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ON THE MOVE ARCADIS WELCOMES WORLD-RENOWNED EXPERT TO EXPANDING RAIL TEAM Arcadis , the leading global design and consultancy firm for natural and built assets, announced Peter Turton, PE, will join the company as vice president and project director. In his role at Arcadis, Turton will be responsible for managing the construction of the firm’s future multi-billion-dollar rail transit projects. Turton brings more than 40 years of professional experience to Arcadis and is among an elite handful of world-renowned rail construction management experts. “We are delighted to welcome Peter to our national transit team as we continue to diversify and expand our rail transit construction management resources,” commented Wassim Selman, president of infrastructure for Arcadis. Turton has extensive experience as construction manager, having overseen over $20 billion in major infrastructure projects both domestically and overseas, including rail transit. Notable projects include the $1.9 billion John F. Kennedy International Airport AirTrain Light Rail Project and New York City’s Jamaica Intermodal Terminal Complex and $2.5 billion Seven-Line Subway Extension Phase One. He has significant international experience, including the management of design and construction of Heathrow Airport’s $500 million Terminal Five Tube Project, securing the $3.5 billion Green Line Rail Tunnel and Underground Station Project in Doha, Qatar, and the $8 billion North West Rail Link Complex Rail Tunnel and Underground Stations Project in Sydney. Turton holds both an M.S. and B.S. degree in civil engineering from the University of Birmingham, United Kingdom. He is a registered professional engineer in the state of California and a chartered engineer in the United Kingdom.

Take your advice from Mark Zweig to-go.

ATKINS HIRES GEORGE NASH AS CEO FOR NORTH AMERICA REGION Atkins , one of the world’s leading design, engineering, and project management consultancies, hired George Nash as CEO of its North America region. Nash has 30 years of experience providing a wide range of consulting, engineering, design, construction, and commissioning services to markets worldwide. His executive roles have included senior business development, operational, and profit and loss responsibilities. At AECOM he served as president of energy, infrastructure, and industrial construction. Prior to AECOM, Nash was with URS Corporation in a variety of senior leadership positions including president and COO of the energy and construction division. The division consisted of the power, industrial, infrastructure, mining, oil and gas, and federal environmental businesses. Uwe Krueger, Atkins’ CEO, said: “An accomplished executive in the infrastructure industry, Mr. Nash has demonstrated ability in executive leadership, operations, and business development. His knowledge, expertise, and collaborative approach will be instrumental in addressing some of North America’s most complex infrastructure challenges and in further growing our business there.” A registered professional engineer, Nash earned his bachelor’s degree in mechanical engineering from Brown University. In addition to his experience at AECOM and URS, he held a number of executive roles with Washington Group International, including president of their power business unit where he led the merger and integration of that business with URS Corporation. Nash started his career with Stone & Webster, Inc. with various roles in project and program execution.

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MARK ZWEIG, from page 1

3)Work on the broad philosophical stuff, but also work on the concrete, tactical stuff. Business plans need both. Some call the broad brush, big picture plans “strategic plans,” whereas the detailed, shorter-range plans are often called “tactical plans” or just “business plans.” I don’t care what you call it. I just know it is important to have both elements in your plan and, at a minimum, look at all of it at least once a year. 4)Keep your “do” list to a reasonable length. We all know what happens when you try to do too much. You either don’t get it done and feel bad or rush through it and do a less-than-best job at it. Neither is acceptable when it comes to your business planning. I like a reasonably short “do” list that will get done. And once it is you can always make up a new “do” list. 5)Keep the jargon down to a minimum. I read a plan earlier today that had so much in it that it was virtually unreadable. On top of that it was repetitive and used the same paragraphs more than once. Aaackkk!!! Why make your readers suffer? One last point. Business planning is a critical area. If you don’t feel you can manage it all on your own, get help. But be sure to ask on qualified people for their help. I would look for someone, who at a minimum, runs or has run a successful enterprise – not someone who has just read a bunch of books on business planning! MARK ZWEIG is Zweig Group’s founder and CEO. Contact him at mzweig@zweiggroup.com.

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THE ZWEIG LETTER December 12, 2016, ISSUE 1179

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