Jose Luis Acosta, Executive Vice President, Chen Moore and Associates

May 2026 — In an interview with Invest:, Jose Luis Acosta, executive vice president of Chen Moore and Associates, discussed the firm’s growth, infrastructure demand in South Florida, and the role of leadership in engineering. “South Florida is ahead of many parts of the country in terms of growth and diversity,” Acosta said.

What changes over the past year have most impacted the firm, and how have they influenced your growth strategy and priorities?

In 2024, our firm made the ENR list, which recognizes the 500 largest firms in architecture, engineering, and construction management in North America. We were No. 499, so we barely made the list, but we did. That makes us the largest engineering firm founded and headquartered in Fort Lauderdale.

For a small business to grow to about 175 professionals is a blessing. There is so much movement in infrastructure in South Florida that we felt we needed to double down internally to facilitate those needs and position ourselves as a leader in engineering consulting from South Florida.

We have been in the middle of the cycles of development in Miami-Dade County and the changes happening in Fort Lauderdale and West Palm Beach. We have been adding talent and positioning ourselves to serve those markets.

Our firm works across Florida, from Pensacola and Jacksonville down to Miami. Our focus is civil infrastructure, including civil and transportation engineering, landscape architecture, and planning. We also have a power delivery team working with organizations like FPL and JEA. The need for energy and power, and doing that without impacting existing infrastructure, is part of what we have been positioning for.

What are you seeing in terms of public versus private sector investment, and how is that influencing your projects?

The political environment in Washington, D.C., and Tallahassee has people in the public sector, and then in the private sector, a bit on pins and needles. There is also financial unease because of global issues. People are still investing in Florida because it is seen as a resilient market with lots of opportunities. In Tallahassee, there is discussion about removing property taxes, which is a major concern for public infrastructure funding for municipalities.

That funding supports police, fire, capital improvements, parks, and water management efforts. If that changes, some of those improvements could slow down, and the private sector may have to pick up more of the responsibility. Right now, with that uncertainty, some people see opportunity, and others are waiting to see what happens. We are in a transition period.

How does your multidisciplinary approach contribute to project delivery?

You have to adapt to your clients and their needs. Some clients see us as civil engineers, some as landscape architects, and others as power engineers. Other clients want a trusted adviser who can serve as their infrastructure go-to.

That takes time to earn. It comes from showing that you have their back and are proactive in your advice. At that point, it becomes less about the specific service and more about the relationship.

For example, we have teams doing stormwater modeling for long-term planning in the Everglades for the Water Management District. It is not just about analysis, but about helping clients think through next steps in an efficient way.

We have contracts with over 100 cities across Florida as either a prime or subconsultant. That gives us a strong perspective on what is happening across different regions. Florida can feel like several different states in one, depending on where you are.

How do you balance long-term resilience with immediate development needs?

One step at a time. In Broward County, there has been leadership around resiliency, and there are efforts to think about future investment and how the private sector can be involved. There are also discussions with different agencies on how to fund larger projects.

In Miami-Dade, the discussion is similar but more fragmented. Different areas have different priorities and approaches, even though the problem is the same. Each county approaches resilience differently.

The challenge is that it is still one large community, and there needs to be more continuity. That requires alignment between the public and private sectors. Sometimes that alignment is there, and sometimes it is not.

How are you leveraging technology in your work?

We have been working with AutoCAD, Autodesk, and 3D tools for many years. One of our senior leaders has been involved with testing and modeling developments, including AI-related work, which has helped us stay current.

The larger firms in our industry operate at a much bigger scale. We are implementing technology in pieces, based on our capabilities.

We are seeing efficiencies in areas like marketing, HR, and accounting. We have also used AI in stormwater modeling to reduce time and improve focus in certain types of design. We have made some investments in talent to support that.

What is your approach to talent, culture, and retention?

Culture in South Florida is very diverse. You have to be bilingual, and it is not just English and Spanish. It is a true melting pot, and that creates an opportunity to lead.

We also face a shortage of talent, particularly in engineering and STEM fields. Immigration policy plays a role in that, and it is something I advocate for.

From a company standpoint, you have to keep growing to keep people engaged. You have to be competitive and provide opportunities for people from different backgrounds. There also need to be expectations and accountability.

It is not a one-size-fits-all approach. Some people need to be in the office to learn and develop, while others can work remotely depending on their role. Since COVID, we have kept people in the company even after they moved to other states by finding flexible solutions.

If someone has valuable experience and fits the culture, you try to keep them. It becomes a two-way relationship, and when it works, it benefits everyone.

What are your top priorities for the firm moving forward?

We want to continue investing in our staff, including encouraging them to take leadership roles in professional and community organizations. That exposure helps them grow and brings different perspectives back to the firm.

Those networks are important because they bring together people who can make informed decisions. I believe in having good data and trusted people at the table.

There are significant infrastructure and transportation investments happening across the region. These projects impact daily life, and it is important that technical experts are part of those conversations.

Moving forward, we will continue focusing on the areas where we have expertise and contributing not only as engineers but also as community leaders. We want to grow the business, but also contribute to the broader development of the region.

South Florida is ahead of many parts of the country in terms of growth and diversity. If we approach that from a position of leadership, we can do a lot of positive things for the right reasons.