TZL 1521 (web)

TRENDLINES Increase in base compensation by firm size January 22, 2024, Issue 1521 WWW.ZWEIGGROUP.COM

500+ employees

Less than 500 employees

Firm owners must have a clear vision, build a solid culture, and celebrate achievements big and small to be good stewards. Are you a good steward?

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FIRM INDEX BakerHicks.................................................... 10 Bowman Consulting Group Ltd.... 10 Mead & Hunt.................................................. 8 MPR Associates, Inc................................. 6 Stewart ............................................................... 4 Tetra Tech, Inc............................................... 2 MORE ARTICLES n MATTHEW DOUGLAS: AI is already here Page 3 n MARK ZWEIG: Owning your own office facilities Page 5 n LALITHA BENJARAM: Fostering connection in a hybrid world Page 7 n ROBERT MCGEE: Beyond reactive Page 9 According to Zweig Group’s 2024 Salary Report of AEC Firms , engineering firms with more than 500 employees saw the highest year-over-year increase in base compensation – 8.7 percent versus 3.7 percent for firms with fewer than 500 employees. Participate in a survey and save 50 percent on the final or pre- publication price of any Zweig Group research publication.

E arlier this year, I delved into the concept of what smart AEC owners do to be good stewards of their firms. To recap on the definition of stewardship, Merriam-Webster defines it as “the careful and responsible management of something entrusted to one’s care.” In other words, stewards lead responsibly by making wise decisions that will propel their firm to new heights. In a world of constant change, it is crucial that principals never forget this. As I observed more firms throughout this year, I have given more thought and believe it would be beneficial to add more points to my original list. By expanding our understanding of what it means for principals to be good stewards of AEC firms, we can contribute to the growth and prosperity of our industry. A good steward: 1. Presents a vision not only for their people, but also for the company. A good steward understands that their people are the lifeblood of the firm. They are not just employees but individuals with aspirations, talents, and the potential for growth. A steward has a clear vision for their people and is committed to nurturing their professional development. They provide opportunities for skill enhancement, mentorship, and career advancement. Imagine having your employees get better in business development, leadership, and project management each and every year because you have set a vision for them. Having a personal, precise vision laid out for your people creates a path that helps people succeed and shows your willingness for them to grow. But in order to sustain that, your vision must be conveyed in a clear, defined manner that empowers people to better understand the where, when, what, why, and how. Being intentional in placing the firm’s location in the future gives your people the confidence that leadership has a North Star to navigate the firm in good and tough times. 2. Builds the culture of their firm. Creating a solid culture takes effort and consistent dedication. Principals have the power to build their culture up – or tear it down by setting objectives that don’t provide value to their employees or clients. Culture is the fabric of your firm’s DNA. It shows what is valued and what is not. It demonstrates to your people what is allowed and what isn’t, it allows people to feel a sense of belonging, or it makes them want to look for another opportunity elsewhere. Setting the tone of your culture is intentional work. It requires as much energy and dedication as

Ezequiel Tovar

See EZEQUIEL TOVAR, page 2

THE VOICE OF REASON FOR THE AEC INDUSTRY

BUSINESS NEWS TETRA TECH WINS $33 MILLION U.S. ARMY CORPS OF ENGINEERS AWARD TO ENHANCE INLAND NAVIGATION Tetra Tech, Inc., a leading provider of high-end consulting and engineering services, announced today that the U.S. Army Corps of Engineers Rock Island District, Great Lakes and Ohio River Division, selected Tetra Tech for a $33 million task order to provide architectural and engineering services to design a new 1,200-foot navigation lock on the Illinois River. Tetra Tech was awarded the task order through the USACE Great Lakes and Ohio River Division’s Infrastructure Investment and Jobs Act Contract. Tetra Tech scientists, consultants, and engineers will design the new lock chamber to improve efficiency, reliability, and safety for navigation traffic along the river. The new lock will be twice as long as the existing lock system which will reduce wait times by more than 70 percent, accommodate

larger vessels, and improve mariner safety. The project is a top priority of the USACE Navigation and Ecosystem Sustainability Program. “The USACE Rock Island District maintains navigable waterways that are essential to the transportation of goods throughout the Midwest,” said Dan Batrack, Tetra Tech Chairman and CEO. “Tetra Tech looks forward to using our Leading with Science® approach to design systems that improve critical infrastructure, support public safety, and enhance the resilience and reliability of U.S. waterborne transportation supply chains.” Tetra Tech is a leading provider of high-end consulting and engineering services for projects worldwide. With 27,000 employees working together, Tetra Tech provides clear solutions to complex problems in water, environment, sustainable infrastructure, renewable energy, and international development.

Interested in learning more

about the projects and ideas driving the AEC industry forward? Learn more with Civil+Structural Engineer Media.

EZEQUIEL TOVAR, from page 1

climbing Mount Everest. But once you reach the top, you’re not done. There will always be another mountain to climb. Taking the time to weave the fabric of what it means to your firm will provide many dividends in return. Pretty soon, you will see others who emulate you and project the same principles and energy that you set forth. 3. Understands the importance of celebrating achievements and milestones, both big and small. We are busy people. We have a tremendous amount of work going on right now and for the foreseeable future. Having a moment to pause and reflect will allow you and your people to recognize and appreciate the hard work and dedication of the team. This will foster a positive and motivating work environment that encourages continued success. This culture of recognition and appreciation further enhances the sense of purpose within the company. A good steward uses these celebrations as opportunities to set new aspirations for the future. They inspire their team to reach even greater heights and continue their pursuit of excellence. By fostering a culture of celebration and recognition, they create an environment where everyone feels valued, motivated, and eager to contribute their best. There are many more things that go into being a good steward, but these three points provide a good baseline and pulse check to see how you and your firm are doing. Let this list be a motivator, not a deterrent. There is a heavy burden on owners these days and by giving that extra push to the finish line, the rewards and sense of accomplishment will be well worth it. Ezequiel Tovar is an analyst within Zweig Group’s ownership transition team. Contact him at etovar@zweiggroup.com.

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Chad Clinehens | Publisher cclinehens@zweiggroup.com Sara Parkman | Senior Editor & Designer sparkman@zweiggroup.com Liisa Andreassen | Correspondent landreassen@zweiggroup.com Tel: 800-466-6275 Fax: 800-842-1560 Email: info@zweiggroup.com Online: zweiggroup.com/blogs/news Twitter: twitter.com/zweigletter Facebook: facebook.com/Zweig- Group-1030428053722402 Published continuously since 1992 by Zweig Group, Fayetteville, Arkansas, USA. ISSN 1068-1310. Issued weekly (48 issues/year). Free electronic subscription at zweiggroup.com © Copyright 2024, Zweig Group. All rights reserved.

THE PRINCIPALS ACADEMY 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. Join us Februay 8-9 in Savannah, Georgia. Click here to learn more!

THE ZWEIG LETTER JANUARY 22, 2024, ISSUE 1521

OPINION

AI is already here

We must adapt or we could miss out on an opportunity to transform the future of the AEC industry.

Editor’s note: This article originally appeared on the Engineering Management Institute’s blog, linked here.

I recently had the opportunity to attend Zweig Group’s Minds & Machines Symposium in Nashville, Tennessee. The event was a very interesting and in-depth look into the world of artificial intelligence and the inevitable impact its implementation will have on our industry. It might come as a bit of a shock, but at this very moment there are already more than 60,000 AI companies across the globe, with more than 18,000 founded in the United States. That’s a huge amount!

Matthew Douglas

That means AI is already here. If you haven’t seen it yet, you will very soon. We in the AEC space may feel disconnected from AI, but it will certainly infiltrate our industry. In fact, it already has, although not in mass consumption, yet. The Engineering Management Institute publishes a podcast focused on this topic, the AEC Engineering Technology Podcast. Let’s do a brief overview of what Zweig Group’s Minds & Machines event covered:

we could see AI being used in the foreseeable future. ■ AI across AEC sectors. This session took a deeper dive into the particular sectors of AEC and how AI is currently molding its way into different use cases. For instance, Nvidia is currently working on a 3D modeling application to rival the likes of industry titans like Autodesk and Bentley. Interestingly enough, this software will reach over into the asset management/public infrastructure industry too, once geolocation services are added into the mix which will challenge

AI 101. This session summarized the AI technologies that would be discussed at the symposium, a brief look at the current applications in the AEC space, and ideas of where

■

See MATTHEW DOUGLAS, page 4

THE ZWEIG LETTER JANUARY 22, 2024, ISSUE 1521

BUSINESS NEWS STEWART EXPANDS TO TRIAD AREA WITH NEW GREENSBORO OFFICE Stewart, an interdisciplinary design, engineering, surveying, and planning firm, announced the opening of its first office in Greensboro, marking a significant expansion of its operational footprint in North Carolina. Members of Stewart’s landscape architecture, civil engineering and operations teams are already working from the new office under the leadership of CEO and founder Willy Stewart. The space, located at 800 Green Valley Road, will ultimately house teams from each of Stewart’s six practice areas:

civil engineering, community planning, geomatics, landscape architecture, structural engineering and transportation. “We have been proud members of the Triad business community for nearly 30 years, working closely with partners like North Carolina A&T State University, UNC Greensboro, and the City of Greensboro on signature projects including the award-winning NC A&T Student Center, the new UNCG Nursing and Instructional Building and Keeley Park,” said Stewart. “Opening our first office in the area will enable us to be even more responsive to the needs of local clients, pursue exciting new projects and further our mission

to strengthen communities across the Carolinas.” Notable new projects in the Triad area include two Guilford County school projects, a dormitory at NC A&T, and the Carolina Core soccer training facility in High Point. Stewart is located throughout the Carolinas, comprising 170 employees with seven office locations. With a unique interdisciplinary collaborative approach that results in stronger and more creative design solutions, Stewart serves domestic and international clientele, offering a full range of services.

the effectiveness of our marketing tools and strategies. For example, the creator of Joist.AI is a Texas A&M grad and developed the company to help AEC professionals create proposals in the AEC space. It also gives the user insights to make better business decisions. One question we have to ask ourselves going forward is, “How will AI impact us?” This is crucial for us to know moving forward. For me, it’s hard to tell. While AI could be very helpful, it could also be harmful. I can see the benefit of innovation, in how the implementation of AI can drastically increase the efficiency of our work. Proposals, design, and construction efforts are already being impacted by AI and there is only a matter of time before new advancements are made for our industry. My biggest concern is about the possible replacement of employees or the reclassification of services and prices thereof. In my opinion, this revolution will go one of two ways: Either more work will become automated, which would lessen the need for employees, or AEC firms will join in the revolution, and retain their talent, but in an effort to stay competitive will reduce the prices of their services over time given project tasks can be done faster and more efficiently. Overall, there was so much to learn at Zweig Group’s Minds & Machine Symposium, and I thoroughly enjoyed my time spent there. Going forward, I’m interested to see how AI will impact the construction industry, particularly with the use of autonomous vehicles given human and earthly error on construction sites. I also wonder how effective AI can be in controlling and adapting to different environmental conditions and business decisions. However, considering what we explored during this event, it is difficult to determine just what AI cannot do when given time to develop. But one thing is certain: We as AEC professionals have to adapt to the change. Otherwise, we could miss out on a great opportunity to evolve the future of the AEC industry. If you find this topic interesting, I recommend you consider attending one of the next Mind & Machines Symposiums. Click here to learn more. Matthew Douglas is operations leader of The Engineering Management Institute. Connect with him on LinkedIn.

MATTHEW DOUGLAS, from page 3

companies like ESRI and Trimble. Additionally, Autodesk is coming out with a platform called Forma which will be a cloud-based software for early-stage planning and design. ■ AI’s role in design and construction processes. Another session discussed how AI will play a prominent role in our design and construction processes. There were three parts to this session: Part one explored how AI will enhance the design process by implementing local design standards. Part two covered AI in robotics. This was construction- focused, and detailed autonomous vehicles, drones, and how AI can be used for things like site inspections, material delivery, and construction assembly. Part three explored how AI will change energy optimization in MEP, structural, and civil design. According to Goldman Sachs, 37 percent of tasks can now be automated by AI in architecture. In my opinion, the industry that will be impacted the most going forward is architecture, since most of the work done is in design. developments happening with AI in project management. Consulting firms in particular could benefit from this when common PM processes are integrated as standards. Let’s take into account the following scenario: What if you bid on a particular project and use AI to pick out a type of consulting service based on a bank of information from experiences your firm has built up over time? Maybe you have a massive stormwater conveyance and management project. Your job is to design a new conceptual landscape in a shopping center, to convey water in a way that will impact businesses the least. What if you could enter this into your AI software, and the AI spits out a range of documents? For example, the output might include a few alternative plans, a scope sheet, a cost estimate, a proposal, etc. all with the push of a button. I think that would be pretty amazing and scary at the same time. ■ AI’s impact on business development. Now let’s get into business development. In one session, Rachelle Ray of RMR Consulting joined us to discuss some interesting things that Joist.AI and Adobe Firefly are doing to increase ■ AI for project management. There are also some

THE ZWEIG LETTER JANUARY 22, 2024, ISSUE 1521

FROM THE FOUNDER

Owning your own office facilities

I t’s interesting to me how many architects and engineers who own their own businesses and serve developer clients don’t understand how they themselves could benefit from commercial real estate ownership – either through their business, or with a separate entity outside the business that leases space to the business. Leverage construction loans for AEC business real estate ownership, enhancing assets and financial health.

Mark Zweig

Most think they can’t afford it. They are already undercapitalized. How could they buy a building when that typically would take a 20-25 percent down payment, plus require them to do all of their own buildout, when they can probably get their landlord to finance a lot of that to them through a long-term lease with higher rent. The answer is to do what your landlord does! Whether you want to do an all new greenfields build, or buy an existing building and renovate it to meet your needs, the process and vehicle you can use to finance it is pretty much the same. Use a construction loan! Here’s how that works. Let’s say you want to build a new 40,000-square-foot office building for your firm. You will plan on using 25,000 square feet for

yourselves and lease out the other 15,000 square feet so you have some space for future growth. So you find an available site, design your building, and then go to the bank to get a construction loan to build it. Depending on your company’s or your own financial wherewithal, you can probably borrow about 80 percent of the completed value of the building in a construction loan. A construction loan is a one-way line of credit. It goes up but doesn’t get paid off until you are finished with the project and convert to an amortizing loan. So in my example, let’s say that your construction cost estimate for this building, designed and built out to your spec, is $9 million. You can get it down that low because you are not only designing it, but you also

See MARK ZWEIG, page 6

THE ZWEIG LETTER JANUARY 22, 2024, ISSUE 1521

ON THE MOVE MPR PROMOTES BRIAN CURRAN TO VICE PRESIDENT MPR Associates, Inc., has promoted Brian Curran to vice president for Power & Energy. Curran began his career at MPR in 2009 and now he will assume the role of vice president leading MPR to support the energy transition through our clients’ investments and improvements in renewable energy and the grid. Over the past 15 years, with his experience and contributions, he has become a key influencer, by significantly shaping MPR’s and our clients’ business success. Curran is responsible for important client relationships in our nuclear, renewable energy and transmission and distribution lines of business, and is a recognized industry leader in the

critical areas of energy storage and grid resiliency. “Brian’s transition to MPR, following service in the Nuclear Navy, was a natural progression showcasing his skills, background, and mutual fit for MPR with roots in the Naval Reactors Program,” Bob Carritte, MPR Principal Officer said. “We are excited and confident that Brian, in his new role, will continue to expand the impact of his leadership both internal and external to MPR.” Curran’s impact can be seen across the Department of Defense, Department of Energy, and throughout the power industry, for both domestic and international clients. He currently leads MPR’s interconnection analysis, battery energy storage, and power systems

analysis teams. As a subject matter expert in both synchronous generator excitation systems and inverter-based resources, he is helping our domestic and international clients modernize and improve the reliability and resilience of aging energy infrastructure. Curran is a strong advocate for the MPR culture and the development of people and has continued to expand MPR capabilities in alignment with client needs. In 2002, Curran earned a bachelor’s degree in electrical engineering from University of Massachusetts, Dartmouth, and in 2009 he earned a master’s degree in business administration from George Washington University. In 2003, Curran graduated from the Naval Nuclear Power Program.

Your estimate to build the project was $10.7 million. But you will be able to borrow 80 percent of $14.67 million, or $11.74 million in your construction loan. That gives you $1 million more than you thought it would cost to do the project for contingencies. So you get your construction loan – typically interest-only for two years or so, buy the site, build the project for $11.74 million or less, and at the end, when it’s all done, you convert your construction loan into permanent financing. The original appraiser will be called in to do the final appraisal, and as long as you built what you said you would build, they will typically set the value at what they projected it would be worth. So instantly, you now have a $14.67 million dollar building with nearly $3 million in equity in it. As long as you can lease out the other space, you did it all with no cash out of pocket other than interest during construction, and some banks will even let you use your construction loan to help pay for that. You can do the exact same thing with the renovation of an existing building. Obviously, the worse condition it is in, the better, because there is more of an increase in value through your improvements and that gives you a better shot at doing it with little to no out of pocket cash. And if your rent payments aren’t enough to cover your loan, just bump up your lease from the AEC firm a little bit. Rates do go up and down and should be coming down by at least 1 percent in the coming year; you may have to bet on that. Twenty years from now, hopefully your building is worth two or three times what you paid for it. You have also paid the loan down entirely or in large part. Now you have a significant asset, owned either by your AEC firm, or by some or all of the partners in the business. Consult your tax advisors for what they think is best. It’s a classic small business wealth-building story! Mark Zweig is Zweig Group’s chairman and founder. Contact him at mzweig@zweiggroup.com.

MARK ZWEIG, from page 5

plan on being the GC on the project. You also have to buy the site for $1.7 million. So you need $10.7 million to do the project. You have to get a loan, and you want it to be as large as possible so you put the least amount of cash into this thing. How will you do that? You have to get the best post- construction appraisal you can get. Commercial real estate appraisers use projected income to set the value. They also use what is called the “cap rate.” So today, let’s say you are in a market where a 6 percent cap rate is the norm for office space. You can find that out by talking with local commercial real estate agents. Cap rate is basically determined by the risk associated with investing in that type of income-generating property in that specific geographic area. The lower the risk assessment, the lower the cap rate. The lower the cap rate, the higher the value. So, for example, an office building in Newport Beach, California, would have a lower cap rate than the same type and size of building in Muskogee, Oklahoma. Newport Beach could be a 3.5 or 4, and Muskogee could be a 10 or 12. That greatly impacts the value. Here’s how it works. You add up all of the rents (or projected rents) the building will bring in over the year, and then deduct property taxes, insurance, utilities on common areas, and maintenance, along with some reserve for less than full occupancy in a multi-tenant facility. A good rule of thumb that my experience tells me most lenders will go for is to use about 85 percent of annual rent payments. Then divide that by the cap rate, and voila! That is the value for the completed project. So let’s take our 40,000-square-foot office example. If, in your area, the going rate for nice office space is $25 per square foot annual rent, that means your total annual rent income (coming from your own business and from your tenant space) will be projected to be $1 million a year. Multiply $1 million by .85 and you get $850K. $850K divided by .06 (the cap rate in this example) gives you a value of $14,166,666.

THE ZWEIG LETTER JANUARY 22, 2024, ISSUE 1521

OPINION

A hybrid work model’s success lies in strategies like volunteer engagement, recognition initiatives, and focused professional development for employees. Fostering connection in a hybrid world

C reating a great employee experience in a hybrid work environment can be challenging. However, these challenges also create exciting opportunities for innovation related to the employee experience. Just as flexibility is key in an employee’s work schedule and location, providing a variety of ways for employees to engage with one another allows individuals to participate in a way that compliments their lifestyle.

Lalitha Benjaram, EIT

Here are a few ways that Mead & Hunt is working to enhance the employee experience to help our team stay engaged and connected, regardless of their physical location: ■ Give employees a good reason to get together. The flexibility of hybrid and remote work allows employees to create a routine that works best for their lifestyle and commitments. However, many employees still enjoy coming into the office to connect with their coworkers if they have advanced warning and can plan ahead. One of the ways we encourage employees to connect is to utilize the Mead & Hunt Cares giving program designed to support the causes most important to our people. Employees are encouraged

to volunteer, individually or as a group, with organizations that are important to them. Group volunteer events are a great way to bring hybrid and remote employees into the office for an afternoon to engage with their team members. Some of the events our employees have planned include creek, beach, or trail trash clean ups and volunteering at food banks or community farms. Employee surveys show that meaningful and purpose-driven work is incredibly important to employees, especially for millennials and Gen Z. Empowering employees to team up for causes that support their community and passion provides another avenue, outside of

See LALITHA BENJARAM, page 8

THE ZWEIG LETTER JANUARY 22, 2024, ISSUE 1521

categories with the most nominees each year include Rookie of the Year, Mentorship, Culture, and Client Focus. Winners are announced in a formal awards ceremony in front of the whole company. This has been in place for nearly 15 years. “Creating a great employee experience in a hybrid work environment can be challenging. However, these challenges also create exciting opportunities for innovation related to the employee experience.” ■ Professional development and networking. This year our learning and development team expanded in-person learning and networking opportunities through in-person gatherings for each business unit. These day-and-a- half events focus on the group’s strategic vision, growth, operations, and future at Mead & Hunt. They’re designed to expand each employee’s knowledge, connections, and career. There is a strong emphasis on team building and strengthening employee connections to increase employee engagement and an overall sense of belonging. Lalitha Benjaram, EIT is diversity and inclusion program manager at Mead & Hunt. Contact her at lalitha.benjaram@ meadhunt.com.

LALITHA BENJARAM, from page 7

their project work, to find this purpose. This opportunity can be particularly meaningful for employees from underrepresented groups who want to make a difference in the communities they identify with and are often under- resourced. ■ Employee recognition. We all like to be recognized for our work, and a simple “thank you” or “great job” goes a long way. But employee recognition isn’t just great for individual morale. Public recognition allows other employees, especially those who are entry-level or new to the company, to learn about service areas outside of their work and identify subject matter experts. It’s also a great way to highlight contributions of employees from underrepresented groups. This representation is especially important in our industry where visible diversity, especially in leadership positions, has progressed slowly. At Mead & Hunt, we share employee recognition in two main ways, through our: Company intranet. With our coworker recognition program, employees can select a peer to receive a gift card or gift in order to recognize a professional achievement or success. This year we started sharing a few of these employee features on our company intranet each month. Annual awards program. We have an annual awards program where employees can nominate each other to be recognized in eight different categories. The

THE ZWEIG LETTER JANUARY 22, 2024, ISSUE 1521

OPINION

Beyond reactive

L ike most AEC firms, the lifeblood of Pennoni’s success is based on relationships. Our pillars of honesty, integrity, and service drive and maintain the success of those relationships. Providing exceptional service is and always will be at the forefront of project delivery and client service. Proactive marketing anticipates industry trends, leveraging research, analytics, and simultaneous use of multiple tools for an impactful and budget-optimized campaign.

Robert McGee

to existing contacts to drum up business. But what about the relationships that don’t exist, yet? People are busy and these things take time. “Instead of responding to an industry trend or competitor’s actions, proactive marketing allows you to anticipate future needs and changes in your target audience.”

And just like many other firms, seller-doers invest significant time and effort into building and maintaining relationships. This often involves a variety of sales and marketing efforts including meetings, networking, and entertaining clients. And when successful, there is often a follow-up approach employed – sending SOQs, marketing collateral, or submitting proposals. All of this is very reactive and that’s OK. But what about the proactive approach that we often leave out? For example, say someone wants to market our capabilities to solar developers. I’m asked to provide some qualifications related to our experience. Easy enough. They then immediately start to reach out

See ROBERT MCGEE, page 10

THE ZWEIG LETTER JANUARY 22, 2024, ISSUE 1521

BUSINESS NEWS BAKERHICKS ADD

GEO-

skills and expertise, in particular, relating to land contamination, will really strengthen our position in the ground engineering sector. His knowledge will be a significant advantage as we broaden the services we offer to our clients in-house.” BOWMAN APPOINTS LANCE HENDRIX, PE AS CHIEF REVENUE OFFICER TO ACCELERATE GROWTH AND EXPANSION Bowman Consulting Group Ltd., a national engineering services firm delivering infrastructure solutions to customers who own, develop and maintain the built environment, announced the appointment of Lance Hendrix, PE, to the newly created position of Chief Revenue Officer. “Lance’s experience and impressive track record in the engineering and construction industry, along with his strategic vision, align him perfectly with our strategic organic growth initiatives,” said Gary Bowman, chairman and CEO of Bowman. “His ability to facilitate collaboration and promote a culture of selling will accelerate our efforts to secure profitable new business opportunities, build strong client relationships and expand our market share. I am pleased to have Lance onboard as part of our executive leadership team.” Hendrix brings more than 30 years of proven experience in engineering and construction management with a strong focus on the power, renewables and industrials markets. He possesses 20 years of experience managing and selling large, complex engineering and construction management projects.

Prior to Bowman, Lance has provided revenue leadership for firms with over $500 million in annual revenue and billion-dollar backlogs. His career includes positions such as vice president business development at the Washington Group, president of Kiewit Power Engineers and vice president and general manager at Kellogg Brown & Root. With a bachelor’s and master’s in civil engineering and an Executive Master of Business Administration, he has a unique blend of technical expertise and business acumen. “Bowman’s reputation for delivering engineering services and infrastructure solutions is well-known in the industry, and I am excited to be part of this dynamic team,” Hendrix added. “I am committed to driving the company’s growth initiatives and ensuring the company continues to excel by leveraging my experience to contribute to its ongoing success.” Headquartered in Reston, Virginia, Bowman is a national engineering services firm delivering infrastructure solutions to customers who own, develop and maintain the built environment. With over 2,000 employees and more than 80 offices throughout the United States, Bowman provides a variety of planning, engineering, geospatial, construction management, commissioning, environmental consulting, land procurement and other technical services to customers operating in a diverse set of regulated end markets.

ENVIRONMENTAL TECHNICAL EXPERTISE TO GROUND ENGINEERING OFFERING BakerHicks, the multi- disciplinary design, engineering and project delivery company, have further strengthened their ground engineering capability with addition of in-house geo-environmental services, appointing Tim Mitchell to lead this new service offering. A full Member of the Institute of Environmental Sciences and a Chartered Member of the Society for the Environment, Mitchell brings extensive geotechnical engineering and environmental consultancy experience, having worked across numerous high- profile brownfield redevelopment projects across the UK including the expansion of Southampton and Medway Ports and at Euston Station in London. Prior to joining BakerHicks, Mitchell was a Director at Omnia Consulting, a multi- disciplinary environmental consultancy business. He has also held similar senior roles across geotechnical and geo-environmental consultancies in a career spanning more than 17 years. Mitchell will lead a team of experts providing contaminated land risk assessment, remediation strategy, soil reuse and materials management services for clients across the sectors BakerHicks operates in (aviation, defence, highways, life sciences, nuclear, power, public sector and rail). Paul Hooton, Head of Ground Engineering at BakerHicks said: “Tim’s

campaign. Creating engaging content and staying ahead of the curve allows you to set your campaign up for the highest success rate and get the most out of your budget. Develop a marketing plan. Establish goals. Lean on technology as an extension of your team. At the end of the day, the firms that remain agile with their marketing strategies will stand out from the competition and optimize their marketing budgets. Robert McGee, associate vice president and director of marketing and corporate communications at Pennoni, is a seasoned marketing professional with more than 15 years of experience in marketing and communications.

ROBERT MCGEE, from page 9

This is where the marketing team can support and be proactive in your marketing strategy. Proactive marketing uses market research and analytics to identify a marketing strategy before the launch of a campaign. Instead of responding to an industry trend or competitor’s actions, proactive marketing allows you to anticipate future needs and changes in your target audience. A marketing campaign is like a wheel on a bicycle, it has multiple spokes, all coming from the same hub. It is not as simple as creating a standalone video, website, collateral, PR, social media, or email blasts. All these tools need to be used simultaneously while planning and strategizing your

THE ZWEIG LETTER JANUARY 22, 2024, ISSUE 1521

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