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MS: As routine engineering becomes com- moditized, we find ourselves researching ways for technology to bring higher val- ue to our clients. We pioneered the use of 3D modeling for high voltage substations in our industry, and we have since devel- oped other tools such as a real-time proj- ect status tool for transmission line proj- ects, a cloud-based system for managing both cyber and physical assets within the same platform, and similar applications that improve the speed and quality of util- ity design work. The challenge is to dem- onstrate the tangible value these tools can bring, whether that results from faster de- sign times, reduced construction rework, eliminating trips to the field, or automat- ed portions of the design process. TZL: If the worker shortage continues, do you see wages increasing to encour- age more talent to enter the AEC space, or will technology be used to counter the reduced work force? MS: I believe supply and demand will con- tinue to cause upward pressure on wages, and this may continue to encourage more talent to enter our industry. Some of the technology we’ve developed can reduce the typical number of hours required to complete and/or manage a project and fur- ther automation could improve upon this effort. However, I also believe that our in- dustry’s talent will begin shifting toward roles such as programming, artificial intel- ligence, machine learning and the inter- pretation and management of data-inten- sive platforms as the smart grid evolves. The traditional engineering disciplines will continue to be necessary, but perhaps as a smaller percentage relative to these newer fields. TZL: The seller-doer model is very suc- cessful, but with growth you need to adapt to new models. What is your pro- gram? MS: We’re pretty well removed from the seller-doer model, having recognized more than 10 years ago that we needed profes- sional sales staff to continue our rapid growth. Our recent efforts have focused on becoming intentional about sales, so we brought in some outside expertise to develop a sales strategy, provide person- al coaching for sales staff, and even train leadership in the firm to promote a sales culture. Our aim is for everyone, whether they are a manager, an engineer, a drafter, or even biller, to recognize that the qual- ity of their work and their commitment to schedules are really our brand, and that is See CHIEF ENTHUSIASM OFFICER, page 8
the business knowledge of our technical personnel. Every employee in the compa- ny undertook the online training, covering topics from understanding financial state- ments to recognizing the drivers of prof- it fade on projects. Our goal was to have a common business vernacular that employ- ees would use to increase and maintain awareness of the non-technical aspects of the company. We also implemented enter- prise wide software that integrates nearly all of our data, from procurement and re- source planning to project management and invoicing and more, allowing us to do our best to knock down the silos that inev- itably grow along with revenue. “As the firm continues to expand, new positions open up, and having a track record of promoting from within gives employees the confidence that career growth is possible for everyone.” TZL: How do you promote young and new leaders as the firm grows? MS: One of the pleasant by-products of our firm’s growth was the frequent emergence of new opportunities and positions, and it has been satisfying to promote young pro- fessionals who have shown an aptitude for leadership into these roles. Typically, hav- ing demonstrated excellence and depend- ability in engineering roles, these em- ployees were given incremental oversight on projects, including budget and sched- ule accountability. Proficiency with those tasks led to full management responsibili- ties such as interviewing and hiring, con- ducting performance reviews, and client management. TZL: In one word or phrase, what do you describe as your number one job respon- sibility as president? MS: “Chief cheerleader” or “chief enthu- siasm officer.” Employees want to feel val- ued, want to know that their work is im- portant to the success of the firm, and that there is a purpose to why we do what we do. Finding ways to achieve that ideal and communicating it continually is really my primary responsibility. TZL: With technology reducing the time it takes to complete design work, how do you get the AEC industry to start pricing on value instead of hours?
YEAR FOUNDED: 2006 HEADQUARTERS: Mandeville, LA OFFICE LOCATIONS: 3, Mandeville, and two in California NO. OF EMPLOYEES: 198 MATT SAACKS: Saacks has more than 25 years of experience in the electric utility industry and, over the years, has practiced company management activities such as: ❚ ❚ Strategic planning ❚ ❚ Risk management ❚ ❚ Staffing analysis ❚ ❚ Cash flow management ❚ ❚ Contract review and negotiation
❚ ❚ Business development ❚ ❚ Acquisition valuation ❚ ❚ And more
THEIR EXPERIENCE: The Ampirical team possesses experience in the design of transmission projects throughout nearly the entire voltage spectrum, allowing them to position Ampirical’s services among all utilities nationwide. This experience is also complete with regard to the various design functions within a complete system, such as: ❚ ❚ Substation design ❚ ❚ Line design ❚ ❚ Relaying and SCADA design ❚ ❚ Structural design ❚ ❚ Cybersecurity
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ay 20, 2019, ISSUE 1297
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