ON THE MOVE RENOWNED STRUCTURAL ENGINEER JOINS AG&E STRUCTURAL ENGENUITY AS EXECUTIVE PRINCIPAL/DIRECTOR OF AVIATION AG&E Structural Engenuity announced Steven C. Ball, PE, SE has been named executive principal and director of Aviation. Based in the firm’s Austin office, Ball will work with firm leaders to build and further develop client relationships in the aviation industry across the nation. Ball has more than 35 years of experience in the structural engineering field and has distinguished himself nationally and internationally with award-winning designs and innovative first-time structural solutions. Ball was the lead structural designer for
numerous iconic and landmark structures across the United States and in Europe for high-rise buildings, hospitals, museums, sports arenas, convention centers, airport expansions, seismic retrofits, as well as structures using glass as the primary structural system. “Steve Ball’s expertise will allow AG&E to significantly increase its technical depth and breadth for projects across the United States and internationally” said Sanjay Agrawal, PE, SE, president and chief executive officer of AG&E. Ball has won the prestigious AISC Special Achievement Award for the first-time use of non-orthogonal moment frames for the Tom Bradley International Terminal at Los
Angeles International Airport. Ball’s extensive aviation experience also includes multimillion dollar projects for San Diego International Airport and Chicago Midway International Airport. “He fulfills our strategic vision of deepening our capabilities in the aviation marketplace” said Al Baysek, PE, SE, executive principal and chief strategy officer. AG&E is a structural engineering consulting firm founded in Dallas in 2004 with offices in Addison, Austin, Fort Worth, Houston, and San Antonio, Texas. AG&E provides sustainable structural engineering design, forensic assessments, and dynamic analytics for all types of building and non-building projects.
PETER ATHERTON, from page 3
communicated so more standards can be leveraged, and more time can be made available for actual work. ❚ ❚ Capitalizing on individual and team strengths to improve innovation, collaboration, and design execution regardless of position and location. Such creative design is even more essential now with blended and remote workforces here to stay. “Instead of just more work, forward thinking and growth-oriented firms are focusing more on increasing their internal capacity through organizational redesign and making big investments in learning and development.” THE PAYOFF. The payoff is our ability to better grow and sustain our success moving forward. So, who will win the talent standoff? The answer can and should be all of us. Please reach out to me if you’d like to discuss more about new era growth and success strategies that can work best for you and your organization. My next article in this series will focus specifically on the vision and culture aspects needed to make this happen – and do so in ways that further attract, engage, and retain more great talent and ideal clients. PETER C. ATHERTON, P.E. is an AEC industry insider having spent more than 24 years as a successful professional civil engineer, principal, major owner, and member of the board of directors for high-achieving firms. Pete is now the president and founder of ActionsProve, LLC, author of Reversing Burnout. How to Immediately Engage Top Talent and Grow! A Blueprint for Professionals and Business Owners , and the creator of the I.M.P.A.C.T. process. Pete is also the host of The AEC Leadership Today Podcast and leads The AEC Leadership Mastermind . Pete works with AEC firms to grow and advance their success through modern and new era focused strategic planning, executive coaching, leadership and management development, performance-based employee engagement, and corporate impact design. Connect with him at firstname.lastname@example.org.
A similar path can be avoided when we fundamentally realize and accept that all talent – especially younger talent – is not willing to unilaterally prioritize work over life and is not willing to put in more than 40 hours per week for an organization that’s not engaging, not designed for their success, and, in some cases, actually producing more harm than good. THE REDESIGN. The knowledge is at the top, the need is at the bottom, and the middle is constrained. In order to accelerate the growth and development of our younger talent (our future) while taking the pressure off and reengaging our overloaded senior talent (our present), we need to expand our middle! Specifically, we need to expand our management and our management support systems. To do so, leadership teams must ask and answer some hard questions… We are in an industry with record-high profits on the cusp of what could be another Roaring ‘20s: Do we need more work? Do we just need more of the right work? Will any additional work right now without the right internal investments begin to harm us and our external reputations? Instead of just more work, forward thinking and growth- oriented firms are focusing more on increasing their internal capacity through organizational redesign and making big investments in learning and development, which can include: ❚ ❚ Educating and incentivizing senior talent across the organization to teach more and “do” less. ❚ ❚ Augmenting and separating key aspects of people and project management. ❚ ❚ Ensuring that both essential technical and non-technical skills are understood and practiced. ❚ ❚ Creating deeper and more strategic processes and systems that normalize how work is organized, shared, and
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THE ZWEIG LETTER JUNE 7, 2021, ISSUE 1395
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