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ON THE MOVE MICHAEL BAKER INTERNATIONAL STRENGTHENS OPERATIONS IN LOUISVILLE WITH APPOINTMENT OF PATTY DUNAWAY, P.E., AS OFFICE EXECUTIVE Michael Baker International , a global leader in engineering, planning, and consulting services, announced that Patty Dunaway, P.E., has joined the firm as office executive in Louisville, Kentucky. In this role, Dunaway will be responsible for developing, overseeing, and managing Michael Baker’s growth throughout Kentucky, including oversight of several high-profile projects within the state and region. She also will manage client relationships and provide leadership to expand the capabilities of the office by growing its existing services, markets, and client base. “Kentucky faces numerous infrastructure challenges and Michael Baker will continue to assess the needs of our clients with solutions that connect communities and improve accessibility across the state,” said Kenton Zinn, P.E., S.E., vice president and regional director for Michael Baker International’s Great Lakes Region. “Patty is incredibly well-versed in the infrastructure needs of the Commonwealth of Kentucky based on her years of service to the Kentucky Transportation Cabinet. Her extensive managerial and engineering experience will help set Michael Baker apart with our clients as We Make a Difference in Kentucky.” Dunaway brings more than 27 years of experience to her role at Michael Baker. Prior to joining Michael Baker, Dunaway worked in roles of increasing responsibility for the KYTC, a state-funded agency tasked with building and maintaining federal and state highways. As a state highway engineer, she was responsible
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for all aspects of the Department of Highways across Kentucky’s 120 counties. In this role, she managed 4,000 employees who performed all phases of transportation work on nearly 28,000 miles of roadway and 14,000 structures and an operating budget of $767 million. Prior to working as a state highway engineer, Dunaway spent nearly a decade as a chief district engineer for the KYTC, where she was responsible for all aspects of the District 4 Department of Highways Office, which covered 11 counties, a staff of 305 employees, and an operating budget of $22 million. “I embrace the opportunity to join the versatile Michael Baker team in Louisville as we utilize our full continuum of solutions to deliver exceptional service and results for our clients,” added Dunaway. “Through our collaborative approach and innovative solutions, Michael Baker is poised to support the Commonwealth of Kentucky’s infrastructure growth opportunities.” Dunaway earned her bachelor’s degree in civil engineering from the University of Kentucky. She is a licensed professional engineer in the Commonwealth of Kentucky and was honored as state’s Young Engineer of the Year in 2011. Michael Baker International is a leading provider of engineering and consulting services, including design, planning, architectural, environmental, construction, and program management. The company provides its comprehensive range of services and solutions to support U.S. federal, state, and municipal governments, foreign allied governments, and a wide range of commercial clients.
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1200 North College Ave. Fayetteville, AR 72703 Mark Zweig | Publisher mzweig@zweiggroup.com Richard Massey | Managing Editor rmassey@zweiggroup.com Christina Zweig | Contributing Editor christinaz@zweiggroup.com Sara Parkman | Editor and Designer sparkman@zweiggroup.com Liisa Andreassen | Correspondent landreassen@zweiggroup.com
MARK ZWEIG, from page 1
for it. And then when you get it, try to use their suggestions. And if you can’t use their suggestion(s), tell them why you can’t. Don’t just ignore the feedback loop and then think your people will trust you are listening. They won’t. 3)Share the business plan with them. Whatever the final plan is – share it with your people. Trust them with this information on your goals and strategies. If you don’t want them to share it, tell them so. Doing this will help you build trust with them. 4)Keep them informed about the financial condition of the business. Again, trust your people with the numbers. In a research study conducted by the National Center for Employee Ownership, companies that shared such information with their employees experienced a 1 to 2 percent annual increase in sales growth over what would normally have been expected. Not only that, their trust for management goes way up because management is showing trust in them. 5)Don’t talk about other employees – past or present. Nothing will erode trust faster than for your employees to hear you talking about other employees behind their backs. Also, don’t vilify those who leave the company. It happens often. I have done it myself. But it makes the people who didn’t leave feel bad and wonder if they would be treated similarly. It may seem “soft” to you, but believe me, working on trust between employees and management is smart business. How do you think your company would fare in this regard? MARK ZWEIG is Zweig Group’s chairman and founder. Contact him at mzweig@zweiggroup.com.
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© Copyright 2018. Zweig Group. All rights reserved.
THE ZWEIG LETTER March 19, 2018, ISSUE 1240
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