TZL 1472

January 16, 2023, Issue 1472 WWW.ZWEIGGROUP.COM

TRENDLINES

Setting goals

Agree Strongly agree

Strongly disagree Disagree Neutral

If you have goals you want to achieve in the new year, start taking action and building habits today. New year, new me, new firm?

Confident in success of firm Not confident in success of firm

FIRM INDEX Balfour Beatty.........................................................8 Bowman Consulting Group Ltd...............12 CH Engineering....................................................10 Derck & Edson........................................................6 Kjaer & Richter.........................................................4 Pennoni...................................................................... 10 Thomas & Hutton..................................................2 Urban Engineers....................................................4 Vilhelm Lauritzen Arkitekter..........................4 MORE ARTICLES n TIM DUNN: Employee resource groups for recruiting Page 3 n Motivator: Steve Sproles Page 6 n AMBER HARDWICK, CHRISTINA MILLAN & MELISSA TEICHMAN: Building better by breaking down barriers Page 9 n MARK ZWEIG: Tomorrow may never come Page 11 In Zweig Group’s annual Best Firms To Work For employee experience survey, participants were asked if they were encouraged to set goals that were beneficial to the firm, and to themselves, personally. The chart above shows employee sentiment as it relates to goal setting. Firms where employees were encouraged to set goals saw positive employee sentiment as it relates to the future success of the firm. Participate in the 2023 Best Firms to Work For Award and gain access to Zweig Group’s new Insights Platform with dynamic data visualization and employee perception benchmarks.

T here was a thing going around on social media at the end of 2022. Instead of making resolutions for the new year, people in my orbit were choosing a word that would serve as their theme or guiding star for the next 12 months. Adventure. Serenity. Boldness. I got new pants for Christmas – the type with the stretchy fabric – so for a short period of time my 2023 word was going to be “comfortable.” Some pushback on that ensued. I was in the gym last week (of course I was, it was early January) and ended up listening to a podcast featuring James Clear, the author of the bestseller Atomic Habits: An Easy & Proven Way to Build Good Habits & Break Bad Ones . He said, “You do not rise to the level of your goals. You fall to the level of your systems.” It’s all about the execution. We all know that. But Clear goes on: “The most effective way to change your habits is to focus not on what you want to achieve, but on who you wish to become. Your identity emerges out of your habits [your systems]. Every action is a vote for the type of person you wish to become.” Clear had a friend who improved their health in a measurable way by continually asking the question, “What would a healthy person do?” They wanted to become a healthy person, they focused on making choices consistent with that identity, and they – over time – became a healthy person. And a specific, quantifiable goal was achieved too. The lessons in Atomic Habits are widely applicable to business. Firms are complex living organisms with their own habits, many of which are counterproductive. While the new year is still fresh, ask yourself a few questions: 1. What type of firm do you wish yours would be? 2. What type of leader do you want to become? Then do a survey of your firm’s habits – its operating cadence, its policies, its values (spoken and unspoken). How do they line up with the identity you want to manifest? For example, if you want to be a firm that communicates frequently

Tom Godin

See TOM GODIN, page 2

THE VOICE OF REASON FOR THE AEC INDUSTRY

ON THE MOVE THOMAS & HUTTON WELCOMES A NEW CIVIL DESIGNER IN CHARLESTON REGION Thomas & Hutton announced Ken Henegar joined its civil department in Charleston as a designer. Henegar obtained a bachelor’s degree in civil engineering from Ohio State University and previously worked as a structural designer in Ohio’s telecommunications and power transmission industries. He is an active member of the American Society of Civil Engineers. As a designer, Henegar prepares site development construction drawings,

site layout and design, utility design, and drainage design for residential and commercial projects in coastal South Carolina, including Emblem at Cane Bay and Waring Vision Institute. Thomas & Hutton celebrates more than 75 years of creating transformative communities. Founded in 1946, Thomas & Hutton is a privately held professional services company providing consulting, planning, and engineering design services related to land and infrastructure. Thomas & Hutton is located in nine regions throughout Georgia, South Carolina, North Carolina, and Tennessee.

Interested in learning more

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

TOM GODIN, from page 1

and meaningfully with your employees, you could resolve to do the following in order to achieve that end: ■ Send a weekly email acknowledging project wins, outstanding individual work, and other real time items of interest

■ Send a monthly recap of core business metrics

■ Hold a quarterly all-hands call, discussing progress on key strategic initiatives

■ Get the whole gang together in person once a year I think if you consistently execute a set of actions like this you could reasonably lay claim to being a firm that communicates frequently and meaningfully with employees. Consistency is key. Clear offers an important piece of advice: “You can reduce the scope, but stick to the schedule.” A five-minute set of sprints up and down the sidewalk is better than no workout at all. Don’t have time to send the well-composed email that you’d like? Send a two liner instead: “I got caught up in a project with Acme Corporation that put me off track today. I heard that we did excellent work for Vandelay Industries – well done team.” Hold a 30 minute quarterly all hands call on-time and without an elaborate PowerPoint rather than try to make up the difference the following quarter. My word for 2023 is “present,” by the way. I need to get my face out of my phone and be more fully present in whatever else I’m up to (like talking to my spouse). What type of person do I want to be? I want to be a person who can pay uninterrupted attention to important things. What are your words for 2023? What type of firm do you want to lead? Every action is a vote for the type of firm you wish to become. Start voting today. Tom Godin is a strategic planning advisor at Zweig Group. Contact him at tgodin@ 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 2023, Zweig Group. All rights reserved.

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THE ZWEIG LETTER JANUARY 16, 2023, ISSUE 1472

OPINION

Urban Engineers’ LGBTQ+ employee resource group, Urban Alliance, at an in-person meet-up.

If you want to hire people with diverse backgrounds and experiences, it’s important to understand them and provide a comfortable, motivating space for all. Employee resource groups for recruiting

I n the past couple of years, the engineering industry has seen a lot of movement in terms of diversity, equity, and inclusion. I find that aspect of work culture to be very important, as do a lot of people. There are some who may feel like DEI initiatives are overused these days. This can have the unwanted effect of pushing them away and making the issue seem less important than it is.

Tim Dunn, P.E.

At the end of the day, no matter what industry you work in, there will be a diverse array of human beings who make up your staff and the hiring pool you are recruiting from. It is important that organizations – including those in consulting engineering – recognize this and make efforts to support employees and candidates from all backgrounds. Urban Engineers has long supported internal networking groups for staff, like the Urban Younger Members Forum and the Urban Women’s Professional Network. When I returned to the firm – after having taken a few years off to travel – I saw an opportunity to start up an LGBTQ+ employee resource group at the company, which has been a common resource

in other industries. I realized that this group could be a benefit to both employees and the firm. When our resource group – which we aptly named the Urban Alliance – began to meet, we realized that our purpose became more than just rainbow flags or sharing an occasional post on social media. Our purpose is about awareness and the internal culture of the company. As an employee resource group, our goal is to inform the company about the LGBTQ+ community and help it to cultivate those dynamics, as there are many of us already in the firm and many great potential employees out there who can help lead our future

See TIM DUNN, page 4

THE ZWEIG LETTER JANUARY 16, 2023, ISSUE 1472

TRANSACTIONS VILHELM LAURITZEN ARCHITECTS AND KJAER & RICHTER IN NEW COLLABORATION Two of Denmark’s leading architectural firms are entering into a new formalised collaboration across the country with Vilhelm Lauritzen Arkitekter as the new majority owner. The new constellation will meet clients’ needs for independent, professionally sound and up-to-date advice across the country. On November 21, 2022, Vilhelm Lauritzen Arkitekter became the majority owner of the Jutland-based architectural firm Kjaer & Richter. This decision has been taken based on a shared set of values, which are based on independence, professional development in digital processes, increased demands for sustainability and new growth. “With the new structure, we will have a solid professional foundation for the future. It leaves room for the development of our competences and services in an increasingly competitive market together with a carefully selected investor. With Vilhelm Lauritzen Architects we reach a mass that means we can develop new services also in areas such as sustainability and digitalisation and offer our clients a wider range of projects based on a common foundation,” says Peter Sand, CEO of Kjaer & Richter, which was founded in Aarhus in 1954 and has 50 employees in Aarhus, Aalborg, and Copenhagen.

Kjaer & Richter will continue as before with the current owners as directors and co-owners, and client relationships and current projects will not be affected by the change in ownership. Vilhelm Lauritzen Architects has for several years been on a growth journey based on strong competencies in areas such as complex construction, sustainability and digitalisation. Areas in which the company’s management continues to see significant development potential together with Kjaer & Richter, which has in-depth experience in education, learning and residential buildings, as well as transformation and cultural heritage. Together, the parties will draw on decades of expertise and build an even stronger joint architectural knowledge and competence. “With Kjaer & Richter, Vilhelm Lauritzen Architects will be geographically stronger and able to offer local strengths in urban development, construction, urban spaces and landscape across the country. We continue to see clients demanding independent architectural advice at home and abroad. Therefore, we have no doubt that the new constellation will bring both increased activity and even more quality in architecture and processes, not only in Denmark but also internationally,” says Gyrithe Saltorp, CEO of Vilhelm Lauritzen Architects. In addition to Kjaer & Richter, STED By og

Landskab has also been a subsidiary of Vilhelm Lauritzen Arkitekter. “With Kjaer & Richter we stand as a united, strong trio in a community of values based on orderliness and curiosity. We have found each other in an ambition to create architecture in a secure coupling of form, function and context,” says Gyrithe Saltorp. Kjaer & Richter is an architectural firm with approximately 50 employees in offices in Aarhus, Aalborg and Copenhagen. Kjaer & Richter’s history dates back to 1954, when a first prize in the architectural competition for a new state secondary school in Aarhus formed the basis for the firm’s establishment. The focus is on developing robust and integrated buildings with present and experiential architecture for the benefit of users and the environment. The starting point is the Nordic tradition with a strong link between form and function as well as simplicity in aesthetics, materiality and detail. Projects are developed in a co- creative and evolving process, where the alignment of expectations and a common understanding are key parameters for a successful project. Holistic thinking about user interface, design, sustainability, technology and economy are key elements from concept to finished building.

be their race, religion, sexual orientation, age, veteran status, or other identifier, it is important that we understand those dynamics and give a comfortable, motivating space for all to work in. That will create a diversified team environment in our firm and a great end product for our clients. Tim Dunn, P.E. is a project engineer at Urban Engineers. He can be reached at tpdunn@urbanengineers.com. important that organizations recognize this and make efforts to support employees and candidates from all backgrounds.” “No matter what industry you work in, there will be a diverse array of human beings who make up your staff and the hiring pool you’re recruiting from. It’s

TIM DUNN, from page 3

success. The Urban Alliance has hosted virtual and in-person meet-ups open to all employees to connect. Our group has provided firm-wide communication about the history of the LGBTQ+ community in America, as well as profiles of members and allies to create connection and familiarity between staff who work in different offices, remotely, and in the field. We’ve worked with our human resources team to incorporate new documentation and verbiage in Urban’s handbook to promote actionable inclusivity. We plan to continue these actions to foster more context and understanding among one another. Having a cultural understanding of a wide range of human beings will help garner the best of them. It brings out excellence, which has long been a motto at Urban. We want to hire the best talent there is in this world, and I think the best way to do that is to get talent from every aspect of life. When Urban is hiring people from diverse backgrounds, whether it

THE ZWEIG LETTER JANUARY 16, 2023, ISSUE 1472

PROFILE

Motivator: Steve Sproles Principal at Derck & Edson (Lititz, PA), a planning and design firm that shapes the natural and built environment in innovative and functional ways.

By LIISA ANDREASSEN Correspondent

S proles says his number one responsibility as a firm leader is to be a motivator and mentor, adding that the sooner you know your gifts and your weaknesses instead of trying to be everything to everyone, the better off you are. He’s a big believer in partnerships and says that his business partner, Jim Wenger, and he work really well together. They don’t compete for things in the office; they just understand each other’s talents and limitations. “The sooner you can embrace that and work together, the better off everyone is,” he says. “It also takes a lot of stress off yourself when you don’t have to be good at everything.” That’s likely one reason the firm has been around for more than 80 years. Over the decades, Derck & Edson has been lucky to have many strong leaders – those who wanted to teach the next generation and encourage them to transition into leadership over time. “That’s exactly how I advanced through the firm and was able to experience all aspects of our business,” he shares. “I also think the mindset of listening really well and trying to create

solutions that meet clients’ needs as opposed to forcing a solution we want has been one of the many reasons we’ve been successful and have so many repeat clients.” Over the years, Derck & Edson has expanded its services. In 1940, it started out strictly as a landscape architecture firm, but now it offers nearly all aspects of design, allowing the firm to meet more of its clients’ needs in-house. And client interactions are not just based on trying to make a sale. Staff are passionate about their market sectors and work hard to understand their client organizations, personalities, and cultures. In fact, sometimes they even offer to connect their clients with others who may be able to help with a current challenge that’s outside their expertise. Overall firm success is also attributed to having staff with a broad range of skills (landscape architects, planners, architects, interior designers, and engineers). “This allows us to truly collaborate in finding solutions to client problems,” he says.

THE ZWEIG LETTER JANU

Sproles explains that they’ve recently completed several projects across the country that have utilized creative solutions that meet the goal of both form and function. One such project was the new Science and Innovation Center at Rivier University in New Hampshire. It all started as a result of a comprehensive campus master plan. As part of implementing the overall campus plan, Derck & Edson programmed and designed a beautiful building that was functional and met the needs for the nursing and other healthcare and science programs while also providing elegant, creative, and engaging solutions to their challenges and needs. For example, the building was placed at a key intersection to create a new first impression of the campus and addresses stormwater management needs by incorporating attractive rain gardens alongside an outdoor teaching plaza. “As you might imagine, higher education is a very competitive space as institutions work to maintain or even grow their enrollment,” Sproles says. “Our role as planners and designers who can create long-term plans as well as improve indoor and outdoor spaces is very much in demand.” Clients are having to make sure their campuses are aesthetically appealing to a young and very demanding clientele, and staff at Derck & Edson enjoy the challenge of understanding that unique culture and designing spaces accordingly. Likewise, within the athletics market – for higher education as well as private entities – physical spaces can bring a competitive advantage. “Our firm thrives on creating interior and exterior experiences that best align with the institutions they represent,” he says. Derck & Edson also thrives on moving business and projects forward. “In essence, if you’re not moving forward, you’re moving backward,” he says. “We’ve always worked hard to understand that business today cannot stand still. We’re “We’re constantly anticipating and embracing new ways of doing things – incorporating technology, and working to stay ahead of the curve – which allows us to be competitive with much larger national firms.”

constantly anticipating and embracing new ways of doing things – incorporating technology, and working to stay ahead of the curve – which allows us to be competitive with much larger national firms.” “If you’re not moving forward, you’re moving backward. We’ve always worked hard to understand that business today cannot stand still.” In addition to understanding where and how they fit into the big picture, Derck & Edson leadership also stay on top of how the firm is doing financially. They established parameters for valuation a few years ago. Now they work with an outside consultant and review the methodology with them periodically and adjust if needed. “We use these agreed upon formulas to update the value in-house every year,” he says. And as a firm leader, Sproles says he’s constantly working on balancing the business side of things with the creative. He says he’s always been drawn to the profession because of the variety of directions you can go with the degree. “Some programs are very focused on plant material, biodiversity, and the natural/ environmental aspects of our profession, while others are focused more on broad scale planning aspects,” he says. “Whichever end of the spectrum you choose to focus your career, you have a broad understanding of it all and can use that to inform your designs, no matter how detailed or broad your project might be.” He believes that most design professional principals are typically first and foremost designers, always wanting to have a hand in creating the solution, but he also understands the need to focus more on the business, growth, strategy, and mentoring. “I’m getting better, but still like engaging with the design team, hearing the clients’ needs and trying to solve their problems with creative solutions,” he says. Derck & Edson have clients from all around the country, and while the pandemic did throw a bit of a wrench into overall habits, they had a solid base to build on. Prior to COVID, they were already using web-based

HEADQUARTERS:

Lititz, PA

NUMBER OF

EMPLOYEES: 35

YEAR FOUNDED: 1940

OFFICE LOCATIONS: 3

MARKETS:

Higher education

■

Urban/downtown

■

Athletics

■

SERVICES:

Planning

■

Architecture

■

Landscape

■

architecture

Civil engineering

■

Interior Design

■

EXPANSION: Once a

regional firm, Derck &

Edson now serves clients

See MOTIVATOR, page 8

from Maine to Texas.

UARY 16, 2023, ISSUE 1472

BUSINESS NEWS BALFOUR BEATTY,

GLX

Adjustments to the overhead wire on the East Cambridge Viaduct that will eliminate a temporary 10 mph speed restriction, allowing trolleys to operate at the system’s designed speed of 25 mph on a permanent basis. The higher speed is necessary to maintain proper schedule intervals as five new Medford Branch stations are added to the system. The final testing and integration of track switches, power lines, signal equipment, and digital communications between the Green Line’s currently operating Union Branch, the newly operational Medford Branch, and the MBTA’s Operations Control Center. Completion of a nearly two-mile extension of the Community Path which provides access to other pathways leading into Boston. The installation of the last remaining sound wall panels along the Union Branch and non-critical work items along the Medford Branch.

Beatty team and partners for officially completing the final line of MBTA’s Green Line Extension project,” said Mark Konchar, Balfour Beatty senior vice president and managing director of U.S. rail operations. “Opening the Medford Branch is a monumental milestone in the project’s delivery along with many others that our teams worked hard to accomplish to enhance the traveling experience for thousands of passengers. In partnership with the MBTA, our industry partners and community stakeholders, Balfour Beatty looks forward to finishing final stages to prepare for project closeout in 2023.” With revenue service commencing along GLX’s new branches, the MBTA can significantly reduce automobile congestion and related air emission in Boston and provide communities with universal access and new stations that meet or exceed the Americans with Disabilities Act standards. It is also expected to support increased ridership of more than 50,000 passenger trips per day and reduce regional daily Vehicle Miles Traveled by 25,728 miles. 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.

■

CONSTRUCTORS CELEBRATES OPENING OF GREEN LINE EXTENSION PROJECT’S FINAL BRANCH TO MEDFORD Balfour Beatty, as part of Green Line Extension Constructors joint venture team, celebrates the grand opening of the Medford Branch, the last line completed during the construction of the Massachusetts Bay Transportation Authority’s GLX project. Opening revenue service at the GLX project’s Medford Branch is the final line of two developed along the 4.7- mile light rail. The opening follows the completion of the project’s Union Square line in Somerville which began revenue service in March 2022 to further provide an enhanced travel experience for passengers and allow a more reliable, sustainable and urban redeveloped public transit service in the Boston area. To successfully open branch two, the joint venture team constructed five stations on the existing Lowell Commuter Rail corridor, extending from Lechmere Station in Cambridge to College Avenue at Tuft University. In addition, project teammates worked to advance final- phase construction elements along the light rail including the overhead wire system and the East Cambridge Viaduct. These activities included:

■

■ Additional last work and various outstanding construction items along the Union and Medford Branches’ tracks, stations, and rights of way. “I couldn’t be more proud of our Balfour

kids’ lives when they were in school and always tried to make their sporting events and even took time out to coach. They also know time away from the office is a must-do in order to hit the reset button. And while their staff are a very dedicated bunch, they manage to escape as needed. In fact, a recent staff poll revealed that when they do want to get away, this is where some folks differ. Forty-three percent opt for the beach, 40 percent head to the mountains, and 17 percent prefer mixing it up. It sounds like a healthy and happy staff makes for a healthy and happy business. meet clients’ needs as opposed to forcing a solution we want has been one of the many reasons we’ve been successful and have so many repeat clients.” “I think the mindset of listening really well and trying to create solutions that

MOTIVATOR, from page 7

meeting tools, so they just had to work to get not just some, but everyone, up to speed on the technology. Eventually, they landed on a hybrid work model. Today, they give staff the choice to work remotely a few days a week if they choose to do so. That said, Sproles does not minimize the importance of collaboration. “As a firm where designing across the table and collaborating is so important to not only our creative design solutions, but also learning from others, we find that charretting still works best in-person, and we schedule those design sessions when all can be physically present,” he says. Of course, Sproles says he and the staff have always appreciated the flexibility that Derck & Edson provides. “There are certainly times where family and work overlap in a deadline-oriented profession like ours, but I was always able to work in off hours to get the job done, working around the family events.” Sproles and Wenger both believe it’s important to prioritize family as much as possible. They were both very active in their

THE ZWEIG LETTER JANUARY 16, 2023, ISSUE 1472

OPINION

T he construction industry, long dominated by images of men in hardhats carrying lunch pails, has shifted in recent years. According to the Institute for Women’s Policy Research, women made up 9 percent of the construction workforce in 2016. In 2021, the number had grown to 11 percent. The construction industry still has a ways to go when it comes to hiring women, but the trend is moving in the right direction. Building better by breaking down barriers

Amber Hardwick

This, obviously, is not a seismic change – it’s still very much a male-dominated field – but the increase is encouraging as it signals that the industry as a whole has decided that diversifying workforces is now a focus. And for good reason. Along with technical expertise, there are specific skill sets women often bring to the table – skill sets that align perfectly with construction industry needs, like being detail-oriented, tenacious, and capable of galvanizing teams. Women also bring a different perspective to a traditionally male-centric profession, advocating for more voices at the table while being willing and able to hold themselves and others accountable. Imagine the advancements we would have achieved if women had a seat at the table earlier.

HARDHATS AND POWERPOINTS. While the number of women in construction has steadily – if not rapidly – increased since the days of Rosie the Riveter, in recent years, it has become less of an anomaly for women to be in leadership positions. There is still much work to be done, of course, but the trend is promising. Referencing IWPR again, women in the role of construction managers made up just 7.4 percent in 2016 but grew to 8.6 percent in 2021. This seemingly minor bump actually translated into a large number of jobs for women in management, from 60,088 throughout the industry in 2016 to 85,914 in half a decade. Keeping this trend moving in the right direction,

Christina Millan

Melissa Teichman

See HARDWICK, MILLAN & TEICHMAN, page 10

THE ZWEIG LETTER JANUARY 16, 2023, ISSUE 1472

TRANSACTIONS CH ENGINEERING JOINS PENNONI Pennoni, a multidisciplinary consulting engineering firm headquartered in Philadelphia, has announced the purchase of certain assets of CH Engineering located in Raleigh, North Carolina. Effective immediately, the group will work as the CH Engineering Division of Pennoni. “We are delighted to welcome CH Engineering. This new addition allows Pennoni to expand our service offerings, boost staff and broaden our client base in the Carolinas region. Their reputation for hard work and dedication to clients will serve as a cornerstone in this new chapter. We look forward to developing strong and lasting client relationships for years to come with this new expansion,” says president and CEO at Pennoni, David DeLizza. CH Engineering is an engineering and land surveying firm that was founded in 2000. CH Engineering’s client base includes state agencies, universities, municipalities, counties, architects, real

estate developers, and other consulting engineering firms. CH Engineering strives to maintain and improve the safety, health and welfare of the public through providing quality design and allied services to the public and private sectors in the Carolinas. “This is a wonderful opportunity for growth for our firm. We are excited to join Pennoni and expand service offerings in the region. We are thrilled to expand our work and to continue to service the Carolinas with a larger, full-service firm,” says general manager of CH Engineering, Maha Chambliss, PE. Chambliss, who will join Pennoni as a senior engineer, brings more than 30 years of experience. Prior to forming CH Engineering her experience included time spent with the North Carolina Department of Environment and Natural Resources. Chambliss is a graduate of North Carolina State University.

Pennoni staff and the newly added staff from CH will work in Pennoni’s current Raleigh office located at 5430 Wade Park Boulevard, Suite 106, Raleigh, NC 27607. As a multidisciplinary consulting engineering firm founded more than five decades ago, Pennoni approaches engineering challenges from a wider spectrum of angles than most, from land development to energy management. Pennoni’s goal is to help communities and private sector clients alike navigate the ever-changing technological advancements available and learn how best to integrate “smart” solutions into the current landscape and make them a part of resilient and sustainable planning. Pennoni’s combination of talent and experience generates unprecedented solutions for diverse and iconic projects around the globe.

To us, this focus on expanding the role of women in construction isn’t about diversity for diversity’s stake. It’s smart business. We work with diverse clients, and our teams should represent that diversity of backgrounds and skill sets. New ideas being brought to the surface is the key to remaining competitive and creative. The construction industry is changing rapidly. New technologies, new building methodologies, bigger and bigger projects – keeping up with all these changes requires a new way of thinking about the industry as a whole. It now requires a level of creativity arguably not seen in the industry since the industrial revolution. The challenge for many construction companies is balancing this change while still fostering strong relationships and communication. Through this change we find that women, with their perspectives and strengths, play a pivotal role. While more women and people of color still need a seat at the table, there are positive signs that the construction industry is starting to focus on being more inclusive and more encompassing. There’s still a lot of work to be done, but it’s exciting to see the foundation that is being laid for more inclusivity. Amber Hardwick is vice president and general counsel, Christina Millan is a director, and Melissa Teichman is a vice president at OAC, a national design and construction performance management firm. To learn more, visit oacsvcs. com.

HARDWICK, MILLAN & TEICHMAN, from page 9

however, will require women in the industry to continue reinforcing and supporting the hiring of others. It will also require increased allyship from men – not just in support of expanding the number of women in the industry but in recognizing and understanding the barriers women often face and calling out those barriers when they see them. “This focus on expanding the role of women in construction isn’t about diversity for diversity’s stake. It’s smart business. We work with diverse clients, and our teams should represent that diversity of backgrounds and skill sets.” WALKING THE WALK. At OAC, we seek to embrace diversity, equity, inclusion, and belonging as part of our DNA. We have actively sought out female leaders to join our board and have a dedicated group for women, minorities, and other under- represented people in the industry to come together, share their experiences, and support one another. In order to dispel the conventional belief that construction is a boy’s club, we encourage our female employees to share their work and how it inspires them with younger generations. We have created space for OAC leaders – men and women – to mentor and support women and minorities in the development of their careers as construction professionals.

THE ZWEIG LETTER JANUARY 16, 2023, ISSUE 1472

FROM THE FOUNDER

Tomorrow may never come

None of us knows how much time we have, so don’t put off making the changes you need to make in your life.

O n January 6, my wife and I spent about an hour and a half in the office of our friend and insurance agent, Brant Barnes, talking about flying (he became a pilot at a very young age and loved it), what makes for a good pilot, a crash he was in eight years before and survived, problems with the alternator on his plane (and how it could function even if it wasn’t working), life, death, life insurance, business, cars, and his plans for this year, which included sailing a boat and going to the Bahamas among other things, and how this was the year he was going to spend less time working and more time with his family.

Mark Zweig

Brant and I were going to go down to South Fayetteville so he could show me his new business he had just launched. The business is going to provide reconditioned cars to Papa John’s, Domino’s, and other pizza business owners who offer delivery as part of their offerings. He thought he could do as many as 1,500 cars a year for them. I thought, if my wife didn’t go along, I could maybe catch a ride back to town from him when we were done. But we had to change our plans. A new area representative from Papa John’s was in town (Brant is a co-owner of eight Papa John’s franchises), and Brant had to fly him back to Stuttgart (Arkansas), so we rescheduled for another day. Shortly after 6 p.m., another friend of mine, Burt Hanna, owner of Hanna’s Candle Company and an

avid flyer himself (he has his own landing strip at his house), sent out a group text message that read, “The plane crash tonight by my house wasn’t me, thank God!” Our first thoughts were those of gratitude, but then my wife said, “Oh no. What about Brant?” Well, a few short minutes later another person on the list chimed in and said, “It was Brant Barnes. I don’t think he made it.” We were both sick. It was Brant, and he was killed in the crash. The Bonanza plane he was flying was a new one to him. He was a couple miles from Drake Field, had been cleared to land, and then dropped off the radar. Reports from witnesses said the plane

See MARK ZWEIG, page 12

THE ZWEIG LETTER JANUARY 16, 2023, ISSUE 1472

BUSINESS NEWS PERINI MANAGEMENT SERVICES, INC. AWARDED THREE FEDERAL CONTRACTS COLLECTIVELY VALUED AT $164 MILLION Tutor Perini Corporation, a leading civil, building and specialty construction company, announced that its subsidiary, Perini Management Services, Inc., has been awarded three fixed-price federal contracts collectively valued at approximately $164 million. PMSI was awarded two task orders worth a combined $132.5 million by the United States Coast Guard (USCG). The combined project scope of work includes demolition of existing buildings and infrastructure, construction of new buildings, site work and paving, utilities, water distribution, waterfront work and resiliency for the base. The largest building will be the new two- story Multi-Mission Building that will be approximately 44,000 square feet and includes an armory, station and aids to navigation functions, and central utility plant. The work will be phased to allow continued and uninterrupted base operation by USCG personnel. Work is expected to begin immediately with completion anticipated in May 2027. The National Park Service has awarded PMSI a $31.6 million firm-fixed-price construction contract for the repair and upgrades to the Ahwahnee Hotel. A National Historic Landmark, the Ahwahnee Hotel built in Yosemite National Park is considered an architectural crown jewel in the National Park System due to its awe-inspiring elegance and rustic architecture. The

project includes repair and upgrades to bring the year-round landmark hotel into compliance with current codes, seismic safety standards and accessibility requirements. All renovation work will follow strict guidelines with regard to preservation of the historical elements of the facility. Tutor Perini Corporation is a leading civil, building and specialty construction company offering diversified general contracting and design-build services to private clients and public agencies throughout the world. We have provided construction services since 1894 and have established a strong reputation within our markets by executing large, complex projects on time and within budget while adhering to strict quality control measures. BOWMAN AWARDED CONTRACT FOR MORE THAN 25 DUTCH BROS DRIVE-THRU COFFEE SITES Bowman Consulting Group Ltd. announced that Dutch Bros Coffee, a drive-thru coffee chain with more than 650 locations in 14 states, has selected the firm to provide site civil engineering and design, MEP and survey services for more than 25 new store locations in Florida, Tennessee and Texas. Dutch Bros has created a unique customer experience that focuses on the convenience of drive-thru and walk- up ordering paired with enthusiastic “broistas” and a commitment to giving back to the community. The combination of pedestrian and vehicular traffic, a small footprint of 950 square feet, and

high-volume customer demand creates site design challenges that Bowman’s engineers have vast experience resolving creatively, specifically within retail beverage and double drive-thru environments. These solutions create efficient and safe flow through each site while preserving the positive, and personal team-member customer attention on which Dutch Bros prides itself. Bowman brings extensive national roll-out capabilities to support Dutch Bros’ growth plans for 150 new shops. “Dutch Bros focuses on building relationships with our customers, vendors and business partners like Bowman,” said Aaron Harris, Dutch Bros Coffee, VP – real estate and construction. “When we started collaborating with Bowman on a consulting basis, we quickly realized the innovation that Bowman could bring. As our relationship matures, we’re confident that we will continue to build a strong partnership that will help us bring our expansion efforts to fruition.” “This is a great example of our cross- selling approach to building customer relationships,” said Jamie Sullivan, PE, Bowman director of restaurants and retail. “We started our relationship with Dutch Bros as a civil engineering consultant in the southeast region, mainly in Florida, doing test fits and working with the real estate team. Once they saw the quality of our team, the expertise Bowman could provide and the scale of our expanding national footprint, our relationship grew to include design engagement, MEP and survey to support their expansion in Texas and Tennessee.”

your mind and upset you. Do help other people and do some good. Don’t put off making things right with people you care about. You never know when your time is up. Sonya and I sure didn’t think we would be going to Brant’s funeral when we were sitting in his office, laughing that morning. Today is the day that could be your last. Get the most out of it! Mark Zweig is Zweig Group’s chairman and founder. Contact him at mzweig@zweiggroup.com. “Don’t let the trivial stuff preoccupy your mind and upset you. Do help other people and do some good. Don’t put off making things right with people you care about. You never know when your time is up.”

MARK ZWEIG, from page 11

was sputtering at about 500 feet, and he hit some trees and went down. We think he was trying to switch to another fuel tank when he crashed. It was dark and he was in an unfamiliar airplane. At the age of 43, one of the most entrepreneurial people I know – a guy who ran seven miles a day, who spoke to my students every year, who gave away hundreds of pizzas during COVID, who spent hours with his people teaching them about business and life, who gave former addicts a chance to redeem themselves, who was a leader in The Salvation Army’s quest to feed the poor and homeless – was gone. For Brant, there was no tomorrow – no more time to spend with the people he loved. The moral of the story? Don’t put off making the changes you need to make in your life. Don’t let the trivial stuff preoccupy

THE ZWEIG LETTER JANUARY 16, 2023, ISSUE 1472

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