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rapid environmental transformation in response to global warming, with these changes creating new challenges and opportunities. In Tuktoyaktuk, Canada, Baird recently completed a US$40-million coastal erosion protection project. Thawing permafrost has destabil- ized shorelines as frozen soils become liquefied, with wave attack resulting in severe erosion. “Permafrost deg- radation creates very serious erosion problems,” Anglin says. “In sparsely populated areas it may not be critical, but in a community like Tuktoyaktuk, it absolutely is.” And facilities such as the Port of Churchill on Hudson Bay (at 58.78oN!) and Baffinland’s proposed iron ore export terminal at Steensby Inlet on Baffin Island (at 70.25oN!) are part of a broader conversation about northern shipping, exploration, development, and sovereignty. Experience gained in Arctic adapta- tion feeds directly into Pacific resili- ence projects, strengthening the firm’s global perspective. Purpose-driven growth Despite its global footprint, Baird maintains a humble, focused corpor- ate culture. The organic growth of the employee-owned company has been deliberate, shaped by opportunity, expertise, and relationships rather than scale for its own sake. Central to Baird’s identity is its “One Team Worldwide” philosophy. With expertise distributed across offices in North, Central and South America, Australia and Europe, the firm builds project teams based on technical fit rather than geography. “Any project of significance brings people together from across multiple offices,” said Anglin. “We’ve got dif- ferent talents spread around the world, and we bring together the people best suited to meet each project’s requirements.”
“We work with our clients to build qualified, project-specific teams com- prised of local, national and inter- national resources to best achieve the client’s goals and objectives”, with Thomas emphasizing the importance of early engagement. “The earlier we get onto a job, the better it typically ends up,” he said. “If we can help dur- ing funding or concept stages, we can help drive the right technical solution from the beginning.” Through APP, Baird aims to deepen those early-stage conversations, shar- ing technical insights with Pacific port authorities who are planning rehabili- tation and modernization projects — many involving infrastructure ori- ginally built decades ago. The future for Baird At the end of 2025, long-serving CEO Kevin MacIntosh stepped down from this role; however, he will extend his 45-year career at Baird by returning his focus to the challenging projects he loves to work on and will also serve as Chair on Baird’s Board of Directors. His successor as CEO, Ed Liegel, who is transitioning into this role from COO, has been with Baird for 20 years. “Kevin felt it was time to slow down a little,” said Anglin. “Ed was the obvious candidate to take Kevin’s place. Kevin has infinite energy and a very strategic mindset, and Ed brings those same qualities to the role.” He described both leaders as visionaries who understand the long-term tra- jectory of coastal infrastructure and the importance of relationships. For clients and partners, the message is clear: the firm’s direction remains steady, grounded in expertise and collaboration. Indeed, the corporate culture at Baird has always been “very friendly, very easy going but stacked full of technical expertise,” said Thomas
who has been with the company’s Washington office for just under two years. Anglin agreed: “Participating here requires passion, focus and creativ- ity. We’ve set very high standards for everyone because that’s what’s necessary to sustain our international reputation for excellence and our unwavering commitment to our cli- ents.” He added that the company encourages professionals to shape their careers through challenging projects, research and development initiatives, and mentoring. “Baird is about colleagues, clients, family and friends,” he said. “The more those relationships overlap in a positive way, the more rewarding your career becomes.” Despite its expanding footprint, Baird does not chase growth for growth’s sake. “We don’t have a specific target to be 500 people in 10 years,” said Anglin. “Growth for us is about providing fulfilling careers and interesting projects. The size increase is a by-product.” Ultimately, Anglin summarizes, “Baird is about developing relation- ships and demonstrating leadership. We focus on project development and delivery as One Team Worldwide - and our clients are an integral part of our project teams.” For Pacific ports facing complex coastal challenges, and for profession- als drawn to the dynamic interface between land and water, Baird’s next chapter - anchored by APP member- ship and renewed leadership - signals both continuity and opportunity.
For more information, visit: www.baird.com
Or contact: Dave Anglin (danglin@baird.com) Chris Thomas (cthomas@baird.com)
20 — PACIFIC PORTS — March 2026
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