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V O L . X X X I I N O. X I X 62 Fact Book / Doing Business in Maine From freight movement to a pathway for tourists visiting Maine, the Maine Turnpike is a gateway to the most northeast state in the nation. The turnpike is overseen by the Maine Turnpike Authority and the authority is led by retired U.S. Air Force Col. Andre J. Briere, executive director. He talks about the people who keep it running and the transportation challenges shaping Maine's future. ainebiz: How has your first year as execu- tive director shaped your understanding of the Maine Turnpike Authority's overall role in the state's transportation system? Andre Briere: In my first year, I've gained deep appre- ciation for the Turnpike's role as Maine's gateway to our region and one of our country's primary freight corridors. Given our geography, Maine sits at the top of a funnel — and the Turnpike is the main southern artery connecting the state to that national freight net- work. Because of that economic impact, it really must perform well and be well maintained. Working for 25-plus years in transportation, I know how intentional freight carriers are in choos- ing their delivery routes. ey base decisions on factors like safety, travel time reliability, pavement quality, performance in bad weather and how effi- ciently they can get through tolling points. ose choices are driven by time and cost. On those measures, the Maine Turnpike performs exceptionally well. Carriers use corridors that save them time and money — especially relative to older or more congested routes — this makes the Turnpike an impor- tant link for moving goods in and out of the state. MB: Coming from New Hampshire, you've seen how different states fund and manage their transporta- tion systems. How has that perspective shaped the way you view Maine's approach? AB: I've seen how different states fund their transporta- tion systems, and one thing that's clear across the coun- try is that state and federal funding has become less pre- dictable. at's not unique to Maine — it's a national trend. Many states are dealing with insufficient highway fund revenues, longer gaps between bond cycles, nega- tive credit ratings, and uncertainty in the timing and scale of those funds. at makes long-term planning harder for state transportation agencies everywhere. What sets Maine apart is the Turnpike's bonding model. While statewide bonding here has followed that same national pattern of becoming less predictable, the Turnpike's ability to secure its own capital gives us a level of stability others don't have. It ensures that even when statewide funding gets cut, we continue investing in safety improvements. Maine's approach is a real strategic advantage. is model was pioneered in our state during the 1930s and 40s, and it is something that we can rightly be proud of. MB: When you look at national transportation trends, how do those challenges shape your view of Maine's priorities? AB: Across the country, transportation systems are under strain. States are facing years of deferred mainte- nance, aging infrastructure, and freight traffic volumes that are rising faster than their interstates can keep up with. ose pressures make it increasingly difficult to deliver frictionless travel — especially along major freight corridors where even minor disruptions can ripple through supply chains. e Maine Legislature was ahead of its time in infrastructure financing. ey solved a national financ- ing problem by creating and supporting a toll system that is largely supported by out-of-state travelers. Because of our tolling model, we don't push critical repairs into future years. When the system needs atten- tion, we will act immediately. at ability to stay ahead of problems — rather than responding after they've grown — is one of our greatest strengths. MB: How does the Turnpike's financing model sup- port Maine's broader public priorities? AB: Because we use zero taxpayer dollars, every cent in the state's General and Highway Funds can go toward other public priorities. at's a major advantage for Maine residents. I'm asked to speak about this unique model often at national conferences. Where traditional highway systems draw directly from state budgets, it forces difficult decisions between transportation needs and public services. Maine doesn't face that trade off with the Turnpike. In Maine, public dollars stay focused on essential needs like transportation needs in rural areas of our state, education, health care, and other priorities. MB: In your first year, what has stood out to you about the behind the scenes work that keeps the Turnpike running? AB: e level of expertise within our maintenance camps. I knew the Turnpike's reputation, but seeing the teams deliver that reliability up close has been eye open- ing. is is simply less true in other states in our region. MTA retains talent and experience because we treat our employees fairly, and our compensation has largely kept up with inflation over time. is isn't rocket science if you demonstrate loyalty and fairness to your team, they will repay that with loyalty and selfless service in return. Our maintenance crews know this road with an almost unbelievable level of precision — down to specific mile markers, bridge joints, curves and potential trouble spots. at kind of local, intimate knowledge only comes from people who care deeply about safety. at behind-the-scenes commitment is the reason the Turnpike feels so consistent to driv- ers. It's easy to see a reliable road and assume it "just Maine Turnpike is key to movement of goods, services and visitors A Q&A with the executive director of the Maine Turnpike Authority B y P e t e r V a n A l l e n M B U S I N E S S R E S O U R C E S Andre J. Briere, executive director of the Maine Turnpike Authority, with project engineer Brain Taddeo. P H O T O / C O U R T E S Y O F M A I N E T U R N P I K E A U T H O R I T Y