🔒Moving goods, services and visitors: A Q&A with the executive director of the Maine Turnpike Authority

From freight movement to a pathway for tourists visiting Maine, the Maine Turnpike is a gateway to the most northeastern 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.

Mainebiz: How has your first year as executive 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 appreciation 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 network. 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 choosing their delivery routes. They base decisions on factors like safety, travel time reliability, pavement quality, performance in bad weather and how efficiently they can get through tolling points. Those 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 important 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 transportation systems. How has that perspective shaped the way you view Maine’s approach?

AB: I’ve seen how different states fund their transportation systems, and one thing that’s clear across the country is that state and federal funding has become less predictable. That’s not unique to Maine — it’s a national trend. Many states are dealing with insufficient highway fund revenues, longer gaps between bond cycles, negative credit ratings, and uncertainty in the timing and scale of those funds. That 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. This 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 maintenance, aging infrastructure, and freight traffic volumes that are rising faster than their interstates can keep up with. Those pressures make it increasingly difficult to deliver frictionless travel — especially along major freight corridors where even minor disruptions can ripple through supply chains.

The Maine Legislature was ahead of its time in infrastructure financing. They solved a national financing 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 attention, we will act immediately. That 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 support 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. That’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: The 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 opening. This 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. This 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. That kind of local, intimate knowledge only comes from people who care deeply about safety. That behind-the-scenes commitment is the reason the Turnpike feels so consistent to drivers. It’s easy to see a reliable road and assume it “just works,” but the truth is that it works because Mainers show up every day with incredible dedication.

MB: As many states move toward fully automated or AI driven tolling systems, what reinforces the value of keeping people in our toll booths?

AB: The Turnpike’s reliability comes from the people who work here — and that absolutely includes our toll collectors. All-electronic tolling is less financially efficient than our hybrid system because its collection rates are demonstrably lower in every state and system that’s gone down this path. This approach also makes [electronic] systems more vulnerable to cyber intrusions and disruptions. It’s easy to assume that tolling is something that can be fully automated without consequence, but when you see this operation up close, you understand the value our people bring to fulfilling our mission every day.

MB: What have you learned about the safety challenges on a high-volume corridor like the Turnpike, especially when it comes to incident response?

AB: Protecting drivers has always been central to our mission, but looking ahead, we also need to think more intentionally about protecting the emergency responders and highway workers who operate around the Turnpike every day. Across the country — and here in Maine — we’re seeing more incidents where State Police cruisers are hit on the roadside and work zone crashes are taking lives. That’s a trend we take seriously.

In my first year, one of the most powerful — but also most difficult — experiences was sponsoring LD 1457, which would allow the Maine Turnpike Authority to pilot automated speed control systems in work zones. The bill came directly from an alarming reality — work zone crashes are increasing, and the people building and maintaining our roads are being struck at unacceptable rates. This isn’t a policy debate to me — it’s a safety imperative.

What surprised me was even with data showing people being killed and cars excessively speeding, this common-sense proposal that has been adopted in 24 other states has proven frustratingly difficult to pass. I’ve found myself navigating committee hearings, amendments and privacy concerns that don’t reflect the actual intent or effects of the bill. Each delay has real-world consequences. But no matter how long it takes, we will keep educating people on the need for it and we will keep advancing it in the legislature with like-minded allies and sponsors.

MB: What are some common misconceptions you’ve had to address since stepping into your current role?

AB: The biggest misconception is that the Maine Turnpike uses taxpayer dollars. We are fully user funded. In fact, we help reduce the financial burden on the state by covering costs that would otherwise fall to taxpayers — such as contributing to the salary and operations of State Police Troop G and donating 5% of all of our revenues to state DOT projects.

Another common misconception is that the state would save money by merging Maine DOT and the Turnpike, when exactly the opposite would be true. The Maine Legislature has recognized this reality time and time again over our nearly 80-year history. Without a self-sufficient MTA, the gas tax would need to almost double and huge amounts of state highway funding would have to be diverted to take care of I-95. This would negatively impact northern, western, and rural parts of our state, and make everything worse very, very quickly.

MB: What guiding principle or lesson will shape the way you lead in the years ahead?

AB: “We Serve Maine” isn’t just a slogan — it’s a responsibility. Living it out every day means remembering who depends on this road: families traveling for school or medical appointments, workers commuting at dawn, truckers moving the goods that keep our economy running, and visitors experiencing Maine for the first time.

It also means being a good steward of the system we’ve inherited. The Turnpike exists because generations before us built it with care and foresight. “We Serve Maine” is about honoring that legacy by making long term decisions that will benefit the state for decades.

If we can keep this road safe, dependable, and financially strong — without using a single taxpayer dollar — then we’re truly serving Maine.