TZL 1516 (web)

TRENDLINES Ethical concerns surrounding AI December 11, 2023, Issue 1516 WWW.ZWEIGGROUP.COM

Lack of critical thinking

Bias in AI algorithms Privacy concerns

Job displacement Accuracy Control and accountability

Our industry must look to places like Cairo as an example of how ambition can shape the built environment. An AEC writer in Cairo

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A s a writer who focuses on the AEC industry, I have gotten the opportunity to research, learn, and write about projects all over the world. However, despite so much of my time being spent writing about projects – examining the processes and outcomes of our decisions as the designers of the built environment – opportunities to travel have been extremely limited and my work was almost entirely digital. This changed recently when I was invited by Ashok Duttah and Hill International to see some of their work firsthand in Cairo. I had been writing about momentous projects in Egypt for several years, but this was my first professional opportunity to visit the projects I was writing about. I was familiar with the aspects of design, construction, and scale for these projects, but I wanted to understand what these projects meant in the context of the space and time they occupy – to understand what these projects mean for the present and future of a place that is so often engaged with and studied for its past. For me, this was a new experience in a new place, and, on a professional level, I was keen to learn more about how the AEC industry functions in such a unique location. I gazed excitedly out of the window as we were descending to our final destination, eager to get my first glimpses of a new place. The first signs of humanity I could distinguish were dozens of container ships – small as ants from this perspective – lining up to pass through the Suez Canal. We soon landed in Cairo, just after the sun had set, and we decided to make our way to the hotel. After shaking the weariness of travel, we set out to visit the Cairo Monorail, which is quickly taking shape as the longest driverless monorail system in the world. I have been writing about the Cairo Monorail for several years, and, after spending countless hours interviewing and researching, I was eager to see its progress with my own eyes. We drove along the monorail’s concrete guideway to the east, passing by the bee hives of activity that were the monorail’s stations and final spans. Along this central corridor, the concrete guideway rises high to occupy a defining position amidst the landscape of the eastern Cairo Governorate and seems to stretch indefinitely forward into the desert. After driving for what seemed like hours, we arrived at the monorail’s depot for the East of Nile line. Standing atop the platform looking out to the west, the modern city of Cairo is a verdant space on the horizon, ceding the foreground to places like the New Administrative Capital which stands neat and orderly in pristine symmetry. The moment and the view were fleeting as we had

FIRM INDEX AECOM......................................................................... 6 Thomas & Hutton.................................................8 Urban Engineers.................................................10 Walter P Moore.......................................................4 Ware Malcomb.....................................................10 MORE ARTICLES n RACHEL WILDE: Retaining working moms in AEC Page 3 n MARK ZWEIG: People judge you Page 5 n LINDSAY YOUNG: Business development is everyone’s job Page 7 n DANIELLE EISENSTOCK: A recipe for training Page 9 Zweig Group’s 2023 Marketing Report highlights ethical concerns in AI adoption within the AEC industry. The primary worry, at 41 percent, is the perceived lack of critical thinking and oversight, followed by privacy concerns (20 percent) and concerns about bias in AI algorithms (15 percent). Participate in a survey and save 50 percent on the final or pre- publication price of any Zweig Group research publication.

Luke Carothers

See LUKE CAROTHERS, page 2

THE VOICE OF REASON FOR THE AEC INDUSTRY

Chad Clinehens | Publisher cclinehens@zweiggroup.com Sara Parkman | Senior Editor & Designer sparkman@zweiggroup.com Shirley Che | Contributing Editor sche@zweiggroup.com

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LUKE CAROTHERS, from page 2

to keep moving on our tour, but it provided a moment of clarity. Having researched and written about the project, I understood its scale and importance, but in this moment I realized that this project stretched a great distance through time as well as physical distance – connecting the newest parts of the city with the most ancient. While so much of what I was seeing in Cairo was completely foreign to my personal experience, there are certain things that can seemingly be translated across all cultures and places. As humans, our brains are wired to recognize familiar smells, and, in recognizing that similarity, we experience something akin to a sense of euphoria or nostalgia. On the third day of our trip, I had this experience firsthand as we sat down for lunch in full view of the Giza Pyramids. I had spent countless hours in my childhood (and admittedly my adulthood) looking at pictures of these structures and reading about their history, but this felt like a dream. Instead of thinking about my lunch order, I could only stare with my mouth slightly agape at the magnificence of these structures. Cutting through this fog of admiration was a sudden, familiar smell – that of fresh baking bread. Glancing around, I noticed a small stone oven in the far corner of the restaurant where a woman was working delicately to produce small loaves of bread for serving. The smell and my recognition of it marked the moment into my conscious thought, and I could feel myself easing into the comfort like a welcomed guest in a magnificent home. This welcoming experience provided a unique capstone to our earlier visit to the Grand Egyptian Museum (GEM), which is nearing completion as the largest museum in the world. Although it is not yet open to the public, we were able to spend some time exploring one of the GEM’s massive exhibition spaces, which houses thousands of ancient Egyptian artifacts from throughout its long and rich history. Walking through the stepped marble terrace, the chatter of voices bounces and scatters off the endless stone antiquities. Unique for its interactive layout, visitors to the exhibition halls at the GEM are able to walk amongst the countless antiquities in several curated patterns. This has a thrilling effect on the inevitable conversations that arise, and after a short while it feels as though the statues are themselves silent contributors. Over two decades in the making, construction works on the GEM are expected to finish by the end of this year, and the museum will likely be open to the public sometime in early 2024. As we boarded our flight back to Dubai and eventually the United States, I couldn’t help but reflect on the moments of beauty that filled our time in Cairo. These moments – projects large in scale and importance – tell the story of not only a rich culture and unparalleled history, but also one that is meeting the modern age with the same ambition as befits that history. I couldn’t help but think of my time spent in the GEM, and of the rippling impacts of such a massive, culturally-important project. There is very little about the GEM’s construction process that

Luke Carothers visited Hill International’s Grand Egyptian Museum project ahead of its opening this spring.

wouldn’t be considered ambitious, and the cost of this ambition has been paid over the course of a two-decade design and construction process. Flexibility has allowed the process to move forward, and aspects of the museum, such as the facilities for restoring artifacts, are already operating ahead of its opening. For projects like the Grand Egyptian Museum, this ambition will have resounding effects – both financial and cultural – as the massive museum will draw visitors from around the world, and the restoration facilities will make it possible to keep more Egyptian artifacts in Egypt. But the GEM is just one example of how this ambition is starting to pay dividends. On the Cairo Monorail, further progress has spurred development along the column, and when completed will provide direct access to the New Administrative Capital. As we left, my last thoughts were about the AEC industry and our role in shaping the future. As the designers of the built environment, we have a responsibility to the communities we serve, and part of this responsibility is understanding and planning for the future. In thinking about how we as an industry will respond to the challenges the future may hold, our goals and plans should hold on to a sense of ambition and use places like Cairo as a positive anecdote of what ambition can lead to in the built environment. Luke Carothers is Zweig Group’s senior content manager and editor for Civil+Structural Engineer Magazine . His writing focuses primarily on the projects, people, and processes that influence the past, present, and future of the built environment. He welcomes those interested in collaborating on an article to reach out to him at lcarothers@zweiggroup.com.

THE ZWEIG LETTER DECEMBER 11, 2023, ISSUE 1516

OPINION

Retaining working moms in AEC

By engaging working mothers in the workplace effectively, we can help retain top talent in our industry and create a better tomorrow for our daughters.

R ecently, I listened to “The Secret to Great Teams” episode on NPR’s Hidden Brain podcast. In the episode, they cited a study that shows just how beneficial it is to have women on successful teams. Generally speaking, women tend to bring more social perceptiveness to the table which helps bring awareness to each individual’s needs within a team. That’s not to say that men cannot do this, just that it is a more prevalent characteristic of women.

Rachel Wilde, PE

With the industry needing to attract and retain diverse talent now more than ever, this ability women bring to the table needs to be nurtured within the industry. Approximately 86 percent of women do choose to become mothers and the struggles associated with being a working mother are not lost on many. While I’ve seen more awareness of this in the industry, I’ve also seen a disproportionate number of women leave the industry. Some of this is inevitable and we should support women making the best choice for themselves, however, there is plenty we can do as employers to retain this talent. While this list is not all- encompassing, I’ve encountered some dos and don’ts that can help industry leaders retain working mothers:

■ Do treat each woman as an individual. It is easy to fall into assuming that people with similar backgrounds may have similar challenges, but this is not necessarily true. As is typical for any other employee, recognize her unique perspective and what she can bring to the table. Is she great at influencing and engaging younger employees? Does she really lean into the technical aspects? As employers, it is important to take what our employees individually bring to the table and use that to help our people and business grow.

Don’t assume the same 23rd chromosome

■

See RACHEL WILDE, page 4

THE ZWEIG LETTER DECEMBER 11, 2023, ISSUE 1516

bedtime, but I got my work done because the flexibility I was granted made me feel appreciated. ■ Don’t assume her home life is the cause of her unhappiness. As employers, we should focus on what we can do to help our employees succeed. While struggles at work are inevitable when you have more humans to juggle at home, employers need to engage in providing resources to help employees succeed. For some, that may be regularly scheduling time off and for others it may be giving more flexibility or decreased working hours. Offer solutions. ■ Don’t start off conversations by saying, “We do [blank] really well here at our engineering firm.” This is a great way to shut down constructive feedback and it’s likely you’re not doing as great of a job as you think. I’ve seen many firm leaders say something along this line while pointing to having one or two women maximum in leadership positions within a firm. Recognize there is always room to improve. ■ Do encourage her. This may be the most important “do.” Being a mom is a lot like being a project manager with a difficult client. She is constantly working to anticipate problems at home, plan for success, coordinate activities, and provide solutions in the best interest of some little clients with short tempers. This skill set can be immensely valuable in our industry if we let working moms know how much we appreciate what they bring to the table and encourage them. While this list is not all-encompassing, it is a good starting point for creating a culture in which mothers can more easily succeed. While some women do find success, it does not need to be nearly as difficult as it is today. Our industry has come a long way, but we still have much to improve upon. By engaging working mothers in the workplace effectively, we can help retain top talent in our industry and create a better tomorrow for our daughters. Rachel Wilde, PE is a structural engineer at Walter P Moore. Contact her at rwilde@walterpmoore.com.

RACHEL WILDE, from page 3

between two individuals means an instant connection. This goes back to treating people as individuals – just because someone is a woman, that does not mean they want to take on the task of mentoring another woman. It is not everyone’s strength and that is OK. This should be a direct conversation with your tenured employee to see if that is what she wants. If this is something your tenured employee wants to engage in, that can be immensely beneficial, but that should not be assumed based on gender. ■ Do advocate for her. Believe in her and speak up when she is not being treated fairly. While it is usually considered “good” to separate your home life from your work life, the leaders I’ve had that have actively tried to create a workplace where their own daughter can succeed have been the ones that have engaged me the most. While most women know sexism still exists in the world today, they usually do appreciate working with others that do not tolerate it. ■ Don’t allow for negative comments in the workplace related to her being a mother. While this may seem like it goes without saying, it is very easy to brush off these negative comments as meaningless, especially when they come from a tenured employee. If you want to foster a culture that is inclusive of working mothers, it is important to publicly correct those comments. ■ Do offer flexibility. The pandemic offered more flexibility than ever before. I’m immensely thankful for it. The flexibility of occasionally eliminating a commute or maybe having a shorter day has helped me see an ability to engage as both a mother and an engineer. I don’t want to miss out on my kids’ school activities and I shouldn’t have to choose between having a career and attending said activities. My appreciation for the flexibility granted to me was reciprocated to leadership by me engaging more deeply in my work when I wanted to. Sometimes that was during weekend nap times and sometimes that was after

THE ZWEIG LETTER DECEMBER 11, 2023, ISSUE 1516

FROM THE FOUNDER

People judge you

A s a college professor, I often find myself telling my students that people will judge them by the quality of their writing. It’s a fact. Those who read your emails, letters, reports, social media posts, and resumes are all deciding how intelligent you are in large part from your writing. Those who read your emails, letters, reports, social media posts, and resumes are all deciding how intelligent you are in large part from your writing.

Mark Zweig

Then the thought occurred to me that this judging doesn’t just happen to college students. It also happens to YOU and each of your people! If your writing isn’t up to a certain standard, your clients, potential clients, regulators, subcontractors, and everyone else will make harsh judgements about how smart or dumb you are, or worse, what kind of person you are. Seems unfair, you might say? You and your people are architects and engineers – scientists, planners, land surveyors, and technicians. You don’t HAVE to be good writers; you just have to be competent at what you do. But – you are wrong! Educated, intelligent, successful people are judgmental, right or wrong – it’s just the

way it is. And these judgement calls make a big impact on whether or not they want to work with you or will listen to your advice at all. So it’s critical for you and everyone in your firm to write well. Here are some common mistakes I see made every single day: 1. Plurals on apostrophes. When did people start putting apostrophes on plurals? “Your door’s are in.” What? It drives me mad. 2. Not using paragraphs. Why do some people think it’s OK to write a long email or report with no paragraph breaks? Makes it extremely difficult, if not impossible, to read.

See MARK ZWEIG, page 6

THE ZWEIG LETTER DECEMBER 11, 2023, ISSUE 1516

BUSINESS NEWS AECOM HELPING SECURE WIFIA FUNDING FOR CLIENTS DELIVERING PROMINENT U.S. WATER PROJECTS AECOM, the world’s trusted infrastructure consulting firm, announced it is partnering with clients across the U.S. to leverage the latest $7.5 billion in Water Infrastructure Finance and Innovation Act funding. The Company’s current WIFIA funded client work spans the sector and includes drinking water, drought and hazard resilience, and wastewater projects. Supported by the combination of AECOM’s technical expertise and comprehensive suite of industry-leading water capabilities, clients are achieving successful outcomes and delivering results from WIFIA funding. “Across the U.S. we are continuing to support our clients in delivering the next generation of critical infrastructure projects that are only made possible through government funding,” said Lara Poloni, AECOM’s president. “We are excited to build on this successful track

record in the water sector, where we possess globally recognized expertise and delivery capabilities to prepare America’s water systems for a more resilient and equitable future.” In partnership with organizations managing some of the nation’s most critical water infrastructure, AECOM’s WIFIA funded projects include helping the Pittsburgh Water and Sewer Authority ensure safe drinking water by upgrading and replacing aging water infrastructure; working with the San Francisco Public Utilities Commission with delivery of its Wastewater Capital Improvement Program to address challenges such as aging infrastructure, system reliability and climate change; and supporting the New Jersey Infrastructure Bank in modernizing wastewater and drinking water systems serving over 10 million people throughout New Jersey. “The revitalization of the nation’s water infrastructure continues to garner

growing government investment – and demands expertise attuned to the latest infrastructure and climate change challenges,” said Beverley Stinson, chief executive of AECOM’s global Water business. “Through the ongoing success of our Sustainable Legacies strategy, our water experts possess the world-class technical skills to support safe, timely project delivery while ensuring social and environmental outcomes that align with federal, state and local government objectives.” As a leading public-sector partner, AECOM has worked with clients in the water sector and across the infrastructure market to help secure funding from the Infrastructure Investment and Jobs Act, the Inflation Reduction Act, and other funding opportunities. The company’s suite of digital tools, including PlanEngage, PipeInsights, and Fund Navigator are helping clients identify and leverage numerous available funds to meet their key infrastructure objectives.

8. Using “either” instead of “neither.” If someone says they don’t like something, and your response is, “me either,” you are just plain wrong. 9. Writing, “I could care less,” when what you really mean is, “I couldn’t care less.” 10. Use of too many buzzwords and cliches. There are so many I see constantly, from “at the end of the day,” to “pivot, “lean into something,” to “authentic.” These turn off a lot of people. 11. Interchanging “their” with “there.” Obviously they are not the same thing! 12. Using “to” when you should be using “too.” I see this constantly. 13. Braggardly profile descriptions on LinkedIn. These don’t necessarily make you look unintelligent, but they could make you appear to be either too ego-centric or insecure. When people refer to themselves as “visionary” or “inspirational,” or as “disruptive innovators,” it’s a bit much. 14. Using “sale” as if it is synonymous with “sell.” For example, “I will sale you my old printer if you want it.” While I admit I predominantly see this in the southern states, every time I read it I cringe. I could go on here, I’m sure, but space is at a premium in this publication! You can think I am crazy or too picky, but ignore my advice here at your own peril! Mark Zweig is Zweig Group’s chairman and founder. Contact him at mzweig@zweiggroup.com.

MARK ZWEIG, from page 5

3. Not running spellcheck or grammar check. Just lazy, I guess, because these are both easy to do, and will catch a lot (not all) of your mistakes. 4. Confusing “affect” and “effect.” Here is proper usage of the two: “Your writing affects me because it helps effect change in our organization.” “Educated, intelligent, successful people are judgmental, right or wrong – it’s just the way it is. And these judgement calls make a big impact on whether or not they want to work with you or will listen to your advice at all.” 5. Acting as if “your” and “you’re” are the same thing, as in, “Your welcome” versus “You’re welcome!” 6. Acting as if the reader understands all of your acronyms. There are so many I won’t even attempt to cite one but this happens constantly. Always explain the acronym the first time you use it in any document. 7. Using big words where small ones will do. This is almost always seen as pretentious, and when the big word is the wrong word, you really look bad. For example, “square columns were utilized on this building” vs. just saying “used.”

THE ZWEIG LETTER DECEMBER 11, 2023, ISSUE 1516

OPINION

Business development should be a collaborative effort in AEC firms, with all employees, even technical experts, playing a role in identifying opportunities. Business development is everyone’s job

B usiness development is an important component in any architecture, engineering, or construction business. It’s not a solo operation either. Everyone in the firm, regardless of their title, should have some level of involvement and responsibility for business development. As Mary Kay Ash (founder of Mary Kay) used to say, “Nothing happens until someone sells something.”

Lindsay Young, MBA, FSMPS, CPSM

Business development helps keep work coming in the door and provides a pulse on what clients and prospects are looking for in design and construction firms. They are the ear to the ground for your firm. They focus on developing and building those relationships for your firm. Everyone in the company needs to be aware of the business development plan, like who the firm is targeting or in what markets they want additional work. This gives everyone the ability to be on the lookout for those clients and plant the seeds for those relationships. Even if the business development person is the champion, the technical team should also be involved. What if you are a project manager, superintendent,

engineer, or technical expert? Well, you are actually the best business developer a firm could ask for. You are the technical expert and the ear to the ground. Clients and prospects appreciate the knowledge and expertise you bring, because you are going to be the person they will be working with on their project. You don’t necessarily have to be out beating the bushes for work. You can nurture the natural relationships you have already built during projects. It’s as simple as listening for those comments and challenges that might allude to a future project for your client/ prospect.

See LINDSAY YOUNG, page 8

THE ZWEIG LETTER DECEMBER 11, 2023, ISSUE 1516

ON THE MOVE THOMAS & HUTTON NAMES NEW SHAREHOLDERS Thomas & Hutton has announced the addition of two new company shareholders: Cecilia Arango, CPSM and Brian Riley. Chief operating officer and senior vice president Ben Jones states, “For 77 years, Thomas & Hutton continues to focus on growth and sustainability, and ownership transition is an integral part of our plan. We are excited to welcome Cecilia and Brian as shareholders at Thomas & Hutton. With both having over 20 years of experience at the firm, their outstanding performance and steadfast loyalty continue to propel Thomas & Hutton forward.” Arango is a Certified Professional Services Marketer and oversees the marketing, communications, and community relations for Thomas & Hutton’s 10 regions in Georgia, South Carolina, North Carolina, and Tennessee. She earned her B.A. in English Communications and received this year’s 2023 Georgia Southern University Alumni Association’s George & Lucy Armstrong Award. Cecilia began her career at Thomas & Hutton as an intern in 2001 and upon graduation, transitioned full-time to the marketing department. Today, she leads company- wide marketing strategy and operations as the marketing manager.

As a past Georgia Trend’s 40 Under 40, Cecilia is an alumnus of Leadership Georgia, Leadership Southeast Georgia, and Leadership Savannah. She is passionate about service to the community and currently serves on various boards and committees including United Way of the Coastal Empire Campaign Cabinet and Marketing Committee, Savannah Sports Council, TEDxSavannah, Society of Marketing Professional Services, Leadership Southeast Georgia, and the Georgia Economic Developers Association. She enjoys being on the stage as an actress, singer, and performer and names the historic Hyundai Community Celebration a career highlight serving as its Mistress of Ceremonies. An avid runner, Cecilia is over halfway done on her quest to run a marathon in each state and is the founder of a running book club: Read, Run & Rant. Brian Riley is a Civil Group Leader and Senior Project Manager in our Charleston region. He attended the University of South Carolina and began his career with Thomas & Hutton in 1998 as a land surveyor before transitioning into a construction administration role followed by civil designer and became a project manager in 2005. In 2006, Brian relocated to Wilmington, North Carolina, to establish Thomas & Hutton’s

presence in the North Carolina market before returning to Charleston in 2012. Over the course of his 25-year career, Brian has played an integral role in the success of numerous projects in South and North Carolina, notably Daniel Island, Carnes Crossroads, Brunswick County Parks, and Holden Beach Middle School. He currently oversees a group of project managers and designers that work on a vast array of projects including residential, commercial, and industrial developments. An alumnus of Leadership Charleston 2014 class, Brian is a current member of the Charleston Chamber and active committee participant influencing new policies related to development regulations. He enjoys an active lifestyle that includes fitness training, golf, fishing, and hunting. Brian is also active in the men’s fellowship community at Kings Cross Church. Thomas & Hutton celebrates 77 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 ten regions throughout Georgia, South Carolina, North Carolina, and Tennessee.

This is how everyone can and should play a part in business development. It’s not knocking on doors that gets work every time; it’s educating and empowering your team to be part of the business development process. It’s making them aware of what your marketing and business development audience is and how they can play a small role in getting more work in the door. 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. “Everyone in the company needs to be aware of the business development plan, like who the firm is targeting or in what markets they want additional work. This gives everyone the ability to be on the lookout for those clients and plant the seeds for those relationships.”

LINDSAY YOUNG, from page 7

Many times, companies send a group of employees to a golf tournament, gala, fundraising event, etc. These people are typically technical and don’t necessarily have a business development role – or they don’t think they do. As a project manager, project engineer, or superintendent, you talk to clients and prospects at these events. Make sure to listen for valuable nuggets of information about future projects or challenges they are facing in their business or industry (in other words, things that your design or construction firm could assist with!). Recently, I chatted with a superintendent of a construction company who had played in a golf tournament with some of his coworkers. After the tournament, they were having lunch and started talking to a couple other golfers at their table. During the conversation, a few questions revealed that these individuals worked at a school district this construction company was trying to get work with. Because one of the superintendents had prior knowledge of the business development plan (management had informed the team about their prospect list), he was better prepared to ask some additional questions and then pass the information along to the business development person for follow-up purposes.

THE ZWEIG LETTER DECEMBER 11, 2023, ISSUE 1516

OPINION

A recipe for training

M y department holds weekly meetings in which we cover upcoming tasks and events, what we are each working on, and anything else that needs follow-up. Regardless of the topic, we always begin our department meetings with a fun question. Learning takes time and effort – but the end results can be as rewarding as making your favorite meal.

After several years of working remotely, the questions have become a little repetitive. I recently suggested that once a month we select a food (the first was “potatoes”) and all take the following month to find or create a recipe using that ingredient. We would then share our recipe with the rest of the department as a new way to start a meeting. At first, I was uncertain how this would work, but it led to a new way of learning about the other people in the department. What type of potato did everyone use? Was the dish savory or sweet? Who followed a recipe and who made one up? This concept got me to think – and research – what are the benefits of cooking outside of potential health benefits? Dr. Marwan Sabbagh, Director of Cleveland Clinic Lou Ruvo Center for Brain Health, was quoted in a Cleveland Clinic article stating, “Many brain processes involved in getting dinner on the table are classified

as executive functions. Executive functions test our ability to organize, prioritize, sustain focus, solve problems, retrieve memories, and multitask.” As a training professional, I wanted to align the development of a training program with that of following a recipe and cooking. So, let’s go through the steps. Think about your favorite meal: eggplant parm, macaroni and cheese, pancakes, tacos, pizza, ramen – you choose. When you make your favorite meal, there are several components: ■ The ingredients. Every training course starts with an outline. What are the main objectives that should be accomplished by the end and what are the essential tools for learners to achieve that goal? This is the course outline.

Danielle Eisenstock

See DANIELLE EISENSTOCK, page 10

THE ZWEIG LETTER DECEMBER 11, 2023, ISSUE 1516

BUSINESS NEWS WARE MALCOMB ANNOUNCES CONSTRUCTION IS COMPLETE ON 4 & 6 CAMPUS DRIVE AT THE ARBORS AT PARSIPPANY CAMPUS Ware Malcomb, an international design firm, announced that construction is complete on 4 and 6 Campus Drive, two of the Class-A office properties within the five-building Arbors at Parsippany in Morris County, New Jersey. Ware Malcomb provided architecture, interior architecture and design and branding services for the buildings, encompassing 14,629 and 19,253 square feet, respectively. Situated on a picturesque 60-acre property, The Arbors at Parsippany is surrounded by trees, nature and walking trails, while offering building tenants an extensive list of curated amenities. Ware Malcomb developed the overall campus plan for the site, which is owned by Onyx Equities, a leading New Jersey-based real estate investment and services firm specializing in acquiring and managing commercial properties. “The spaces offer a blend of amenities, nature-inspired design and functionality,” said Marlyn Zucosky, Regional Director for Ware Malcomb. “Tenants of these buildings will be able to provide a Class-A work environment to employees.” The enhanced modern campus concept

draws in nature and creates a fresh new look for the lobby areas, corridors, conference center, and café. Since the two buildings are mirror images of each other, the focus was creating a holistic design language that carries seamlessly across the two buildings. The team incorporated feature walls with wood paneling and preserved plant variations that visually align, accentuating the buildings’ placement and architecture and allowing them to blend further into one another, capturing a shared outdoor courtyard and reflecting pool. The first and second floor lobby areas, including the elevators, purposely infuse hospitality elements that encourage interaction and create a special arrival experience with soft seating affording unique vistas of the campus. Upgrades to the ceiling and flooring design exemplify physical connection and highlight natural materials. The updated amenity list includes a conference center that can be utilized by tenants throughout the campus. The Ware Malcomb team enhanced the conference center design with a training area, private phone rooms, movable and acoustical wall panels, up-to-date AV and technology features, as well as movable furniture to allow the space to work for any intended use.

Renovations to the original cafeteria and eating space were designed with a modern garden-hall feel in mind. Exposure to natural daylighting and variety of seating options gives tenants freedom to use the space as intended; a place to eat, as well as a new place to meet. Ware Malcomb’s in-house Branding Studio developed a comprehensive exterior and interior signage program for the entire five-building campus to create campus connectivity and support wayfinding. Campus entry monument signs were repurposed to feature a refreshed property brand and establish the nature-inspired visual identity that is woven into the architecture and interior improvements. New campus directionals, building identification, and interior signage are strategically located and designed to feature tenants and highlight campus amenities to activate the campus and complete the experience. Ware Malcomb’s Interior Architecture & Design Studio creates design solutions to transform interior environments into market relevant, contemporary spaces. Ware Malcomb has completed more than 74 million square feet of office space as landlord architect across North America.

sent out into the world to try what they learned. During this stage, learners are beginning to reinforce what they absorbed during the class and begin to commit these lessons to memory. This is when learners get to test what they learned during the class. ■ Adding the salt (making adjustments). After following a recipe out in the real world, you may begin to make modifications, until the original recipe becomes a “you” recipe with new ingredients, steps, and flavor profile. Like learning a new recipe, after attending a training and leaving with new tools it’s necessary to make those tools work for you and everyone else you’re “serving.” This is the true goal of every learning event. Learning how to develop an effective training is like preparing an enjoyable meal. The more you cook the meal and the more comfortable you become with the steps, the easier it will be to reach for ingredients without relying on the recipe. Learning takes time and effort – but the end results can be as rewarding as making your favorite meal. Bon Appetit! Danielle Eisenstock is a training and development manager at Urban Engineers. Contact her at dheisenstock@urbanengineers. com.

DANIELLE EISENSTOCK, from page 9

■ The steps. The outline is then expanded into detailed steps or a presentation – this is what you present to the audience, so they know how to take the information and put it into action. This is the presentation in written form. “Learning how to develop an effective training is like preparing an enjoyable meal. The more you cook the meal and the more comfortable you become with the steps, the easier it will be to reach for ingredients without relying on the recipe.” ■ Cooking. Once the steps are presented, the audience is given the opportunity to try out the new steps they learned. A practice run if you will. During this stage, learners still have the assistance of the instructor, learning guides, and any other tools that are provided during the training. This is the presentation in action. ■ Testing the output (eating). Now to everyone’s favorite part, let’s eat! After the class is over, the learners are

THE ZWEIG LETTER DECEMBER 11, 2023, ISSUE 1516

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