Freddys L. Hernandez
35, Deputy Commissioner
New York Department of Design and Construction
Long Island City, New York
Hernandez oversees the agency’s $16 billion municipal jail program — the city’s largest public works effort in decades and its first major design-build procurement. Leads the planning, design, and execution of new facilities in Brooklyn, Queens, Manhattan, and the Bronx, aligning technical, budgetary, and stakeholder demands in a politically responsive program. His work has strengthened governance structures, reduced change orders, and improved milestone tracking through early reviews of construction capacity, cost control workflows, and coordinated risk mitigation strategies.
Prior to joining the department, Hernandez delivered more than $4 billion in development for AECOM Tishman, contributing to landmark projects including the renovation of the Waldorf Astoria, the International Gem Tower, and the structural remodeling of 390 Madison Avenue.
A mentor to young professionals and a first-generation Cuban-American, he remains active in STEM outreach through Stevens Institute of Technology’s STEP program and community service in New Jersey.
How did you get into the industry?
During my second year at Stevens, I interned at Stantec through the co-op program. I started working on very interesting highway, subway and bridge projects. But every time I visited the field, the work had already progressed beyond what I had imagined from the design side, in the office; I found it frustrating that I didn’t fully understand how everything was coming together. I felt like I was missing part of the story. This experience pushed me towards the construction side. During my first year, I joined Tishman Construction on the International Gem Tower project, where I worked closely with various project managers and superintendents, from the superstructure to the lobby fit-out. This hands-on experience made it clear that construction was where I wanted to be.
What is a challenge you have overcome in your career? How did you overcome it?
Early in my career, I made the jump from the design side to the construction side, and that change came with a steep learning curve. I had to unlearn certain habits and quickly adapt to the fast-paced, driven mindset of the construction management field. It meant developing a sharper sense of urgency, learning to tune out distractions and focus on simple, practical solutions that actually move work forward.
Now, working on large-scale programs like BBJ, the challenge has evolved. The aim has been to learn to speak the language of all involved, contractors, consultants, designers, sponsoring agencies, authorities with jurisdiction and other key stakeholders. Each group sees and approaches problems differently and values different things. Being able to understand these perspectives and communicate clearly between disciplines and collaborators has been key to keeping projects aligned and moving in the right direction.
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What is your favorite project and what challenges have you overcome?
390 Madison was one of the most complex projects I’ve worked on, especially from a structural stability standpoint. The amount of bracing, column load transfers and modification involved, combined with the tight sequencing required to maintain the stability and pressure of a fast-moving schedule, made it a huge challenge. It’s not my favorite because it was easy. It’s my favorite because it pushed me. This is where I really cut my teeth. I left with many lessons that still guide me today. Since then, I’ve developed a real appreciation for projects that involve reimagining existing buildings.
What is the best part of your job?
The best part of my job is solving problems. Every day brings something new, and it’s like playing chess in three dimensions. I love the fast pace and dynamic nature of the work, it keeps me sharp. What really makes it meaningful is the people. I work with talented and experienced professionals who challenge me and help me grow. It is a privilege to be part of this type of environment. No two days are the same. i love it
How do you maintain work-life balance?
It took me a while to figure this out, but I’ve learned how important it is to disconnect from work on a regular basis. Sometimes the best way to solve a problem is to take a step back. For me, the best part of the day is coming home to my wife and children (Lucas, who is one, and Sophia, who is six). I’m ready for the evening routine: dinner, dishes, homework, reading, piano practice with Sophia, and bedtime stories. On the weekends we spend time at church and roller skating, which has become our family sport.
What is your career advice for other young professionals in the industry?
Surround yourself with people who are willing to teach and be ready to learn. Soak it all up, be a sponge. Whether it’s accounting, design, field work or legal, understanding how the whole picture fits together will make you better at what you do.
Find mentors by asking questions and seeing who takes the time to answer. These are the people who will help you grow.
Don’t expect anything to be handed to you. Be reliable, get the job done, show up, add value and earn your place on the team.
Where do you see yourself in 10 years and what goals have you set yourself to get there?
In 10 years, I hope to continue working on challenging projects, mentoring others and helping to develop the next generation of builders. I want to continue contributing to work that has a real impact, projects that solve complex problems and make a difference in the communities they serve.
One of the items on my personal bucket list is to work on a major bridge or tunnel project before I retire. It’s the kind of engineering and construction challenge I’ve always admired, and I’d love to be a part of something on this scale. We’ll see where the road leads, but for now I’m focused on doing great work and continuing to grow along the way.
