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ON THE MOVE BALFOUR BEATTY CONSTRUCTION ANNOUNCES NEW COO AND CHIEF OF ORGANIZATION DEVELOPMENT Balfour Beatty Construction announced the promotion of Eric Stenman to COO and of John Tarpey to chief of organization development. These changes to the company’s leadership team are in support of its strategy to continue a focus on operational excellence, innovation, and investing in talent. “We are fortunate to have such experienced, passionate, and visionary leaders on our executive team,” said Mark Layman, chairman and CEO of Balfour Beatty Construction in the U.S. “John has always been a great operational leader, who has a keen sense for adopting innovations and developing people. In his new role as chief of organization development, he’ll lead our improvement, innovation and talent management strategies. Eric is another long- time industry veteran who has strengthened our operations across the West Coast and has played a key role in our innovation strategy.” Tarpey first joined the firm in 1978, working in both estimating and operations. After five years, he joined another national contractor, where he advanced to vice president and director of operations in the company’s Mid-Atlantic region. With a track record in senior management, Tarpey returned to Balfour Beatty Construction in 1996, taking responsibility for the company’s business in the Washington, D.C. metropolitan area. He was promoted to regional CEO in 2010, responsible for overseeing all public and private projects across the Mid-Atlantic. Two years later, he was named COO. Tarpey holds the position of chief of organization development for Balfour Beatty Construction Services U.S. — a testament to his strategic influence and progressive approach that offer a competitive advantage in a rapidly changing

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industry. In this role, he is responsible for helping lead, guide, and implement the company’s strategic growth strategies in both current and emergingmarkets. Tarpey’s passion for redefining the way projects are delivered in our industry is raising the bar in areas of operational excellence, technology, innovation, lean construction, and alternate procurement strategies. Stenman’s tenure with the company began in 2001, when he served as vice president and general counsel for Douglas E. Barnhart, Inc. Stenman’s strong leadership and construction business acumen led to his promotion to president of that business in 2007. When the company was acquired by Balfour Beatty in 2008, he was promoted to president, overseeing the firm’s Southwest operations. In 2010, he was promoted to CEO in the Southwest. Two years later, he was elevated to the national role of chief enterprise development officer wherein he launched the national capability center, organizing a national team that focused on innovation, new capabilities, and industry knowledge sharing, along with leading the healthcare and mission critical vertical markets. After successfully launching these programs, he returned to a regional role where he served as CEO overseeing operations from 2013-2015 in Arizona, California, Oregon, and Washington. As COO, Stenman will oversee operations for Balfour Beatty Construction Services US. He is a licensed contractor in California and Arizona. He is active at the local and national levels of the AGC, having chaired the National Contract Documents Forum and served on the board of directors for the AGC of San Diego. He also served as the national chair of the Building Division for AGC of America, and was a board member of the Downtown San Diego Partnership.

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MARK ZWEIG, from page 1

4)Take people with you when going to job sites or visiting clients or regulators. This is how I was trained in how to sell A/E/P services. My “boss,” the company president, just asked me to go along with him. I learned a lot watching him. And he told me in no uncertain terms to be quiet unless he asked me to say something! 5)Real world projects versus theory is crucial. I think too much training involves general concepts and theory, and not enough on practical problem-solving for real world situations. As a result, the training doesn’t seem relevant. Why not solve real problems and train people for future generations at the same time? But to do this, the trainer has to get involved and poke their nose into specific project situations. You cannot expect your people to bring you these every time on their own. 6)Use your best people – not your worst – to train. So many companies dole out train- ing duties to those who are the least busy. Huge mistake! The busiest people are the best people. You need them doing it – not your worst people. Your trainees need to emulate success, not mediocrity. And while you’re at it – get some diversity going. Using more women and people with different ethnic backgrounds may bring a different perspective to things that could help with creativity. There’s a lot more to this topic. Your thoughts? Send them to me at mzweig@zweiggroup.com. MARK ZWEIG is Zweig Group’s founder and CEO. Contact him at mzweig@zweiggroup.com.

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THE ZWEIG LETTER May 9, 2016, ISSUE 1151

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