When it comes to navigating the modern AEC landscape, the job of integrating technology is just as important as delivering great design and construction outcomes. That's because well-implemented digital workflows can remove bottlenecks, improve collaboration, and set projects up for success from day one.
Joshua Hostetler, Director of BIM & Digital Technology at AECOM, has spent his career making that happen. In our latest Behind the Build feature, Joshua talks about how he's driving change across a massive organization, the tools that are working, and what's next on the horizon.
Check out what he has to say.
AECOM is a global infrastructure consulting firm, and we deliver professional services across many different areas, including architecture, engineering, construction management, and environmental solutions.
We have a presence in over 150 countries and tackle some of the world's most complex infrastructure challenges, from transportation and water systems to buildings and energy solutions.
As the Director of BIM and Digital Technology in our US West region, I oversee the implementation of digital workflows, various collaboration platforms, and automation strategies to improve project efficiency and delivery.
My role centers around standardizing BIM and digital practices, integrating emerging technologies like AI and automation, so that teams can leverage collaboration tools like ACC to enhance design coordination, project management, and data-driven decision-making.
Ultimately, I help drive AECOM's digital transformation efforts, allowing our teams to work smarter, more collaboratively, and more efficiently on every project.
I've had an interesting background and have transitioned through various jobs and roles. I have a degree in architecture from Bowling Green State University, but from the beginning, I have been super drawn to technology and how it can improve our designs.
Throughout my career, I've worked for a wide variety of firms, and I feel like each of those has played a crucial role in shaping my experience and my approach to digital transformation.
Many of those firms exposed me to different company structures, project types, and even different industry challenges, allowing me to develop a well-rounded perspective on digital automation and strategy.
For example, early on in my career, I was part of a firm-wide transition from CAD and MicroStation to Revit, and that was eye-opening for me, fresh out of school. I quickly realized that integrating technology into how we work was almost just as important as the work we were doing itself.
The right digital tools and workflows don't just make projects more efficient, but they ultimately allow teams to focus more on innovation and problem-solving.
From there, I focused on expanding my understanding of technology implementation and looking at business operations. On the digital transformation side, I took on a few roles that gave me an opportunity to analyze workflows, standardize actual BIM practices, and work with teams to upskill them.
I also worked as a consultant and a BIM manager for various organizations. I think that's where I developed my deep understanding of those industry-wide challenges and how to tailor strategies to different projects and companies.
Over time, my focus then shifted beyond implementation to broader digital leadership and strategy. Here is where I became even more involved in automation, data management, and cross-discipline collaboration, making sure that technology isn’t just being adopted, but also helping drive productivity and innovation. This is also where I learned the importance of change management. Not just introducing new tools, but making sure people are prepared, trained and confident in using them effectively.
As a whole, my proudest accomplishment at AECOM is successfully leading digital transformation in our West region. I know that's broad, but this effort has fundamentally changed and improved how our teams approach digital project delivery.
When I stepped into this role, I recognized the need for more standardization and efficient digital workflows across the region. So, I focused on developing solutions that would provide immediate and long-term benefits.
Some of the specifics within that led to the development of new Revit base templates and content libraries, allowing project standardization coupled with a good foundation tailored to our specific workflows. We also created and implemented a centralized SharePoint site, which serves as our single source of truth for all digital resources, making it easier for our teams to access critical information, training, and tools.
One of the most impactful initiatives we've done was the Project Create Tool, which we developed internally. I helped lead that team, and it has been a game-changer in how we set up our projects. It's been used now on over 160 projects to date, and we've been able to reduce setup time by 90 to 95%.
On top of that, we've brought greater consistency across all projects while eliminating inefficiencies that came from our previous manual setup. So, by streamlining some of those processes, we've significantly improved our project setup and collaboration.
That initiative stands out to me because it wasn't just about the technology; it was about creating solutions that truly make a difference for our teams. It reinforces my passion for driving actual, meaningful digital transformation within the industry and at AECOM.
One of the biggest challenges in my role is driving digital transformation across such a large and diverse region. I need to make sure we are staying consistent across multiple offices, disciplines, and project teams.
AECOM is a massive organization with hundreds of ongoing projects, each with unique demands, client requirements, and even team structures. So aligning our digital standards and workflows across that scale requires a balance of our strategic planning, our technical execution, and even change management.
I think part of that challenge is resistance to change. While many teams embrace digital innovation, there are still others who are hesitant to adopt new workflows. Sometimes, that's due to the comfort with current processes or maybe even concerns about the learning curve. In some cases, it's just a lack of time to implement something new with the tight deadlines everyone's on now.
That's why it is essential that teams not only have access to the right tools but also access to the right training and support from myself and leadership.
All in all, though, technology helps us overcome these challenges. For example, automations like the Project Create Tool that I mentioned eliminate manual setup and inconsistent data with minimal user interaction. It allows projects to start with proper standardization, workflows and processes regardless of location, type, size, and scale.
And then, a tool like Autodesk Construction Cloud allows our teams to work in real-time, breaking down those collaboration silos and improves our coordination and communication across all disciplines.
Ultimately, technology is not just about digitizing processes, it is about empowering people. My focus is on making sure that digital tools are not only accessible but also usable, practical, and valuable to the teams who rely on them every day.
At AECOM, we've fully embraced Autodesk Construction Cloud as a core component in our digital project delivery. Around 95% of our projects in the West region utilize Autodesk Construction Cloud, or if they're older projects, BIM 360. We've standardized that workflow across nearly all our teams and project types.
By implementing Autodesk Construction Cloud at this scale, we've been able to streamline our team collaboration, enforce our best practices, and allow teams to work in a centralized real-time environment regardless of project size, scale, and market complexity.
I can't share too many specifics, but we do work on some large-scale, complex projects, specifically in our major sports facilities and some other high-profile developments. Those types of projects involve high model counts, tons of multi discipline coordination, and some strict and intricate team structures with loads of stakeholders.
Plus, these projects require strict version controls and seamless collaboration among all of the team members. Autodesk Construction Cloud allows us to implement a structured approach to permissions and workflows that are specific to each project, so that the right people have the right access at the right time. I think that is critical to managing these large multi-firm projects and teams.
Also, Autodesk Construction Cloud gives us scalability and flexibility as our projects often have hundreds of contributors. The platform enables us to manage team access as project needs evolve.
By making Autodesk Construction Cloud one of the foundations of our digital delivery strategy, I do believe that we've improved our efficiency, reduced our project risks, and implemented some seamless collaboration across our teams.
Partnering with Autodesk has been invaluable to AECOM, not only because of the wide range of tools we use, but also because of our mutual collaboration with your teams. We rely on a large amount of Autodesk products at AECOM. They support every phase of our projects—whether it's early-stage planning with tools like Forma or design and documentation with Revit, AutoCAD or Civil 3D. There's also clash detection and coordination with Navisworks or model coordination… I could go on and on. Autodesk tools are embedded in our workflows at every level.
That said, what truly makes our partnership with Autodesk even more impactful is that it goes beyond just using the tools. We actively work with Autodesk development teams to shape the future of these technologies.
We've often collaborated on custom solutions to address AECOM's needs specifically. Whether it's automation and AI or even just new ways to enhance project efficiency, we've been working alongside Autodesk to test, refine, and implement the next generation of these digital solutions.
Ultimately, our relationship with Autodesk is more than just that of a software provider. It is really a true partnership that helps us drive digital transformation and continually push the boundaries of what's possible in the AEC industry.
I would say at AECOM, we are constantly looking ahead to find new ways to enhance innovation and productivity across our projects. My role and focus are on advancing our digital capabilities to make that happen. As we move forward, our priorities include expanding automation and integrating AI-driven workflows, improving data utilization and strengthening collaboration across our disciplines.
One of our key initiatives is process optimization. We've already started doing that, and we've seen tremendous success with tools like Project Create. We plan to build on that momentum by integrating more customized automation tools to streamline repetitive tasks. We have a lot happening here at AECOM internally to make those things happen.
Beyond technology, building a digitally empowered workforce is one of the most critical aspects of advancing innovation. We plan to expand our training, upskilling programs, and even our knowledge-sharing platforms to ensure our teams are prepared to confidently embrace any new tools or methodologies.
Ultimately, our vision is to continue pushing the boundary of what's possible in the industry. It's about using technology not just as a tool, but as a driver for efficiency, quality, and smarter project execution. And by investing in things like automation, AI and continuous learning, we're setting the foundation for that next generation of innovation at AECOM and in the industry.
For those entering the industry, my top pieces of advice would be to embrace technology, remain adaptable, and never stop learning.
This industry is evolving rapidly, and those who can blend their technical expertise with problem-solving and collaboration skills are going to be the ones leading in the future.
I've said it a few times now, but technology's not just a tool. It is transforming how we work, how we collaborate, and how we solve problems. Whether it's BIM, Automation, AI, or whatever it may be, having a strong understanding of digital workflows will be crucial for staying ahead.
That said, don't just learn software; understand how it impacts design, coordination, and even the construction process. The most successful professionals are those who can think beyond just the tool itself and see the larger picture of how digital transformation is really shaping our industry.
I would also advise people to be open to change. The workflows and tools we use today will definitely not be the same 5 or 10 years from now. So, having a growth mindset and a willingness to explore new ideas will be a major advantage.
The future of this industry is being shaped by those who are willing to challenge the norm, experiment with new ideas, and continuously look for ways to improve. The next generation has an incredible opportunity to redefine the way we work – so be bold, be innovative, and don’t be afraid to lead the charge.
