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ON THE MOVE KARINS AND ASSOCIATES ANNOUNCES NEW HIRES IN DELAWARE AND MARYLAND Karins and Associates , a leading engineering and surveying firm headquartered in Newark, DE, announced several new hires at their Forest Hill and Newark locations. “We are pleased to be bringing on new technical and administrative staff,” said Dev Sitaram, president. “Along with our recent acquisition of Adams-Kemp Associates in Georgetown, we are in a position for growth in the market and will continue to expand our teams to keep up with continued demand for our services.” ❚ ❚ Mark Kilmon, P.E., project manager, Forest Hill, Maryland. Kilmon is a senior civil engineer with extensive land development and site design experience, offering significant expertise in, storm water management, site grading, utility design/relocation, municipal review/engineering and project management. His specialties include pond design, hydrology, hydraulics, site grading, and design troubleshooting. ❚ ❚ Ian Yates, survey technician, Newark, Deleware. Yates is a seasoned technician with more than 10 years of experience in land surveying, Microstation, and AutoCAD software expertise and design experience. ❚ ❚ Kristin Freebery, human resources and marketing manager, Newark, DE. Freebery is an experienced professional with a background in HR, local government, business administration and development. She has a master’s degrees in human resources and business administration, with more than 22 years’ experience.

Karins and Associates is an award winning, client-focused firm that goes beyond traditional design and planning. For more than 48 years, the firm has provided exceptional value to its clients in civil engineering and land surveying services and proudly serve its diverse clients from three states and five office locations. Karins offers services including subdivision/land development, surveying and 3D laser scanning, stormwater management/water resources, utility planning and engineering, transportation and traffic engineering, certified construction review, and construction permitting. Karins is certified as a Minority Business Enterprise (MBE) with the State of Delaware, a Disadvantaged Business Enterprise (DBE) with the Delaware Department of Transportation, a DBE with the State of Pennsylvania, an MBE with the City of Philadelphia, a DBE and Small Business Enterprise (SBE) with the State of Maryland, and a Small Minority-Owned firm with the federal government. Karins and Associates’ mission is to transform ideas into successful projects with superior customer service and advanced technological solutions to clients. Karins places the highest importance on its vision by creating “Better Communities Through Better Engineering.” Karins and Associates delivers extraordinary projects that come alive in the communities that it serves. Karins and Associates’ corporate headquarters is in Newark, Delaware, with additional locations in Georgetown, Deleware, Bryn Mawr and Exton, Pennsylvania, and Forest Hill, Maryland.

In this is a three-week program, Zweig Group examines the ever-complex environment of ownership transition in an AEC firm. This program covers a range of topics, giving attendees a new view of ownership transition and how an effective plan can be put into place. Whether the attendees are young, up and coming AEC professionals or principals looking at their impending transition, the content gives everyone an intro- spective view of their career. Ownership Transition Strategies Virtual Seminar 3 PDH/LU



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Chad Clinehens | Publisher Sara Parkman | Senior Editor & Designer Christina Zweig | Contributing Editor Liisa Andreassen | Correspondent

WILL SWEARINGEN, from page 1

founder or directional leader of a firm, beginning to phase out of your professional career is tough for a variety of reasons. The legacy you leave behind is bound in the relationships you’ve built with peers and staff but it’s also deeply rooted in your clients and the communities you serve. As you leave the organization, you must tend to both the internal and external relationships well in advance of your departure. Cultural disruption is one potential outcome of leadership transition and mitigating the impacts of this disruption should be a top priority from leadership. This starts with the top of the organization and rallying around a set of core values and a mission and vision for the firm to follow. We were initially charged with finding a replacement for one of the outgoing founders but came to the conclusion that no one person was going to replace this co-founder and that we needed to re-evaluate the overall leadership and corporate governance structure. This has led to a new strategy for the ongoing management of the firm and marks the beginning of a new era. Oftentimes firms want to try to find a way to recreate the sauce that thrived in a previous generation. The reality is you’re probably not going to find it, so you have to take the opportunity to make a new sauce. Succession planning is tricky and takes lots of time. Keep this in mind, regardless of where you are in your career, because this dynamic will inevitably impact you at some point. And always remember: wax on, and wax off. WILL SWEARINGEN is director of ownership transition advisory services at Zweig Group. He can be reached at

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Published continuously since 1992 by Zweig Group, Fayetteville, Arkansas, USA. ISSN 1068-1310. Issued weekly (48 issues/year) $250 for one-year print subscription; free electronic subscription at © Copyright 2021, Zweig Group. All rights reserved.

© Copyright 2021. Zweig Group. All rights reserved.


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