Mike Sweeney, PE
Recognized as a proven industry leader, Sweeney has nearly 30 years of experience with transit, transportation and construction design and management programs in the Northeast and across the country.
As Northeast Division President, Sweeney leads HNTB's largest workforce. The Northeast Division employs 850 professionals in 13 offices, who serve more than 30 state departments of transportation, toll and rail/transit agencies and aviation authorities across 10 states.
Sweeney is responsible for achieving and maintaining HNTB's clear reputation as the leader in the transportation infrastructure industry. He continues to build on strong client relationships -- some of which, like the New Jersey Turnpike Authority and the Maine Turnpike Authority -- go back more than 70 years.
He sets the division’s strategic direction, develops growth strategies, manages professional development and recruiting and oversees hundreds of complex infrastructure programs, including the New NY Bridge, Boston’s South Station, Whittier Bridge and Superstorm Sandy disaster recovery projects.
In addition, Sweeney develops and grows the division by effectively partnering with elected officials, top agency management and HNTB national leadership and firmwide resources.
● American Public Transportation Association, member
● APTA High-Speed Rail Committee, member
● American Railway Engineering and Maintenance-of-Way Association, member
● New York Building Congress, member
● Regional Plan Association, board of directors
30 seconds with Mike Sweeney …
Q. How important is a healthy infrastructure system to the New York metropolitan area?
A. “New York City’s unique role as a worldwide center of excellence in business, finance, education, architecture and the arts wouldn’t be possible without its robust multimodal transportation system. Healthy infrastructure secures and adds to the essential value of the city’s economic competitiveness and quality of life. We must preserve, protect and pay for it. That includes all modes, such as transit in its many forms, that give citizens choice in how they get around.”
Q. Following Superstorm Sandy, what have we learned about disaster recovery and resiliency?
A. “Today’s massive recovery programs can be challenging to navigate. Post- and pre-event planning can ensure that ravaged communities quickly regain essential functionality and receive the full funding to which they’re entitled. Effective planning requires collaboration between federal, state and local agencies, citizens and specialized local knowledge from the private sector. We also must increase our emphasis on infrastructure resiliency to mitigate the impacts of future events.”
Q. Why are alternative delivery and finance techniques becoming so important to large, complex projects?
A. “Alternative financing options, such as public-private partnerships, allow transportation agencies to leverage additional private technical, management and financial resources to achieve public objectives, such as greater cost and schedule certainty. At the same time, states are increasingly turning to design-build project delivery, making it one of the most significant trends in U.S. design and construction today. By hiring an experienced construction manager to support such projects, owners are able to secure a dedicated adviser who provides input regarding scheduling, pricing and phasing throughout the design and construction process. Ultimately these tools result in projects that are often more constructible, sooner.”
● Master of Science, construction engineering and management, Polytechnic Institute of New York University
● Bachelor of Science, civil engineering, Pratt Institute in Brooklyn