1173

Reasons to engage in M&A activity 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 O c t o b e r 2 4 , 2 0 1 6 , I s s u e 1 1 7 3

The people you meet

S ure – it’s hard to hire good people. There are lots of reasons for it. One of them is that we aren’t keying into the talent pool all around us. People in our network. People we meet. As the founder and manager of two companies, I am constantly looking out for good people. I’m a big believer in the old adage, “Hire for attitude, train for skills,” so maybe I have more options than some of you who seem Hell-bent on doing the exact opposite (you hire for education and registrations and then wonder why people don’t have communication skills/work ethic/ personalities!). My business partner in Zweig Group, Chad Clinehens, is someone I met at a conference. He was young and dynamic and was also a professional engineer. He was also an owner in his firm and very interested in the business of the AEC industry. He also, as it turned out, happened to be from Fayetteville (bizarre coincidence), though he wasn’t living here at the time! Months later we talked on the phone and now we have been working together for nearly four years. I have always been open about the fact that one reason I teach is to meet smart young people. We have several of my former students here including a fellow who works in our events area and our accounting manager/controller, whom we first hired as an intern while she was in school. Our head of events is a fellow who I also met at the University but who was in a staff job in charge of the business school’s management education outreach center.

In 2015, “ adding of staff ” was the lowest ranked reason for firms to engage in M&A activity. This year, according to the 2016 Merger & Acquisition Survey , it was one of the highest ranked reasons, surpassed only by adding clients . Entering new markets , expanding services , and expanding geographically , were less important factors this year. The importance of adding staff hints at a labor shortage for quality staff. (Special discount to TZL subscribers: Use code SRVY35off to order this survey at 35 percent off at zweiggroup.myshopify.com/collections/ frontpage) F I R M I N D E X Affinis......................................................3

“Keep your eyes and ears open for the good people who are all around you! They’re there – but maybe you haven’t been seeing them!”

Mark Zweig

Crafton Tull............................................11

MORE COLUMNS xz GUEST SPEAKER: Golden handshake — deferred Page 5 xz BRAND BUILDING: Content is king Page 9 xz ENGINEERING INSIGHTS: Employee engagement, YEI style Page 11

HDR........................................................2

ISG. ......................................................12

Pennoni. .................................................8

Raasch Engineers | Architects...............12

See MARK ZWEIG, page 2

Not abottom line guy

A/Edeliverable: suicide

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

ON THE MOVE BEN PIERCE TO LEAD AV/CV TECHNOLOGY PROGRAM AT HDR Ben Pierce , industry expert in the emerging field of autonomous and connected vehicles, has joined HDR as AV/CV program manager. Based in Columbus, Ohio, Pierce joins HDR as a national thought leader drawing on more than 25 years of transportation technology experience. Prior to joining HDR, he led Battelle’s transportation business line, focusing on developing these technologies and leading multiple research and development, task-order contracts with the United States Department of Transportation. Pierce’s vision and understanding of transportation technology made him a key contributor to Columbus, Ohio’s successful Smart City Challenge application. Columbus bested six other cities and secured a $40 million grant from USDOT, as well as $10 million from Vulcan and $90 million in other public and private funds. “Technologies in the transportation industry are advancing at remarkable speeds and will accelerate during the next five years,” Pierce said. “HDR is well positioned to advance these technologies because they will be implemented at the state and local level, where HDR has the commitment and history of supporting client agencies as a trusted partner.”

An Ohio native, Pierce earned his bachelor’s in mathematics and master’s in statistics from Miami University in Oxford, Ohio. Research, development, and deployment of AV/CV technologies comprised much of his work for the past decade. His experience includes research, development, and prototypes of connected vehicle and dynamic-mobility applications on behalf of USDOT. His notable USDOT research projects include: Transit Safety Retrofit Package; Transit Bus Stop Pedestrian Warning; and Response Emergency Staging and Communications Uniform Management and Evacuation. Pierce’s arrival at HDR coincides with the firm’s efforts to develop tools that will help transportation agencies understand scenarios associated with the inevitable changes technology will bring. These tools will allow agencies to assess smart technologies before integrating them into their strategic planning, according to Bernie Arseneau, HDR director of traffic management systems. “Ben’s hands-on experience with the nuts and bolts of automated-vehicle technology complements our understanding of technology’s role in shaping the future of smart infrastructure,” Arseneau said. “Ben will help HDR bring even greater value to our clients as they plan for technology’s impacts on their communities.”

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

Facebook has proved to be a great recruiting tool. We brought on a fellow I met through common interests in old cars and motorcycles. He was a multi-talented guy with a wide range of knowledge about design and construction (in addition to oddball cars and two-stroke motorcycles). We had lunch and I learned that he had a structural concrete company with a partner who wasn’t as interested in growing the business as he was and he was ready for a career shift. He’s thrived in our environment. We have another fellow working for us who I met when he was working as a waiter in a high-end restaurant. I could see he was a smart guy and over a period of time we struck up a friendship. I gave him and his girlfriend some advice on a house they bought. We talked and I learned he was actually an attorney who graduated near the top of his class. A few years of working in a local law firm gave him a bad taste for the legal profession so he was biding his time trying to figure out what he ultimately wanted to do. We hired him in our recruiting area. Our new head of IT/electronic marketing is a guy who himself was a founder of a multi-year Inc. 5000 company. I met him through his wife who is a successful mortgage banker in our area who I dealt with in my other business, Mark Zweig, Inc. But we probably wouldn’t have hired him had it not been for a re-introduction from another person here – our newsletter editor – a fellow I first met when he interviewed me for the local business paper. The point of all this is very simple. Keep your eyes and ears open for the good people who are all around you! They’re there – but maybe you haven’t been seeing them! MARK ZWEIG is Zweig Group’s founder and CEO. Contact him at mzweig@zweiggroup.com.

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.

THE ZWEIG LETTER October 24, 2016, ISSUE 1173

P R O F I L E

Affinis provided base mapping, power coordination, and surveying for the design of various dynamic message signs, closed-circuit televisions, and radar-vehicle detection along approximately eight miles of I-35 and approximately 10 miles of I-70 in Kansas City. / Affinis

Not a bottom line guy Leader of Kansas-based civil engineering firm learned a lot during the recession, and has found a nice niche inspecting levies and dams.

By LIISA ANDREASSEN Correspondent

RW: These questions have provided me with a good chance to reflect – something I don’t get a chance to do often. In 2001, we grew quickly. We added a great number of staff, but got too full of ourselves too quickly. In 2004, we had to reduce staff. It was a tough situation as a new company. Since then we have learned to stay within our scope and not grow too quickly. This experience also set us up to handle the larger recession in 2008. “I keep my promises and think that’s one of the most important things you can do. Keep your word and do what you say you are going to do.”

I t’s about the client experience, not just the proj- ect. That’s the philosophy of Affinis co-founder Rick Worrel. Affinis (Best Firm Civil #15 for 2016), a 31-person firm based in Overland Park, Kansas, is named after the Latin word “affinitas,” a quali- ty that makes people or things suited to each oth- er. And that’s exactly what Worrel and his staff are focused on capturing. Affinis was founded in 2001 by Worrel and John Thomas. Thomas has since re- tired, but Worrel continues to support the mission. A CONVERSATION WITH RICK WORREL. The Zweig Letter: What did you want to be grow- ing up? Rick Worrel: A structural engineer – like my dad. TZL: What’s the firm’s service focus? RW: In the beginning, we were focused on trans- portation but have expanded into stormwater capa- bilities. Smaller projects continue to be a strength and we do a great deal of levy and dam inspections and rehabilitation and design of levies and dams. It’s a nice niche service that sets us apart as a small company. TZL: Any lessons learned along the way?

Rick Worrel, Co-founder, Affinis

TZL: What are your key leadership strengths?

RW: You should probably ask this question to my co-workers. I like to think I’m approachable, hon- est, and lead by example. I keep my promises and think that’s one of the most important things you can do. Keep your word and do what you say you are going to do. TZL: How would you describe your leadership style? See Q&A, page 4

THE ZWEIG LETTER October 24, 2016, ISSUE 1173

4 RW: Collaborative consensus builder. I try not to micro- manage. I’m compassionate – maybe to a fault. I’m not a bottom line type of business owner. I really think about how decisions are going to affect people’s lives. TZL: What’s been your greatest challenge to date and how did you handle it? RW: In 2001, we were full of optimism. We quickly real- ized that things could spin out of control quickly. In 2004, we learned to work hard to keep morale positive and focus more on relationships, internally and externally. TZL: What is your vision for the future of Affinis? RW: Coming out of the 2008 recession, we are still a bit ant- sy, waiting for the next shoe to drop. We are working to play offense instead of defense. We are focused on growth initia- tives – revenue and profit growth – and are also working on a strategy for internal succession. Q&A, from page 3 “I’m compassionate – maybe to a fault. I’m not a bottom line type of business owner. I really think about how decisions are going to affect people’s lives.” TZL: Tell me about a recent project you are especially proud of and why. RW: There are two I’d like to tell you about. The first one is with the Kansas Department of Transportation. We had to work to build a relationship with them. We nurtured the relationship, worked with legislators, and got noticed. We got a project for a new transportation project and it all came down to perseverance. The second is a project with the Corps of Engineers. In 2009/2010, we were selected for a national contract – dam and levy safety inspections. As of today, we have inspected 57 levy systems in the upper Mid- west and this has led to the cultivation of other contracts that may help us to diversify our revenue stream. Again – it’s all about building those relationships. TZL: How have you helped your firm to stay competitive? RW: We’re very focused. We have a small client target list. You can’t be everything to everybody. We focus on the over- all client experience. TZL: Is there any news you care to share about what’s currently happening at Affinis? RW: We’ve added a new service niche – intelligence trans- portation systems. TZL: Are you married? Do you have children and/or pets? RW: I’ve been married for 25 years. We have three daugh- ters, ages 16 to 35; three grandchildren; one dog and a fish. TZL: What’s one thing most people at the firm don’t know about you? RW: They know everything.

Affinis has inspected nearly 60 levies for the U.S. Army Corps of Engineers. / Affinis

TZL: What’s your best vacation spot? Do you have a dream destination? RW: My wife and daughters love the beach so many of our vacations tend to be around the water. If it was up to me, I’d head to the mountains. Social media is a great tool for shar- ing vacation photos and I’ve seen some beautiful ones of Switzerland and Italy. I’d like to get there one day. TZL: What’s the last book you read? RW: A book about leadership by John Maxwell and Tom Clancy, The Bear and the Dragon . TZL: What’s the last movie you saw? RW: I’m a sci-fi junkie – the last Star Wars movie. TZL: What’s the best piece of work-related advice you ever received? RW: Early in my career, I was told that the best way to man- age is to walk around. Get up out of your seat. Get to know people – personally, not just professionally. Don’t look over their shoulder, just get to know them. TZL: Who is a leader you admire? RW: My dad. He was a professional engineer who passed away at a young age. I’ve tried to emulate his leadership style and implement his business philosophy. If you make your employees part of the company, the rest will be a piece of cake. TZL: What activities do you enjoy outside of work? RW: I’m a soccer dad. I also like to work out and stay fit and enjoy date nights with my wife. TZL: What’s your favorite lunch? RW: Well – favorite? Cheeseburger, french fries, and a choc- olate shake. But, what do I actually eat? More and more, I’m getting to like grilled chicken and salmon with a salad. “We are focused on growth initiatives – revenue and profit growth – and are also working on a strategy for internal succession.”

THE ZWEIG LETTER October 24, 2016, ISSUE 1173

O P I N I O N

Golden handshake – deferred A trio of profound shifts in the A/E/P industry has made it much more difficult for firm owners to retire.

A s I enter my mid-50s (never thought it would happen) I have become privy to many private conversations from my age-related peers at A/E firms around the subject of retirement. Many guys my age thought that by the time they had been working for 25 years or more in their architecture or engineering firms that they would be in a great position to retire in the near future.

June Jewell

leaders to come forth and get a piece of the action – but where are they? The other big topic that seems to be confusing and concerning today’s leaders is the lack of interest of the younger generations in purchasing ownership shares. While there used to be some prestige and pride in ownership years ago, today’s 40 and under technical staff are not as interested in taking risk, investing, and joining firms where there could be a long wait to get to a significant leadership role. These conditions have led to three primary issues “The exit that many leaders thought would take place in their mid- to late- 50s is now getting delayed to 65 and older.”

They are now discovering that this great dream of retiring in a warm location after the kids graduate from college is not going to be as easy as they thought. The rise to the top has not proven to deliver the golden handshake they thought they had earned by now. Because of tough economic realities and the lack of resources to take over their roles, the long awaited retirement plans are going to require much more planning, effort, and financial consequences. In looking at the current state of the A/E industry, it is easy to see the aging of A/E firm principals. I attend many industry conferences each year, and the primary topics of conversation are around mergers and acquisitions, transition planning, and preparing emerging leaders. The exit that many leaders thought would take place in their mid- to late-50s is now getting delayed to 65 and older. This harsh reality is affecting the industry in many ways and paving the way for ambitious younger

See JUNE JEWELL, page 8

THE ZWEIG LETTER October 24, 2016, ISSUE 1173

A/E su

P R O F I L E

A/E deliverable: suicide A report by the Centers for Disease Control and Prevention shows architects and engineers have the fifth highest suicide rate among 22 occupations.

By RICHARD MASSEY Managing Editor

Alaska, Colorado, Georgia, Kentucky, Maryland, Massachusetts, New Jersey, New Mexico, North Carolina, Ohio, Oklahoma, Oregon, Rhode Island, South Carolina, Utah, Virginia, and Wisconsin. What makes the CDC report groundbreaking is that for the first time, occupation codes – hashed out by a team of six scientists – were used to cat- egorize the data contained in the National Violent Death Reporting System, or NVDRS. As the new coding system brings shape to suicide rates by oc- cupation, the CDC now has a better understanding of where the biggest problems are. “We noticed there was a gap in the suicide literature by occupation.” “We noticed there was a gap in the suicide litera- ture by occupation,” says lead report author Wendy McIntosh. While the rates were studied, the cause for the rates was not.

A report recently issued by the Centers for Dis- ease Control and Prevention sheds light on a concerning statistic for the A/E industry – among the 22 occupations studied, architecture and engi- neering has the fifth highest rate of suicide at 32.2 per 100,000 population. Right at double the national rate of 16.1 per 100,000 population, the data for architects and en- gineers show that 96 percent of suicides are among males, and that 34 percent are between the ages of 35 and 54. Overall, the study shows that farming, fishing, and forestry, at 84.5, has the highest sui- cide rate, while education and library, at 7.5, has the lowest rate. The eight-month study was based on information culled from 12,312 suicides in 17 states from 2012. The data is in the National Violent Death Report- ing System, a CDC system that collects information from death certificates, coroners, law enforcement, and toxicologists. States included in the study were

Report Co- author, Erica Spies, CDC

Report Co- author, Wendy McIntosh, CDC

THE ZWEIG LETTER October 24, 201

E suicides

Zweig Group is social and posting every day! C O N N E C T W I T H U S

facebook.com/ ZweigGroup

twitter.com/ ZweigGroup

linkedin.com/company/ ZweigWhite

blog. ZweigGroup .com vimeo.com/ ZweigGroup

“We didn’t look at the narratives, we just looked at the num- bers,” McIntosh says.

the profession, and help identify best practices, as well as encourage firms to develop policies to redefine success.” McIntosh says the team of researchers did not go into the study with any preconceived notions. Their job was to de- velop the nomenclature, run the numbers, and tally the re- sults. “We just wanted to look at the data we had available,” she says. According to a March 2015 report by The Boston Globe , the campus suicide rate at MIT, the nation’s preeminent school for engineers, was higher than the national average. According to the Globe , over the last decade the undergradu- ate MIT rate was as high as 12.6 per 100,000 students, com- pared to the national campus average of between 6.5 and 7.5. In the discussion section of the CDC report, the authors point to general reasons why a person would commit sui- cide, and those reasons might apply to the A/E industry. “The AIA takes seriously the physical and mental health of architects. All of the ACA- compliant plans offered through our health insurance exchange contain mental health coverage as part of the required EHB or Essential Health Benefits.”

“Occupational groups with higher suicide rates might be at risk for a number of reasons, including job-related isolation and demands, stressful work environments, and work-home imbalance ….”

The American Institute of Architects issued this statement:

“The AIA takes seriously the physical and mental health of architects. All of the ACA-compliant plans offered through our health insurance exchange contain mental health cov- erage as part of the required EHB or Essential Health Ben- efits. When an AIA member uses the AIA Trust Health In- surance Exchange, the health plan contains mental health coverage benefits.” The American Society of Civil Engineers did not respond to The Zweig Letter ’s request for comment.

The AIA also had this to say:

“We are investigating the attributes of a truly successful ar- chitecture firm culture. These attributes include a focus on professional development and work-life balance. This focus also includes transparency between firm/project leadership and staff, diversity and inclusion, and a conspicuous appli- cation of a collaborative studio environment. We are look- ing for ways to benchmark these factors, provide tools for

See SUICIDE, page 8

ETTER October 24, 2016, ISSUE 1173

BUSINESS NEWS PENNONI OPENS MIAMI BEACH OFFICE Pennoni (Hot Firm # 48 for 2016), an award-winning multidisciplinary firm, has announced the opening of a new office location in Miami Beach, Florida. The office is located at 350 Lincoln Road, Miami Beach, Flordia. Miami area office initiatives are led by Steven Elias, PE, a civil/site division manager at Pennoni. While leading the efforts in Miami Beach, Elias is responsible for managing and developing the office and offering support to existing customers in the Southeast through the recruitment of regional staff and the launch of business development initiatives.

“We are very excited on the opening of our office in Miami,” says Senior Vice President and Director of Strategic Growth Joseph Viscuso. “The type of projects that are being contemplated align very well with the skill sets of our firm and we look forward to working with clients in the region in the development of innovative solutions moving forward.” Elias earned his B.S. in civil engineering and his master’s in environmental engineering from Pennsylvania State University. With more than 24 years of engineering experience, Elias has led master planning efforts for more than 18 significant and diverse municipal

infrastructure programs for transportation, water, wastewater, reuse, solid waste, and storm water infrastructure in Florida. He also holds an adjunct professor position at Florida Polytechnic, teaching engineering project management and master planning. Elias is affiliated with such organizations as the American Society of Civil Engineers, the National Society of Professional Engineers, Rotary International, Polk Vision’s Economic Development Team, Winter Haven Economic Development Council (as vice chair), and is involved in several education system and STEM committees.

JUNE JEWELL, from page 5

where many firms don’t have the cash flow to buy out their older owners, and the ones that do have found themselves strapped and limited in how they can grow. The commoditiza- tion of A/E services has affected many of today’s owners by limiting their options and extending their retirement ages. 3)Lack of qualified emerging leaders. As discussed, today’s younger staff are not as excited about firm ownership, and less likely to want to work for the same firm their entire lives. They are often thrown into project manager roles with little to no training which has also affected the financial success of many firms in this competitive market. The lack of business acumen at the PM level is a real issue, and often a contributor to the lower profit margins that many firms are experiencing. This combination of lack of interest and loyalty, and absence of business management skills is causing many firm prin- cipals to have to hold on much longer than they wanted or planned. So what is the answer to this problem? I believe that A/E firm leaders need to develop a strategy to improve profitability, finance their retirement over a longer period of time, and develop leaders who can take over for them. This will involve a multiple-stage approach to improving business operations and resulting project profit margins by eliminating scope creep, improving win rates and utilization, and training today’s PMs to gain business management competency. JUNE JEWELL is president of AEC Business Solutions. Connect with her on LinkedIn and learn more about how to improve your firm’s financial performance at aecbusiness.com. “We are investigating the attributes of a truly successful architecture firm culture. These attributes include a focus on professional development and work- life balance. This focus also includes transparency between firm/project leadership and staff, diversity and inclusion, and a conspicuous application of a collaborative studio environment.”

that are keeping today’s leaders from retiring, and solving these problems could require some extreme measures and investment of time: “I believe that A/E firm leaders need to develop a strategy to improve profitability, finance their retirement over a longer period of time, and develop leaders that can take over for them.” 1)Firm valuation. The Great Recession has caused many firm founders and principals to have to wait to retire many years later than planned. Financial setbacks caused by firm shrink- age has meant that leaders hopeful to sell their firms years ago found that either there weren’t any buyers, or their firm value has shrunk too low to get the price they were looking for. Another fallout from the recession was a litany of bargain basement shoppers looking for desperate owners that had to sell lower. It has been hard for many smaller firms to bounce back from that. In many areas, there are more sellers than buyers making it a buyer’s market. For many owners, an M&A exit just doesn’t have the same appeal that it had before the Great Recession, and in most cases, a much lower payout. 2)Low profit margins. Another effect of the recession is lower profit margins. More competition has led to low-bidding and clients expecting more for less. This has led to a scenario

SUICIDE, from page 7

“Occupational groups with higher suicide rates might be at risk for a number of reasons, including job-related isola- tion and demands, stressful work environments, and work- home imbalance ….” A big reason why the CDC conducted the report is to iden- tify the problem so that solutions can be found, particularly for people already in their professions. “The workplace is one of the best places we have to reach an adult,” McIntosh says. If you are suicidal or if you are around someone who might be suicidal, the free 24/7 National Suicide Prevention Life- line is 800-273-TALK (8255).

THE ZWEIG LETTER October 24, 2016, ISSUE 1173

O P I N I O N

Content is king If you want to drive traffic to your website and your brand, it helps – a lot – to be an expert in your given field.

I t’s true. The origin of your web traffic is most likely from Google, Facebook, Yahoo, or maybe even Amazon. Your average web user begins looking for your service or product via web search, leading to you, your product listed elsewhere, or worse, your competition. Learning how the modern web works and how to work within those systems and practices can make or break a company at an alarming rate. Before we get into a few strategies, let me give a little introduction and disclaimer.

Jay Thornton

Most importantly, I’m not an “SEO vendor.” Google has gotten way too good at indexing the web to be fooled by tags, link pools, and other old strategies. The words for the day are “context” and “relevance” within a subject matter. You genuinely have to know your business to consistently rank well within your category, industry, or service. “You’ve got to get the best content out there, know what other people are saying about you, and address them, good and bad.” Here are a few strategies that are proven through my years of building web and social marketing platforms and businesses: ❚ ❚ Content is king. There’s a buzzword you might have heard before. Today though, it is more relevant than ever. Not only do you have to know your business, you have to write, record, and post about it. Your average search engine is indexing your entire site, all

the discussion around it and any reference, review, or rich media content on any and all sites. You’ve got to get the best content out there, know what other people are saying about you, and address them, good and bad. ❚ ❚ Location, location, location. Be everywhere your target market might be. Do your clients play a lot of golf? Maybe it’s time to enter a golf scramble, and place an ad in a golf magazine, and target a social media ad buy to golfers within 25 miles of your target region between the ages of 38 and 55 with a median annual income of $155,000 (yes, you can do that). Once all that is done, talk up your golf game and what your service or product has done or is doing to improve their experience every day on the course. This establishes contextual relevance between you, your customer, and the industry you are working within. The entire concept is to be wher- ever your customer already is, with your message in hand. ❚ ❚ It’s not a broadcast, it’s a conversation. The broadcast days are done. If you’re not communicat- ing with your customers, you’re going to fade away. See JAY THORNTON, page 12

THE ZWEIG LETTER October 24, 2016, ISSUE 1173

C A L E N D A R : NOVEMBER 2016 The Year in

award

seminar

webinar

deadline

Autodesk University

International Specialty Conference onCold- FormedSteel Structures

Seventh International Conference onCoupled Instabilities in MetalStructures

Infrastructure Conference Global gathering of

Autodesk’s annual user conference is attended by more than 10,000 design, engineering, and manufacturing professionals. Features more than 650 classes and sessions and an exhibit hall with more than 160 authorized developers and partners. cost: $2,175 location: Las Vegas more info: au.autodesk.com

leading figures in the world of infrastructure design, construction, and operations features presentations and interactive workshops exploring the intersection of technology and business drivers, and how they are shaping the future of infrastructure delivery and investment returns. location: London more info: bentley.com/yii2016

The conference will include the following subjects concerning cold-formed steel: ❚ ❚ Basic and applied research ❚ ❚ Structural design ❚ ❚ Development of new products ❚ ❚ Development of new design criteria ❚ ❚ Manufacturing technique ❚ ❚ Construction methods ❚ ❚ Economy and effective use of cold-formed steel ❚ ❚ Engineering education cost: $560 location: Baltimore more info: ccfssonline.org/ international-specialty-confer- ence/ AEC Business Development Training AEC Business Develop- ment Training is a one-day seminar that was specifically developed to help design and technical professionals in architecture, engineering, planning, and environmental firms become more comfort- able dealing with clients and promoting the firm and your services. cost: first attendee: $974; ad- ditional attendees: $825 location: Atlanta more info: zweiggroup.com/ seminars/bizdev/

Join the world’s experts in structural stability to advance understanding of the complex interactive stability problems associated with thin-walled and slender structures. cost: $850 location: Baltimore more info: ce.jhu.edu/cims2016

Design-Build

Conference &Expo The Design-Build

Trimble Dimensions 2016 User Conference

AEC Business Development Training

Institute of America is the only organization that defines, teaches and promotes best practices in design-build. Design- build is a collaborative approach to project delivery that integrates design and construction with a single-point of responsibility contract. location: Las Vegas more info: designbuildexpo.com

Dimensions 2016 provides insight into how information technology can transform the way professionals work. Attendees will see first-hand how their industry peers use Trimble’s end-to-end technol- ogy to easily transform data into intelligent, usable informa- tion. Attendees will also learn how new tools, processes and ideas can help make a positive impact on their business and discover how to overcome challenges in today’s competi- tive business environment. Conference highlights include: ❚ ❚ More than 450 educational sessions ❚ ❚ More than 30 specialized tracks with many sessions qualifying for Professional Development Hours ❚ ❚ Computer software training labs ❚ ❚ And more! cost: $1,595 location: Las Vegas more info: trimbledimensions. com

Could every person in your firm describe your services in a suc- cinct and persuasive way that demonstrates what sets you apart from the competition? It’s not enough to have the technical ex- pertise to complete projects, you need seller-doers who can convey excitement and tailor the mes- sage for the audience. Everyone is not a born seller, but everyone can learn how to be more effec- tive at capitalizing on opportuni- ties, creating business, marketing, and promotion. AEC Business Development Training is a one-day seminar that was specifically developed to help design and technical profession- als in architecture, engineering, planning, and environmental firms become more comfortable deal- ing with clients and promoting the firm and your services. cost: first attendee: $974; addi- tional attendees: $825 location: Seattle more info: zweiggroup.com/semi- nars/bizdev/

Becoming

aBetter Recruiter

Our goal is to help you improve the recruitment and retention activities at your firm and help you start thinking about the future when it comes to talent acquisition. The market is constantly changing and Zweig Group wants to help you stay ahead of the curve. cost: free more info: zweiggroup.com/semi- nars/better_recruiter/

THE ZWEIG LETTER October 24, 2016, ISSUE 1173

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A few years ago I read an article about how employees hate evaluations and supervisors hate having to do them. It went on to claim that not only do we procrastinate, but when we do get around to doing them, 90 percent do more harm than good. Employee engagement, YEI style The annual employee evaluation is outdated and might just do more harm than good. Try something new. Try something better.

Jim Tull ENGINEERING INSIGHTS

May of 2015, I approached our board to ask for a fairly radical change. I wanted to eliminate annual evaluations and the Employee of the Quarter program, which one of our smaller offices referred to as the, “But it was John’s turn to get it this quarter” program. My idea was to replace them “Let’s face it, our industry, by and large, is resistant to change. However, the incoming new, younger workforce communicates differently than those that have been around for 20 or more years.”

Throughout more than 20 years as CFO at Crafton Tull (Best Firm Multi Discipline #43 for 2015), I have seen changes in the market, technological advancements, unprecedented growth, economic downturns, etc. The one mainstay is our dedicated, talented employees. Let’s face it, our industry, by and large, is resistant to change. However, the incoming new, younger workforce communicates differently than those that have been around for 20 or more years. With this in mind, one of my first actions upon assuming the role of leading human resources was to Google ideas on new and effective ways to promote employee recruitment and retention. Through this search I found a software service called YouEarnedIt! and requested a demo. I was hooked.

See JIM TULL, page 12

When we completed our strategic planning in

THE ZWEIG LETTER October 24, 2016, ISSUE 1173

TRANSACT IONS ISG EXPANDS OFFICES TO GREEN BAY, WISCONSIN ISG (Best Firm Multi Discipline #22 and Hot Firm #58 for 2016) acquired Green Bay-based Raasch Engineers | Architects , the eighth location for the multidisciplinary firm. For more than 20 years, Raasch Engineers | Architects has provided professional design services to some of the largest and most recognizable industrial clients. Raasch Engineers | Architects has also established solid roots within the state and other critical industries such as healthcare, commercial, and government. With expertise in architecture, steam and power, process, electrical engineering, and structural and

mechanical engineering, Raasch Engineers | Architects increases ISG’s professional team to more than 230. “ISG was no stranger to the expertise-driven reputation that Raasch Engineers | Architects prided itself on, as we have partnered on projects in the past. ISG’s growth in Wisconsin, with significant expansion in La Crosse and now in Green Bay, helps us support even more opportunities with other clients throughout the upper Midwest and nationwide,” said Chad Surprenant, ISG president and CEO. “Raasch Engineers | Architects had defined

strategic opportunities, such as this acquisition, in recent business plans as combining forces with a progressive, entrepreneurial, and driven firm like ISG synced perfectly with our future goals, desires, and client approach. We will now be able to offer past and present Raasch Engineers | Architects clients the same responsive and creative services, with the added power, creativity, and strategic approach that ISG has built over the past 40 years,” stated Gary Schneider, former Raasch Engineers | Architects president, and current ISG Green Bay office leader and architect.

JAY THORNTON, from page 9

Value and made visible to the entire company. One Monday morning a company executive noted on a post that, “I would never had known we had a full office of people working this weekend if it were not for YEI.” This is a very high-level look at taking ownership of your “homepage.” This takes a determined and ongoing effort to maintain. Also, digital marketing, social media, and web content should always be used in tandem with other media types to reach the best targeted audience, adding another level of complexity to your overarching strategy. That said though, the returns can be explosive once you get into a routine and rhythm with content, commentary, and exposure. Dip your toe in the water and you might be surprised by the results. After that, the rest is strategy and scaling. JAY THORNTON is Zweig Group’s director of IT and eCommerce. He can be reached at jthornton@zweiggroup.com. Since the July 1, 2015 launch, there have been 8,100 total recognitions sent and more than 2.6 million points. That is about 10 percent of our company sending kudos to their colleagues on a daily basis. And the back-office data is more meaningful than any we got from the dreaded evaluations. Employees can download a “brag report” to review with their supervisor to show how valuable they are to their team. However you choose to do it, encourage your employees to send fellow employees recognition for a job well done. JIM TULL IS CFO at Crafton Tull. He can be reached at jim.tull@ craftontull.com. “We have learned people are more interested in co-workers’ feelings about their job performance than supervisors or some higher up sitting in another state.” well cared for child. Start small, build the site up with content and functionality based on what your visitors request and where they go the most. Watch your analytics and react ac- cordingly to best nurture engaged, repeat traffic. Enhance web content with related social streams, images, and conversation, and share, share, share. Get your audience involved in discus- sions around your product or service and your relevance goes up, along with your page rank.

Customers don’t show much repeat business to vendors or service providers that aren’t there to assist with the purchase decision or work with them after the fact. Further, a customer who feels involved in the process will become a brand advo- cate, broadcasting on your behalf, and increasing your contex- tual relevance. “Digital marketing, social media, and web content should always be used in tandem with other media types to reach the best targeted audience, adding another level of complexity to your overarching strategy.” ❚ ❚ Keep it current. Finally, update regularly. We used to build websites like houses. Loads of planning, months of prepara- tion and development, then let it sit for a year or two and start all over. Today, the best sites are grown over time, like a

JIM TULL, from page 11

with YEI. Fortunately, they shared my enthusiasm and we rolled out YEI on July 1, 2015. The employees loved it. Here’s how it works: YEI creates a website specific to Crafton Tull. Each employee creates a profile with a photo and information about themselves, sharing as little or as much as they like. Once the profiles are listed, everyone gets 2,500 points each quarter. The purpose is to award points to fellow employees they feel go above and beyond. Each point is worth a penny. As points are given and accumulated, they can be spent in the rewards store. While there are 200 different prizes ranging from Amazon gift cards to lunch with the boss, the first 90 days more than 60 percent of the redemptions were for donations to the Crafton Tull Foundation. Keeping with the charitable sentiment, the recent flooding in Louisiana brought a request from an employee to set up a donation in YEI prize “Buck$ for the Bayou.” Donations reached more than $200 within the first hour of posting. We have learned people are more interested in co-workers’ feelings about their job performance than supervisors or some higher up sitting in another state. People are generous. Posts can be tagged with a Crafton Tull Core

THE ZWEIG LETTER October 24, 2016, ISSUE 1173

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