TZL 1515

December 4, 2023, Issue 1515 WWW.ZWEIGGROUP.COM

TRENDLINES

Future AI impact

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Neglecting succession planning jeopardizes the future of your company’s internal transition. Don’t wait until it’s too late

I magine being in your 70s with no succession plan in place – a thought that can evoke fear and sadness. The importance of management succession cannot be overstated, and yet, it’s alarming how many owners wait until the eleventh hour to address it. Neglecting succession planning jeopardizes the future of your company’s internal transition, making it imperative for principals to take proactive steps. But what are the risks of procrastination? Let’s delve into some key considerations: 1. Take action now. If you haven’t already, start your succession planning journey today. It’s a simple yet daunting task. If you cherish your company, the time to begin is now. I understand the daily demands on principals, but I assure you, the earlier you start, the fewer regrets you’ll have. Begin by identifying, developing, and retaining talent. Who within your firm possesses the potential and character to lead your organization? How will you nurture these leaders? What strategies will you employ to ensure their retention? Answering these questions will guide you in cultivating a pool of capable and willing leaders. 2. Create ownership demand. Why should anyone invest in your firm? Have you clearly outlined the economic benefits and privileges of ownership? Convey to emerging leaders that becoming an owner is not just an option; it’s a necessity. Show your leaders that ownership means participating in a thriving internal stock market with increasing share value and fair dividends. You must get your high-performing individuals to become owners. For every bonus you pay high-performing non-owners, leakage occurs. Encourage your people to not only receive good bonuses but also invest them in your firm’s stock because there is tangible value in it. Sharing the financial and performance metrics of the firm attracts people. Firm owners must get on a trajectory of growth because everyone benefits in the end. 3. Define ownership. Being an owner isn’t merely about being a good project manager; it’s about leadership. Just as you didn’t become a competent AEC professional overnight, leadership skills require time, training, and practice to develop. When

FIRM INDEX AECOM......................................................................... 6 Bowman Consulting Group Ltd..................2 Excellence Engineering, LLC.......................2 Hanbury....................................................................... 8 Harper Houf Peterson Righellis, Inc.....10 Tutor Perini Corporation................................10 Westwood Professional Services..............4 MORE ARTICLES n BRYAN POWELL: Strategies for a smooth transition Page 3 n MARK ZWEIG: Making real money in AEC Page 5 n DAVID KEITH: Creating tomorrow’s leaders today Page 7 n DANIEL HOUF: The foundation of a successful firm Page 9 According to Zweig Group’s 2023 Marketing Report of AEC Firms , AI is expected to have the highest impact on marketing (4.04, where 1 represents greatest impact and 10 the lowest) and administrative assistance (4.15), while its influence on CEO and leadership roles ranks lower at 6.97. The data reflects a nuanced perception of AI’s disruption across various aspects of AEC business operations. Participate in a survey and save 50 percent on the final or pre- publication price of any Zweig Group research publication.

Ezequiel Tovar

See EZEQUIEL TOVAR, page 2

THE VOICE OF REASON FOR THE AEC INDUSTRY

TRANSACTIONS BOWMAN ENTERS INTO DEFINITIVE PURCHASE AGREEMENT WITH PETROCHEMICAL INDUSTRY EXPERTS EXCELLENCE ENGINEERING, LLC Bowman Consulting Group Ltd. announced it had entered into a definitive purchase agreement to acquire Tulsa, Oklahoma based Excellence Engineering, LLC, a leading full-service provider of engineering, procurement, project management, and automation services to clients operating in and supporting the petrochemical, hydrogen, industrial and electric vehicle industries. Established in 2001 by current president and CEO Deyona “Dee” Hays, the firm has grown to become a highly regarded, multi- discipline engineering firm providing turnkey projects from concept through operational completion. The firm’s staff of professionals will become Bowman employees in connection with the acquisition. “Dee has built an extremely dynamic and successful business serving an impressive list of oil and gas, industrial, and sustainable energy production clients along with clients involved in the rollout of electric vehicle charging infrastructure,” said Gary Bowman, chairman and CEO of Bowman. “In addition to being a licensed professional engineer, Dee is a highly accomplished and recognized leader in her field. Excellence’s suite of services and industry focus align with our strategic

growth initiatives, and I could not be happier to welcome their team to Bowman. We are excited about the synergies that this acquisition presents.” “Our pipeline of acquisition opportunities remains robust,” added Bowman. “We are confident that our unique organizational structure and disciplined approach to acquisitions and organic growth investment will continue to position us to advance our long-term strategic objectives.” “Joining with Bowman feels like the natural next chapter in our story,” said Dee Hays, founder, president, and CEO of Excellence Engineering. “We have accomplished great things during our nearly 25 years in business and I am confident we will accomplish even more as part of Bowman. Given their experience and reach in both the oil and gas and the renewables industries, I am extremely confident that this combination of teams, skills and clients will generate meaningful growth for all of us.” Financed with a combination of cash, seller notes, and equity, the acquisition falls within previously discussed target multiple and operating metric ranges and is expected to be immediately accretive. The Company anticipates the acquisition will initially operate at an annualized net service billing run rate of approximately $4.0 million.

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PO Box 1528 Fayetteville, AR 72702

EZEQUIEL TOVAR, from page 1

choosing a successor, look for a cultural champion, an exemplary role model, and a source of inspiration for your firm. Character is a crucial factor that can make all the difference. If you select owners who are not respected by your employees, there will be a loss of morale. Consider the type of ownership culture you wish to cultivate and work toward it consistently. A well-planned succession strategy isn’t just a matter of future-proofing your business; it’s an engrained investment in the legacy you leave behind. Don’t wait until it’s too late – act now! Ownership transition is a necessary step in the life cycle of your firm. Let us help you evaluate the many options available. Click here to learn about Zweig Group’s ownership transition services. Ezequiel Tovar is an analyst within Zweig Group’s ownership transition team. Contact him at etovar@zweiggroup.com.

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

THE PRINCIPALS ACADEMY Elevate your ability to lead and grow your firm with this program designed to inspire and inform existing and emerging AEC firm leaders in key areas of firm management leadership, financial management, recruiting, marketing, business development, and project management. Join us February 8-9 in Savannah, Georgia. Click here to learn more!

THE ZWEIG LETTER DECEMBER 4, 2023, ISSUE 1515

OPINION

By following these steps, any organization can navigate significant change with confidence and continuity. Strategies for a smooth transition

C hange is an ever-present force in the business world. It manifests due to market shifts, growth, technological advancements, the constant need for innovation, and leadership transitions. Organizations must adapt to stay competitive and thrive in this dynamic environment. The appointment of new leadership ranks among an organization’s most significant catalysts of change. As a leader, I recognize that assuming a new role introduces fresh perspectives, new objectives, and different management styles. Nonetheless, it can also spark uncertainty among employees. Effectively managing this change during the transition is imperative to ensure a seamless shift and achieving successful outcomes.

Bryan Powell, P.E.

In October, it was an incredible honor to assume the role of CEO of Westwood Professional Services and officially complete a yearlong leadership transition with our former CEO and Jerry Allen Courage in Leadership Award winner, Paul Greenhagen. Over the past year, Paul and I carried out a five-step plan that helped excite the team for change and mitigate challenges and concerns, and included: 1. Communicating the vision. Effective communication is the bedrock of successful change management. As the new CEO, I understand the importance of clearly articulating my vision for the organization and the direction in which we are heading. Explaining the rationale

behind the vision, the benefits it will bring for our people, and how it aligns with our long-term goals is vital. Transparency and openness build confidence among employees and help them grasp the broader picture. 2. Spending time with the people. The best way to build trust is to spend time with the people in your organization. Months prior to the CEO transition, Paul and I spent a significant amount of time visiting Westwood offices. The purpose of these visits was to communicate the vision and demonstrate a seamless transition of knowledge, culture, and relationships. Through the visits,

See BRYAN POWELL, page 4

THE ZWEIG LETTER DECEMBER 4, 2023, ISSUE 1515

made to fill roles that affect the makeup of the leadership team. Westwood brought in a new chief financial officer and chief human resources officer in 2023, and in both instances, Paul allowed me to lead the process. 5. Celebrating the change. Recognizing and celebrating milestones and achievements throughout the journey is essential while also building excitement and anticipation for the future. Helping employees see change as an opportunity for growth, innovation, and fresh perspective will position the organization to embrace future challenges and, more importantly, the possibilities that come with a new CEO. Celebrating this together, we realize we can accomplish even greater achievements. A CEO transition is more than a handover of power; it’s a transition of the organization’s spirit, culture, and goals. During the transition, it is essential to maintain stability and continue to drive the company toward its goals. This five-step methodology was the strategic framework Paul and I used to ensure a successful transition. By following these steps, any organization can navigate significant change with confidence and continuity. As our team bids farewell to Paul and celebrates his success as a leader, we are excited for the next chapter and ready to embrace a shared commitment to harness new opportunities, setting the stage for future growth and success. Bryan Powell is CEO of Westwood Professional Services. Connect with him on LinkedIn.

BRYAN POWELL, from page 3

Westwood employees were able to see that the transition was a collaborative effort with the best interest of the company in mind. 3. Transitioning responsibilities over time. An abrupt transfer of responsibilities can lead to confusion and instability. Therefore, we began the transition of responsibilities in the fall of 2022, nearly a year in advance. The process started slowly and then accelerated as we moved into 2023. This set the stage for a nearly seamless transition on October 2, 2023. Transitioning over time allowed me to gradually adapt to the responsibilities that come with the role while still allowing Paul to mentor me through the process. I contributed to significant decisions that will impact the organization for years to come, and Paul was able to progress into retirement. I am grateful to Paul during this transition for his generosity and guidance throughout this process. 4. Letting the new leader pick their team. Successful leaders build teams that are united and where each individual compliments the whole team. The needs within a group can vary based on leadership. What is needed within the framework can be different based on each leader’s strengths, weaknesses, and personality. The team makeup that works for one leader may not work for another. It is important that the leader who is transitioning out keeps this in mind when hiring decisions are being

THE ZWEIG LETTER DECEMBER 4, 2023, ISSUE 1515

FROM THE FOUNDER

Making real money in AEC

There are a number of strategies one can employ to make lots of money in this business.

A nyone who says you can’t make serious money in the architecture and engineering business is just plain wrong. It may not come easily, and it may not come overnight, but there are a number of strategies one can employ to make lots of money in this business.

Here are some different approaches I have seen used over my 40-plus years in this business: ■ Growing through acquisitions. This is probably the most common method employed today to make lots of money in this business. Here’s why – if you can borrow money at 15 percent or lower interest to buy companies that generate anywhere from 30-50 percent on invested capital, it just makes sense to do it. On top of it, the higher the growth rate, the greater the multiple of revenue (not EBIT!) a firm is worth at exit. Increase growth rate and increase value. Then there are always overhead consolidation savings in the form of cheaper insurance, top management consolidation-based staff reductions, office space savings, outside legal and accounting fee reductions, and more. So buy, buy, and buy. And if you can keep it all going the right direction, you will have a very valuable company in the end.

■ Growing through mergers. I have seen this approach used several times over the years. Company A and Company B merge. Each one represents a percentage of the combined firm value, typically based on what portion of the revenue each brings to the new company created in the merger. Then they do this again and again and again. Every time it happens the owners have a smaller piece of a bigger pie. But along the path of this journey, there are (of course) overhead consolidation opportunities. And once again, you end up with a firm that has a history of a significantly higher-than-normal growth rate and resulting in a higher than normal valuation as a result. It takes someone at the top with a real growth vision who can sell that to other business owners to make it happen. And don’t forget, the bigger the firm, the higher the average salaries and bonuses are for most of top

Mark Zweig

See MARK ZWEIG, page 6

THE ZWEIG LETTER DECEMBER 4, 2023, ISSUE 1515

BUSINESS N EWS AECOM AWARDED CONTRACT TO SERVE AS TECHNICAL ADVISOR FOR HAMILTON LRT IN ONTARIO, CANADA AECOM, the world’s trusted infrastructure consulting firm, announced that it has been appointed by Metrolinx as technical advisor for the Hamilton Light Rail Transit project, a 14-kilometer transit line to be located within Hamilton, Ontario. The line will be the city’s first light rail transit system and will be designed to accommodate expected future growth and development, improve connectivity and attract economic development in the rapidly growing area. “As Ontario advances its record investment in public transit, we look forward to working with Metrolinx and our partners to support a more connected and economically vibrant Hamilton through accessible and sustainable transportation,” said Richard Barrett, chief executive of AECOM’s Canada region. “AECOM has played a critical role in light rail projects across Ontario and Canada, and our teams are excited to deploy their

depth of experience and local expertise to deliver this transformative project.” AECOM’s integrated team will be supporting Metrolinx on the delivery of the full breadth of infrastructure for the Hamilton LRT “World-class transit is critical to urban development, especially as we seek to design more sustainable cities,” said Mark Southwell, chief executive of AECOM’s global Transportation business. “This project will set Hamilton apart as a leader in public transportation, preparing it for a more livable, low-carbon future. As we deliver major transit projects across the globe, the Hamilton LRT is the latest example of how our Sustainable Legacies strategy continues to improve social and environmental outcomes for communities.” The LRT is designed to provide connectivity across Hamilton with new light rail vehicles running along dedicated track for greater safety, frequency, and

reliability. In addition, the project plans to support sustainable growth and city- building through revitalization of critical utilities and general infrastructure along the route. AECOM is the world’s trusted infrastructure consulting firm, delivering professional services throughout 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, our public- and private- sector clients trust us to solve their most complex challenges. Our teams are driven by a common purpose to deliver a better world through our unrivaled technical and digital expertise, a culture of equity, diversity and inclusion, and a commitment to environmental, social and governance priorities. AECOM is a Fortune 500 firm and its Professional Services business had revenue of US$13.1 billion in fiscal year 2022.

■ Regional domination. Of all the wealth-building AEC- related business strategies listed above, this one may be the most difficult to pull off – become the big, multi-office firm that does everything for everyone in markets that are too small to attract the big guys. Yet I have seen this approach work in some of the less densely-populated areas of the country, such as Montana, Idaho, New Mexico, rural Wisconsin, and elsewhere. It won’t come quickly – it takes lots of diligence – but I have seen a number of companies grow from nothing to 200-400 people with this “do all” approach. The key here is localized talent and a service-oriented approach above all else. With the growth and scale comes value. And that value can make the owners (as long as there aren’t too many!) very wealthy. So which one of these approaches are you using in your firm to become highly successful? None of these? Maybe you should rethink that if so! Mark Zweig is Zweig Group’s chairman and founder. Contact him at mzweig@zweiggroup.com. “Anyone who says you can’t make serious money in the architecture and engineering business is just plain wrong. It may not come easily, and it may not come overnight, but there are a number of strategies one can employ to make lots of money in this business.”

MARK ZWEIG, from page 5

management, too. Check out Zweig Group’s Salary Reports and you will see what I am talking about. ■ Staying small and specialized. This approach can also work, although less of the money will come from the value created for the business at exit, and more of it from what the owners can extract from the business annually. I have seen plenty of single- or two-owner, highly specialized firms of 30 or 40 people with unbelievably high revenue- per-head numbers that make 30 percent plus profits every year. The most extreme example I have ever seen was a specialized planning and landscape architecture firm that did $60 million a year in revenue and made a 40 percent profit three years in a row. I also saw a small specialized single-owner consulting firm with revenues of more than $400K per head. The key here is specialization, and I mean becoming really, really good at something. ■ Steady consistent growth through adding specialties. There are many firms on Zweig Group’s Hot Firm List or the ENR top 500 list that have grown this way and become incredibly valuable in the process. You add up 20, 30, or 40 years of consistent 10-15 percent growth and you will build a major firm. The key is consistent growth – not sporadic growth with periodic rests, or worse, retreats. It is through being highly organized, investing in constant system improvement, making planned new market hires, staff training, really good accounting and financial management, and other initiatives that an ownership team can build a consistently growing and profitable firm that virtually prints money every year and is a valuable asset for the individual owners when they want to get out.

THE ZWEIG LETTER DECEMBER 4, 2023, ISSUE 1515

OPINION

Prioritizing diversity, evolving leadership structures, nurturing emerging leaders, and fostering a sense of ownership drives innovation and collaboration. Creating tomorrow’s leaders today

D iversity of voice and perspective is vital for our future. As Hanbury has grown, we’ve recognized the need to enhance and augment our traditional approach, ensuring a more diverse range of voices in the management and strategic direction of the firm.

Established in 1978, Hanbury has consistently prioritized an environment where each member can influence the firm’s culture, policies, and procedures. Anchored by values of collaboration, curiosity, nourishment, integrity, and fiscal, social and environmental responsibility, our Norfolk, Virginia- based firm has broadened its scope. We’ve taken the lead in higher education and life science projects, all while making a significant impact in the communities where we live and work. Over the last five years, we’ve tripled in size and expanded our footprint, adding offices in Raleigh, Richmond, and Baltimore to meet the growth of our core markets. Our expansion has been both strategic and organic, intentionally bringing onboard individuals to reinforce our market leadership capabilities, attract complimentary talent, and ensure well-rounded teams across all our

locations. This approach has amplified our reach, enabling us to onboard complementary talent both within and beyond our existing locations. Our future is bright, and our organization has adapted to reflect our future. Our chairwoman, and previous CEO, Jane Rathbone, consistently emphasizes that our firm is perpetually in a “state of becoming.” A pivotal transformation we’ve undergone, as we’ve grown, is in our approach to firm-wide leadership. For two decades, our firm was steered by four named partners under the banner “Hanbury Evans Wright Vlattas.” As some of these leaders stepped into retirement, a new structure emerged, focusing on day-to-day “leadership” and broader “strategy.” The Leadership Team consists of

David Keith, FAIA, LEED AP BD+C

See DAVID KEITH, page 8

THE ZWEIG LETTER DECEMBER 4, 2023, ISSUE 1515

hope is to nurture their growth, envisioning them as the next wave of firmwide leaders. To support this, next year we’re introducing a comprehensive nine-month leadership training program for these council members, allowing them to learn about and apply leadership principles concurrently. Perhaps the biggest impact for us is that each employee now has a pathway to leadership and can contribute to the success of the firm. As a newly formed ESOP, it has created a sense of ownership in every sense of the word. Hanbury’s commitment to embracing diverse voices and fostering growth resonates at its core. As we’ve expanded, both in scope and mindset, we’ve ensured that each voice, old and new, is heard and valued. Our evolution, from our foundational values in 1978 to our innovative leadership strategies today, demonstrates our dedication to adaptability and progress. With every member feeling a profound sense of ownership and direction, we hope to shape a future rich in collaboration, innovation, and lasting impact. As we move forward, we not only celebrate where we’ve been, but more importantly, where we are headed, continuously embodying the essence of “becoming.” David Keith, FAIA, LEED AP BD+C, is CEO and design principal at Hanbury. Contact him at david.keith@hewv.com. “This leadership structure has proven effective over the past five years. One of its main goals is to plan for the future leadership of the firm. To this end, we’ve created a training ground for our future leaders.”

DAVID KEITH, from page 7

professionals who’ve been instrumental in shaping specific facets of our firm, including operations, finance, market leadership, design, and culture. Meanwhile, the Strategic Team predominantly includes market and design leaders who concentrate on thought leadership, market strategies, and refining design processes. Both teams are dedicated to executing the strategic vision of the firm in design, profit, and culture. This leadership structure has proven effective over the past five years. One of its main goals is to plan for the future leadership of the firm. To this end, we’ve created a training ground for our future leaders, ensuring their ideas and perspectives are included in our day-to-day management. Each member of the Strategic and Leadership Teams (five to six members each) was involved in selecting a group of emerging leaders, who now form our “Strategic and Leadership Councils.” In just two years, these individuals have had a hand in every decision we make and have brought new insights that have enriched our direction. Furthermore, their involvement has strengthened communication and collaboration across the firm. These emerging leaders have spearheaded key initiatives across the firm. Some have concentrated on developing our Holistic Design Approach, integrating design excellence, thought leadership, professional development, sustainability, and resiliency into every project. Others have optimized our performance planning and on-boarding processes, ensuring each of our team members has a tailored plan for professional growth. Some have focused on improving project staffing and operations by optimizing communication between teams and offices, determining the best fit for each project, and ensuring well-prepared project teams for every phase. Additionally, there are those emphasizing effective communication about our firm’s strengths and culture, both internally and externally. In short, they’re playing a central role in leading the firm. Our

THE ZWEIG LETTER DECEMBER 4, 2023, ISSUE 1515

OPINION

Build a resilient design firm with quality work, attentive service, and a strong team for long-term success and adaptability. The foundation of a successful firm

I f you are looking to build a long-lasting design firm, able to survive an unpredictable economy, build a firm built on the foundation of quality and service.

Quality work is essential to building long-term client relationships and opens the door to future opportunities and markets. For small to medium-sized firms, quality allows you to compete with larger firms and attract talented employees. Quality work is based on three key elements: 1. Assigning the right people to the job and keeping them on it. This is critical. Reflecting back on projects you know did not go well, odds are you will find a personnel issue to be a significant part of the problem. Every manager has good intentions of assigning the right people to a project, but as other projects come along demanding the limited time of key people, personnel changes tend to occur. Learning- curves typically result in added construction costs from a less efficient design or lower-quality plans and specifications. 2. Reviewing and challenging project assumptions

and base information, both before commencing work and throughout the design process. This is the “thinking” step. Do not merely grind through a project to create an end product. Do not accept project assumptions on blind faith or use base information without evaluating reasonableness and appropriateness. Understand the needs of the client and their primary objective. Getting so bogged down in the details that you miss the big picture is not quality service. The ability to understand the context of your scope is critical. As part of this step, identify scope that will impact the budget or schedule of a project. Many times, the client will request additional features, or a regulatory agency will require more costly elements than anticipated. These, and any other issues that impact the cost, are communicated to the client immediately. With this open communication, we can discuss the issue and

Daniel Houf, P.E.

See DANIEL HOUF, page 10

THE ZWEIG LETTER DECEMBER 4, 2023, ISSUE 1515

BUSINESS NEWS PERINI MANAGEMENT SERVICES, INC. AWARDED $47 MILLION PROJECT FOR NEW VISITOR CENTER IN EVERGLADES NATIONAL PARK, FL Tutor Perini Corporation, a leading civil, building and specialty construction company, announced today that its subsidiary, Perini Management Services, Inc., has been awarded a fixed-price project valued at approximately $47 million by the National Park Service for the construction of the Marjory Stoneman Douglas Visitor Center in Everglades National Park, Florida. This design-bid- build contract includes construction of the new two-story visitor center, a one- story remote concessions and storage

building, underground utilities and major site improvements. The project also includes demolishing portions of the existing bulkhead and providing a new bulkhead at the marina and along the waterfront. Dredging of the Chokoloskee Bay and replacing existing floating docks with a new floating dock system with accessible ramps is also part of the scope of the project. The substantial sitework associated with the new visitor center will ensure that the roads and parking areas are elevated above the king tide levels. Preconstruction activities are underway and site mobilization is expected in

early October. Substantial completion is anticipated in August 2025. The contract value will be included in the Company’s third-quarter 2023 backlog. 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.

DANIEL HOUF , from page 9

suggest potential alternatives, allowing the client to address the impact earlier in the design process. Thinking through the process and challenging assumptions reduces final costs and improves the end product. 3. Critically reviewing the work products at key times during the project – including an extensive redline review of the final products before they go out the door for third-party viewing. Regardless of the quality of people and the degree of thinking that goes into a project, the products need review. Time pressures often make plan and specification reviews extremely difficult. It is critical to set aside the time and budget needed to review work at key times during the project. Quality and service go hand in hand, but service affects your clients’ experience while working with your firm. Think about any business or organization. Do they communicate effectively? Are they genuinely interested in listening to their clients and meeting their needs? Are they responsive? It is important to treat each client the way you would like to be treated. In our industry, one size does not fit all. Successful firms provide professional and personal service, tailored to the specific client. Excellent service relies on responsiveness. There are many ways we communicate with our clients these days, such as email, text, phone, video meetings, or Teams chats. Never allow your email or voicemails to back up to the point where you are chronically late. You can either be chronically late or chronically on time. You do not have to solve the problem instantly, but at least acknowledge that you are aware of the request and are working on a plan. Do not let it sit in your email for a week and only respond when you get a displeased follow-up email. Great service starts with great employees. The value of a company is its people and the ability to work together to solve problems and meet clients’ needs. That has been true at our firm since our inception in 1990. Our mission statement has been consistent: “Satisfying our clients by providing excellent service, solving their challenges, and meeting their needs.”

Harper Houf Peterson Righellis was the No. 3 winner of Zweig Group’s 2023 Best Firms To Work For Award in the 100-199 Employees category.

In a healthy work environment, employees are engaged and committed to the company, resulting in a firm that provides exceptional service. Zweig Group has a been a valuable sounding board to see how we compared to other successful firms, and because of that, we have been submitting to their Best Firms To Work For Award for years. Our industry deals with complex issues and unique solutions. To be successful, we need to be always listening and adapting, managing with foresight and not hindsight. A reputation for excellent service opens the door to other types of work and allows a firm to diversify in times of economic challenges. Firms built on service and quality are both successful and sustainable! Daniel Houf, P.E. is president and senior principal of Harper Houf Peterson Righellis, Inc., a multidiscipline firm founded in 1990 with offices in Oregon and Washington. Connect with him on LinkedIn.

THE ZWEIG LETTER DECEMBER 4, 2023, ISSUE 1515

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