Featuring Kimberlee DeBosier, Transportation Division Leader
Welcome to the fourth edition of From Vision to Reality, our ongoing Q&A series spotlighting the passionate leaders driving WGI’s innovative work across the nation.
In this edition, we’re excited to feature Kimberlee DeBosier, PE – a seasoned professional with over four decades of engineering experience, including 37 years shaping infrastructure throughout the Tampa, Florida region.
At WGI, Kimberlee leads the Transportation Division’s project management and operational strategy, steering initiatives that embrace cutting-edge technology, diversify markets, and position WGI as a leader in a rapidly evolving industry. In this Q&A, Kimberlee shares her perspectives on the challenges and opportunities ahead for the AEC profession, the critical role of multidisciplinary collaboration, and how WGI is leveraging innovation to shape the future of transportation infrastructure.
So, join us as we dive into this outlook on the industry trends and emerging opportunities that are set to reshape the AEC and transportation landscape as we know it!
1. What is your outlook on the current state of the AEC profession?
The evolving AEC landscape offers WGI a valuable opportunity to sharpen our competitive edge.
As the market continues to shift, we are taking a strategic approach to expanding our capabilities in key areas such as traffic and ITS design, transportation planning, mobility, and specialized structural services. By doing so, we’re not only enhancing our service portfolio but also positioning ourselves to attract top-tier talent in a highly competitive engineering market.
Seizing these opportunities ensures WGI remains at the forefront of the industry, delivering innovative, client-focused solutions backed by exceptional expertise.
2. What changes do you see in the AEC profession, and how do these changes present new challenges or opportunities?
The transportation infrastructure industry is evolving at an unprecedented pace, and WGI is committed to staying at the forefront.
We continue to lead in 3-D modeling and digital twin development, with our teams actively training and adopting the latest technologies. Our first digital twin project is underway, integrating cutting-edge tools, big data insights from our Geospatial Division, and the strategic application of AI, ensuring we remain agile as the industry accelerates.
As project delivery methods shift, we’re also seeing a transformation in traditional design-build models. Owners are exploring new variations, and the rise of unsolicited proposals from fully integrated teams is reshaping the landscape. WGI is proactively positioning itself to adapt to these emerging trends.
On the talent front, the industry is seeing a shift away from fully remote work. This change plays to WGI’s strength, as we’ve always championed a collaborative, in-person culture, believing firmly that we’re stronger and more innovative when we work together.
3. What unique opportunities does your division anticipate in 2025?
WGI is now prequalified in Bridge Inspection for the Florida Department of Transportation (FDOT), building on the experience and expertise of our North Carolina team. We are targeting 2025 to officially launch our Florida bridge inspection program.
This year, we are also focused on establishing a more substantial footprint in Texas. With its robust market, Texas represents a significant growth opportunity.
As Florida’s alternative delivery program undergoes significant changes, it is critical that we diversify into other markets. We recently began designing three bridges as part of a North Carolina Department of Transportation (NCDOT) design-build project, and we are focused on growing our market share in North Carolina while expanding into South Carolina. With the addition of Scott Boyles as Alternative Delivery Project Director, we are well-positioned to achieve these goals.
4. What unique challenges does your division anticipate in 2025?
As one of Florida’s leading design-build firms, WGI benefits from deep experience and strong partnerships with transportation contractors, giving us a clear competitive edge.
However, recent changes to the Florida Department of Transportation’s (FDOT) procurement practices are introducing new complexities. With at least seven different project delivery models now in play, our ability to stay agile and adapt quickly will be key to maintaining our leadership in this evolving landscape.
5. How does collaboration across WGI’s multidisciplinary teams enhance your division’s ability to address industry challenges?
WGI’s broad range of disciplines is a significant strength, enabling us to navigate shifting market conditions and balance the dynamics between public and private sector work. Our collaborative, multidisciplinary approach allows us to stay closely aligned with core clients, regardless of project type, while fostering innovation across all areas of practice.
We currently have two early-stage examples that highlight this collaborative potential.
The first explores the use of biological water treatment solutions on transportation projects that impact sensitive coastal environments, such as seagrass beds and saltwater fish habitats. The second involves a coordinated, multi-disciplinary strategy to fast-track the development of several critical public safety buildings for a local government. This initiative leverages our Transportation team’s alternative delivery expertise and could ultimately engage all five of WGI’s divisions.
6. How is WGI leveraging innovation to maintain its leadership position in the AEC profession?
The Transportation Division’s main push in innovation in 2024 was strengthening our partnership with Bentley, which is the software provider of choice for the Florida Department of Transportation (FDOT). Our team’s partnership with Bentley has improved our 3-D modeling prowess, and the next phase for Bentley is incorporating AI into their software.
The use of AI for business development is also now underway. We are using AI for market research and analysis, such as how our proposals compare across industry standards, what our clients care about, and so much more.
We are truly excited to be using AI to operate more efficiently and effectively, saving us both time and resources!
7. What lessons from recent projects will guide your approach in 2025?
We’ve gained valuable insights on the contractual side of our projects – Given the extended timelines typical of our work, we’re refining how we negotiate long-term contracts to better account for future rates and circumstances. We’re also becoming more effective at managing project scope, minimizing scope creep, and asserting improvements to drive stronger financial performance across our projects.
On the business development front, we’ve partnered with an external consultant to enhance our presentation skills and messaging strategies. The results have been clear: our seller-doers are becoming more effective communicators and closing more opportunities. We’re now sharing this training across the division and throughout our firm to elevate performance organization-wide.
Join the Conversation
As we continue building smarter infrastructure and stronger communities, leaders like Kimberlee remind us that progress happens when vision is paired with action – Turning ideas into impact and plans into progress.
If you want to dive deeper into the industry trends and emerging opportunities shaping the future of transportation infrastructure and the AEC profession – Contact our team today to continue the conversation and learn how the experts at WGI can help turn your vision into reality!
As always, stay tuned for future editions of our From Vision to Reality – Q&A Series as we continue to spotlight leaders and innovators from across our multi-disciplinary firm.
