TZL 1235

ON THE MOVE MICHAEL BAKER INTERNATIONAL GROWS ARCHITECTURE PRACTICE IN DALLAS WITH HIRING OF PETER DARBY TO ARCHITECTURE PRACTICE LEAD Michael Baker International , a global leader in engineering, planning, and consulting services, announced that Peter Darby, AIA, LEED, AP, has joined the firm as the architecture practice lead for the state of Texas. In this role, Darby is responsible for leading a team of architects to deliver all aspects of building design for clients across the state. “Development in the state of Texas continues at a rapid pace, so the addition of Peter to lead our architecture practice enables our team to more competitively compete for significant architecture project opportunities,” said Juan Contreras, P.E., regional director for Michael Baker International’s Gulf Coast Region. “Peter’s leadership, combined with his ability to manage key relationships, will help showcase how we make a difference for our clients.” Based in Michael Baker’s Dallas office, Darby

brings more than 23 years of experience as an architect to the role, including the planning and design of transportation, transit, and aviation projects. Throughout his career, his project experience includes commercial, core and shell, mixed-use developments, including office, residential, retail, interiors, and parking facilities, higher education, transit, and urban design master planning components. He has provided expertise with federal requirements for physical security, access security, cyber- security, sensitive compartmented information facility, and blast protection for United States Coast Guard and Department of Homeland Security. Most recently, Darby worked with Dallas Area Rapid Transit on the D2 alignment through downtown Dallas, Trinity River Park, Historic Preservation Task Force for the city of Dallas, and the Texas Department of Transportation CityMap on the proposed solution to align with communities on urban issues. Darby is an active participant in the architectural community and a member of the

board of directors for the American Institute of Architects Dallas Chapter. He is also an active member of the Greater Dallas Planning Council, Urban Land Institute, and Congress for New Urbanism. Darby earned his master’s degree in design studies from Harvard University and a bachelor of architecture and urban studies from Virginia Tech University. Michael Baker International is a leading global provider of engineering and consulting services, which include planning, architectural, environmental, construction, program management, and full life-cycle support services as well as information technology and communications services and solutions. The company provides its comprehensive range of services and solutions in support of U.S. federal, state, and municipal governments, foreign allied governments, and a wide range of commercial clients. Michael Baker International has more than 6,000 employees in more than 90 locations across the U.S. and internationally.

CONFERENCE CALL, from page 7

Additionally, delegating has been an issue; more specifically recognizing that just because I don’t like doing certain tasks doesn’t mean that other people on our team also don’t like doing them. TZL: While M&A is always an option, there’s something to be said about organic growth. What are your thoughts on why and how to grow a firm? BS: So far all of our growth has been organic. It seems easi- er to control company culture, quality of work, and the core values. However, we recognize the benefits of acquisitions, particularly as we consider opening offices in other cities as well as adding complementary practice areas. “Our biggest lessons have been in hiring: should’ve hired sooner and in a few instances should’ve taken more time to evaluate candidates in the interview process.” TZL: Do you use historical performance data or metrics to establish project billable hours and how does the type of contract play into determining the project budget? BS: To date we’ve used historical data; but are now incorpo- rating metrics. TZL: What’s your prediction for 2018? BS: Continued growth for the A/E industry and for Sullivan Engineering (Hot Firm List again!). M&A activity will like- ly continue as large firms continue to compete with ever- growing competition. As for the smaller firms, acquisitions will continue while baby boomers who are sole owners ap- proach retirement.

pre-recession levels, how do you deal with time manage- ment policies for your project teams? Is it different for different clients? BS: We track individual and team utilization rates and dis- cuss them weekly. We recognize that goals are often not missed because of lack of effort, but more commonly due to an increase in non-billable assignments that are focused on improving our processes. TZL: Measuring the effectiveness of marketing is diffi- cult to do using hard metrics for ROI. How do you evalu- ate the success/failure of your firm’s marketing efforts when results could take months, or even years, to mate- rialize? Do you track any metrics to guide your market- ing plan? BS: To date, our marketing ROI has been evaluated by gut- feel which translates to increasing spending when cash flow is good and decreasing it when cash flow is tight. Obviously, that’s not a great strategy, so we’ve begun using a CRM soft- ware and are establishing thorough budgets with a month- ly review process to gain a much better understanding of what’s working and what’s not working. TZL: The last few years have been good for the A/E indus- try. Is there a downturn in the forecast, and if so, when and to what severity? BS: With cautious optimism, I don’t see one on the horizon within the next two years. TZL: They say failure is a great teacher. What’s the big- gest lesson you’ve had to learn the hard way? BS: Our biggest lessons have been in hiring: should’ve hired sooner and in a few instances should’ve taken more time to evaluate candidates in the interview process.

THE ZWEIG LETTER February 12, 2018, ISSUE 1235

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