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TRANSACTIONS RIMKUS CONSULTING
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them an excellent addition to Rimkus,” said Curtis Brown, chairman and executive director, Rimkus Consulting Group, Inc. “Boston has always been a growing market for us, particularly for façade inspections, and having a stronger presence in the area with C3 allows us to expand our service offerings to even more clients. Additionally, their expertise in areas such as vertical transportation will help us expand a growing area for Rimkus. We look forward to having their new perspective and working together to deliver top-level outcomes for our clients,” said Robert Kocher, president and CEO, Rimkus Consulting Group, Inc. C3 combines expertise in areas such as real estate investment, development advisory, engineering, mechanical, electrical, and plumbing energy and sustainability and technical services. C3’s professionals have expertise in the latest technologies and techniques and provide
actionable insight that cuts through the complexity and helps answer customers’ most crucial development questions. Their team serves real estate investors and companies, institutions, and public sector agencies globally. “The opportunity to join a global firm with a terrific reputation such as Rimkus is something we have been considering for quite some time; we believe we found the perfect fit with Rimkus. As we integrate the C3 brand into Rimkus, we will expand to offer even greater technical services across a broader geographical reach. We look forward to unifying our teams and collaborating towards a single, shared vision for the built environment,” said James Kirby, president and CEO, Commercial Construction Consulting, Inc. Since 2020, Rimkus has completed 11 acquisitions worldwide, growing its network to more than 1,300 employees and more than 110 offices.
INC. COMMERCIAL CONSTRUCTION CONSULTING Rimkus Consulting Group, Inc., a worldwide provider of engineering and technical consulting services, announced the acquisition of Commercial Construction Consulting, Inc., an international ACQUIRES development advisory and engineering consulting company. The acquisition continues to expand Rimkus’ robust building sciences practice area, focusing on real estate, development advisory services, vertical transportation services, energy audits, and more. “As our clients continue to grow, we are always looking for opportunities to better serve them. At Rimkus, we want our clients to contact us when they need answers to their most complex technical questions. We see that same philosophy at Commercial Construction Consulting as well. They have built an impressive company that understands every aspect of the building lifecycle, which makes
necessary for training staff. However, this level of “on the job” training takes a lot of time. Our senior leadership team is continually challenged to invest this time to train junior staff, knowing this generation is more likely to move around and the effort will be repeated each year or two with new recruits. By bringing our project teams into online collaboration platforms like Microsoft Teams or Bluebeam, we can share virtual workspaces and create new training partners in corporate development and team building. We have had success including junior staff on our technical teams and our Continuous Improvement Teams (CITs), where they get to take part in developing new programs and policies. For example, we have tasked our employee engagement team with identifying benefits, fun activities, training ideas, and other new ways to attract, motivate, and retain staff. Some of those ideas included a fitness stipend for employees, and educational reimbursement. We benefited from new ideas, and our staff were able to take advantage of new programs. opportunities while minimizing impact on senior staff. 4. Finding new ways to engage and inspire. We need to continue to find ways to involve new generations as In closing, as both a parent of an adult and a CEO actively recruiting younger staff, I feel I’m in the same position as many of my peers the same age. We learned a lot from the baby boomer generation – they made us who we are as engineers and prepared us for success professionally. Now we have the responsibility to take those lessons and refine them for a new generation, with the same need to make them successful professionally. Mike Nunley is CEO and president at MKN. Connect with him on LinkedIn.
MIKE NUNLEY, from page 3
the option for junior staff to work a half-day on Fridays. As managers, if our staff opt for this schedule, we need to make sure we plan work accordingly and respect their work schedule. This shift in mindset of converting overtime from a “rite of passage” to a “necessary evil” pushes our focus as managers to better managing project schedules and approaching overtime as a collaborative decision as opposed to a mandate or expectation. “We learned a lot from the baby boomer generation – they made us who we are as engineers and prepared us for success professionally. Now we have the responsibility to take those lessons and refine them for a new generation.” 2. Expect and plan for turnover. While we need to build an environment where staff want to stay for their entire career, a majority will come and go – specifically the junior or entry-level staff. We need to design our employee benefits (such as retirement plans), training tools, and work teams to allow us to attract, retain, and engage staff who may not be here long-term. 3. Keeping the traditions that worked, while taking advantage of new technology. Detailed markups, field visits with senior staff, and encouraging independent research and organized pursuit of information are still
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THE ZWEIG LETTER AUGUST 22, 2022, ISSUE 1454
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