TZL 1466

TRENDLINES Communication from the top down November 28, 2022, Issue 1466 WWW.ZWEIGGROUP.COM

In general, I feel things are effectively communicated at my firm. (Scale of 1-5)

4.1 4.2 4.3 4.4 4.5

Gathering data on your employees’ experience is the first step, then you have to create action items to effect positive change. Actions speak louder than words

W hen designing your employee experience there are many factors to consider. How are you going to go about collecting information from employees on how they’re feeling? Will it be through an employee survey, through an anonymous feedback mechanism that is always accessible, through employee reviews, or a combination of all of these? There isn’t a correct answer to this question, but it is critical that you collect feedback from employees about how they’re feeling. Once you’ve chosen a collection method, you have to consider who is going to be in charge of analyzing and assessing the collected data. Is it one person, a team, HR personnel, or executive leadership? You need to have this figured out before the collection process is done so that you will have people ready to start processing the results. After the results have been processed, you need to set expectations about who will get to see what results. The entire company doesn’t need to see all of the data that came from the process but everyone deserves the chance to see the findings. You can create an executive report where you share all of the findings with upper management and then a scaled down version to share with the entire company. No matter what you decide, you have to present the results in some way to show your employees that someone is paying attention to the data and compiling the results. Finally, and this is where I want to focus the rest of this article, you have to create action items to act on those results. First you have to start with the what, who, and when. The “what” is the action item and all that it’s meant to achieve. Don’t just create an action item that has no meaning behind it. It can’t be something that is just symbolic because employees will see right through it. It has to be thorough and well thought out, and it has to address at least one of the key findings you presented company-wide to let employees know you recognize the issue and are putting forth effort to fix it. The “who” is the person who is assigned to the action item. They are in charge of making sure steps are taken to address the issue. They can assemble a team or get input from other people, but ultimately, it is on their plate to make sure that it gets done. Pushing these responsibilities down in the org chart is also a great way to get buy in throughout the organization on the action items, and it’ll encourage more people to get involved. The final aspect in this equation is the “when.” Set a date for when this is expected to be done or at least preliminary actions to be taken. Setting realistic expectations

FIRM INDEX AECOM....................................................................... 10 Amey plc...................................................................12 Fluor Corporation..................................................2 Garver.............................................................................4 MKSK............................................................................. 6 O’Connell Robertson...........................................4 Patel, Greene & Associates.........................10 MORE ARTICLES n BROCK HOSKINS: Cultivating a spirit of gratitude Page 3 n People’s leader: Eric Lucas Page 6 n KATIE BATILL-BIGLER: Let it go, let it grow Page 9 n MARK ZWEIG: What increases value Page 11 In Zweig Group’s Best Firms To Work For employee survey, communication is consistently cited as an area of improvement for firms that are going through strategic planning. Continuous and consistent communication of key objectives and programs from firm leadership needs to be a priority. As staff develop and turnover occurs, your firm is asking to hear from leadership on the new and existing developments within the business. Participate in a survey and save 50 percent on the final or pre- publication price of any Zweig Group research publication.

Kyle Ahern

See KYLE AHERN, page 2

THE VOICE OF REASON FOR THE AEC INDUSTRY

BUSINESS NEWS U.S. DEPARTMENT OF ENERGY EXTENDS FLUOR-LED SAVANNAH RIVER SITE MANAGEMENT AND OPERATING CONTRACT THROUGH SEPTEMBER 2027 Fluor Corporation announced that the U.S. Department of Energy has extended the Fluor-led Savannah River Nuclear Solutions, LLC management and operating contract at the Savannah River Site near Aiken, South Carolina. The extension includes four years with an additional one-year option. The total reimbursable contract value is $12 billion for 5 years, and Fluor will book its four- year, $4.5 billion portion in the third quarter. SRNS will continue uninterrupted management and operations activities at the site. “This extension represents the DOE’s confidence in our performance to help safeguard our nation’s security and deliver on the important mission at the site,” said Tom D’Agostino, group president of Fluor’s Mission Solutions business. “We are continually improving efficiencies to accelerate program objectives and lower

costs while also delivering capital projects of every scale. Our success is the result of a constant focus on the safety and security of our workers and protecting the surrounding communities and the environment.” Work performed at the Savannah River Site includes environmental management and the cleanup of legacy materials, facilities and waste remaining from the Cold War. The site also supports and maintains the nuclear weapons stockpile as well as processing and storing nuclear materials in support of U.S. nuclear non- proliferation efforts. Fluor Corporation is building a better future by applying world-class expertise to solve its clients’ greatest challenges. Fluor’s 41,000 employees provide professional and technical solutions that deliver safe, well-executed, capital-efficient projects to clients around the world. With headquarters in Irving, Texas, Fluor has provided engineering, procurement and construction services for more than 110 years.

Interested in learning more

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

KYLE AHERN, from page 1

and deadlines will give people the finish line and a time frame to make sure that it gets done. One more thing to consider when working on action items is how the new policy, procedure, or benefit (or whatever else you are working on) is going to be rolled out to the company. So many times I hear from employees that they did not even know their company offered some type of benefit or they didn’t know of some policy change within the organization. You have to roll these out with purpose. I strongly suggest getting your marketing team involved to help drive an internal marketing campaign. This team is used to getting people’s attention about your company so use their expertise to get the attention of fellow employees. Don’t just roll something out in a boring email that people will click on and then forget. Try to get creative with it and make sure people understand what it is and how it will impact them personally. Your internal marketing team is a great resource to use for this. In the end, as the old adage goes, actions will always speak louder than words, or in this case action items. Have a plan, stick with that plan, get people involved, and get creative with the roll out. Be intentional about your employee experience and any changes you’re going to make! Kyle Ahern is the employee experience and data strategist for Zweig Group. Contact him at kahern@zweiggroup.com.

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Chad Clinehens | Publisher cclinehens@zweiggroup.com Sara Parkman | Senior Editor & Designer sparkman@zweiggroup.com Shirley Che | Contributing Editor sche@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 2022, Zweig Group. All rights reserved.

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THE ZWEIG LETTER NOVEMBER 28, 2022, ISSUE 1466

OPINION

Cultivating a spirit of gratitude

Express gratitude to those people who are important to you, and find ways to make that a regular practice in your life and throughout your company.

I was blessed to have parents who taught me the importance of being grateful. Regardless of circumstances, when we find ways to be grateful, we are much happier and more pleasant when engaging with others. Author and radio talk show host Dennis Prager says to make a better world, we just have to increase the amount of gratitude we have. Author John Piper writes: “The feeling of gratitude is a humble feeling, not a proud one. It is other- exalting, not self-exalting. And it is glad-hearted, not angry or bitter.” So, being grateful makes us better able to love one another and work together productively.

Brock Hoskins

At my house, we are thankful for our faith, family, health, abilities, provision, and many other things. But for this article, I want to focus on our people at Garver, our clients, and our industry. At Garver, I’m thankful for how passionate our people are about excelling – every single one of them. They work hard, smart, and together to be our clients’ most trusted advisors. They are never satisfied with second place. And, that winning spirit is natural – no coercion needed. They are the reason we are successful. We demonstrate our gratitude by taking care of all of them, rewarding them, making time for them, and giving them a significant level of trust and autonomy to operate their business.

I’ll give you one of my favorite examples of how our leaders make time for people. As our COO and I (and many times other leaders) travel to our different offices, we schedule time for town-hall meetings with our people. For most of our offices, all of our people in that office come to the meeting. They get a chance to hear from us, and we get a chance to hear from them and invite them to ask questions or comment about anything on their minds. Our people appreciate learning more about our business and like the transparency, and our leaders enjoy getting to know our people better and staying connected.

See BROCK HOSKINS , page 4

THE ZWEIG LETTER NOVEMBER 28, 2022, ISSUE 1466

ON THE MOVE O’CONNELL ROBERTSON ANNOUNCES 2022 SHAREHOLDER CLASS O’Connell Robertson has welcomed the largest group of new shareholders in the firm’s history, through a 2022 Share Ownership Plan that broadens and diversifies the firm’s ownership group and further strengthens the company’s future vision of dynamic growth. These firm leaders represent and excel in various aspects of the company’s business with a relentless desire to improve the firm and foster their own and their peers’ professional development. While each of these individuals brings a different strength to the firm, all contribute to the firm’s mission at the highest level and model the corporate values of integrity, dedication, professionalism, creativity, and courage while being team-oriented. “These new shareholders are champions of our purpose, leading our team in the pursuit of our vision. We are thrilled to welcome them to the ownership group of O’Connell Robertson. This group adds a diversity of thought and expertise that will support our girm’s continued success at the highest level,” said Amy Jones, president/CEO. The 2022 new share owners include:

for 15 years and is an associate principal. She serves as the director of architectural quality – a key position in ensuring high quality design standards and technical development of staff. With 25 years of experience in the planning and design of K-12, higher education, and healthcare facilities, Becky brings tremendous experience to the firm’s quality assurance program and career development for staff. Jason Reed joined O’Connell Robertson more than 13 years ago. He was elevated to associate principal in 2020. He is the director of construction administration. Jason works on academic and healthcare projects – lending guidance during the design phase and ensuring project integrity during the construction phase. Danny Cornejo has been with O’Connell Robertson for eight years. He was elevated to an associate principal this year. As a regional business development director, Danny has cultivated many trusted relationships with some of the firm’s most valued clients in K-12 and higher education and healthcare organizations. recently celebrated his 25th year of service with O’Connell Robertson. As a senior associate and mechanical engineering leader, Louis is highly specialized in HVAC and plumbing systems and mentors many of the firm’s next generation of engineers. He has worked on nearly every project O’Connell Robertson has Louis Cornoyer, PE,

done for the University of Texas at Austin including historic building renovations, Texas Union, and Texas Memorial Stadium expansion, to name a few. Casey Nicholson, RA, is a senior associate and project director/ architect at O’Connell Robertson. With the firm more than eight years, she specializes in the education market having worked with many colleges and school districts in Austin and the surrounding region. She enjoys collaborating with clients to ensure a finished project supports their mission and educational goals. Kim Pham, EIT, is a senior associate who has been with O’Connell Robertson more than 15 years. She is an electrical EIT and low voltage designer with a focus on healthcare and educational facilities. Misela Gonzales-Vandewalle, AIA, is a senior associate and architect at O’Connell Robertson, Misela has supported the complex project development of numerous academic buildings, creating environments that encourage innovation, foster security, and empower individuals.

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O’Connell Robertson is an integrated architecture, engineering and interior design firm with a mission of bringing value to clients through creative problem solving and design that positively impacts communities across Texas. A multi-disciplined make-up and variety of markets combine to create a dynamic firm poised to maximize the strong foundation of 72 continuous years in business.

Jayna Duke, IIDA, LEED AP ID+C, director of interior design and a principal at O’Connell Robertson. With more than 14 years of interiors- focused design experience, her work reflects the individual missions that drive each project while supporting their occupants to reach every goal. Becky Winovitch, RA, CDT, has been with O’Connell Robertson

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need and demand for the services from our industry remain high. Now, go express your gratitude to those people who are important to you, and find ways to make that a regular practice in your life and throughout your company. Brock Hoskins is president and CEO of Garver. Connect with him on LinkedIn . “I’m thankful for how passionate our people are about excelling. They work hard, smart, and together to be our clients’ most trusted advisors.”

BROCK HOSKINS , from page 3

Next, it should be easy for all of us to be grateful for our clients. Without our clients, we would have nothing and would all have to go home. None of them are required to hire us – ever. But we are thankful they do. And when they do hire us – particularly under QBS – we know they wanted us more than any other company. We are mindful of that as we deliver our best and earn their trust. Finally, we can all be thankful for the strength of our industry. Our markets depend on our services for an acceptable quality of life. The public needs us for safe buildings, highways, airports, bridges, and drinking water, and we are passionate about providing our services to meet those needs. And, despite the division we are experiencing in our country, the

THE ZWEIG LETTER NOVEMBER 28, 2022, ISSUE 1466

Talented Architects WE'RE LOOKING FOR

OPPORTUNITIES AVAILABLE IN MIAMI & DALLAS

OBMI.COM/CAREERS

PROFILE

People’s leader: Eric Lucas CEO of MKSK, a collective of planners, urban designers, and landscape architects who are passionate about the interaction between people and place.

By LIISA ANDREASSEN Correspondent

I nspired to improve cities’ complex socioeconomic situations and the relationship to ever-changing land and water resources, Lucas believes we can do better for our world through sincere engagement, innovative ideas, and sustainable solutions – and he’s putting his beliefs into action at MKSK (Columbus, OH). “Words spoken by leaders reinforce behaviors – positively and negatively,” Lucas says. “A leader best leads by example and is most respected when others see them walk the walk.” A CONVERSATION WITH ERIC LUCAS. The Zweig Letter: Your passion for travel seems to stem from a desire to learn how different cultures live and connect. Can you give me an example of how one of your travel experiences influenced an MKSK design? Eric Lucas: I’ve practiced on three continents and in more than 20 states. In my personal time, I’ve visited numerous other places across the U.S. and around the globe. No matter if we’re practicing in our own communities or far away, the local culture, history, ecology, and customs dominate our

response. We seek out, through dialogue and research, an understanding of the sense of place. We invite conveners to help open doors, we talk with residents and unofficial historians to learn of local lore, and we work alongside anthropologists and ecologists who lend specific expertise about a place, its people, and its culture. When we do all of this correctly, we can formulate responsible and sustainable solutions. TZL: Have you had a particular mentor who has guided you – in school, in your career, or in general? Who were they and how did they help? EL: My first mentor remains my most influential. Upon graduation, I took a job with Carol R. Johnson Associates in Boston. In my 10 years there, Carol taught me a tremendous amount about the creative and technical aspects of landscape architecture. But more importantly, Carol taught me about how a landscape architect acts, reacts, and interacts. Carol was masterful at owning a room and keeping an audience hanging on every word. I learned to practice with honesty, trustworthiness, and integrity. Every idea needed a reason and a story, and if neither were strong, then neither was the idea. Carol was tough and demanded that of her team too.

THE ZWEIG LETTER NOVE

You couldn’t be successful at her office without having conviction, reasoning, and the courage to stand up for your thoughts and ideas. She always sought “think on your feet” landscape architects to work alongside her. Those landscape architects embodied all of these traits because they, in any given situation, could act, react, and interact in ways that honored the profession and CRJA. Seventeen years after leaving CRJA, I still, and always will, think of Carol as my most important mentor. TZL: How much time do you spend working “in the business” rather than “on the business?” EL: MKSK places tremendous importance on the CEO being active in practice. Without this requirement, I wouldn’t have been interested in this role. What this means is that I spend about half of my time working with clients and teams on projects. This keeps me close to what it is we do, how we do it, and how we need to adapt. I’m also able to directly hear from clients and can collect feedback on our performance and the perception of MKSK in the marketplace. Those insights are essential for me to strategically guide the firm and maintain a strong connection to our team. TZL: What do you feel is the greatest challenge affecting the AEC industry today? How is your firm setting up to meet it? EL: There’s a shortage in qualified and talented workers. In the planning and landscape architecture realm, this is intensified in that client needs and resulting work is outpacing the number of graduates coming out of our colleges and universities. Competition is fierce. Companies hoping to stay relevant and thrive well into the future need to invest in their people and in their own knowledge base. On the people side, we’re committed to making MKSK sought-after as a top place to work with ample growth opportunity. We’re intentional in how we staff our projects, gather as a company, talk about our work, and recognize our talented professionals. Our office environments are collaborative, creative, and lively, but unique for each location. We strive to create a culture of “One MKSK” where we’re connected to a unified attitude and there’s a sense of belonging to a large company with vast resources. All of this, plus fun events and great benefits, help us to recruit and retain top talent. But we understand there’s more to it. We deliberately and thoughtfully plan for personal growth at each level, ensuring long-term leadership development, succession, relevance, and vitality. Part of that is developing advancement plans for

identified future leaders and improvement plans for those who underperform. We believe in applied learning and give our staff project-based growth and client interface opportunities. We develop more trust in our staff, assign greater responsibility, reinforce successes, and use missteps as teaching moments. TZL: Trust is essential. How do you earn the trust of your clients? EL: Elevating to trusted advisor status with a client is one of the best rewards of a work relationship. To do so, you need to be mission aligned, bring inspiring ideas to the table, practice ethically and honestly, and help clients understand their blind spots on both project and personal levels. You may not know all the answers, but you can help clients see the issues and work with them to find solutions. Doing this with wisdom, friendship, and empathy will position you for long-term relationships. TZL: Who are you admiring right now in the AEC industry? Where do you see thought leadership and excellence? EL: I admire those firms that elevate our practice and tackle society’s biggest problems. As a firm, we strive to do that on each project and we applaud others who are helping to create new conversations about climate, the future of our cities, livability, and our connection to nature. Some of those are firms in the AEC industry, others are in technology, manufacturing, the arts, or business sectors. I’ve taken interest in a broad range of people and industries in order to make my daily practice and management skills deeper and more balanced. TZL: You were a partner for quite some time before becoming CEO. In this new role, was there a learning curve? Any surprises? Please explain in a little detail what that transition was like. EL: As a principal overseeing two highly successful and profitable offices for 10 years prior to becoming CEO, I made daily management decisions and regularly considered ways the firm would evolve into the future. I also led several MKSK leadership transition planning initiatives, was integral to our change to a 100 percent employee-owned company, and was an active member of our strategy committee and our compensation committee, where I developed models for how principals can plan their time around their professional strengths. Purposefully, our transition process See PEOPLE’S LEADER, page 8

HEADQUARTERS: Columbus, OH

NUMBER OF EMPLOYEES: 115

YEAR FOUNDED: 1990

OFFICE LOCATIONS: 12

MARKETS:

City and regional planning

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Institutional

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Healthcare

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Development

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Cultural

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Campus planning and higher education

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Transportation planning

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Waterfronts

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Parks and recreation

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Transit-oriented development

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SERVICES:

Landscape architecture

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Urban planning

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EMBER 28, 2022, ISSUE 1466

PEOPLE’S LEADER, from page 7

was elongated, starting with coaching from our past CEO, Brian Kinzelman. Throughout the eight-month transition, Brian mentored me as we met weekly to discuss various aspects of the firm’s management and to problem-solve real-time issues. Months after the formal transition, Brian remains a key principal at MKSK and we still connect on a regular basis. I will always consider him a mentor. TZL: What do you like most about your new role? Why? EL: I’m a practicing professional. I must know the ins and outs of what we do in order to connect with our staff and promote MKSK from an experience-based perspective. This deep sense of our practice is complemented, of course, by a sound business understanding and a keen interest in industry trends. I have to be strategic, applying scenarios to decision-making, weighing benefits and consequences and understanding nuances and ramifications. I rely on the expertise of other firm officers to enhance decisions and contemplate legal and financial matters. I trust colleagues and know when to delegate responsibilities to ensure the best possible outcomes. Given the pace of our work and our clients’ expectations, I have to act quickly to identify problems and feasible solutions, but also remain open to other views and ideas. But perhaps my favorite aspect of this position is that I have to motivate and inspire our principals and staff to provide exemplary services, abide by high ethical standards and develop an admiration of MKSK as a special place to work. If I do my job well, I can cultivate ideal employees. Part of that is celebrating success and acknowledging failures, in a manner that promotes healthy accountability. I’m visible and accessible to staff so that all feel connected to firm leadership as a way of feeling more connected to MKSK. Being CEO allows me to convey understanding, humility, and awareness, and gives me the opportunity to listen, learn, and evolve. In doing so, I lead by example and show staff the importance of connecting to people in a genuine way. TZL: What type of leader do you consider yourself to be? EL: I’ve heard some at my firm call me the “people’s leader,” which I cherish because it means that I’m connecting with our team. TZL: You’re committed to maintaining the company’s reputation as a national leader in planning and landscape architecture, as well as workplace wellness and culture. What are you doing to meet those ends? EL: I must have a passion for this company and possess the language and confidence to speak about how we “Shape Place, Improve Lives, and Tell the Story.” As that person, it’s critical for me to be visible and vocal in leading and promoting the firm. In doing so, I work to elevate MKSK in the marketplace and demonstrate the ideals of thought leadership. But words can only take you so far. Our goal is to be counted among the best landscape architecture, urban design, and planning firms in the U.S. We’re investing in thought leadership areas that will allow MKSK to be at the forefront of combatting climate issues facing our communities. We’re seeking out “stretch projects” to extend our expertise, capability, and desirability and we’re

MKSK’s Design Summit, an annual retreat to celebrate one of the firm’s core values – the power of collaboration.

elevating our reputation in the marketplace by promoting our best work in innovative ways. We’ve also invested in two new offices in Chicago and Washington, D.C., both of which will elevate our profile and give us the opportunity to practice on an even bigger stage. Internally, we’re embracing growth by giving our team members tools, guidance, space to operate, and ultimately the mission to be invested in their own professional path, thereby extending individual and team capabilities. Central to this is a genuine eagerness to listen and learn, to teach and to be honest in making decisions and handling issues. Words spoken by leaders reinforce behaviors – positively and negatively. A leader best leads by example and is most respected when others see them walk the walk. TZL: What benefits does your firm offer that your people get most excited about? EL: When I interview candidates, I speak about family leave, PTO, continuing education stipends, our travel research program, our annual Design Summit, our Rally in the Alley celebration, our DEI task force, our Staff Council, our QA/QC program, our Women’s Employee Resource Group, various committees, and many other unique programs. Taken together, it’s a very impressive array of opportunities at all levels. Candidates are thrilled at the chance to influence firm culture and decision-making. But the benefit that excites people the most is that we are 100 percent employee-owned. Everyone has a stake. There’s a real sense of pride and togetherness that comes with employee ownership. It plays a major factor in retention. TZL: In one word or phrase, what do you describe as your number one job responsibility? EL: Making MKSK relevant, viable, and successful in a constantly changing world.

THE ZWEIG LETTER NOVEMBER 28, 2022, ISSUE 1466

OPINION

Let it go, let it grow

Delegating demonstrates a strong sense of organization, self-confidence, and trust in your team – while also allowing opportunities for your team to grow.

T his article is about the importance of delegating. Let’s start by addressing some common misconceptions: Delegating means you can’t handle the work; it will take longer to teach someone how to perform a task rather than doing it yourself; by delegating, you risk others viewing you as less valuable after seeing that someone else can do the job as well as you, or perhaps even better. All wrong.

Katie Batill- Bigler

In actuality, delegating demonstrates a strong sense of organization, time management, self-confidence, and trust in your team. To delegate work means you are providing training and opportunities for professional growth, and not just to the person getting the assignment. If you have goals to grow in your own career, once you’ve mastered a task or skill, pass that work along to someone new and seek out your next challenge. What is something you have not been able to tackle because you’ve been bogged down with other work? Here is your chance! It could mean growth for you, and growth for your team. You’ve likely heard this adage before: always be training your replacement. What’s more, aim for every replacement to be more advanced than their

predecessor. If everyone at a firm focused on training someone to do their job (and doing it better), from the CEO down to the intern, imagine the strength and competitive power of that organization, especially over time. Staff would never be bored because they would always be facing a new challenge. Every year I attend career fairs and speak to students about what they are looking for in a work experience. Practically without fail, they mention opportunities to learn from senior staff and/or career growth. This is exactly what delegating provides. Want to be competitive on the recruiting front? Impress the importance of delegating in your office. Without

See KATIE BATILL-BIGLER, page 10

THE ZWEIG LETTER NOVEMBER 28, 2022, ISSUE 1466

BUSINESS NEWS AECOM JOINT VENTURE AWARDED CONTRACT FOR THE EAST COUNTY ADVANCED WATER PURIFICATION PROGRAM IN SAN DIEGO AECOM, the world’s trusted infrastructure consulting firm, announced its joint venture with W.M. Lyles has been awarded a contract amendment by the Joint Powers Authority to support the East County Advanced Water Purification Program in San Diego, California. In this role, the team plans to extend its current services for the program, which aims to create a new, local, sustainable, and drought- proof drinking water supply using state- of-the-art technology to purify East County’s recycled water. “The East County Advanced Water Purification Program is one of the first surface water augmentation projects in the U.S., and we’re proud to be involved in this collaborative effort that will help provide the region with water security for decades to come,” said Lara Poloni,

AECOM’s president. “As California continues to face unpredictable precipitation, this project will serve as a model of water recycling and reuse throughout the state and across the nation. We’re pleased to provide comprehensive solutions rooted in science, innovation, and partnership to help the project succeed.” The program, which recently broke ground, includes a new water recycling facility, biosolids processing, an advanced water purification facility, and conveyance infrastructure, including pipelines and pumping stations. The joint venture’s scope is expected to include final design, construction management, startup, and commissioning. The team has been involved in the project since 2020, previously providing preliminary engineering, permitting, and cost estimating services. “The East County Advanced Water

Purification Program is the result of many years of strategic planning, and we’re thrilled to have celebrated its recent groundbreaking along with the project’s partners and stakeholders,” said Beverley Stinson, chief executive of AECOM’s global Water business. “As we look toward the program’s next milestones, we’re honored to continue our partnership with the Joint Powers Authority and look forward to delivering services in support of its objective of providing clean, pure, reliable, and high- quality drinking water to the community.” Scheduled to be completed in 2026, the East County Advanced Water Purification Program is expected to generate up to 11.5 million gallons of purified water per day – diversifying the region’s water supply, reducing dependence on imported water, and meeting approximately 30 percent of current drinking water supply for East San Diego County residents and businesses.

This all sounds well and good, but I fully acknowledge that letting go is not easy, especially for my fellow type-A control freaks. I say that with love, and because I long struggled with the notion of delegating, but once I embraced it, and was fortunate enough to be part of a firm where I was provided sufficient staff and resources to effectively delegate, I saw a huge difference in the rate of my staff’s development, in my development and capacity for new projects, and in my mental health. “If you have goals to grow in your own career, once you’ve mastered a task or skill, pass that work along to someone new and seek out your next challenge.” What happens when you have delegated work, but you’re still overloaded? Or you don’t have anyone to delegate to? That’s the time to approach your leadership about bringing on new staff. Everyone deserves opportunities to grow, and opportunities to take a breath (both of which benefit the firm at-large). We all know that work in the AEC industry ebbs and flows – and for some, there’s been a lot more flow than ebb lately. Finding and hiring quality staff to whom you can delegate is also easier said than done these days. All true. But keep in mind, there’s real value in continuing to try, and when you can pass something along, go for it, and then make sure you pivot to your next challenge! Katie Batill-Bigler is marketing director at Patel, Greene & Associates. Connect with her on LinkedIn .

KATIE BATILL-BIGLER, from page 9

question, it’s difficult to find time for such things, and you can easily fall into the trap of thinking, “It’ll be quicker if I do it.” That may be true, for now. And sure, it doesn’t make sense to sit down with your subordinate and walk them through a process step by step when facing an imminent deadline. But they can observe, and once that deadline has passed, go back and train them so that the next time a similar assignment arises, they’ll be ready to try it firsthand, and you’ll be freed up for other tasks. Once you’ve trained someone to tackle a new job, accept that it will not be done exactly the way you would have done it, and there likely will be some wrinkles to iron out. This is all part of the learning process. Once the trainee understands and can deliver the quality work product, encourage them to approach the assignment in the way that works best for them; they may even develop new efficiencies and improve the ultimate deliverable. It is worth addressing the fear that by delegating, you risk becoming viewed as replaceable. We don’t like to admit it, but the fear is real, and most have likely experienced it at one time or another. Firstly, let’s be honest, you are replaceable; we are all replaceable in the jobs we perform. However, if you are in a position to delegate work, chances are, you’ve already proven your worth to your firm. The qualities that make you valuable are likely not the physical tasks that you perform, but rather your experience, perspective, and your commitment to doing quality work. Those characteristics will hold true for any new assignments you take on and you will undoubtedly prove your worth all over again. I encourage you to try to reframe this situation and instead fear the prospect of being stuck performing the same tasks you do now, forever. Now that’s scary!

THE ZWEIG LETTER NOVEMBER 28, 2022, ISSUE 1466

FROM THE FOUNDER

What increases value

I f you are an owner of an AEC firm and hope that your company or your share of ownership is going to be worth a lot of money some day, you need to constantly keep the things that can increase the value of your equity top of mind. Many of these things will increase the value of your ownership in an external, or even internal, transition.

The difference in entrepreneurship versus plain old small business is this idea that you can build a pot of gold at the end of the rainbow, and that the financial rewards you can earn from your business are greater than just what you can extract from it every year. Certain things DO increase value if you plan to sell externally. Truthfully, these are many of the same things that will also increase the value of your ownership in an internal transition. Let’s take a look at some of these: 1. Revenue growth rate. This is number one. If you have a firm that is rapidly growing – be that through internal growth or mergers and acquisitions – it will increase its value. Over the years many people questioned our consistent focus on firm growth here at Zweig Group. This is one of the reasons for it. Growth in top line revenue is far more important than your historical EBIT (earnings before interest and taxes) to

value creation. It impacts your projected EBIT dramatically. And while some people try to make a distinction between internal growth and acquisition-related growth, most buyers will not. If you prove you can grow by acquisitions and successfully integrate those companies, that is seen as a very valuable core competency that can be leveraged. 2. Profitability. Yes, profitability is important. Yet, my experience is your valuation from an external buyer will never fully recognize extreme profitability, nor fully penalize a lack of profitability. Right or wrong, most buyers will assume that your extra high profitability is a reflection of a lack of investment in your company – in training, IT/systems, or marketing – and they will have to make those investments if they own your firm. If you aren’t very profitable, they will

Mark Zweig

See MARK ZWEIG, page 12

THE ZWEIG LETTER NOVEMBER 28, 2022, ISSUE 1466

TRANSACTIONS ONE EQUITY PARTNERS TO ACQUIRE AMEY PLC, A LEADING, UK-BASED ENGINEERING CONSULTANCY AND INFRASTRUCTURE SERVICES PROVIDER One Equity Partners, a middle market private equity firm, announced it has entered into a definitive agreement to acquire U.K.‐headquartered engineering consultancy and infrastructure services provider Amey plc from Ferrovial, S.A. Founded in 1921, Amey is a top‐five contractor to the UK’s government and public sector, with a 100‐year history in engineering design, construction, maintenance, and project management of critical national infrastructure assets. Amey’s core markets are transport infrastructure and government buildings, and its competencies cover engineering and systems design, data science, analytics and digitalization and a broad range of technical and more basic contracting services. The company has approximately 11,000 employees across 200 locations in the U.K.

“Amey is a well-regarded, long-standing player in the critical infrastructure design and management space in the U.K., and we are very excited about the enhanced opportunities for growth Amey will have as an independent company,” said Ante Kusurin, principal, One Equity Partners. “We believe that the U.K.’s decarbonization efforts and net zero strategy will also accelerate growth by creating new opportunities for sustainable infrastructure.” “This transaction represents a step forward in our Horizon 24 business plan, focused on developing sustainable infrastructure to continue creating value for our shareholders, our stakeholders and the communities in which we operate. The deal practically concludes the divestment of the Services business,” said Ignacio Madridejos, CEO of Ferrovial. One Equity Partners is a middle market private equity firm focused on the industrial, healthcare, and technology

sectors in North America and Europe. The firm seeks to build market-leading companies by identifying and executing transformative business combinations. Since 2001, the firm has completed more than 300 transactions worldwide. OEP, founded in 2001, spun out of JP Morgan in 2015. The firm has offices in New York, Chicago, Frankfurt, and Amsterdam. Amey is a leading infrastructure services and engineering company. Amey’s 14,000 employees are behind the critical services the country relies on every day and they each take personal pride in their public service. The company’s unique engineering and operations experience, together with data driven insight from its consulting business, delivers better results for our clients. Amey is a trusted partner of government – both national and local – managing assets and complex projects that are vital to the sustainable growth of the country.

important to your value. It’s importance is linked to the firm’s ability to withstand variable economic conditions as well as survive the comings and goings of key people. It is also seen as something that can be leveraged as a means to increase future revenue growth and get better clients (and fees). “If you are an owner of an AEC firm and hope that your company or your share of ownership is going to be worth a lot of money some day, you need to constantly keep the things that can increase the value of your equity top of mind.” I could go on here but am out of space. There are a number of other ways to increase value – a great client database, historical information on the performance of your projects once built, ability to secure higher than average fees, being in the “right“ markets and locations, lawsuits or other unresolved liability claims, and more, but those will have to wait to be addressed in future articles! Mark Zweig is Zweig Group’s chairman and founder. Contact him at mzweig@zweiggroup.com.

MARK ZWEIG, from page 11

also assume that they can fix that through cost cutting or raising fees or other things that you haven’t been able to do. So it’s more than just a simple multiple of EBIT that your value will be based on. 3. Strength in management. Buyers want companies that have management depth far beyond the founder or CEO. This reduces their risk. Having viable candidates to succeed each of the top people are crucial. Strong people in every role, with identified successors who are being prepared to take over the roles of their superiors is a significant value addition. And believe me, all of this will come out during the buyer’s due diligence. 4. Audited financials. Having super-clean books with no co- mingling of personal expenses and business expenses is important to the risk reduction efforts of any potential buyer. They want to know that your revenue accruals are accurate, assets and liabilities are all accounted for accurately, and that there are no shenanigans that have been performed that misrepresent your true financial picture. The longer your history of audited financials, the better. 5. A strong brand. Having a company that is widely recognized by your target clients and well-thought of is

M&A NEXT SYMPOSIUM Reserve your seat at the table as Zweig Group’s M&A thought leaders share insights and provide deep learning about current and “next” practices in the world of M&A. This highly interactive event is designed to provide M&A education and practical application through roundtable discussions, thought leadership from expert panelists, and focused networking to connect leaders from across the country. Join us in Savannah, Georgia, April 27-28. Click here to learn more!

THE ZWEIG LETTER NOVEMBER 28, 2022, ISSUE 1466

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