Exploring the Federal Program Management Landscape With Christine Altendorf
Christine Altendorf, Ph.D., P.E., joined HDR in 2024 to lead our federal program and portfolio management services. With a career spanning three decades of civil service with the U.S. Army, she brings a deep understanding of federal infrastructure priorities and a strategic mindset shaped by managing complex, multibillion-dollar programs. Her focus is on helping federal clients navigate evolving challenges and identifying emerging opportunities to deliver impactful outcomes.
In this interview, Christine shares how her depth of experience informs our strategy for supporting government partners, her perspective on the ever-changing federal landscape, and the value of our integrated program management approach.
Q. How does your career experience inform your role?
A. My time with the Army — 30 years in total — was spent leading large, multifaceted programs across construction, environmental and real estate disciplines and providing interagency support. I retired as a Tier 2 senior executive service member, working as the senior civilian for military programs at the U.S. Army Corps of Engineers (USACE) headquarters, where I oversaw a $24 billion annual program including military construction, Veterans Affairs infrastructure, installation operations and maintenance, support to U.S. Customs and Border Protection, hazardous and toxic waste cleanup, and real estate services. That scale of responsibility taught me how to align mission-critical priorities with execution strategies that deliver results.
Throughout my career, I held several senior leadership roles that shaped my understanding of federal operations and stakeholder engagement. I began my leadership journey as deputy program manager in the USACE Sacramento District, where I built a strong foundation in project delivery. From there, I advanced to programs director for the South Pacific Division, and I later led the Joint Program Integration Office for U.S. forces in Afghanistan. At USACE headquarters, I served as chief of the Environmental Division, overseeing national environmental strategy and standards. I then spent two years directing the Army’s Sexual Harassment and Assault Response and Prevention Program, followed by nearly five years leading strategic direction and execution of installation programs as director of Installation Management Command-Pacific. That post preceded one year of service as chief of the Engineering and Construction Division and four years as director of Military Programs at USACE headquarters.
Each of these roles reinforced the importance of adaptability, collaboration and foresight — qualities I now bring to our federal practice.
Q. What unique challenges and opportunities does the federal market present?
A. The federal environment is inherently dynamic. Shifts in administration, congressional priorities and funding allocations mean we must remain agile.
We stay poised to support the federal government by cultivating strong relationships with agencies like the Department of Defense, Army Corps of Engineers, Department of the Interior, Customs and Border Protection, Department of Energy, Bureau of Indian Affairs, and Environmental Protection Agency. We monitor executive orders and authorization and appropriations bills, and we participate in industry forums and events, like Society of American Military Engineers conferences, to stay connected and informed.
We also leverage tools to track upcoming opportunities and align our technical capabilities with the evolving needs of our federal clients. As they share opportunities to partner, we position ourselves to respond, not just to react.
Q. How are we uniquely fit to serve federal government entities?
A. Our matrix organization is a powerful asset. Our federal practice doesn’t operate in isolation. It draws on expertise across our industry and technical domains to deliver solutions that match the federal government's vastness and diversity. Whether it’s USACE civil works through our water practice or command-and-control facilities led by our architecture teams, we collaborate across disciplines.
Additionally, many of our team members have prior federal experience, which enhances our understanding of agency operations and the implications of administration transitions. We stay attuned to developments across all three branches of government, and our relationships, built over years of service, help us understand shifts and adapt to them quickly. Our strength lies in our ability to listen, engage and build lasting partnerships.
Q. Where have we recently leveraged this expertise?
A. We continue to demonstrate our program management proficiency across several high-profile federal government projects, illustrating our capacity to support complex initiatives from planning through execution.
For example, at MacDill Air Force Base, we provided program management and construction oversight for a multibillion-dollar infrastructure investment program. In Grand Canyon National Park, we’re leading the rehabilitation of critical water, wastewater and power systems that serve millions of visitors and support essential park operations. And for the Marine Corps Forces Reserves, we’re providing comprehensive support for infrastructure improvements throughout the U.S. — including property management, environmental planning, project programming, data management and resiliency planning.
These efforts reflect our ability to mobilize quickly, apply proactive management techniques and deliver value across the full life cycle of federal programs.
Q. What trends are you seeing in today’s landscape — and how do we remain agile?
A. Historically, federal clients have viewed program management as an inherently governmental function, rather than something to be contracted. But that perception is changing. With workforce reductions and increasing program complexity, agencies are seeking external support to manage their portfolios more effectively. We’re seeing growing interest in program management services delivered through architecture and engineering contracts, which offer more flexibility than traditional service contracts. Additionally, we actively evaluate opportunities to partner with small businesses to enhance delivery and drive strategic outcomes.
It’s an exciting shift — and one that positions us to bring even greater value to our federal clients.
