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ON THE MOVE EYP PROMOTES EXECUTIVES TO NATIONAL AND OFFICE LEADERSHIP POSITIONS EYP, a leading architecture and engineering firm creating memorable designs that enhance people’s lives and communities, announced that it promoted several executives to new leadership roles to address clients’ needs across design and engineering. “As EYP continues to expand nationally, it’s important for us to promote learning and instill creativity and technical expertise across the firm to support our co-creation process with clients,” stated Kef Mason, interim CEO at EYP. “We have exceptional talent, and we’re thrilled to give our employees leadership opportunities that support our clients and our growth goals.” Delivering proper engineering solutions for clients is a driver for EYP. To help facilitate project management, collaboration, quality control, and mentoring across its engineering team, EYP appointed two new national discipline leads: Carl Claus, PE, LEED AP

BD+C for mechanical engineering, and Patrick Markley, PE, RCDD, NCEES, LEED AP BD+C, CPQ for electrical engineering. Claus joined EYP in January 2020. He has served as lead project engineer for Rutgers University’s Medical Science Building and the U.S. Consulate General in Erbil, Iraq. Leveraging more than 35 years of architectural engineering experience, he will work alongside EYP’s architects, engineers, and clients to bring the best technical and cost-efficient mechanical engineering solutions to projects. In addition, Claus will expand the mechanical engineering discipline as part of EYP’s interdisciplinary approach. With a focus on helping clients solve non- traditional design challenges, Markley joined EYP in September 2021. He brings decades of experience assisting clients in designing challenging electrical systems, like a 40-megawatt campus co-generation plant, a 20-megawatt data center, conditioned power medical imaging solutions, and electrical systems for some of the most remote U.S.

outposts requiring continuous uptime. He will elevate the electrical engineering discipline with clients and colleagues as an integrated offering while ensuring the highest quality standards. EYP also promoted Phuong Nguyen, SEGD, to lead the firm’s experiential graphic design discipline. Nguyen joined EYP in 2020 as a senior experiential graphics designer. In her new role, she will raise EYP’s design profile, promote the value of EGD as part of the firm’s interdisciplinary design team, and develop unified best practices. In addition to national discipline leads, EYP also promoted Michael Collard to be managing principal for the firm’s Boston office. Collard has been with EYP for more than 16 years serving in project-focused roles related to buildings’ systemization and construction, infrastructure planning, and complex building phasing and logistics. As part of his new role, Collard will be responsible for overseeing regional projects, business development, and local visibility for the firm.

traditional dynamic empowers each individual to contribute his or her unique gifts, insights, talents, and creativity in every moment. It encourages even the freshest face to speak up, urges anyone from anywhere in the ranks to lead if he or she has the tools needed at a particular moment, and ensures that new ideas and smart contributions won’t be withheld or neglected because of tenure, hierarchy, or protocol. Few things are as motivating as feeling like you have the power to make a difference. For BSA, it was important to carry this notion of empowerment out into our ownership structure by fully becoming an ESOP in 2017. Finally, the idea that undergirds the whole concept: development. The strongest organizations are those where people see no limits to their potential and are given the tools they need to continue to improve. People must feel that an organization is interested in each individual’s growth, in helping people develop into the best professionals they can be, regardless of whether they choose to stay with that organization or take their skills somewhere else. If people can’t be motivated by their own development and the development of their organization, then they probably won’t be truly motivated by anything. With a clear purpose, empowered professionals and a drive for ongoing development, design firms can motivate all of their employees to become actively engaged, pulling in the right direction and delivering new levels of success and impact. And that’s a “PED” any firm can appreciate. Tim Spence is the president at BSA LifeStructures. He can be reached at tspence@bsalifestructures.com.

TIM SPENCE, from page 9

suggest that another 17.5 percent of your rowers are “actively disengaged.” This means they’re not just failing to pull in the right direction, they’re actually working hard to pull against the direction you want to go. And the rest of your rowers? They’re essentially along for the ride. So, the question is obvious: How do you get 100 percent of your people pulling in the same direction? I think the key lies in understanding what drives them. And that brings us back to purpose, empowerment, and development. My concept begins, as all things should, with purpose. Those of us working in healthcare design, architecture, interiors, and engineering generally find purpose to be pretty obvious: Our purpose is to promote healing. (At BSA, we complement this purpose with two equally inspiring areas of practice, learning and discovery, to operate under the mantra, “We create inspired solutions that improve lives.”) If you want to motivate people, you need to have a purpose that is equally concrete and obvious. For the next performance-enhancing concept, I move from an external focus to an internal one: empowerment. That word gets thrown around a lot in organizations these days, but what does it really mean? What does it look like in practice? I think it should look like this: While, in our field, a lot of professionals work for years to achieve partner status in their firms, I believe the most productive firms make every individual feel like a partner from day one. This shift in the

THE ZWEIG LETTER AUGUST 15, 2022, ISSUE 1453

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