Mr. Weitman serves as Chief Operating Officer for True Environmental after serving in similar roles at other environmental and infrastructure businesses in the US. Neal brings successful M&A experience and recognizes the key to all successful mergers is an appreciation for the acquired entities’ cultures, investment in and retention of staff, and supporting initiatives focused on top-line growth to achieve goals.

As National Director for WSP’s $400m+ Program Management & Construction Management Business Line, he leads the delivery and talent acquisition efforts for a 1250 person group with 100 offices across the U.S. providing program management, construction management, as well as project controls and information/technology systems across all sectors of WSP USA. He is responsible for business development/sales, technical delivery, and overall operational P/L performance for each of the 5 program/construction services regions and nationwide project controls and information systems team across the transportation (highway/bridge, aviation, transit/rail, and maritime); water and environment; property and buildings; energy; and federal procurement and logistics end markets.

As COO for the newly formed national Program Management & Construction Management Sector, he has responsibility for the delivery and talent acquisition efforts for a 1200 person group with nearly 100 offices in the U.S. providing program management, construction management, as well as project controls and information/technology systems across all sectors of WSP USA. He is responsible for the technical and operational performance for each of the 6 construction services regions and nationwide project controls and information systems teams across the transportation and infrastructure (highway/bridge, aviation, transit/rail, and maritime); water and environment; property and buildings; energy; and federal procurement and logistics end markets. Dual “hatted” as Legacy Louis Berger US COO during 2019 until full integration of Louis Berger US with WSP USA in January 2020.

Mr. Weitman is responsible for overall operational management, financial oversight and P&L responsibility across the eight practices of the US Division of Louis Berger including Program and Construction Services, Emergency Management, Planning and Economics, Buildings and Site Design, Transportation Design, Applied Sciences, Water and Environmental Systems, and Overseas Development Operations. At its peak the US Division delivered $879m in gross revenuesPrimary responsibilities include leading the forecasting and budgeting efforts; resource management across practices and geographies for total US population of 1400 full time employees (excludes emergency management temporary hires and contract employees); overhead investments tied to forecast including development and execution of efficiency programs; and overall operational management and financial control to exceed overall performance metrics. Special programs led have included development and implementation of a US Division wide Professional Development and Engagement Program to accelerate and assure development of our next level of leaders by investing in high intensity mentoring and training of staff in all aspects of operational management and leadership; development of uniform level of effort, costing, and pricing policies and tools across services lines and businesses; support Division-wide risk and quality management functions; and implementation of resource sharing programs across the division to meet short and long term needs including large scale emergency management mobilizations.Merger and acquisition experience includes integration of two operations in Florida; two internal mergers at the Berger Group - Berger, Lehman Associates with Ammann & Whitney in 2011 and Ammann & Whitney with the Louis Berger Group in 2016; and the recent acquisition and integration of Louis Berger US with WSP USA with financial close in December 2018 and full financial and operational integration in January 2020.

Following the acquisition and integration of Berger, Lehman Associates, Mr. Weitman served as Regional Business Unit Manager - Construction Services which at peak delivered $25 million in annual gross revenues spread across the transportation, water, and building and facilities markets in PA, NJ, NY, CT and New England. More than doubled the size of the unit during this time period through focused business development efforts with our core transportation clients. Responsibilities included all aspects of talent management (hiring, retention, mentoring, training), business development (client development, professional association participation and leadership, teaming, and opportunity pursuits and capture), and project delivery and operations (forecasting and budgeting efforts; staff resource management across practices and geographies; overhead cost management and efficiency; and overall P&L responsibility, operational management and financial control to exceed performance metrics including staff count growth and utilization, net revenue growth, operating margin and profitability. Actively involved in roll-out and implementation of new Deltek Costpoint and CRM systems. Led the capture of some of the largest, high profile projects ever awarded to the firm including the Reconstruction of the Walk Bridge, CP243 Interlocking, and Danbury Dockyard (ConnDOT, $1B CC, $50m fee); Reconstruction of the I-95 Bridge over the West River (ConnDOT, $130m CC, $8m fee); Hartford-New Haven Line Rail Stations (ConnDOT, $75m CC, $8m Fee); and the Reconstruction of the Major Deegan Expressway (NYSDOT, $140m CC, $15m fee).

Appointed President/CEO following the retirement of the founder of the company. Led a total reorganization of the company to bring it to profitability. Within three years, we were able to turn losses in 2003, 2004 and much of 2005 into positive EBITDA margins greater than 10% by 2008 through rightsizing (including sale/divestment of our Florida operation) as well as pivoting our service mix from 70/30 design vs. construction phase services to 80/20 construction phase vs. design enabling us to not only survive during the economic downturn but also to thrive and grow. We also added coating inspection services, expanded bridge/structure condition inspection services, and became one of the premier CE&I firms serving the State of CT culminating in our award as CE&I for the I-95/I-91/Route 34 Interchange in New Haven, CT (ConnDOT, $370m CC, $50m Fee.

Tasked with growing our construction engineering services teams in NY and CT from a minor player to a top-tier competitor on critical, large infrastructure projects. Successfully built the team, increased backlog, improved margins, and helped win projects in new districts and regions with existing and new clients.

Project Engineer/Superintendent on the Reconstruction of Rust Street in Queens (NYCDDC) and the 66th Street Station Expansion at Lincoln Center (NYCT).

Structural/Bridge Engineer on high profile, complex highway/bridge projects for NYSDOT, NYSTA, and ConnDOT including the Reconstruction of the Long Island Expressway Exits 57-64, Herricks Road LIRR Grade Crossing Elimination, I-84/I-91 Interchange, and Reconstruction of the I-95 Bridgeport Harbor Bridge.