TZL 1551 (web)

August 26, 2024, Issue 1551 WWW.ZWEIGGROUP.COM

TRENDLINES

Projected salary increase

The latest data highlights key trends in AEC policies, emphasizing pay, remote work, and transparency for growth. Policy and benefit trends

FIRM INDEX AECOM....................................................................... 10 Barghausen Consulting Engineers.......12 Black & Veatch ........................................................7 Core States Group.............................................12 Derck & Edson, LLC .............................................5 Fehr Graham.............................................................2 SCS Engineers......................................................12 MORE ARTICLES n JANE LAWLER SMITH: Choose your own marketing adventure Page 3 n MARK ZWEIG: Being an effective manager Page 6 n LINDSAY YOUNG: Networking vs. network Page 9 n ANASTASIA WELCH: An operations team to build the future Page 11 According to Zweig Group’s 2024 Policies, Procedures & Benefits Report , the projected percentage salary increase for this fiscal year ranges from 4.8 percent at the lower quartile to 6.5 percent at the upper quartile, with a median of 5 percent and an average increase of 5.8 percent. While 3 to 5 percent increases have been a safe benchmark in the past, the current economic climate and increased workload due to backlog has been calling for increased raises to keep employees content.

T he key to growing your firm and reaching your strategic goals often rests with the quality of your employees, and the quality of your firm’s policies, procedures, and benefits is critical to hiring and retaining a top-notch workforce. Zweig Group’s 2024 Policies, Procedures & Benefits Report provides AEC industry leaders with industry statistics on policies and procedures, so they can support policy decisions with hard data. Here are some of the key trends from the report: ■ Budgeting for pay increases. A significant majority (89 percent) of firms budget for staff pay increases. The median raise among these firms was 5 percent last year, and this figure is projected to remain the same for the current year. While a 3 to 5 percent increase has traditionally been a safe benchmark, the current economic climate, increased workload due to backlog, and high turnover have prompted many firms to consider more substantial raises to maintain employee satisfaction. ■ Significance of remote work and unique projects. In Zweig Group’s 2024 Policies, Procedures & Benefits Report , geographic location’s importance for attracting talent dropped significantly from 4.0 in 2023 to 2.8. This shift suggests a growing acceptance of remote work, making it crucial for firms to invest in virtual collaboration tools. At the same time, the appeal of interesting projects has increased from 4.0 to 4.1, highlighting the need for firms to showcase unique and challenging work in their recruitment efforts. adopting formal compensation programs, rising to 52 percent in 2024 from 48 percent in 2023, with 33 percent of employees now having access to this data. This trend toward transparency is critical for building trust and recruiting and retaining employees. Raises given at management’s discretion have decreased from 74 percent to 66 percent. A thorough formal salary/wage review process is the No. 1 method to determine raises. Moving to a structured salary review process can help motivate employees and maintain equity. ■ Rise of formal compensation programs. More firms are

Will Swearingen

See WILL SWEARINGEN, page 2

THE VOICE OF REASON FOR THE AEC INDUSTRY

BUSINESS NEWS FEHR GRAHAM HELPS CENTRALIA SECURE $883,702 GRANT FOR INFRASTRUCTURE IMPROVEMENTS Fehr Graham, a leading Midwest engineering and environmental firm, helped the City of Centralia secure an $883,702 Community Development Block Grant to improve its infrastructure. Gov. JB Pritzker and the Illinois Department of Commerce and Economic Opportunity announced $41 million in awards to repair water, sewer and drainage systems in 32 communities. Centralia will use the money to replace a critical Raw Water Line, preventing potential failures in the water distribution system and addressing residents’ immediate health and safety risks. The project includes constructing a water line to replace the one that repeatedly fails and jeopardizes the City’s ability to provide reliable, safe drinking water. “Every community in Illinois deserves access to clean drinking water, regardless of where they live,” Pritzker said in a news release. “With the support of our federal partners, communities across the state will receive the resources they need to upgrade their water, sewer, and drainage infrastructure system. These projects will benefit the health and wellness of their residents for years to come.”

CDBG public infrastructure projects help communities make critical repairs to water, sewage and drainage systems. Preference is given to projects in underserved areas, opportunity zones and those with a non- state matching component to drive the maximum investment. This year marks the 50th anniversary of the CDBG program. “A safe water supply is a key element for any thriving community,” U.S. Sen. Dick Durbin (D-IL) said in a news release. “Community Development Block Grants are the instruments of change that help stabilize neighborhoods that have weathered the storms of neglect, empowering individuals and families with opportunities to flourish. I’m encouraged to see $41 million being awarded to more than 30 Illinois communities to improve their water infrastructure.” Fehr Graham is a premier provider of engineering, environmental and funding solutions for commercial, industrial, institutional and government clients with Midwest office locations in Illinois, Iowa and Wisconsin. Fehr Graham is an Engineering News-Record Top 500 Design Firm, Midwest Top Design Firm and Zweig Group Hot Firm.

Interested in learning more

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

WILL SWEARINGEN, from page 1

■ Shifts in administrative practices. Regarding administrative practices, weekly timesheet collection has reduced from 82 percent to 73 percent, while biweekly collection has increased from 9 percent to 17 percent. Adopting biweekly timesheet collection can streamline processes and reduce administrative burdens. Workplace policies have also evolved, with 94 percent of firms now prohibiting gambling, up from 85 percent in 2023. By understanding and proactively acting on these trends, firms can better position themselves to attract and retain high-quality employees. This approach ensures long-term success and growth, empowering you to steer your organization toward a prosperous future. Read the full report here! Will Swearingen is chief data officer at Zweig Group. contact him at wswearingen@ zweiggroup.com.

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THE ZWEIG LETTER AUGUST 26, 2024, ISSUE 1551

OPINION

Creating non-traditional peer groups allows AEC marketers to gain fresh perspectives and enhance creativity. Choose your own marketing adventure

I n her article in the August 7, 2023 issue of The Zweig Letter , Julia DeFrances wrote about the value of professional associations. Without doubt, being involved with organizations like Zweig Group or the Society for Marketing Professional Services can enhance your career and introduce you to many established experts in the fields of architecture, engineering, and construction.

Jane Lawler Smith

However, sometimes breaking away from the establishment can also be beneficial. In 1979, the concept of choosing your own adventure was introduced to young readers by Edward Packard and R. A. Montgomery. In their beloved series of stories, still available for sale and on library shelves, young readers get to choose what happens next. The choices made throughout the narratives guide the stories and control the outcomes. The height of popularity for the books was in the 1980s, but the franchise is still going strong today. And in another plot twist, decades later, many other genres and industries have created their own spin on the concept: from cookbooks to date night plans to dinner with the kids – from travel itineraries to recruiting and retention themes. In September 2022, The New Yorker featured an article on the “enduring allure” of the series and in May of this year, The New

York Times ran an article about choosing your own cookout salad adventure. Clearly the concept of choosing your own adventure is alive and well in 2024. For AEC marketers, what I’m proposing is choosing your own marketing adventure by creating your own, perhaps non-traditional, peer group. This can be especially helpful for AEC marketers who work on a small team, or perhaps are a team unto themselves. THE CAST OF CHARACTERS. Group members might include marketing professionals from related industries such as your print vendor, photography studio, or promotional giveaways vendor. Maybe you invite your favorite shop owner/independent retailer. What about those professionals you met while staffing your table at your last trade show or conference? Where are the crossover points between business-

THE ZWEIG LETTER AUGUST 26, 2024, ISSUE 1551

to-consumer marketing and business-to-business? How does a [choose one: print vendor, photography studio, promotional giveaways vendor, independent retailer] use social media or email marketing? Are newsletters dead? What about blogs? How has conference attendance, and approaches to it, changed in the last five years? What topics can you explore and what insights can you gain from one another? SETTING THE SCENE. Just as you might have a favorite place to curl up and read, where you choose to meet can also have an impact on your outcomes. You might prefer a formal group meeting to be held in your own private conference room. Or you may feel one-on-one meet-ups in a centrally located coffee shop are more energizing. Some groups may prefer to connect online or even outside. Is there opportunity for an actual meeting adventure – where the group takes to a trail or track? Julia Webster Ayuso wrote in an article for Atmos Magazine , “Walking has been shown to optimize the inner workings of the brain, promoting new connections between brain cells, improving memory, and increasing the size of the hippocampus. In the same way that songs with a high tempo can help us move faster, the rhythm of our feet on the ground can help organize our thoughts, preventing distraction and boosting creativity. As opposed to sitting in a chair, moving the body can help stimulate the mind.” THE STORYLINE. You may have an existing list of topics you wish you could bounce off of someone. Or you may prefer more open conversation, launched from a marketing blog, conference agenda, or recently published article or book.

In all cases, you need to come prepared. This is a give-and- take arrangement so you’ll need to be ready to share your marketing perspective in hopes of receiving in return. Show-and-tell is a great way to get started and can also pre-qualify your group members. If someone doesn’t have at least one marketing [choose one: brochure, campaign, email, newsletter, blog, effort] that they are proud of and excited to share with your group, then this might not be the group for them. WHAT’S NEXT? The power is in the perspectives. Just as with the choose-your-own-adventure books, where the outcome differs depending on the reader, your marketing peer group will be unique to you and your firm’s marketing approaches and brand. As well as the approaches and brands represented by those in your group. Will everything shared within the group be immediately transferable to your marketing plan? Most likely, no. But by having these kinds of conversations, raising our awareness of different styles, and listening to leaders from outside our usual domain, we can be better informed and expand our creativity and thoughts surrounding what comes next in our world of AEC marketing. After all, don’t we all want to be the creator of our own adventure? Jane Lawler Smith, MBA, is the marketing manager at Derck & Edson, LLC. She can be reached at jsmith@derckandedson. com.

The ESOP Group is proud to sponsor the ElevateAEC Conference & Awards Gala Please visit us at the ElevateAEC Conference & Awards Gala and attend our breakout session at 2:15 p.m. (ET) on September 18!

Rebecca T. Glasgow, CEPA ® , CFP ® Managing Director – Private Wealth Advisor Senior Portfolio Manager – Portfolio Focus (404) 260-8761 | rebecca.glasgow@rbc.com Leslie Lauer, CEPA ® , CFP ® , ChFC ® Managing Director – Private Wealth Advisor Senior Portfolio Manager – Portfolio Focus (404) 260-8809 | leslie.lauer@rbc.com

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FROM THE FOUNDER

Being an effective manager

Anyone who is a design professional and who wants to get ahead is probably going to have to learn to be a manager.

I f there’s one thing we can probably all agree on, it’s this: Anyone who is a design professional and who wants to get ahead is probably going to have to learn to be a manager. It’s just the way it is.

Otherwise, you are limited to only what you yourself can personally do, and that’s going to be a big limitation, as most projects design professionals get hired for require a team of people to accomplish. You are going to have to be a manager. While it may seem obvious to some, as my friend, Matt Lewis, the fourth generation family member to run Lewis Automotive Group says, “Don’t forget the term ‘manager’ has the word ‘manage’ in it.” That means you manage things to get the desired results. So what kinds of things does a manager in an AEC firm have to do if they want to be effective? There is a lot that goes into the classic definition of management that is “planning, organizing, and controlling resources.” Many subtleties impact how successful one is at doing that. And they aren’t all taught in school, especially colleges of architecture or engineering, although in all fairness, engineering

schools usually make some minor attempt at teaching basic management principles. Here are my thoughts: 1. Effective managers achieve results through the work of others. This is paramount. While it doesn’t prohibit the manager from also being a good producer themselves (some people in our business DO actually think that), the first priority is making OTHER people productive. The team is more important than the individual! 2. Effective managers understand people. Everyone who wants to be a manager could benefit from studying psychology and sociology, but unfortunately, most don’t get much of that in school. Management is about people. And design professionals don’t usually go into the design or technical disciplines that they do because they

Mark Zweig

THE ZWEIG LETTER AUGUST 26, 2024, ISSUE 1551

ON THE MOVE BLACK & VEATCH NAMES CHIEF PEOPLE OFFICER ANDREA BERNICA TO COMPANY’S BOARD OF DIRECTORS Andrea Bernica, Black & Veatch’s chief people officer, has been named to the board of directors of the global leader in sustainable infrastructure solutions, the entirely employee-owned company announced. Bernica, who joined Black & Veatch in 2011, was appointed chief people officer in 2023 – a year in which the company expanded its broad portfolio of services with record numbers of construction hours completed (24.5 million in 2023, up nearly 8 million from the previous year) and increased its diverse employee- owners workforce by 17 percent (12,494 as of Jan. 1, 2024, up from 10,691 the previous year) to meet historical levels of project backlog and growth across its global regions. “Andrea exemplifies the qualities of a strong and effective leader and is a role model and mentor to our many talented

women professionals and leaders,” Black & Veatch Chairman and CEO Mario Azar said. “She has shown an unwavering commitment to keeping our employee- owners at the core of everything we do to deliver solutions to our clients.” Bernica’s accomplishments include advancing innovative, culture-boosting programs, reimagining the company’s performance management approach to better support a client-focused business and culture, and aligning diversity, equity and inclusion initiatives with business priorities. In her 13 years with Black & Veatch, Bernica has served as chief of staff, lead employment and corporate counsel, as well as operated as the board of directors secretary designee. She has more than 20 years of industry and legal experience, including serving as a commercial and employment litigator with a focus on construction and engineering clients at major law firms. Bernica received her juris doctor degree

from the University of Notre Dame, and a bachelor’s degree from Colorado State University. She also earned a certificate in executive education from the Columbia Business School. “In my time with the company, I have been motivated and inspired by the dedication, talent and integrity our employee-owners bring to the clients we serve, and I am excited to work with my fellow directors in advocating for our people and advancing our position as the engineering and construction industry’s top talent destination,” Bernica said. Black & Veatch is a 100-percent employee-owned global engineering, procurement, consulting and construction company with a more than 100-year track record of innovation in sustainable infrastructure. Since 1915, Black & Veatch has helped its clients improve the lives of people around the world by addressing the resilience and reliability of its most important infrastructure assets.

are interested in people. In order to know people, you have to be interested enough in them to want to learn all about them as individuals. And that understanding is critical to your ability to motivate (or avoid demotivating) them. 3. Effective managers are good at predicting how people will behave in any given situation. This is a crucial skill because the manager decides who will fill each specific role that needs to be filled. The ability to predict individual behavior in a specific situation is a critical management skill. It takes empathy and a real understanding of the individuals involved to be able to do that. A big part of management is understanding probabilities of success or failure. And those probabilities are tied to the individuals involved. 4. Effective managers build their team. They make the decisions on who goes on the team and who stays on the team. Those can be difficult decisions to make for many reasons. People could get their feelings hurt. Not everyone will agree with those decisions. But that doesn’t mean those decisions don’t have to be made! There have to be performance and behavior standards that are met to remain on the team. Weak managers are not good at this. They want everyone to have a place on the team, so they keep trying to make people “work out” who aren’t going to. That drags down performance and hurts morale for everyone if the manager can’t make the tough calls. 5. Effective managers resolve conflicts. Not everyone will get along even when they are good people and on the same team. So the manager has to confront these

situations. You cannot ignore them and hope things work out on their own. That probably won’t happen and the damage these conflicts cause can spread like a cancer. So just like cancer, it’s best to treat it sooner rather than later. 6. Effective managers learn to work within the constraints of the system. There will always be constraints in our business. Time constraints. Monetary restraints. Resource constraints. These constraints cannot be an excuse for not accomplishing the goals of the organization. And the larger the organization – be that the client organization, or the AEC firm itself – the greater the likelihood of bureaucratic obstacles that need to be negotiated. Effective managers know what they can change and what they cannot change, and work accordingly. 7. Effective managers believe they can be effective and get results. Accomplishing anything first requires the belief that you can do it. There is no place for doubt or cynicism on the team. Belief that success IS possible has to start with the manager. My last point is this. There is a body of knowledge on management just like the body of knowledge that exists on your design or technical discipline. Get into it, and you might be surprised that you can actually learn how to be a better manager! Mark Zweig is Zweig Group’s chairman and founder. Contact him at mzweig@zweiggroup.com.

THE ZWEIG LETTER AUGUST 26, 2024, ISSUE 1551

OPINION

Networking vs. network

N etworking is a verb. It’s the action of making connections and building relationships. A network is a group of connections you have an existing relationship with. These two words are very closely related, yet still different. Let me explain. Networking is important for your business, but your network can work for you – as long as you stay in front of them and share valuable resources and knowledge.

Networking refers to the act of interacting with others to exchange information and develop professional or social contacts, particularly in a business context through events and conferences (both in person and virtually). It’s building relationships and building trust through conversations and problem- solving. Professionals may network to find new job opportunities or to gain insights into their industry or market. On the other hand, a network includes your existing connections with whom you already have a relationship. Your network is exclusive to only you. No one else has the exact same connections as you. This allows you a unique opportunity to help individuals in your network make connections with others in your network. You have your own built-in referral system. Your network is made up of different levels of connections as well. The individuals you spend the most time with (your core group) probably

have a similar network to you, because you do the same things and go to the same places. Those individuals whom you may only see several times a year, however, have a very different network than you. This is where the magic happens! The people who know you but aren’t in your core group are the ones who you’ll often get the most referrals from. Your network can work for you, as long as you stay in front of them consistently and share valuable resources and knowledge. Throughout the years, my network has continued to help me grow my own business. Recently, a connection I met many years ago through the Society for Marketing Professional Services reached out to me about proposal development for a contractor their architectural firm works with. We have remained connected through LinkedIn and also see one

Lindsay Young, MBA, FSMPS, CPSM

See LINDSAY YOUNG, page 10

THE ZWEIG LETTER AUGUST 26, 2024, ISSUE 1551

BUSINESS NEWS AECOM RELAUNCHES ITS PRESTIGIOUS FELLOWS PROGRAM WITH NEW INDUCTEES T, the world’s trusted infrastructure consulting firm, announced the relaunch of its AECOM Fellows program, a cornerstone of the Company’s TechEx strategic initiative, designed to honor exceptional technical leaders whose groundbreaking work has had a profound and lasting impact on AECOM, its clients, and the global infrastructure community. This year, AECOM will induct two visionary leaders: Rosa Gwinn, global PFAS technical lead and Ken Butler, P.E., global head of complex structures in AECOM’s Transportation business. Gwinn and Butler each boast decades of unparalleled experience at AECOM. They have distinguished themselves as industry trailblazers and esteemed mentors within the Company, and their contributions have established new benchmarks for excellence in their respective fields. “As we relaunch the AECOM Fellows program, we are thrilled to honor Rosa and Ken as our newest inductees,” said Troy Rudd, AECOM’s chief executive officer. “Their remarkable expertise and technical leadership have significantly impacted our industry and our organization. This recognition underscores their unwavering commitment to technical excellence, innovation, and advancing our purpose of delivering a better world, while positioning us as the firm of choice for top talent.” Once inducted as AECOM Fellows, Gwinn and Butler will continue to expand their influence, leadership and impact. They will support knowledge sharing across the Company through mentorship and

career development, fostering the next generation of technical leaders, while helping ensure the highest standards of technical quality across AECOM’s projects. Their roles will also extend to strengthening strategic partnerships and advancing cutting-edge research and development. “For decades, Rosa and Ken have played a vital role in cultivating our culture of technical excellence, and delivering innovative solutions to our clients’ complex challenges,” said Lara Poloni, AECOM’s president. “Their appointments as AECOM Fellows honor them as technical luminaries and celebrate their achievements in advancing our industry leadership. We look forward to their continued contributions to our success.” Gwinn is a globally recognized authority in the identification and mitigation of per- and polyfluoroalkyl substances, with more than 30 years of experience at AECOM and its legacy companies. As the leader of AECOM’s Global PFAS Initiative, she has developed innovative PFAS evaluation protocols and contributed to critical publications and global presentations. Her expertise is highly sought after by regulatory bodies, exemplified by her invitation from the U.S. Environmental Protection Agency to join an industry and technology roundtable focused on accelerating innovation in addressing PFAS in drinking water. Butler, internationally recognized for his exceptional work on high-profile bridge projects, has dedicated 27 years of his career to AECOM. He has been instrumental in the design and construction of 38 complex bridge projects with a combined construction cost exceeding $10 billion. Butler has

published and presented 34 technical papers on long-span and complex bridges, regularly conducts design training workshops for state and federal transportation agencies, and lectures at the collegiate level, further establishing his reputation as a trusted and valued expert in bridge engineering. The relaunch of the AECOM Fellows program marks a significant milestone in AECOM’s ongoing commitment to technical excellence and innovation. By celebrating the achievements of leaders like Gwinn and Butler, who will be formally inducted in October 2024, AECOM reinforces its dedication to advancing the infrastructure sector and inspiring future generations of innovators. Previously named AECOM Fellows include: Bill Hanway, global sports and social infrastructure lead; Marc Colella, global buildings and system engineering lead; Robert “Bob” Edelstein, who helped pioneer the field of Intelligent Transportation Systems; Professor John Endicott, a thought leader in the geotechnical and tunneling fields; and Ant Wilson MBE FREng, an expert in building engineering and sustainable is trusted infrastructure consulting firm, delivering professional services throughout the world’s the project lifecycle – from advisory, planning, design and engineering to program and construction management. On projects spanning transportation, buildings, water, new energy, and the environment, AECOM’s public- and private-sector clients trust them to solve their most complex challenges. design. AECOM

relationships I currently have as well. Let your network help you with your challenges. Life is too short to do it by yourself. Your network (tribe) will come through for you. You just have to ask! Lindsay Young, MBA, FSMPS, CPSM is a marketing services advisor with Zweig Group and president and founder of nu marketing. She can be reached at lyoung@zweiggroup.com. “Let your network help you with your challenges. Life is too short to do it by yourself. Your network (tribe) will come through for you. You just have to ask!”

LINDSAY YOUNG, from page 9

another at various conferences. Let me preface this by saying I have not done work directly with her or her firm. She introduced me to the contractor and told them they needed to work with me, because I was the best and knew the industry. The contractor interviewed me and hired me on the spot to consult for them. This is a prime example of my network helping me obtain a client. Wow! The power of your network is huge. Fortunately, this isn’t the only success story of how my network has helped me, which motivates me to continue expanding my connections. Networking is important for my business, but I also simply enjoy meeting new people and strengthening the

THE ZWEIG LETTER AUGUST 26, 2024, ISSUE 1551

OPINION

Transforming team dynamics and strategies for improved leadership skills, operations, and project implementation, leading to business success. An operations team to build the future

W hen I assumed a regional management role after significant company transitions, I was unsure about what to expect. Would I simply fall into the routines the previous manager had used to run our business unit, or develop my own way of leading? He clearly excelled in that role, ultimately rising to the position of CEO. Although we share similar personalities and approaches – he was my mentor for more than 20 years, after all – no two people are exactly alike. My natural inclination toward collaboration made me an excellent “second in command,” always ready to offer my opinion, serve as a sounding board, and assist with implementation. However, when it came time for me to take the lead, I had to learn how to drive initiatives forward independently.

Anastasia Welch, P.E.

One of my predecessor’s key initiatives was the creation of a performance team aimed at enhancing our business unit’s results. In the mid-2010s, we faced underwhelming performance, with significant project losses and stagnant growth. Although the performance team generated excellent ideas, they struggled with implementation. This was likely because the team was comprised of our business unit’s primary leadership, who already had substantial responsibilities. As I stepped back to envision our future, I identified two key priorities:

1. Supporting our employees by providing the necessary resources, guidance, and opportunities for their success. 2. Developing our staff into capable and successful leaders to fill the roles that would become vacant due to numerous company transitions. I decided to convert the performance team into a leadership team and add an operations team. The new operations team’s objective is to develop

See ANASTASIA WELCH, page 12

THE ZWEIG LETTER AUGUST 26, 2024, ISSUE 1551

TRANSACTIONS CORE STATES GROUP ANNOUNCES ACQUISITION OF BARGHAUSEN CONSULTING ENGINEERS, INC. Core States Group – an integrated, industry- leading AEC firm that partners with some of the world’s most recognized brands – has announced the acquisition of Barghausen Consulting Engineers, Inc., headquartered in Kent, Washington. Together, with a combined total of 25 offices nationwide and more than 600 employees, the two companies are forming an AEC powerhouse to drive innovation and improve everyday life for countless people. This transformative new chapter will strengthen Core States Group’s capabilities, expand its reach, and open more opportunities to impact the industry. According to D. David Dugan, president and CEO at Core States Group, “I am honored by the trust Tom Barghausen, Chris Jensen, and the

Barghausen leadership team have in Core States Group to take what they have built and carry on their legacy. This is a significant milestone in building the Core States Group of the future, and I’m so excited to see the growth of our amazing team of professionals.” “When I started Barghausen in 1982, I just wanted to help my clients be successful by providing good service and quality work product at a fair price. We have since grown into an entire team of dedicated, talented individuals working together. As we transition into becoming a legacy firm, I am confident that the decision to join forces with Core States Group is the right one for both companies at this time. We complement each other extremely well, and I’m excited about what the future holds,” said Tom Barghausen, who will actively continue in his role managing projects and supporting clients.

“The leadership at Barghausen is confident that this acquisition will allow our company to better serve our customers and employees alike. Together, Core States Group and Barghausen have a dramatically expanded national footprint with increased bandwidth and service offerings,” said Chris Jensen, Barghausen Vice President and Principal Engineer. As Core States Group and Barghausen combine their strengths and resources under the Core States Group brand, they are aligned in building a long-term strategy of developing market expertise, providing a collection of integrated services, and bringing a programmatic approach to their nationwide portfolio of projects. As Core States Group celebrates its 25th anniversary this year, this acquisition reinforces its commitment to creating a world where all environments improve everyday life.

ultimately delivered a summary document that exceeded my expectations. I view these initial projects as demonstrations of success. While the team may have felt uncertain as they navigated a vague scope, they ultimately persevered. They found their way and developed effective solutions that have already proven beneficial. Their strong design skills and ability to work collaboratively enabled them to capitalize on their expertise. Learning from this struggle will benefit them and enhance their leadership capacity. However, initial feedback from the leadership team prompted me to adjust my approach to the operations team. First, I made it clear that this work was important by specifying where team members should charge their time. I also explained how we would evaluate the time spent on these projects throughout the year by assessing the cost/benefit. We also began to treat “projects” more like true projects for clients – I provided specific expectations and defined the project scope, we established goals to achieve by the next planned meeting, and we identified a leader for each of the new projects. The next meeting went much better, had more structure, and team members walked away from it with a sense of purpose and direction instead of a vague concept of what to do next. I believe the struggle contributed to the sense of accomplishment and is a lesson that will stick with those team members as they move forward with other projects. We have effectively established this unique team, received critical feedback, and implemented changes. I am excited and enthusiastic about our operations team and the benefits they will deliver to our business unit and SCS as a whole. Anastasia Welch, P.E. is a business unit director at SCS Engineers. Contact her at awelch@scsengineers.com.

ANASTASIA WELCH, from page 11

policies, systems, and resources, while increasing alignment across the business unit before implementing changes. The group would brainstorm ideas and prioritize “projects” to work on. An added benefit is that team members gain a deeper understanding of what it takes to lead a business unit, thereby refining their leadership skills. Because I view the operations team as an avenue to promote collaboration across offices and groups, and a means to provide leadership opportunities for younger staff, I targeted members who would cherish the challenge/opportunity. Ultimately, I selected 10 diverse participants: experienced and young professionals, in-office workers from various locations, remote workers, those with long tenures at SCS, and newcomers to the company. Additionally, three members from the leadership team joined to ensure that the operations team’s activities and projects align with the leadership team’s vision for our business unit. I wanted the group to develop organically, so I took a backseat role in leading the initial meetings. Our first “project” was to update the annual performance review form to better reflect our vision, goals, and desired culture. The update was successfully implemented in a short time. The next project was to compile lessons learned on complex and high-liability construction oversight projects to streamline future work and allow everyone to benefit from the experiences of a few. Six team members volunteered to take on this project. While working on the construction oversight project, the team experienced fluctuations in progress, with initial stages being particularly challenging. Feedback indicated the team struggled due to a lack of clear direction and the absence of a designated leader for both the operations team and the project itself. Despite these challenges, the team

THE ZWEIG LETTER AUGUST 26, 2024, ISSUE 1551

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