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ON THE MOVE DEWBERRY’S JASON ESTES NAMED BUSINESS UNIT MANAGER Dewberry announced that Jason Estes, P.E., was promoted to business unit manager for the firm’s Daphne, Alabama, office. Estes has nearly three decades of experience and has spent the last 20 years with Dewberry. His team of surveying professionals, environmental scientists, and site/civil, land planning and development, and water engineers have been practicing in the Daphne area for more than two decades. The office serves a variety of clients, including those in the commercial sector as well as municipal, state, and local governments. As a senior associate with a background in civil engineering, Estes has spent much of his career focused on general civil engineering projects in residential land development, sanitary sewer and water systems, watershed and drainage modeling, and highway design and construction. “Jason has done an outstanding job helping us to diversify our services in Daphne while maintaining a long-term, loyal client base in the market,” says Dewberry Executive Vice President Dave Maxwell. “He has also helped to build a technically strong, client-focused team of professionals in Daphne who are ready for any challenge put in front of them.” Estes earned a bachelor’s degree in civil engineering from Auburn University.
Dewberry is a leading, market-facing firm that provides professional services to a wide variety of public- and private-sector clients. Established in 1956, Dewberry is headquartered in Fairfax, Virginia, with more than 50 locations and more than 2,000 professionals nationwide. ROBERT HENRY JOINS GREELEY AND HANSEN AS MANAGING DIRECTOR Greeley and Hansen , a global civil and environmental engineering, architectural, and management consulting firm, has named Robert F. Henry as the new Managing Director of the Southwest Operating Group. Robert F. Henry joins Greeley and Hansen as the new Managing Director of the global engineering firm’s Southwest U.S. Operating Group. Henry has over 25 years of diverse project management experience in the design and construction of large and complex water and wastewater projects, as well as in leading business development efforts to expand both market and revenue growth. Henry joins Greeley and Hansen from CEG Applied Sciences and from Art Anderson Associates, where he held various executive leadership roles. As the Managing Director, Henry will have broad responsibility for directing the overall business operations for multiple Greeley
and Hansen office locations and for driving business development and strategic growth for the firm in the southwestern U.S. “With his strong technical background and solid leadership skills, we’re excited to bring Rob onboard to direct our operations and to serve the needs of both our long-term and new clients in the southwest,” said John C. Robak, Greeley and Hansen President. “His genuine commitment to providing clients with outstanding service and sustainable solutions through operational and technical excellence is right in line with our core values and ongoing strategy for growing our business.” Henry is a registered Professional Engineer in multiple states and is also a certified Project Management Professional. He holds an MS in Systems Management from the University of Southern California and a bachelor’s degree in civil engineering from the University of Washington. Greeley and Hansen is a global leader in developing innovative engineering, architecture, and management solutions for a broad scope of water challenges. With 105 years of proven experience in all phases of project development and implementation, the firm collaborates with clients in the water sector to develop sustainable water resources programs to create better urban environments that improve the quality of life in communities worldwide.
MARK ZWEIG, from page 3
“reply to all” isn’t abused. I have witnessed this firsthand in many companies in this business. Someone gets their P.E. license and it is announced to the company, and then 128 people “reply to all” with their congratulations. Why does this happen? Maybe those offenders are trying to show the boss(es) that they are good employees themselves? I don’t know. But I do know it wastes a lot of time. 5) “Out of the office” replies. Some readers may disagree with me on this one so we will just have to agree to disagree. I think these, for the most part, connote a lack of service. Let’s face it, most of us are rarely, if ever, in a place where we can’t reply to someone who needs us to. Even when you travel a lot, you can usually get Wi-Fi on the plane. Why not just respond to the sender? Just think how it sounds to your successful cli- ent, a nine-figure net worth hotel developer, when you state in your “Out of the office” reply that you are on a two-week vacation and can’t be reached – when that client has never even taken a one week vacation where they fully discon- nected. They don’t like it. This may be an extreme example but there are a lot more people who operate like this than you may imagine. That’s my rant for this week. If you like these points you may want to share them with your staff. And if you have any comments or feedback for me, I can be reached at mzweig@zweiggroup.com. MARK ZWEIG is Zweig Group’s chairman and founder. Contact him at mzweig@zweiggroup.com.
Get their input! It was “their” client. Then copy them when you send the actual proposal so the client knows they were involved. Do not cut them out of the loop. It’s not only disre- spectful, it’s just dumb because it reduces your chances of get- ting the job. This has happened to me more than once in my own businesses and, frankly, it pisses me off! “The faster you respond, the better you will be thought of by those inside and outside of your firm. It’s that simple. It shows you care and that the other person is important.” 3) Respond quickly. I could talk about this until I am blue in the face. The faster you respond, the better you will be thought of by those inside and outside of your firm. It’s that simple. It shows you care and that the other person is important. Long response delays make the other person think you are lazy or lackadaisical, don’t care about them, or that you can’t honestly answer their question. None of that is good. A quick response, even if just to say, “I will get back to you on Monday with this” (and be sure to then DO that) is all it takes. 4) Use “reply to all” very judiciously! We all get WAY too many emails from inside and outside of the firm. The problem is compounded by overuse of the “reply to all” button. This may take a periodic reminder from you, the boss, to make sure
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THE ZWEIG LETTER September 16, 2019, ISSUE 1312
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