Travis Rhoades, P.E., a Principal in CEC Toledo’s Civil practice, is a seasoned leader with more than 20 years of experience delivering transportation infrastructure across Ohio and the Midwest. Specializing in structural engineering, particularly bridge design, rehabilitation, and inspection, he has also contributed to roadway design, geoenvironmental systems, site development, and solid waste management. He is a licensed Professional Engineer in Ohio, Michigan, Indiana, Arizona, and Texas.
In addition to his technical work, Travis is a prominent voice in engineering ethics and public policy. He serves as vice president of Legislative and Government Affairs for the National Society of Professional Engineers (NSPE)‑Ohio and Chairman of the NSPE Board of Ethical Review, and has authored numerous articles on licensure, funding, data privacy, and the evolving role of engineers.
A consistent thread throughout his career is his personal “why:” How can I improve their journey today?
Whether mentoring young engineers, shaping policy, or guiding complex transportation projects, this question drives how Travis shows up for clients, colleagues, and communities. It reflects his belief that engineering is ultimately about people and about improving the paths they travel, literally and figuratively.
This Q&A walks through what he’s learned from navigating client expectations, industry disruptions, emerging technologies, and the evolving skills the field demands.
What has been the most complex logistical or infrastructure challenge you’ve faced (i.e., fleet optimization, supply chain disruptions, or regulatory compliance) and what strategies ultimately resolved it?
One of the trickiest logistical challenges I’ve faced isn’t about supply chains or regulations, it’s managing the different expectations our clients bring to each project. Every agency has its own CADD standards, workflows, and review habits, even when the projects look almost identical. Those differences often come from long‑standing preferences, but they can add extra steps that don’t always move the design forward.
I’ve learned to approach this as a chance to build stronger relationships. Early, clear conversations help us understand what each client truly cares about and where there’s flexibility. When it fits, we share best practices from other agencies and point out where a little more consistency could make the process smoother for everyone.
It’s never about forcing a uniform approach. It’s about creating a solid, predictable foundation that helps designers, reviewers, and ultimately the people who depend on the infrastructure. By tackling these differences together, we’ve reduced friction, improved efficiency, and strengthened trust across a wide range of clients.
What industry-wide disruptions have most affected your work, and how have you adapted over time?
One of the biggest industry‑wide challenges I’ve seen is the growing shortage of mid‑level engineers, especially structural engineers. The gap between entry‑level staff and seasoned experts keeps widening, which makes workload balance, project delivery, and knowledge transfer harder than it should be.
To keep projects moving, I’ve had to be much more intentional about mentorship. Spending extra time upfront to coach younger engineers, bring them into design discussions, and give them exposure to more complex tasks has paid off in their confidence and productivity. I’ve also learned to structure projects so newer team members can contribute meaningfully without feeling overwhelmed.
The shortage is still real, but it’s pushed me to become a stronger mentor, a more strategic planner, and a bigger advocate for creating clear growth paths for the next generation of transportation engineers.
What transportation initiative you led delivered results beyond expectations. What factors contributed to that success?
One project that really surpassed expectations was a complex systems interchange in northwestern Toledo where I led the structural efforts. The work covered four bridges (two rehabs, one new structure, and one major reconfiguration) and spanned two separate projects with several subconsultants involved. Even with all that coordination, the final interchange ended up significantly improving traffic flow and making the whole system much easier to navigate.
What made the project so successful was simple: consistent, disciplined communication. By keeping MOT planning, construction phasing, and design details aligned across every team, we kept the work moving smoothly and delivered a result that exceeded what anyone originally expected.
How have advancements in electric vehicles, autonomous systems, or connected fleet technologies changed the way you plan for long‑term operations?
In the bridge engineering world, advancements in electric vehicles, autonomous systems, and connected fleets haven’t yet driven major changes to core structural design practices. Load demand and design standards remain largely consistent. That said, I’m deeply interested in how these technologies are reshaping broader transportation planning. As EV adoption grows and autonomous systems advance, they influence everything from lane configurations to traffic patterns and long‑term maintenance strategies. Even if the structural impacts are modest today, staying engaged with these emerging trends helps ensure that the bridges we design integrate seamlessly with the evolving needs of the overall transportation network.
What emerging innovation do you believe will redefine the transportation industry in the next decade?
AI is the emerging innovation I believe will redefine the transportation industry over the next decade. The engineers who learn to harness AI effectively — not as mindless automation, but as a tool for rapid iteration and deeper insight — will be the ones who thrive. AI has the power to remove the most tedious, time‑consuming tasks from our workload, freeing engineers to focus on the complex problems that require true human judgment and creativity. As this technology matures, it will fundamentally reshape how we approach design, analysis, and innovation across the entire transportation sector.
If you could prepare the industry for one major shift you see coming … what would it be, and why do you think it’s so critical?
The major shift I think the industry needs to prepare for is the transition from traditional 2D plan sets to fully integrated 3D model‑based delivery. This evolution isn’t just a change in format, it fundamentally reshapes how projects are designed, coordinated, reviewed, and built. A model‑based approach allows for far better clash detection, more accurate quantity development, and a clearer shared understanding between designers and contractors. As agencies begin adopting digital twins and pushing for model‑as‑the‑contract‑document workflows, the expectations for precision and interoperability will only grow. Preparing now is critical, because this shift requires new skill sets, new software capabilities, and a new mindset. Those who embrace 3D delivery will be able to work more efficiently, minimize field conflicts, and ultimately create smoother project outcomes from design through construction.
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