*This story was originally published on Construction Dive. To receive daily news and insights, subscribe to our free daily Construction Dive newsletter. *

From the construction sites of the I-66 corridor in Virginia to the New Terminal One at JFK Airport in New York City, Ferrovial sees risk management and digital innovation as the bedrock for getting the jobs done on time and on budget.

The Amsterdam-headquartered civil engineering company has steadily grown its U.S. footprint over the years, taking on a variety of complexinfrastructure work ranging. The firm recorded substantial revenue increases in all business divisions for the first nine months of 2025 and highlighted its work on U.S. highways in a recent earnings report.

Much of that success comes from tackling risk early, said Ignacio Gastón, CEO at Ferrovial Construction, the firm’s building division. That will matter even more going forward due to industrywide issues such as labor shortages and economic volatility.

Here, Gastón talks with Construction Dive about the balance of long-term investments and short-term risks, collaboration among project partners and construction technology.

The following has been edited for brevity and clarity.

IGNACIO GASTÓN: Ferrovial’s integrated business model enables us to take a forward-looking view while navigating short-term market dynamics. Our assets are anchored in high-growth metropolitan areas, where pricing power often outpaces inflation, providing resilience even in volatile economic conditions.

By combining expertise across financing, construction and operations, we deliver projects that generate stable revenue and strong margins. Our I-66 project in Virginia is a clear example. We upgraded 22.5 miles of highway with express lanes while balancing short-term market pressures and long-term planning, completing a vital corridor on time and on budget.

This approach allows us to invest confidently in infrastructure that supports growing local economies and enhances mobility, from highways and airports to energy and water systems.

On complex infrastructure projects, we collaborate with partners, subcontractors and technology providers. Our risk management strategy is deliberate and tailored to each project.

Risk is allocated to the party that is better suited to mitigate the risk. Contractual structures, such as joint ventures, public-private partnerships and design-build contracts, include detailed risk allocation clauses to formalize who bears what risk.