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BUSINESS NEWS BALFOUR BEATTY SELECTED FOR LAWA’S MULTIPLE AWARD TASK ORDER CONTRACT As part of a joint venture between Balfour Beatty’s Civils West and California Buildings operations, the company has been selected as one of the prequalified design-build and construction services contractors for Los Angeles World Airports Multiple Award Task Order Contracts. Balfour Beatty’s portion of the MATOC consists of approximately $1 million-$250 million of works to complete construction projects, specifically infrastructure and facilities modernizations at Los Angeles International Airport. The company is one of the 13 first-time prime contractors, as part of a pool of 31, selected by LAWA to assist in these deliveries which will greatly
streamline procurement processes and accelerate DB&C Services at the airport. As LAWA’s largest MATOC, the $5 billion investment allows LAWA to readily draw from a pre-qualified pool of contractors without requiring repeated qualification solicitations or approvals, as well as executing the award process faster. For pre-qualified contractors, MATOC can provide a steady stream of work for the life of the contract, as firms will be able to respond to requests for a variety of scopes and services that best match their skills, knowledge, and abilities. “Being selected for LAWA’s MATOC allows us to continue our valued partnership with LAWA as well as support our strategic efforts in diversifying our
aviation project portfolio,” said Eric Stenman, Balfour Beatty US president and CEO. “Our extensive expertise in delivering aviation infrastructure and facilities, combined with our deep familiarity with LAX projects through our ongoing work on the LAX Automated People Mover, gives us invaluable insights into how LAWA expects their projects to be delivered with passenger experience as the priority.” The DB&C Services MATOC will support LAWA’s Capital Improvement Program and other key initiatives, with 20 projects included in the contract planned to begin in 2025. The MATOC will be valid for five years, with options for LAWA to exercise two one-year renewal options at its discretion.
prioritize clear, consistent communication during times of change. Explain the “why,” share the likely impact, and make space for questions. People don’t need a speech – they need clarity. ■ Balance new ideas with stability. While innovation and fresh strategies are crucial in baseball, sudden drastic changes can disrupt a team’s rhythm and effectiveness. Good baseball managers know the importance of balancing innovation with familiar routines and proven strategies, providing stability and maintaining confidence among players. In our companies, leaders should adopt a similar balanced approach when implementing new initiatives or processes. This means carefully timing and phasing changes to avoid overwhelming teams, while preserving essential organizational practices and the core values that employees rely upon for a sense of security and stability. ■ Build trust and team spirit. Trust and team cohesion are the lifeblood of successful teams, especially during challenging periods. Coaches focus on building strong interpersonal relationships, fostering a supportive culture, and creating an environment where players can openly communicate, share concerns, and contribute ideas. Likewise, we should prioritize building trust and promoting a strong, cohesive team. Creating opportunities for team collaboration, acknowledging individual contributions, and demonstrating reliability through consistent actions helps teams remain resilient, committed, and unified during periods of change. As I cheer on the Tigers this season, I keep these insights close. Baseball, with all its strategic shifts and surprises, mirrors organizational life beautifully. By taking lessons from the dugout, we can better handle change – turning challenges into opportunities, and transitions into a winning season. Greg Sepeda is a former engineering manager and is currently rewired as a management consultant. Connect with him on LinkedIn .
GREG SEPEDA, from page 3
has happened, you can’t change it – you can only focus on making the next decision count. Leonard Koppett, the famous sportswriter, put it perfectly: “The whole purpose of every decision is to maximize your chances of making the next thing succeed.” So, drawing from these insights, here are a few practical tips for effectively managing change: always pay attention to the strengths and strategies of their opponents to plan their next moves effectively. They study past games, analyze current performance metrics, and constantly look for subtle signals that can reveal their opponent’s next move. Similarly, successful leaders should continuously monitor industry trends, emerging technologies, and internal developments. By staying informed and alert, we can anticipate shifts and proactively adjust strategies, positioning our organization to not only navigate change effectively but also capitalize on new opportunities. ■ Stay ahead of the curve. Great baseball coaches important decisions during high-stakes games. Instead, they experiment with new strategies, batting orders, or player positions during spring training or practice sessions. They observe results carefully, adjusting their plans based on performance and feedback. In business, this means leaders should implement small-scale pilot programs to test new ideas, products, or processes before a wider rollout. Gathering real-world data and feedback allows us to refine our approach, reduce risks, and enhance the likelihood of successful outcomes. ■ Keep communication clear and open. A baseball manager who clearly communicates roles, expectations, and game plans helps players feel confident, aligned, and engaged. Coaches regularly discuss strategies openly, creating an atmosphere of transparency and trust. Similarly, we must ■ Try before you fly. Baseball managers never rush
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THE ZWEIG LETTER JUNE 16, 2025, ISSUE 1590
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