The infrastructure equation has changed forever. It is no longer enough to focus on periodic planning, piecemeal renewal, and tactical efforts to manage the “infrastructure gap.” In a world where communities are bogged down with aging infrastructure and have borrowed to capacity, infrastructure leaders are now faced with a fundamental shift in expectations and economic constraints. Combined with the high political cost of raising rates, new environmental and resiliency mandates, and a climate where everyone is an “expert” and every decision is questioned, it’s clear the industry has hit a tipping point. Manual, iterative infrastructure planning processes that organizations have leaned on for decades are no longer equipped to deal with these changes. Based on 30-year-old engineering standards, traditional infrastructure planning was designed for buildout—not renewal. It assumes static conditions and unlimited capital. It’s focused on mechanics, not outcomes. And it fails to address the explosion of factors infrastructure leaders must grapple with today. In addition to cost and hydraulics, this now encompasses quality, political implications, social and community impact, regulatory decrees, and existing technologies, to name just a few. It’s clear a new strategy is required to adequately balance cost, risk, and level of service—one that handles a multiplicity of conditions and can exhaust all possibilities, quickly. One that is dynamic and living, and can continue to adapt to changing conditions. And one that drives full transparency and engagement for everyone involved. Only through clever innovation and strategic partnerships have we at Optimatics found our niche in the water and wastewater utilities industries.