Featuring Scott Boyles, Alternative Delivery Project Director

In the latest edition of From Vision to Reality, we feature Scott Boyles, PE, WGI’s Alternative Delivery Project Director, whose over forty-year career in Transportation Engineering and project management reflects a steadfast commitment to innovation and client success. Scott has led complex initiatives for departments of transportation, municipalities, private developers, and contractors using the design-build delivery method, bringing a depth of experience that bridges traditional practice and emerging technologies.

In this Q&A, Scott offers an insightful look at the current and future state of the AEC industry, particularly in North Carolina. He discusses the ongoing impacts of workforce transitions, funding reallocations within the North Carolina Department of Transportation State Transportation Improvement Program (NCDOT STIP), and the growing role of technology and AI in reshaping project delivery.

With a forward-thinking approach, Scott also shares how WGI is preparing for these changes by broadening services, advancing digital delivery capabilities, and positioning the firm at the forefront of the next generation of transportation innovation.

1. What is your outlook on the current state of the AEC profession?

The transportation industry outlook over the next 24 months will significantly influence how WGI adapts its business operations. Three key factors stand out: the evolving workforce landscape, the rapid advancement of technology, particularly artificial intelligence (AI), and the impacts on our North Carolina operations.

In response to these factors, WGI is strategically maintaining and optimizing our workforce to stay ahead of the generational transition as Baby Boomers retire, while preparing the next generation of professionals to continue supporting our clients’ transportation programs.

The accelerating rise of AI technology presents both opportunities and challenges as we navigate how it will shape our industry in the coming years. WGI has proactively invested in this space by hiring key personnel dedicated to advancing AI integration throughout the firm. Our technology leaders have already laid a strong foundation for educating and training staff, ensuring that AI is leveraged efficiently and effectively across our daily business operations.

In North Carolina, one of the most notable developments impacting our operations is the ongoing reallocation of the State Transportation Improvement Program (STIP) funding and the resulting slowdown in advancing new projects in recent years. To address the effects of the STIP adjustments, WGI is broadening its service portfolio in North Carolina by pursuing non-traditional task orders, promoting our Water Resources capabilities (particularly in flood simulation and resiliency), expanding our participation in alternative project delivery methods, and positioning the firm to grow our Geospatial services across the state.

2. What changes do you see in the AEC profession, and how do these changes present new challenges or opportunities?

Several emerging shifts are poised to significantly influence our profession and the broader transportation industry, including the retirement of the Baby Boomer generation, diversification of services, evolving strategies for pursuing work within the North Carolina transportation market, and the continued advancement of digital delivery methods..

• Retirement of the Baby Boomer Generation: As members of the Baby Boomer generation approach retirement, our industry is witnessing the departure of a vast repository of institutional knowledge and professional experience. This generational transition underscores the importance of preparing and empowering the next wave of leaders, comprising Gen X and Millennials, to address the evolving transportation needs of the future. Proactive mentorship, knowledge transfer, and leadership development will be critical to ensuring a seamless handoff and the continued excellence of our industry.
• Diversification of Services: Diversifying services across multiple markets has become essential to sustaining success, both at the organizational level and for individual career growth. Transportation professionals must broaden their expertise beyond traditional single-discipline focuses, embracing cross-disciplinary design skills that enable them to adapt to evolving client demands and market conditions. This flexibility strengthens our firm’s resilience and positions our teams to deliver innovative, integrated solutions.
• North Carolina Transportation Market: Within North Carolina, the transportation industry faces the dual challenge of navigating shifting priorities and securing new opportunities amid funding reallocations in the North Carolina Department of Transportation State Transportation Improvement Program (NCDOT STIP). Inflation and rising costs of materials and labor have altered traditional funding pathways, compelling firms to explore new strategies for engaging NCDOT business units. Concurrently, the industry must identify alternative revenue sources to meet the growing demand for infrastructure investment across the state.
• Digital Delivery: The transition from traditional 2D plan sets to automated workflows, 3D/BIM modeling, and fully digital data environments represents a defining transformation in project delivery. This evolution requires firms to reassess and “right-size” production teams, ensuring alignment between workforce skill sets and emerging technologies. Embracing digital delivery not only enhances efficiency and accuracy but also positions our firm at the forefront of the industry’s modernization journey.

3. What unique opportunities does your division anticipate through the remainder of 2025 and as we look ahead to 2026?

The outlook for WGI’s North Carolina region remains highly optimistic heading into 2026, presenting significant opportunities to expand our services in support of the NCDOT transportation program. WGI is currently finalizing the necessary licensing documentation with the North Carolina Board of Examiners for Engineers and Surveyors to provide services through our Geospatial Division, including aerial photogrammetry, location surveys, subsurface utility engineering, and utility coordination.

In preparation for the 2026 Limited-Service Contract (LSC) advertisements with the NCDOT Hydraulics Unit and Ferry Division, WGI is strategically positioning to compete for and secure new service opportunities. Additionally, WGI has leveraged its extensive experience in Florida’s Alternative Delivery projects by establishing teaming partnerships for upcoming initiatives, including the I-77 P3 project in Charlotte and a design-build project in Raleigh, both slated for advertisement in 2026.

4. What unique challenges does your division anticipate through the remainder of 2025 and as we look ahead to 2026?

As we look ahead to 2026, WGI faces several unique challenges in maintaining and expanding our transportation services across North Carolina. The key to success lies in strengthening WGI’s brand presence and market visibility within the state while positioning ourselves strategically amid strong competition—more than 150 firms currently provide similar services to NCDOT’s statewide programs. Our continued growth depends on clearly defining and communicating what differentiates WGI from the rest.

To achieve this, our focus areas include:

• Strategic Recruitment
• Proactive Business Development
• Relationship Building
• Service Expansion

By focusing on these strategic initiatives, WGI will be well-positioned to strengthen our presence, deepen client relationships, and expand our impact throughout North Carolina’s transportation landscape.

5. How does collaboration across WGI’s multidisciplinary teams enhance your division’s ability to address industry challenges?

Despite current funding constraints and a slowdown in projects advancing to final design and construction letting, the North Carolina transportation market remains a viable and strategic opportunity for WGI in 2026. To position the firm for long-term success, WGI is actively developing a comprehensive pursuit plan that expands beyond traditional roadway, hydraulic, and structural design services. Furthermore, WGI maintains a long-standing and trusted partnership with the North Carolina Department of Transportation (NCDOT). Since 2008, our team has been fully embedded within the NCDOT Rail Division, exemplifying WGI’s enduring commitment to supporting the department’s mission, advancing its strategic initiatives, and contributing to the ongoing enhancement and resilience of North Carolina’s transportation infrastructure.

WGI’s multidisciplinary portfolio enables robust collaboration across divisions, enhancing the firm’s ability to deliver integrated, value-driven solutions. As part of this strategy, WGI plans to expand its Geospatial Services in North Carolina, including aerial photogrammetry, location surveys, subsurface utility engineering, and utility coordination, to create new opportunities and strengthen market presence. Additionally, Streamline Technologies, a member of the WGI family of companies, offers advanced modeling capabilities for storm event simulation, forecasting, and flood prediction, innovations that directly support the needs of Departments of Transportation and related agencies.

Leveraging Technology and AI for Operational Efficiency

WGI also recognizes the transformative potential of artificial intelligence tools such as Copilot and ChatGPT. By promoting and integrating these technologies firmwide, WGI aims to improve task efficiency, enhance collaboration, and ultimately support more agile and cost-effective project delivery.

Expanding Cross-Divisional Collaboration

To further diversify its transportation portfolio, WGI is exploring synergies with several non-traditional disciplines, including Parking Solutions and Building Restoration. Integration opportunities also exist within WGI’s Buildings Division, encompassing Structural, Architectural, and MEP expertise to support NCDOT’s facility management initiatives, such as rest area enhancements, truck parking solutions, and facility improvements for the Ferry Division.

Additional growth opportunities lie in WGI’s Environmental and Coastal Engineering disciplines, which offer specialized services including NEPA compliance, agency permitting, dock and pier design, marina permitting, and shoreline and dune protection. These collaborative efforts position WGI to deliver comprehensive solutions that address both infrastructure and environmental priorities across North Carolina’s evolving transportation landscape.

6. How is WGI leveraging innovation to maintain its leadership position in the AEC profession?

WGI’s Transportation Division continues to embrace innovation across every aspect of project delivery. Our involvement in alternative delivery methods provides unique opportunities to develop creative, efficient, and cost-effective design solutions. WGI’s design teams collaborate closely with contractors to align engineering solutions with construction means and methods, develop traffic management plans that enhance phasing efficiency, and offer environmental consulting to ensure compliance with regulatory requirements. This commitment to innovation extends beyond alternative delivery; it’s a mindset we apply to all phases of conventional design development as well.

In addition, our division has integrated the use of artificial intelligence technologies and advanced writing tools to enhance the preparation of letters of interest, statements of qualifications, and proposals. These tools help us achieve greater efficiency, precision, and clarity, thus strengthening both WGI’s business development efforts and project delivery operations. To ensure we remain at the forefront of this evolving technology, WGI has also established a dedicated role to oversee its implementation and advancement across the organization.

7. What lessons from recent projects will guide your approach through the remainder of 2025 and as we look ahead to 2026?

One of the most significant insights gained from past projects is the importance of strengthening financial management throughout the project lifecycle. In response, WGI has prioritized comprehensive training for both current and emerging project managers, emphasizing their critical role in maintaining the financial health of their projects. This training introduces the suite of financial management tools utilized across the firm and reinforces the project manager’s responsibility for overseeing scope adherence, managing out-of-scope work, and maintaining budget integrity to ensure successful project delivery.

Another key lesson from recent and historical experience highlights the value of client service excellence. When WGI’s project managers consistently deliver successful outcomes, cultivate strong client relationships, and demonstrate responsiveness and reliability, these efforts naturally translate into long-term partnerships and repeat business opportunities.

Join the Conversation

As Scott underscores, the AEC industry is at a transformative juncture, where experience, innovation, and adaptability must work hand in hand to meet the demands of tomorrow’s infrastructure. WGI is leveraging these principles to expand its presence in North Carolina and strengthen its capabilities, further demonstrating how the firm continues to turn challenges into opportunities.

From advancing Geospatial and Water Resources services to integrating AI-driven solutions and digital delivery tools, WGI is not only adapting to change, it’s shaping the future of transportation project delivery. Scott’s forward-looking approach exemplifies how WGI remains committed to shaping the future of transportation, delivering smarter, more resilient infrastructure that moves communities forward.

Stay tuned for future editions as we highlight more voices shaping the communities of tomorrow – Contact our team today to continue the conversation and learn how the experts at WGI can help turn your vision into reality!