#DRMPerspective

LAUNCH Gives DRMP Interns Head Start on Their Careers

Thu, 03 Sep 2026 04:00:00 +0000

For engineering students preparing to enter the AEC industry, an internship is often their first opportunity to apply what they’ve learned in the classroom to real projects. It can also help them begin to determine where they want to take their careers.

But even with that experience, there can be a missing piece: preparing for the transition from college student to full-time professional.

Sabrina Brandenburg, who leads the firm’s internship program, knows that transition involves more than technical preparation. Starting a career also means learning how to navigate a professional workplace, build relationships, manage new expectations and find a place within a much broader industry.

That thinking helped shape LAUNCH, DRMP’s comprehensive internship program, which combines hands-on project experience with intentional opportunities to explore DRMP’s engineering disciplines, connect with experienced professionals and firm leaders, and prepare for the practical transition from college to a full-time career.

The program builds on DRMP’s established internship program by adding structured experiences beyond interns’ day-to-day project assignments. Through dedicated workshops and open virtual forums, interns can explore career paths across the firm and ask candid questions about entering the AEC workforce.

Learning by Doing

Those sessions complement the experience interns gain every day with their project teams.

For Colby Bowers, who will return next year for another internship with DRMP, that meant gaining experience with modeling software and learning more about the roadway design process. His summer project experience also helped him identify transportation as an area he would like to pursue.

“This summer in the LAUNCH program really helped me come to this conclusion through the diversity of projects that I was a part of,” said Bowers, who plans to earn a bachelor’s degree in civil engineering. “Every project felt unique, and they all had a separate challenge to them that would make them different.”

Bowers also saw how engineers work together on projects.

“The biggest takeaway, however, was working with others on projects while being able to ask questions from co-workers and learning the collaboration and teamwork the engineering process has,” Bowers said.

The willingness of his colleagues to answer questions and involve him in the work stood out throughout his experience.

“My favorite part of the program is the people that I had the privilege to work with at DRMP,” he said. “Every day I came to work, they were ready to teach me something new, and I am so grateful for that.”

Exploring DRMP’s Engineering Disciplines

While interns spend much of their time working with their individual teams, LAUNCH also introduces them to the range of work happening across DRMP.

During the “Disciplines at DRMP” session, professionals from roadway, traffic design, traffic analysis, structures, drainage, construction services and surveying gave interns a closer look at their work, career paths and the projects their teams support.

Brandenburg developed the session in response to something she had heard from interns: Students can enter the workforce with a solid engineering education but limited knowledge of the different specialties available to them.

The workshop allowed interns to learn directly from professionals working in those areas and consider disciplines they may not have previously explored. Brandenburg also encouraged interns interested in returning to DRMP to consider another discipline if they wanted a different experience.

“If they tried roadway and it wasn’t their favorite, they could come back and try traffic design or structures,” Brandenburg said. “If you want to try something new, learn something new, you can come back to DRMP.”

For Amanda Woods, PE, Executive Vice President and Florida Engineering Business Unit Leader, giving interns that broader perspective is an important part of the experience.

“LAUNCH gives interns the opportunity to see the range of career paths available within DRMP and learn directly from professionals working in those disciplines,” Woods said. “We want them to leave the program with a better sense of the work that interests them and the confidence to make informed decisions as they begin their careers.”

Connecting with DRMP Leaders

Interns also had access to members of DRMP’s leadership team.

During a dedicated leadership session, firm leaders spoke with interns about their roles, the work they support and the priorities guiding DRMP. They also discussed their own career paths, including experiences that helped them grow, lessons they learned and advice they would give someone entering the AEC industry.

Rather than a formal presentation, the session allowed interns to ask questions and hear how established professionals developed their careers over time.

Asking the Questions College Doesn’t Always Answer

Technical preparation is only part of making the transition from engineering student to full-time professional.

During National Intern Day, LAUNCH focused on the practical side of that transition. Interns participated in a workshop that addressed adjusting to a structured work environment, developing workplace relationships, managing time and priorities and building confidence early in their careers.

Brandenburg also wanted interns to hear from people who had recently experienced that transition.

During an open virtual forum, a panel of DRMP professionals who went from interns to full-time employees answered questions about the challenges they encountered, what surprised them and what they learned.

“I wanted our interns to get that perspective too, not just coming from HR and L&D, but from our engineers,” Brandenburg said.

Interns submitted practical questions about starting their careers, including whether college or working full time was harder and how much time the panelists took between graduation and starting their jobs.

The answers varied, giving interns different perspectives on the transition.

For Brandenburg, the goal was to help interns feel more prepared for the change.

“I really wanted to build their confidence going into that next stage,” she said. “There are going to be some challenges, but you’re not alone in it.”

From Internship to Career

That support continues when interns return to school.

Some interns work with the firm during the academic year, while others return to campuses that are too far from a DRMP office or step away because of their course loads. In either case, Brandenburg said DRMP emphasizes that school comes first.

That message has resonated with students.

“I heard comments from interns like, ‘I love that DRMP puts an emphasis on school first, internship second,’” Brandenburg said.

Interns who return to school are encouraged to stay connected with DRMP through check-ins, career fairs, office visits and continued contact with their teams. Some return for another internship, while others move from intern to full-time employee after graduation.

Bowers will be among those returning to DRMP for another internship.

“The LAUNCH Internship Program has been such a welcoming experience and allowed me to learn so much,” Bowers said. “It allowed me to grow as a worker and as a student.”

For other LAUNCH interns, their time as students is nearing an end, and a few will soon begin their full-time careers with DRMP.

DRMP Showcases Innovative School Planning Solution at the 2026 ESRI Education Summit

Thu, 06 Aug 2026 04:00:00 +0000

Situated in the Tampa, Fla., region, Hillsborough County Public Schools (HCPS) serves more than 220,000 students across one of the fastest-growing areas in the state. As the seventh largest school district in the country, HCPS experiences the ongoing challenge of balancing current student needs with long-term planning for continued community growth.

Attendance boundaries change as communities grow, new schools open, and districts adjust plans to meet evolving enrollment needs. To make these decisions effectively, district leaders need tools that bring together data, mapping, and analysis to better understand current conditions and evaluate future scenarios.

At the 2026 Esri Education Summit in San Diego, we joined HCPS to share how a GIS-based Growth Management Tool is helping the district address these challenges. During the “Better Decisions for Better Student Outcomes” Lightning Talk session, we presented alongside HCPS’s department manager of Growth Management, Planning, and Siting to demonstrate how the partnership combines district planning expertise with GIS technology to support more strategic decisions about growth planning.

The Esri Education Summit brings together K-12 educators, administrators, and GIS professionals from across North America to explore strategies, best practices, and emerging geospatial technologies that support innovation in education.

A Modern Approach to School Planning

Traditional planning methods often rely on disconnected spreadsheets, static maps, and manual analysis. Through our partnership with HCPS, we developed a Growth Management Tool designed to help district staff better understand enrollment growth, school capacity, boundary planning, and long-term capital investments. Rather than relying on separate systems and manual analysis, the tool brings together data, mapping, analytics, and reporting into one platform, allowing planners to evaluate current conditions and explore potential scenarios.

To address these challenges, DRMP partnered with HCPS to develop a comprehensive Growth Management and School Planning Application using ArcGIS Experience Builder Developer Edition and ArcGIS Enterprise.

The application combines data, mapping, analytics, and reporting into a single interactive platform, allowing planners to make faster, more informed decisions.

Key capabilities include:

Enrollment and capacity analysis
School boundary visualization and scenario planning
Student assignment modeling
Automated stakeholder reporting
Integration with multiple enterprise data sources and Representational State Transfer (REST) services
Address dictionary management for Student Information Systems (SIS)
Interactive dashboards and spatial analytics for district-wide planning

By consolidating these workflows into one platform, the application provides district staff with actionable insights while reducing manual processes and improving collaboration across departments.

Collaboration That Delivers Results

A key part of our presentation was highlighting the success of our partnership with HCPS. Combining HCPS's planning expertise with DRMP's GIS development capabilities resulted in a solution tailored to the district’s needs.

Rather than displaying data on a map, the application empowers staff to answer critical questions such as:

Which schools are approaching capacity?
How will new residential developments affect enrollment?
What boundary adjustments produce the best outcomes?
Where should future schools be considered?

These insights support strategic planning while helping districts provide better educational opportunities for students.

Where’s My School?

One of the most useful applications to the public developed through our partnership with HCPS is the school locator tool, which helps families and students quickly determine their assigned schools and access enrollment information.

Three years ago, our GIS team developed the school locator tool to provide a simple, accessible way for families to find accurate school assignment information. Since its implementation, the tool has consistently served between 700,000 and 1 million users annually, demonstrating its value as a trusted resource for the HCPS community.

The tool combines address information with HCPS school boundary data to provide school assignments for the current and upcoming school years. This capability is especially important as attendance boundaries change due to rezoning, new schools opening, school closures, and continued residential growth.

Designed with the user experience in mind, the school locator tool provides:

Assigned elementary, middle, and high schools
School addresses and map locations
Phone numbers
Links to school websites
Resources related to enrollment, transportation, and school choice

While the experience for families is a simple exercise, the GIS technology behind the tool supports much larger planning efforts within the district. By maintaining accurate address and boundary data, the application helps HCPS improve access to information for the community while supporting its broader growth management and school planning efforts.

Sharing Innovation with the GIS Community

The Esri Education Summit provides a unique opportunity for GIS professionals, educators, and technology leaders to exchange ideas and showcase innovative solutions. Presenting at the conference allowed our team to demonstrate how modern GIS technology can streamline complex planning workflows while supporting transparent, data-driven decision making.

The session generated strong interest from attendees looking to modernize their own school planning processes and illustrated the growing role GIS plays in educational planning across the country.

As school districts continue to navigate rapid growth, changing demographics, and evolving community needs, intelligent GIS solutions will become increasingly important.

DRMP remains committed to developing innovative, scalable applications that help organizations turn data into confident decisions. We are honored to have shared our work at the 2026 Esri Education Summit and look forward to continuing to support educational institutions with GIS solutions that make an impact.

Interested in partnering with us? Click here.

Mark Brown, GISP, serves as a GIS Project Group Leader for DRMP's Surveying and Mapping/Geospatial Division.

Ravneet Kathuria serves as a GIS Analyst for DRMP's Surveying and Mapping/Geospatial Division.

The Engineering Behind Downtown Orlando’s Magnolia Avenue Two-Way Conversion

Mon, 03 Aug 2026 04:00:00 +0000

How many times have you driven through a downtown – big or small – only to find yourself searching for parking, navigating a maze of one-way streets, or circling the block after missing your destination?

For drivers, one-way street networks can make navigating downtown less intuitive, particularly when accessing businesses, offices, entertainment venues, and public spaces.

To improve access and connectivity in downtown Orlando, the City of Orlando selected DRMP as the roadway design engineer for Phase 1 to convert Magnolia Avenue, an important corridor within the Historic Business District, from a one-way to a two-way street. The project is part of the City's $750 million Downtown Orlando (DTO) Action Plan, a long-term initiative to create a more connected, accessible, and vibrant downtown. The project remains under construction but is nearing completion in the coming weeks, with some blocks already completed and open to traffic.

Photo credit: Merary Portillo/DRMP

The project extends from South Magnolia Avenue and East South Street to North Magnolia Avenue and East Livingston Street, enhancing a key north-south connection through downtown Orlando. The corridor was originally designed as a two-way street before being converted to one-way traffic in the 1950s as Orlando grew following the construction of Interstate 4 (I-4).

The first phase of the Magnolia Avenue improvements restores two-way traffic while incorporating roadway, on-street parking, transit, pedestrian, and bicycle enhancements designed to create a safer, more intuitive, and more walkable downtown corridor.

Designing for the Downtown of Tomorrow

Returning Magnolia Avenue to a two-way corridor required coordination among multiple agencies, detailed traffic analysis, and engineering solutions that balanced the needs of a busy downtown environment. While the previous configuration efficiently accommodated commuter traffic, DRMP’s updated design creates new opportunities for improved access, multimodal connectivity, and a more inviting corridor for people traveling through the Historic Business District.

Photo credit: Merary Portillo/DRMP

Working closely with the City of Orlando, the Florida Department of Transportation (FDOT), and LYNX, Central Florida’s public bus system, DRMP addressed the roadway, traffic, and transit elements needed to deliver improvements throughout the first phase of the corridor transformation.

In addition to the roadway reconfiguration, the Phase 1 improvements include:

Incorporating bicycle, pedestrian, and transit improvements throughout the corridor
Adding on-street parking to improve access to downtown businesses and destinations
Removing existing concrete and landscaped medians and modifying corridor features to support the new roadway configuration
Modifying traffic signals at key intersections
Installing new signage and pavement markings
Milling and resurfacing the corridor
Conducting traffic modeling to evaluate operational performance
Performing structural analyses of existing traffic mast arms

The project also includes changes to LYMMO, the bus rapid transit system in downtown Orlando operated by LYNX. As part of the Phase 1 roadway redesign, most dedicated LYMMO bus lanes along Magnolia Avenue will be removed, and bus operations will be incorporated into the general traffic flow as the corridor transitions from a one-way to a two-way roadway. Coordinating these transit changes was an important part of maintaining downtown transit service while implementing the new roadway configuration.

Photo credit: Merary Portillo/DRMP

Downtown’s Next Chapter

The Magnolia Avenue – Phase 1 Improvements represent one of the first major implementation steps of the City’s DTO Action Plan. The plan includes future two-way conversions of Orange and Rosalind avenues, two high-traffic commuter roads.

These improvements will help create a more cohesive, intuitive street network, strengthen connections between downtown destinations, and improve access as part of the City’s efforts to attract new retail and private investment downtown.

As downtown Orlando continues to evolve, Magnolia Avenue represents a renewed approach to how streets function, not only as transportation routes, but as connections between the places where people live, work, and gather.

Check out the photo gallery below to see more photos of the project's progress.

Behind the Drawings: A CAD Designer’s 30-Year Career in Bridge Design

Sun, 02 Aug 2026 04:00:00 +0000

When DRMP Structures Chief Designer Jim Arnemann joined DRMP more than 30 years ago, structural drawings were still created by hand on drafting tables. Revisions required an eraser, a steady hand, and a lot of patience. Since then, he has witnessed a significant transformation in the industry – the shift from manual drafting to sophisticated computer-aided design (CAD) software that has revolutionized how infrastructure is planned, designed, and delivered.

Throughout his career, Arnemann has helped bring countless transportation structures to life, including the award-winning A. Max Brewer Bridge in Titusville, Fla., by turning engineering concepts into detailed construction drawings that make projects possible.

In recognition of National CAD Day on Aug. 2, Arnemann reflects on more than three decades in the profession, sharing how CAD technology has evolved, the lessons that have stayed with him throughout his career, and why attention to detail remains just as important today as it was when he first started his career.

What interested you in CAD, and why did you choose this line of work?

I've always enjoyed solving problems and figuring out how things fit together. There’s an art to creating CAD drawings. It’s about understanding how all the pieces come together and presenting the information in a way that engineers, contractors, and field crews can easily understand. A good CAD drawing is accurate, organized, and clearly communicates the design.

CAD gave me the opportunity to take ideas and turn them into detailed drawings that bring projects to life. I enjoy the challenge of making sure every piece works as part of a larger system and knowing that the work we do on the computer eventually becomes something people use in their daily travels.

You've been with DRMP for over 30 years. What's the biggest change you've seen in structural design and CAD technology over your career?

I’d say the biggest change has been the move from manual drafting to digital design. When I started, everything was done by hand using ink pens, paper, and drafting tables, so making revisions took time and effort. Before CAD, making changes to drawings took a lot more time. Now we can make updates quicker, share information more easily, and work through problems earlier in the process. The biggest difference is the speed and efficiency CAD has brought to the design process.

What's one project from your career that you're especially proud of, and why does it stand out?

The A. Max Brewer Bridge is one of the projects I’m most proud of. It was a large, complex design-build project that replaced an aging swing bridge with a 3,207-foot high-level fixed bridge over the Indian River and Intracoastal Waterway in Titusville. The project also improved access to NASA property and the Canaveral National Seashore.

What makes this project stand out to me is that it was an important project for the community, but it was also a very complex design. The bridge included several unique elements, including a post-tensioning system, custom pilings, a scenic overlook, and an ADA-accessible fishing pier.

As part of the CAD team, my role was to take the engineers’ designs and develop the detailed construction drawings that contractors could use to build the project. That meant making sure the plans were accurate, coordinated, and could be built as intended while working closely with the engineers to resolve design challenges throughout the process. The drawings are an important part of communicating the design to engineers, contractors, and field crews, so attention to detail is critical.

It was also rewarding to be part of a project that not only improved transportation and navigation for the community but also created a visually impressive structure that people can enjoy. This project won multiple state and national engineering awards, and it’s exciting that I was a part of the team in bringing the design to life.

How has collaboration between designers and engineers changed since you first started in the industry??

The objective is always to produce the best possible and accurate design, but the way we work together has changed quite a bit. Years ago, collaboration relied heavily on printed drawings, face-to-face meetings, and manual markups. Today, digital tools allow designers and engineers to share files instantly, review revisions in real time, and coordinate much more efficiently. Faster communication helps us identify potential issues earlier in the design process, which leads to better project outcomes and quicker turnaround times.

What's one lesson that's stayed with you throughout your career?

Patience and consistency. Good design takes time, and paying attention to the details is one of the most important parts of the job. A small mistake on a drawing can become a much bigger issue during construction, so it's important to stay focused, double-check your work, and approach each project with the same level of care, no matter how large or small it is.

What do you think the future holds for CAD and structural design?

I think artificial intelligence will continue to become a bigger part of the design process. It has the potential to automate repetitive tasks, improve efficiency, and help us work faster. Will it take over? I don’t think it will replace experienced CAD professionals. Good design still requires engineering judgment, problem-solving, and an understanding of how structures are built. Safety should always be the No. 1 priority on every project, and we will still need that human set of eyes to review the work and make sure everything is done correctly. AI will be another tool that helps us do our jobs better, but experience and human judgment will continue to play an important role in delivering quality designs.

What's something most people would be surprised to learn about CAD or the work that CAD professionals do?

A lot of people think CAD is just drawing lines on a computer, but there's much more to it than that. CAD professionals need to understand how structures go together, interpret engineering concepts, identify potential conflicts, and create drawings that contractors can confidently build from. Construction drawings are the roadmap for a project, so accuracy and attention to detail are paramount.

Jim Arnemann serves as a Structures Chief Designer for DRMP’s Transportation Market Sector.

A Major Central Florida Traffic Headache Gets a Long-Term Fix at I-4 and Sand Lake Road

Tue, 28 Jul 2026 04:00:00 +0000

If there was one interchange drivers hoped to avoid, it was I-4 at Sand Lake Road – Central Florida's busiest interchange and the heart of the Central Florida International Drive Tourism District. Serving as a critical gateway to hotels, attractions, businesses, and surrounding neighborhoods, the interchange experienced long backups that stretched along the exit ramp. Drivers heading toward Turkey Lake Road, Phillips Crossing, and popular destinations such as Whole Foods Market could spend several minutes just getting off I-4 before crossing over multiple lanes of traffic to reach their destination. As traffic volumes continued to grow, the existing configuration could no longer keep pace, making improvements essential to enhancing safety, mobility, and reliability along the I-4 corridor.

As lead designer, DRMP collaborated with The Lane Construction Corporation (contractor) to transform the I-4 at Sand Lake Road interchange as part of the I-4 Beyond the Ultimate program. The $249.7 million Florida Department of Transportation (FDOT) District 5 design-build project is reconstructing the existing interchange into a diverging diamond interchange (DDI), creating a more efficient traffic pattern and a direct connection from westbound I-4 to Turkey Lake Road. With design complete, construction is approximately 70 percent complete, and the project remains on track for completion in early 2028.

An aerial view of the I-4 at Sand Lake Road Diverging Diamond Interchange (DDI)

Arnold Palmer Invitational Preparation

Because the interchange sits at the center of the International Drive Tourism District and provides access to major events such as the Arnold Palmer Invitational, successful project delivery required early coordination with the International Drive Chamber of Commerce and surrounding stakeholders. That coordination led to the team's innovative interim DDI, which maintained continuous traffic flow while the interchange was actively being reconfigured and allowed the traffic shift to be successfully implemented during the Arnold Palmer Invitational weekend.

The team also worked closely with stakeholders to minimize construction impacts on the area's businesses, residents, and millions of visitors. Decorative fencing, landscaping elements, and other jobsite screening measures helped maintain a welcoming appearance throughout construction.

Conceptual rendering showing the proposed interchange configuration and bridges

DRMP provided roadway, drainage, structures, environmental/permitting, survey, subsurface utility engineering (SUE), geotechnical engineering, traffic signals, intelligent transportation system (ITS) improvements, signing and pavement marking, tolling, lighting, and aesthetic lighting services for the reconstruction of the interchange. The project includes three bridge replacements, three new ramp bridges, two bridge widenings, and a buffered westbound express lane between Sand Lake Road and Central Florida Parkway.

Conceptual rendering showing the diverging diamond interchange

A Major Milestone Opening

In May 2026, the project reached a significant milestone with the opening of a new ramp system that improved access between westbound I-4, Sand Lake Road, and Turkey Lake Road while construction continues on the overall interchange improvements. The new loop ramp replaced the previous left-turn movement from westbound Sand Lake Road to southbound Turkey Lake Road, reducing congestion and eliminating a challenging crossing movement through heavy traffic. The updated configuration also provides westbound I-4 motorists with more direct access to either Turkey Lake Road or Sand Lake Road, creating a safer and more efficient connection.

Following award, FDOT District 5 expanded the project's scope by entrusting the team with the design, permitting, and release-for-construction plans for a new eastbound express lane connection tying into the Moving I-4 Forward (MI-4) Project 4 and I-4 Ultimate improvements. Through close collaboration with FDOT and the design-build team, DRMP successfully incorporated this additional work while maintaining project momentum.

Aerial view of the bridge decks spanning the I-4 at Sand Lake Road Interchange

The team also developed Alternative Technical Concepts (ATCs) that improved constructability and project value by shifting the I-4 typical section to the west. This innovative approach improved the horizontal and vertical geometry of the mainline and ramps, enabled bridges to be constructed offline, reduced the bridge deck area by more than 18,000 square feet, and eliminated the need for Category 2 bridges, post-tensioned piers, and shoring towers.

The I-4 at Sand Lake Road interchange demonstrates how a collaborative design-build approach can deliver innovative, cost-effective solutions while adapting to evolving project needs. The result is a modern interchange that improves safety, mobility, and long-term performance for one of Central Florida's most vital transportation corridors and the gateway to one of the state's premier tourism destinations.

TJ Lallathin, Jr., PE, DBIA, serves as Executive Vice President of Alternative Delivery.

DRMP Gives Families a Lift Through Its Charity Bike Build 2026

Thu, 23 Jul 2026 04:00:00 +0000

Senior Roadway Engineer Alan King, PE, works part-time and primarily from his home, but when he heard the firm needed extra helping hands for its Charity Bike Build, he didn't hesitate to step up.

King is just one example of the commitment DRMP employees bring to the firm's annual Charity Bike Build, which is made possible through the DRMPCares program. The corporate social responsibility initiative provides resources to support community involvement efforts that create positive, lasting change in STEM education, health, and the lives of children.

“I don't get into the office very often, but the Bike Build looked like something I could help with,” King said. “I like putting things together, though I'd never done bikes. I enjoyed the experience of doing something important, working alongside my fellow employees, and I look forward to doing it again.”

Senior Project Engineer Geoff Scales, PE, assembles a bike, while Senior Traffic ITS Designer Domingo Delgado and Senior Roadway Engineer Alan King, PE, work behind him.

This year's event brought together dozens of employee volunteers at DRMP's Orlando, Fla., headquarters to assemble 50 bicycles for local children and teens served by the Howard Phillips Center for Children and Families. Over the course of three Charity Bike Build events, DRMP employees have assembled 150 bikes, along with donated helmets and bike locks for families. Following assembly, several employees performed quality control checks on each bicycle to help ensure the bikes were properly assembled and ready for their new riders.

A Howard Phillips Center for Children and Families employee receives a donated bicycle from DRMP staff.

The bikes provide a vital means of transportation, helping teens get to after-school activities, sports, jobs, and other opportunities they might otherwise struggle to reach.

The Howard Phillips Center supports children, teens, and their families through a wide range of services, including care for young children with developmental delays and special needs, as well as assistance for those who have experienced abuse or neglect through urgent medical exams, injury documentation, and forensic interviews. The center also provides long-term counseling and operates mobile healthcare units that bring critical medical services directly to schools, ensuring children and teens receive the care, protection, and support they need to thrive.

Howard Phillips Center for Children and Families staff organize DRMP donated bikes for distribution.

For Construction Services Administrative Assistant Sabrina Gaynor, this year's event was one she had been anticipating since joining the firm.

“This was my first time participating in the Bike Build,” she said. “I had just started with the company when the event took place last year, and I was truly inspired by how many employees took time out of their day to come together and support such a meaningful cause. I knew then that I wanted to participate the next time the opportunity came around, and I'm so grateful that I was able to be part of it this year.”

Construction Services Administrative Assistant Sabrina Gaynor and Drainage and Water Resources Administrative Assistant Hannah Guglielmello pose with the bike they assembled together.

Structures Engineer Warren Allen, PE, returned for his second Bike Build after enjoying the experience the first time.

“It was such a good time last year that I had to participate again,” he said. “Typically, I do not have time to participate in charitable events due to other obligations, so it was a great opportunity afforded by DRMP for me to give to others. Sometimes life and work can be so busy, so it is great that we are able to help others in a way that we are sure will bring joy into their lives.”

Stormwater Engineering Intern Daniela Orjuela and Structures Engineer Warren Allen, PE, pose with the bike they built together.

Survey Analyst Johnathan Porto, CST1, said the event provides an opportunity to serve the community and connect with coworkers.

“We are a pretty busy group, but when we can, we like to help out,” he said. “We get to help the community and hang out with coworkers from different teams that we don't get to talk to every day, so it's nice to see new faces. It just feels like the right thing to do.”

Survey Crew Chief Matt Piombino (pictured left) and Survey Analyst Johnathan Porto, CST1, ( pictured right) assemble bikes together.

Porto said he doesn’t typically volunteer outside of work, “but whenever we get the opportunity to do so at work, we all join in as a group.

“It's a nice change of pace from the day-to-day work. It's rewarding to know we can do some good by doing something as simple as putting a few bikes together, no matter how much we mess up,” he joked. “Sorry, bike quality control guys.”

Wekiva Parkway Section 8 Interchange Closes Gap, Improves Regional Travel

Tue, 21 Jul 2026 04:00:00 +0000

Before the Wekiva Parkway Section 8 Interchange was constructed, motorists traveling across Central Florida often had to leave the region's expressway system and navigate local roads to travel between I-4, SR 417, and SR 429. The missing link created congestion, reduced travel reliability, and limited regional connectivity. Today, that gap is gone.

As the final connection needed to complete Central Florida's beltway, the Wekiva Parkway Section 8 Interchange improves mobility, enhances safety, and provides a more direct route for the tens of thousands of drivers who rely on this corridor.

The Wekiva Parkway Section 8 Interchange is a significant achievement for our Alternative Delivery Department and a reflection of the dedication, expertise, and commitment of everyone involved. The project’s eight major industry awards recognize the efforts of our team and partners in overcoming complex challenges and delivering a critical connection for Central Florida. We are grateful for the opportunity to contribute to a project that demonstrates the value of alternative delivery and sets a strong example of what can be achieved through thoughtful planning and execution.

As lead designer, DRMP partnered with The Lane Construction Corporation (contractor) to deliver the $274.5 million design-build project. The team's collaborative design-build approach transformed significant engineering challenges into opportunities for innovation. Located within one of Florida's most constrained transportation corridors, the project required solutions for limited right-of-way, high groundwater, weak soils, extensive utility infrastructure, and a major Duke Energy transmission line while maintaining traffic on I-4, one of the state's busiest interstates.

By strategically realigning I-4, the project avoided relocating the Duke Energy transmission line, saving millions of dollars and years of potential delays while allowing construction to occur largely offline. Additional design innovations preserved existing infrastructure, reduced bridge deck area by 200,000 square feet, reused roadway and drainage systems where feasible, and generated approximately $75 million in cost savings without compromising quality or performance.

A Landmark Achievement

The project included 2.63 miles of new limited-access toll road, 20 new bridges, reconstruction of 2 miles of I-4 to accommodate future I-4 Beyond the Ultimate express lanes, advanced intelligent transportation systems, all-electronic tolling, and extensive roadway, drainage, lighting, signage, and traffic control improvements.

Sustainability was further advanced through reduced impervious surface area, wetland protection, preservation of conservation easements, and the reuse of existing infrastructure where possible.

The result is a landmark achievement in transportation infrastructure that demonstrates how design-build delivery can accelerate schedules, maximize value, and deliver complex projects with measurable benefits.

The industry's recognition reflects that success. The project has earned eight major awards, including:

American Society of Highway Engineers (ASHE) National Project of the Year Award (Over $100 million category) (2026)
American Council of Engineering Companies (ACEC) National Recognition Award Engineering Excellence Awards (2026)
ACEC Florida Grand Winner in the Transportation Category (2026)
National Award of Merit from the Design-Build Institute of America (DBIA) in Transportation (Other than Aviation) Category (2025)
Project of the Year from the DBIA Florida Region in the Transportation - Structures Category (2025)
Engineering News-Record (ENR) Southeast Highway/Bridge Award of Merit in the Best Projects Competition (2025)
Florida Transportation Builders’ Association (FTBA) Best in Construction Award for Design-Build (2025)
Outstanding Design-Build or Construction Manager at Risk Project Award from ACEC Florida and FDOT (2025)

The strongest design-build projects begin with decisions made early when design and construction work together to solve challenges before they become obstacles. The Wekiva Parkway Section 8 Interchange demonstrates the value of that approach, where early collaboration helped address complex constraints, reduce risk, and deliver a critical connection for Central Florida.

TJ Lallathin, Jr., PE, DBIA, serves as Executive Vice President of Alternative Delivery.

Surveying One of Golf’s Most Legendary Holes

Tue, 14 Jul 2026 04:00:00 +0000

There’s an iconic putting green in Ponte Vedra Beach, Fla., surrounded by water and recognized around the world as one of professional golf’s most famous holes. The site serves as the backdrop for one of the sport’s premier annual tournaments each March, generating a significant economic impact for the region and area businesses.

It’s a test of precision and nerve for golfers as coastal winds, surrounding water, and tight margins leave little room for error.

When the time came to replace the deteriorating bulkhead surrounding the green, DRMP's St. Augustine survey team was entrusted with providing the survey data needed to assist with the project. Specific venue and event names are not mentioned in this article in accordance with licensing and branding restrictions.

As a subconsultant to the project’s contractor, Riptide Marine & Land Construction, DRMP completed a fast-turnaround pre-construction survey for approximately 400 feet of bulkhead. This work builds on DRMP's ongoing partnership with Riptide, which has included survey support for the Fort Matanzas Seawall & Boardwalk Improvements project in St. Johns County and the Gamble Rogers Seawall Replacement project in Flagler County.

We were pleased to be selected to support this high-profile project, reflecting the trusted working relationship and consistent service we've developed over time with Riptide.

Fieldwork was completed on an as-needed basis over five days, allowing our team to efficiently capture existing conditions within the project’s active and constrained work windows.

Because the golf venue remained fully operational for the first week of the project, field activities were mindfully coordinated around play while maintaining the accuracy needed to support construction. Our survey team performed the work in proximity to an existing seawall, which required careful attention to tight field conditions and alignment with existing features.

To document existing conditions, our team used a combination of unmanned aerial vehicle (UAV) mapping, static 3D laser scanning, RTK GPS control, and total station surveying. The resulting data provided a comprehensive site map of the bulkhead and surrounding features, giving the contractor and design team the information needed to lay the groundwork for the project’s success. The effort included full-area scanning to ensure a complete baseline record was captured during initial field mobilization.

“Accuracy was critical on this project because the intent was to preserve the existing geometry and character of the original design,” DRMP Senior Right-of-Way Mapper and Project Manager Mike Brown, PSM, said. “Even minor deviations in the field could have affected the alignment and overall form of the feature, so the emphasis was on capturing conditions in a way that reflected what was already there as closely as possible.”

The survey also involved marking the locations for 69 piles to guide installation and keep the bulkhead properly aligned. Field Crew Supervisor Marshall Batten managed UAV data collection and stakeout calculations, while Survey Technician Alex Ferrari performed static laser scanning from multiple control positions to generate a comprehensive point cloud for any future site work.

While technically straightforward, the project carried unique significance because of its setting and the precision needed to make sure the existing design stayed the same. By delivering reliable survey data on a compressed schedule, DRMP helped facilitate improvements to one of golf’s most iconic landmarks while preserving its distinctive character.

Port St. Lucie Intersection Upgrade Improves Safety at Village and Tradition Parkways

Tue, 07 Jul 2026 04:00:00 +0000

For years, drivers, cyclists, pedestrians, and transit riders navigating the intersection of Village Parkway and Tradition Parkway in Port St. Lucie, Fla., have dealt with chronic congestion and safety hazards. One of the city’s busiest intersections – and the first major crossroads west of I-95 – had become known for gridlock, near misses, and dangerous crashes as rapid growth in the Tradition area pushed traffic volumes beyond what the intersection could comfortably handle.

Local reports and traffic data indicate hundreds of crashes and a high volume of enforcement activity at the intersection, including an incident in which a 14-year-old boy on a bicycle was struck by a car and airlifted to the hospital, underscoring the urgent need for safety improvements.

To address these ongoing challenges, the City of Port St. Lucie tasked DRMP with redesigning the intersection to enhance safety, reduce congestion, and improve mobility for all users. In April 2026, the Port St. Lucie City Council approved a $1.5 million construction project based on DRMP’s design. Construction is expected to begin in August, marking the start of long-awaited improvements.

Responding to Complex Project Needs

The City initially retained Alta Planning + Design, DRMP’s partner firm, to create a quick build concept for a protected intersection. A protected intersection is one with enhanced safety features that help protect pedestrians and bicyclists through curb extensions and dedicated paths. Given the immense capacity needs of the intersection, a traffic analysis was commissioned to evaluate impacts and determine whether additional enhancements are needed. This resulted in elevating the needs of the intersection from a quick build into a reconstruction project to accommodate the vehicular capacity needs, while retaining the vulnerable road user safety needs.

Community members attend a public meeting on Aug. 19, 2025, to provide input and share feedback on the project.

The project transitioned to DRMP after Planning Group Leader Alia Awwad, PE, joined the firm, where she remains as project manager. As the project advanced into design, DRMP Boca Officer Leader and Roadway Group Manager Evhen Kyj, PE, assumed duties as engineer of record for the roadway design, while Patsy Fuschetto, PE, served as engineer of record for the traffic and lighting design.

The design process involved extensive coordination with staff, outreach to the community, and presenting to the City Council. At the same time, the surrounding area continued to grow rapidly, with new retail development and increasing traffic demand adding urgency to the effort.

DRMP Planning Group Leader Alia Awwad, PE, left, stands on stage during a project presentation at an Aug. 19, 2025 public meeting.

The project became a true collaboration across DRMP’s disciplines. Roadway, planning, traffic signalization, lighting, signing, pavement marking, structures, and drainage professionals all played a role in delivering a solution for the City of Port St. Lucie at this important intersection.

Safety-Driven Design with Cost Efficiency

A key achievement of the design team was improving intersection operations and safety without compromising structural integrity or relying on unnecessary infrastructure replacement. While avoiding mast arm replacements resulted in significant cost savings, those savings were a byproduct of a safety-driven engineering analysis process, not the objective.

DRMP conducted extensive field investigations, documenting bolt configurations at mast arm foundations, evaluating structural loading capacities, and reviewing historical Florida Department of Transportation (FDOT) design criteria. This analysis ensured that any design decisions improved safety under new signal configurations.

Through a detailed engineering review, the team developed alternative signal mounting solutions that reduced structural loading demands. This allowed the existing mast arms to be safely retained and eliminated the need for replacement while preserving long-term structural performance.

Safer Streets for All Modes

The project also focused heavily on multimodal safety. DRMP reconstructed the intersection corners to create Port St. Lucie’s first protected bike intersection, providing protected corners and paths for pedestrians and cyclists and allowing cyclists to cross safely using bike crossings along the pedestrian crossing for enhanced, dedicated safety. Curb ramps were realigned to improve accessibility, and a busy city bus stop was relocated farther from the intersection to improve operations and safety for transit users.

A rendering depicts the design alternative selected by the community during the public engagement process.

The improvements address nearly every aspect of the intersection’s operation. To relieve congestion and improve traffic flow, the team extended the eastbound left-turn lanes to maximize vehicle storage and lengthened the dedicated eastbound right-turn lane. Southbound traffic heading eastbound toward I-95 – one of the heaviest movements at the intersection – was converted into a triple-left-turn configuration to better accommodate traffic.

Additional capacity improvements included widening the westbound approach from two through lanes to three through lanes while maintaining two left-turn lanes and a dedicated right-turn lane. Turning signals were added, signal heads were shifted and upgraded, and new “No U-turn” and “No Turn on Red” signage was incorporated to improve safety and reduce conflict points.

The team also proposed drainage improvements to maintain proper flow and relocated street lighting from the median along the western leg to create additional room for the expanded left-turn lanes.

For DRMP, the Village Parkway and Tradition Parkway Intersection Improvement Project demonstrates how multidisciplinary collaboration, technical problem-solving, and proactive communication came together to deliver much-needed safety improvements for one of the fastest-growing cities in the nation.

Alia Awwad, PE, serves as a Planning Group Leader for DRMP’s Transportation Market Sector.

Evhen Kyj, PE, serves as Boca Roadway Group Leader for DRMP’s Transportation Market Sector.

Patsy Fuschetto, PE, serves as a Boca Roadway Project Manager for DRMP’s Transportation Market Sector.

What Does Safety Look Like at DRMP Through a Safety Leader’s Eyes?

Thu, 25 Jun 2026 04:00:00 +0000

An overloaded power strip. An open file cabinet drawer. A cluttered storage area. These may not be the hazards that immediately come to mind when people think about workplace safety, but according to DRMP Environmental Health and Safety Manager David Couch, they can be just as important as the risks found in the field.

With a background spanning warehouse distribution, general manufacturing, heavy steel manufacturing, construction, maritime operations, and fire rescue, Couch brings a wide perspective to safety leadership. Since joining DRMP in April 2026, he has traveled to the firm’s regional offices and project locations, working to understand operations firsthand and support a culture where safety is a collective commitment and responsibility.

In recognition of National Safety Month, this Q&A highlights Couch’s approach to safety leadership, the challenges facing the engineering and construction industries, and why he views himself as a coach, teacher, and mentor. Underlying that philosophy is a goal that guides his approach to safety: making sure everyone goes home at the end of the day.

With more than 20 years in environmental health and safety leadership, what do you believe separates a strong safety culture from a reactive one?

A strong safety culture is proactive rather than reactive. It's built on visible leadership, employee involvement, and consistent accountability. Organizations with strong cultures don't wait for incidents to drive action. They identify hazards early, encourage employees to speak up, and integrate safety into daily planning and operations.

Throughout my career, including more than 100 Occupational Safety and Health Administration (OSHA) inspections without a fine, I've found that the most successful organizations are those where safety is owned at every level. When leadership is engaged and employees trust that concerns will be addressed, safety becomes part of the way work gets done, which reduces risk and improves overall performance.

You've worked across industries ranging from construction and manufacturing to maritime and distribution. How does that broad experience influence your approach to safety at DRMP?

DRMP’s work spans office environments, field operations, roadway activities, surveying, engineering support, and construction-related services, so it is important that our safety programs are practical, adaptable, and scalable across different types of work. Having worked in dynamic and high-risk environments, I understand the importance of developing programs that not only meet regulatory requirements but also function effectively in real-world operations.

Some of the best safety improvements I’ve seen throughout my career came from involving employees, supervisors, and operational leaders early in the process. That is one of the approaches I want to continue strengthening at DRMP, building programs that support the work our teams perform while encouraging participation, communication, and joint responsibility throughout the organization.

Another benefit of working across industries is the ability to apply lessons learned and best practices from one environment to another. Whether it is hazard recognition, fleet safety, incident prevention, training systems, or field accountability, many successful strategies can be adapted and tailored to improve overall safety performance. My goal is to help DRMP continue building a safety culture that is proactive, sustainable, and incorporated into everyday operations across all business lines.

What are some of the biggest safety challenges facing the engineering and construction industries today?

One of the biggest safety challenges in engineering and construction is managing increasing operational complexity while maintaining consistent performance across multiple projects, teams, and environments. Faster schedules, tighter timelines, workforce shortages, and changing regulations all add pressure.

The industry is dealing with experience gaps as seasoned workers retire and newer employees enter the field. This makes strong onboarding, mentorship, and ongoing training essential for maintaining hazard awareness and safe decision-making.

Mental fatigue, distraction, and heavy workloads are also growing concerns. Employees today are often managing high workloads, extended travel, long hours, changing project demands, and constant communication through phones and technology. These factors directly impact situational awareness and increase risk in field and driving activities.

Consistency across diverse contractors and project teams remains another major challenge, as does managing roadway and fleet safety, which continues to be a leading source of serious incidents.

One of the most important challenges is preventing complacency. Organizations must continuously reinforce hazard recognition, field engagement, planning, and communication to maintain awareness and prevent normalization of risk.

Companies that treat safety as a core part of operations, not just a compliance requirement, are best positioned to manage these risks effectively.

Safety is often associated with jobsites, but you've emphasized that office environments matter, too? What are some of the most overlooked workplace hazards people don't think about?

When people think about workplace safety, they often focus on construction sites or field operations, but office environments have their own set of risks that are often underestimated because they develop gradually.

The most common are ergonomic and repetitive strain issues, things like poor workstation setup, prolonged sitting, and repetitive computer use. These can lead to long-term musculoskeletal injuries that impact health and productivity over time.

Slip, trip, and fall hazards are also often overlooked in office settings, whether from cords, housekeeping issues, or wet entryways. These remain some of the most common workplace injuries across industries.

Another area is preparedness. Employees are not always familiar with emergency procedures such as evacuations, severe weather response, or medical events, yet those situations require quick, informed action.

More broadly, safety also includes factors like fatigue, stress, and distraction, especially when employees are traveling or balancing multiple priorities.

The goal at DRMP is to build a safety culture that recognizes that every employee and every work environment matter, whether someone is working in the field, operating on a roadside project, driving between locations, or working in an office.

You travel regularly to DRMP's regional offices and project locations. Why is it important to have a hands-on, visible approach to safety leadership?

A hands-on, visible approach to safety leadership is important because effective safety programs cannot be managed solely from behind a desk. Every office, project site, and operational environment has unique challenges and exposures that are best understood through direct engagement with employees and field operations.

Visiting DRMP’s regional offices and project locations allows me to see how work is being performed, understand operational challenges firsthand, and build stronger relationships across the company. This visibility also creates opportunities for open communication and collaboration, which are essential for identifying hazards, improving processes, and strengthening safety culture.

When safety leaders are present in the field – observing operations, participating in discussions, and listening to employee feedback – it reinforces that safety is an active priority rather than just a written policy. It builds trust, encourages open communication, and supports early identification of issues before they become larger problems, while keeping leadership connected to day-to-day operations.

You've overseen safety on billion-dollar, multi-year projects without a significant event. How do you maintain high safety standards while supporting project schedules and operational goals?

On large, fast-paced projects, I operate from the principle that safety and production are not competing priorities. They work together when safety is built into the planning process from the start.

The most effective way to maintain high standards is through early risk identification during pre-planning and coordination. That includes evaluating schedule constraints, logistics, subcontractor activities, and changing field conditions so potential issues are addressed before work begins.

Once work is underway, consistent communication and strong field presence are critical. Staying engaged with project teams, supervisors, and contractors helps ensure expectations remain aligned and allows issues to be addressed quickly without disrupting progress.

I also rely on leading indicators, such as observations, near misses, training, and corrective actions to identify trends early and keep performance on track over the life of a project.

Strong safety performance on large projects comes from integrating safety into daily execution so that planning, communication, and field leadership all support safe and productive operations.

Training is a major part of your background, including holding all four major OSHA authorized instructor certifications. How do you make safety training relevant and engaging for employees at every level, including those who may be uninterested or do not take it seriously?

One of the most important lessons I’ve learned throughout my career is that effective safety training is not about simply presenting regulations or checking a compliance box. It is about making the information relevant to the employee performing the work. I focus on real-world application rather than just theory, helping employees understand not only what the requirements are, but why they matter and how they help protect people, improve operations, and prevent incidents.

Engagement is also critical. Using actual examples, field experience, case studies, scenario-based learning, and open discussion helps make training more relatable and easier to retain. Different groups learn differently, so training must be tailored to the audience while maintaining consistent safety expectations. For employees who may be skeptical or uninterested, credibility and experience matter. People are more likely to participate when they know the instructor understands their work environment and can connect safety concepts to real operational challenges.

At the end of the day, successful training is about creating understanding, engagement, and ownership so employees leave with knowledge they can apply immediately and a clearer understanding of why safety matters beyond compliance.

You've describedf yourself as a coach, teacer, and mentor rather than an enforcer. Why is relationship-building such an important part of effective safety leadership?

Effective safety leadership is built on trust, communication, and credibility. While compliance and procedures are important, long-term safety success depends on people. Employees are more likely to report concerns, participate in safety programs, and follow procedures when they know leadership is genuinely invested in their well-being.

That’s why I view safety leadership as a balance of coaching, teaching, mentoring, and accountability. Building strong relationships encourages open communication and helps employees feel comfortable speaking up about hazards before they become incidents. It also helps move safety beyond compliance by giving employees a better understanding of the “why” behind expectations. Employees are more likely to take ownership of safety rather than view it as something imposed on them. Coaching and mentorship help develop critical thinking, hazard recognition, and personal accountability, which are essential for building a proactive safety culture.

One of your core messages is that "everyone goes home safe." What does that philosophy mean to you personally?

The phrase “everyone goes home safe” is more than a slogan to me. It represents the responsibility we have to protect people and the understanding that every decision made in the workplace can have a real impact on someone’s life, family, and future.

Over the course of my career, I have dealt with three workplace fatalities, and those experiences permanently shaped my perspective on safety leadership. In addition to my professional safety career, I also served in the volunteer fire service as a fire chief, where I witnessed firsthand the devastating impact that serious injuries, fatalities, and emergency situations can have on individuals, families, coworkers, and entire communities. Those are experiences that stay with you, and they remind you how important it is to never become complacent when it comes to safety.

Every employee should have the opportunity to return home to their family in the same condition they arrived to work. That belief influences how I approach training, leadership, planning, communication, and field engagement every day.

Many serious incidents are preventable when organizations maintain strong communication, proper planning, accountability, and operational awareness.

For someone considering a career at DRMP, what would you want them to know about the firm's commitment to safety and employee wellbeing?

I would want them to know that the firm is committed to building a strong culture centered around safety, employee well-being, professionalism, and continuous improvement.

Safety at DRMP is not viewed simply as a compliance requirement. It is part of how we plan to work, support employees, and operate as an organization.

One of the things that stands out about DRMP is the willingness of leadership and employees across the organization to engage in the safety process and work collaboratively toward improvement. There is a genuine effort to strengthen programs, improve communication, standardize processes where appropriate, and ensure employees have the resources and support needed to work safely and effectively.

I would also want potential employees to know that their voice matters. Building a strong safety culture requires communication, employee involvement, and mutual respect. Employees are encouraged to raise concerns, ask questions, contribute ideas, and participate in improving workplace safety. That type of collaboration helps create a stronger organization and a more supportive work environment for everyone.

David Couch serves as DRMP's Environmental Health and Safety Manager.