TZL 1388

ON THE MOVE RVE ADDS NEW PRINCIPAL TO EXECUTIVE TEAM Remington & Vernick Engineers welcomes Stephanie Cuthbert, PE, CME to the firm’s executive leadership. Cuthbert joined RVE in 1993 and was named a senior associate of the firm in 2016. She currently is the department head of RVE’s water and wastewater department. Cuthbert has led her team in acquiring in excess of $85 million in funding for clients to assist in the development of safe, reliable, and sustainable water and sanitary systems.

She graduated from Drexel University and has more than 27 years of experience in the water and wastewater industry. Cuthbert is a licensed professional engineer and certified municipal engineer in New Jersey. Her areas of expertise include the evaluation of water and sewer infrastructure and the design and permitting of utility system improvements. “I am pleased both professionally and personally to welcome Stephanie as a principal. I have watched her grow technically and have seen her become a respected leader

during her remarkable career at RVE,” said Edward Vernick. “Stephanie’s combination of passion for her work and commitment to her team is obvious to her clients and all who work with her. I look forward to seeing her take on the challenges of this new level of leadership.” RVE, a full-service engineering firm, provides design, planning, and construction management and inspection services. Founded in 1901, the firm has grown to more than 350 employees in offices located throughout New Jersey, Pennsylvania, Delaware and Maryland.

JANE LAWLER SMITH, from page 11

With toddlers, we are often drawn to the point of exasperation because, let’s face it, without Google, most of us don’t know why the sky is blue. However, in marketing, in business, in AEC, we need to be able to rise to the challenge, pursue the line of questioning, and deliver robust answers to the question, why? THE HOW-TO OF WHY? Answering the why of your marketing activities will help determine what activities should remain, what may go away temporarily, and what should go away for good. In the world of why, advocates postulate anywhere from four to nine rounds of why to get to the core answer. (If Googling the topic, you may uncover the “5 Whys” used by Toyota.) Test some rounds out and see what works for you. Just keep in mind that we are driving for purpose in your marketing, not the purpose of the universe. In addition to asking why, an equally key component is listening. With a toddler, what can be just as frustrating as the questioning is that it often seems like they are not listening to the answer before asking the next why? Don’t do that to your team or to yourself. In addition, a knee jerk answer or repetition of the party line is also not helpful. Yet, even if you get (or give, if conducting these exercises solo) the automatic, company- sponsored response, listen to the answer. Then keep asking why. At some point you will get to the core issue. Keep pushing until you get to the (sometimes amazing, light bulb moment!) answer. STAY FOREVER YOUNG. Why do you attend conferences? Why do you print those brochures? Why do you sponsor that event? Why do you pay for that online listing? Why does your website look like that? Why do you give out swag? Why do you send holiday cards? Why did you choose this logo? These colors? This font? That tagline? You may have very good reasons why you do all the things you do in AEC marketing. However, your efforts will be more effective if you take the time to question why, explore your reasoning to the core of the issue, and ensure that your marketing is intentional, as opposed to doing things a certain way just because last year’s marketing plan says to. JANE LAWLER SMITH, MBA, is the marketing manager at Derck & Edson, LLC. She can be reached at jsmith@derckandedson.com.

WHY DO WE DISTRIBUTE BUSINESS CARDS? This is a simple question with a long history and perhaps a complex and multi- faceted answer behind it. The origins of business cards can be traced to the 17th century. Originally employed in social contexts with their own coded folding system (cards with a corner fold for people who actually stopped by in person, cards folded in half intended for the whole family), visiting cards were quickly adopted by the trades, and eventually morphed into the business cards we know today, with their own codes. “Take the time to question why, explore your reasoning to the core of the issue, and ensure that your marketing is intentional, as opposed to doing things a certain way just because last year’s marketing plan says to.” According to an article titled “A History of Business Cards” by Designer Daily , “Time has eroded much of the etiquette regarding business cards, however rules do persist. Cards should not be handed out by the left hand, should never be written on and should always be translated to the language of the specific country they are being handed out in on the rear of the card. They should never be carried loose. They should always be presented in the best condition.” Obviously, by surviving from the 17th century to 2021, business cards have proven they have staying power. Yet today, in 2021, ask the question: why does your firm distribute business cards? There are likely as many reasons to continue with traditional printed cards as there are to move away from them. If you stick with the cards, why are you choosing to do so? Why do your clients or prospective clients accept them? Why do you make space on the exhibit hall display for them? Why do new employees get them? Why do you reorder them for seasoned staff? Why do you use printed cards? Why do you use digital cards? Why do you use both? The answers to these queries may be supportive of your actions … or not. But answering the why will most likely drive your future steps in one divergent direction or another and point you to some important realizations.

THE ZWEIG LETTER APRIL 19, 2021, ISSUE 1388

Made with FlippingBook Annual report