Iskra Rodriguez

Transforming Airports Through Program Delivery

As a senior project manager in HNTB’s aviation practice with an extensive background in planning, procurement and construction management, Iskra Rodriguez brings a thoughtful, collaborative approach to some of the industry’s most complex airport programs. With experience supporting expansion efforts at major hubs like Dallas Fort Worth International Airport and Austin-Bergstrom International Airport, Iskra understands the importance of balancing innovation with operational realities. As airports proactively plan for rising passenger demand, Iskra shares her insights on how airport teams are not just managing construction, but future-proofing their facilities for adaptable, long-term growth. 

What does future-proofing mean for airports? 

Future-proofing is about planning, designing and delivering airport infrastructure that can evolve with demand. It’s not just about building for today — it’s about anticipating tomorrow’s needs and creating space for growth, flexibility and operational resilience. 

It starts by assessing current conditions—gate capacity, utility systems, and passenger and baggage flow—and aligning these with the airport's expected traffic and long-term goals. At Austin-Bergstrom, for example, planning efforts for a new terminal and arrivals hall have been shaped by both immediate gate needs and future expansion opportunities. The result is a phased strategy that supports adaptability over time. 

How can airports balance steady operations with ongoing capital improvement programs? 

Passenger experience and ongoing travel service will always be the number one priority. For capital programs, this means expanding without interrupting operations. This can be a challenge, but challenges are also a catalyst for new thinking.  

One project where I’ve seen these innovative solutions firsthand was with DFW’s High C Gates project. As the airport’s program management partner, we worked closely with the airport to evaluate delivery options during planning and procurement and collaborated to shape the strategy that led to the use of modular construction — a first for DFW. Modules were built off-site and installed overnight, allowing the airport to maintain full functionality throughout the process. This approach not only minimized disruption but also enabled the project to be delivered ahead of a peak travel season, helping DFW meet critical capacity needs with greater speed and flexibility. Since then, modular construction has become a standard delivery method for all ongoing terminal improvement and expansion projects at DFW. 

Ultimately, balancing steady operations with capital improvements starts with understanding an airport’s goals and day-to-day realities. When teams come together early to align on those priorities, they can craft creative, customized solutions that support growth without disrupting the passenger experience. 

How do you collaborate with clients to determine the right construction delivery model for their airport programs and projects? 

Construction delivery isn’t a one-size-fits-all process. It’s a strategic decision shaped by collaboration, context and what success looks like for each airport. 

Every airport has unique priorities, constraints and operational realities — and successful delivery depends on aligning with those from the outset. At DFW, a key example is the Terminal D Expansion project. Together, we evaluated options and selected Construction Manager at Risk (CMAR) — a model that allowed early construction packages to move forward while maintaining direct design oversight. That decision helped balance speed with control. 

In every case, the right delivery model starts with understanding the airport’s needs and operational realities. When teams collaborate early and intentionally, we can tailor an approach that supports both program success and operational continuity.

How should project teams manage complexity and risk in large-scale programs? 

Airport improvement programs are inherently complex. They involve a wide range of stakeholders — airport leadership, airlines, contractors, designers and public agencies — all working within tight timelines and operational constraints. 

Navigating that complexity starts with clear communication and shared priorities. It means aligning stakeholders early, facilitating use-and-lease negotiations and developing phasing strategies that minimize disruption. 

Risk management is evolving, too. Proactive strategies are being built around schedule sensitivities, funding dependencies and operational impacts beforehand. It’s a collaborative effort, and success depends on trust, transparency and a shared commitment to the airport’s long-term goals. 