1130

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 7 , 2 0 1 5 , I s s u e 1 1 3 0

PM general skills training

A little ADD isn’t all bad The work and talents required of an A/E principal means that some traits associated with attention deficit can be useful.

Preparation of project budgets is the most common type of general skills training for respondents to Zweig Group’s 2015 Project Management Survey , with 51 percent receiving that type of training. Preparation of fee estimates is next at 47 percent, followed by client relations at 46 percent, and preparation of project schedules at 36 percent. Percentages total more than 100 because respondents could select more than one option. — Vivian Cummins, research analyst assistant . F I R M I N D E X ACE Group ...................................................... 2 AEC Business Solutions .................................. 8 AGC Houston ............................................... 12 Albert Risk Management Consultants ................ 2 Anthracite Realty Partners ................................. 2 Aon plc ............................................................ 2 Bennett Benner Partners . ................................ 2 Balfour Beatty Construction .............................. 2 DALLASWHITE Property Restoration . ............... 9 Dan Ryan Builders . ....................................... 11 DesignLabWorkshop ....................................... 3 District of Columbia Water and Sewer Authority . 2 Empresas ICA S.A.B. de C.V. ........................ 10 ESIS Inc. . ....................................................... 2 Fluor Corporation . ......................................... 10 Gilbane ......................................................... 12 Hanley Wood ................................................ 11 Hearthstone .................................................. 11 ICA Fluor ....................................................... 10 InterPlan . ...................................................... 12 Kcalin H&G ................................................... 10 Kohler Company ........................................... 11 MFL Consulting ................................................ 2 NELSON . ....................................................... 8 Newforma ....................................................... 8 Parametrix ..................................................... 12 Pemex Transformacion Industrial . ................... 10 Planifi .............................................................. 7 Ship & Shore Environmental Inc. .................... 10 Tetra Tech Inc. . ............................................. 10 Wantman Group . ............................................ 8 WD . ............................................................... 8 Westwood ...................................................... 8

E xperts have claimed that as much as 35-40 percent of the adult population has some degree of ADD (attention deficit disorder). While the last 20 years has been the time of treating everything with medication (i.e., drugs), I’m not convinced a little ADD is a bad thing – especially if you work as a principal in an A/E business. Here’s why: 1)You have to shift gears quickly. With so many projects, clients, and other people both inside and outside of the firm to deal with – not to mention the continuous barrage of emails, text messages, and phone calls – you better be able to quickly address whatever it is that’s coming at you. And multi-tasking – writing an email, talking on the phone, and holding a meeting with an employee, all at the same time – no problem! 2)You have to be wary of threats coming from all directions. The ADD brain is a more primi- tive one and is better geared to survival. Throw in just a pinch of paranoia and you’ll be better equipped to deal with the contractors who are trying to make you look bad, the clients who don’t want to pay what they owe you, and the myriad of other bad things that COULD hap- pen to you if you weren’t looking out for your business continuously. 3)You have to move fast. The need to stay busy and the accompanying hyperactivity helps you get a lot done some times. Staying billable is easy when you work a 60-hour week. Juggling all the things you have to juggle – selling work,

“I’m not convinced a little ADD is a bad thing – especially if you work as a principal in an A/E business.”

Mark Zweig

MORE COLUMNS xz GUEST SPEAKER: 6 keys to building a profitable culture Page 5 PLUS xz CALENDAR: December 2015 Page 6

See MARK ZWEIG, page 2

A quiet giver Page 9

Take a byte out of building 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

MARK ZWEIG, from page 1 recruiting people, training underlings, solving problems on projects, and firm manage- ment stuff requires you to move quickly or you won’t make it. 4)You are geared for what the famous, ‘80s-era McKinsey management consultant, Tom Peters, called MWBA (management by wandering around). Staying in con- stant motion throughout the office helps you stay on top of what’s really going on with the projects and the people in your firm. 5)You also occasionally have to hyper-focus. When it’s down to crunch time on a ma- jor proposal or project milestone, sometimes you need to shut out the world and lock in on one single task. The individual with an ADD brain can do this when it has to – to the exclusion of all else, of course. But this trait can help you get things done when ab- solutely necessary. Time for me to get back to finishing a proposal, writing up a construction cost estimate, doing a bunch of paperwork for our bank, getting ready for a 9 a.m. meeting, and returning about 1,500 emails and phone calls. Maybe a little ADD isn’t so bad? Or am I just rationalizing? MARK ZWEIG is the founder and CEO of Zweig Group. Contact him at mzweig@zweiggroup.com. “As Tarrant County’s economy continues its forward momentum, 640 Taylor is an exciting and stra- tegic project for our Fort Worth office,” said Read Ballew, president of Balfour Beatty’s Texas Divi- sion. “We are honored to play a part in Fort Worth’s growth and are committed to the success of this world-class, landmark facility. We will leverage Lean construction practices and the latest virtual design technologies to efficiently deliver this project for Anthracite Realty Partners and Bennett Ben- ner Partners.” WE WANT YOUR NEWS Please send press releases about your projects, mergers and aquisitions, new hires, and promotions to Managing Editor Andrea Bennett at abennett@zweiggroup.com. BUSINESS NEWS ACE ADVISORY EXPLORES THE BENEFITS OF AN OWNER CONTROLLED CONSTRUCTION INSURANCE PROGRAM While cities across the U.S. grapple with antiquated water and sewer infrastructures, a new advisory released by ACE Group demonstrates the value and cost savings of implementing a continuous construction insurance program to support capital dollar improvements. “A Decade of Success” out- lines Washington D.C.’s water department, the District of Columbia Water and Sewer Authority , and their effective implementation of a rolling owner-controlled insurance program supporting a ten year program designed to minimize insurance and claims management costs. The advisory is the latest installment in ACE’s series of insurance and risk management perspectives for risk managers. DC Water worked with the ACE USA Construction division; ESIS Inc. , ACE’s risk management services company; Albert Risk Management Consultants ; Aon plc and MFL Consulting to create the ROCIP in an effort to reduce risks and losses. As a result of this program, DC Water has significantly improved safety, streamlined claims handling and avoided millions of dollars in insurance costs, while allowing many prime and subcontractors to obtain insurance. “For any organization, managing a wide variety of construction projects can be daunting and we are pleased that DC Water chose to adopt the combined expertise of ACE and ESIS for their con- struction coverage and high level risk management and safety strategies,” said William P. Hazelton, ACE Construction & Environmental Division. “Ten years later, the program, now in its third iteration, continues to provide cost savings, remove obstacles to participation from smaller and minority firms and foster an overall culture of safety. We look forward to another decade of success with DC Water.” According to Tanya DeLeon, DC Water’s Risk Manager, “Everyone involved in the program was committed to supporting DC Water’s drive to meet its overall goals. Through commitment, com- munication, collaboration and consistency, DC Water achieved our goals and established important partnerships that will continue to support us in our future endeavors.” BALFOUR BEATTY, ANTHRACITE REALTY, BENNETT BENNER TO MAKE FIRST CHANGE TO FORT WORTH SKYLINE IN 6 YEARS Anthracite Realty Partners and Bennett Benner Partners have selected Balfour Beatty Construction to provide preconstruction and construction services for a landmark highrise in downtown Fort Worth. Balfour Beatty is engaged in shaping the project’s final scope and contract, which includes the core, shell and interior finish-out of the new 25-story, 323,415-square-foot com- mercial office tower at 640 Taylor St. The luxury, mixed-use tower will showcase ground floor retail shops, a 12th-floor sky lobby and con- ference center, and an eatery featuring a sleek 3,400-square-foot dining deck overlooking Sundance Square.

Take your advice from Mark Zweig to-go. Listen to this and past editorials from The Zweig Letter via the free TZL Podcast on Stitcher, iTunes and Soundcloud. zweiggroup.com/podcast

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

Tel: 800-466-6275 Fax: 800-842-1560

E-mail: info@zweiggroup.com Online: www.thezweigletter.com Twitter: twitter.com/zweigletter Blog: blog.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 e-mail TheZweigLetter@TheYGSGroup.com. © Copyright 2015, Zweig Group. All rights reserved.

THE ZWEIG LETTER DECEMBER 7, 2015, ISSUE 1130

M AT E R I A L S

Take a byte out of building Building Bytes uses an adapted desktop 3-D printer that prints ceramic instead of plastic to create custom bricks.

By LIISA ANDREASSEN Contributor 3-D printers will soon be found in more workshops, of- fices, and even homes. With them, you’ll be able to print items such as small pieces of furniture, prototypes, and replacement parts. Consequently, new production methods and business models are developing. Today, objects and com- plex forms that were impossible to achieve with traditional methods can be created using 3-D printing. “3-D printing eliminates the need for a mold in brick production, which offers the possibility of having each brick be unique and allows for much more complex and intricate designs to be produced at no extra cost.” Building Bytes is one such example. The project by architect and designer Brian Peters of DesignLabWorkshop (Kent, OH) recently won the Fast Company’s Innovation By Design 2015 award for 3-D Printing. The write-up for the award says: “These bricks combine 3-D printing and ceramics, and be- cause they don’t require amold, can easily be built into unique See BUILDING BYTES, page 4

TYPES OF BRICK. Honeycomb Brick: One brick, three orientations. Honeycomb Bricks are modular and stackable, creating different forms based on their configuration. Interlocking Brick: These bricks are an exploration into the use of interlocking bricks in large dome structures. The interior bracing provides stability, while the exterior can expose the structure (as in the prototype) or be clad in another texture (which is integral to the brick design). Ribbed Bricks: Designed for column applications, Ribbed Bricks have a distinct outer surface that is both structural and ornamental. The material stability while printing drives the unique outline, which can be designed any number of ways with no increase in fabrication complexity. Each brick in the column prototypes is unique. X-Brick: Designed to maximize visual opacity through walls, optimize printing time, limit material usage, and test non- modular constructions. The X-Brick prototype structure creates an undulating surface by using unique bricks per row.

Brian Peters, Architect/ Designer, DesignLab Workshop.

THE ZWEIG LETTER DECEMBER 7, 2015, ISSUE 1130

BUILDING BYTES, from page 3

patterns. The resulting bricks can be far more complex than the usual rectangles we build with – X-shaped bricks, for ex- ample, or interlocking honeycomb segments – opening the door to new innovation in architecture and design.” REVOLUTIONIZING FABRICATION. Building Bytes aims to provide a new method of fabricat- ing architecture; desktop 3-D printers become portable, inexpensive brick factories for large-scale con- struction. The first phase of this research focused on how to 3-D print with ceramics at the scale of architecture. Working within fixed limitations (the size of a desktop 3-D printer, capacity of the material storage system and the properties of clay) led to research into bricks. While the material and building unit are ancient and fairly universal, Building Bytes propos- es to revolutionize the fabrication technique. This fabrication system, including the materials and tech- nology, allows Building Bytes to be accessible worldwide. The bricks are made from a liquid slip cast recipe of earth- enware ceramics, which is typically used for casting molds, while a standard desktop 3-D printer is connected to an ex- trusion system consisting of plastic cartridges and air pres- sure. The only customization is a material extrusion head that requires minimal changes to existing printers. Four potential applications were tested: Columns and towers Domes of interlocking brick Vertical tiling Modular honeycomb stackable bricks This research aimed to test the system with two design/fab- rication systems: uniformity (the same brick printed mul- tiple times) and variation (unique bricks that create a spe- cific form). A CONVERSATION WITH PETERS. The Zweig Letter: What led you to this product design? Brian Peters: It started with my research and interest in using digital fabrication for architecture. This then led to the study of the newest tool available, 3-D printing, to see

what new design possibilities it offered for architecture. TZL: What does this product mean to the future of architecture/design? BP: The history of brick production has been based on using molds to produce the bricks. 3-D printing eliminates the need for a mold in brick production, which offers the possibility of having each brick be unique and allows for much more complex and intricate designs to be produced at no extra cost. TZL: What type of knowledge is needed to work with the product? BP: The idea is that the size, material, overall shape and installation are all similar to a traditional brick, so it can be easily blended into the building industry. The biggest difference is the fabrication process, which requires knowledge of digital fabrication. TZL: Can you provide a specific example or two of product application? BP: Interior decorative wall and exterior sun screening wall could both be constructed with these bricks. TZL: What did winning this award mean to you? BP: It is an honor to be recognized by my peers in the 3-D printing community for such a prestigious international design award. For more information, visit buildingbytes.info or designlabworkshop.com.

THE ZWEIG LETTER DECEMBER 7, 2015, ISSUE 1130

6 keys to building a profitable culture There’s a big difference between corporate culture and profitable culture; here are six key elements to ensure that your firm has the latter O P I N I O N

I ncreased competition in the A/E industry is driving down fees and making it feel like a buyer’s market. This is putting a squeeze on A/E firm profits, and forcing many firms to re-evaluate their strategy including how they go to market, what services they offer, and how they can run more efficiently. I am seeing a trend where firms look at how they can increase project profit margins with a strong emphasis on project management success. The old ways of doing business are being challenged, and along with it, the long established practices stemming from the firm’s entrenched culture.

June Jewell

very satisfying and motivating, and making clear, steady progress can be easier to accomplish than big, time-consuming initiatives. A small increase of 1-3 percent in a few key metrics can mean a big increase to the bottom line. I recommend you look at some of your key metrics, such as your win rate, utilization, and project profit margins, and calculate a small increase in each one as a starting point to determine how much money is at stake. Assessing status quo. Understanding where your firm is now is a critical step toward improvement. Very often leadership has some idea about improve- ments they would like to make, but it may seem overwhelming without a detailed plan. Taking the time to understand the patterns of thinking and behavior of your staff is a great first step for mov- ing toward a profitable culture. Is it your front-end sales processes that are causing issues? Is scope creep causing budget overruns? Is cash flow a big problem? In my book Find the Lost Dollars , I lay out a plan to assess your business in nine areas broken See JUNE JEWELL, page 8 “Most employees will resist change, and very often it is because leadership has failed to address their primary concerns. It is not only critical to explain why changing the culture is important, but the expected value to both the firm and the individuals. Resistance to change is a normal reaction by employees, and preparing for it in advance can go a long way toward getting needed buy-in from your staff.”

So, what does it mean to build a profitable culture? I have developed a definition, which may require a radical shift in thinking and behavior, and could be a game changer for organizations willing to take a critical look at the long-held beliefs and practices that work against the firm, in order to maximize profitability. While the business school definition of corporate culture is, “Patterns of accepted behavior, and the beliefs and values that promote and reinforce them ,” I believe that a profitable culture is distinctly different. It requires that people, processes, and systems be geared toward optimizing profitability. I would define it as, “Every employee behaving in a way that promotes the firm’s financial success.” This is a big difference from the way most employees think these days. The average technical staff has little training in business concepts, and my research shows the majority of employees do not even make the connection between their timesheet and their paycheck. Transforming this cultural paradigm requires effort to change both your employees’ mindset and behaviors. Here are six keys to starting the process of building a profitable culture in your firm: Leadership. The first step to implementing trans- formational change is getting the consensus, com- mitment, and support of your firm’s leaders. Some- times this can actually be one of the most difficult things to do. I have found that money talks – figure out how much more profit your firm could be gen- erating and develop a strategy to increase profits. Sometimes all leaders need is a clear understanding of the amount of money at stake in order to increase their commitment to change. Determine desired outcomes. Without a clear idea of desired outcomes and goals, it will be difficult to get your team inspired and determine if you are making progress. Achieving small victories is often

THE ZWEIG LETTER DECEMBER 7, 2015, ISSUE 1130

6 C A L E N D A R : DECEMBER 2015 ENR

deadline

award

conference/seminar

webinar

ENR 2015 Best Projects Northwest

Understanding Davis-Bacon Compliance & Enforcement Pts. 1 & 2 Session 1 (Dec. 10) will cover

2015 Best Projects: California

COST: $150-$1,300 LOCATION: Seattle, WA MORE INFO: enrbestproj- ectsawards.com/index. php/10-events/14-seattle National Accelerated Bridge Construction Conference Includes more than 110 technical presentations covering case studies ABC research, advanced materials, and state experiences, plus 10 preconference workshops and an exhibit hall. COST: $350-$575 LOCATION: Hyatt Regency, Miami MORE INFO: 2015abc.fiu. edu

The ENR Regional Best Projects Awards are a series of special events to celebrate and honor the building teams that created the best projects of 2015 nationwide. These projects were selected by juries of local industry professionals. COST: $175-$1,550 LOCATION: DoubleTree by Hilton Los Angeles Downtown, Los Angeles TIME: 8 - 10:30 a.m. MORE INFO: enrbestproj- ectsawards.com/index. php/10-events/12-enr- california-los-angeles

which contracts and employees are covered by the DBRA, where to find additional resources for reference, and how to comply with particularly problematic areas of the laws. Session 2 (Dec. 15) will cover how to read wage determinations, how to properly classify workers, and more COST (EACH): $129, mem- bers; $159 non-mem- bers; $179 members, with manual; $209 non- members, with manual TIME: 2 p.m. EST MORE INFO: agc.org/ learn/education-training/ events/webinarunder- standing-davis-bacon- compliance-and-enforce- ment

autodesk University Joing more than 10,000 design, en- gineering, and man-

Automation, Innovation & Smarter Construction Payment & Expense Processing

ufacturing projessionals at Autodesk University Las Vegas – the world’s largest gathering of Au- todesk software users. COST: $2,175 LOCATION: The Venetian, Las Vegas MORE INFO: au.autodesk. com/las-vegas/overview

Webinar will provide an overview of Computer Guidance’s ERP system and its integration capabilities, Comdata payment solutions and their differentiators, and will walk you through real-life case studies from Parsons Electric and JF Brennan about their eCMS Connect for Comdata implementation and the benefits they are reaping from this integrated solution. TIME: 2 p.m. EST MORE INFO: agc.org/ learn/education-training/ events/webinar-auto- mation-innovation-and- smarter-construction- payment-and

Engineering for Different

Clients during aNaturalDisaster High financial and emo- tional stakes means engineers working in the aftermath of natural disasters must take extra care in how they conduct themselves profession- ally. In this webinar, Andrew Braum, P.E., the enineer featured on 60 Minutes for blowing the whistle on altered engi- neering reports from the Hurricane Sandy revo- cery, discusses how en- gineers can maintain their ethics even in the face of terrible events. TIME: 12:30 p.m. EST MORE INFO: nspe.org/ resources/pe-institute/ live-educational-events/ engineering-different- clients-during-natural- disaster

Construction Project Manager Course

Affordable Care Act Update for Construction Employers

Florida Automated Vehicles

PMC is the perfect opportunity for early- career project managers and talented tradesmen who have worked their way up but who could use a bit of polishing around the edges. The program is a course of six days of workshops, assignments, and team building activities. LOCATION: Dolce Atlanta- Peachtree, Atlanta COST: $4,590, members; $5,370 non-members MORE INFO: agc.org/ learn/education-training/ events/construction-proj- ect-manager-course-0

The ACA added new reporting requirement for employers that are sub- ject to the ACA’s Employ- er Mandate. This webinar will answer questions on how to complete reporting for their union employees and what information they will need to do so. COST: $79 members; $99 non-members TIME: 2 p.m. EST MORE INFO: agc.org/ learn/education-training/ events/webinar-afford- able-care-act-update- construction-employers- employer

Florida DOT is blazing the trail for the integration of automated vehicles into existing traffic operations and leading by example with pilot projects, research projects, and open dialogue to ensure that Florida is a fertile ground for these exciting new technologies. LOCATION: Jacksonville, FL MORE INFO: nspe.org/ membership/about-nspe/ master-calendar-events/ florida-automated- vehicles

ENR 2015 Best Projects Texas & Louisiana

COST: $150-$1,300 LOCATION: JW Marriott Houston, Houston TIME: 11 a.m. - 2 p.m. MORE INFO: enrbestproj- ectsawards.com/index. php/10-events/15- houston

THE ZWEIG LETTER DECEMBER 7, 2015, ISSUE 1130

Planifi: Budget, forecast, and monitor Planifi founder J.J. Brantingham goes into detail about what makes Project Analyzer a must-have software for any project manager or executive. P R O F I L E

By LISSA ANDREASSEN Correspondent

ANALYZING PROJECT ANALYZER Wantman Group Inc. (West Palm Beach, FL), a 243-person multidisciplinary consulting firm, now forecasts revenues, expenses, and personnel needs more accurately, further into the future. In spring of 2012, Wantman Group had a good problem: Several big survey contracts each promised fees approaching $800,000, but as many as 400 field days of work all seemed to land in July. Fortunately, the multidisciplinary engineering firm’s project managers and executives gained a clear view of the schedule and its staffing needs. The Project Analyzer software made it easy. Project Analyzer showed the company that they would need to double their eight survey crews, to 16. It gave them 12 weeks to get trucks and prepare crews instead of leasing equipment and subcontracting the work, as they would have done in the past. Reliable data gave lead-time to make a significant investment in staff and capital equipment. Opinions confuse, but facts convince. executives the confidence and

I t’s called Project Analyzer, and it’s pretty hot stuff. Why? What can it do? In a nutshell, the Planifi Project Analyzer software allows architecture and en- gineering project managers and executives to make more informed decisions about schedules, staffing, and budgets. A single, comprehensive view of fore- casts and actual costs provides information in time to act upon it. “Project Analyzer enables firms to project resource needs further into the future to enable more effective planning ... They can also plan opportunities and active projects and view weighted projections in a single view to enable a firm to more accurately forecast future dollars and staffing needs.” We wanted to get a better understanding of the nuts and bolts, so we dug a little deeper and talked with J.J. Brantingham, Planifi’s founder. A CONVERSATION WITH BRANTINHAM. The Zweig Letter: What types of firms would benefit most from Project Ana- lyzer (small, large, all, etc.)? J.J. Brantingham: Basically, any firms that are trying to manage all their proj- ects in Excel or other tools, and often working with old or no real-time data. We offer those firms a simple process to manage their projects and staff, set profit-

J.J. Brantingham, Founder, Planifi.

ability targets, and forecast their needs. TZL: What are some of its best features? JJB: There are four that really stand out:

1)Visual. Most of our customers do design for a living and are very visual, so Project Analyzer contains a number of informative charts and graphs to convey informa- tion. 2)Efficient. Project Analyzer enables PMs to plan in summary and when needed add the necessary details, so they are not forced to spend time entering details that they aren’t wanting to maintain. 3)Target profit. Project Analyzer enables a firm to adjust target profit on a fee by fee basis and plan accordingly to ensure that target profit objectives are met 4)Forecast. If firms take that small step to just plan and schedule their projects at a high level, we combine all that data into firm wide forecasts on projects, billing, and staffing to give decision makers the information they need. TZL: What sets your product apart from competition? JJB: Here too, there are a few: We are focused only on the A/E industry and specifically firms that focus on the See PLANIFI, page 8

THE ZWEIG LETTER DECEMBER 7, 2015, ISSUE 1130

PLANIFI, from page 7

design phase of projects The product is designed specifically for PMs and principals who manage A/E projects. It offers information tailored to their needs in a highly visual and intuitive fashion. TZL: Provide a practical example of how A/E firms can use Project Analyzer to benefit ROI.

JJB: Project Analyzer enables firms to project resource needs further into the future to enable more effective planning. For example, a firm notices that they are busy and don’t have enough architects as projected over the next six months to meet demand. They can also plan opportunities and active projects and view weighted projections in a single view to enable a firm to more accurately forecast future dollars and staffing needs. They can easily target profit – Project Analyzer enables a firm to adjust target profit on a fee by fee basis and plan accordingly to ensure that target profit objectives are met on every project or phase. And finally, they can improve resource utilization because Project Analyzer provides a weekly projection of staffing assignments enabling managers to identify over/under- staffed individuals and to make necessary adjustments. TZL: Provide a little more information about Planifi and plans for future products. JJB: We were started by Newforma in 2011 which led to Planifi being founded earlier this year. Soon, we will announce a new visual reporting tool that enables firms to view all of their projects, phases, and milestones in a single Gantt chart view! TZL: What excited you most about the Zweig Group’s 2015 Hot Firm & A/E Industry Awards Conference? What were some of the highlights for you? JJB: I enjoyed hearing great stories from firms like WD , NELSON , Westwood , and others. And, I also enjoyed meeting the Zweig team in person; meeting our customer, the Wantman Grou p, knowing that they are recognized as a leader; and meet- ing many other forward looking leaders. Learn more at Planifi.net.

JUNE JEWELL, from page 5

done, and nothing is truer when trying to make significant changes in your firm’s business management practices. With- out constant monitoring and measuring of key performance metrics, your employees are not going to pay attention. It is important to establish a performance management process that is in line with the new cultural expectations. It should include clear rewards, recognition, and consequences for per- formance. This alone could make all the difference in whether your culture becomes more focused on profitability. “The first step to implementing transformational change is getting the consensus, commitment, and support of your firm’s leaders. Sometimes this can actually be one of the most difficult things to do.” Your culture took a long time to develop, and while it might be difficult to make radical changes, sometimes small changes can be equally impactful. Gaps in profitability are often small amounts in many small places, and baby steps may be what’s needed to make progress. Look for places that you can recognize quick wins, and be sure to publicly recognize the behavior changes you are asking for. Building your profitable culture will take time and effort, but can be one of the most rewarding and financially impactful initiatives you can pursue. JUNE JEWELL is the president of AEC Business Solutions . Learn more about how to improve your firm’s financial performance at AECBusiness.com.

down by people, process, and systems. A thorough business management assessment can go a long way toward figuring out where the biggest returns can be gained from the smallest efforts. Program of intentional behavior change. Once you have assessed your firm’s current culture, calculated the impact of improving financial results, and set some goals, it is time to take action. Implementing change is difficult, and having an intentional path forward can make all the difference as to whether this initiative is a winner or loser. The difference between success and failure is usually embodied in a plan – detailing the steps that need to be taken, responsibility, resources needed (time, money, and skills), and how success will be measured. The key is to focus on specific process and behavior changes that need to happen to prevent project budget overruns, scope creep, and the other many causes of gaps in profit margins. Having as many employees involved as possible in the program will provide a higher rate of success – peer pressure and creating new norms is essential to long term culture change. Communication and training. Explaining the benefits and “What’s in it for me?” is essential to implementing effective change. Most employees will resist change, and very often it is because leadership has failed to address their primary concerns. It is not only critical to explain why changing the culture is important, but the expected value to both the firm and the individuals. Resistance to change is a normal reaction by employees, and preparing for it in advance can go a long way toward getting needed buy-in from your staff. Training on financial management and expected new behaviors is es- sential to transforming your employees’ everyday activities and habits. Accountability. We have all heard that what is measured is

THE ZWEIG LETTER DECEMBER 7, 2015, ISSUE 1130

Scaling the small business cliff Inc. 5000 recognizes DALLASWHITE as one of the fastest growing companies in the U.S.; their president attributes success to the company’s team. P R O F I L E

by Liisa Andreassen Correspondent

T he Inc . 5000 is an exclusive ranking of the nation’s fast- est-growing private companies and DALLASWHITE Property Restoration (Las Vegas, NV), a 38-person nation- al construction company specializing in property restora- tion and catastrophe solutions, recently landed on the list, ranking 1,130 with a three-year sales growth of 479 per- cent. “It is an absolute honor to be recognized in a class of distinguished business leaders who represent the top small businesses in America.” The Inc . 5000 represents the most comprehensive look at the most important segment of the economy – America’s independent entrepreneurs. Companies such as Yelp, Pan- dora, Timberland, Dell, Domino’s Pizza, LinkedIn, Zillow, and many other well-known names gained early exposure as members of the list. “It is an absolute honor to be recognized in a class of dis- tinguished business leaders who represent the top small businesses in America,” Brian Whiteway, DALLASWHITE’s president and CEO, says. “We are truly living the American dream. Every day we are able to do rewarding work by pro- viding quality emergency services and property restoration to individuals and businesses in the wake of tragedy helping them to continue with their lives, businesses, and dreams. Our dedicated team of professionals are passionate about building, serving others, and restoring lives. We have an amazing team at DALLASWHITE and it is gratifying to see the fruits of our labor and substantial growth recognized.” IT’S ALL ABOUT LEADERSHIP. The average company on the list achieved a mind-boggling three-year growth of 490 percent. The Inc . 5000’s aggregate revenue is $205 billion, generating 647,000 jobs over the past three years. “The story of this year’s Inc . 5000 is the story of great lead- ership. In an incredibly competitive business landscape, it takes something extraordinary to take your company to the top,” Eric Schurenberg, president and editor-in-chief of Inc., says. “You have to remember that the average company on the Inc . 5000 grew nearly six-fold since 2012. Business own- ers don’t achieve that kind of success by accident.” PEOPLE POWER AND PROJECTS. Whiteway adds that it was the first

See DALLASWHITE, page 10

THE ZWEIG LETTER DECEMBER 7, 2015, ISSUE 1130

BUSINESS NEWS TETRA TECH WINS $46 MILLION USAID RULE OF LAW PROJECT Tetra Tech Inc. (Pasadena, CA) announced that the U.S. Agency for Interna- tional Development has awarded the company a five-year, $46 million single-award task order under Tetra Tech’s existing Rule of Law con- tract to support continued improvement of government and social systems in Jordan. Jordan faces various social challenges in- cluding water scarcity and reliance on costly imported energy resources. Tetra Tech will as- sist Jordan’s government in addressing many of these core issues by supporting USAID/ Jordan’s mission of improved prosperity, ac- countability, and equality for a stable, demo- cratic Jordan. Tetra Tech will provide technical services to enhance Jordan’s governance to improve health, social, and educational sys- tems; promote broad-based economic growth and development; and protect and strengthen human and legal rights. “As we continue to grow our international development efforts, Tetra Tech is pleased to support USAID in Jordan in promoting re- forms that improve quality of life and increase civic participation in government,” said Dan Batrack, Tetra Tech’s chairman and CEO.

tegic projects required by the country, pro- viding Mexican engineering and construction resources.” Once the upgrade project is completed, the re- finery’s processing capacity will increase from 315,000 barrels per day to 340,000 barrels per day. The project’s mechanical completion is scheduled for the second quarter of 2018. SHIP & SHORE ENVIRONMENTAL TO EXPORT ITS POLLUTION ABATEMENT TECHNOLOGY IN CHINA Ship & Shore Environmental Inc. (Long Beach, CA), a pollution abatement system manufacturing firm, announced its official ex- pansion into China through an agreement with local firm Kcalin H&G . Ship & Shore provides air pollution capture and control systems for industrial applications, and designs cost- and energy-savings solu- tions for clients around the world. According to Anoosheh Oskouian, Ship & Shore Environmental’s CEO and president, “The U.S. has been at the leading edge of technology in the area of manufacturing indus- try air pollution control for years. Now, after de- cades of its worsening pollution crisis, China is taking serious steps to reduce its carbon footprint.”

“These initial steps are essential to building better infrastructure, improving access to en- ergy resources, and locating and safeguard- ing high-quality water resources in developing countries.” ICA FLUOR AWARDED MIGUEL HIDALGO REFINERY UPGRADE CONTRACT IN MEXICO Fluor Corpo- ration (Irving, TX) announced today that ICA Fluor , its industrial engineering and construc- tion joint venture with Empresas ICA S.A.B. de C.V. , signed a contract with Pemex Transformacion Industrial to supply detail engineering, procurement and construction services for the utilities and offsites that are part of the Tula Refinery upgrade at Hidalgo, Mexico. The total contract value is $1.1 billion. Fluor will book its $550 million contract share in the fourth quarter of 2015. This contract results from the joint efforts of Pemex Transformacion Industrial (formerly Pe- mex Refinacion) and ICA Fluor to continue with the modernization process of the Tula Refinery. “This project is a major step to increase Pe- mex’s competitiveness,” said Juan Carlos Santos Fernandez, director general of ICA Fluor. “We are proud to be in the position to support them in the development of the stra-

RECENT PROJECT COMPLETIONS DALLASWHITE’S impressive project completions over the past three years include: The Ridpath Hotel – a 13-story historic hotel, Spokane, WA Problem: The sprinkler system standpipe ruptured and the building was flooded. Project value: $3.6 million DALLASWHTE services performed: Mitigation and restoration Century Hill Association - underground parking structure, Century City, CA Problem: Parking structure collapse Project value: $1.3 million DALLASWHITE services performed: Subrogation and demolition Walters Golf Group – Desert Pines Country Club, Las Vegas, NV Problem: Micro Burst: Winds exceeding 200 mph, snapped 10-inch thick steel columns in half Project value: $1.6 million DALLASWHITE services performed: Mitigation and restoration Wodecki – a 5-story apartment complex, Springfield, MA Problem: An EF3 tornado led to extensive structural damage Project value: $1.4 million DALLASWHITE services performed: Mitigation and restoration

DALLASWHITE, from page 9

time that the company made the list, so when he learned that they were also in the top 20th percentile, he had an overwhelming appreciation of the dedication and effort of the DALLASWHITE team. “Every day this team of people helps our clients in the wake of ca- tastrophes,” he says. “Our employees are beyond passionate about what they do and how they do it – with quality.” CHALLENGES AND GOALS. So, have there been challenges that accompa- nied this growth? “Absolutely,” Whiteway says. Maintaining the quality that it expects to provide for all of its clients was at the forefront of the company’s concerns, but as it grew, it continued to employ additional, highly trained people to support the growth. What’s next? Whiteway says that it’s working to expand its busi- ness’s footprint by obtaining a general contractor license in every state. “We want to be able to accommodate our clients on a national lev- el,” he says.

THE ZWEIG LETTER DECEMBER 7, 2015, ISSUE 1130

D O I N G G O O D

A quiet giver Dan Ryan, of Dan Ryan Builders, is rewarded for his modesty and charity with the 2015 Hearthstone BUILDER Humanitarian Award.

By Liisa Andreassen Correspondent H earthstone and Hanley Wood ’s BUILDER magazine, together with Kohler Company , the founding sponsor, honored the first recipient of the Humanitarian Award 16 years ago. It is an award given to a builder who demonstrates a life- time commitment to charitable works. At the Hous- ing Summit in May, Dan Ryan, CEO and founder of Dan Ryan Builders (Frederick, MD), was the wor- thy winner of the 2015 Hearthstone BUILDER Hu- manitarian Award. “This award is meant to honor those in our industry who invest their time, energy, and resources to helping others. GIVING GOES BACK. Charitable giving is something that has been instilled in Ryan since childhood. And, so has homebuilding. “Homebuilding is certainly in my blood. My grand- father was a homebuilder, my dad was a home- builder, and my two brothers are homebuilders. Not only did I learn homebuilding from my dad, I learned how to give back from my dad.” Giving back is something he does very quietly, with- out fanfare or recognition. Celebrating 25 years this year, he is the 16th largest private homebuilder and

Dan Ryan, CEO and

the 35th largest homebuilder in the United States, according to the 2014 “Builder 100” list published by BUILDER magazine. Building affordable and move-up homes in Penn- sylvania, Maryland, West Virginia, North Caroli- na, and South Carolina, each local division is given charitable dollars to enrich the communities and areas where they build homes. The Dan Ryan Foun- dation has funded millions of dollars toward chari- table events and organizations over the years. Here are just a few examples of how different divi- sions have used their charitable allowances: Charleston, South Carolina: Donated 21 mattress- es, box springs, and bed frames to HALOS, which works with abused and neglected children and their caregivers, after employees there learned that some kids wind up in foster care simply because their fam- ily homes have too few beds for all of the children.

Founder, Dan Ryan Builders.

See DOING GOOD, page 12

THE ZWEIG LETTER DECEMBER 7, 2015, ISSUE 1130

TRANSACT IONS INTERPLAN JOINS PARAMETRIX Parametrix (Seattle, WA) announced that InterPlan has merged with the company, establishing a permanent presence in Utah and expanding the firm’s capabilities in the intermoun- tain region. InterPlan, founded in 2001, specializes transportation planning and traffic engineering, pro- viding services to public and private clients through- out Utah and the Rocky Mountain area. This expan- sion allows Parametrix to provide a broader range of complementary services and solutions to clients throughout the intermountain region. “The merger with InterPlan brings together two very complementary firms and establishes a significant presence in Utah for Parametrix. InterPlan’s highly regarded client reputation strengthens the firm’s overall transportation planning and traffic engineering practice throughout the western states and provides Parametrix the platform to expand our core practices into a new geography,” said Jeff Peacock, Parame- trix’s CEO. ”We are excited to embark on the partnership in which our two firms’ cultures and technical areas of expertise complement each other so well,” comment- ed Andrea Olson, owner of InterPlan.

BUSINESS NEWS ENR HONORS GILBANE’S CHARLIE NELSON WITH LEGACY AWARD Gilbane has announce that Charlie Nelson, senior project executive at Gilbane, is the 2015 recipient of the second an- nual Engineering News-Record Legacy Award. The Legacy Award recognizes experienced industry veterans with extensive contributions to their profession and community. Each nominee’s history of innovation, outstanding ca- reer highlights, and an engagement within the industry and the surrounding community were evaluated by the award committee. Nelson has more than 54 years of experience in the construction industry and has held positions ranging from engineer to president. He joined Gilbane in 1995 and has extensive experience as a project executive on complex projects throughout Texas, particularly major renovation projects. He most recently led both the Kinder Morgan (formerly El Paso) Tower Renovations and the North Cypress Medical Center projects. Over the course of his career, Nelson has received several awards and recognition and served with various industry associations, having been on various AGC Houston commit- tees, on the Board of Directors for AGC Houston and as president of AGC Houston in 1993. “Over the course of his career, Charlie has defined leadership not only for his business suc- cess, but also for what he has given back to the industry and community both in our local communities and nationally,” said Dan Gilbane, senior vice president at Gilbane, “For all he has achieved, Charlie has remained a servant leader, for many in our industry he has been the true measure of that description, a person as generous with his time as he is humble about his many accomplishments and that is an incredibly high bar.” Nelson will be honored at ENR Texas & Louisiana’s 2015 Best Projects luncheon in Houston on December 8.

DOING GOOD, from page 11 Williamsport, Maryland: Built a Habitat for Humanity home and routinely help elderly neighbors with home repairs. Dominican Republic: Helped rebuild soccer field bleachers and donated $50,000. Giving back is something Ryan likes to keep quite. This is a habit that both frustrates and awes his company’s corporate brand manager, Sarah Harne. “You would think I would know about these events to use in a public relations capacity,” Harne wrote when nominat- ing this modest man for the award. “But, Mr. Ryan quietly supports and completes these amazing and impactful works with no fanfare.” “We are proud to recognize Dan Ryan for his commitment to giving back to those in need and to helping people live a better life.” And, while the builder might think more than $500,000 in donations since 2010 is not a big deal, his staff and commu- nity feel differently. In fact, the Frederick Rescue Mission recently named its annual fundraising 10-mile road race af- ter Ryan to thank him for being its lead sponsor. And the organization’s executive director, Arnold Farlow, applauds him for being “generous with his treasure.” His charitable focus, although not exclusively, is low-in- come housing. Ryan’s main project is the Frederick Res- cue Mission – a Christian organization that serves meals to poor, homeless, and working-class locals, and houses up to 32 men at a time in its Changed Life Recovery Program. The program is an effort to help recovering drug addicts and ex-

convicts earn their high school equivalency diplomas, find jobs and permanent housing, reconcile with their families, and connect with a local church. This year, the mission will open an eight-bed residential program to do the same for homeless women and children. Ryan donated $100,000 to the effort and helped Farlow navigate some local zoning obstacles. WHAT GOES AROUND COMES AROUND. Despite his modest behavior, Ryan is well aware that his company’s generosity has paid off in local good will, as well as home sales. “It is imperative that we have a personal touch within our community in as many aspects as we can,” he says. “We’re the friendly builders. We’re not the Goliath, but we care a little bit more than maybe the builder down the street, and this charity work is an example of our caring. That is ex- tremely beneficial for everyone in our company. It’s hard to quantify, but people like doing business with people who they know and like. I’d like to think that people know and like us.” Ryan’s next charitable effort will be away from home. He’s heading back to the Dominican Republic. “The housing conditions are horrid, with dirt floors, hole- riddled tin roofs, and corrugated tin walls,” he says. He plans to build four, one-room concrete structures to start. Peter Goldstone, CEO of Hanley Wood, says, “This award is meant to honor those in our industry who invest their time, energy, and resources to helping others. We are proud to recognize Dan Ryan for his commitment to giving back to those in need and to helping people live a better life.” In addition to the award, the Dan Ryan Foundation will also receive a cash donation.

THE ZWEIG LETTER DECEMBER 7, 2015, ISSUE 1130

Page 1 Page 2 Page 3 Page 4 Page 5 Page 6 Page 7 Page 8 Page 9 Page 10 Page 11 Page 12

Made with FlippingBook Annual report