TZL 1417

JC: We have significant matching on employee 401(k)s. People really appreciate that. We also have a very competitive benefits package and make time for fun. We provide catered, company-wide lunches on Tuesdays and there’s always something new. We have food trucks visit a few times a year to spread joy around along with burgers, ice cream, and snow cones. A staff member recently came up with the idea for “Croftober.” Each day during the month of October, there’s something to get involved in from pumpkin carving contests to costume events. TZL: It is often said that people leave managers, not companies. What are you doing to ensure that your line leadership are great people managers? JC: Create an environment where people thrive and help them to grow professionally. We meet with everyone on a quarterly basis to find out how things are going. We listen and ask questions. We have external lunch and learns with purposeful agendas. Twice a month we have Croft University. All position levels are invited to join in based on their interest and topics range from technical skills and soft skills to leadership. We have Croft employees teach the courses and develop in-house subject matter experts. It’s so rewarding to see a 20-something employee realize that they know more than they think they did. It’s all about building confidence in others. TZL: Taking ownership is part of your mission. It means you do whatever it takes to deliver for your clients. Can you illustrate this dedication with a real-life scenario? JC: There’s one in particular that comes to mind. We were doing a complicated project for a client and it was evident that the contractor on the job was not going to meet a hard deadline of Phase One of the project. We told the client that for no additional cost we were going to add two senior level staff members to the project to help meet the deadline. As a result, the contractor was able to pick up See WIN TOGETHER, page 8 “One day, I decided to write my priorities down. Work came in at number five. I keep this list on my desk and look at it daily. Work is what I do; family is why I do it.”

going to do. Communicate clearly. It’s imperative. Be trustworthy in the small things. If you say you’re going to call at a certain time, call. If you say you’re going to complete something by a certain date, do it. Admit it if you drop the ball and also tell the client you need more from them if that’s the case. All these things help to build trust and relationships. Be up front about everything. “Service goes beyond profitability. We make being good stewards and giving back a part of each year’s annual plan. It’s built into the fabric of who we are and what we do.” TZL: What role does your family play in your career? Are work and family separate, or is there overlap? JC: We’re all in pursuit of that elusive balance. Again, this is something you need to be intentional about. I am lucky to love what I do, but I don’t want to do it all the time. One day, I decided to write my priorities down. Work came in at number five. I keep this list on my desk and look at it daily. Work is what I do; family is why I do it. Write it down and say it out loud. TZL: What skills are required to run a successful practice? What do you wish you knew starting out that you know now? JC: There are a few – good attitude, confidence, ability to focus, and clarity of goals top the list. And when you have those goals figured out, share them with others. It helps to keep you accountable. You also have to have perseverance; it’s not always going to be easy. Finally, care for others and show it. I’ve learned that people and relationships are what matter most. It’s not just about being technically good at what you do. TZL: What type of leader do you consider yourself to be? JC: A servant leader. I’m passionate, driven, focused, and probably talk too much. I’m in constant pursuit of excellence, not perfection. I’m trustworthy and care about people. I make mistakes and don’t listen enough. I believe that we should love one another – even in business. TZL: What benefits does your firm offer that your people get most excited about?

HEADQUARTERS: Acworth, GA NUMBER OF EMPLOYEES: 70 YEAR FOUNDED: 2004 OFFICE LOCATIONS: ❚ ❚ Acworth, GA ❚ ❚ Kennesaw, GA ❚ ❚ Lawrenceville, GA PROJECT TYPES ❚ ❚ Education ❚ ❚ Local government ❚ ❚ Federal ❚ ❚ Mission-critical ❚ ❚ Industrial and commercial ❚ ❚ Church

❚ ❚ Mixed use ❚ ❚ Hospitality ❚ ❚ Retail ❚ ❚ Residential

SIX STEPS FOR PROJECT SUCCESS: 1. Listen. Listen carefully to fully understand clients’ needs, then become stewards of their vision throughout design and construction. 2. Design. Respond with creative designs that satisfy clients’ needs. 3. Refine. Refining the appropriate solution. 4. Draw. Produce documents that communicate the “story” of the design 5. Control. Quality assurance

is embedded in each step of the design process, and this step assures excellent design documents.

6. Build. Stay involved

throughout construction to assure that clients’ projects end well.

MBER 15, 2021, ISSUE 1417

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