Transforming Construction: Meet Thomas Amoia
Thomas Amoia is a vice president and senior program manager for AECOM’s Transportation business in the New York Metro. With more than 30 years of construction experience — including nearly two decades leading major capital programs at the Port Authority of New York and New Jersey — he brings a rare blend of agency insight and delivery expertise to complex transportation infrastructure projects.
Thomas is known for balancing constructability with operational continuity in dense, urban environments. His work spans construction management, project phasing, contract strategy and alternative delivery on multi-billion-dollar programs across some of the nation’s busiest transit hubs. Since joining AECOM in May 2024, he continues to lead transformative transportation initiatives with a focus on safety, innovation and client satisfaction.
Why did you join the construction industry? What motivates and inspires you?
My entry into construction started with internships during college, where I found myself drawn to the dynamic pace of field work. I enjoyed the hands-on, connected nature of the work, from coordinating with different teams and personalities to managing a range of challenges. I relish seeing a project through from start to finish, watching our plans take shape and knowing I played a part in making it real. That sense of ownership and contribution is deeply rewarding.
I teach graduate courses in construction real estate and management at Fordham University, and I still see learning as a lifelong part of this field. One of the most important lessons I’ve learned is that communication is everything. I make a conscious effort to move beyond any historical disconnect between parties and bring everyone together as one team. Every perspective matters because every voice contributes to a successful outcome.
How do you approach the challenges of delivering construction in major urban transportation hubs?
In dense urban environments, balancing construction progress with ongoing operations requires precise phasing. Projects are often phased to minimize closures — but that can add time and cost. That’s why we conduct early constructability reviews and work with clients to align logistics with real-world conditions and long-term operational needs.
We identify where stages can overlap, compress timelines and build around client priorities. When builders are engaged from the outset — as they are in design-build projects — we gain critical insights early on, reduce disruptions and deliver smarter infrastructure.
Active transit environments require strategies that keep passengers and workers safe throughout construction. Sometimes we redirect pedestrians through specially designed paths to reduce disruption. Safety is always the top priority.
Why are alternative delivery methods, such as design-build, gaining popularity, and how does your experience support successful execution?
Unlike traditional design-bid-build delivery — which works best for more straightforward, repeatable work — design-build excels on complex, large-scale projects where designing and building in parallel improves efficiency. Successful design-build delivery depends on trust, early coordination and a shared commitment to outcomes. I know how to translate client goals into actionable program strategies and teams built to work together, not in silos. That’s what enables us to deliver sound, strategically aligned results that save time and money.
My experience spans over 30 years in construction management and in the owner’s seat. That dual perspective is helpful because I understand how projects — say, at the Port Authority’s three major airports — fit into an agency’s broader operational and financial goals, and how to manage risk without compromising client control.
What future possibilities or innovations excite you most?
People tend to think of technology as the end-user result, such as electric buses or autonomous systems. But I think of technology in terms of how we build. Tools like Building Information Modeling (BIM) and similar software have transformed how we plan and manage construction.
Years ago, I saw paving equipment being guided by GPS — unmanned machines navigating job sites with precision. That kind of technology is only going to enhance the labor force. I’m excited about tools that make fieldwork more efficient, such as wearable technology that records job-site observations and platforms that capture real-time data for use in drawings and documentation. These innovations reduce errors, improve safety and streamline the process — they’re the future of our industry.