TZL 1569 (web)

January 20, 2025, Issue 1569 WWW.ZWEIGGROUP.COM

TRENDLINES

Varying salary increases

10%

AEC firms remain largely committed to flexible options that benefit both firms and their employees. Is remote work here to stay?

-5%

FIRM INDEX AECOM...............................................................6 Enica Engineering, PLLC.......................8 Hancock Associates..............................10 Larson Design Group............................10 MKN......................................................................8 TYLin.................................................................... 2 Willdan Group, Inc.....................................8 MORE ARTICLES n GREG SPEED: Take that PTO and reset Page 3 n MARK ZWEIG: Some good things to think about in 2025 Page 5 n JEREMIAH HARRINGTON: The importance of preparation Page 7 n DUANE GAUGLER: A gameplay for successful mentoring Page 9 In Zweig Group’s 2025 Salary Report of AEC Firms , we observed significant salary increase differences in engineering roles and architecture roles. The most notable differences came at the associate/department manager level where those in engineering roles saw an increase of 8.43 percent and those in architecture roles actually saw a decrease of 3.85 percent. Participate in a survey and save 50 percent on the final or pre- publication price of any Zweig Group research publication.

W hile buzzy headlines about return-to-office mandates may suggest that flexible work arrangements are on their way out, data from Zweig Group’s 2024 Recruitment & Retention Report paints a different picture for the architecture and engineering industry. In fact, nearly 90 percent of firms allow at least some level of telecommuting, indicating that hybrid and remote work options are not only prevalent but are being maintained as valued benefits by many firms. An overwhelming 73 percent of firms extend telecommuting privileges to all employees, while professional and technical staff are close behind. Interestingly, even roles traditionally perceived as essential to in-office dynamics – like presidents, VPs, and department heads – are being afforded telecommuting options. This shift reflects a changing view of the necessity of leadership presence in the office. Additionally, most telecommuting policies require a minimum of two to three days in the office per week, suggesting that hybrid models with a part-time office presence have become the norm. WHAT’S DRIVING THE SHIFT? The motivations behind telecommuting permissions reflect a thoughtful response to employee needs and priorities. Personal preference is the primary driver, cited by 58 percent of firms, underscoring that many firms are offering flexibility to improve employee satisfaction. For 47 percent of firms, long commutes are another significant factor, as remote options make work more accessible and reduce commute-related stress. Additionally, about 38 percent of firms cite improved efficiency and fewer distractions as reasons for allowing telecommuting. Family obligations are a factor for 28 percent of firms and 15 percent of firms cite disabilities as a reason for offering telecommuting options, contributing to a more inclusive workplace. For the 10 percent of firms that cited limited office space, remote work provides a practical solution. FLEXIBILITY AS A COMPETITIVE ADVANTAGE. The emphasis on flexible work is not just about employee satisfaction; it’s also about staying competitive. According to McKinsey’s American Opportunity Survey , flexible work is a top-three factor for job seekers when considering new positions. McKinsey’s research further reveals that approximately 80 million Americans are engaged in flexible work

Sara Parkman

See SARA PARKMAN, page 2

THE VOICE OF REASON FOR THE AEC INDUSTRY

ON THE MOVE TYLIN WELCOMES

KIMBERLY

her leadership will be instrumental in executing our vision for the future.” “I’m excited to collaborate with an incredible team to support strategic growth and improve outcomes for our clients and communities,” said Slaughter. “Everyone deserves access to mobility in their community that is safe, affordable, convenient, context sensitive, and supports a healthy environment for their families.” In addition to her wealth of experience with AEC companies, Slaughter has spent decades as a public transit advocate, serving on boards and committees focused on transportation equity and community development. She serves on the Houston Fund for Social Justice and Economic Equity, the American Public Transportation Association executive committee, the Mineta Transportation Institute board, and the Conference of Minority Transportation Officials national board, among others. In 2022, she was honored by COMTO as a “Woman Who Moves the Nation” and awarded the prestigious Shirley A. DeLibero Award.

Interested in learning more

SLAUGHTER VICE PRESIDENT AND TRANSPORTATION LEADER FOR NORTH AMERICA TYLin, a globally recognized full-service AS SENIOR infrastructure consulting firm, announced the appointment of Kimberly Slaughter as TYLin’s North America transportation leader. With more than 35 years of experience in the public and private transportation sectors, Slaughter will spearhead strategic initiatives to drive growth within our transportation sector. A key focus will be strengthening the presence of TYLin’s transportation services while leveraging the company’s technical expertise, talent, and geographic reach to enhance client delivery, retain and attract top talent, and drive collaboration. “We are thrilled to welcome Kimberly to the TYLin team,” said Tom Price, executive vice president and chief operating officer at TYLin. “Her depth of experience and dedication to delivering impactful infrastructure projects will be pivotal as we continue to diversify our services and clients across North America. We know

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

SARA PARKMAN , from page 1

arrangements, and 87 percent of those with remote options embrace it, working from home an average of three days per week. Flexible work options are more than a temporary trend – they are an expectation in today’s job market. For firms aiming to attract and retain top talent, telecommuting presents a strong competitive advantage. Offering flexibility not only appeals to candidates with similar job offers but also communicates an understanding of modern work-life balance expectations. In an industry that has traditionally required physical presence, the shift toward remote work reflects the AEC sector’s adaptability and forward-thinking approach. A NEW ERA OF WORK. Despite media narratives suggesting that remote work is fading, the reality in the architecture and engineering industry looks very different. Zweig Group’s data shows steady adoption of telecommuting policies, with firms realizing that offering flexibility can increase job satisfaction, boost productivity, and support recruitment efforts. While some high-profile companies in other sectors may be pushing for a full return to the office, architecture and engineering firms remain largely committed to flexible options that benefit both firms and their employees. Sara Parkman is a content manager at Zweig Group and senior editor and designer of The Zweig Letter . Contact her at sparkman@zweiggroup.com.

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Chad Clinehens | Publisher cclinehens@zweiggroup.com Sara Parkman | Senior Editor & Designer sparkman@zweiggroup.com Tel: 800.466.6275 Email: info@zweiggroup.com Online: zweiggroup.com/blogs/news LinkedIn: linkedin.com/company/22522 Instagram: instagram.com/zweiggroup Twitter: twitter.com/ZweigGroup Facebook: facebook.com/p/Zweig- Group-100064113750086 Published continuously since 1992 by Zweig Group, Fayetteville, Arkansas, USA. ISSN 1068-1310. Issued weekly (48 issues/year). © Copyright 2025, 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 February 12-13 in Hilton Head, South Carolina. Click here to learn more!

THE ZWEIG LETTER JANUARY 20, 2025, ISSUE 1569

OPINION

Take that PTO and reset

Taking time to slow down, prioritize self-care, and recharge improves productivity, mental clarity, and overall well-being.

I retired from full-time work a year ago – which came as somewhat of a surprise to my coworkers and the company leadership. I wanted to spend more time with my family, my aging parents, and a brand-new granddaughter. I had also reached the point where I was utterly burned out and had to escape what had become a joyless job – at least to me. So, I chose to step away from a firm I had been with for more than 26 years, to leave that second family, and take time for myself.

Greg Sepeda

In the first couple of months, two things happened. First, my family presented me with a lengthy list of tasks I never had time for. By Christmas, I had updated the phone plan, attended soccer games and band concerts, and replanted the herb garden. Now, a year later, there are still things to work on – the garage still needs to be cleaned out. But I also found that as my life slowed, the fog in my head started to clear. I think we all agree that the AEC industry is hectic nowadays. You can hardly read a periodical without an author reminding us there is too much work and insufficient resources. The work hours and the stress of meeting client expectations weighed on me to the point where I was not sleeping well, was acting impatient with the family, and was not spending time where I wanted to spend my time. John Maxwell

discusses this and the “Law of Priorities” in his book The 21 Irrefutable Laws of Leadership . Things did not change overnight. But gradually, I became more clear-headed and (hopefully) more pleasant. I have had time to write down and pursue some of those ideas that had been rolling around inside my head. I finished a personal genealogy project, drafted this and a few other articles, and have just been able to look at our industry with a different set of eyes. I have even taken the opportunity to meet with a few of my former clients and share opinions on some things I was too cautious to say when the firm’s livelihood depended on them issuing that next contract. I probably irritate my former partners when I

See GREG SEPEDA , page 4

THE ZWEIG LETTER JANUARY 20, 2025, ISSUE 1569

■ Take that lunch break. Stop eating at your desk while you continue to work and check emails. Get up and go eat in the office common area. The change in scenery will ease your mind. You will also see the added benefit that eating lunch with coworkers will build camaraderie and increase the sharing of ideas. ■ Schedule other short breaks. Take regular breaks to stretch or walk; even a quick walk can boost your mood and energy levels. ■ Get outside. If you can take your lunch or walk outside, it’s even better. Intuitively, you know that fresh air and getting into nature are good. Studies show it has the effect of reducing your heart rate and blood pressure. The Japanese practice of “shinrin-yoku” uses nature to help reduce stress, increase mindfulness, and improve mental clarity. ■ Be mindful. Take moments away from the computer (and phone) screens and allow your mind to quiet down. Focus on a slower breathing technique. Be in the moment and reflect on what you need to feel recharged. I do not know what the future holds for me. But whatever I do, I will be doing it with fresh ideas and a new outlook. But for now, I still have that garage to clean out. Greg Sepeda is a former engineering manager and is currently rewired as a management consultant. Connect with him on LinkedIn.

GREG SEPEDA, from page 3

explain this clear-headedness to them. But my desire for them is to start allowing time for themselves. First, take that vacation. We all talk about life-work balance, but I also think we would admit it is easier said than done. The reality is that there will always be more to do, so trying to wait until you feel caught up at work is like running a race with no finish line. Most companies provide a paid time off benefit. It looks good on paper, but is everyone utilizing it? An average employee receives approximately four weeks per year. But except for the annual family vacation (and are those truly relaxing to all?), I frequently would only see the occasional three-day weekends scattered throughout the year. The rest of the accrued PTO was rolled over or never used. I made the factual but not quite as obvious observation to a friend recently that four weeks a year was one week each quarter. Could you imagine taking a week off every three months?! I know it is scary, if not unrealistic, to think of leaving the office that frequently. However, it does not mean you have to go to the beach or the mountains every time. Have you tried a staycation? If done right, enjoying the quiet of your home could help you recharge. You cannot always unplug yourself from work. But what if we could build opportunities into our week to slow down and catch our breath? I am sure you are thinking about your upcoming week and telling yourself, “There is absolutely no time.” But you will see a marked improvement in your productivity with even just a few hours during the week. You could:

THE ZWEIG LETTER JANUARY 20, 2025, ISSUE 1569

FROM THE FOUNDER

2 025 is already underway, and as a grizzled old veteran of the AEC business, I have a few thoughts that I wanted to share with our readers: 2025 offers opportunities for AEC firms to thrive through responsiveness, strategic metrics, strong banking ties, and workplace honesty. Some good things to think about in 2025

1. There are many reasons to be optimistic. There is a tremendous pent-up demand for everything AEC firms do. The facts are that demand exceeds supply, and the skilled labor shortage isn’t going to change. That bodes well for our ability to have profitable businesses. 2. As terrible as these events are in terms of life and economic losses, natural disasters like the California fires, floods, hurricanes, earthquakes, and more increase the demand for what AEC firms do. High demand means higher prices and more consistent backlogs. 3. Interest rates probably won’t change much. I would expect another 0.5 percent to 0.75 percent drop in 2025, but that’s it. I don’t think we will ever see 3 percent rates again, either. But if you look at the last 50 years – 6 percent mortgages are pretty good and probably should be the norm. 4. Companies have got to stop pushing utilization

as their primary goal. Every one of your managers and employees instead needs to understand revenue factor as the primary performance metric. “Revenue factor” is net service revenue divided by total raw labor. It is also utilization times effective labor multiplier. Same number. And it’s the most important number to track. Pushing utilization by itself will result in budget overruns so people look like they are productive. More firm owners have got to understand that you could have a 50 percent utilization with a 4.0 labor multiplier and be more profitable than a firm with 65 percent utilization and a 3.0 multiplier. 5. Accounting needs to speed up. There just isn’t any good reason for it to take weeks and weeks or sometimes even longer to close out a month and know whether or not you made money. The books need to be closed and the P&L distributed within days of month closed. Why lose time that

Mark Zweig

See MARK ZWEIG , page 6

THE ZWEIG LETTER JANUARY 20, 2025, ISSUE 1569

BUSINESS NEWS AECOM-LED JOINT

VENTURE

which is part of an array of generational federal investments in the nation’s rail infrastructure,” said Mark Southwell, chief executive of AECOM’s global Transportation business. “Our track record of success on numerous NEC bridge replacement projects prepares us to deliver safe, reliable and resilient rail connectivity that meets both current and future demands on the NEC.” The AECOM-led joint venture will utilize a multi-phased alternative delivery approach to implement project planning and oversee delivery of the upgraded and new structures. As project manager, the venture will oversee design coordination and manage interactions with railroads, utilities, and third parties. The team consists of multi-disciplinary engineers specializing in civil, geotechnical, structural, and environmental engineering. “We look forward to leveraging our extensive transportation resources, site knowledge, and experience with large-scale projects along the NEC to deliver innovative solutions that enhance rail reliability,” said Bane Gaiser, chief executive of AECOM’s U.S. East and Latin America region. “As Engineering News-Record's top Mass Transit and Rail firm, we are excited to

support Amtrak in upgrading its tracks and bridges, improving connectivity along one of the world’s busiest transportation corridors.” Funding from the Federal Railroad Administration has enabled Amtrak to advance several megaprojects along the NEC aimed at modernizing critical infrastructure, improving station facilities, and supporting future ridership growth. Among these funded projects, AECOM is involved in the Frederick Douglass Tunnel Program, the Connecticut River Bridge Replacement and the Susquehanna River Rail Bridge Project. AECOM is the global infrastructure leader, committed to delivering a better world. As a trusted professional services firm powered by deep technical abilities, we solve our clients’ complex challenges in water, environment, energy, transportation and buildings. AECOM's teams partner with public- and private-sector clients to create innovative, sustainable and resilient solutions throughout the project lifecycle – from advisory, planning, design and engineering to program and construction management. AECOM is a Fortune 500 firm that had revenue of $16.1 billion in fiscal year 2024.

TO RAIL IMPROVEMENTS ALONG AMTRAK’S NORTHEAST CORRIDOR AECOM, the trusted global infrastructure leader, announced that an AECOM- led joint venture with STV has been selected by Amtrak to provide project management services for the Sawtooth Bridges Replacement Project, a key component of the Gateway Program that aims to address state of good repair needs and double passenger train capacity on the most congested 10-mile section of the Northeast Corridor. DELIVER CRITICAL The Sawtooth Bridges were originally constructed in 1907 and serve as a critical link in the NEC, supporting more than 400 daily trains operated by Amtrak and NJ TRANSIT over tracks used by NJ TRANSIT, PATH and Conrail freight trains. Their age and structural deficiencies limit train speeds to 60 mph, creating bottlenecks that impact rail operations for intercity and commuter services. The project will deliver three new bridges along a 1.9- mile corridor in Kearny, N.J., between Newark Penn Station and Secaucus Junction “We’re proud to continue our long- standing partnership with Amtrak by supporting this crucial transit upgrade,

agreements? Better know them or you risk having your line called. Are you keeping your bankers in the loop about your financial performance, good and bad? If not, you should. Bankers hate surprises. I am excited about 2025 and thrilled to be a small part of this fantastic industry. One that does more for our society perhaps than any other. Here’s to a great year ahead! Mark Zweig is Zweig Group’s chairman and founder. Contact him at mzweig@zweiggroup.com. "There is a tremendous pent-up demand for everything AEC firms do. The facts are that demand exceeds supply, and the skilled labor shortage isn’t going to change. That bodes well for our ability to have profitable businesses."

MARK ZWEIG, from page 5

you could be using to take action because of your internal processes being so cumbersome? Makes no sense to me. 6. We have to be honest with our people who want to work from home. Yes it is nice, and less time is wasted commuting, but the reality is “out of sight, out of mind” is real. Those telecommuters are not going to have the same kinds of career opportunities that those who are there in the office will have. Stop kidding yourselves and your people about this fact. Be honest. 7. Responsiveness is everything. It’s one thing you can do to distinguish yourself and your firm. Return calls and respond to emails quicker than anyone else. Does it mean you stay hooked up? Yep, it does. Can that compromise other aspects of your life? Yep, it can. Do you want to be successful? If so, pay heed to what I am saying. 8. Pay attention to your banking relationships. Do you know your primary lender personally? If not you should. Are you following all the covenants in your line of credit

THE ZWEIG LETTER JANUARY 20, 2025, ISSUE 1569

OPINION

The importance of preparation

T here are never really dull days when it comes to managing construction projects. The early mornings, heavy machinery, piles of soil and materials, and people moving around the jobsite performing different tasks make for a fast-paced environment that does not slow down before the job is done. Thorough preparation across all project phases is crucial for navigating challenges and ensuring construction project success.

Jeremiah Harrington

I have been in this industry for well over 15 years now, starting out as a laboratory technician for a geotechnical and materials testing firm, to where I am now with MKN & Associates’ construction management division. I would not say that I have seen it all, but within my years of experience, I have seen a lot! From unforeseen soil conditions and mysterious sinkholes, to having to coordinate inspections in Asia during a global pandemic. One thing I have learned over my years is that the way you prepare will make (or break) your project. Typically, the way I like to prepare for my projects is in three phases. Each phase, if prepared for appropriately, will help with the next phase. The phases include the:

1. Pre-construction phase. This phase of the project, in my opinion, is probably the most

important of any project. Many times, this phase gets overlooked and team members want to just start moving. However, I would argue that if we are not appropriately prepared during the pre-construction phase, we could be setting ourselves up for issues later. When we are awarded a new project and are doing a thorough review of all the available documents, I like to take extensive notes and look for anything that really sticks out to me. For instance, if your project requires excavation of up to 30 feet below ground surface, and the

See JEREMIAH HARRINGTON , page 8

THE ZWEIG LETTER JANUARY 20, 2025, ISSUE 1569

ON THE MOVE WILLDAN ACQUIRES ENICA ENGINEERING, EXPANDING MISSION- CRITICAL ENERGY SERVICES FOR COMMERCIAL SECTOR Willdan Group, Inc. announced it has acquired substantially all of the assets of Enica Engineering, PLLC, an energy and building automation solutions firm focused on mission-critical energy services for the commercial sector. Founded in 2010, Enica provides highly specialized energy and automation engineering to customers in the Northeast United States, including

pharmaceutical and biotech firms, private higher education institutions, and surgical hospitals. Enica is projected to generate approximately $10 million in revenue in 2024, and Willdan expects the acquisition to be accretive to earnings in 2025. Other terms and conditions were not disclosed. “With Willdan’s national presence and resources, we’re excited to bring our energy, operations, and automation expertise to customers in new regions,” said Reed Berinato, co-founder and principal engineer of Enica. “Current

customers will gain convenient access to new services, such as energy master planning, performance contracting, and project implementation, to help achieve their goals.” “Enica supports critical building energy systems for several high- profile pharmaceutical, healthcare, and research institutions,” said Mike Bieber, Willdan’s CEO. “The addition of their specialized technical knowledge and trusted relationships allows Willdan to continue expanding our business with commercial customers nationwide.”

Finally, during the construction phase, I prepare myself to make decisions. Not all decisions can be made in the field, however; there are many that can be made quickly by simply understanding the contract documents. By reviewing the contract documents in the pre-construction phase, preparing extensive notes, and reviewing the contractor’s lookahead schedule, the appropriate decision can be made within a short timeframe and the associated backup to that decision can be presented to the contractor and client. 3. Closeout phase. The best time to begin the closeout phase of any project is at the beginning. In each project, the contract documents outline closeout procedures such as final inspections, delivery of closeout documents, and start up and commissioning. These items should be discussed with the project team during the pre- construction phase. However, as things get busy onsite, it is easy for them to not be top of mind. Therefore, what I end up doing is preparing myself a timeline based on the construction schedule provided by the contractor. Many times, I simply prepare notifications to myself at key moments of the project so I can remind the contractor of procedures that need to be followed for closeout. When it comes to closeout documents, I do not like to wait until the project is complete to begin compiling the project documents. Many times, there is a way that the client wants project documents to be delivered to them for their records. The best way to get these documents to them in a timely manner upon project completion is to have already begun preparing them in that format at the beginning of the project. When managing construction projects, it is important to consider an array of situations that may arise and to adequately prepare yourself, the project team, and the client accordingly. Knowing how to prepare and what to prepare for comes with experience. I am sure that I have not seen it all and one day there will be an unfamiliar situation that I find myself in. However, because I understand the importance of early preparation and have developed a system that I can (mostly) adhere to, I just might be able to meet it head on! Jeremiah Harrington is an assistant resident engineer at MKN. Connect with him on LinkedIn.

JEREMIAH HARRINGTON, from page 7

geotechnical report shows that groundwater is 10 feet below ground surface, you should take note of that. Another situation that the industry has had to deal with over the last five years is the availability of materials. If there are materials known to be heavily impacted by supply chain issues, a simple call to the suppliers to get lead times can go a long way. Items such as these should be included in your pre-construction meeting agenda for further discussion with the project team. Preparing for situations, such as the ones I have outlined, and considering potential solutions early in the project will set a favorable tone and could end up saving you and your client a lot of time, money, and headaches during the construction phase. 2. Construction phase. As I mentioned, construction projects are a fast-paced environment. Our pre-construction preparations have put us in a position to tackle most issues that may arise during our project. Construction phase preparations are performed on a regular basis, whether daily, weekly, or monthly, depending on what is happening onsite. When the contractor submits their lookahead schedules, I will typically consider what will happen onsite during that period. Is the contractor receiving a delivery of materials? Are there going to be any large concrete pours? Are there going to be any major excavations? Based on what is planned by the contractor, preparations can be made for the type of work that they will be performing, the appropriate personnel can be notified that they will need to be onsite soon, and procedures for the work can be discussed. During the construction phase, it is usually best to keep everything in writing. The days of a handshake agreement are long in the past. Therefore, one thing I like to do is prepare my internal document control system to keep topics in separate folders. This makes it easier to reference conversations that took place and direction that has been conveyed to the contractor. This system has saved me a lot of time and has helped me provide backup to clients very quickly. When time is of the essence, you don’t want to spend a lot of it searching for an email from 13 months ago.

THE ZWEIG LETTER JANUARY 20, 2025, ISSUE 1569

OPINION

It’s true that mentor relationships aren’t easy to find time for, however, the potential they offer is enormous. A gameplan for successful mentoring

I n any field, training equips employees to perform the functions of their jobs, but a company can’t stop there if it hopes to have long-term success. To lay the groundwork for continued stability in leadership and performance, companies should actively seek out and support potential future leaders in the organization. An internal mentorship program that has buy-in from all levels of leadership is a strong place to start.

Duane Gaugler

MENTORSHIPS MATTER. A dictionary definition of mentorship is a relationship between two people where the person with more experience and knowledge in a certain field of life – professionally or personally – passes along what they have learned to a person who has less. It should be a close relationship of respect and shared goals for the future. If that sounds too philosophical to be an impactful business practice, consider that when implemented at a companywide level as part of advancement, training, and leadership, these partnerships can be a valuable tool for identifying and supporting the individuals who will lead the next generation of employees. YOU’RE HAPPY, I’M HAPPY, WE’RE ALL HAPPY. Why are mentorships so impactful? Simply put, everyone

benefits: mentor, mentee, and company. The mentor benefits from being recognized for their experience and leadership, and they ensure that the field they care about and its best practices are maintained. The mentee – in addition to being recognized as a strong team member and potential leader – receives not only a more in-depth understanding of their field, but of what it takes to serve in a leadership role, from managing direct reports to adhering to schedules to balancing the personalities of a given team. Meanwhile, the benefits for the company include lower turnover, higher job satisfaction, more efficient teams, and long-term stability among senior staff. LAY THE RIGHT FOUNDATIONS. Mentorship

See DUANE GAUGLER , page 10

THE ZWEIG LETTER JANUARY 20, 2025, ISSUE 1569

ON THE MOVE HANCOCK ASSOCIATES ANNOUNCES PROMOTION OF JOSEPH D. PEZNOLA, P.E. TO VICE PRESIDENT OF ENGINEERING Hancock Associates, a leading provider of land surveying, civil engineering and wetland science services, has announced that Joseph D. Peznola, P.E. has been promoted to vice president of engineering. Peznola has nearly 35 years of industry experience and has been an engineer at Hancock Associates for more than 20 years. He has extensive experience with complex, high density commercial and residential developments throughout Massachusetts and New Hampshire for private sector clients, non-profit organizations and municipalities. As vice president of engineering, Peznola will continue to be responsible for managing the engineering department across Hancock’s eight offices, project management and technical

quality control and assurance. In his expanded role, he will assist in the strategic planning and evolution of the civil engineering department, daily operations, technology growth, business development, personnel growth and more. Peznola has been an engineer at Hancock for over two decades and works tirelessly with clients and staff to produce outstanding designs. He is also a resolute advocate for the civil engineering and land development world, working with organizations like Citizen’s Housing and Planning Association and New Hampshire Home Builders Association to advise and promote progress in the field and was recently part of a dedicated group of responders to the Massachusetts Department of Environmental Protection proposed changes to stormwater regulations.

Peznola has a bachelor’s degree in civil engineering from the University of Massachusetts Lowell. He is a registered Professional Engineer in Massachusetts and New Hampshire, a Massachusetts Certified Soil Evaluator and a Licensed Septic Designer in New Hampshire. “We couldn’t be prouder of Joe’s accomplishments at Hancock and his dedication to his field over the years,” said Hancock Associates President, Wayne Jalbert, P.L.S. “He has tremendous vision and with his new role, we’re certain that he’ll help chart the course of Hancock’s growth for many years to come.” Hancock Associates has been providing expert land surveying, civil engineering and wetland science services throughout Massachusetts, New Hampshire, Connecticut, and Rhode Island since 1978.

■ Project managers can serve as peer mentors, offering feedback on daily task execution, decision making, and problem solving. ■ Directors can serve as supervisor mentors, providing valuable insight into performance metrics, strategic oversight, leadership development, and career growth. ■ Operations managers and C-suite can serve as leadership mentors by collaboratively guiding project planning, execution and delivery, and aligning project goals with business objectives. It’s true that these mentor relationships aren’t easy to find time for, especially among senior staff. However, the potential that they offer is enormous, from increased collaboration and operational stability to preparing the next generation of your organization’s leadership. If you make the time, you’ll see the results. Duane Gaugler, PE, is a program manager for Larson Design Group’s Bridge Design team and serves as office leader for LDG’s Selinsgrove, Pennsylvania, location. Connect with him on LinkedIn. “To lay the groundwork for continued stability in leadership and performance, companies should actively seek out and support potential future leaders. An internal mentorship program that has buy-in from all levels of leadership is a strong place to start.”

DUANE GAUGLER, from page 9

programs can be as varied as the companies that utilize them, but three main components can be enormously helpful: 1. Schedule. Once a mentorship has been decided on, set regularly occurring meetings with your mentee that meet both of your expectations and availability. Make them priority sessions; if a conflict arises, reschedule as soon as possible. Emphasize the importance of consistent communication as the two of you move through the program. 2. Define. Always have a clearly defined topic for your scheduled time together. You can decide together or encourage your mentee to choose an area that they feel needs improvement, but addressing one topic in its entirety before moving on will maximize your time together. 3. Ask. Mentorship isn’t an opportunity to talk about yourself – have questions for your mentee each session that are thoughtful and reflect the continuation of ongoing discussions and goals. And to the best of your ability, always be available to answer their questions, even outside of scheduled time together. UPDATE AND COLLABORATE. Mentorships don’t have to be stodgy, lecture-driven affairs. They can be dynamic partnerships implemented across an organization, encompassing everyone from technical staff to directors. Encourage your people to connect with counterparts from different departments and leverage their ideas and experiences in a more formal mentorship program. For example:

THE ZWEIG LETTER JANUARY 20, 2025, ISSUE 1569

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