TZL 1530 (web)

ON THE MOVE BOWMAN WELCOMES DAVID KELLY, PE, CFM, AS BRANCH MANAGER FOR ORLANDO, FL EXPANSION Bowman Consulting Group Ltd., a national engineering services firm delivering infrastructure solutions to customers who own, develop, and maintain the built environment, announced the opening of its newest office in Orlando, Florida, marking a strategic move to expand the company’s presence in the region. The new location will initially offer civil engineering and land development services, with plans to expand operations in the future. Leading the Orlando office is industry veteran David Kelly, PE, CFM, who has been appointed

principal, branch manager. With 40 years of experience in a wide variety of land development markets, including a strong presence in the residential, commercial/ industrial, roadways and resort hotels, Kelly will cultivate a dynamic team and establish Bowman as a key player in the local land development market with a focus on residential sectors. “Orlando is a top housing market, and we are excited to leverage this opportunity to contribute to the city’s growth and development,” said Erik Juliano, principal and business unit director, Florida at Bowman. “David’s experience coupled with his deep understanding of the local residential market makes him the ideal

leader to guide our team and capitalize on this opportunity.” Kelly’s robust leadership skills have been demonstrated through a successful history of cultivating productive teams and delivering results to top industry clients. “I am thrilled to be joining Bowman and leading the charge in the greater Orlando area, particularly in such a dynamic residential space,” said David Kelly. “I look forward to leveraging my experience to assemble a skilled team that can help contribute to the growth and development in the region and provide our clients with outstanding service.”

■ Identify bureaucracy creep and don’t “spend a dollar trying to save a dime.” Building a platform that develops staff and serves the client is important. However, I would advise a new manager to see how they can adapt to the current situation and not make too many changes for the sake of change, until they really understand the system they are working with. Guard against bureaucracy creep and ensure that every dollar spent adds value to your business. The revenue side of the business can far outweigh spending time tracking pennies. This means keeping the billable staff billable, and limit administrative tasks that provide no value other than to be part of a system. ■ Encourage and reward the unsung heroes. Look around your firm and see if your staff have advanced in their careers. Have you created opportunities and incentives for those who want it? Have you seen someone extraordinarily talented rise through the ranks, regardless of age and background, because they truly were an unsung hero? Identify those special individuals and reward them for their hard work and commitment. ■ Communicate. People expect you to communicate and respond quickly. We have smart and talented people in our industry who want to know what is going on, and how they can better serve their clients and help achieve individual and company-wide goals. ■ Have fun and enjoy life! With meetings, emails, texting, instant messaging, and cell phones, one can easily feel stretched thin and on the edge of burnout. Don’t forget to laugh and enjoy time with the people you work with. Have some fun! Learn to shut off the stress when you leave for the day and take vacations where you can truly get away, recharge your batteries and spend time with your loved ones. Self-care is essential for maintaining a positive attitude and serving those in the company. Dan Houf, P.E. is senior principal and president at Harper Houf Peterson Righellis, Inc., an Oregon-owned firm that has been recognized locally and nationally as a top engineering and multidiscipline firm. Contact him at dan@hhpr.com.

DAN HOUF, from page 9

opportunity to share some key big-picture recommendations that I have for managing a firm: ■ Do good work and develop relationships with good clients. Building a reputation for quality and developing productive long-term client relationships is the most important element of success. Good clients create opportunities and build stability. ■ Understand what makes a profit, and attend to your receivables. This may seem simple, but you’d be surprised how many in business do not understand their true costs. I could write an entire article on this subject alone. Spreading out indirect costs equally to the employee, and then adding direct costs to determine the appropriate rate to charge is essential in business. Generate your fees using standard rates instead of multiplier rates. Getting caught in the multiplier trap can cause you to lose money. This goes against the conventional wisdom of the multiplier that many public contracts dictate. You also have to be paid for your work. We add value in our business, so don’t hesitate to use all available means to collect from an unpaying client, and do not leave your receivables unattended. ■ Diversify your client base. Build a diverse client base with an array of public and private work. Public agencies, architects, developers, and institutions make up a broad range of clients that provide consistency when sectors of the economy are experiencing a downturn. ■ Trust your judgement and have thick skin. As you step into a leadership role, realize that people may perceive and treat you differently. This was honestly hard for me, but it is human nature. Making tough decisions can also make you feel a bit isolated. However, making tough decisions is your job, and even if you do it with the best overall intentions, you may open yourself to criticism or second guessing by some. Trust your judgement, because you have insight on the big picture. When you make the right decision, stay with it, and when you don’t, adjust it and move forward.

THE ZWEIG LETTER MARCH 25, 2024, ISSUE 1530

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