Arcadis

Engineer

• manage exciting and challenging water, wastewater, and related infrastructure projects from the pre-bid through completed construction phases
• work closely with clients, engineers, contractors, and residents
• manage day-to-day construction oversight and resident engineer inspection efforts
• serve as the primary liaison between the contractor and design staff to address RFI's and review shop drawings
• provide technical reviews of construction plans, specifications, and project changes to ensure constructability and practicality
• ensure accurate record-keeping, process contractor payments, draft and negotiate field change orders, and compile required reports and deliverables
• manage staff safety, regulatory compliance, permit adherence, and coordination with regulatory agencies
• interface with residents including completing service line inspections inside the home and distributing written notification of pipe material
• ensure timely delivery of inspection reports that meet client requirements while monitoring contractor performance, schedule compliance, and responsiveness

Staff Resident Engineer

Artificial Intelligence

• Set the Digital & AI direction for the Service Line
• Create an Environmental Services specific Digital & AI strategy
• Define and regularly update "digital must-win" areas
• Identify which Environmental Services delivery domains and workflows must be redesigned
• Setup collaboration rhythm with Digital Intelligence
• Set clear objectives for the transformation
• Own the Opportunity Portfolio
• Collect and pro-actively source digital opportunities and use cases
• Kick-start and participate in AI studios
• Work closely with Digital Intelligence counterparts
• Actively stop or kill initiatives that do not demonstrate clear value
• Participate regularly in client conversations
• Act as primary interface and product sponsor
• Redesign end-to-end Environmental Services delivery workflows
• Embed digital and AI where they materially improve outcomes
• Build a local network of digital & AI champions
• Strengthen foundational digital skills and AI usage
• Setup adoption campaigns around new tooling
• Turn global data strategy into an actionable plan
• Create knowledge and data libraries
• Setup data governance and measure adherence and progress
• Own the Environmental Services Digital and AI innovation backlog and roadmap
• Drive investment prioritisation and portfolio transparency
• Champion digital adoption across the Environmental Services workforce

Digital & AI Transformation Director, Environmental Services

Program Manager

• Set the Digital & AI direction for the Service Line
• Create a Program Management specific Digital & AI strategy in the context of our 3yr-out vision and strategy of the Program Management, and the strategic priorities of Industries & Sectors.
• Define and regularly update “digital must-win” areas by conducting competitor analyses and gap analysis within existing portfolio of tools and digital products and partnerships.
• Identify which Program Management delivery domains and workflows must be redesigned.
• Setup collaboration rhythm with Digital Intelligence, Investment governance, pipeline management approach and prioritization framework, change network, CoPs, etc.
• Set clear objectives for the transformation that link to overall Program Management performance metrics.
• Own the Opportunity Portfolio
• Collect and pro-actively source digital opportunities and use cases within the organization, in close collaboration with peers in other Service Lines and Industries.
• Kick-start and actively participate in AI studios around the most promising opportunities, to quickly validate and potentially prototype, ideally in real client settings.
• Work closely together with Digital Intelligence counterparts to make buy/build/partner decisions, as well as start/continue/stop decisions, following pre-set guidelines.
• Actively stop or kill initiatives that do not demonstrate clear value, adoption potential, or strategic fit.
• Participate regularly in client conversations to better understand client needs
• Act as primary interface and product sponsor to product managers, e.g., help get funding, set requirements, mobilize business SME involvement, anything needed to deliver at pace.
• Rewire Service Delivery workflows
• Redesign end‑to‑end Program Management delivery workflows to embed digital and AI where they materially improve outcomes.
• Work with Service Line leadership to support adjustments to new ways of working
• Embed Digital & AI in our capabilities and drive adoption
• Build a local network of digital & AI champions (change agents and catalysts) within each Service Area Group.
• Strengthen foundational digital skills and AI usage within the organization (e.g., Drive Citizen Development participation, measure and steer on AI usage, make part of SPO)
• Setup adoption campaigns around new tooling / digital products, and ways of working, incl. training programs and updated global procedures.
• Strengthen data foundations and other boundary conditions
• Turn global data strategy into an actionable plan within the service line, with clear focus around the priority areas (digital must-wins).
• Create knowledge and data libraries around discipline areas, managed within Communities of Practice.
• Setup data governance (who collects, who structures and maintains) and measure adherence and progress.
• Define any other pre-requisites for digital innovation and bake into transformation plan.
• Own the Program Management Digital and AI innovation backlog and roadmap, in partnership with Digital Intelligence, ensuring alignment to strategic priorities and measurable value delivery.
• Drive investment prioritisation and portfolio transparency within the Innovation governance framework, enabling clear decision-making and optimal allocation of resources.
• Champion digital adoption across the Program Management workforce and project delivery, working closely with Services leadership to embed tools, behaviours, and ways of working that maximise impact.

Digital & AI Transformation Director – Program Management

• Set the Digital & AI direction for the Service Line
• Create an Architecture + Urbanismspecific digital & AI strategy in the context of our 3yr-out vision and strategy of the Architecture + Urbanism, and the strategic priorities of Industries & Sectors.
• Define and regularly update “digital must-win” areas by conducting competitor analyses and gap analysis within existing portfolio of tools and digital products and partnerships.
• Identify which Architecture + Urbanism delivery domains and workflows must be redesigned.
• Setup collaboration rhythm with Digital Intelligence, Investment governance, pipeline management approach and prioritization framework, change network, CoPs, etc.
• Set clear objectives for the transformation that link to overall Architecture + Urbanism performance metrics.
• Own the Opportunity Portfolio
• Collect and pro-actively source digital opportunities and use cases within the organization, in close collaboration with peers in other Service Lines and Industries.
• Kick-start and actively participate in AI studios around the most promising opportunities, to quickly validate and potentially prototype, ideally in real client settings.
• Work closely together with Digital Intelligence counterparts to make buy/build/partner decisions, as well as start/continue/stop decisions, following pre-set guidelines.
• Actively stop or kill initiatives that do not demonstrate clear value, adoption potential, or strategic fit.
• Participate regularly in client conversations to better understand client needs.
• Act as primary interface and product sponsor to product managers, e.g., help get funding, set requirements, mobilize business SME involvement, anything needed to deliver at pace.
• Rewire Service Delivery workflows
• Redesign end-to-end Architecture + Urbanism delivery workflows to embed digital and AI where they materially improve outcomes.
• Work with Service Line leadership to support adjustments to new ways of working.
• Embed Digital & AI in our capabilities and drive adoption
• Build a local network of digital & AI champions (change agents and catalysts) within each Service Area Group.
• Strengthen foundational digital skills and AI usage within the organization (e.g., Drive Citizen Development participation, measure and steer on AI usage, make part of SPO)
• Setup adoption campaigns around new tooling / digital products, and ways of working, incl. training programs and updated global procedures.
• Strengthen data foundations and other boundary conditions
• Turn global data strategy into an actionable plan within the service line, with clear focus around the priority areas (digital must-wins).
• Create knowledge and data libraries around discipline areas, managed within Communities of Practice.
• Setup data governance (who collects, who structures and maintains) and measure adherence and progress.
• Define any other pre-requisites for digital innovation and bake into transformation plan.
• Own the Architecture + Urbanism Digital and AI innovation backlog and roadmap, in partnership with Digital Intelligence, ensuring alignment to strategic priorities and measurable value delivery.
• Drive investment prioritisation and portfolio transparency within the Innovation governance framework, enabling clear decision-making and optimal allocation of resources.
• Champion digital adoption across the Architecture + Urbanism workforce and project delivery, working closely with Services leadership to embed tools, behaviours, and ways of working that maximise impact.

Digital & AI Transformation Director – Architecture, Urbanism

Software Engineer

• Set the Digital & AI direction for the Service Line
• Create a Design & Engineering specific digital & AI strategy
• Define and regularly update "digital must-win" areas by conducting competitor analyses
• Identify which Design & Engineering delivery domains and workflows must be redesigned
• Setup collaboration rhythm with Digital Intelligence, Investment governance, pipeline management approach
• Collect and pro-actively source digital opportunities and use cases
• Actively participate in AI studios
• Work closely with Digital Intelligence counterparts for buy/build/partner decisions
• Redesign end-to-end Design & Engineering delivery workflows to embed digital and AI
• Build a local network of digital & AI champions within each Service Area Group
• Create knowledge and data libraries around discipline areas

Digital & AI Transformation Director – Design & Engineering

• Set the Digital & AI direction for the Service Line
• Create an Asset Management specific digital & AI strategy in the context of our 3yr-out vision and strategy of the Asset Management, and the strategic priorities of Industries & Sectors.
• Define and regularly update “digital must-win” areas by conducting competitor analyses and gap analysis within existing portfolio of tools and digital products and partnerships.
• Identify which Asset Management delivery domains and workflows must be redesigned.
• Setup collaboration rhythm with Digital Intelligence, Investment governance, pipeline management approach and prioritization framework, change network, CoPs, etc.
• Set clear objectives for the transformation that link to overall Asset Management performance metrics.
• Collect and pro-actively source digital opportunities and use cases within the organization, in close collaboration with peers in other Service Lines and Industries.
• Kick-start and actively participate in AI studios around the most promising opportunities, to quickly validate and potentially prototype, ideally in real client settings.
• Work closely together with Digital Intelligence counterparts to make buy/build/partner decisions, as well as start/continue/stop decisions, following pre-set guidelines.
• Actively stop or kill initiatives that do not demonstrate clear value, adoption potential, or strategic fit.
• Participate regularly in client conversations to better understand client needs.
• Act as primary interface and product sponsor to product managers, e.g., help get funding, set requirements, mobilize business SME involvement, anything needed to deliver at pace.
• Redesign end‑to‑end Asset Management delivery workflows to embed digital and AI where they materially improve outcomes.
• Work with Service Line leadership to support adjustments to new ways of working.
• Build a local network of digital & AI champions (change agents and catalysts) within each Service Area Group.
• Strengthen foundational digital skills and AI usage within the organization (e.g., Drive Citizen Development participation, measure and steer on AI usage, make part of SPO).
• Setup adoption campaigns around new tooling / digital products, and ways of working, incl. training programs and updated global procedures.
• Turn global data strategy into an actionable plan within the service line, with clear focus around the priority areas (digital must-wins).
• Create knowledge and data libraries around discipline areas, managed within Communities of Practice.
• Setup data governance (who collects, who structures and maintains) and measure adherence and progress.
• Define any other pre-requisites for digital innovation and bake into transformation plan.
• Own the Asset Management Digital and AI innovation backlog and roadmap, in partnership with Digital Intelligence, ensuring alignment to strategic priorities and measurable value delivery.
• Drive investment prioritisation and portfolio transparency within the Innovation governance framework, enabling clear decision-making and optimal allocation of resources.
• Champion digital adoption across the Asset Management workforce and project delivery, working closely with Services leadership to embed tools, behaviours, and ways of working that maximise impact.

Digital & AI Transformation Director – Asset Management

Civil Engineer

• perform site civil design and project management tasks for a variety of projects
• responsible for leading site civil design and permitting efforts
• manage the planning, design, and permitting process
• communicate closely with clients to establish clear goals
• supervise and support the work of others while mentoring junior level engineers
• work directly with clients to determine needs and deliver solutions

Civil Engineer – Land Development

• Lead and manage all phases of transportation projects, including planning, PD&E, design, and implementation
• Direct multidisciplinary teams delivering roadway, interchange, and infrastructure projects
• Develop and oversee project scopes, schedules, budgets, risks, and financials to ensure on-time, on-budget delivery
• Manage FDOT PD&E studies, Preliminary Engineering Reports, and environmental documentation, ensuring regulatory compliance
• Oversee development and execution of Public Involvement Plans, including public meetings and hearings
• Coordinate with agencies, stakeholders, and review authorities throughout project lifecycles
• Oversee engineering calculations, quantities, cost estimates, and comprehensive documentation
• Implement QA/QC processes to ensure technical accuracy and compliance
• Serve as primary client contact, lead or support proposals, scope definitions, and fee estimates
• Participate in industry events and strategic pursuits to support business development and practice growth
• Lead resource planning, team coordination, and cross-office collaboration
• Mentor junior staff and promote knowledge sharing and teamwork

Senior Transportation Program Manager – Mobility

Product Designer

• Oversee and create civil design drawings for a variety of water, wastewater, stormwater, and site civil projects.
• Prepare detailed civil designs and technical drawings using CAD software.
• Collaborate with engineers, project managers, and drafting team members.
• Assist with design oversight, ensuring designs comply with project specifications and timelines.
• Conduct quality control checks on plans and drawings.
• Communicate effectively with team members and stakeholders throughout the design process.
• Mentor junior drafters by guiding them in setting up design files.

CAD Design Lead

Analyst

• Develop and manage geoprocessing solutions using ArcGIS (Enterprise/Pro) and QGIS;
• Participate in environmental study projects by performing spatial analyses and integrating geographic data to support technical assessments and diagnostics;
• Administer spatial databases, ensuring organization, updates, and data integrity;
• Create and maintain maps, dashboards, and interactive reports for spatial analysis and decision support;
• Apply cartography principles when structuring geospatial datasets;
• Support the digitization and automation of internal processes using GIS technologies;
• Integrate different geographic and environmental data sources, ensuring consistency and quality of analyses;

Digital Innovation Analyst – Junior

• The Environmental Services Digital & AI Transformation Director is accountable for rewiring how Environmental Services delivers value to clients by embedding digital, data, and AI capabilities into core delivery workflows, decision-making, and operating rhythms.
• Create an Environmental Services specific Digital & AI strategy in the context of our 3yr-out vision and strategy of the Environmental Services, and the strategic priorities of Industries & Sectors.
• Define and regularly update “digital must-win” areas by conducting competitor analyses and gap analysis within existing portfolio of tools and digital products and partnerships.
• Identify which Environmental Services delivery domains and workflows must be redesigned.
• Setup collaboration rhythm with Digital Intelligence, Investment governance, pipeline management approach and prioritization framework, change network, CoPs, etc.
• Set clear objectives for the transformation that link to overall Environmental Services performance metrics.
• Collect and pro-actively source digital opportunities and use cases within the organization, in close collaboration with peers in other Service Lines and Industries.
• Kick-start and actively participate in AI studios around the most promising opportunities, to quickly validate and potentially prototype, ideally in real client settings.
• Work closely together with Digital Intelligence counterparts to make buy/build/partner decisions, as well as start/continue/stop decisions, following pre-set guidelines.
• Actively stop or kill initiatives that do not demonstrate clear value, adoption potential, or strategic fit.
• Participate regularly in client conversations to better understand client needs.
• Act as primary interface and product sponsor to product managers, e.g., help get funding, set requirements, mobilize business SME involvement, anything needed to deliver at pace.
• Redesign end-to-end Environmental Services delivery workflows to embed digital and AI where they materially improve outcomes.
• Work with Service Line leadership to support adjustments to new ways of working.
• Build a local network of digital & AI champions (change agents and catalysts) within each Service Area Group.
• Strengthen foundational digital skills and AI usage within the organization (e.g., Drive Citizen Development participation, measure and steer on AI usage, make part of SPO).
• Setup adoption campaigns around new tooling/digital products, and ways of working, incl. training programs and updated global procedures.
• Turn global data strategy into an actionable plan within the service line, with clear focus around the priority areas (digital must-wins).
• Create knowledge and data libraries around discipline areas, managed within Communities of Practice.
• Setup data governance (who collects, who structures and maintains) and measure adherence and progress.
• Define any other pre-requisites for digital innovation and bake into transformation plan.
• Own the Environmental Services Digital and AI innovation backlog and roadmap, in partnership with Digital Intelligence, ensuring alignment to strategic priorities and measurable value delivery.
• Drive investment prioritisation and portfolio transparency within the Innovation governance framework, enabling clear decision-making and optimal allocation of resources.
• Champion digital adoption across the Environmental Services workforce and project delivery, working closely with Services leadership to embed tools, behaviours, and ways of working that maximise impact.

• Set the Digital & AI direction for the Service Line
• Create a Program Management specific Digital & AI strategy in the context of our 3yr-out vision and strategy of the Program Management, and the strategic priorities of Industries & Sectors.
• Define and regularly update “digital must-win” areas by conducting competitor analyses and gap analysis within existing portfolio of tools and digital products and partnerships.
• Identify which Program Management delivery domains and workflows must be redesigned.
• Setup collaboration rhythm with Digital Intelligence, Investment governance, pipeline management approach and prioritization framework, change network, CoPs, etc.
• Set clear objectives for the transformation that link to overall Program Management performance metrics.
• Own the Opportunity Portfolio
• Collect and pro-actively source digital opportunities and use cases within the organization, in close collaboration with peers in other Service Lines and Industries.
• Kick-start and actively participate in AI studios around the most promising opportunities, to quickly validate and potentially prototype, ideally in real client settings.
• Work closely together with Digital Intelligence counterparts to make buy/build/partner decisions, as well as start/continue/stop decisions, following pre-set guidelines.
• Actively stop or kill initiatives that do not demonstrate clear value, adoption potential, or strategic fit.
• Participate regularly in client conversations to better understand client needs
• Act as primary interface and product sponsor to product managers, e.g., help get funding, set requirements, mobilize business SME involvement, anything needed to deliver at pace.
• Rewire Service Delivery workflows
• Redesign end‑to‑end Program Management delivery workflows to embed digital and AI where they materially improve outcomes.
• Work with Service Line leadership to support adjustments to new ways of working
• Embed Digital & AI in our capabilities and drive adoption
• Build a local network of digital & AI champions (change agents and catalysts) within each Service Area Group.
• Strengthen foundational digital skills and AI usage within the organization (e.g., Drive Citizen Development participation, measure and steer on AI usage, make part of SPO)
• Setup adoption campaigns around new tooling / digital products, and ways of working, incl. training programs and updated global procedures.
• Strengthen data foundations and other boundary conditions
• Turn global data strategy into an actionable plan within the service line, with clear focus around the priority areas (digital must-wins).
• Create knowledge and data libraries around discipline areas, managed within Communities of Practice.
• Setup data governance (who collects, who structures and maintains) and measure adherence and progress.
• Define any other pre-requisites for digital innovation and bake into transformation plan.
• Own the Program Management Digital and AI innovation backlog and roadmap, in partnership with Digital Intelligence, ensuring alignment to strategic priorities and measurable value delivery.
• Drive investment prioritization and portfolio transparency within the Innovation governance framework, enabling clear decision-making and optimal allocation of resources.
• Champion digital adoption across the Program Management workforce and project delivery, working closely with Services leadership to embed tools, behaviors, and ways of working that maximize impact.

• Accountable for rewiring how Architecture + Urbanism delivers value to clients by embedding digital, data, and AI capabilities into core delivery workflows
• Create an Architecture + Urbanism specific digital & AI strategy
• Define and regularly update “digital must-win” areas by conducting competitor analyses
• Identify which Architecture + Urbanism delivery domains and workflows must be redesigned
• Setup collaboration rhythm with Digital Intelligence
• Collect and pro-actively source digital opportunities and use cases within the organization
• Redesign end‑to‑end Architecture + Urbanism delivery workflows to embed digital and AI
• Build a local network of digital & AI champions within each Service Area Group
• Turn global data strategy into an actionable plan within the service line
• Drive investment prioritisation and portfolio transparency within the Innovation governance framework

Full-stack Engineer

• Demonstrate detailed knowledge of structural and geotechnical aspects of tunnel design.
• Provide technical guidance and support to multidisciplinary teams.
• Manage projects by setting clear goals and maintaining high standards.

Principal Engineer – Tunnelling

• Set the Digital & AI direction for the Service Line
• Create a Design & Engineering specific digital & AI strategy in the context of our 3yr-out vision and strategy of the Design & Engineering, and the strategic priorities of Industries & Sectors.
• Define and regularly update “digital must-win” areas by conducting competitor analyses and gap analysis within existing portfolio of tools and digital products and partnerships.
• Identify which Design & Engineering delivery domains and workflows must be redesigned.
• Setup collaboration rhythm with Digital Intelligence, Investment governance, pipeline management approach and prioritization framework, change network, CoPs, etc.
• Set clear objectives for the transformation that link to overall Design & Engineering performance metrics.
• Own the Opportunity Portfolio
• Collect and pro-actively source digital opportunities and use cases within the organization, in close collaboration with peers in other Service Lines and Industries.
• Kick-start and actively participate in AI studios around the most promising opportunities, to quickly validate and potentially prototype, ideally in real client settings.
• Work closely together with Digital Intelligence counterparts to make buy/build/partner decisions, as well as start/continue/stop decisions, following pre-set guidelines.
• Actively stop or kill initiatives that do not demonstrate clear value, adoption potential, or strategic fit.
• Participate regularly in client conversations to better understand client needs
• Act as primary interface and product sponsor to product managers, e.g., help get funding, set requirements, mobilize business SME involvement, anything needed to deliver at pace.
• Rewire Service Delivery workflows
• Redesign end‑to‑end Design & Engineering delivery workflows to embed digital and AI where they materially improve outcomes.
• Work with Service Line leadership to support adjustments to new ways of working.
• Embed Digital & AI in our capabilities and drive adoption
• Build a local network of digital & AI champions (change agents and catalysts) within each Service Area Group.
• Strengthen foundational digital skills and AI usage within the organization (e.g., Drive Citizen Development participation, measure and steer on AI usage, make part of SPO)
• Setup adoption campaigns around new tooling / digital products, and ways of working, incl. training programs and updated global procedures.
• Strengthen data foundations and other boundary conditions
• Turn global data strategy into an actionable plan within the service line, with clear focus around the priority areas (digital must-wins).
• Create knowledge and data libraries around discipline areas, managed within Communities of Practice.
• Setup data governance (who collects, who structures and maintains) and measure adherence and progress.
• Define any other pre-requisites for digital innovation and bake into transformation plan.
• Own the Design & Engineering Digital and AI innovation backlog and roadmap, in partnership with Digital Intelligence, ensuring alignment to strategic priorities and measurable value delivery.
• Drive investment prioritisation and portfolio transparency within the Innovation governance framework, enabling clear decision-making and optimal allocation of resources.
• Champion digital adoption across the Design & Engineering workforce and project delivery, working closely with Services leadership to embed tools, behaviours, and ways of working that maximise impact.