TZL 1379 (web)

T R E N D L I N E S F e b r u a r y 1 5 , 2 0 2 1 , I s s u e 1 3 7 9 W W W . T H E Z W E I G L E T T E R . C O M

Recruiting practices

New data on recruitment and retention shows how firms of different sizes, types, and geographies were impacted by the events of 2020. State of recruiting in AEC

In Zweig Group’s recently released 2020-2021 Recruitment & Retention Report of AEC Firms , firm processes on hiring and retaining talent are analyzed by staff size to understand differences in strategies. Generally, as firms get larger, their recruiting efforts become more defined and organized. The chart above shows what percentage of firms have in-house hiring/recruitment staff broken down by staff size ranges. The 25-49 staff size range is a critical group throughout the report, as it represents the turning point in recruiting policies and practices. Participate in a survey and save 50 percent on the final or pre- publication price of any Zweig Group research publication. F I R M I N D E X AE2S. ...................................................12

B y and large, the AEC industry has been weathering the storm quite well in comparison to other industries. On a scale of 1 to 5 (5 being “very satisfied”) employees in the industry gave an average rating of more than 4.5 to their firm’s response to COVID-19. With many engineering, architecture, and environmental projects on track, Zweig Group data saw modest salary increases and a continued need for qualified candidates. Very few layoffs were reported, with many firms reporting zero, even in 2020. Here are a few more key findings from data gathered in Zweig Group’s most recently released, 2020-2021 Recruitment and Retention Report . 1)Firms are still hiring. Sixty-two percent of respondents stated they had an open position they would like to fill with an ideal candidate from another firm. Sixty-nine percent of firms have hired a recruiting or executive search firm during the past two years to handle their hiring needs. New hires made up an average of more than 20 percent of full-time employees across the board, with higher numbers reported for multidiscipline engineering firms and lower numbers reported for architecture/interiors, and landscape architecture firms. 2)Turnover is still occurring. Overall, growth has slowed. The average percent growth in staff members was 13.1 percent in 2019, 8.2 percent in 2020, and just under 0 percent in 2021. Still, firms continue to have the same number of open positions relative to firm size as they had prior to the pandemic (an average of 7.3 percent of open positions in relation to full-time employees). Firms in the South Central and South Atlantic reported the highest number of open positions related to staff size (near 9 percent) and related higher turnover numbers, while those in the Mountain, Pacific, and North Central all reported slightly lower than average. Involuntary turnover (firing) was still very low in the AEC industry – under 3 percent of total staff. By firm type, voluntary turnover was higher in full-service engineering and multi-discipline engineering firms (more than 11 percent on average) but lower at architecture/ interiors/LA firms and environmental firms (4.3 percent and 5.1 percent on average). Zweig Group’s Impacts of COVID-19 on the AEC Industry Survey reported 21 percent of respondents stated pandemic related factors, including working from home, child-care, and work- load changes resulted in some amount of their staff resigning or requesting a reduction in hours/pay, but 64 percent were completely unaffected by these factors. 3)Hiring is still tough! The majority of firms report it takes 30-60 days on average to hire a candidate. For difficult positions, the majority of firms say it takes five or more months! Consistent with previous years, firms still report a “lack of qualified candidates” as the biggest impediment to successfully hiring new talent.

Christina Zweig Niehues

Dewberry............................................4, 8

Fishbeck.................................................6

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

Ware Malcomb................................10, 12

MO R E A R T I C L E S xz ROB HUGHES: Hidden risks in design contracts Page 3 xz Authentic: Jeff Schumaker Page 6 xz MARK ZWEIG: Put that ego aside Page 9 xz ADAM ZACH: Personal development Page 11

See CHRISTINA ZWEIG NIEHUES, page 2

T H E V O I C E O F R E A S O N F O R T H E A E C I N D U S T R Y

ON THE MOVE HDR’S THERESA MCCLURE PROMOTED TO TRANSPORTATION STRATEGIC COMMUNICATIONS DIRECTOR A successful program builder and transportation industry leader, Theresa McClure has been named the strategic communications director for HDR ’s transportation practice. In this role, she will help lead communication efforts with the national cross sector, which includes 130 practitioners in 24 areas. She will also collaborate with Infrastructure Advisory Services and Program Management. McClure will leverage nearly 20 years of industry experience to elevate HDR’s technical excellence in strategic communications and diversifying HDR’s abilities. She will be instrumental in helping HDR teams and clients plan and identify innovative, tailored strategies to manage the social and political risks associated with implementing community-focused transportation programs. “An expert-level communications practitioner, Theresa is well known for her ability to advise executive leadership on their most important implementation challenges and build strong, diverse teams,” said Transportation Operational Resiliency Director Janet Gonzalez Tudor. “She brings a passionate and analytical approach to each project that effectively drives decision- making and manages risks for owners and all stakeholders.” With ongoing challenges related to the COVID-19 pandemic, resiliency-based drivers and social equity considerations, the way HDR engages

with its communities has changed. McClure is well versed in pivoting to virtual delivery methods and in delivering communication efforts that include underrepresented and hard-to-reach populations. McClure most recently served as East Region strategic communications manager. Among her many accomplishments, her work on the Carolina Crossroads Environmental Impact Statement project is pointed to by departments of transportation across the country as the gold standard for public relations, communications and public involvement. McClure’s expertise has been seen in all transportation market sectors and across major geographies in the United States and Canada. “The strategic communications efforts of Theresa and her team pave the way for thoughtful, holistic mobility solutions,” said Transportation President TomMcLaughlin. “Their comprehensive stakeholder data acquisition, engagement strategies and much more offer great value to our clients, allowing program risks for transportation infrastructure to be identified and managed at any stage.” For more than a century, HDR has partnered with clients to shape communities and push the boundaries of what’s possible. HDR’s expertise spans more than 10,000 employees in more than 200 locations around the world. The firm’s engineering, architecture, environmental and construction services bring an impressive breadth of knowledge to every project.

This webinar was specifically developed to help design and technical professionals in archi- tecture, engineering, planning, and environmental firms become more comfortable managing cli- ents and promoting the firm and its services. Led by two retired and current CEOs with extensive experience from the design desk to the board room, this one-of-a- kind webinar presents business development techniques proven to drive real growth and value in your AEC firm. Elevating Doer- Sellers Virtual Seminar 6 PDH/LU

STARTING APRIL 6, 2021

CHRISTINA ZWEIG NIEHUES, from page 1

PO Box 1528 Fayetteville, AR 72702

4)Culture is more important than ever. When asked how important a variety of characteristics were when hiring a candidate on a scale of 1 to 5 (5 being “very important”), cultural fit was rated an average of 4.9! In comparison, education and salary expectations were rated an average of 3.8/5. More firms than ever are providing training and prioritizing career development, with almost all reporting in-house training options and 95 percent offering outside training seminars, conferences, or classes. These outside trainings have been easier than ever to come by, with an explosion in online offerings during the pandemic. 5)Increased reliance on digital recruiting. Eighty-seven percent of firms are now using LinkedIn as a method to recruit. Technology has also taken the forefront in employee support, with nearly 90 percent of firms now reporting an established system or schedule for upgrading hardware and software, and 75 percent providing IT support by phone to all employees. Overall, recruitment is still a significant challenge for the AEC industry – but the resilience of the industry, a strong focus on culture, and the quick adaption and satisfactory response to COVID-19 are all factors likely to drive interest in the industry for the future. CHRISTINA ZWEIG NIEHUES is Zweig Group’s director of research and e-commerce. She can be reached at czweig@zweiggroup.com.

Chad Clinehens | Publisher cclinehens@zweiggroup.com Sara Parkman | Senior Editor & Designer sparkman@zweiggroup.com Christina Zweig | Contributing Editor czweig@zweiggroup.com Liisa Andreassen | Correspondent landreassen@zweiggroup.com

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Email: info@zweiggroup.com Online: thezweigletter.com Twitter: twitter.com/zweigletter Facebook: facebook.com/thezweigletter Published continuously since 1992 by Zweig Group, Fayetteville, Arkansas, USA. ISSN 1068-1310. Issued weekly (48 issues/year) $250 for one-year print subscription; free electronic subscription at thezweigletter.com/subscribe © Copyright 2021, Zweig Group. All rights reserved.

NEW FROM ZWEIG GROUP The 2020-2021 Recruitment and Retention Report of AEC Firms has statistics relating to all the latest methods used to hire and retain professionals in the industry. This survey contains data about recruiting methods and policies, training, HR departments experiences, attitudes, and challenges regarding the hiring and firing process, turnover rates, and compensation and benefits. Click here to learn more!

THE ZWEIG LETTER FEBRUARY 15, 2021, ISSUE 1379

O P I N I O N

This subtle but onerous language is becoming fairly widespread in design contracts and, if overlooked, could leave design firms with significant, potentially uninsured exposures. Hidden risks in design contracts

W hen design and construction professionals negotiate contracts with clients, they know to flag potential issues involving standard of care and indemnification. Now, however, the uncertainty of maintaining firm revenues and viable project backlogs could prompt some professional firms to miss and sign on to less obvious contractual terms they ordinarily would sought to have deleted, or at least modified, under pre-COVID circumstances.

Rob Hughes

Here are four examples of subtle but onerous language that’s becoming fairly widespread in design contracts and, if overlooked or unaddressed, could leave design firms with significant and potentially uninsured exposures: 1)Agreeing to act in a fiduciary capacity. While most AEC firms won’t agree to contract clauses obliging them to act to the highest level of their profession, certain contractual language may have the same implications. Consider this wording taken from an architect-engineer sub-consultant agreement: “Consultant accepts the relationship of trust and confidence established between it and Architect….” This “disguised” standard of care language may be as problematic as agreeing to perform to the highest

standards. Why? This language includes “key” words creating a fiduciary relationship between the parties. A fiduciary owes the utmost level of care and must put its interests aside in all of its dealings as a fiduciary or trustee. This relationship is typically not present in the AEC context and is reserved to situations where the beneficiary is at a measurable disadvantage to the fiduciary (such as monies in a trust account set aside for the benefit of a minor). A fiduciary relationship is not evaluated in the context of “reasonable” performance and is therefore potentially subject to standard policy limitations tying professional liability coverage to a “reasonable” standard of care while excluding purely contractual assumptions of liability (such as a guarantee of

See ROB HUGHES, page 4

THE ZWEIG LETTER FEBRUARY 15, 2021, ISSUE 1379

ON THE MOVE DEWBERRY WELCOMES TRANSPORTATION EXPERT INDRADEEP CHAKRABARTY Dewberry , a privately held professional services firm, has announced that Indradeep Chakrabarty, AICP, has joined the firm as a senior project manager and senior planner in the northeast environmental practice. Chakrabarty has more than 18 years of experience managing and delivering transportation and environmental planning projects. He has worked as both a consultant to transit and transportation agencies like the Metropolitan Transit Authority, New York City Transit, New Jersey Transit, and Amtrak, as well as a city employee, designing and implementing initiatives for New York City, and

San Antonio, Texas. Chakrabarty’s background includes addressing client needs in the areas of planning, funding policies, regulations, and operational constraints. “Indradeep’s expertise in transportation planning coupled with his background in architecture adds a unique perspective to our team,” says Dewberry Senior Vice President Ileana S. Ivanciu, Ph.D. “We’re very excited about the skills Indradeep brings to the firm, which we will be able to offer our clients.” Chakrabarty earned his master’s degree in urban environmental systems management from the Pratt Institute (2002) and his bachelor’s degree in architecture from the

School of Planning and Architecture in New Delhi, India (1998). He is a certified planner by the American Institute of Certified Planners. Dewberry is a leading, market-facing firm with a proven history of providing professional services to a wide variety of public- and private-sector clients. Recognized for combining unsurpassed commitment to client service with deep subject matter expertise, Dewberry is dedicated to solving clients’ most complex challenges and transforming their communities. Established in 1956, Dewberry is headquartered in Fairfax, Virginia, with more than 50 locations and more than 2,000 professionals nationwide.

ROB HUGHES, from page 3

are liable for any damages resulting from errors or omissions present in or arising from reliance upon or use of that information. 4)Acknowledging the impact of COVID-19 as a Guarantee of Schedule. Think back to March 2020, when COVID, the transition to remote workstations, and project shutdowns drew our attention to the nuances of force majeure provisions (or lack of them) in professional service agreements. Reasonable force majeure clauses could give both sides to the contract – the client and design firm – the mechanism to take reasonably accommodated project interruptions regarding schedule, etc. Sound business practice during the ensuing summer months may have included the tweaking of your form agreements to specifically list “pandemics” or “COVID” as a trigger event to the force majeure clause. Recently, however, contracts have included language, such as the following: Consultant acknowledges that it is fully versed in the potential impact of COVID-19 on its workforce and on projects of this nature. Consultant warrants that COVID will not have any current or future impact on its ability to perform its services on time, on-budget, and so as not to adversely impact the overall Project. The concern is twofold. As a practical matter, how can anyone know the future impact of COVID? Nonetheless, you’re required to attest that you can/have and that no future government guidelines – local, state, or federal – will impact your ability to perform the “services.” Second, the provision is a written warranty of performing on time (and on budget) and any claim made against you citing this language would likely be excluded from coverage. In a real sense, this language is the exact opposite of reasonable force majeure provision and ideally would be deleted form the final, signed agreement. Even as they seek to win more business in the challenging environment caused by the pandemic, AEC firms must remain vigilant about not assuming excessive risk. By carefully reviewing their contracts – ideally with the assistance of an attorney and knowledgeable insurance broker – AEC firms may avoid inadvertently signing on to significant additional exposures, uninsured risks, and elevated costs. ROB HUGHES, senior vice president and partner, Ames & Gough. He can be reached at rhughes@amesgough.com.

perfect performance). 2)Hiring consultants historically hired directly by the owner. Owners typically hire architects (or engineers) to design their project; the architect (or engineer) then hires subconsultants covering various service disciplines. That stated, some scopes of services, such as geotechnical engineering and environmental investigations, are traditionally independently retained by the owner, outside the prime designer’s responsibilities. However, more contracts are requiring the prime consultant to retain all subconsultants on the project including firms selected by the owner. Design firms generally should not agree to this. If you hold the contract, you are liable for the subs’ negligence and the owner may sue you for their error. “AEC firms must remain vigilant about not assuming excessive risk. By carefully reviewing their contracts, AEC firms may avoid inadvertently signing on to significant additional exposures, uninsured risks, and elevated costs.” 3)No right to rely on owner supplied information. In any project, the design team can only complete its work after it receives relevant information and documents from the owner – be it geotechnical reports, as-builts of existent structures, etc. Traditionally, contracts addressed at least two related obligations – one on the owner to provide accurate information in a timely manner; the other on the designer giving them and their subs the right to rely on that information. Watch for overly broad language requiring the designer to identify and ask the owner for information needed to perform their services. Try to convince the owner to remove wording imposing an affirmative duty on the designer to verify all owner-supplied information, asserting the designer has “no right” to rely on such information, and that it is proceeding at its own risk. Recognize that if you accept this language, you technically “own” that owner-supplied information and consequently

THE ZWEIG LETTER FEBRUARY 15, 2021, ISSUE 1379

2021 Online Learning Opportunities

KEEP YOUR CAREER DEVELOPMENT A PRIORITY

VIRTUAL SEMINARS Advanced Project Management for AEC Professionals – VIRTUAL SEMINAR DATE: March 3, 2021 PRICE: $799 PDH/LU: 6 Credit Hours OVERVIEW: This course is ideal for people that have existing experience leading proj- ects and teams. A new advanced skills training course for project managers led by a panel of three experts backed by a ton of research on how to best train project man- agers to be more effective and efficient. This advanced project management course is designed to take a Project Manager to the next level, with a focus on anticipating problems, communicating with leadership and other important stakeholders, and transitioning from managing to leading people and projects. LEARN MORE Elevating Doer-Sellers: Business Development for AEC Professionals – VIRTUAL SEMINAR DATE: April 6, 2021 PRICE: $699 PDH/LU: 6 Credit Hours OVERVIEW: This will be the same great content that is taught during our in-person The Principals Academy seminar that has trained over 900 attendees in the last five years. The Principals Academy is Zweig Group’s flagship training program encom- passing all aspects of managing a professional AEC service firm. Elevate your ability to lead and grow your firm with this program designed to inspire and inform existing and emerging AEC firm leaders in key areas of firm management leadership, financial management, recruiting, marketing, business development, and project management. LEARN MORE

Project Management for AEC Professionals – VIRTUAL SEMINAR DATE: April 7, 2021 PRICE: $699 PDH/LU: 6 Credit Hours LEARN MORE

OVERVIEW: Each team member brings their own unique experiences and skillset to project teams. Effectively leveraging the talents of your team can optimize team effec- tiveness. This course provides people-focused, science-driven practical skills to help project leaders harness the power of their team. By addressing the most important aspects of any project – the people – this course will provide practical techniques that can be immediately implemented for a positive impact on any AEC team or business.

VIEW ALL ONLINE LEARNING OPPORTUNITIES

Zweig Group is an approved provider by the American Institute of Architects (AIA).

THE ZWEIG LETTER FEBRUARY 15, 2021, ISSUE 1379

P R O F I L E

Authentic: Jeff Schumaker President of Fishbeck (Grand Rapids, MI), a firm of engineers, scientists, architects, and constructors in the business of problem solving, inspiring results, and bringing ideas to life.

By LIISA ANDREASSEN Correspondent

F ishbeck is made up of a team of experts on core services including engineering, architecture, environmental sciences, construction management, and more. The company’s newest site is in Indianapolis, but they’ve also grown through acquisition, most recently taking over Ohio’s Northwest Consultants, Inc. Revenue in the past decade has grown by nearly 50 percent, according to Schumaker. “Leadership must be authentic. It must come from the heart,” Schumaker says. “Only you can lead like you, and I believe that builds trust and respect with those you work with. I make it a point to be available for everyone, reassuring, honest, encouraging, responsive, and a delegator.” A CONVERSATION WITH JEFF SCHUMAKER. The Zweig Letter: Your website says, “We are architects of the next generation.” Can you illustrate with an example of how this is put into action?

Jeff Schumaker: Every project provides an opportunity to learn. We use these lessons to look toward the future, designing and implementing solutions for the next generation. Our infrastructure team implemented the first diverging diamond interchanges in the state. Our A/E team is working on a leading-edge, higher education facility. Together, we challenge the status quo, generating new ideas that lead to better outcomes for our clients and end users. Our work must also stand the test of time. The facilities and infrastructure we design have lifespans counted not in years, but in decades. Sustainability, inclusivity, and agility are core considerations as we begin designing. All of this starts with our team. We don’t just say “All-in-One” as a marketing tagline. With more than 450 staff specializing in many disciplines, Fishbeck is positioned to develop holistic solutions. In helping our clients respond to COVID-19, we established a multidiscipline team including architects, engineers, and industrial hygienists among others, to create comprehensive solutions, emphasizing long-term

THE ZWEIG LETTER FEBRU

TZL: Are you seeking any financial assistance during the pandemic? JS: Like many other firms, we received a PPP loan and anticipate seeking forgiveness. We have a line of credit, but we’re concerned the line would not be sufficient to support us through a severe, long-term economic downturn. The PPP loan gives us confidence to maintain staff levels, particularly in this tight labor market, with the hope of a quick recovery. TZL: You joined Fishbeck in 1996 as a structural engineer. Since you’ve become president of the firm, what’s the most important decision you’ve made to date? Why? JS: Shortly after transitioning into the role of president, our executive leadership announced a firm name change. The firm name was Fishbeck, Thompson, Carr & Huber, Inc. for nearly 30 years. It was spoken and abbreviated in many forms, and there was growing concern that, as we pushed into new markets, we were creating brand confusion. As a result, we rebranded the firm as Fishbeck. The timing for the change was perfect. It allowed us to show broad support for both retiring senior leadership and emerging leaders, as well as helping to unite and integrate staff from a newly-acquired firm. “Fishbeck has always practiced flexibility. Life happens and, at times, everyone needs the ability to work from home. The last year has proven remote work can be accomplished longer term, and this has been appreciated by our staff.” TZL: Artificial intelligence and machine learning are potential disruptors across all industries. Is your firm exploring how to incorporate these technologies into providing improved services for clients? JS: Fishbeck has always been an early adopter of technology that benefits our industry. We were early adopters of AutoCAD many years ago, as well as Civil3D, BIM modeling, augmented reality, and drone scanning in more recent years. AI may be the next big disruptor. To understand this disruption potential, we’re researching AI in two different ways:

benefits over short-term gains. The work we do today shapes the world we live in tomorrow. “Every project provides an opportunity to learn. We use these lessons to look toward the future, designing and implementing solutions for the next generation.” TZL: How has COVID-19 impacted your firm’s policy on telecommuting/working remotely? JS: Fishbeck has always practiced flexibility. Life happens and, at times, everyone needs the ability to work from home. The last year has proven remote work can be accomplished longer term, and this has been appreciated by our staff. We’re currently evaluating how we can implement additional flexibility in a post-COVID-19 world. There are certain challenges that would need to be overcome. Things like training inexperienced staff, the ability to sketch solutions on a piece of paper, the learning that happens by overhearing senior staff discussing a technical issue, sharing client concerns, and maintaining culture, and all aspects of training and mentoring the next generations. If we are not careful in how we implement and manage remote work, there may be detrimental impact years in the future. TZL: What role does your family play in your career? Are work and family separate, or is there overlap? JS: Work and family are separate for the most part, but it’s difficult to stop thinking about the firm. My wife is a great sounding board as I address issues and develop policies. TZL: Trust is crucial. How do you earn the trust of your clients? JS: There’s no such thing as a perfect project. As frustrating as it is that issues arise on a project, especially during construction, we use them as opportunities to build trust. Clients want a firm that is willing to help work through an issue. Our approach is to quickly solve the problem with the appropriate stakeholders, then work out the financial implications when the dust settles. We have gained more trust and confidence through these challenges by being proactive rather than building walls.

HEADQUARTERS: Grand Rapids, MI NUMBER OF EMPLOYEES: 488 YEAR FOUNDED: 1956 NUMBER OF OFFICE LOCATIONS: 14 SERVICES: ❚ ❚ Architecture interior design ❚ ❚ Brownfield/remediation services ❚ ❚ Civil engineering ❚ ❚ Construction management ❚ ❚ Construction/field engineering ❚ ❚ Environmental compliance ❚ ❚ Mechanical/electrical/structural ❚ ❚ PFAS detection/mitigation ❚ ❚ Transportation engineering ❚ ❚ Water/wastewater engineering ❚ ❚ COVID-19 related services CORE PURPOSE: To help people realize their visions while benefiting society. CORPORATE CULTURE: Live well, work well, be well. Fishbeck believes in the benefits of a corporate wellness program and has woven it into its culture. It’s been recognized for best practices in work-life balance, diversity, and multiculturalism, employee communication and recognition, education and development, and community initiatives.

See AUTHENTIC, page 8

UARY 15, 2021, ISSUE 1379

ON THE MOVE MEP ENGINEER TROY HUNTER PROMOTED IN DEWBERRY’S RICHMOND, VIRGINIA, OFFICE Dewberry , a privately held professional services firm, has announced the promotion of nearly 50 employees nationwide, including one in Richmond, Virginia. Troy Hunter, PE, LEED AP BD+C, has been promoted to associate. With more than 22 years of experience, Hunter’s background includes the design of mechanical, electrical, and plumbing systems for base building, tenant interior, and renovation projects for secured government facilities, office buildings, critical power

facilities, high-rise residential projects, hotels, food service facilities, auditoriums, conference centers, childcare facilities, educational facilities, fitness centers, healthcare facilities, and retail spaces. As a project engineer, he has been responsible for load calculations, equipment selections, site utility coordination, construction administration, and design and layout of heating, ventilation, and air- conditioning, domestic water, sanitary, fire suppression, lighting, power, and fire alarm systems. Hunter earned a bachelor’s degree in mechanical engineering from Virginia Tech

(1998) and is a member of the Institute of Electrical and Electronics Engineers. Dewberry is a leading, market-facing firm with a proven history of providing professional services to a wide variety of public- and private-sector clients. Recognized for combining unsurpassed commitment to client service with deep subject matter expertise, Dewberry is dedicated to solving clients’ most complex challenges and transforming their communities. Established in 1956, Dewberry is headquartered in Fairfax, Virginia, with more than 50 locations and more than 2,000 professionals nationwide.

AUTHENTIC, from page 7

to BST-10. As project manager for this effort, I gained great insight into the functioning of our accounting system and developed greater understanding of department and service area needs; this has been a great benefit with my transition to president. Also, it gave me the opportunity to help train and educate our staff on the intricacies of our new system. It was a significant change within the firm, and everything went very well. TZL: Diversity and inclusion are lacking. What steps are you taking to address the issue? JS: The fact that there are few minorities represented in our industry is evidence of a systemic problem. We’re working with area programs to introduce careers in technology to high school students in underserved communities. Additionally, one of our core values is “concern and respect for people and their personal and professional growth.” True to that core value, we continue to look for ways to ensure all staff members feel respected, heard, and understood. We have stepped up our efforts recently by engaging in an assessment to improve diversity, equity, and inclusion at Fishbeck, in our industry and in our community. TZL: What type of leader do you consider yourself to be? JS: I’ve been in this role for a relatively short period of time, but it’s been long enough that I’ve learned an important lesson: to be myself. Fishbeck has a great, long history because of strong leadership. Stepping into the shoes of very successful predecessors added pressure to lead like they did and do what they did. However, leadership must be authentic. It must come from the heart. Only you can lead like you, and I believe that builds trust and respect with those you work with. I make it a point to be available for everyone, reassuring, honest, encouraging, responsive, and a delegator. TZL: How much time do you spend working “in the business” rather than “on the business?” JS: In my new role, I’m unable to devote much time to project work. I loved working with clients, discovering their needs, and providing a solution, as well as guiding teams to a final outcome. Now, I work for the Fishbeck staff and provide the support they need to serve our clients and help fulfill their professional goals.

1) We’re exploring how clients are beginning to embrace new technologies, including AI, in their environments. The institutions that we’ve surveyed said they foresee an increase in AI technology use over the next two to five years. Of this group, most indicated the projected increase will have some impact, with others indicating it may be substantial. As designers, we need to thoroughly understand how AI is being utilized, and the space and infrastructure necessary for this new technology, in order to provide better services and solutions. 2) While AI implementation is in the early stages for AEC firms, we foresee AI having multiple benefits within the firm, such as automating redundant tasks, providing predictive analysis, data mining, and trend and pattern recognition. To realize these potential benefits, we’re exploring how to optimize database interfaces with analytical software. As AI technology evolves, the connectivity to large amounts of data will be crucial to its success. “Together, we challenge the status quo, generating new ideas that lead to better outcomes for our clients and end users. Our work must also stand the test of time. The facilities and infrastructure we design have lifespans counted not in years, but in decades.” TZL: Are you using the R&D tax credit? If so, how is it working for your firm? If not, why not? JS: Fishbeck has used the R&D tax credits as well as the 179D credits since 2010 with the help of a professional service provider. It worked out well for us, but even though we took a conservative approach, a recent audit reduced our credit amount. TZL: Can you describe a recent project that you’re particularly proud of and tell me why? JS: I have transitioned away from design and project management as our growth and corporate needs pulled me into firm leadership. Recently, however, we moved our business enterprise system from one that was home-grown

THE ZWEIG LETTER FEBRUARY 15, 2021, ISSUE 1379

O P I N I O N

Put that ego aside

O ne of the hardest things for really talented and successful design professionals to do – and especially critical to those who are owners of A/E firms – is to be able to put their egos aside for the benefit of their firms and themselves. This is essential if you want to build a good firm of competent people who can keep the business going whether you’re there or not.

else that chance. You may be surprised how well they do. And you are taking yourself out of the driver’s seat. 3)Allowing someone else to take the lead on a project. Once again, the tendency of many “Stop feeling the need to be the star. That means you won’t be the first person featured in the company newsletter. Maybe that means you aren’t the first person interviewed for the new company podcast program, either.”

It is essential if you want to build a good firm of competent people who can keep the business going whether you are there or not. So what would some examples of this (getting your ego out of the driver’s seat) be? Here are my thoughts: 1)Not being featured first in promotional efforts. Stop feeling the need to be the star. That means you won’t be the first person featured in the company newsletter. Maybe that means you aren’t the first person interviewed for the new company podcast program, either. You get the idea. Put the spotlight on someone else in your firm. 2)Allowing someone else to take the lead in a meeting. Again – the tendency of leaders is to want to constantly remind everyone that they ARE the leader. One way they do that is by running whatever meetings they are involved in. Try giving someone

Mark Zweig

See MARK ZWEIG, page 10

THE ZWEIG LETTER FEBRUARY 15, 2021, ISSUE 1379

BUSINESS NEWS WARE MALCOMB ANNOUNCES COMPLETION OF SWIFT REAL ESTATE PARTNERS’ ASSET, FLYTE IN EL SEGUNDO Ware Malcomb , an award- winning international design firm, announced construction is complete on Swift Real Estate Partners’ asset “Flyte” in El Segundo. Flyte is located at 2200 E. Imperial Highway in El Segundo, California. Swift partnered with Ware Malcomb to execute their vision of an indoor/outdoor collaborative work environment for Flyte’s tenants. Ware Malcomb provided architecture, interior design, and branding services for the office campus. Swift Real Estate Partners purchased Flyte, a three-building, creative office campus located adjacent to Los Angeles International Airport in May of 2018. The asset’s renovation included repositioning the campus by modernizing the interior and exterior of the two office buildings, and creating a highly amenitized outdoor space. The 581,344-square-foot transformation offers two tenant-occupied office towers and a newly constructed plaza with modern common areas nestled in between. Ware Malcomb’s design team sourced materials that added texture and interior dimension. Upgraded finishes included metal, stone and wood which were elevated with unique lighting fixtures and a neutral color palette. The buildings feature upgraded lobbies, elevators, restrooms and common space foyers, state-of-the-art event spaces available to both tenants and the community, collaborative indoor-outdoor workspaces throughout with Wi-Fi access and food kiosks. A dramatic metal archway at the courtyard

entrance gives tenants and visitors ample space for meeting, lounging and eating. The open courtyard is equipped with an outdoor cafe, various interactive meeting and lounge areas, an amphitheater, large fire tables, and integrated conference spaces with a unique standalone conference room building. The branding team worked closely with Swift’s construction and property teams to plan, design and coordinate the implementation of exterior site signage to support the repositioning and rebranding of the campus to Flyte. The exterior signage is integrated into the site and complements the architecture while providing campus identification and wayfinding. “This renovation transformed the existing buildings into a modern, tech forward campus with state-of-the-art amenities,” said Sergio Valentini, Director, Architecture of Ware Malcomb’s Los Angeles office. “Tenants and visitors can enjoy the dynamic indoor-outdoor environment with flexible workspace options. This creative design truly responds to the way companies and employees are working today.” The general contractor for the project was Millie and Severson. Founded in 2010, Swift Real Estate Partners is headquartered in San Francisco, and has regional offices in Orange County, Portland, the San Francisco East Bay and the Silicon Valley. Swift is a vertically-integrated real estate investment firm which seeks to generate superior risk-adjusted returns for its partners. Swift acquires and repositions office and industrial assets in select West Coast markets,

identifying unique opportunities and executing well-defined business plans while providing real-time, day-to-day oversight for each investment. Since inception, Swift has owned and operated real estate valued in excess of $3 billion across more than 10 million square feet. Swift is currently investing on behalf of its third institutional investment vehicle. Swift’s professionals bring experience encompassing all aspects of real estate investment and management, including acquisition, financing, leasing, disposition, construction management, property management and marketing services. Established in 1972, Ware Malcomb is a contemporary and expanding full service design firm providing professional architecture, planning, interior design, civil engineering, branding and building measurement services to corporate, commercial/residential developer and public/institutional clients throughout the world. With office locations throughout the United States, Canada and Mexico, Ware Malcomb specializes in the design of commercial office, corporate, industrial, science and technology, healthcare, retail, auto, public/institutional facilities and renovation projects. Ware Malcomb is recognized as an Inc. 5000 fastest-growing private company and a Hot Firm by Zweig Group. The firm is also ranked among the top 15 architecture/engineering firms in Engineering News-Record’s Top 500 Design Firms and the top 25 interior design firms in Interior Design magazine’s Top 100 Giants.

of the firm can push their ego aside. Maybe it IS time to go to “alphabet soup” or name your firm after a founding partner who is no longer alive. Not to say this always makes sense because you don’t want to lose any brand equity, but it often does. Sometimes it’s necessary to make a full transition. I’m sure that given more room I could come up with more specifics. But hopefully I’m striking a chord with some of you and you will give thought to some of these things and perhaps change your ways! MARK ZWEIG is Zweig Group’s chairman and founder. Contact him at mzweig@zweiggroup.com. professionals to do – and especially critical to those who are owners of A/E firms – is to be able to put their egos aside for the benefit of their firms and themselves.” “One of the hardest things for really talented and successful design

MARK ZWEIG, from page 9

principals is to hang on to their client relationships and keep trying to lead projects when it becomes obvious that they are overloaded and not the best person for the job. So pass the baton on some or all of your projects. See what someone else can do by giving them a chance to actually run a job. And do it more than once. 4)Beginning actual leadership and ownership transition. So many principals talk a good game here but then don’t actually do it. This process takes lots of time. Much longer than most realize. That’s why you should probably start right now instead of letting your ego (and fear of the unknown) keep you as the primary owner and main leader. 5)Not taking the best or the most for yourself. I’m talking about those principals who always have the best admin assistant, the best office, the best parking place, the best desk chair, the best company car, the largest computer monitor – and so-on. 6)Not insisting the company keep your name in it. This is often the ultimate test of whether or not a primary principal

THE ZWEIG LETTER FEBRUARY 15, 2021, ISSUE 1379

O P I N I O N

Personal development

Whether it’s by reading a book or going to a seminar, taking an active interest in your personal development could be the best thing for your career.

P ersonal development can be a life changing event. Talk to anyone in the personal development world and you will likely hear some version of their epiphany story of how they got started. They are also continuously sharing the books they’re reading, the seminars they’re attending, and their favorite podcasts. Those who are serious about personal development turn it into an obsession. They’re always consuming content – in the morning, in the car, on a walk, or at the gym.

Adam Zach

Then you have those who scoff at the idea of personal development or make excuses. They say they don’t have enough time, reading is boring, blah blah blah. I should know, because that was me. Upon graduation from college, I vowed never to read a book again after the torturous 100+ credit hours of technical jargon in engineering school. But then I did, and it changed my life. It is my experience that most folks who get into personal development do so between the ages of 18-40 years old. If you don’t by age 40, you likely never will. I’m sharing this in the hope that someone will decide to pick up a personal development book

and start reading (or listening on Audible). I graduated from college and was eager to finally get out in the working world and start earning an income. At first, things were new and exciting and, at times, overwhelming. About two to five years after college, a lull happened. When you start a family or have your first kid, you start to question everything in life, including your career. This was my experience, but it was my own fault. Engineers are awesome and do some radically cool things. Engineering can also be highly technical and mundane depending on your role. Doing what I deemed “grunt work” as an entry-level engineer

See ADAM ZACH, page 12

THE ZWEIG LETTER FEBRUARY 15, 2021, ISSUE 1379

BUSINESS NEWS WARE MALCOMB ANNOUNCES COMPLETION OF TRUSTILE HEADQUARTERS IN DENVER Ware Malcomb , an award-winning international design firm, announced construction is complete on the new headquarters of TruStile located at 1111 E 71st Avenue in Denver. Ware Malcomb provided architecture, interior design, and civil engineering services for the project. Founded in 1995, TruStile is an industry leader and innovator in interior doors. The company’s new 310,000 square foot headquarters is comprised of approximately 50,000 square feet of office space and 260,000 square feet of manufacturing/production space with a large outdoor amenity deck. Every door throughout the facility showcases a different model designed and manufactured by TruStile, creating a walking showroom of the brand. Like the company’s products, the overall design blends modern technology with old world craftsmanship. Utilizing a modern mountain aesthetic, the space includes an expansive reception and lounge area with a steam fireplace, client-facing conference and training rooms, open office areas, private offices, collaborative areas and huddle rooms, a fitness center, and a large café with an exterior patio. To reflect the company’s target residential market, the space incorporates furniture, lamps, and accessories such as books and houseplants to give it a more residential feel.

Access to natural light was also a top priority for TruStile. The design team ensured the layout of the open office areas and primary amenity areas were located near windows as much as possible. By incorporating windows in the training room and at various points in the office, architects and designers touring the space can also get an inside look at the 260,000 square foot production area. All glazing, both interior and exterior, was designed and manufactured by TruStile’s parent company, Marvin Windows & Doors. The project was designed to be environmentally friendly and features a two-story mechanical building located on the north side of the facility, which houses a bio-mass boiler. The bio-mass boiler converts sawdust that is produced through the manufacturing process into energy used for heating/cooling the facility. The project also required multiple creative civil engineering solutions due to being located within the 100-year floodplain with tight site constraints not allowing space for traditional detention. The site required a floodplain development permit/LOMR-F and a very large underground detention system. The restrictions involved with construction near the onsite overhead transmission line and the desire to limit the export from the site pushed the project to use an underground detention solution that was the first of its kind in Colorado.

“TruStile previously operated out of four buildings in north Denver. This new headquarters brings all of TruStile’s operations together under one roof, doubling their square footage and giving them plenty of room for future growth,” said Matt Chaiken, Principal of Ware Malcomb’s Denver Office. “Working closely with TruStile we created a unique design – from the civil engineering to the architecture and interior design - which reflects their commitment to innovation and technological advancement, and supports long-term success,” said Chris Strawn, Principal, Civil Engineering. The general contractor for the project was Ryan Companies, Inc. Established in 1972, Ware Malcomb is a contemporary and expanding full service design firm providing professional architecture, planning, interior design, civil engineering, branding and building measurement services to corporate, commercial/residential developer and public/institutional clients throughout the world. With office locations throughout the United States, Canada and Mexico, Ware Malcomb specializes in the design of commercial office, corporate, industrial, science andtechnology, healthcare, retail, auto, public/institutional facilities and renovation projects. Ware Malcomb is recognized as a Hot Firm by Zweig Group.

ADAM ZACH, from page 11

❚ ❚ Wellness and exercise ❚ ❚ Video games ❚ ❚ Starting their own business (woodworking, farming, etc.) ❚ ❚ Fantasy sports/gambling ❚ ❚ Real estate ❚ ❚ Stock trading It was interesting to see what people choose to do outside the work hours, but usually it was at least one of the above items. One thing I did notice was that those who used their spare time to be productive were much happier in life. Those who got lost in trivial pursuits were never quite as energetic, happy, or motivated as those improving their situation in health, wealth, or personal development. What changed it for me? Reading a book. Although you wouldn’t think it is that simple, that single event of reading a book – not because I had to, but because I wanted to – unleashed a series of life changing habits related to personal development. Besides my decision to start a family, it may go down as one of the best decisions I have ever made and I hope it can be the same for you. ADAM ZACH is a project engineer with AE2S based out of Fargo, North Dakota, and is a lifetime learner. He can be reached at adam.zach@ ae2s.com.

made me want to check the clock 12 times a day, waiting for lunch so I could take a break and then waiting again for 5 p.m. so I could finally get the heck out of dodge. That all changed with personal development. My problem was I did not take ownership of my life. I would blame others. Like most young engineers, I had a lot of ambition. I was ready to take on the world, climb the ladder, and reach untapped levels of success. However, once I realized that this took hard work, patience, and wasn’t just going to be handed to me, I got bored and discouraged. This struggle was the best thing that happened to me, because it finally made me do something I thought I would never do: Read a book. Not because I had to, but because I wanted to change. Stephen Covey’s 7 Habits of Highly Effective People was my choice, and it consumed me. It knocked down false beliefs about my life, the world, and my environment. From there, I was hooked. In the last four years, I have read 163 books and reading/ learning has now become a magnificent obsession. Talking with various engineers in my network, I noticed something. Engineers in similar situations started to get that same itch to do something more. These are the outlets that came up most often: ❚ ❚ Focusing on their career and being a great employee ❚ ❚ Personal development

THE ZWEIG LETTER FEBRUARY 15, 2021, ISSUE 1379

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