A Winning Blueprint for Sports and Entertainment Districts

A construction and project management professional for more than 30 years, Ronald Roberts has delivered major infrastructure components of thriving urban entertainment districts from coast to coast, including Busch Stadium in St. Louis, the Aria Tower in Las Vegas and critical transportation assets. He shares what makes these complex, high-stakes projects successful and why his motivation to continue delivering for cities remains sky high.

What is most important to a new urban sports and entertainment district’s success?

Planning is essential and being very clear about defining goals, communicating how the pieces fit together and sharing a vision for what success looks like, both on event days and regular days when there’s no act in town.

Flexibility is equally important because even the best plans change as projects evolve. I’ve intentionally built my career around a diverse portfolio of projects, working on stadiums, convention centers, airports, light rail, treatment plants, tunnels and high-rise buildings, so I could draw from a wide range of experiences. That well-rounded background helps me anticipate challenges and bring informed solutions to complex programs.

How do you ensure a mega sports and entertainment district’s longevity and that it meets a community’s long-term needs?

It goes back to strong planning but also requires patience. In St. Louis, for example, the ballpark village next to the stadium took many years to design because stakeholders took time to understand the area’s realities and what new development needed to meet its needs. Community buy‑in is critical. There are hundreds of days when no events are happening, so the community is the true driver of the space. Parks, free programming, residential areas, youth opportunities and multiple modes of accessibility all matter. We also must plan for the next generation and their needs, not just today’s audiences.

Across infrastructure projects, construction labor is at a premium, so attracting the best contracting team matters. One of the best ways to do that is paying contractors and partners promptly. As a project manager, I can get a lot more done if I can build a reputation for quick, reliable payment.

Another common thread to big projects, unfortunately, is disagreement among stakeholders. Project teams must listen to all stakeholders and address concerns proactively but also hold firm when a well-developed, community-backed plan serves the broader local and regional interests.

A constant I’m also proud to bring to the table is keeping the work fun. Engaging students in professional internships, for example, incorporating community art into the project and giving people a stake in what we’re doing builds a sense of ownership and trust.

Why do you enjoy leading major sports and entertainment district projects?

They’re exciting, meaningful and legacy‑building efforts. Being able to drive past something years later, whether it's a stadium, tunnel, or civic space, and know I helped create it is a powerful feeling. Seeing people living, working, playing and building community in spaces I helped deliver is a rush and a daily motivator. These projects shape cities for generations. Being part of that is incredibly rewarding.