Amy Campbell, Vice President, Stantec
In an interview with Invest:, Amy Campbell, vice president of Stantec, highlighted the firm’s milestone win of its contract with the Port of Tampa and a key water reclamation project in Clearwater. She emphasized the firm’s use of AI tools like Flood Predictor to enhance project outcomes and stated, “AI is going to be a huge driver of efficiency, but also a challenge from a change-management perspective.”
What were some of Stantec’s key achievements over the past year?
Looking back at the past year, there was a lot of great momentum, especially in Tampa and the broader South region. Our community development team continues to be a strong part of our presence in Florida, working closely with developers and driving growth in the Tampa Bay area. A big win was securing our first prime contract with the Port of Tampa. Previously, we had only worked with them as a sub, so that was a real milestone as we expanded into the port sector. On the water side, which is close to my background, we’ve had some fantastic wins. We’ve also been helping Tarpon Springs with its lead and copper compliance program — important work as utilities navigate new regulations.
Beyond that, our management and technology consulting team has been doing strong work, helping clients like the city of St. Petersburg and Hillsborough County with financial rate analyses and grant writing. It’s all about helping local clients navigate affordability challenges and find funding solutions for their projects.
How is Stantec adapting to meet client needs and finding opportunities for growth in Tampa Bay?
We’re really leaning into our ability to bring multiple business lines together to deliver comprehensive solutions for our clients. It’s not just about offering water services or transportation services separately. It’s about combining those capabilities to meet broader needs. Internally, we’ve set up account management calls to bring different teams into the conversation and connect the dots between business lines.
In terms of opportunities for growth, I’ve seen more clients asking for grant-writing support. There’s been a huge push for affordability solutions and accessing grant funding has become key. With the changing landscape under the new administration, it’ll be interesting to see how federal grant programs shift. But we’ve been evolving our business to meet those needs, moving further up the project life cycle into the planning and pre-planning phases. Our management and technology consulting team is a big part of that, helping clients with affordability studies, navigating grant processes, and making smart financial decisions.
How is Stantec integrating AI and digital modeling into operations to enhance projects?
One of the most exciting examples is our AI-based tool called Flood Predictor, which helps clients assess flood risk. We’re using Flood Predictor with the Kentucky Division of Water in our work to help officials better inform the public of flood threats and make more accurate and timely decisions. It’s a great example of how we’re applying AI to deliver real value to clients. Internally, we’ve been making investments in tools like Copilot, which all our employees now have access to. I’ll be honest, I’m a bit of a technology laggard, but even I’ve been impressed. I’ll ask Copilot to draft an agenda, and it’s amazing how quickly it pulls something together.
More broadly, we’ve created new roles focused on AI and digital initiatives. These are roles that didn’t exist for us even three to five years ago. It’s clear that AI is going to be a huge driver of efficiency, but also a challenge from a change-management perspective. The technology is there, but it’s about helping people embrace it. That’s going to be a fascinating shift to watch across the industry.
What sustainability-driven innovations is Stantec implementing?
Sustainability is a big part of who we are, both internally and externally. Externally, it’s about the type of projects we pursue — things like vulnerability assessments for climate change, resiliency studies, and coastal restoration work. An example is the Bayshore Pump Station we’re working on with PCL. It’s right on Bayshore Boulevard, designed to improve stormwater management and reduce flooding issues in South Tampa. What’s cool about it is that it’s all underground — when you drive by you will have no idea it’s there.
Internally, we’re walking the talk. As part of our three-year strategic plan, we’re tracking our own environmental impact — things like business travel and resource use — and looking for ways to reduce our footprint. We’ve also got staff certified in LEED and Envision to bring that sustainability expertise into our projects.
How does Stantec incorporate affordable housing, sustainable development, and community engagement into its projects?
Affordable housing is a space we’re proud to be involved in. A great local example is the Robles Park Village redevelopment, a low-income housing community in Tampa that we’re helping revitalize into a mixed-use development. The project includes affordable housing targets, ensuring it remains a resource for low-income families while modernizing the space.
Community engagement is also a huge priority for us. Personally, I really value communication and outreach, which is no longer just a “nice to have,” it’s essential. The best outcomes come when you bring people along from the start of a project, not just at the end. We’ve really embraced that across all our business lines, engaging communities early and often. It’s the right thing to do, and it makes projects more successful in the long run.
How would you describe the talent landscape for the industry?
The talent market is hot, and to be honest, a little scary. Workforce dynamics are changing fast. I was at the Tampa Bay Economic Outlook event recently, and the data is clear: Florida’s population is growing, but birth rates are down, which means the future workforce is shrinking. Plus, with all the growth in Florida, we’re seeing more firms from other states, like Texas, entering the market. The competition for talent is only getting tougher.
To tackle this, we’re doubling down on early-career engagement — connecting with universities, attending career fairs, and expanding our internship programs. Our internship program is fantastic. It’s a real pipeline for new talent. But beyond recruitment, retention is critical. People want to feel connected to their work and their company’s values. That’s where Stantec’s focus on meaningful projects — things like sustainable development and community impact — really resonates with our teams. It’s about building careers, not just filling roles.
Are there any regulatory changes that could impact Stantec’s operations or the broader industry?
PFAS regulations are top of mind, especially coming from my water background. The EPA released draft regulations last year, and if they’re finalized, they could have a major impact on utilities. We’re talking about significant compliance costs for water and wastewater treatment plants. It’s going to be a big challenge for our municipal clients here in the Tampa Bay area. Our job will be to help them navigate that, finding solutions that meet new standards while managing costs. It’s a major issue to watch.
What are Stantec’s top priorities for the next two to three years?
Our top priorities are simple: take care of our people, take care of our clients, and deliver great work. Retaining our workforce is crucial. When you have strong teams, you deliver strong projects, and strong projects lead to more opportunities.
From a growth perspective, Florida is full of potential. We’re looking at expanding into sectors where we already have strength nationally but could grow locally, like ports and airports. We’ve done some airport work and touched on Tampa, but there’s room to do more. The key is prioritizing the right opportunities, focusing on what makes sense now rather than trying to chase everything at once.
Looking more broadly at the future of engineering and design, I see two big areas for Stantec to evolve. First, internally, and how we’re structured to collaborate across our global network. The power of Stantec is our ability to leverage national and global expertise, but we must be structured to make that seamless. It’s not the most exciting topic, but it’s critical.
Second is technology. We must stay ahead in how we use tools internally to drive efficiency and externally to create value for clients. Things like AI, digital modeling, and tools like Flood Predictor — those are game-changers. It’s about making our teams more efficient and giving our clients smarter solutions. Big picture: our people, our clients, and positioning ourselves to thrive in an evolving market. That’s what the next few years are all about.
