Meet Steve Graziano

What are the most significant shifts you’ve seen in the water and wastewater industry over the past decade, and how are they shaping infrastructure planning and design?

One of the biggest shifts has been the rise of digital solutions in our engineering toolkit. I used to see “sustainability” as aspirational and somewhat vague. But with tools like advanced software, instrumentation, data analytics, machine learning and AI, we now collect, process and visualize data in ways that clarify our sustainability goals and embed them directly into planning and design.

We’ve also started integrating social and economic equity into how we assess community needs. Technical solutions are often the focus, but social impact can be even more complex. In my work on odor management, for example, we now ask: Who might be disproportionately affected? Are there better alternatives or technologies? What partnerships can help us navigate these concerns? These conversations help our projects reflect the values of the communities we serve.

How do you integrate emerging technologies into aging infrastructure while maintaining reliability and compliance?

Every utility operates differently, so there’s rarely a one-size-fits-all solution. That’s where digital tools shine. We can:

• Run multi-variable analyses to predict permit compliance under different scenarios.
• Simulate odor generation and corrosion rates.
• Use predictive operations and maintenance (O&M) models to optimize operations in real time.
• Build dashboards that turn complex data into actionable insights for operators and stakeholders.

With good data, we can test alternatives, predict outcomes and reduce risk with confidence.

The R2E2 Project in Green Bay, Wisconsin, is a great example of applying cutting-edge concepts like energy recovery and nutrient reuse at a local scale. How did your team translate global best practices into a solution tailored for NEW Water’s specific needs?

We started by evaluating over 70 process alternatives. By engaging our technologists early, we aligned NEW Water’s priorities with the best available technologies and assessed lifecycle impacts. The final solution included anaerobic digestion for biogas, co-generation for electricity and heat recovery and fluid-bed incineration, all tailored to meet stricter environmental standards, modernize aging infrastructure and expand capacity.

Q: Another Wisconsin utility, Milwaukee Metropolitan Sewerage District (MMSD) has positioned itself as a national leader with its bold 2035 energy goals. From your experience working on their energy plan, what do you think sets MMSD apart in its approach to sustainability, and what lessons can other utilities take from their planning and implementation strategies?

MMSD’s Energy Plan was a memorable project. While it included proven energy strategies, MMSD also explored bold ideas, like sewer thermal heat recovery, wave-powered hydroelectric generation from Lake Michigan, wind turbines and pyrolysis. Even though many of the 95 alternatives evaluated in the plan weren’t feasible for full-scale implementation, MMSD’s willingness to “think big” and creatively tackle challenges is a model for other utilities.

As one of our key leaders overseeing water and wastewater efforts across the Midwest, how do you see Wisconsin’s role in advancing sustainable water infrastructure, and what unique challenges or opportunities does the region present?

As a lifelong Wisconsinite, water engineer and canoe paddler, I’m routinely reminded of our state’s legacy in water stewardship. Milwaukee, part of “America’s Fresh Coast,” enjoys water abundance — but that doesn’t mean we sit back. It positions us to lead. With strong professional organizations, like the Central States Water Environment Association, American Water Works Association and others that bring the industry together, and a collaborative spirit, Wisconsin is well-equipped to drive innovation in water research and technology.