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T R E N D L I N E S W W W . T H E Z W E I G L E T T E R . C O M D e c e m b e r 1 9 , 2 0 1 6 , I s s u e 1 1 8 0

Average collection period

You can’t go back and shouldn’t even want to

According to Zweig Group’s 2016 Financial Performance Survey , the average collection period increased 16 days over the previous year to 84 days. This number is driven by outstanding accounts receivable still on the books at the end of the year. Now is the time to start collecting, before the year ends, to bring this number back to its five-year average of 74 days and increase your firm’s liquidity going into the New Year. (Special discount to TZL subscribers: Use code SRVY35off to order surveys at 35 percent off at zweiggroup. myshopify.com/collections/frontpage) F I R M I N D E X Aegion Corporation...............................10

I t seems like so many of us want to go back to the way things used to be. That’s why we have so much nostalgic design in automobiles and architecture, reflecting the style when cars and buildings had character. Back to smaller companies where we “knew everyone” personally. Back to our first marriage, to our college sweetheart, before the challenges of time, money and kids distracted from the love. Back to a time 30 years ago when our country clearly dominated the world stage and wasn’t playing second fiddle to the countries that make our cheap stuff. Back to high school days when we were all carefree and our friends kicked in to buy 36 cents a gallon premium for our ‘66 GTOs. Whatever it is – it’s looking back as if the best times are behind us. I’m here to tell you they aren’t. The best times will be ahead! As the leaders of our firms, we have to look forward, not backward. You can’t go back. Only forward. We are getting ready for unprecedented demand for what AEC firms do. Virtually every single client group has pent-up demand for facilities and they will all take planning, design, engineering, surveying, environmental and construction services. On top of that, U.S. firms set the standard for the world in terms of creativity and quality. I cannot see anything but a bright future ahead for all of us. It’s insane how great the opportunity really is.

“The best times will be ahead! As the leaders of our firms, we have to look forward, not backward.”

Mark Zweig

Arconic. ..................................................2

MORE COLUMNS xz GUEST SPEAKER: Forgiveness or zero tolerance? Page 5 xz GUEST SPEAKER: Create a healthy workplace: Part one Page 9 xz POP MARKETING: A (proud) marketing weirdo Page 11

CetraRuddy. ...........................................6

EYP Architecture & Engineering.............10

Fluor Corporation....................................4

Hill International.......................................3

Tetra Tech, Inc.....................................2, 4

See MARK ZWEIG, page 2

Frompainting to architecture

Project management 11.0

Page 6

Page 3

T H E V O I C E O F R E A S O N F O R A / E / P & E N V I R O N M E N TA L C O N S U L T I N G F I R M S

BUSINESS NEWS BILLION DOLLAR CONTRACT PUTS ARCONIC SHEET AND PLATE ON EVERY AIRBUS PLATFORM Precision engineering and advanced manufacturing leader Arconic announced a multi-year contract with Airbus valued at approximately $1 billion. The contract gives Arconic aluminum sheet and plate an unprecedented position on Airbus’ highest volume programs. “This large contract is a further important step to expand our leadership position in the aerospace industry,” said Klaus Kleinfeld, chairman and CEO of Arconic. “We are proud that Airbus has chosen us to support their fastest growing, technologically advanced programs. Partnerships like this with industry leaders are core to our strategy and this contract is another proof point of the potential that lies in it. We continue to focus on developing products and technologies that take all of our aerospace customers to new heights.” This agreement is the first to include material from Arconic’s new state-of-the-art thick plate stretcher in Davenport, Iowa. Arconic’s most significant share gain in the contract is in the A320 family of aircraft, which is Airbus’ highest growth program. The agreement makes Arconic sole supplier to Airbus for specific applications, including some wing, fuselage, and structural components. In addition to Arconic’s proprietary alloys, Airbus planes will feature Arconic plate products on every platform, used in key applications such as wing ribs, fuselage frames and other structural parts of the aircraft. Arconic’s new “very thick plate stretcher” will come online in 2017 and enables Arconic to produce the largest high-strength monolithic wing ribs in the industry. Located at Arconic’s Davenport Works facility, the stretcher enhances the performance of thick aluminum and aluminum-lithium plate in wing ribs and fuselage frames material. The stretching process reduces stress introduced into the plate as part of the

Take your advice from Mark Zweig to-go.

manufacturing process, resulting in a part that is more easily machined and processed. For example, as composite wings get larger, one of the challenges is strength and stiffness, and the aluminum plate from this stretcher will enable Arconic to make wing ribs to address that issue. The addition will also enable Arconic to serve the existing plate market while also providing airframe builders with the ability to make large wing ribs, fuselage frames and bulkheads using Arconic thick plate. USAIDAWARDS TETRA TECH $47 MILLION CONTRACT TO STRENGTHEN LOCAL GOVERNMENTS IN THE MIDDLE EAST Tetra Tech, Inc. announced that the U.S. Agency for International Development has awarded the Company a $47 million, single- award contract to provide assistance to improve the legal and policy framework governing municipalities in the West Bank and Gaza. Under the five-year Communities Thrive contract, Tetra Tech will support local governments as they work to improve the delivery of essential services with the ultimate goal of establishing the financial sustainability of Palestinian municipalities. Local governments in the West Bank and Gaza face many challenges in meeting their communities’ needs due to various factors. Under the Communities Thrive contract, Tetra Tech will work with local governments to develop processes and mechanisms to improve service delivery and enhance their responsiveness to constituent concerns. In addition to supporting policy reform and improved practices, areas of focus may include upgrading water meters to reduce financial and water losses, analyzing and adapting energy-efficient options, and implementing cost-effective tariffs to fund initial and longer-term project needs. “Tetra Tech is pleased to support USAID’s efforts in the West Bank and Gaza to improve local government delivery of essential water and energy services to communities in need,” said Dan Batrack, Tetra Tech chairman and CEO.

thezweigletter.com/category/podcast/

1200 North College Ave. Fayetteville, AR 72703 Mark Zweig | Publisher mzweig@zweiggroup.com Richard Massey | Managing Editor rmassey@zweiggroup.com Christina Zweig | Contributing Editor christinaz@zweiggroup.com Sara Parkman | Editor and Designer sparkman@zweiggroup.com Liisa Andreassen | Correspondent landreassen@zweiggroup.com Tel: 800-466-6275 Fax: 800-842-1560 Email: info@zweiggroup.com Online: www.thezweigletter.com Twitter: twitter.com/zweigletter Blog: blog.zweiggroup.com

MARK ZWEIG, from page 1

The only question is YOU ! Are you ready? Are you going to do what it takes to keep up? Are you willing to keep learning? Are you willing to keep working at it? Are you going to keep investing in yourself, your people, and your firm? If you do these things you will ride this wave. If you keep looking in your rearview mirror and lamenting about how today isn’t what yesterday was, well, I’m not real optimistic. Leadership is all about having a vision and painting a picture of what the future could be. And it could damn well be fantastic, even amazing, if that’s what you see. It is your job to get everyone else seeing this opportunity in front of us. If you can do it the rewards for all will be tremendous. That IS what I see ahead. Sure – we have our challenges – not the least of which are people who want to take us BACK . But it is our job to keep things moving forward. And with the demand that I can see out there, that shouldn’t be too difficult a task!

Published continuously since 1992 by Zweig Group, Fayetteville, Arkansas, USA. ISSN 1068-1310. Issued weekly (48 issues/yr.). $475 for one-year subscription, $775 for two-year subscription. Article reprints: For high-quality reprints, including Eprints and NXTprints, please contact The YGS Group at 717-399- 1900, ext. 139, or email TheZweigLetter@ TheYGSGroup.com. © Copyright 2016, Zweig Group. All rights reserved.

MARK ZWEIG is Zweig Group’s founder and CEO. Contact him at mzweig@zweiggroup.com.

THE ZWEIG LETTER December 19, 2016, ISSUE 1180

P R O F I L E

Project management 11.0 Make project management a cornerstone of the way your firm does business, and win more work in a competitive market.

By RICHARD MASSEY Managing Editor

Keystones of the program include: ❚ ❚ Lessons Learned, where PMs can share experiences across U.S. and international markets, and across disciplines ❚ ❚ Four to six seminars annually for information shar- ing and solutions across markets and disciplines ❚ ❚ Continual update and upgrade of database ❚ ❚ HR-Hill University Training Program for certifica- tion and promotion of Hill PMs ❚ ❚ PM satellite offices across the world ❚ ❚ Transparency between firm and client, best practices ❚ ❚ Client management, culture of the client ❚ ❚ Environment of the project, environment of the market ❚ ❚ Team management Hill International is confident enough in its proj- ect management program to use it in the bidding process. Setting up project systems and tools. Reviewing contracts. Preparing RFPs for early See HILL INTERNATIONAL, page 4

A work in progress since 2005, the Technical Core Team Global program by Hill Interna- tional (Hot Firm # 31 for 2016) has evolved into one of the world’s premier systems for project man- agement. Conceived in Dubai before the global eco- nomic slump, the goal of TCT is to deploy a PM team within the first week of signing a contract. “That is one thing we do better than other companies. The client doesn’t wait to see action on the ground. The client is comfortable with the first-month deliverable.” “That is one thing we do better than other compa- nies,” says Akram Ogaily, senior VP and director of TCT Global. “The client doesn’t wait to see action on the ground. The client is comfortable with the first-month deliverable.”

Akram Ogaily, Director of TCT Global, Hill Interna- tional

THE ZWEIG LETTER December 19, 2016, ISSUE 1180

BUSINESS NEWS USACE AWARDS TETRA TECH $400 MILLION ENVIRONMENTAL REMEDIATION CONTRACT Tetra Tech, Inc. announced they were one of seven contractors selected by the U.S. Army Corps of Engineers, Engineering and Support Center, Huntsville, for a multiple- award contract valued at $400 million. Under this five-year contract, Tetra Tech will provide comprehensive environmental remediation services on behalf of the USACE Omaha District to the Department of Defense and other federal agency customers throughout the U.S. and its territories. Tetra Tech will conduct field investigations, groundwater modeling and monitoring, geophysical surveys, and human health and ecological risk assessments to detect and remediate contamination, including military munitions and other environmental hazards. Remediation strategies will include innovative techniques that use both in-situ and ex-situ remedies to address contaminants in soil, groundwater, sediment, and surface water. Treatment technologies may include soil vapor extraction, chemical oxidation, bioremediation, and other media-specific treatment systems.

“Tetra Tech’s technical experts have decades of experience performing remediation work for DOD to address a wide spectrum of environmental contaminants,” said Dan Batrack, Tetra Tech chairman and CEO. “We look forward to continuing our longstanding support to DOD and the Corps of Engineers by providing environmental cleanup services and sustainable solutions at federal facilities throughout the country.” FLUOR COMPLETES MODULE FABRICATION FOR OIL SANDS PROJECT Fluor Corporation announced that all 358 modules have been fabricated and shipped to the site for its portion of the Fort Hills Energy L.P. oil sands mining project in the Athabasca region of Alberta, Canada. Fluor is performing engineering, procurement, fabrication, and construction for the utilities scope of the project. The project applied Fluor’s innovative 3rd Gen Modular ExecutionSM approach, which optimizes process block layouts and provides the capability to fully modularize large-scale industrial facilities. Benefits include improved safety, lower costs, increased productivity, and

schedule predictability through the transfer of a significant amount of traditional site work to fabrication yards. Fluor’s Supreme Modular Fabrication Inc. joint venture fabrication yard in Canada and three other Canadian yards built the modules. Once at site, the modules are set by Fluor’s craft workforce. The site has achieved more than 2.8 million hours without a lost-time incident. “Achieving this milestone is a testament to the collaboration and commitment of our craft professionals at the SMFI fabrication yard, other module yards and at the project site,” said Jim Brittain, president of Fluor’s Energy and Chemicals business. “Leveraging our full range of integrated solutions, including our craft workforce, fabrication yards, global sourcing capabilities, and 3rd Gen Modular Execution approach, we have reduced the project’s capital cost from initial estimates while maintaining schedule.” The Fort Hills Project, an open-pit truck and shovel mine, is owned by Fort Hills Energy LP, a partnership between Suncor Energy, Total E&P Canada Ltd. and Teck Resources Limited.

HILL INTERNATIONAL, from page 3

procurement services. Client management. Making sure the project has a PM in place with not only the technical capa- bility, but who understands the market’s nuances. All those elements come into play when Hill looks for work. “These services have often been used by our business development team to win contracts.” “These services have often been used by our business devel- opment team to win contracts,” Ogaily says. The strategy is paying off. Hill is approaching its targeted order book of $1 billion. Hill International, with 4,500 professionals in 100 offices worldwide, provides program management, project man- agement, construction management, construction claims, and other consulting services primarily to the buildings, transportation, environmental, energy, and industrial mar- kets. It is one of the largest construction management firms in the United States. Beginning in late 2014, Hill migrated its TCT program – born and bred on the international stage – to Hill’s U.S. Cor- porate Group. The program’s PQMS and PM/CM procedures were tailored for the domestic market, and are supported by a TCT Global base in London. “My goal is to bring the Hill culture to everyone in the com- pany and also develop and share knowledge,” Ogaily says. Hill’s TCT was put to the test in Iraq, where Hill opened an office in Baghdad. The project management program was

instrumental in marketing, creating awareness, deploying staff, recruiting locals, and supporting the business devel- opment team. From 2011 to 2014, Hill won contracts for seven PM/CM projects in Iraq. “My goal is to bring the Hill culture to everyone in the company and also develop and share knowledge.” With 10 years of input from PMs from all across the world, TCT Global is a vast and complex database of institutional knowledge.

But at the end of the day, Hill achieves something simple.

“We jump into the project in the first week with the right people in place,” Ogaily says.

THE ZWEIG LETTER December 19, 2016, ISSUE 1180

O P I N I O N

Forgiveness or zero tolerance? Sometimes you have to fire an employee, but in plenty of cases, a mistake is a mistake, and an employee with a second chance is loyal.

I t’s a position that no boss wants to be in. Your employee has done something wrong. Maybe it has cost the business in a serious way, or maybe it raises concerns about the employee’s judgment and ability to problem solve. Either way, it can be incredibly stressful. Do you use the incident as a teaching moment, both for the employee who made the error, and for the company at large? Or do you lay down the law and fire them?

Dave Marinaccio

In my half century roaming around this planet, I’ve observed a truism about human beings. They are not perfect. Not one of them. Why then, would we expect them to be perfect in the workplace? Don’t be confused. We do not excuse inappropriate behavior. People have been fired from LMO for improper conduct. But that conduct has to be put into perspective. The reason for the conduct is as important as the conduct itself. And “I have found that most mistakes are just that – mistakes. They can usually be fixed, and employees can use those mistakes as a learning opportunity.”

There is probably a company policy in place that can provide some guidance. However, there is something more important than the employee manual, and that’s professional judgment. Understanding the context of the employee’s action is vitally important. And I am a firm believer in following the spirit of the law rather than the letter of the law. One of my favorite New Yorker cartoons shows a large room filled with cubicles. Only a few workers populate this expanse, giving the appearance of a ghost town. In the foreground two managers survey the sea of empty squares. The caption reads: “Maybe zero tolerance is setting the bar too high.” I have found that most mistakes are just that – mistakes. They can usually be fixed, and employees can use those mistakes as a learning opportunity.

See DAVE MARINACCIO, page 8

THE ZWEIG LETTER December 19, 2016, ISSUE 1180

Nanc

P R O F I L E

The Lincoln Square Synagogue / © David Sundberg/ESTO

From painting to architecture Nancy Ruddy is a big reason why the firm she cofounded, CetraRuddy, continues to grow and evolve, and can solve complex problems.

By LIISA ANDREASSEN Correspondent

The Zweig Letter: Tell me a little about your path to get here? Nancy Ruddy: A native of New Jersey, I started out as a painting major in college, before discovering a passion for art history, which I studied at New York University. After earning a degree in archi- tectural history from NYU, I planned to get a mas- ter’s degree in art history from Harvard, but also had an interest in architecture. When I realized that I could combine my love of art and architec- ture, I decided to become an architect. I was a lit- tle late to the game and City College of New York in Manhattan was the only architecture school that would consider taking me that late. As fate would have it, I met my soon-to-be husband and partner there. Post-graduation, we both went on to work at national as well as small and local firms before

I t all started in 1987 in the living room of husband and wife John Cetra and Nancy Ruddy. What be- gan as a two-person outfit now has 100 people and a portfolio that includes projects in New York and India, and clients like JPMorgan Chase and Vorna- do Realty Trust. Based in Manhattan, CetraRuddy (Best Firm #8 Architecture for 2016), specializes in housing, from subsidized to luxury living. Ruddy, the firm’s managing principal and executive director of inte- rior design, reflects on what she and husband Cetra have built over the years. A CONVERSATION WITH NANCY RUDDY.

Nancy Ruddy, Co-founder, CetraRuddy

THE ZWEIG LETTER Decem

cy Ruddy

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starting our own in 1987. We have very dif- ferent skills, but similar world views about what is important in architecture and a prac- tice. We started as a two-person firm. Today, we have more than 100. TZL: What is important to you as a firm? NR: We want to serve our community. We have a special interest in housing – from sub- sidized to luxury living. We like to focus on solving issues around how people live and to create spaces to serve those unique needs. TZL: How have you seen CetraRuddy evolve over the years? NR: Our project diversity, complexity, and project size has changed. We work on about 75 percent housing now and are also active in educational pursuits. Our projects range from 5,000 to 1.5 million square feet. We’ve matured. We’re able to solve more complex problems. For 26 years, John and I were the sole partners. We’ve added two partners (both people have been with us for about 10 years), and have an executive committee of 10 people. This has broadended our leader- ship base. TZL: What are your key strengths? NR: Architecture and design is not like what’s represented in the book, Fountainhead . It’s a collaborative game. I’m good at team building and communicating project visions. I work based on a client mission and then develop the program and keep the needs and goals fo- cused. I can translate to the team and provide a road map for design. I zoom in on the es- sence of the project and set the overall proj- ect tone. I ensure we all have a shared goal. I also enjoy mentoring staff and encouraging growth and innovation. I love to see someone who reaches greater heights. It’s not at all po- litical or ego-driven, either. It’s important to see people as individuals with personal goals and aspirations. We try to maintain a very fa- milial atmosphere and celebrate private lives as well as professional. People need to be able to see their daughter’s dance recital. TZL: What’s been a top challenge in run- ning the firm? NR: Six years ago we started to do work on an international level. We’re a very hands- on firm so distance was a challenge. How would we maintain that closeness working on See Q&A, page 8

The lobby of the Lincoln Square Synagogue / © David Sundberg/ESTO

mber 19, 2016, ISSUE 1180

8 projects inplaces likes Saudi Arabia, India, andEngland?Our solution was to locate partners in those local communities and to make them part of the team. They are able to help us tap into local traditions and culture as well as building codes. We want to make sure we are designing buildings that relate to how people live there, not here. We wanted boots on the ground, so to speak. We also have no problem jumping on a plane quickly and rely a lot on Skype and Go- to Meeting. It’s important to see reactions on people’s faces. TZL: What’s something that makes you proud? NR: Seventy-five percent of our work is repeat business. TZL: What’s your vision for the future? NR: We’ve been talking about this a lot lately. In April of next year, we’ll be celerating 30 years in business. That’s a wonderful landmark. What to do for the next 20 years? We’re not retiring; they usually take architects out feet first. We’d like to give back more. In addition to maintaining our core business, we’d like to focus on new forms of quality housing for people who need access. We also want to focus on innovation and sustainability, while being socially responsible. Doing more pro-bono work is on the front burner. A home should nurture and we want to help people feel good about themselves. TZL: What’s a recent project that’s especially close to your heart? NR: The Lincoln Square Synagogue on the Upper West Side in Manhattan. It’s the first spiritual space we’ve ever done. Sixteen architects were interviewed, but we got the job. We discussed the opportunity for the congregation to define who they were through the space and the ability to create a spiritual home for them to pray, celebrate and educate. We took a true journey with the client. It was wonderful. The building is 53,000 square feet and features many symbolic references that include five ribbons of glass that represent the five books of the Torah. TZL: What sets your firm apart from others? NR: Our partners are very hands-on. All partners spend about 85 percent of their time on actual projects. We create an intimate client experience. Q&A, from page 7

TZL: Any exciting news to share?

NR: We’re working on three K-12 schools in India. In June, the first phase opened. It has 2,500 students.

TZL: Do you have kids?

NR: We have one daughter, Andrea. She is studying human rights and social justice in law school. TZL: What’s something not many people know about you? NR: I still like to draw – charocal and ink – mostly. And when I travel, I enjoy hunting down stone quarries and find- ing new materials.

TZL: Do you have a dream vacation?

NR: Bhutan, a Buddhist civilization in the Himalayas. Being a city girl, the culture sounds amazing.

TZL: What’s the last book you read?

NR: The Snow Leopard by Peter Matthiessen. It’s about a journey through the mountains of Tibet. I’m starting to sound very granola, but I really am very urban.

TZL: Who’s a leader you admire?

NR: My husband. He’s wanted to be an architect since he was 8. He’s a pure designer and so committed to solving problems. We share an office that’s about 30-by-18 feet and I see magic happen daily. We have an amazing respect for each other.

TZL: What activities do you enjoy outside of work?

NR: Visiting art museums, biking, cooking, reading, and be- ing with friends and family.

TZL: What’s your favorite lunch?

NR: I’d love to have a three-hour lunch on the lawn of our cottage in Duchess County. It would consist of some locally- made mozzarella, basil, and tomatoes from the garden, olive oil from Italy, crusty bread, and a good red wine. “Zero tolerance demands you fire a fine person who makes an innocent mistake. The standard and the price of such a policy are simply too high. Worst of all, it eliminates one of the noblest of human qualities, forgiveness.” a better, more loyal employee than the one you had before the mistake. DAVE MARINACCIO is an international bestselling author and successful marketing business entrepreneur. He is co-founder and SVP, CCO of Laughlin Marinaccio & Owens in Arlington, Virginia.

DAVE MARINACCIO, from page 5

sincere contrition should always be considered. Sometimes a transgression is sufficient to warrant discharge. When that happens, the particulars of the firing should be kept private while informing the staff that the employee has left the company. Soon after, a general reminder in an email, perhaps a paragraph from the employee manual, can be instructive. It both notes the event and resets proper expectations for the staff. Zero tolerance demands you fire a fine person who makes an innocent mistake. The standard and the price of such a policy are simply too high. Worst of all, it eliminates one of the noblest of human qualities, forgiveness. Very often a second chance brings out the best in a person. You gain

THE ZWEIG LETTER December 19, 2016, ISSUE 1180

O P I N I O N

I t’s not that we’re bad people, or that we aren’t working hard. The problem is that what our minds and bodies need at a basic level is in conflict with our work style. We are so focused on work, on getting things done, that we’ve changed the way we eat, move, and sleep in a way that is actually counter-productive. Create a healthy workplace: Part one Over the years, we have developed work styles that are not good for our physical, mental, or emotional health, but that can be changed.

Leigh Stringer

It turns out that taking care of worker health and wellbeing is the most effective way to increase engagement and performance. Putting yourself and your health first isn’t selfish, it’s exactly what we all need to do to make our businesses thrive. So how can we improve the health of our work place? Here’s a comprehensive list: 1)Build flexibility into how, when, and where you work. ❚ ❚ Change where you work. Many people can work effectively and efficiently at home, in a satellite office, co-working facility, a park, or a coffee shop. Working this way requires good mobile technolo- gy and the right protocols to pull off (so everyone knows how to reach you), but can be incredibly empowering. ❚ ❚ Adopt a more flexible work schedule. Flexible

work schedules are an alternative to the tradi- tional 9 to 5, 40-hour work week. They allow you to vary your arrival and/or departure times and include programs like job sharing or a compressed work week. “It turns out that taking care of worker health and wellbeing is the most effective way to increase engagement and performance.” ❚ ❚ Move more. Take a look at how you work and explore alternatives to sitting in one position all day. Change your position often and move around frequently, e.g., stand at a table in the break room, walk during conference calls.

See LEIGH STRINGER, page 10

THE ZWEIG LETTER December 19, 2016, ISSUE 1180

BUSINESS NEWS AEGION CORPORATION RECEIVES PROJECT OF THE YEAR HONORS FOR TWO INFRASTRUCTURE SOLUTIONS PROJECTS Aegion Corporation announced that Trenchless Technology magazine has recognized two pipeline projects from Aegion’s Infrastructure Solutions platform in its 2016 annual awards for top trenchless pipeline construction projects in North America. Aegion’s recently acquired Fusible PVC pipe technology received top honors in the New Installation category while the InsituMain cured-in-place pipe technology received Runner-Up honors in the Rehabilitation category. In the New Installation category, more than 14,000 feet of Fusible PVC pipe was used in two long distance horizontal directional drill casing installations to house 230 kV power transmission lines beneath an environmentally sensitive area for a large southeast utility. Frank

required working with multiple government entities, general contractors, and engineers during the planning phase, and included installation during inclement weather in Colorado’s Eldorado Canyon State Park. Charles R. Gordon, president and CEO of Aegion, said, “I am proud our company has been recognized by Trenchless Technology for these two projects, which demonstrate the versatility of our technologies as well as the expertise of our sales, engineering, and operations teams. Aegion acquired Underground Solutions’ Fusible PVC pipe technology to not only strengthen our portfolio of pipeline rehabilitation technologies, primarily in pressure pipe applications, but also to add an experienced and dedicated sales force able to work with customers to promote our entire range of engineered solutions.”

Firsching, president of Aegion’s Infrastructure Solutions platform, said, “This project set the record for our longest HDD installationof Fusible PVC pipe to date, and tested the ingenuity of our engineering and operations teams to solve the unique technical and logistical challenges presented by twin 7,000 linear foot crossings under the intercoastal waterway. The successful completion of this project is the latest demonstration of the advantages of Fusible PVC pipe in long distance HDD projects. It also demonstrates the benefits of non-metallic casings in underground power transmission applications.” Aegion’s project received recognition as Project of the Year Runner-Up in the Rehabilitation category. The next-generation InsituMain CIPP product infused with specialized glass materials for increased structural stability was used on the project. Completion of the project

eggs, salad, fruit) versus processed foods that can be left on the counter. 4)Make getting healthy a team sport. ❚ ❚ Create competitions between teams or different office loca- tions to encourage more walking, biking, or participating in team sports over the course of a work week. ❚ ❚ Consider creating a community garden (if you have the real estate available). Studies show that people are more likely to eat more healthy foods if they have a hand in growing their food as a community, even more so than if they grow it on their own! 5)Create healthy “nudges” to take the stairs. ❚ ❚ Paint the stairwell a lighter color so that it appears brighter and less foreboding. ❚ ❚ Add artwork to give it a personal touch and add visual in- terest. ❚ ❚ Pipe in pleasant music. Some companies are actually tak- ing music out of elevators and putting them in the stairs to make the stair experience more desirable. ❚ ❚ If your local building code will allow, install a magnetic “hold open” on the stair door (which will release in the case of a fire). Psychologically, having a staircase that is more open feels safer, which increases use. ❚ ❚ Want a really simple trick to nudge stair use? Studies show that by just by putting up signs that explain the health benefits of taking the stairs (such as a sign in the elevator lobby that shows how many calories you can burn), stair usage increases by 54 percent! LEIGH STRINGER is senior workplace expert for EYP Architecture & Engineering . Learn more at leighstringer.com. She lives in Washington, D.C. “We are so focused on work, on getting things done, that we’ve changed the way we eat, move, and sleep in a way that is actually counter-productive.”

LEIGH STRINGER, from page 9

❚ ❚ Adjust your work environment. Even if your organization does not provide desks that move up and down, mak- ing small adjustments, like moving or adding a computer monitor, turning on a task light or re-orienting furniture can make a major difference in your posture and your pro- ductivity. 2)Nurture “biophilia.” ❚ ❚ Add natural elements into the workplace by putting small plants or a water feature on your desk or nearby. These ele- ments are soothing psychologically and reduce stress. ❚ ❚ Move your desk or any workspaces occupied by people next to a window if possible. More natural light will de- crease eye strain, improve well-being, and if you sit close enough to a window, it can help reset your circadian rhythm and sleep cycle. ❚ ❚ Use features in the workplace that mimic nature, such as pictures of trees and water, building elements that mimic shells or leaves, furniture with organic rather than geomet- ric shapes, and wood with a visible wood grain. These fea- tures, referred to as “natural analogues,” can have the same biophilic impact as the real thing. 3)Leverage choice architecture to improve eating habits. ❚ ❚ Reduce the number of unhealthy foods that are available. Work with your local food service provider or local restau- rants to provide healthy options for meetings and events. ❚ ❚ “Hide” unhealthy foods in the kitchenette or break room by putting them in opaque or translucent containers (ver- sus healthy food like fruit or nuts in glass containers). Companies that provide subsidized snacks are starting to opt for refrigerators with glass doors to encourage employ- ees to grab healthy foods with a shorter shelf life (boiled “Putting yourself and your health first isn’t selfish, it’s exactly what we all need to do to make our businesses thrive.”

THE ZWEIG LETTER December 19, 2016, ISSUE 1180

O P I N I O N

A (proud) marketing weirdo Many of us in the marketing clan ended up in it by accident, but in an industry that once considered us a no-no, we have chosen to stay, and to succeed.

I n my more than 20 years in the AEC industry, I have yet to meet anyone working in marketing that consciously chose to develop a career in this space. Admittedly, it’s somewhat crazy to invest one’s heart and soul in an industry that, in the not so distant past, considered marketing a no-no in the way they conducted their businesses. While networking throughout the years with my colleagues, one thing has become crystal clear: I am not alone. Indeed, we have a cult, a fraternity/sorority of sorts. And guess what? We’re all weirdos!

Javier Suarez POP MARKETING

We all face diverse challenges and our strengths and passions vary greatly, but for the ones that have stuck around, we have fallen in love with our endeavors. I roamed away to another industry for “In my more than 20 years in the AEC industry, I have yet to meet anyone working in marketing that consciously chose to develop a career in this space.”

Premier rock band Radiohead shared a sentiment in their ‘90s staple, “Creep,” eloquently stating, “I’m a weirdo, what the heck am I doing here? I don’t belong here.” These lyrics hit close to home to most of “us” after starting our first jobs in the industry. Think about all your friends in college studying marketing, business, journalism, even English. How many times did you hear them say, “I dream of working at ‘that’ engineering firm?” Let’s face the ugly truth: The majority of our clan members ended up here by accident. What is fascinating is that we stayed put in this collage of stressful deadlines, respect wars, and questionable career paths.

See JAVIER SUAREZ, page 12

THE ZWEIG LETTER December 19, 2016, ISSUE 1180

BUSINESS NEWS FUTURE ENGINEERS HOSTS NATIONAL “MARS MEDICAL” DESIGN CHALLENGE FOR YOUNG INNOVATORS ISSUED BY THE ASME FOUNDATION ANDNASA Future Engineers, an online education platform that issues national innovation challenges for K-12 students, announced the Mars Medical Challenge, the fifth in a series of space innovation challenges developed by Future Engineers with the American Society of Mechanical Engineering Foundation and with technical assistance provided by NASA. Students are asked to create a digital 3-D model of a medical or dental object that could be used by an astronaut to maintain physical health on a three-year mission to the red planet. The design should be intended to be 3-D printed for space medicine needs, which may include: diagnostic, preventative, first aid, emergency, surgical and/or dental purposes. Submissions from K-12 students in the US will be accepted beginning today through January 25, 2017 at futureengineers.org/marsmedical. “Research conducted by astronauts aboard the International Space Station educates our

education resources including links to free design software and a suite of brainstorming categories to get students started with creating their designs. Additionally, the site provides teacher-specific tools to assist with classroom registration and submission. In line with a “make it, don’t take it” approach, NASA is working toward developing a 3-D printing Fabrication Laboratory which can manufacture parts in space using multiple materials. In 2015, the NASA In-Space Manufacturing project made history by sending the first 3-D printer to the International Space Station and printing the first parts in space. Future Engineers challenges are designed to extend the reach of NASA’s ISM research by inspiring and educating the next generation of scientists and engineers about 3-D printing technology, space exploration and digital design skills. Previous Future Engineers challenges have called upon students to design 3-D models of space tools, containers, and objects needed for space exploration.

nation and world about the health challenges that astronauts face on prolonged missions,” said Deanne Bell, CEO and founder, Future Engineers. “As NASA continues to investigate how the human body adjusts to weightlessness, radiation and stress that occur on long duration spaceflight, Future Engineers is eager to engage students with a real-world space exploration challenge that focuses on health-related hardware and how a 3-D printer can assist astronauts facing a medical scenario during a Mars mission.” One winner of both the junior and teen age divisions will receive a trip to Houston, Texas and a tour of NASA Johnson Space Flight Center to learn about space medicine, human space exploration and Mars. MakerBot will also donate eight Replicator Mini+ 3-D printers to the schools, libraries, or education organizations of the top four finalists on behalf of their accomplishment. The Mars Medical challenge is free for student participation and the challenge site provides

a puzzle that will provide potable water to a community, a state-of-the-art school for underprivileged kids, or a clean site for vegetable growers. As JFK said, “One person can make a difference, and everyone should try.” Here, we are trying. 4)Being part of a group. Marketers have a unique bond exem- plified by the growth of associations that foster this sense of community amongst us weirdos. Attend a marketing confer- ence to see yourself reflected in never-ending mirrors. It is a revelation – you are not alone! Sharing frustrations and finding sympathetic ears is an aura-cleansing sensation, but it goes beyond that. We have and will continue to push our roles to have better places at the table and provide the best value to our firms by raising the bar for ourselves. 5)The rush of winning. If you have a healthy pursuit strategy, chances are you are competing for opportunities with great probabilities of being selected. If you win, you’re on top of the world; if you don’t, you still learn from the process. But let’s keep our eye on the ball. We are talking about winning here! Our “little community that could” is propelling businesses beyond their expectations. We are outside-the-box thinkers because we devote ourselves to understand the box in the first place. We are the curious bunch eager to learn something new every day and work alongside amazing individuals. Go for it my peeps of the Lambda Lambda Weirdos! JAVIER SUAREZ is the central marketing and sales support manager with Geosyntec Consultants. Contact him at jsuarez@geosyntec.com. “Our ‘little community that could’ is propelling businesses beyond their expectations. We are outside-the-box thinkers because we devote ourselves to understand the box in the first place.”

JAVIER SUAREZ, from page 11

a year and did like Forrest Gump. I ran back. Whatever your story, there are features that we can all take away from working in the industry – rubbing shoulders with architects, engineers, scientists, and contractors, and burning the professional services marketing midnight oil. 1)Working with smart individuals. A well-known quote says, “If you are the smartest person in the room, you are in the wrong room.” I relate to this passage every single day and find being in constant learning mode exhilarating. Not only is it imperative for us to have thorough knowledge of the market sectors our firms cater to, the services we offer, but we have to understand the solutions we propose to solve our clients’ problems. Learn from the people around you. “Think about all your friends in college studying marketing, business, journalism, even English. How many times did you hear them say, ‘I dream of working at “that” engineering firm?’ Let’s face the ugly truth: The majority of our clan members ended up here by accident.” 2)Teamwork. Maybe it is the ex-baseball player in me that feels at ease working in teams, but there’s no denying the magic in mixing the right combination of strengths from different in- dividuals. I usually feel like a coach trying to inspire our team and calling the right plays to score the winning run. It takes nine players, a deep bench, great coaches, and supportive management to go the distance – just ask the Cubs! 3)Making a difference. I highly value being part of an organi- zation that’s effecting change in the communities served and the world. It’s a great feeling knowing that you are a piece in

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