1128

ON THE MOVE

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JACOBS ANNOUNCES MOVE TO NEW GLOBAL LEAD- ERSHIP STRUCTURE Jacobs Engineering Group Inc. (Pasadena, CA) announced that it will move to a new leadership structure organized around four global lines of business. These changes are designed to better serve the needs of our global client base, leverage the firm’s talented work- force, and provide enhanced growth opportuni- ties across the business. The four global lines of business are: Petroleum & Chemicals – J. Gary Mandel will become president of this line of business. Petroleum & Chemicals will serve Jacobs’ clients in oil and gas, refining, and chemicals related opportunities. Buildings & Infrastructure – Phillip Stassi will become president of this line of business. This change will allow Jacobs to better leverage its buildings and infrastructure capabilities to take advantage

of the growth opportunities in this global market. Aerospace & Technology – Terence Hagen will become president of this line of business. It will serve Jacobs’ global aerospace, defense, and nuclear clients. Industrial – Andrew Kremer will become president of this line of business. Industrial will cover mining and metals, inorganic chemicals, pulp and paper, and manufacturing clients. As part of the Industrial line of business, Jacobs is creating a Life Sciences global business unit. Robert Norfleet will become senior vice president and general manager of this new unit. Life Sciences will serve Jacobs’ global clients in the pharma-bio space and in related biologic areas. All executives named above will report directly to Steve Demetriou , president and CEO.

MARK ZWEIG, from page 1

People who see work as fun and have their heads in the game, vs. those who be- lieve work-time and fun-time need to be separated. Nothing drives me crazier than to send an email to someone at 5:02 p.m. and not hear back from them until 8:31 a.m. the next day: It tells me they don’t really have their heart in their work and just want to separate work from personal life. That’s great in a government job or a small business, but it won’t work in an entrepreneurial, high-growth environment, where engagement is everything. People who have a desire to constantly learn new stuff. If someone doesn’t want to learn and just wants to do the same thing every day, they probably won’t be happy in an entrepreneurial firm. The constant change requires constant learning. New people, new software, new clients, new projects, new locations, new everything. Entrepreneur- ial firms require their people to constantly learn and evolve as the organization does. People who can think long-term and who can delay immediate gratification. En- trepreneurial firms probably cannot afford the same pay that a stable company might provide. Growth sucks up cash and requires constant reinvestment. The long-term rewards may be greater, but the short-term rewards could be less. You need people who understand this, but then you also need to “make good” on that implicit promise. People who can handle the idea that not everything they do or try works out, and that’s OK. Entrepreneurs and entrepreneurial firms do a lot of experimenting. Different services, different ways to do things, new people, new offices, new technolo- gies, new marketing tactics, companies acquired, etc. But not everything they do works out. Along with constant experimentation, you’ll pick up a certain number of failures. That’s OK, as long as none of them tank the company. You need employees who aren’t going to be crushed by the occasional failure. People who had their own business. If you have never had your own company – no matter how small – you’ll have a harder time understanding the motivations of owners who want to grow their business. It helps to hire people who have already experienced some of this firsthand. They’ll fit in better. People who crave excitement and identify with the success of the company. Be- ing part of an entrepreneurial company is FUN . You need employees who need to have that fun, want to be a part of that success, and take pride in it. They show where they work on their Facebook pages. They brag about the company to their friends. They wear the company T-shirts on weekends. They never refer to the company as “they” or “them” and instead have pride in the firm’s success and see why that is good for them. Tink about these points. You want an entrepreneurial firm? Hire the right people who are likely to fit in! MARK ZWEIG Is Zweig Group’s founder and CEO. Contact him at mzweig@zweiggroup.com.

1200 North College Ave. Fayetteville, AR 72703 Mark Zweig | Publisher mzweig@zweiggroup.com Andrea Bennett | Managing Editor abennett@zweiggroup.com Christina Zweig | Contributing Editor christinaz@zweiggroup.com Sara Parkman | Editor sparkman@zweiggroup.com Megan Halbert | Design Assistant mhalbert@zweiggroup.com Liisa Andreassen | Correspondent lsullivan@zweiggroup.com Richard Massey | Correspondent rmassey@zweiggroup.com Jake Crawford | Intern dcrawford@zweiggroup.com

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THE ZWEIG LETTER NOVEMBER 16, 2015, ISSUE 1128

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