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ON THE MOVE WIDSETH SMITH NOLTING WELCOMES CLASEMANN TO LAND SUR- VEYING Michael Clasemann has joined the land surveying department of Widseth Smith Nolting ’s Rochester office, where he is responsible for survey project management, construction staking, boundary surveys, topographic sur- veys, as‐built/ALTA surveys, cell tower surveys, construction surveys, and CADD dracing. He is skilled in the preparation of detailed field reports, collecting data, and preparing field reports outlining daily activities. JOHN VIISE JOINS THORNTON TOMASETTI’S CHICAGO OFFICE AS VICE PRESIDENT IN STRUCTURAL ENGINEERING PRACTICE Thornton Tomasetti , an international engineering firm, an- nounced that John Viise has joined its Chicago office as a vice president in the Structural Engineering practice. Viise has more than 20 years of experience in the structural design of tall and supertall buildings and a variety of complex, large- scale projects in the U.S. and internationally. He is a licensed structural engineer and professional engineer in Illinois. MBP’S MINTZ PROMOTED TO SENIOR VICE PRESIDENT MBP (Fairfax, VA), a multidiscipline construction consulting firm, announced the promotion of Mairav Mintz to senior vice president. Mintz’s 22 years of geotechnical engineering, con- struction inspection, cost estimating, CPM scheduling, delay analysis, and claims analysis experience have added great value to her team, which includes both the Columbia, Mary- land, and Fairfax, Virginia, branches. Mintz most recently served as vice president of the firm.

INDUSTRY NEWS ACI FOUNDATION HONORS DANIEL W. FALCONER THROUGH MEMORIAL FELLOWSHIP The ACI Foundation (Farmington hills, MI), a non-profit subsidiary of the American Con- crete Institute, has announced the formation of the Daniel W. Falconer Memorial Fellowship, created in honor of the late Dan Falconer, who passed away July 29, 2015 after a battle with cancer. Falconer served as ACI’s Managing Director of Engineering for more than 17 years. The new fellowship will be awarded to graduate students studying structural engi- neering with an emphasis in reinforced concrete design. Preference will be given to applicants conducting research pertaining to ACI codes or specifications. The fellowship includes an optional summer internship in the ACI Engineering Depart- ment. The Daniel W. Falconer Fellowship will be funded through the generosity of friends and colleagues. The American Concrete Institute has agreed to contribute a dollar- for-dollar match for donations made by individuals and companies. To learn more or to donate online, visit wACIFoundation.org. Fellowship recipients receive a $7,000 education stipend and the opportunity to attend three ACI Conventions, with airfare, hotel and registration covered through the fellowship. Each recipient also receives a $250 stipend for each convention for travel expenses, a guide for the convention at which they interview, and an industry mentor. The winner is recognized during the Opening Session at the Fall Concrete Convention & Exposition, named in Concrete International magazine, and listed on the ACI Foundation’s website. Currently, the ACI Foundation offers 11 fellowships, eight graduate scholarships and one undergraduate scholarship.

More INDUSTRY NEWS, pages 8, 10, and 12

M&A, from page 3

fees are increasing. Clearly explain what your client will get as a client of this new firm. Discussing client service should also prompt a discussion about business development. Compare how each firm works with clients and decide if training is in order. Aligning marketing operations is important in the on- boarding process and will create efficiencies, even if there are costs associated with the process (a joint marketing budget will also need to be created for the transaction). The marketing strategy will also have timeframes for specific events, such as announcing the M&A internally, to clients, and to the public, phasing out a brand, or transitioning to a new CRM database. Firm leadership would be wise to turn over the marketing and branding strategy to the experts – which may include their own marketing directors and external marketing and branding strategists – as leadership may want to talk more about synergies (i.e. cost cutting), and less about marketing best practices. The window of opportunity to craft a joint dialogue about the M&A that energizes staff at both firms, gives clients confidence, and generates buzz about the transaction is extremely short. It is critical to capitalize on the opportunity by engaging and empowering the right stakeholders to make decisions in their respective areas of expertise. Sleep is important, don’t get me wrong, but you will sleep soundly after the deal is closed knowing that you’ve got a strategy in place, instead of tossing and turning over the “what ifs” that less-savvy acquirers will now be facing. JAMIE CLAIRE KISER is director of M&A at Zweig Group. Contact her at jkiser@zweiggroup.com.

about integration strategies, the rapport developed across the firms will be perceived by lower-level employees at both firms upon their return in a sort of “trickle down” morale boost. 3)Assess your external firm message and evaluate whether a rebranding session is in order. Simply, each firm should be able to explain their brand and use the brand statement as the basis to develop a co-branded positioning strategy. What will this combination bring to the market to improve the ca- pabilities of both firms? Creating a joint branding statement that speaks to the value of the M&A will be helpful for press releases, client communication, and many other aspects of the firm beyond marketing. Use the branding strategy to an- swer questions like: Do you want a new logo that incorporates both firms? Are you becoming a new firm? How do you use social media? Develop a logo, get a website launched, and give a gift bag to every employee with a T-shirt with the new logo and an explanation (and don’t forget to ask them to ditch their old logo merchandise). 4)Bring your clients into the fold. How will client service change through this acquisition? Each firm’s ideal client may also have changed through the M&A. Assess CRM databases and cull new contacts and leads based on an articulation of who your services should appeal to through the new transac- tion. Existing clients will also need to be evaluated. Clients may be used to a very high level of service – especially with a smaller firm – such as calling a partner with day-to-day proj- ect questions. When a small firm is acquired by a much larger firm and client service is going to be handled by a project manager instead of a partner, how will this be perceived by your clients? What is going to change for your client? Is there a new technology platform that will enhance their experi- ence? What about changes in fees and billing practices? Make sure your client understands the “value” of the M&A if your

THE ZWEIG LETTER OCTOBER 12, 2015, ISSUE 1123

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