on Feb 12, 2026

A Conversation with Partner Ignacio Montojo on Infrastructure Delivery and Building America’s Future

With a history of leading transit-oriented development, resilience, and public-private partnership projects, new HR&A Partner Ignacio Montojo sat down with us to discuss America’s infrastructure delivery crisis, the changing landscape of public-private partnerships, and how HR&A bridges the gap between financial models and the complex realities of building large-scale projects.

 

If you had unlimited resources to solve one challenge facing cities and communities, what would it be?

If I had unlimited resources, I wouldn’t just pour more concrete; I would fix the ‘operating system’ of how we deliver infrastructure. We have a crisis of delivery in this country. It often takes us twice as long to build a mile of transit here compared to our peers abroad. If I could solve one thing, it would be modernizing the governance and delivery frameworks that allow public agencies to execute. We need to bridge the gap between 20-year capital needs and 4-year political cycles. The goal isn’t just spending money; it is to respect the public trust by getting projects done on time and on budget.

 

What trends or changes are you seeing in your work?

The tides are changing after an era of ‘abundance’ with low interest rates and federal stimulus. The trend I’m seeing now is a realization among agencies that they cannot deliver on their pipelines alone. Public-private partnerships (P3s) are becoming essential for delivering the infrastructure projects we critically need in our cities.

 

 

Clients are looking for ways to mobilize private capital, but often don’t know how to bridge that gap. HR&A is uniquely positioned here because we understand how investors and developers think. We don’t just write policy; we know how to structure deals that actually pencil out for the private sector while protecting the public interest. Whether it’s using data to predict maintenance needs or structuring a P3 for a new rail station, we act as the translators who can get the private sector to the table.

 

As someone who works on projects around the world, what lessons learned feel global?

There’s a lot to learn from European countries in the way they’ve handled the construction of rail, bridges, and other critical infrastructure. They have a longer history and track record of relying on concessions with private developers and effectively transferring some of the risk to private parties. U.S. agencies can continue to learn from that.

 

Looking ahead, what types of projects or clients are you hoping to work with in this new role?

I’m working closely with transit agencies and state governments in the Northeast and California, markets that are mature and highly complex. Looking ahead, I’m eager to collaborate more closely with my Partners in Texas, Florida, and the broader Southeast.

 

They are doing incredible work in regions that are seeing explosive population growth. I think we can add value by sharing lessons learned from our work in New York and California to help fast-growing states deliver infrastructure sustainably, so they don’t face the same retrofit challenges we’re helping our clients tackle in these other regions.

 

How has your work evolved during your tenure at HR&A? What projects are you most proud of, and why?

Early in my career, I was completely immersed in the technical details—spending my days and nights with proformas, Census tracts, and IMPLAN models. I really valued, and still do, that rigorous grounding. But the pivot point was working with the World Bank and Inter-American Development Bank on projects across two dozen countries. That experience awakened my interest in large-scale infrastructure delivery and showed me that the best financial model in the world fails if the delivery system is broken.

 

 

As for a favorite project, it’s hard to choose because my top priority is serving our clients well, regardless of the scale. I have the same dedication to a small fiscal impact study as I do for a multi-billion-dollar rail line. There is always a special satisfaction in seeing the physical result. Right now, I’m helping the MTA plan the Interborough Express. It’s a transformative project connecting Brooklyn and Queens, reusing existing infrastructure to change millions of lives. It involves nearly every discipline we have at the firm, and it’s exactly the kind of puzzle I love solving. Ask me this question again in five years—hopefully, I can answer it by showing you a picture of me riding the train.

 

Why does HR&A feel like the best place for you to step into this new role as a Partner?

I’ve always felt that HR&A had the structure, size, knowledge, and resources to offer ever-expanding room for growth. There’s also an entrepreneurial culture here that’s really special. I’ve always balanced being available for projects with encouragement and support from the firm to explore new clients, new geographies, and new types of projects. I’ve been able to bring clients and perspectives to the firm that weren’t here before. That opportunity to create my own path has been a great joy.

 

Learn more about Ignacio here.