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ON THE MOVE BALFOUR BEATTY APPOINTS JUSTIN MALETIC AS BUSINESS UNIT LEADER FOR CENTRAL TEXAS AND ARIZONA BUILDINGS OPERATIONS Balfour Beatty has announced the appointment of Justin Maletic as business unit leader for its Central Texas and Arizona buildings operations. In this role, Justin will lead strategic growth and operational excellence across the company’s Austin and Scottsdale offices, with a focus on expanding Balfour Beatty’s presence in key sectors including K-12 and higher education, mission critical, hospitality, tenant improvements and special projects. Justin brings more than two decades of experience in the construction industry, most recently serving in a dual role as vice president of business acquisition for California operations and national accounts executive. Since joining Balfour Beatty in 2011, he has held a variety of leadership positions, including senior project manager and director of business acquisition in California, where he led strategic pursuits, pipeline analysis and national account development. “Justin’s leadership, strategic mindset and deep industry knowledge make him the ideal choice to lead our Central Texas
and Arizona business,” said Pleas Mitchell, president of Balfour Beatty’s Texas and Arizona buildings operations. “His proven ability to build strong client relationships and drive growth will be instrumental as we continue to expand our presence in these key markets. With his national experience and deep understanding of emerging opportunities, Justin is well- positioned to accelerate our work in high-growth sectors like K-12, mission critical, hospitality and special projects.” Justin’s national contributions include scaling Balfour Beatty’s proprietary project partnering program and facilitating national sales training. He has also been successful in securing major partnerships such as a master service agreement with a life sciences client and positioning Balfour Beatty on the Design-Build Contractor Source List for a client in the federal market. Additionally, he plays a pivotal role in the expansion of the company’s collaboration with Cumming Group on Post-Occupancy Project opportunities for tenant improvement projects across North America and most recently, Justin was involved with establishing a master service agreement with a global financial services client.
A graduate of San Diego State University with a degree in international business and an MBA with a finance specialization, Justin is a Certified Construction Manager and an Associate DBIA. He has served on the Board of Directors for the Construction Management Association of America’s San Diego Chapter since 2012, including a recent term as Chapter President. He is also an active member of the Lean Construction Institute and a frequent speaker at industry events. Balfour Beatty is an industry-leading provider of general contracting, at-risk construction management and design- build services for public and private sector clients across the United States. Headquartered in Dallas, Texas, the company performs heavy civil, rail and a broad variety of vertical construction in select local geographies. The company is held by Balfour Beatty plc, a global leader in international infrastructure with interests in Hong Kong, U.K. and U.S. Balfour Beatty US is ranked among the top domestic building contractors in the United States by Engineering News-Record.
7. You should look for ways to expand your services for your client. If you want to have the capacity to do higher- level, better projects for your client, you first need to know how you will take care of the work you are currently doing for them. Training someone else to do your job so you can expand the services you provide to your client is an essential step. 8. You should always be on the lookout for your next client, because you never know when they may decide they no longer need the services of your company. That said, it should never be at the expense of your current client, as long as your current client is a good one that pays you fairly for what you do and appreciates your work. If they have to be dropped for you to take on a better client, be sure to help them find someone else to do what you do for them so they will say good things about you down the road. So do you think treating your job as if you are self-employed with one client has any merits? If so, what do you need to do differently? Mark Zweig is Zweig Group’s chairman and founder. Contact him at mzweig@zweiggroup.com.
MARK ZWEIG, from page 5
4. Doing business with you should be friction-free for your client at all levels. No one likes to work with a business that is difficult to deal with. If their people are unavailable, prices are too high for the value received, or their systems are too cumbersome and difficult to navigate, they will go elsewhere. So you need to be sure your ”business” is easy. 5. Your “hours of operation” impact client satisfaction. No one likes a business that is closed when you want to go there – be that a restaurant, hardware store, or IT service provider. Most businesses can’t make it by just being open 9 a.m. to 5 p.m. during the week. So don’t be “closed” for business in the evenings or weekends by answering your phone and returning texts and emails when needed by your client. 6. You need competent outside advisors. Just like a small business owner needs competent outside attorneys, accountants, tax advisors, and more, you will need competent people you can go to outside of your client for help and advice. That might be a mentor, peer group, counselor, or career coach. No small business owner is good at doing everything themselves!
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THE ZWEIG LETTER DECEMBER 29, 2025, ISSUE 1614
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