Eladio Castrodad, First Vice President – Southeast Region, Hill International

Invest: sat down with Eladio Castrodad, first vice president of the Southeast region for Hill International, to discuss the construction management company’s role in delivering complex infrastructure projects across Florida and the Caribbean. “We know this is a challenging time. Projects are becoming more complex, supply chain issues remain a factor, and there is climate uncertainty. Our goal is to help clients move projects forward despite those conditions,” Castrodad said.

What is Hill International’s mission in the rail, transit, and broader infrastructure sectors, and how does your Southeast region office support that mission?

Hill has a great history. We are 50 years strong this year. The company started as a small claims firm in New Jersey in 1976. Since then, it has grown into one of the top project and construction management companies in the world. That speaks to the original vision, which was about building strong teams of experts who go above and beyond, collaborate with clients and stakeholders, and manage risks before they become major problems.

The goal is to keep our projects on time and on budget, and to build them to the quality standards you purchased. From a Hill International perspective, we cover it all, especially in rail, transit, and other infrastructure projects across the United States and the Caribbean.  

In your role leading operations across Florida and the Caribbean, how do you ensure that projects meet objectives for quality, scheduling, and budgeting?

It is about being hands-on. I help define objectives, manage the team’s quality outputs, track performance, and push to keep projects on schedule and on budget. Most of what I have done throughout my career has been on complex projects. I started as a designer and then moved into construction, working across infrastructure, transportation, and vertical buildings, which gives me a full lifecycle perspective, enabling me to anticipate issues and de-risk projects. My focus is always on making sure the team delivers results while keeping everything aligned across the region.

Can you describe some of the major rail, transit, and infrastructure programs you are overseeing, and what makes them challenging or innovative?

In the Southeast, one of the major programs we are involved with is upgrading the 17-mile heavy rail system in Puerto Rico following Hurricane Maria. That system includes almost two miles of underground tunnels, 7.5 miles of segmental bridges, and other facilities that sustained major damage. We are helping rebuild that infrastructure and making it more resilient.

In South Florida, we are also one of the program managers at Miami International Airport. While it is not rail and transit, it is major infrastructure. We are helping the airport manage the construction program for Terminal K. Our team put together the design criteria package for the program and is now getting ready to oversee its implementation, including construction quality and making sure the project comes in on time and on budget.

The larger and more sophisticated the project, the more important it is to manage project risks. My focus is on helping clients navigate that complexity so projects can keep moving forward and be successful in the end.

How has your experience shaped Hill’s approach to disaster recovery programs in the Caribbean?

Disaster recovery is a major focus in the Caribbean. The region faces intense storms, and hurricane seasons are unpredictable. We work with communities, developers, agencies, and governments to help them secure funding, mobilize staff, and coordinate with stakeholders.

However, our approach is also focused on preparedness. It is important to make sure there are plans in place so that, when a disaster hits, you can act immediately rather than react while already in a difficult situation. Transparency and clear communications are key. The goal is to rebuild communities to make them stronger and more resilient.

How does Hill integrate technology, innovation, and best practices to improve efficiency and outcomes on transportation and infrastructure projects?

Innovation is a core value at Hill. We use tools such as BIM, drones, cameras, and project management information systems to track, plan, and help manage projects. Information is king, and it is important to have it at your fingertips so decisions can be made quickly to positively impact the job.

We are also experimenting with new platforms through our parent company, GISI. Through the Ignite platform, we are developing tools that use AI to give teams quick access to information. The idea is to improve oversight and keep clients and stakeholders informed, so they can make faster, more informed decisions and projects run more smoothly.

What strategies do you employ to build strong relationships with public agencies, contractors, and stakeholders in Florida and the Caribbean?

Relationships are all about trust. Hill International only represents owners and agencies. We do not design, and we do not have conflicts of interest, as some firms might when overseeing their own work. We use experienced professionals who have been exposed to all aspects of the business and can provide sound advice to clients.

Many of our sellers are also doers. We are the ones shaping key performance indicators and driving results from day one on the job. Over the long term, that is what builds trust. Long-term trust comes from consistent performance, clear communication, and building a culture of partnership across clients, contractors, and stakeholders.  At the end of the day, everyone is working toward the same objective: getting the job done, making the client and stakeholders happy, and creating a positive experience for the end user.

How does Hill approach program and construction management to deliver complex infrastructure projects successfully?

Our approach is all about alignment and integration. It starts with getting stakeholders on the same page early and managing risk from the start so projects can move forward smoothly. Early in a job, we develop a project management plan that includes a stakeholder management plan, a communication plan, expectations for schedule and budget, and how quality will be managed.

We also identify our in-house team of experts and apply our market insight to recommend the best delivery methods for the job. Our project controls teams track cost, schedule, and quality, and because we’re a pure project management firm with no design or construction conflicts, we can provide objective solutions and inputs that really work for the client.  

Looking ahead, what is your vision for Hill’s growth and impact in the Southeast U.S. and Caribbean infrastructure markets, particularly in rail and transit?

If you go to our website, you will see the phrase, “delivering the infrastructure of change.” My vision for Hill International in the Southeast and Caribbean is exactly that: delivering the infrastructure of change. That means projects that make communities stronger, more resilient and more sustainable.

We know this is a challenging time. Projects are becoming more complex, supply chain issues remain a factor, and there is climate uncertainty. Our goal is to help clients move projects forward despite those conditions. The Frost Museum of Science is one example of the kind of transformative, high-impact work we aim to continue delivering, and that same mindset applies across rail, transit and other critical infrastructure.