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ON THE MOVE TEXAS BASED CIVIL ENGINEERING FIRM JONES|CARTER EXPANDS SURVEY TEAM IN CENTRAL TEXAS James Janisse, RPLS, PLS, joined Jones|Carter as survey manager in their San Antonio office. He brings more than 16 years of experience. Janisse has surveyed locations from the snow-covered Sierra Nevada Mountains in California to the hot southern border in Laredo, Texas. Janisse has worked on large subdivision and construction projects, waterway surveys, small lot and block surveys, utility projects, topographical and design projects, and boundary surveys. His expertise
lies in expense control, strategic planning, change management, project management, policy development, OSHA and regulatory compliance, process improvement, and training and development. Janisse is a Registered Professional Land Surveyor in both Texas and Arizona, and will be sitting for his exams in New Mexico, Colorado, Oklahoma, and Louisiana throughout this year and next. “I am proud and excited to be a part of Jones|Carter’s San Antonio team,” said Janisse. “I enjoy the variety of projects we
get to work on and the amount of resources available. Our team keeps up with the surveying trends, which makes our jobs easier, more fun, and continually on the edge of the newest technological advances.” With more than 40 years of experience, Texas- based civil engineering firm Jones|Carter proudly provides civil engineering and surveying services for both private development and public infrastructure improvements. Since establishing headquarters in 1976 in Houston, Jones|Carter has opened an additional eight locations throughout Texas.
DW: Yes, our utilization levels are high and it’s a concern that we pay close attention to for profitability. To date, it’s been a matter of being on a fine edge of sta ffi ng levels while still providing the attention and level of service that our clients deserve and expect. Th e pain associated with the recession is still remembered and we are attuned to remaining lean to minimize the risk of future fluctuations. Th at said, we are always looking for the right person and when we meet them, we will make the hire even if it’s not to fill an advertised position. On the client side, we resist adding new relationships unless we’re confident it’s the right fit and we have the capacity to avoid the possibility of diluting service levels to existing clients/relationships. We focus our resources on our best relationships and add clients judiciously. TZL: In one word or phrase, what do you describe as your number one job responsibility as CEO? DW: Work hard, lead by example, and remember that it always comes down to relationships. Ron and I have done this for a long time and we only know how we have done it. Th ere may be better ways, but our means have always been successful for us. We are very proud of our young leaders and we see some of ourselves in them. We believe they have learned well and best by working alongside us. TZL: What happens to the firm if you leave tomorrow? DW: Talented and driven men and women will step up, divide responsibilities, and follow through on obligations that were mine. Although many relationships reside with me and Ron, I have complete confidence that those behind us will earn the trust, goodwill, and even the friendships that we enjoy with our clients. I expect that they will do at least as well, and I hope, enjoy a better work/life balance in the process. TZL: Diversity and inclusion is lacking. What steps are you taking to address the issue? DW: I’m not sure that the “lacking” presumption is sound. We are quite proud of the diversity and inclusiveness within our firm – even more so because those conditions exist naturally. We have always hired based solely on the qualities and qualifications of our candidates sought at that point in time. For no reason other than it is, we have a wonderfully diverse group of fine technicians, communicators, and representatives of who we are.
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our closeness to the details of each facet of our work has been significant in distinguishing us from our peers, and we believe, contributed to our success. Our clients know it, expect it, and attribute value to our connection to each of our projects. Th at said, the last several years have allowed significant growth, success, and market recognition of our young principals. Th is has provided wonderful opportunities for them and for us. I can now imagine the opportunity to lift our heads up and take a longer and more proactive view of our business, our growth, and our community. “We’ve been using the R&D tax credit since 2011, and it’s reduced our tax liability by a significant amount ... this savings goes straight to the bottom line and TZL: It is often said that people leave managers, not companies. What are you doing to ensure that your line leadership are great people managers? DW: We’re elevating the right folks – strong technicians and excellent communicators. Th e strength and stature of our firm is a direct result of our people. Our managers distinguish themselves by their ability to communicate, develop, and sustain relationships – both internal and external. Within our organization, those qualities aren’t just obvious to us, but also to their team members and throughout the organization. People tend to want to work for and with them. Although each manager is technically strong, we place particular emphasis on the person and their soft skills. It has worked well as we enjoy little attrition in the firm. TZL: You want high utilization for profitability, but that means employees are fully loaded with assignments. How do you balance growth, utilization, new clients, and new hires? becomes part of our profit and bonus pool. Any profitable design firm that is not taking advantage of the R&D tax credit is leaving money on the table.”
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THE ZWEIG LETTER November 18, 2019, ISSUE 1321
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