New Vice President of our Rail and Transit Sector, Gavin Martin comes to Hill with a client focus and proven technical expertise. “I think building relationships with clients and stakeholders is something we should focus more on across the industry,” he says. “Compatibility with everyone involved in a project—from the contractor to the client to the PM—is so important for success. Without that hands-on, walk-the-talk approach, the technical skills will only get you so far.”

Gavin has practiced this client-centric approach for more than 20 years in the AEC industry, working on major rail and transit projects for such clients as the New York City Metropolitan Transit Authority (NYCT), Maryland Transit Authority (MTA), Capitol Metro in Austin, TX, and other assignments from Florida to California.

He brings specific expertise in systems integration and signals projects, including overseeing the systems program on the multi-billion-dollar Purple Line Program in Maryland and Virginia and helping to deliver NYCT’s systems overhaul and signal advancement program. Notably, he served as Project Manager for Communication-Based Train Control (CBTC) improvements along the 8^th Avenue, QBL West and 6th and 63^rd Street line for NYCT. CBTC uses radio waves and new signal equipment to locate trains with pinpoint accuracy, allowing them to run more frequently and with reduced headways between each trainset. In addition to serving as Project Manager, Gavin also acted as the Project Controller for the multi-million-dollar joint venture selected to deliver the latest MTA CBTC improvement at Fulton, Crosstown and 6^th & 63^rd.

However, Gavin stresses that he intends to do more than lead systems and signals work for Hill in his new role. “I don’t want a title to dictate what we can accomplish,” he says. “I see our role as program and project managers as helping clients figure out what they want. A good PM should serve as the link between the client and the rest of the team, making sure everybody is on the same page and helping the client translate their needs into outcomes. Don’t blind stakeholders with technical jargon, inform and dig deeper when necessary, but never pander, and keep everybody informed.”

Gavin continues, “Just verbalizing challenges and extrapolating needs can go a long way to building trust with the client and finding solutions,” he explains. “As PMs, we should be a sounding board for our clients. Then, once decisions are made, we need to make sure we’re disseminating that information out to the team and other stakeholders correctly and transparently.”

Surveying the current rail and transit sector in the U.S., Gavin sees opportunity for Hill’s clients. “There are hurdles to overcome, sure,” he admits. “We need to continue to drive more equitable transit outcomes, for example. I see that as a way to generate ridership, increase funding opportunities and not as an intractable problem.”

He says his view is based his own transit experiences. “I’m a transit rider and, growing up in Europe, I have been my entire life. Riders want the same things out of their transit experience everywhere, no matter where they are or where they’re going. Those things are on-time, safe, and reliable service. We keep those things in mind and even the most complicated programs and projects will be successful.”

A resident of Austin, Gavin cites the work of the Austin Transit Partnership on their light rail system as an example of what owners can accomplish when the passenger experience is the priority. “They’re using IT in new ways to track the passenger experience,” he explains. “Tracking information from all levels of ridership, from adults to children, wheelchair users who need ADA accessibility to a biking commuter, they then use that data to drive design decisions in their stations, improving the passenger experience and maximizing their investments. It’s working really well, and it’s something any urban transit owner could implement successfully at a relatively low cost, no matter the type or scope of their system.”

Gavin plans to leverage his experience and his client-centric approach at Hill to drive project outcomes and grow the sector, both in the U.S. and internationally. “Hill’s exclusivity as a project manager was big plus for me especially as I spent my formative years in the field getting my hands dirty on rail improvement and crossing upgrades across the country” he says. “Our PM/CM focus, resulting in an agnostic approach to project designs, means we’re bringing an independent and high level of confidence and trust—an important competitive advantage. When we recommend a solution or identify a challenge, owners know, without a doubt, we’ve got their best interests in mind. That independent mindset across the firm is a true value-add.”

Senior Vice President, Rail and Transit Sector Lead Tom Spearing believes Gavin adds an important piece to Hill’s transit team. “Gavin has a rare combination in our industry: technical know-how and great communication skills. Our clients are going to benefit from his approach, whether it’s a state of good repair program where they just want to make the most of their funding or if it’s a new alignment with all kinds of systems and right of way challenges.”

Tom concludes, “It’s an exciting time for rail and transit at Hill, and Gavin is definitely part of that excitement.”