TZL 1388 (web)

TZL: It is often said that people leave managers, not companies. What are you doing to ensure that your line leadership are great people managers? CH: We’ve expanded the development and review process. The management team is now better equipped. We invest in resources and training. We also do firmwide emotional intelligence training and have a strong growth plan that sets people up for success. And, there’s HLB University once a month that helps to develop leadership opportunities within the firm. So much of what we are about has to do with communication and transparency. It’s a symbiotic relationship. We never brush stuff under the rug, but deal with it head on. TZL: Is change management a topic regularly addressed by the leadership at your firm? If so, elaborate. CH: Yes. Constantly. It’s part of our strategic planning. We get buy-in and focus on change management from within rather than from the top down. It keeps us fresh, innovative, and moving forward. We have weekly check-ins at town halls and talk about anything that’s changing and everyone is invited. We typically have about 90 percent attendance. We also do a lot of surveys in-house to instill buy-in. We recently started using a new survey system from Spain called TypeForm. “So much of what we are about has to do with communication and transparency. It’s a symbiotic relationship. We never brush stuff under the rug, but deal with it head on.” TZL: How often do you valuate your firm and what key metrics do you use in the process? Do you valuate using in-house staff or is it outsourced? CH: We do an annual valuation in December. It’s a third-party audit. All the usual metrics are used (i.e., revenue, cash, liabilities, and backlog). TZL: HLB’s website says that clients choose HLB for the “why” and “who.” Can you give me a recent example that illustrates this? CH: We actively survey our clients and the answers we most get about why they like

work, thrive, and communicate. People want a sense of community too. So, we’re rethinking what’s critical together and what’s not. “We’re always in a growth mindset. It fuels opportunities for others. Our growth is primarily organic and we have an active group in the firm that looks at geographic expansion.” TZL: How far into the future are you able to reliably predict your workload and cashflow? CH: We have weekly projection meetings where the whole team provides projection forecasts. We recently invested in some technology to help with that. I’d say we can predict workload and cash flow very well for three months, good for six months, and decent for one year. TZL: How much time do you spend working “in the business” rather than “on the business?” CH: I work on billable work about 25 percent to 40 percent of the time. The rest is divided between firm oversight and business development. Everyone in the firm works on business development. TZL: Trust is crucial. How do you earn the trust of your clients? CH: Our company values earn their trust: artistry, curiosity, integrity, balance, and legacy. Also, we are moving into the future at all times. This instills trust. We work with clients to be part of the solution even if we did not create the problem. We stick by them. As a result, we have 80 percent to 90 percent client retention. TZL: The last office HLB opened was Austin in 2018. Plans for future geographic expansion? All organic growth? Any acquisitions? If not, why not? CH: We’re always in a growth mindset. It fuels opportunities for others. Our growth is primarily organic and we have an active group in the firm that looks at geographic expansion. Currently, we have our eyes on several markets and are always open to new ideas. In 2018, we merged with Illumination Arts and that has proved to be a successful venture.

HEADQUARTERS: New York City NUMBER OF EMPLOYEES: 90 YEAR FOUNDED: 1969 NUMBER OF OFFICE LOCATIONS: 7 and several remote teammates SERVICES: ❚ ❚ Architectural lighting ❚ ❚ Daylighting ❚ ❚ Sustainable design ❚ ❚ Lighting controls ❚ ❚ Custom luminaires ❚ ❚ Product design ❚ ❚ Light art ❚ ❚ Digital media OWNERSHIP: 72 percent women- owned BENEFITS AND PERKS: ❚ ❚ Stay healthy benefits ❚ ❚ Generous PTO ❚ ❚ 401(k) plan ❚ ❚ Firmwide gatherings ❚ ❚ Flexible work options ❚ ❚ Educational opportunities ❚ ❚ Access to best tools and technology ❚ ❚ Half-day Fridays for three seasons ❚ ❚ Fridays off in summer

See FUTURE FOCUSED, page 8

RIL 19, 2021, ISSUE 1388

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