. The design team conducted explicit road safety analyses to explore alternatives to the standard approach of adding barrier walls.

These analyses compared options such as narrowing shoulders, reducing lane widths, and steepening roadside slopes. The goal was to identify solutions with the least societal cost while maintaining safety. This approach reduced the number of barrier walls required, improving overall highway safety. Additionally, it reduced societal costs. Post-construction, road safety audits were conducted to address perceived safety concerns. This ensured the best alternatives were implemented, even in areas compliant with design standards.

Lessons In Collaboration

The success of the Highway 401 Expansion Project was built on a foundation of strong collaboration, unified goals, and a commitment to innovation. The co-location of teams from WCC, IO, and the MTO fostered a highly integrated and cooperative environment. This close proximity allowed for real-time communication and faster decision-making. It also facilitated the ability to address challenges as they arose. Thus, ensuring the project stayed on schedule and within scope despite the work’s complexities.

One of the key aspects of the collaboration was the seamless integration of design and construction teams.

Parsons, as the lead design engineer and a Design-Build joint venture partner, worked closely with construction teams. This ensured that designs were not only technically sound but also constructible and efficient. This integration allowed for the development of dynamic staging plans. These plans enabled construction to proceed while maintaining traffic flow. The staging approach involved widening the highway on the outside first, shifting traffic to the newly constructed lanes, and then reconstructing the median. This phased approach required coordination between design and construction teams. It was essential to adapt to field conditions and ensure safety for both workers and the traveling public.

Working With Stakeholders

Additionally, the project team worked closely with stakeholders, including local municipalities and utility providers with the aim was of coordinating activities and minimizing disruptions to the public. Regular updates and communication on the website and notices kept motorists informed about construction progress and traffic impacts. By maintaining open lines of communication and fostering a spirit of partnership, the project team was able to build trust. It also ensured the smooth execution of the work.

The Highway 401 Expansion Project demonstrates how collaboration, when combined with innovative tools and a shared commitment to excellence, can overcome even the most complex challenges. The integration of design, construction, and stakeholder engagement was key to the project’s success.

Building Canada’s Future

The Highway 401 Expansion Project stands as a benchmark for modern infrastructure delivery in Canada. It illustrates how advanced engineering solutions, collaborative partnerships, and innovative technologies can overcome complex challenges. Simultaneously, it delivers long-term economic and community benefits.

We are proud to be part of this achievement, not just as a global infrastructure leader, but as a committed member of Canada’s engineering community. We are helping to shape the nation’s transportation legacy for generations to come.

About The Author

Bernard James is a Program Director at Parsons, as well as a Professional Engineer and MBA graduate with strong team leadership skills and proven experience in Civil Engineering, Project Management and Construction Management related to Transportation Infrastructure in Ontario.

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Integrated Delivery For Global Events: How We’re Ensuring Infrastructure Readiness At Every Stage

Debra Frey — Mon, 03 Nov 2025 15:45:30 +0000

Estimated reading time: 4 minutes

Global events like the Olympic Games or the FIFA World Cup stretch cities to their limits. Stadiums, transit systems, energy grids, and communications networks must perform flawlessly under immense pressure. Success depends not just on smart design, but on execution. Delivering complex infrastructure safely, on time, and ready for showtime is critical.

We specialize in program, project, and construction management (PM/CM) that unites every moving piece. From early planning through final delivery, our teams drive coordination, quality, and speed across large-scale event infrastructure programs.

Building Confidence Through Control

Hosting a global event often means executing dozens of interconnected projects: transit upgrades, airport expansions, road improvements, security installations, and temporary venue setups. Each has its own budget, contractors, milestones, and risks. Our PM/CM experts serve as the integrator, bringing it all together into one unified delivery plan.

We provide:

Program Management
Project Management
Construction Management
Scheduling
Cost Estimating

By embedding our teams within client organizations, we help decision-makers maintain control, respond quickly to change, and stay focused on outcomes.

Proven Experience On The World Stage

We have supported infrastructure delivery for high-profile, high-risk environments for decades. These include defense bases, transit mega-projects, and major sporting venues. At the 2022 FIFA World Cup in Qatar, we managed a range of critical infrastructure, from fan mobility systems to temporary transport hubs.

We have also served as owner’s representative and construction manager for transit systems, highways, ports, and aviation programs that move millions of people every day. This experience translates directly into helping cities deliver infrastructure that meets the unique demands of global events.

Three Ways We Strengthen Event Readiness

Real-Time Project Intelligence

Our systems provide 24/7 visibility into budget, schedule, and resource status across all active projects. With custom dashboards and predictive analytics, stakeholders can see risks early and make informed decisions faster.

Integrated Delivery Models

We bring design, construction, procurement, and operations into one coordinated workflow. Whether using traditional design-bid-build or progressive delivery models, we streamline processes to reduce waste, compress timelines, and improve outcomes.

Agile Field Teams

Our on-the-ground teams manage construction activities with precision. We monitor compliance, track materials, and maintain continuous communication between contractors and client stakeholders. This hands-on approach ensures that surprises are addressed quickly, not later.

Managing The Unexpected

Global events are fluid. Schedules shift. Security requirements evolve. Weather, supply chains, and global factors can all impact progress. That is why our PM/CM approach is built for adaptability. We use scenario planning and dynamic reforecasting tools to stay one step ahead. Our teams are trained to solve problems in real time, minimizing disruption and keeping projects on track.

Leaving Behind Stronger Infrastructure

What cities build for the Olympics or World Cup often becomes part of their permanent legacy. We help ensure that these investments serve the community long after the last medal is awarded.

Clients gain:

Improved infrastructure oversight tools
Processes for long-term capital planning
Teams trained in modern project controls
A culture of accountability and excellence

Trusted For Mission-Critical Programs Worldwide

We are more than a contractor. We are a strategic partner that helps public agencies and event organizers deliver their vision with confidence. Our global PM/CM teams work alongside clients at every stage to make sure infrastructure is not only built, but built right.

From transit to venues to the roads in between, we bring the expertise and systems that drive execution at the highest levels.

Ready For The Next Global Moment

Whether planning for the Olympics, the World Cup, or the next world-shaping event, we stand ready to help cities deliver with certainty. When everything is on the line, we make sure your infrastructure is ready to perform.

About The Author

Gustavo de la Peña is an award-winning sales executive with over 20 years of experience driving business development across engineering consulting, intelligent transportation systems, and traffic management. He has led and scaled multinational sales organizations, with a proven track record of delivering results across global markets and navigating complex, high-profile projects.
As Senior Business Development Director at Parsons, Mr. de la Peña leads strategic growth initiatives in the Aviation and Rail & Transit sectors throughout Texas. He also oversees business development coordination for the 2026 FIFA World Cup, helping shape the company’s contributions to one of the world’s largest and most complex sporting events.

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