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TRANSACTIONS ATWELL ACQUIRES TERRASCAPE CONSULTING, EXPANDING RESOURCES AND EXPERTISE IN THE SOUTHWEST Atwell has continued to extend its reach by acquiring the operations of Terrascape Consulting, adding expertise in engineering and surveying to its resources in the Southwest. Terms of the transaction were not disclosed. Terrascape, founded in 2006, is based in Phoenix, Arizona. The company is deeply committed to client service and brings knowledge of the region’s unique style and landscapes. It offers a comprehensive set of engineering and surveying services spanning both the public and private sectors. Terrascape brings expertise in multi-family, affordable housing, single-family, build- to-rent, industrial, and retail projects. “We’re excited to join a strong team
of professionals at Atwell,” said Dave Soltysik, principal and founding member of Terrascape. “We’re very proud that a strong majority of our business is from returning clients. Our long-term relationships and commitment to high- quality results match well with Atwell’s approach. Alignment of mission and values is incredibly important to us.” “Terrascape’s values and experience align tremendously well with Atwell,” said Ted Northrop, Senior Vice President at Atwell. “Our continued growth nationally and in the Southwest region makes the addition of Terrascape an outstanding fit. With Terrascape, we’re expanding our reach while continuing to provide expert service to our land development clients.” This acquisition follows on the heels of Atwell acquiring SEI Engineering in January 2025 and is the sixth strategic
addition in just over a year. Four other additions that Atwell made in 2024 were: Karins and Associates in Delaware, Banks Engineering and Biscayne Engineering in Florida, and Hydro Consultants in Louisiana. Atwell, LLC is a national consulting, engineering, and construction services firm with more than 1,700 professionals located across the country. Creating innovative solutions for clients in industries such as real estate and land development, power and energy, hydrocarbons, and infrastructure, Atwell provides comprehensive turnkey services including land and right-of- way support, planning, landscape architecture, engineering, land surveying, environmental compliance and permitting, natural resources consulting and project and program management.
Momentum matters, and if you aren’t winning, you probably aren’t having fun. Employees take responsibility for their own growth and the firm’s success, reinforcing a culture where excellence is expected, encouraged, and contagious. Remember: it doesn’t take talent to have a good attitude. USING PERFORMANCE METRICS FOR COACHING, NOT JUST MEASUREMENT. Performance metrics are valuable, but only when used effectively. We don’t manage to metrics; we use them to strengthen performance by: ■ Linking metrics to behaviors. Instead of just tracking billable hours, assess how employees communicate with clients – strong relationships drive repeat business. ■ Pinpointing strengths and opportunities. Coaching provides the tools and support for growth, ultimately improving profitability. ■ Knowing when to act. If coaching isn’t driving improvement, it’s time to decide – either help them grow or let them go. THE LONG-TERM IMPACT OF COACHING. Coaching- driven organizations don’t just hit metrics – they build high- performing, engaged teams that sustain success over the long run. Employees take responsibility for continuous improvement, developing the skills and relationships that shape the future of ISG and ultimately, the industry. Numbers will always matter. But if we want to create workplaces where people thrive, innovate, and stay, we must go beyond managing to metrics. We must coach, develop, and inspire. The result? Better engagement, stronger teams, and lasting success. Lynn Bruns, PE is chief executive officer of ISG. Connect with him on LinkedIn .
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3. Problem-solving over micromanagement. Over- reliance on performance metrics can lead to a culture of micromanagement. Employees may hesitate to take risks, fearing that change could negatively impact their metrics. Coaching, however, fosters a problem-solving mindset, empowering professionals to take ownership and adapt to unexpected challenges. According to a Gallup study, workers who know and use their strengths average 10 percent to 19 percent increased sales and 14 percent to 29 percent increased profit, among other bottom-line results. If teams are equipped with strategies to excel under pressure, it builds an “own-it” mentality. Rather than simply checking boxes, professionals develop the skills to think critically, make informed decisions, and drive meaningful impact. 4. A dynamic approach to leadership. Performance metrics are static. People are not. Coaching allows leaders to tailor their approach, recognizing that employees have different strengths, weaknesses, and can improve their self-awareness. This adaptability leads to stronger teams and more effective leadership. ISG reinforces this approach by leveraging strengths across 12 public and private sectors and 14 offices, exposing professionals to diverse challenges and workloads. The result? An agile, well-rounded workforce that finds the balance between direction and autonomy and is ready to shift when needed. 5. Coaching fuels cultural motivation. Performance metrics set benchmarks, but they don’t inspire innovation. Coaching does. When employees are coached – not just measured – they challenge assumptions, propose creative solutions, and push the firm forward.
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THE ZWEIG LETTER APRIL 7, 2025, ISSUE 1580
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