TZL 1517 (web)

TRENDLINES Effect of pandemic on recruiting/ retention by tech maturity December 18, 2023, Issue 1517 WWW.ZWEIGGROUP.COM

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The success of any firm relies heavily on finding the right candidates, but this process can be complex and costly. Recruiting and retention trends

Tech forward

Status quo

Better since pandemic No impact Worse since pandemic

R ecruitment and retention have become increasingly critical topics for AEC firms seeking to stay competitive in a dynamic job market. The success of any firm relies heavily on finding the right candidates for each role, but this process can often be complex, time-consuming, and costly. Zweig Group’s 2023 Recruitment & Retention Report sheds light on the intricacies of recruitment strategies and highlights the significance of making informed hiring decisions to optimize organizational performance. Key takeaways from the report include: ■ In-house versus outside recruiting. Approximately 75 percent of surveyed firms have in-house hiring and recruitment staff, while 72 percent have sought the assistance of recruiting or executive search firms within the past two years to address their hiring needs. ■ Referral bonuses. Referral bonus programs have become increasingly prevalent, with 79 percent of respondents offering incentives to employees for successful referrals. The median referral bonus per hire is reported to be $2,000. ■ Open positions. Growing firms have a higher likelihood of having open positions and list a larger number of openings relative to their overall firm size. Additionally, the number of open positions as a percentage of overall firm size has continued to rise since returning to pre-pandemic levels in 2022. ■ Cultural fit. During the hiring process, firms highly prioritize cultural fit as a candidate’s most important quality, receiving a rating of 4.7 on a scale of 1 to 5. Smaller firms emphasize recommendations more, potentially due to their lack of an in- house hiring staff, while larger firms place greater importance on past work experience. ■ Remote work. The hybrid workplace has emerged as the new norm post-pandemic. The report examines the prevalence of remote or hybrid work policies and the motivations behind offering these benefits. Notably, 85 percent of firms allow

While many firms have struggled since the pandemic to hire and retain appropriate staffing levels, Unanet’s 2022-2023 Inspire Report paints a much different picture for firms with a more tech-forward approach to doing business. Firms that are looking at the intersection

Sara Parkman

of data and talent planning are gaining a much-needed competitive edge.

FIRM INDEX AECOM..........................................................................2 Bowman Consulting Group Ltd. ................ 6 Dan Brown and Associates ........................... 8 Eclipse Engineering ............................................ 8 High Mesa Consulting Group......................6 UES.................................................................................. 9 WK Dickson ...............................................................4 MORE ARTICLES n KRAIG KERN: The art of being present Page 3 n MARK ZWEIG: Put yourself in the other guy’s shoes Page 5 n JESSE FORTUNE: Steps for effective technology upgrades Page 7 n Growth in AEC: Dave Witsken Page 9

See SARA PARKMAN, page 2

THE VOICE OF REASON FOR THE AEC INDUSTRY

BUSINESS NEWS AECOM SELECTED AS LEAD DESIGNER FOR BRENT SPENCE BRIDGE CORRIDOR PROJECT AECOM, the world’s trusted infrastructure consulting firm, announced it has been selected as lead designer for the landmark Brent Spence Bridge Corridor Project, led by the Walsh- Kokosing joint venture. The project calls for renovation and rehabilitation of the Brent Spence Bridge, which serves as a major gateway for travelers along Interstates 71 and 75 between Ohio and Kentucky, as well as construction of a new companion bridge to reduce congestion. The project is expected to improve traffic flow and safety, and maintain key regional and national transportation corridors. The contract is partially supported through a historic $1.6B federal investment from President Biden’s Infrastructure Investment and Jobs Act. “We are proud to play a vital role in building a better-connected road network along one of the country’s busiest routes for commerce and commuter travelers,” said Lara Poloni, AECOM’s president. “We look forward to collaborating across our enterprise to bring our technical expertise to bear on this project, which will bring long-awaited safety improvements and traffic relief to this community.” As the lead designer, AECOM will provide comprehensive design and engineering leadership to deliver critical upgrades that address safety and traffic flow; increase

capacity between the states, improve the complex interchange geometry; and upgrade the interstate multiple miles into Kentucky. AECOM will directly perform design and provide project supervision services to lead a team of subcontractors that includes Jacobs Solutions and other engineering firms. As part of the services, AECOM will serve as Engineer of Record for the new double-decked companion bridge over the Ohio River and southward through Kentucky to facilitate this connectivity. The contract also includes the rehabilitation of the existing Brent Spence Bridge to its original design intent of three lanes of travel in each direction with emergency shoulders on each side. “When completed, the Brent Spence Bridge Corridor, which was originally intended to handle only half of its current volume, will see drastically reduced traffic congestion while supporting access and connectivity to communities on both sides of the interstate highway,” said Mark Southwell, chief executive of AECOM’s global transportation business. “Not only will this project improve a critical link in this important corridor, but also support economic growth through job creation, and fuel investment into local businesses. Our diverse capabilities and design expertise make us well positioned to deliver on one of the most transformative infrastructure projects in the country.”

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about the projects and ideas driving the AEC industry forward? Learn more with Civil+Structural Engineer Media.

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SARA PARKMAN, from page 1

Chad Clinehens | Publisher cclinehens@zweiggroup.com Sara Parkman | Senior Editor & Designer sparkman@zweiggroup.com Liisa Andreassen | Correspondent landreassen@zweiggroup.com Tel: 800-466-6275 Fax: 800-842-1560 Email: info@zweiggroup.com Online: zweiggroup.com/blogs/news Twitter: twitter.com/zweigletter Facebook: facebook.com/Zweig- Group-1030428053722402 Published continuously since 1992 by Zweig Group, Fayetteville, Arkansas, USA. ISSN 1068-1310. Issued weekly (48 issues/year). Free electronic subscription at zweiggroup.com © Copyright 2023, Zweig Group. All rights reserved.

employees to work from home on a fixed regular schedule, while 57 percent permit all employees to telecommute. The average firm with remote work policies requires telecommuters to work in the office for a minimum of three days per week. Finding the right candidate for each job is essential to AEC firms’ success. Making a “bad hire” can cost time and money and ultimately lead to another search for the right candidate. The 2023 Recruitment & Retention Report is a valuable tool that AEC firm leaders can use to make informed decisions about one of the most critical areas of their business. To learn more and access the complete report, click here . Sara Parkman is a content manager at Zweig Group and senior editor and designer of The Zweig Letter . Contact her at sparkman@zweiggroup.com.

ELEVATEHER® SYMPOSIUM This event brings bold panel discussions, DEI-focused keynote presentations from industry change agents, and presentations from past ElevateHER® cohorts’ research findings and team projects. The symposium is intended for anyone interested in solving the AEC industry’s top challenge – recruitment and retention – through the lens of DEI. Join us March 6 in Irving, TX. Learn more here!

THE ZWEIG LETTER DECEMBER 18, 2023, ISSUE 1517

OPINION

The art of being present

In our digitized age, the very tools designed to enhance communication can sometimes become barriers.

A s the director of marketing at WK Dickson, I’ve been privileged to wear many hats and dive deep into the intricate dance of communication, branding, and human behavior. I’ve observed a shift, subtle but significant, that has the potential to impact our professional interactions profoundly. I’m talking about the importance of being present.

Kraig Kern, CPSM

Picture this: You’re in an important meeting with a client, but instead of engaging in meaningful conversation, their eyes drift down to their phone, distracted by notifications, emails, or social media. Perhaps it’s even happened to you; a colleague’s story is overshadowed by the lure of a notification or buzz on their watch. In such moments, a crucial opportunity is lost – the opportunity to genuinely connect. I am reminded of an example that happened to me just the other day with a coworker. It was incredibly frustrating, and I made a negative comment that I regret. I was sitting there having a great lunch conversation. We were making progress on a marketing strategy I wanted to implement. We also made small talk about life in general. It was pleasant. Then, right in the middle of a thought, my lunch companion pulled out his phone and started typing away. I stopped mid-sentence and waited patiently.

Minutes passed, and finally, he looked up and saw my expression. He sheepishly said, “Sorry, my wife sent me a funny meme.” To which I replied, “That’s literally the equivalent of slamming a door in my face.” He didn’t take that well. In our digitized age, the very tools designed to enhance communication can sometimes become barriers. Being present isn’t merely a buzzword; it’s an essential skill with deep implications in the professional realm. Being present is about: ■ Trust and credibility. When you give someone your full attention, you silently communicate respect and value. This can set the tone for a trustworthy and credible relationship in a professional setting, especially with clients or colleagues. Clients feel heard, understood, and

See KRAIG KERN , page 4

THE ZWEIG LETTER DECEMBER 18, 2023, ISSUE 1517

As we forge ahead in our dynamic professional landscape, let’s not lose sight of the fundamental human connections that fuel our industry. By committing to being present, we’re not just enhancing our professional interactions, but we’re also enriching our personal lives and relationships. Because, at the end of the day, genuine connections, understanding, and trust are the bedrock of any successful endeavor. “By committing to being present, we’re not just enhancing our professional interactions, but we’re also enriching our personal lives and relationships. Because, at the end of the day, genuine connections and understanding are the bedrock of any successful endeavor.” I get it. Phones are an addiction. I’m as guilty as anyone. But I encourage everyone to take a moment, look up from those screens as you walk from place to place, and truly engage with the world and people around you. The dividends of such a simple act can be immeasurable. Kraig Kern, CPSM is vice president and director of marketing at WK Dickson. Contact him at kckern@wkdickson.com.

KRAIG KERN , from page 3

important. Colleagues feel valued and acknowledged. This simple act of being present can fortify relationships, paving the way for more fruitful collaborations and partnerships. ■ Improved decision making. By genuinely listening, you absorb more information, understand nuances, and grasp the context better. I’m terrible at this, but I recognize I need to get better, and that’s half the battle to recovery. This clarity aids in making more informed decisions. Whether negotiating a contract or brainstorming solutions to a problem, being fully present can provide the clarity needed for a successful outcome. ■ Enhanced creativity and innovation. Deep and attentive listening can be a wellspring of innovation, which is something I personally crave. When we’re present, we’re more likely to catch those off-the-cuff remarks or subtle suggestions that could be the seeds of the next big idea that could change the trajectory of your firm and your career. ■ Reduced misunderstandings. This is a big one. Miscommunication can be costly. It leads to delays, misaligned objectives, and oftentimes conflict. Being present and attentive makes you less likely to miss crucial details, ensuring smoother operations and fewer costly misunderstandings. Taking it a step further and repeating the action items you just heard is a great way to ensure the other person you were present.

THE ZWEIG LETTER DECEMBER 18, 2023, ISSUE 1517

FROM THE FOUNDER

I f you want to have a more successful AEC business – you want happier people working for you, better relationships with everyone else, and less daily stress – you had best learn how to put yourself in the “other guy’s” shoes. Being able to see things through the eyes of the people you work with and who work for you is one of the most critical leadership skills you can develop. Put yourself in the other guy’s shoes

Being able to see things through the eyes of the people you work with and who work for you is one of the most critical leadership skills you can develop. And yes, it is a skill you can develop. Some people are naturally more empathetic than others. But even if that isn’t your tendency, there are tactics you can employ to improve your clarity on what other people are thinking, and that is going to help you meet their needs and expectations and deal with them better. Let’s look at some of those: 1. Learn to ask questions and listen to what the other guy is saying without being immediately defensive. Ask follow-up questions. Pay attention to all of the body language signals. Be attentive and take notes. Parrot back what you are hearing them say. It shows you are actually listening. I know this is hard (to not be defensive when

people have what you consider to be faulty thinking), but it’s absolutely necessary. Stop. Listen. And learn.

Mark Zweig

2. Get to really know your people. That means you have to spend time with them. Stop by their work spaces to check in on them. Take them with you to meet clients. Take them on trips to clients or job sites. Go out to lunch with them. Talk to them outside of work. Text them. Get to know what they are going through and what their thought processes are. 3. Be a worker yourself. Don’t be one of those people who locks yourself away in your office and won’t get your hands dirty doing the actual work of the business. When you work alongside your people on revenue-generating work, you build trust and credibility with them. That’s going to

See MARK ZWEIG , page 6

THE ZWEIG LETTER DECEMBER 18, 2023, ISSUE 1517

TRANSACTIONS BOWMAN ACQUIRES PUBLIC SECTOR FOCUSED HIGH MESA CONSULTING GROUP Bowman Consulting Group Ltd., a national engineering services firm delivering infrastructure solutions to customers who own, develop, and maintain the built environment, announced the acquisition of High Mesa Consulting Group, a multi-disciplinary consulting firm headquartered in Albuquerque, New Mexico. Founded in 1977, High Mesa provides land and UAV (drone) based surveying, mapping, and geospatial services; sub-surface utility infrastructure engineering, inspection, and mapping; civil engineering; and planning services throughout New Mexico, Eastern Arizona, and Southwestern Colorado. High Mesa serves a wide range of customers involved in the design, construction and operation of horizontal and vertical infrastructure, including local, state and federal clients, in addition to private sector owners, contractors and other technical consultants. The firm focuses on projects involving transportation, railroads, utilities and energy, public and private K-12 and higher education, healthcare, and private land development. With a concentration on long-term, on-call services-oriented client relationships, High Mesa is a progressive, Quality Based Selection (QBS) firm with a track record of delivering

innovative services and solutions. The firm’s staff of 22 professionals includes multiple FAA Part 107 certified pilots who operate a fleet of UAV and UAS drones and high-resolution imagery systems. All High Mesa employees will join Bowman in connection with the acquisition. “High Mesa is a great addition to Bowman and immediately expands our reach into growing markets we do not currently serve,” said Gary Bowman, chairman and CEO of Bowman. “Their focus on educational and healthcare institutions, utility and energy clients, and public sector customers throughout the Southwest is highly complementary to our existing footprint and suite of services. The core skills of their professional workforce are well aligned and highly consistent with our culture of work-sharing and utilization optimization. Additionally, their concentration on state, local, and federal customers, along with their expertise in higher education and K-12 educational projects, makes them a terrific fit for our strategic initiative to increase public sector assignments. I’m very pleased to have the High Mesa team join us and look forward to a great future together.” “This is the next chapter in the storied history of our firm,” said Charles Cala, president of High Mesa. “We have achieved a tremendous amount during

the firm’s 46-year history, and I am incredibly proud of the work we’ve delivered to our customers and our communities. Today we start the next phase of our professional journey as a part of Bowman. We are excited about the opportunities this presents for our staff, for our clients and for our collective futures. We’re all ready to get to work adding value to Bowman.” Financed with a combination of cash, seller notes and equity, the acquisition falls within previously discussed target multiple and operating metric ranges, and is expected to be immediately accretive. The Company anticipates the acquisition will initially operate at an annualized net service billing run rate of approximately $4 million. Headquartered in Reston, Virginia, Bowman is a national engineering services firm delivering infrastructure solutions to customers who own, develop, and maintain the built environment. With more than 2,000 employees and more than 80 offices throughout the United States, Bowman provides a variety of planning, engineering, geospatial, construction management, commissioning, environmental consulting, land procurement and other technical services to customers operating in a diverse set of regulated end markets.

By the way, many of these tactics also work with clients and potential clients, as well as service providers to your firm. You can’t just be transactional and talk with them/see them when there is immediate business to attend to. You have to spend time on the relationship. That means checking in with them when there is absolutely no actual reason or need to do so. Ask questions not just about work topics but also personal ones. Call them or text them in off hours. Show you care and invest your time in other people and the multiplier effect of what you can accomplish will be phenomenal! Mark Zweig is Zweig Group’s chairman and founder. Contact him at mzweig@zweiggroup.com. “Some people are naturally more empathetic than others. Even if that isn’t your tendency, there are tactics you can employ to improve your clarity on what other people are thinking, and that is going to help you meet their needs and expectations and deal with them better.”

MARK ZWEIG , from page 5

lead them to be more open with you and create less of an “us vs. them” culture. 4. Do anonymous surveys of your people. Constant polling on everything from where they want to work to how much they want to work to how they feel about the organization’s mission and vision are critical to improving your ability to see the world through their eyes. If you do this kind of regular polling and always ask some of the same questions, you can measure their responses over time and spot trends in their thinking. 5. Don’t be one of those managers who only associates with other people at your level or higher. And keep your office door open and be tolerant of interruptions. Sure, you are busy and you need time to focus. But you also have to realize you are a manager and leader, and other people need you. Make THAT and those people’s needs the priority for the day. You are only going to be as successful as your team is. Clearing roadblocks for them and helping them solve any problem they want your help with is your job. Don’t make it an afterthought.

THE ZWEIG LETTER DECEMBER 18, 2023, ISSUE 1517

OPINION

T hroughout 25 years in business, my company, Eclipse Engineering, has seen digital technology incorporated into every aspect of firm management. With the array of options on the market and complicated internal needs to address, a starting point can be difficult to find. Technology evolves quickly and it is imperative that AEC firms make smart decisions when selecting the software that powers project files, data storage, and financials. Steps for effective technology upgrades

Jesse Fortune, P.E.

The leadership team at Eclipse believes these seven key steps are critical to making effective technology decisions: 1. Identify the problem. Having a detailed summary of the problem is essential, otherwise, it is easy to be distracted by solutions to irrelevant problems. When you go to the grocery store hungry, you may buy more than you need, but when you have a specific recipe, you can make a shopping list and shop more efficiently. Example: In 2018, our firm had a key technology decision to make: the project management/ accounting software that had once been a positive step forward was now posing problems. The software provider had been sold to a larger conglomerate and customer service plummeted

which made it difficult and expensive to access the financial information we needed to make business decisions. We formally identified many problems, including poor customer service, increased software subscription costs, accounting modules that required special training, and the lack of free access to our data within their program. 2. Engage the creative brain. Engage in a classic brainstorming session to discover useful ideas. Be in a positive environment with no time constraints and ask lots of questions. Can the problem be solved internally? Do current staff have skill sets that could contribute? What are external solutions?

See JESSE FORTUNE, page 8

THE ZWEIG LETTER DECEMBER 18, 2023, ISSUE 1517

ON THE MOVE DFI ANNOUNCES NEW CHAIR OF DRILLED SHAFT COMMITTEE Deep Foundations Institute announces David Graham, P.E., has been named chair of DFI’s Drilled Shaft Committee. He succeeds Paul Axtell, P.E., D.GE, Dan Brown and Associates. Graham is a senior engineer with Dan Brown and Associates in Chattanooga, Tennessee. He has more than 14 years of experience in the geotechnical engineering and construction industry. He has consulted on deep foundation design, load testing and construction

for many major bridges throughout the U.S., including several Mississippi River crossings and the Gordie Howe International Bridge currently under construction between Detroit, Michigan, and Windsor, Ontario. Graham is a licensed professional engineer in nine states and the District of Columbia. An active member of ASCE and DFI, Graham holds bachelor’s and master’s degrees in civil engineering from Auburn University. The Drilled Shaft Committee’s mission is advancing the state of the practice or

state of the art in design, construction, and quality verification of drilled shaft foundation systems. DFI is an international association of contractors, engineers, manufacturers, suppliers, academics and owners in the deep foundations industry. The organization’s multidisciplinary membership creates a consensus voice and a common vision for continual improvement in the planning, design and construction of deep foundations and excavations.

customer service, we would not increase software costs as our company grew, we could build something internally that could interface with QuickBooks, and we would be in control of our own data. Building an internal solution was our best option. 6. Financial considerations. What are the known costs associated with the solution? Can you break out hard and soft costs? Do you have a margin of safety built into your analysis? Understand the opportunity cost associated with the timeline. Example: The fixed costs of the status quo were easily quantified, but it came with substantial costs of putting our data to work. The costs of building an internal system became integrated with our internal IT team. By building a solution internally, we would eliminate yearly subscription costs and reduce the ongoing burden of per-user fees as we grew. 7. Postmortem. Once implemented, review the decision and process with your team. Has the problem been solved and is it still the best solution? Be sure to revisit this decision annually and be open to new opportunities. Example: We have been using our internally built system, RYZE, for five years and it has served us well. We saved tens of thousands of dollars by not paying subscription fees, and have used the data within our system to improve our business. Ryze works in parallel with QuickBooks, which has greatly reduced friction with our accounting team since it’s a commonly used program. We accomplished the switch without too much disruption to our existing systems and processes. Technology never stands still, and five years after our last big technology revamp, we find ourselves back at step one. Our company has grown significantly, technological factors have changed, and our internal capabilities have expanded. We are revisiting our current system and identifying a new set of problems to solve. I’m confident that by following the process we’ll be successful again and I would encourage other firms to try it out the next time they’re faced with such questions. Jesse Fortune, P.E., is CEO at Eclipse Engineering and is headquartered in Missoula, Montana. Connect with him on LinkedIn.

JESSE FORTUNE, from page 7

Example: Along with our accounting, leadership, and IT teams, we identified several possible solutions: Do nothing. Choose different proprietary software. Return to QuickBooks, which had been used before, with self-generated reports. Develop our own software. 3. Engage the logical brain. From the creative list, what solutions have the best chance of success? Which has the least risk? Balance the upside with the potential risk and identify your risk-adjusted return. Example: Making the software switch within an accounting system takes a tremendous amount of time, has a high level of risk, and is never as smooth as advertised. Change is clunky and data is not easily transferable. With change comes uncertainty which can be disruptive to business operations. The option to develop internal software was alluring as it would give us more control over our data, and we could focus on the specifics of the problem we were trying to solve. The risk could be quantified and if we were successful, our product may be useful to firms like ours. 4. Time. What is the time frame needed to find a solution? Can the timeframe be phased? Is this a short-term issue or do you have time to develop a permanent solution? How long will this solution be in place? Example: We had flexibility with our time requirement, since we were functioning with the current system and had no short-term time constraints. Therefore, we enjoyed the freedom to develop something internally. 5. Check your work. Is the solution identified solving the original problem? Meet with your team and confirm the solution meets the needs originally identified. Example: Developing our own solution came with some risk, but it posed real benefits: we would be our own

THE ZWEIG LETTER DECEMBER 18, 2023, ISSUE 1517

PROFILE

Growth in AEC: Dave Witsken CEO of UES, an industry leader with more than six decades of experience in geotechnical engineering, materials testing, environmental consulting, and more.

By ADRIAN DE LA GARZA M&A Advisor

Z weig Group had the privilege of engaging in a conversation with Dave Witsken, a seasoned industry professional who has been with UES (Orlando, FL) for nearly two years, where he shared insights into his role at UES and unveiled UES’ goals for the future. A CONVERSATION WITH DAVE WITSKEN. The Zweig Letter: Who is UES? Dave Witsken: UES is a focused engineering and testing firm with a rich history offering a compatible range of specialized services in environmental and earth sciences, sustainable infrastructure solutions, and geophysical technologies. UES has achieved remarkable growth and solidified its position as one of the fastest-growing and most respected engineering firms in the United States. With a team of nearly 4,000 certified and experienced professionals, UES is committed to upholding the company’s values, founded on serving, solving, and succeeding for employees, clients, and investors. TZL: UES has been recognized as one of the most active

strategic buyers in our industry. Can you tell us about UES’ M&A activity and investment strategy? DW: The collection of our partner companies, now more than 25, has helped us realize the power of teamwork. When a company joins our enterprise, its history becomes ours and vice versa – that means its resume, its people, and its best practices. Our goal is to bring these together to make the whole greater than the sum of the parts. This takes a lot of purposeful work, but the flywheel is turning and gaining momentum every day. We start off with the philosophy that each company joining the enterprise will bring something to the group that will make us all better, and to date, that has been the case. Of course, we also want to make sure that the enterprise and network can help accelerate partner companies’ growth, access to information and resources, profitability, etc. Our goal is simple: safe, profitable growth and being the client’s partner, employer, acquirer, and investment of choice.

See GROWTH IN AEC , page 10

THE ZWEIG LETTER DECEMBER 18, 2023, ISSUE 1517

DW: When you become part of team UES, you’ll have immediate access to a national network of AEC professionals who are ready to help you and your business from day one. With more than 85 branches spread across the United States, we are a thriving company backed by supportive networks and a supportive PE partner, which are aimed at providing differentiated value for clients and employees. One of the remarkable opportunities we offer is the ability for our team members to transition roles within the company, whether it’s to a new career path or moving between different geographical locations. At many companies, mobility is limited, but our deserving employees have the ability to venture into different areas of the business for personal or professional reasons. Our primary focus is to prioritize internal promotions and create clear career pathways for our team members to grow, and I’m thrilled to witness this vision enabling those opportunities for our team members. TZL: What are the pain points for firms that join UES? DW: Change is hard. We have acquired companies with decades-long histories and cultures. Confidentiality is important on both sides through an acquisition process, but it has the unintended consequence that many of the employees of the acquired company find out about a “prearranged marriage” on the day of closing. Suddenly, they find themselves with a new world of possibilities and more resources at their disposal, which sounds positive but can also be scary. As said before, change doesn’t always happen effortlessly; it takes time for people to adapt. Our goal is to have the integration process as something we do with an acquired team (not to them) at a steady pace, giving people time to adjust. TZL: What are some accomplishments you have realized since joining UES? DW: All of UES’ accomplishments are ours, not mine, and while our current team is proud of some of our recent accomplishments, given the company’s rich history, we’re also keenly aware that today’s successes are possible because of the efforts of many past team members. UES has grown both organically and through M&A, which has allowed us to invest to better serve our clients and to create more career paths for our team. Our workforce has expanded to nearly 4,000 employees, and last year, we served clients in 49 states. Our scale is allowing us to invest in exciting new technologies, from field and lab tools to new services that reduce cost and cycle times for our clients. This year, our team was honored to be recognized by Zweig Group for the third consecutive year as the No. 1 Hot Firm in the AEC industry. TZL: There are obviously many ways to structure a merger or an acquisition, but there has been apparent success for UES. How does UES like to structure deals? DW: Although we have a few different approaches, we like to structure all of our deals as partnerships where both parties are motivated to work together, grow, and provide better service to clients and a better employee experience for team members. Alignment and integrity are the foundation of our approach. Integrity and honor are important before, during, and after closing. We have heard a lot of sad tales from potential target companies, and we work to have a high “say/do” ratio throughout the process, and we expect the same in return.

GROWTH IN AEC , from page 9

TZL: Can you tell us more about UES’ relationship with BDT Capital Partners? How has this relationship elevated acquisitions in the company? DW: We are fortunate in that the senior leadership team, the board of directors, and BDT are additive to the vision, direction, and mission of UES, and all work well together in alignment. While we have a large number of employee-owners, BDT is our primary financial sponsor and a true partner. They bring forth valuable insights and enable access to resources, including capital, that have helped fund our organic and inorganic growth. They are also a partner in the strategy development and governance of the company. Oftentimes, capital structure can drive culture in either positive or negative ways. We are fortunate to be capitalized in a way that facilitates a great culture. “Our goal is simple: safe, profitable growth and being the client’s partner, employer, acquirer, and investment of choice.” TZL: What is UES’ investment thesis, and what is the economic environment from your perspective? DW: We believe there is value in a national brand for the services we offer and the industries we serve. For clients, we can serve locally and think nationally, which means that our national network provides local resources and local knowledge but is backed by a national company with scale that has access to a wider array of resources and the capability to invest in initiatives and technology that benefit our local teams and our clients. For employees, the opportunity to network with team members across the company enables best-practice sharing, learning opportunities, and expanded career paths. Some of our employee networks are formal, which gives more employees a voice and an opportunity to collaborate on initiatives that impact the company or the industry, and others are informal. In the end, scale can be better for both clients and employees as long as we stay focused on customer and employee value propositions and avoid the tendency to allow bureaucracy to creep into the organization. TZL: Tell us more about the collection of companies. How has this experience been, and how has UES evolved from this? DW: Working at UES feels like being part of a constantly evolving company. With meaningful additions or process improvements every few months, our employees can grow without changing companies. The pace is inspiring. We spend a significant amount of time “connecting the dots” across the organization and bringing teams together. It’s truly fascinating to see how rapidly our culture is transforming and how people are embracing continuous learning. And, it’s actually a lot of fun! People genuinely enjoy being part of interconnected networks and learning and growing. TZL: What would you like other companies to know about why joining UES could help their firm?

THE ZWEIG LETTER DECEMBER 18, 2023, ISSUE 1517

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