What long‑term national security signals mean for infrastructure

By: Atlas Chief Growth Officer Harshal Desai

As we mark Infrastructure Week (May 18–22), it is worth stepping back and asking what the country’s own strategic documents are telling us about where infrastructure is headed.

The White House’s , released last November, names priorities that read less like a traditional defense strategy and more like an infrastructure and industrial policy mandate: “Energy Dominance,” “Reindustrialization,” “Reviving our Defense Industrial Base” and “Securing Access to Critical Supply Chains and Materials.” For those of us in the Architecture, Engineering and Construction (AEC) industry, that language is a signal worth paying attention to.

This blog explores how the latest National Security Strategy reinforces that reality, why it matters now and how Atlas is positioned to help clients plan, deliver and operate advanced facilities, data centers and other complex, mission‑critical infrastructure.

Reading the Strategy as a Market Signal

Every administration publishes a National Security Strategy. Most are read through a policy lens and filed away. This one deserves a second look — because it functions less as a defense document and more as a signal of where long-term infrastructure demand, capital and execution expectations are converging.

The strategy directly ties national security to America’s ability to build and operate physical infrastructure — energy systems, manufacturing capacity, supply chains and technology facilities. These are not abstract policy goals. They are a practical description of what the country needs to build, and they map almost directly to the work the AEC industry does every day.

What makes this moment different is that the rhetoric is being backed by action.

Since the strategy’s release, the administration has moved beyond rhetoric. In April 2026, the White House invoked the Defense Production Act across five energy sectors — designating the full fossil fuel and grid supply chain as defense-critical and unlocking DOE loans, guarantees and purchase commitments for domestic energy infrastructure. Executive orders have targeted accelerated data center permitting on federal lands, streamlined nuclear reactor licensing with 18-month approval timelines and critical minerals trade actions. Meanwhile, private capital is moving at an unprecedented pace: the top five U.S. hyperscalers are projected to spend a collective $720 billion in capex in 2026, with roughly 75% directed at AI infrastructure. Data center construction starts alone are tracking $88 billion in the next six months. The signal is not just strategic — it is backed by capital and policy mechanisms already in motion.

Why This Matters to the AEC Industry

For the AEC industry, this is not a policy abstraction. It is a description of the projects already moving through our pipelines — grid hardening, domestic manufacturing buildouts, data center campuses, energy generation and supply-chain facilities.

Over the past several years, there has been sustained emphasis on reshoring manufacturing, modernizing power systems, expanding data and digital infrastructure and strengthening supply chains. These priorities reflect long-term changes in how energy, manufacturing, data and supply-chain systems are planned, funded and delivered — reinforced by private capital, public investment and an increased focus on reliability and resilience.

The bar is rising. Speed, reliability, scale and the ability to deliver consistently across complex, mission-critical programs are what clients are selecting for — often ahead of lowest cost.

Atlas’ Position in This Environment

From Atlas’ perspective, these signals reflect a direction the firm has been intentionally building toward for years. Strategic diversification into power, advanced manufacturing and data center facilities has positioned Atlas ahead of the curve — not simply following market trends but anticipating the convergence of economic capability and national security priorities.

That positioning is translating into tangible results today. Recent work in power and nuclear environments, a growing role in AI‑driven data center development and experience delivering infrastructure in complex, high‑reliability settings align directly with the needs this environment is generating. Nuclear energy — particularly advanced reactors and small modular reactors (SMRs) — is a growing part of this picture, with federal policy now pushing to streamline licensing and accelerate deployment. One example is Atlas’ involvement as part of a nuclear project’s early development, where Atlas supported critical geotechnical investigation, on-site testing and advanced surveying services — informing site design, infrastructure placement and regulatory approvals for a facility designed to deliver reliable, long-term power capacity.��

Atlas has also recently secured work supporting a large, nationally scaled data center platform — programs that demand rapid mobilization, consistent execution across regions and reliable delivery in mission-critical environments.

Beyond these core platforms, Atlas is also active in defense modernization — areas where security spending and infrastructure delivery are converging in real time.

Looking Ahead

The signal from Washington and the capital markets is the same: the country needs to build, and it needs to build fast, at scale and with a level of reliability that many programs have not historically required.

At Atlas, the focus is on helping clients translate long-term trends into executable solutions — supporting infrastructure across power, advanced manufacturing, data and mission-critical systems that are resilient, adaptable and aligned with where capital and policy are converging.

When this infrastructure gets built well, the benefits extend beyond the project itself — economic opportunity, jobs, reliability and long-term stability for the communities that depend on it. That’s the work Atlas is focused on.

In this article, Atlas’ Abandoned Mine Lands Program Manager Clayton Kirk Roderick discusses Abandoned Mine Lands Reclamation. ��With more than three decades of mining experience, Atlas understands how to transform abandoned mine lands into safe, sustainable spaces through effective planning, strategic permitting and successful remediation.

Across the Appalachian and Midwestern coal regions, the physical legacy of historic mining remains visible — and consequential. ��Abandoned highwalls, unstable spoil piles, subsidence features, clogged streams and acid mine drainage (AMD) are not relics of a distant past; they are active risks to public safety, water quality and surrounding ecosystems. Addressing them requires more than remediation. ��It requires leadership grounded in experience, regional understanding and long‑term accountability.

Abandoned Mine Lands (AML) reclamation is among the most technically complex and publicly consequential forms of environmental restoration. ��The work sits at the intersection of geology, hydrology, engineering, ecology and regulation. ��Success depends on understanding how historic mining practices altered landscapes and how those altered systems behave decades later.

Coal powered America’s industrial rise from the late 1800s through the mid‑20th century. Extraction occurred aggressively, often without environmental safeguards. Today, abandoned mine features can impair watersheds, destabilize slopes and threaten communities. Recognizing this history is important; effective reclamation depends on translating that understanding into sound, site‑specific solutions.

Atlas’ AML practice is built on more than 30 years of collective mining and reclamation experience. ��Our multidisciplinary team of engineers, geologists, scientists and designers works from offices located within the bituminous and anthracite coal basins of Pennsylvania, West Virginia, Kentucky, Ohio and Indiana. ��That proximity matters. It brings deep familiarity with regional geology, hydrologic behavior and regulatory requirements — insight that allows reclamation plans to move efficiently from concept through permitting to construction.

AML sites rarely present a single challenge. ��A typical project may involve steep and unstable slopes, acid‑producing spoil, degraded streams, complex drainage patterns and abandoned underground mine openings. ��Atlas approaches these sites with integrated planning and design services that address risk holistically. ��Our work includes reclamation plan assessment and development, grading and drainage designs, groundwater and subsurface investigations, hydrologic and hydraulic modeling, and evaluations of active and passive AMD treatment systems.

Environmental compliance and long‑term performance are central to every project. ��Atlas supports AML programs with environmental assessments, stream and wetland delineations, National Environmental Policy Act (NEPA) documentation and permitting services. ��During construction, our teams provide quality assurance and oversight to support that approved reclamation procedures are implemented correctly. ��Post‑reclamation monitoring and operation support help confirm that treatment systems and restored landscapes continue to perform as intended.

This integrated approach has been applied across a wide range of AML projects in Pennsylvania, West Virginia and Ohio. ��Atlas has led reclamation designs for sites featuring vertical abandoned highwalls exceeding 80 feet in height, extensive spoil and coal refuse areas, stream restoration / reconstruction, closure of underground mine openings and AMD‑impacted waterways. ��Some solutions have included highwall reclamation by backfilling using existing mine spoil, grading and revegetation to reduce infiltration, acid generation and sediment transport, drainage improvements, AMD treatment systems and the stabilization of landslide‑prone slopes. ��In some cases, projects have also incorporated habitat features and public amenities while maintaining safety and regulatory compliance.

The value of AML reclamation is measured not only in technical success, but in public benefit. Atlas’ work has been recognized with multiple Ohio Department of Natural Resources Abandoned Mine Land Reclamation Awards, reflecting outcomes that improve water quality, enhance safety and return land to productive use.

As federal and state investment in AML programs continues, the scale and complexity of remaining legacy sites will demand experienced, trusted partners. ��Effective reclamation requires more than correcting past impacts — it requires restoring confidence in the land itself. ��Through disciplined engineering, environmental stewardship and sustained oversight, AML reclamation can protect communities, stabilize landscapes and support healthier, more resilient futures.

Learn more about Atlas’ Abandoned Mine Lands solutions.

Brian McGowan understands that leadership is more than just a title. A true leader must be able to think outside the box and be willing to take risks, especially as markets shift and technologies evolve. With more than 25 years of leadership experience across the construction, transportation, environmental, engineering and infrastructure sectors, he has built a career focused on strategic growth, market expansion and organizational advancement.

Brian was recently promoted to a new role at Atlas as Director of Strategic Growth & Advanced Facilities. In this role, Brian is helping support Atlas’ enterprise-wide growth strategy by focusing on revenue acceleration, market expansion, strategic pursuits and the development of high-impact opportunities. We caught up with Brian to discuss how emerging technologies are helping reduce water dependency in the data center market and what trends he’s seeing across the industry.

In honor of , celebrated each year on March 22, Atlas recognizes the essential role water plays in our communities, industries and environment. As data center growth accelerates across the U.S., Brian answered a few questions regarding the topic of water availability becoming a critical factor in responsible development, as it relates to data centers and advanced facilities.

Q: Is water availability becoming a critical factor in responsible and sustainable data center development? Are our clients worried about water availability?

Yes, water availability is becoming a real constraint in many U.S. markets, especially as Artificial Intelligence or AI-driven hyperscale growth accelerates. Multiple independent analyses show U.S. data centers consume billions of gallons of water annually both directly for cooling and indirectly through power generation.

In water‑stressed regions, like Texas, Arizona, and parts of California, water availability now directly influences site selection, cooling strategies and permitting timelines. In water‑abundant regions, such as the Midwest and Great Lakes, it’s less about absolute supply and more about community perception and expectations.

Clients are typically addressing it in three ways: designing water out of the cooling equation (zero‑water or near‑zero‑water cooling); using reclaimed or non‑potable water where evaporative systems remain and engaging municipalities early to address cumulative impacts and avoid late‑stage permitting resistance.

PQ: What trends are you seeing in reducing water usage at new or existing data center sites?

A few consistent trends show up across both new builds and retrofits. There’s been a clear shift away from evaporative cooling. Traditional evaporative cooling can consume hundreds of thousands of gallons per day per hyperscale facility, so operators are increasingly avoiding these systems in favor of mechanical or liquid cooling solutions that drastically reduce or eliminate water use.

Secondly, Water Usage Effectiveness (WUE) is becoming a Key Performance Indicator (KPI), alongside Power Usage Effectiveness (PUE). For many owners, WUE is now tracked alongside PUE, and leading operators report measurable improvements in WUE over time, driven by design standardization and tighter operational controls.��

Additionally, we’ve seen a preference for “future-proofed” designs that can operate without potable water if requirements tighten. Even in regions with ample water today, developers are designing facilities that can operate without potable water if regulations or community expectations tighten over time.

Finally, we’re also seeing more retrofitting of existing facilities to reduce ongoing water draw, most often through hybrid retrofits like dry coolers plus limited liquid cooling, improved controls and leak detection, as well as seasonal switching between cooling modes to minimize water draw during peak demand.

Q: What technologies are being implemented to reduce water usage?

Several technologies are moving from pilot to mainstream deployment:

• Closed-loop liquid cooling (chip-level) — uses a sealed system that recirculates coolant without evaporation. Once filled during construction, it typically requires little to no ongoing water input.��
• Air-cooled and dry-cooler systems — can consume zero water, typically with higher energy tradeoffs. They are becoming increasingly viable when paired with advanced controls and when regional climate conditions are favorable.
• Immersion cooling — servers are submerged in engineered fluids, which can be extremely efficient for high‑density AI racks. It’s still an emerging technology, but it is gaining traction where water and space constraints are severe.��
• Smart water-management platforms — enable real‑time monitoring of WUE, leaks and cooling performance and support continuous optimization rather than static design assumptions.

Q: From a development and permitting standpoint, how is water stewardship becoming critical?

Water stewardship has become central to entitlement risk management. Municipalities and utilities increasingly require disclosure of projected water use and contingency plans. In some jurisdictions, approvals are being conditioned on measures such as use of reclaimed water, zero‑water cooling commitments and long‑term monitoring and reporting.

Community scrutiny has also intensified. High‑profile cases where data centers consumed a material share of local water supply have made transparency non‑negotiable in many markets. This has led to some hyperscalers to issue a community data center pledge reinforcing their commitment to protecting watersheds and water supply.

From a practical standpoint, projects that address water early move faster, while projects that treat water reactively face delays, opposition or redesign.

Q: Looking ahead, what’s one emerging technology that will define water-efficient data center development in the next five years — and what will be transformative over the next decade?

Over the next five years, I’d point to closed-loop, chip-level liquid cooling. This technology is the near‑term inflection point because it eliminates evaporative water use, scales effectively with AI rack densities and is already being standardized by hyperscalers.��

The biggest transformation won’t be a single device; it will be systems thinking: water‑free cooling paired with low‑water power generation, AI‑driven optimization of cooling, energy and water simultaneously, as well as facilities designed to be net‑neutral or net‑positive in local water impact through reuse and watershed investment.

Q: What’s the bottom line you want stakeholders to remember?

Water has moved from a supporting utility to a strategic constraint and a differentiator in data center development. Owners who can demonstrate credible, technically sound water stewardship are earning faster approvals, stronger community trust and more resilient assets.

As we recognize World Water Day, it’s clear that water stewardship is no longer optional — it’s foundational to sustainable, future‑ready data‑center development. Brian’s insights highlight not only the challenges ahead but also the promising innovations shaping a more resilient and resource‑efficient digital infrastructure.

In this article, National Brownfields Director Kelly Schmitt reflects on her brownfields journey and how community-centered approaches transform environmental challenges into opportunities for economic revitalization, cultural preservation and lasting community change.��

Some careers are just jobs. Mine has been a calling. From the very first brownfields grant I supported to the work I lead today at Atlas, the focus has remained the same: helping communities reclaim their past to build a more sustainable future.��

When I started my brownfields journey, I had no idea how deeply it would shape my perspective. One of the earliest and most memorable projects I was involved in was in Miles City, Montana, where we supported the cleanup of the Old Holy Rosary Hospital, an aging, shuttered building that had outlived its original purpose. Working alongside the local housing authority to secure funding, the vision was transformative: convert an urban blight into affordable housing that families desperately needed.����

The day I left Montana, I heard a story on the radio about the grand opening of that very housing project. It was a full-circle moment that encapsulates why this work is so important. I didn’t get to see the ribbon-cutting or witness the first family move in, but I knew I had played a small part in making it possible. In brownfields work, we don’t always get to witness the end result, but that doesn’t make the job any less rewarding.��

Another project I worked on that exemplifies the broader potential of brownfields work is the Garden of Surging Waves in Astoria, Oregon, a public park and cultural heritage site celebrating Chinese American history. It’s a beautiful, meaningful space rooted in community pride and cultural healing, and it exists in part because brownfields funding helped clear the way. These projects highlight the power of brownfields work to not only improve environmental conditions but also help communities tell their stories and shape their identities.��

“We help create housing where there was once hazard, parks where there was once pollution and hope where there was once disinvestment. Even when our names aren’t on plaques, we know our efforts made those moments possible.”��

— Kelly Schmitt, National Brownfields Director, Atlas��

Like many professionals, my path hasn’t been linear. I left consulting temporarily, but I continued writing brownfields grants because the work kept calling me back. During that hiatus, I worked for a nonprofit social services organization in Milwaukee, helping secure funding for youth programs, housing initiatives and mental health services. That experience was eye-opening. It introduced me to challenges I had never directly encountered and deepened my empathy for communities we serve.����

When I returned to brownfields work, I brought a broader, more compassionate perspective, recognizing that our efforts extend far beyond land reuse to encompass the lives that are fundamentally shaped by environmental and economic conditions.����

My role at Atlas allows me to bring all this experience together — technical expertise, grant writing and a passion for community impact. I’m part of a team that shares these values and commits to helping local governments, regional agencies and nonprofits transform uncertainty into opportunity. We approach each project understanding that environmental sustainability, economic revitalization and community development are all interconnected.��

Brownfields work is rarely fast-paced or glamorous, and its impact often remains invisible to the broader public. But the patience required is worth it. Each successful project becomes a catalyst that ripples through generations, creating opportunities for families and businesses that might never have existed otherwise.����

That legacy is a privilege to be part of, and it’s why Atlas remains committed to this essential work.����

AUSTIN, Texas, June 12, 2024 — Morgan Mullins, PG, Atlas Technical Consultants Project Geologist, has been named to Zweig Group’s 2024 Rising Stars List, an honor recognizing outstanding young professionals in the AEC industry for their remarkable achievements and leadership.

Jacque Hinman, CEO of Atlas Technical Consultants, expressed pride in Morgan’s achievements, stating, “Morgan’s work ethic embodies our commitment to excellence, innovation, and environmental stewardship. We are exceptionally proud of her achievements as she represents Atlas on this year’s list of Rising Stars.”

Morgan has played a significant part in managing a portfolio of ten landfill contracts, overseeing annual environmental monitoring, providing on-call engineering services, and educating site operators on Georgia’s solid waste management laws.

Her expertise encompasses performing environmental site assessments for a range of clients, including county governments, commercial real estate entities, and environmental cleanup initiatives aimed at revitalizing vacant lots in Georgia cities.

Among her notable projects is the Phase 2 expansion of the Oglethorpe County C&D Landfill from 2019 to 2022. Despite challenges such as COVID-19 delays and changes in county leadership, Morgan skillfully navigated these obstacles, securing state approval for the expansion.

In 2023, she led a site suitability assessment across 260 acres for Phase 3 permitting, establishing 30 wells to analyze subsurface conditions and laying the groundwork for a significant landfill expansion.

In 2020, Morgan spearheaded the upgrade of Jefferson County CR138 landfill’s environmental monitoring network, aligning it with updated regulatory standards. Her exceptional project management and leadership ensured the project was completed on schedule and under budget.

Beyond her professional accomplishments, she has made significant contributions to community projects. From August 2020 to June 2022, she lent her expertise to an Engineers Without Borders project in Dumangbe, Sierra Leone, aiding in the construction of a bridge that significantly improved the community’s access to essential services.

Morgan is also a natural team builder. She mentors newcomers and bridges the gap between academic learning and practical application, earning trust, respect, and confidence from colleagues, managers, and clients. Her hands-on training and efficient scheduling enable her team to consistently exceed project expectations.

In October 2022, Morgan was elected Vice President of the Atlanta Chapter of the American Institute of Professional Geologists (AIPG), where she has been pivotal in organizing professional development conferences and providing invaluable guidance to students.

About Atlas Technical Consultants

Headquartered in Austin, Texas, Atlas is a leading provider of Infrastructure and Environmental Solutions. We partner with our clients to improve performance and extend the lifecycle of built and natural infrastructure assets stressed by climate, health, and economic impacts. With 3,500+ employees nationwide, Atlas brings deep technical expertise to public- and private-sector clients, integrating services across four primary disciplines: Environmental (ENV); Testing, Inspection and Certification (TIC); Engineering & Design (E&D); and Program Management/Construction Management, and Quality Management (PCQM). To learn more about Atlas innovations for transportation, commercial, water, government, education, and industrial markets, visit��.

Media Contact:
Jamie Myers
337-349-5486
Jamie.Myers@oneatlas.com

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Q&A: Explore the intersection of geology and landfill management with Zweig Group’s 2024 Rising Stars Award Winner, Morgan Mullins, PG.

Q: Can you share a memorable experience from your time at Atlas where you felt proud of the impact you made on environmental stewardship in Georgia?

The majority of my five and a half years at Atlas have been spent working on our landfills team, supporting anywhere from 10 to 13 different counties across Georgia. Most of these are small rural counties with limited budgets and manpower, facing a complex set of solid waste regulations. They look to me and my team to help them navigate these often confusing regulations in a way that keeps them in compliance, operational, and profitable.

In 2018, the Georgia Environmental Protection Division (GAEPD) rolled out a program requiring all active landfills to update their plans. One of our clients, Jefferson County, had significant updates to their plan set while also opening a new section of their landfill. Bob Whitfield, our compliance expert, handled the opening of the Section 3 landfill masterfully, with support from engineering staff. My environmental team managed the environmental monitoring well expansion, installing around 22-23 groundwater and methane wells. This was an ‘all hands on deck’ situation and the success of this project was due to my team’s dedication to getting the job done right.

This project required meticulous coordination between the county, state, and our team to balance regulatory deadlines, county budgets, and our staffing schedules. We pulled it off successfully despite being in the middle of the 2020-2021 supply chain disruptions. Seeing the wells operational and the landfill running smoothly was incredibly rewarding.

Q: How do you approach balancing the various demands of annual environmental monitoring, on-call engineering services, and educating site operators on solid waste management laws?

It’s all about the team. I couldn’t do this alone. Randy Romero, my right hand man in the landfills, manages the field schedule and ensures the fieldwork gets done. He’s excellent at keeping track of our deadlines for annual sampling and communicating with our clients. Bob Whitfield handles most of our on-call engineering tasks, explaining complex technical pursuits in an understandable way to both our clients and me.

We take it one schedule change at a time, one phone call at a time. Thankfully, our schedule has been consistent year-to-year, which helps maintain a good workflow. Having dedicated and skilled people working alongside me is what makes or breaks our efforts.

Q: Could you elaborate on the challenges you faced during the Phase 2 expansion of the Oglethorpe County C&D Landfill, and how you overcame them to secure state approval for the project?

The biggest challenge was the rapid filling of the landfill. We were racing against the clock to expand the landfill horizontally and vertically before it reached maximum capacity. This type of landfill is a significant revenue source for our clients in small counties, so timing was critical.

Clear communication with our client and the state regulators was crucial. Regular check-ins and being proactive about addressing concerns that our regulators had helped us stay on track. This consistent dialogue ensured we met deadlines and secured the necessary approvals.

Q: How did your involvement with Engineers Without Borders in constructing a bridge in Sierra Leone influence your perspective on the intersection of geology and community development?

I was involved with the Engineers Without Borders project for almost three years through the DC chapter. We worked with a village in southern Sierra Leone to construct a bridge over a creek that seasonally isolated half of the village during the rainy season. This had severe implications for access to schools, jobs, and healthcare, especially during the Ebola outbreak in 2015-16.

My contribution involved analyzing soils data and working with bridge engineers to determine the best construction approach. The experience underscored the importance of applying technical knowledge to solve real-world problems, directly impacting community health and well-being.

It was incredibly fulfilling to see how our efforts could make such a significant difference.

Q: As the Vice President of the Atlanta Chapter of the American Institute of Professional Geologists, you played a significant role in organizing a successful conference. How do you see your leadership within professional organizations contributing to the wider geology community?

One of my favorite aspects of the conference was the student panel. We invited students that were attending the conference to ask questions about transitioning from the classroom to the workplace. It was rewarding to help them understand how to format resumes, stay calm in interviews, and translate their academic skills into practical applications.

This interaction was incredibly satisfying because I remember being in their shoes — excited but anxious about entering the professional world. Helping the next generation of geologists, especially women geologists, feel more confident about their future is something I’m passionate about. I hope to see some of them apply for jobs at Atlas or see them again at future conferences.

A piece of advice I give to new grads is to ‘do it scared.’ I don’t love the phrase ‘fake it until you make it’, we don’t need to ‘fake’ anything. I know I can do my job well and these students know that they are deserving of the jobs they are interviewing for, but we all get nervous before big meetings. So, I tell them to do it scared. It’s worked for me.

Q: How do you maintain effective communication and collaboration across different stakeholders to ensure project continuity and success?

Consistency and adaptation are key. I don’t have a singular, major career-defining project; rather, my success comes from consistently communicating with clients, following up, and maintaining a regular presence on-site. This consistency extends to our field schedules, ensuring a balanced workload and good work-life balance for the team. Adaptation is important in my role as a lot of the time, field work does not go as planned. We adapt our plans and our approach to fit changing conditions, then communicate with our clients to ensure they are included and informed at each stage of a project.

My strength lies in the quality and frequency of communications, always asking, ‘How can we get this done?’

Q: Looking ahead, what are some of your aspirations and goals within the field of geology? Are there any upcoming projects or initiatives that you are particularly excited about?

In the last year and a half, I’ve shifted from a technical role to more of a project manager role, boosting my confidence and leadership skills. Moving forward, I want to expand the types of projects we work on, always searching for new clients and more challenging work.

I’m particularly excited about revitalization projects that involve transforming vacant lots into community spaces. For example, we’re currently completing the environmental reporting on a project to turn a gravel lot on Main Street into a mixed-use commercial and residential area. These projects have a direct positive impact on communities, making them more vibrant and healthier.

Q: Can you share a bit about your background and what initially drew you to the field of geology?

Growing up near Augusta, GA I loved spending time outdoors and was fascinated by nature. We spent a lot of time outside as a family, whether that was going to the local lake or playing in our backyard. My dad is a civil engineer, and he often took [my siblings and me] to his job sites, sparking my initial interest in engineering. However, as I progressed through high school and college, I realized I had a stronger inclination toward science over math. I have been driven by a lifelong love of science, a desire to understand how the natural world around us formed, and understanding what we can do to ensure the beautiful places around us stay beautiful.

I took an introductory geology class my sophomore year of college and was immediately hooked. I continued my studies at Georgia State and later at Clemson, focusing on groundwater quality and contamination cleanup methods. My passion for geology led me to Atlas, where I’ve learned about the importance of landfills and their role in protecting the environment.

Q: Talk to me about the values that drive your interactions with your colleagues, clients, and community initiatives.

I lead with empathy, kindness, and excellence to deliver a consistent, high-quality product to our clients. I deliver results by building relationships because our client’s experience with Atlas is the most important deliverable to me. This can look like volunteering with my coworkers to teach young girls about engineering, educating clients about ways to balance environmental cleanup initiatives and budgets, or taking time to ask about a client’s kid who recently graduated.

Environmental stewardship is also a core value for me. My love for the outdoors and deep appreciation for nature drive everything I do. In my professional life, this translates to doing my best to protect our environment and create sustainable solutions for waste management. It’s about balancing the needs of our clients with the imperative to safeguard our natural world for everyone’s benefit.

The EPA has reached a turning point in its effort to transition key industries away from asbestos. Here’s what’s known about the final rule, which could go into effect as early as April.

The United States recently announced a ban on the only type of raw asbestos fiber imported into the country. This ban is not a standalone measure but part of a that will see a phased approach to eliminating all forms of asbestos and products that contain it.

The phased approach will provide certain manufacturers with a transition period of up to 12 years to phase out the use of asbestos in their products; therefore, the consumer will not see immediate effects.

With the US seeing a sharp reduction in domestic asbestos consumption over the years, the current reliance on imports of this harmful mineral has raised significant concerns among public health advocates.

The decline in asbestos consumption is part of a broader trend that reflects a growing awareness of the health dangers associated with this mineral. The last US asbestos producer ceased operations in 2002, and since then, the nation has exclusively depended on imported asbestos, mainly in the chlor-alkali industry, which accounts for 100% of .

Ban Implications

The immediate effect of the ban will be felt in the asbestos import sector, as the sole remaining type of asbestos fiber, chrysotile, becomes illegal to bring into the country.

Companies that use asbestos in manufacturing have been given a transition period to phase out their use, ranging from two to 12 years depending on the specific application and their facilities. This phased approach allows for an adjustment period, enabling companies to find alternative processes and materials.

However, it’s not without controversy. Many health advocates and professionals argue that this transition period is too generous, potentially prolonging the risks of asbestos exposure in the meantime.

The rule also carves out exemptions, permitting the import of other asbestos types under certain conditions. While this may be necessary to allow for certain critical uses, such as in handcrafted products, it also raises questions about how effectively these uses can be controlled and the potential for misuse.

Historical Context

Asbestos, highly valued for its , was used in a wide array of products during the 20th century. However, evidence linking asbestos exposure to serious respiratory diseases and cancer emerged in the early 1900s, leading to the mineral’s eventual decline in usage.

The history of asbestos in America is also marked by various regulatory attempts to manage its risks. Efforts date back to 1989, when the EPA first attempted to ban most asbestos-containing products.

These initial regulatory actions sparked controversies and legal battles, but they were also instrumental in diminishing asbestos’s presence in American manufacturing and construction. In recent years, legislative initiatives have gained traction, building upon the foundation laid by earlier regulations.

The 2024 asbestos ban not only fulfills long-standing calls for tighter restrictions on asbestos but also represents the country’s first legal limitation on the mineral since the recent overhaul of the in 2016.

Effects on Industry and Advocacy

The ban’s impact on various industries is likely to be significant, particularly for those sectors that have historically relied on asbestos.

Companies in the chlor-alkali industry, for example, which have extensive historical use of asbestos in their manufacturing processes, will face substantial challenges in transitioning away from this material.

The industry’s lobbying efforts reflect deep-seated concerns about the availability and cost of substitute materials, which could have ripple effects on products in the marketplace that are essential to ongoing climate, sustainability, and infrastructure projects.

Still, there are other methods to disinfect water and other ways to produce chlorine; in fact, two-thirds of the chlorine produced in the U.S. is produced without asbestos.

On the advocacy front, the announcement of the ban has been met with a mix of relief and caution. Health advocates prioritize the immediate cessation of all asbestos imports and uses, fearing that the extended phaseout could pose continued risks to workers and the public.

They also argue that the ban’s safety measures are lacking, underscoring the need for enhanced protective regulations and public health awareness.

Asbestos in Buildings

Asbestos was widely used in building materials such as pipe insulation, flooring, wall system components, glues, fireproofing, and many other items until the 1970s.

The new ban does not affect how these existing materials are managed and handled, which has been regulated by the EPA for decades.

Building owners are still required to conduct building inspections to identify and maintain asbestos-containing materials and have them professionally abated prior to building renovations and demolition.

Asbestos Services and Deep Expertise

In response to the new asbestos regulations, companies and government agencies turn to experts in asbestos abatement and safety compliance.

Atlas, a leader in environmental consulting, offers vital support to businesses navigating the complexities of asbestos management. Services such as asbestos surveys, air monitoring, operation & maintenance plans, and worker training become essential as industries strive to meet the ban’s requirements.

With the ban poised to reshape industry practices and protect public health, the road ahead is not without its challenges. A cooperative effort between government, industry, and advocacy groups will be essential to realizing a future free from asbestos-related risks.

By upholding the spirit of the asbestos ban, we can ensure that the health and well-being of workers and the public remain at the forefront of our national policies and practices.

Among the many hurdles to brownfields assessment, remediation, and redevelopment, funding is often the most significant. But thanks to a new federal law, the funding outlook for brownfields projects in the United States has never been better.

Enacted last November, the Bipartisan Infrastructure Law provided $1.5 billion over five years in federal funding for the Brownfields Program at the U.S. Environmental Protection Agency (EPA). This funding represents an approximately six-fold increase over typical annual spending levels for the program. Of the $1.5 billion, $600 million is allocated to assessment grants, which recipients may use to determine the extent of contamination and plan revitalization at brownfield sites. Another $160 million is for cleanup grants, and $150 million for multipurpose grants, which may be used for planning, assessing, and cleaning up sites.

In some cases, cost-share requirements are waived, making the money even more accessible to cash-strapped local governments. However, application deadlines are approaching, so communities looking to obtain their share of this grant funding need to have a plan.

Barriers to growth

A brownfield is a property that is difficult to develop because it is contaminated or believed to be contaminated. Unlike a superfund site, a brownfield may have any number of potential contaminants, including hazardous substances, petroleum, asbestos, lead-based paint, mold, meth-lab residue, or mine-scarred lands.

The EPA estimates that more than 450,000 brownfields exist in the United States. Unless addressed, such sites can hamper local development efforts and preclude economic growth.

To facilitate their development, some sites must undergo an extensive assessment process and, if necessary, cleanup. Although grant funding for these activities is available from the EPA and states, navigating the application processes can be confusing and time-consuming. For this reason, communities often opt to work with a trusted partner that can help them overcome the many hurdles in their way.

Help with grant funding

Working with rural and urban communities, state regulators, and the EPA’s Brownfields Program, Atlas helps to revitalize communities by providing critical research needed for successful grant applications. We offer a wealth of expertise with ��an experienced brownfields team that includes grant writers, licensed geologists and engineers, certified hazardous materials managers, certified industrial hygienists, certified safety professionals, and EPA-certified asbestos and lead-based paint building inspectors and risk assessors.

The company has a proven track record in helping communities procure much-needed funds for brownfields assessment, mitigation, and redevelopment. Some of the recent grants that Atlas has helped to obtain include:�������� ����������

• Gila County Brownfields Coalition, EPA Community-Wide Assessment Grant, awarded in 2021
• Vermillion County, Indiana, EPA Brownfields Community-Wide Assessment Grant, awarded in 2022
• City of Lebanon, Indiana, EPA Brownfields Community-Wide Assessment Grants, awarded in 2014, 2019, and 2022
• Town of Superior, Arizona, Community Development Block Grant for Assessment and Abatement, awarded in 2021
• City of Terre Haute, Indiana, EPA Brownfields Community-wide Assessment Grant, awarded in 2020
• Town of Chester, Connecticut, Connecticut Municipal Brownfields Grant for Assessment, awarded in 2022
• City of Indianapolis, Indiana, EPA Brownfields Multi-Purpose Grant, awarded in 2019
• Lawrenceburg, Aurora, Greendale and Dearborn County Coalition, Indiana, EPA Brownfields Coalition Assessment Grant, awarded in 2019

Obtaining an EPA grant for brownfields-related work can benefit communities in many ways, as shown by the example of the grant to Gila County. Serving as the grant administrator, the county represents a coalition of small communities in Arizona that share a prominent history of copper mining that continues today. Known as the “Copper Corridor,” the communities have worked with Atlas to address blight issues and win the EPA grant. Armed with this funding, the communities can begin to assess and prioritize their needs, the first step in solving challenges pertaining to brownfields.

After an Award ����������

Winning a grant is only the first step. Atlas collaborates with grant recipients to facilitate public outreach to affected communities. The outreach events are designed to provide information about the brownfield assessment and redevelopment process, benefits to the community, and additional funding opportunities and low-interest loan funding for eligible property-owners.

Atlas also stands ready to help communities submit necessary post-award application materials, engage and inform stakeholders and community residents, develop or expand current brownfield inventories, as well as conduct the assessment and remediation of identified brownfield sites. We have extensive experience performing hundreds of brownfields projects with EPA oversight throughout the United States during the last 20 years.

For example, Atlas has been working with the Salt River Pima-Maricopa Indian Community—a Native tribe located in the Phoenix metropolitan area—to implement a $750,000 EPA Brownfields grant that was awarded in 2021.�� To this end, Atlas is creating an all-encompassing Quality Assurance Project Plan (QAPP) and Sampling and Analysis Plan, both of which are required by the EPA to be completed and approved before initiating sampling or cleanup activities utilizing grant funds.

On the same project, Atlas has also been tapped to complete Phase I Environmental Site Assessments and Phase II Environmental Site Assessments, following ASTM standards, and complete ground-penetrating radar investigations and surveys. Atlas also will create an environmental records database, for future use, and conduct a brownfields survey of the community to assist with the creation of a community-wide inventory of blighted properties within the Salt River Pima-Maricopa Indian Community.

Atlas provides professional testing, inspection, engineering, environmental, and consulting services from more than 150 locations nationwide, enabling us to provide our clients with a superior level of consistent support and resources no matter where their projects may be located. The company employs more than 3,500 professional staff, including professional engineers, geologists and environmental specialists who can be accessed as needed to provide additional project support.

From obtaining grant funding to conducting the necessary assessments and cleanup, Atlas can help communities of all sizes address their needs regarding brownfields and unlock the economic and social potential of sites that currently are difficult or impossible to develop.