TZL 1397 (web)

BUSINESS NEWS NASA AWARDS X-59 QUIET SUPERSONIC FLIGHT COMMUNITY TESTING CONTRACT TO HMMH HMMH announced that it has been awarded a contract to support NASA’s X-59 Community Response Testing. “As the X-59 Program continues to mature and NASA turns more attention towards assessing potential effects from noise emissions from the supersonic aircraft, HMMH is eager to support the agency, building upon our extensive prior work in this field,” said Kurt M. Hellauer, Director of Federal Programs and Program Manager for this contract. “We thank NASA for their confidence in our team and the opportunity to support the agency’s vital work

in advancing the science behind supersonic flight and paving the way for new entrants to the National Airspace System.” “We are very excited for the opportunity to bring a world-class team to this challenging project” said Mary Ellen Eagan, HMMH President and CEO. HMMH will be working with the following subcontractors on the project: Blue Ridge Research and Consulting, LLC; Westat Inc.; EMS Brüel & Kjær Inc. dba Envirosuite; Center for Atmospheric Sciences at Hampton University; Spire Global Inc.; Senzig Engineering; and Crown Consulting Inc.

HMMH is an international leader in environmental and transportation planning including noise and vibration control, air quality analysis, airport and airspace planning, and sustainable energy solutions. HMMH solves complex problems affecting our environment. With five offices throughout the country, we serve government and private industry clients with a broad range of innovative and effective solutions. The firm’s core values are to serve clients with excellence and honesty, to respect others, foster teamwork, and seek growth opportunities. HMMH prides itself on exceeding client expectations and making clients for life.

HUMILITY , from page 7

sunshine and rainbows, our staff was appreciative to have the insight, and to be trusted with the information. It’s fundamentally important that employees understand that their work has financial value, and that they each play a role in creating profit. In 2020, through all the adversity and struggle, it was important to share that their sacrifices – working unusual hours, struggling with a new work setup, or having to juggle parenting and working – meant that our business survived. TZL: In the client testimonials on your website, clients repeatedly call out how much they enjoyed working with your team. The sense of community that your company offers shines through. How do you maintain that company culture that shows a unified front? DSB: From team-building events to happy hours to visiting staff during the 2020 holidays (albeit via proper social distancing), we do so much to stay connected. The most important part of a company is its people, and a great company culture is the base of our operations. We preach our company values and culture ahead of the hiring process. TZL: They say failure is a great teacher. What’s the biggest lesson you’ve had to learn the hard way? DSB: From the very beginning, Tracz and I realized that understanding each other’s strengths and weaknesses was paramount. We quickly realized what the other one was better at, and that playing to each other’s strengths was going to be key to our success. In the same vein, I learned that it’s important to be cognizant and open-minded to criticism, and being able to identify when you’re wrong. Similarly, surrounding yourself with people who don’t necessarily agree with you is important for remaining exposed to new perspectives and ideas. You can’t do it all, and you don’t have to do it all. Hire someone who is really good at those things that you’re not so good at, and focus on what you are good at. TZL: In one word or phrase, what do you describe as your number one job responsibility? DSB: Supporting my team through obtaining work, completing work, teaching, and learning.

There are always going to be stumbling blocks. You have to mediate, facilitate, and dictate. Once you find the right people, which we have been blessed to do, my business partner and I have learned that maintaining the wellbeing of our team is paramount. Accomplishing this comes about in different ways – whether that be how you convey information, or how you give everyone a voice. For us, it’s been evolutionary – trying to understand how much information and what information to give, and being able to give our employees tasks that are challenging and that play to their strengths. Our job as co-founders and principals is to support our team and to provide all the tools and information needed for them to create great work. “We’ve just made the decision to switch to unlimited paid time off. Post-2020, we’ve collectively moved into an age where flexibility is key to employee success and happiness. We need our staff to be motivated to work hard and get the job done, knowing that they are allowed time to recover and rest.” TZL: What type of leader do you consider yourself to be? DSB: For my business partner, David Tracz, and I, it’s always been a priority to be transparent. That old-school business mentality of the “big boss” who leads their team through an emotionally-disconnected management style is so outdated. Leadership is about creating and maintaining a two-way street of open communication. It’s about being truthful via vulnerability. I believe that compassionate communication is about transparency. That includes being accountable for answering questions about business strategy and survival. Last year, being transparent included sharing the nitty gritty numbers such as earnings and losses with our staff. It was no surprise that our 2020 numbers saw a dip (like the majority of the industry). Even though it wasn’t all

THE ZWEIG LETTER JUNE 21, 2021, ISSUE 1397

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