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ON THE MOVE ARUP NAMES SHEBA HAFIZ WEST COAST WATER LEADER: ENGINEER BRINGS NEARLYTWO DECADES WORTH OF EXPERIENCE IN WATER PROCESSING TO FIRM Arup , the design and consulting firm for the built environment, announces that Sheba Hafiz, PE, has joined the firm as West Coast water leader, focused on client support for the firm’s growing portfolio of water projects west of the Rockies. She is also a member of Arup’s leadership team in the San Francisco office. Hafiz has 20 years of experience providing planning, program and project management, design, construction management and facility operations advice to clients in the water sector. John Eddy, Arup principal and San Francisco infrastructure leader, said, “Our water challenges in the West are as numerous as the solutions and as the jurisdictions involved. Sheba’s experience in water, wastewater and recycled water significantly grows our West Coast sector water skills, which already include water conveyance and green infrastructure.” “I’m honored to join the Arup team here on the West Coast,” Hafiz said. “Water is an integral part of a healthy and sustainable built and natural environment. I’m looking

forward to bringing my skills and experience in this field to Arup’s diverse range of clients.” Hafiz boasts both public and private water utilities as her clients. Her project work spans the Western United States, from California to Arizona and Hawaii to Washington. Clients have utilized her expertise to advance their business imperatives from early planning stages to design, construction, training, asset management and optimization of operations. She is also experienced in alternative project delivery methods including design- build and construction management at Risk. Hafiz received a B.S. in civil engineering from Jamia Millia Islamia in New Delhi and a M.S. in environmental engineering from Arizona State University. Arup’s recent water work in the Western United States includes the Polhemus (Crystal Springs Bypass) Tunnel for the San Francisco Public Utilities Commission, the Lake Mead Intake No. 3 tunnel in Las Vegas, and the Silicon Valley Clean Water Gravity Pipeline project in San Francisco. Other Arup water work in the West includes advanced surface water hydraulic modeling

for numerous clients in California and Oregon, featuring large infrastructure projects like the High Speed Rail, sea-level rise and extreme weather adaptation planning for the Bay Area Rapid Transport in San Francisco and the Kapalama Canal Catalytic Project in Honolulu, Hawaii. Arup has planned and implemented green-infrastructure on numerous projects including Bay Meadows Phase II. Arup is also providing transaction advisory and technical due diligence services to Rialto Water Services on their capital projects delivered under public private partnership. Arup provides planning, engineering, design, and consulting services for the most prominent projects and sites in the built environment. Since its founding in 1946, the firm has consistently delivered technical excellence, innovation, and value to its clients, while maintaining its core mission of shaping a better world. Arup opened its first US office more than 30 years ago and now employs 1,400 people in the Americas. The firm’s employee-ownership structure promotes ongoing investment in joint research to yield better outcomes that benefit its clients and partners.

industry will cool down and the severity will depend on what plans are put in place in 2018 to stimulate the contin- ued health of the A/E industry. TZL: They say failure is a great teacher. What’s the big- gest lesson you’ve had to learn the hard way? CF: I’ve never termed any event in my life as a failure, but as an opportunity to learn what not to do the next time. My biggest personal lesson is that I cannot succeed if I try to do everything myself. People are put in your life to help you achieve your goals and you are here to help them achieve theirs. “What goes up must come down. There will be a downturn, as business is cyclical. Within the next five years the industry will cool down and the severity will depend on what plans are put in place in 2018 to stimulate the continued health of the A/E industry.”

CONFERENCE CALL, from page 7

CF: Our time-management policies are the same for all cli- ents. We strive to complete our projects as efficiently as pos- sible. 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? CF: We establish goals, objectives, and tactics and evaluate them on a regularly scheduled basis. The metrics we use to guide our marketing plan include number of new proposals and presentations; number and value of wins; and hit rate. “When a PM crashes it’s usually as a result of a combination of work-life issues, so we try to provide additional support and be flexible with schedules and assignments so that he/she can work out any conflicts and take the time needed to recover.” 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? CF: What goes up must come down. There will be a down- turn, as business is cyclical. Within the next five years the

TZL: What’s your prediction for 2018?

CF: Overall, it should be a good year. We’ll experience a la- bor shortage and a shortage of managerial talent. If we do manage to get an infrastructure improvement bill passed, that labor shortage will be hard on the industry.

THE ZWEIG LETTER March 12, 2018, ISSUE 1239

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