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T R E N D L I N E S W W W . T H E Z W E I G L E T T E R . C O M O c t o b e r 1 5 , 2 0 1 8 , I s s u e 1 2 6 8

Marketing director

An elevated experience

“This year was definitely an elevated experience for many. Fueled by great people, a new mission, and sizzling energy for the future, attendees made this conference the best ever.”

E verything feels different. Three weeks after the 2018 Hot Firm & A/E Industry Awards Conference in Dallas, our team is still on a high. Fueled by positive feedback, a wealth of exciting ideas for Las Vegas 2019, and a buzz among our clients, this year feels different. It’s as though we unleashed something, an energy that is driving progress. The tendency after an event this large is to go back to the office, take a break, and then get sucked back into the grind. Not this time. It’s different. Our team met the Monday morning after the conference, when people would historically take off to recover, and instead had a power session where we discussed key takeaways and suggestions for next year. The room was full of ideas and enthusiasm, and we even looked out to 2020! We recognize the value of a good event and what it can do to inspire change and progress in your organization. Reflecting on this year’s conference, several things stand out from the feedback on what we should be doing every day in our firms: 1)Focus on the team. During our opening session, we talked about the importance of building the best team possible, like they do in sports. You have to consider trading off the underperforming players so you can draft high performers. In today’s tight market, many AEC firms are tolerating sub-standard staff because all talent is difficult to find. According to our data, the damage underperformers or toxic employees do to the culture and productivity of the firm is far greater than any contribution they bring to project delivery. Additionally, bad people, no matter where they are in the org chart, erode your overall brand. At Zweig Group, it’s important for us to practice what

Zweig Group’s 2018 Marketing Survey digs into the details of some of the industry’s most successful marking teams. How are they organized? What do they do? The chart above shows the relationship between revenue growth and firms with a dedicated marketing director. Over 75 percent of growing firms recognize the value of investing in a marketing director. Removing marketing duties from the agenda of firm management allows them to focus on executing quality projects, developing business plans, and, ultimately, making clients happier. OPEN FOR PARTICIPATION zweiggroup.com/survey-participation/

Chad Clinehens BRAND BUILDING

MORE COLUMNS xz GUEST SPEAKER: Generating interest Page 3 xz GUEST SPEAKER: Tricky but essential Page 5 xz THE FAST LANE: Time for a change Page 9 xz GUEST SPEAKER: Moving mountains Page 11

F I R M I N D E X Burns & McDonnell. ................................8 Cuhaci & Peterson................................12 Michael Baker International. ....................4 RLG Consulting Engineers. .....................2 Sam Schwartz Consulting, LLC...............6

Conference call: Sam Schwartz See CHAD CLINEHENS, page 2

Page 6

T H E V O I C E O F R E A S O N F O R A E C F I R M S & M A N A G E M E N T C O N S U L TA N T S

BUSINESS NEWS DAVID GOODSON RECEIVES 2018 JERRY ALLEN COURAGE IN LEADERSHIP AWARD David Goodson, president and CEO of RLG Consulting Engineers , was honored with the Jerry Allen Courage in Leadership Award at Zweig Group’s 2018 Hot Firm & A/E Industry Awards Conference in Dallas. The Jerry Allen Courage in Leadership Award is given each year to a recipient working in an architecture, engineering, planning, or environmental firm who has demonstrated personal courage and impacted their firm in unique and extraordinary ways. For more than 65 years, RLG has been recognized as one of the top engineering firms in Texas for its ability to attract and retain a talented, experienced team. The Dallas-based civil, structural, surveying, and forensic engineering firm was founded in 1953 by David’s father, Raymond Goodson, Jr. David began working with RLG’s surveying crew while he was in high school. After graduating from Cornell University in 1976 and working in Houston for five years, he returned to the company in 1981 to form the structural engineering department at RLG and worked his way up to become CEO of the firm.

“I cannot think of a more qualified recipient of the Jerry Allen Courage in Leadership Award than David Goodson. As CEO, David has demonstrated courage by staying true to his beliefs of leading with the interest of his employees, shareholders and clients first,” says Stuart Markussen, COO of RLG Consulting Engineers. “His courageous leadership has inspired our team to continue RLG’s legacy of engineering excellence for the next 65 years and beyond.” Under David’s leadership, the firm has maintained a reputation of trust, building the company’s legacy as an industry leader. In 2018, the firm was recognized as a Best Firm to Work For by Zweig Group and a Top Design Firm by Engineering News Record . As CEO, Goodson has grown the company’s revenue nearly 60 percent. He has expanded the company’s footprint by opening offices in Fort Worth, Texas, and Peoria, Illinois – adding forensics services for the structural division and hydraulic engineering for the civil division. Since RLG’s inception in 1953, the company has grown to more than 80 employees and serves more than 250 clients annually.

CHAD CLINEHENS, from page 1

we preach. Improvements in our team over the past two years were evident at this year’s conference. We felt it. The feedback we received from you reinforced it. A great team delivers a great product that clients notice. 2)Have a strong sense of purpose. Our new mission to Elevate the Industry embodies the strong sense of purpose our team has for the future. For us at Zweig Group, it’s a logical – and a little bit of a magical – evolution. It’s a real sense of mission, not just a mission statement. It seemed to resonate tremendously across the conference, provid- ing a buzz in breakout sessions and discussions throughout the two-day event. A strong sense of purpose is what differentiates the most successful firms we have worked with over our 30-year history. Consider what makes your firm unique, something you can claim that no other competitor can claim, and elevate your sense of purpose. The results will be amazing! 3)Care deeply about the optics. We pay attention to the details, which had a pro- nounced, and favorable, effect on the overall feel and results of this event. One of the tenets of our new mission is to promote the industry, to bring more positive attention to what we, as architects and engineers, do for the world. Getting together and celebrat- ing our accomplishments in large fashion is an important part of that promotion. We have to love what we do and make sure the optics reflect our passion. From the opening on Thursday morning to the Black-Tie Gala on Friday night, every video, song, speaker, meal, and even the color of every light, was intentional. It is our hope that those optics energized everyone in attendance to go back home and elevate what they do. The optics of your team, your mission, and every aspect of your brand can have a profound impact on your business and your success. This year was definitely an elevated experience for many. Fueled by great people, a new mission, and sizzling energy for the future, attendees made this conference the best ever. As we celebrate 30 years at Zweig Group and consider our own evolution, it is our hope that this year was a springboard for a brighter future for us, our clients, and the AEC industry as a whole. Let’s all join together and elevate in everything we do. CHAD CLINEHENS is Zweig Group’s president and CEO. Contact him at cclinehens@zweiggroup. com.

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Email: info@zweiggroup.com Online: thezweigletter.com Twitter: twitter.com/zweigletter Facebook: facebook.com/thezweigletter Published continuously since 1992 by Zweig Group, Fayetteville, Arkansas, USA. ISSN 1068-1310. Issued weekly (48 issues/year) $250 for one-year print subscription; free electronic subscription at thezweigletter.com/subscribe Article reprints: For high-quality reprints, including Eprints and NXTprints, please contact The YGS Group at 717-399- 1900, ext. 139, or email TheZweigLetter@ TheYGSGroup.com. © Copyright 2018, Zweig Group. All rights reserved.

THE ZWEIG LETTER October 15, 2018, ISSUE 1268

O P I N I O N

Generating interest

When I think about the people our society considers stars, I think of actors and athletes, not architects and engineers. That needs to change.

T he AEC industry is a great one, with plenty of exceptional firms and people. The work being done is important and meaningful, improving lives in more ways than people realize. The only problem is that people outside our industry don’t realize just how great it is. Even worse, we often fail to recognize and celebrate our own successes. If we want to inspire the next generation of architects and engineers, that’ll have to change.

Kyle Ahern GUEST SPEAKER

small gesture, but it always ramps up the energy in the office and is great for the firm’s morale. And keep this in mind: If there are budding design professionals out there who know you’d value their accomplishments, they just might want to work for you, which is a big deal in the ongoing labor shortage. “We have to start showcasing the rising stars of our firms, both internally and externally. They are the future of our industry, and their great work needs to be known.”

When I think about the people our society considers stars, I think of actors, singers, athletes, authors, and artists. These people are celebrated for different reasons, but they are celebrated nonetheless. This is what we, as an industry, have to start doing for the most talented among us. Speaking of top talent, we have to start showcasing the rising stars of our firms, both internally and externally. They are the future of our industry, and their great work needs to be known. Celebrate them when they win a big job or complete a major project. Illustrate to them and other current or future employees that your firm appreciates their accomplishments. At Zweig Group, when something good happens, like an individual or team winning a job, everyone gathers around for a ringing of the company gong. It’s a

See KYLE AHERN, page 4

THE ZWEIG LETTER October 15, 2018, ISSUE 1268

ON THE MOVE MICHAEL BAKER INTERNATIONAL CEO BRIAN A. LUTES APPOINTED TO LEADERSHIP PITTSBURGH INC.’S BOARD OF DIRECTORS Michael Baker International , a global leader in engineering, planning, and consulting services, announced that Brian Lutes, the firm’s president and CEO, has been appointed to a three- year term on the board of directors for Leadership Pittsburgh Inc., the region’s foremost multi- disciplinary leadership identification, enrichment, and networking organization. Lutes and his fellow board members will provide strategic guidance to the organization to further enhance its presence in the Pittsburgh region. Lutes is a graduate of Leadership Pittsburgh Class of XXXII. “I am proud to join the board of directors of an organization dedicated to building a community of leaders and arming them with the knowledge and networks to make our region a better place to live and work,” said Lutes. “As a graduate of the program, I have experienced first-hand Leadership Pittsburgh’s impressive curriculum that helps develop the leaders of our city. I look forward to contributing to this important initiative.” Lutes was appointed president and CEO of Michael Baker in January 2017. Prior to this role, he served as the firm’s COO after joining the company as the CFO in 2014. Lutes has held several executive positions throughout his career, including CFO at Sypris Solutions, Inc.; CFO and vice chairman at MAG – Industrial Automation Systems; CFO at The Wornick Company; and senior vice president – human resources at Fifth Third Bancorp.

about it? Generating interest in this industry’s remarkable work is a step we must take if we want to elevate beyond the confines of our firms and into the mainstream. “Growth demonstrates that AEC firms are helping to improve peoples’ lives by giving them more opportunities for great jobs. This is incredibly important and is something we should be sharing with the rest of the world.” As the awards manager at Zweig Group, my role is to help firms brand themselves as a great place to work with great projects and people. That’s difficult to do, however, when we as an industry aren’t ready to promote, celebrate, and present ourselves like we should. KYLE AHERN is the awards manager at Zweig Group. Contact him at kahern@zweiggroup.com. Lutes holds an MBA from the University of Connecticut School of Business and a bachelor’s degree and master’s degree in mechanical engineering from the University of Louisville J.B. Speed School of Engineering. He is also a graduate of GE’s Manufacturing Leadership Curriculum and Corporate Audit Staff. “We are excited to welcome someone with the record of success and breadth of experience that Lutes brings to our board of directors,” said Aradhna Malhotra Oliphant, LPI’s president and CEO. “Our board members bring diverse experience and expertise that builds on the immense strengths of our organization to ensure that LPI remains at the forefront of leadership development.” Founded 35 years ago, LPI is an independent nonprofit organization with a network of nearly 2,500 graduates. It is recognized as the premier resource for community leadership in Southwestern Pennsylvania. Michael Baker International is a leading provider of engineeringandconsultingservices, includingdesign, planning, architectural, environmental, construction, and program management. The company provides its comprehensive range of services and solutions to support U.S. federal, state, and municipal governments, foreign allied governments, and a wide range of commercial clients. Michael Baker’s more than 3,000 employees across nearly 100 locations are committed to a culture of innovation, collaboration, and technological advancement to help solve challenges for clients and communities throughout the country.

Zweig Group’s 2018 Marketing Survey of AEC Firms is a benchmarking and advisory guide to industry firm marketing activities, budgets, marketing department organization, staffing levels, compensation, and investments in marketing systems and infrastructure. The topics covered in this comprehensive report are: ❚ ❚ Marketing staff. Data on marketing departments at firms of different sizes/ types, along with experience, education, compensation, and expectations and sales goals for various marketing related job roles. ❚ ❚ Proposals and sales. A full breakdown of proposal actives and hit rates by firm type, size, location, and other factors. ❚ ❚ Marketing systems. Data on the prevalence of various marketing systems and data relating to their use. ❚ ❚ Promotion. See what most firms in the industry are doing to promote themselves, along with a full report on statistics of what is working and what is not working. ❚ ❚ Marketing expenditures. Data on marketing related expenses including actual figures from the previous year and budgeting for the future. ❚ ❚ Strategies. Data on the use and effectiveness of a variety of marketing approaches. ❚ ❚ Challenges. Data on what respondents feel have been marketing challenges and victories for their firms over the past year. Visit bit.ly/2M1e88a to learn more.

KYLE AHERN, from page 3

While we need to acknowledge the talent and accomplishments of individuals and teams, we also have to celebrate the industry’s overall growth. Revenue and employee counts are on the rise, and we should be quick to let people know. Growth demonstrates that AEC firms are helping to improve peoples’ lives by giving them more opportunities for great jobs. This is incredibly important and is something we should be sharing with the rest of the world. A lot of this boils down to marketing and how we are not effectively doing it for ourselves. Historically, the AEC industry has underinvested in marketing, and by a large degree. Marketing is seen as overhead rather than an investment, a fact that’s amply born out in Zweig Group’s 2018 Marketing Survey . Twenty-three percent of firms don’t send out a single press release. Forty-four percent don’t even publish newsletters. How is anyone – including engineers, architects, and consultants – supposed to know about our success if we are not saying anything

THE ZWEIG LETTER October 15, 2018, ISSUE 1268

O P I N I O N

Tricky but essential

Innovation demands that we think, struggle, act, and sometimes fail. A tough slog, but it has to be done.

I t’s a balancing act to fit innovation into the daily practice of the AEC industry. Whether working for public or private clients, or in any of a variety of markets, consultants navigate a maze of twists and turns on our projects.

As AEC firm leaders, we juggle many business and human interests that demand our attention. It can feel difficult to fit anything more into your day. However, we must adapt and innovate, especially when faced with internal pressures and accelerating external change. Think artificial intelligence, blockchain, autonomous vehicles, smart sensors, extreme climates, war for talent, workplace flexibility – the list goes on and on. Major change can happen slowly or all at once. Sometimes, change creeps in surreptitiously and blossoms before we know it. I believe in the long-term sustainability of our company. A core value at Mead & Hunt is to continue our tradition of passing employee ownership to the next generation. That entails imbedding innovation into the culture of our firm, so we can thrive in the face of continued change. Big infrastructure and building challenges are not going away. On the contrary, they will continue to multiply. The ever-changing nature of our

industry and our world demands leadership and innovation. Mead & Hunt defines innovation as any improvement or significant contribution to a product, process, or service. Simply put, innovation is doing new things or finding new ways to create value for our employees and our customers. Mead & Hunt is an innovative company. We could not have survived and thrived for well over a century otherwise. We adopted a Strategic Plan for Innovation in 2015. In this plan, we forecast that “innovation will continue to add strength to competitive advantage, energy to creative thinking, and increased value to clients as Mead & Hunt journeys deep into its second century of success.” Our strategic plan recognizes that the implementation of innovative ideas is the key to

Amy Squitieri GUEST SPEAKER

See AMY SQUITIERI, page 8

THE ZWEIG LETTER October 15, 2018, ISSUE 1268

P R O F I L E

Sam Schwartz Consulting, LLC was hired by the Port Authority of New York & New Jersey to find ways to help relieve congestion at LaGuardia airport as it undergoes an $8 billion renovation.

Conference call: Sam Schwartz CEO and founder of Sam Schwartz Consulting, LLC (Hot Firm #67 for 2018), a 130-person transportation planning firm based in New York City.

By LIISA ANDREASSEN Correspondent

“O wnership transitions, especially from found- ers to the next generation, are quite person- al,” Schwartz says. “It’s never too early or too late to start thinking of the future company leaders as the founders’ investment and influence wanes.” A CONVERSATION WITH SAM SCHWARTZ. The Zweig Letter: There are A/E leaders who say profit centers create corrosive internal competi- tion for firm resources. What’s your opinion on profit centers? Sam Schwartz: There’s always the possibility of profit center structures resulting in unhealthy competition and undermining teamwork affect- ing the health of an organization. We struggle with this, but find by making the overall company per- formance the number one goal and fully sharing credit when offices assist each other, even to the detriment of their bottom line. We need not sac- rifice teamwork or company achievements. We use the basketball metaphor – we don’t just count shots made, but how many assists each player makes. TZL: What’s your policy on sharing the firm’s

financials with your staff? Weekly, monthly, quarterly, annually? And how far down into the org chart is financial information shared? SS: We share general company financials with all staff monthly. We also have monthly executive meetings where we do a deeper dive into the fi- nancials. Quarterly, we meet with a wider group of company leaders to give them the full picture. TZL: The talent war in the A/E industry is here. What steps do you take to create the leadership pipeline needed to retain your top people and not lose them to other firms? “This year has brought some turnover. Fortunately, we have a strong ‘bench,’ so that we haven’t lost a beat going forward. We’ve found that this movement works both ways. As we post top positions, higher quality people are applying.”

Sam Schwartz, CEO & Founder, Sam Schwartz Consulting, LLC

THE ZWEIG LETTER Octo

SS: In the 23-year history of the com- pany we haven’t seen much turnover with our top personnel. That said, this year has brought some turnover. For- tunately, we have a strong “bench” (again the basketball metaphor), so that we haven’t lost a beat going for- ward. We’ve found that this move- ment works both ways. As we post top positions, higher quality people are applying. “We’re always looking for people who can do it all: bring in work, be billable themselves, and manage others. We will always find a place for these people.” TZL: As you look for talent, what po- sition do you most need to fill in the coming year and why? SS: We’re always looking for people who can do it all: bring in work, be bill- able themselves, and manage others. We will always find a place for these people. At the moment, we’re looking to fill several senior level positions for rail, NYC, and special projects. At all times, it seems, we need transporta- tion planners and engineers at entry level to five to 10 years’ experience. TZL: While plenty of firms have an ownership transition plan in place, many do not. What’s your advice for firms that have not taken steps to identify and empower the next gen- eration of owners? SS: We are in the midst of an own- ership transition. As the company’s founder I have, for several years now, been selling stock to employees at a reduced cost while allowing for an in- vestor to purchase shares, too. Own- ership transitions, especially from founders to the next generation, are quite personal. It’s never too early or too late to start thinking of the future company leaders as the founders’ in- vestment and influence wanes. TZL: Zweig Group research shows there has been a shift in business development strategies. More and more, technical staff, not marketing staff, are responsible for BD. What’s the BD formula in your firm? SS: Mostly, we are doer/sellers, but we have several individuals who have

brought us into new arenas. We are encouraging them by letting them do what they do best – sell and do. When it comes to successful sellers we go by the doctor’s oath, “Do no harm.” We don’t fix what isn’t broken. Our sellers are backed by a solid proposal group. TZL: Diversifying the portfolio is never a bad thing. What are the most recent steps you’ve taken to broaden your revenue streams? SS: Diversity is our theme for the year and it’s a double-entendre. We’re working hard at being more inclusive in our hiring and promotion strategies for minorities and women. We’re also adding services to our portfolio and widening our geographic reach. TZL: What are your thoughts on M&A versus organic growth? What’s been the model at your firm? Why? SS: We’ve had success and problems with both models. We’ve acquired a couple of firms and it took a while, but it’s paying off. We started a few one- person offices in new cities with mixed results, having had to close a couple. Our bread and butter work, transpor- tation planning and engineering, has grown terrifically and organically. TZL: In the next couple of years, what A/E segments will heat up, and which ones will cool down? SS: The world-wide excitement and massive investments from 30 years ago was about moving money around. Twenty years ago it switched to mov- ing information around. Today, and for the next two to three decades, it will be about moving people around. The amount of investment in autono- mous vehicles will trip the trillion-dol- lar mark in a few years. By mid-centu- ry (just 30 years away), the AV indus- try will be worth $7 trillion to $10 tril- lion. We are taking a leadership role in this revolution and are offering con- sulting services to the public and pri- vate sector. My next book, No One at the Wheel: Driverless Cars and the Road of the Future , to be released in the fall, will spell this out. TZL: What’s your prediction for 2018? SS: A good year, but with a high degree of uncertainty due to the political cli- mate.

YEAR FOUNDED: 1995 HEADQUARTERS: New York City

SAM SCHWARTZ: He writes a traffic column for The New York Daily News and the NY Downtown Express . OFFICES: Nine offices in the U.S.: New York, Illinois, California, Washington D.C., Florida, New Jersey; and one in Barcelona, Spain. NUMBER OF EMPLOYEES: 130 SERVICES: ❚ ❚ Traffic engineering ❚ ❚ Transportation planning ❚ ❚ Active transportation planning ❚ ❚ Transportation demand management ❚ ❚ Parking management ❚ ❚ Urban planning and design ❚ ❚ Transit and rail services ❚ ❚ City strategies ❚ ❚ New mobility ❚ ❚ Environmental and land use planning ❚ ❚ Public involvement ❚ ❚ Construction engineering and inspection ❚ ❚ Traffic safety and research ❚ ❚ Civil design ❚ ❚ Pedestrian and traffic management ❚ ❚ Stadiums, arenas, and special events CORE VALUES: ❚ ❚ Ingenuity. Brilliant in design, clear on message, visionary in expression. ❚ ❚ Accessibility. Responsive to clients. Responsible solutions for all users. ❚ ❚ Integrity. Honest in business and in the service they provide. COMPANY CULTURE: A company driven by an entrepreneurial spirit, the pace is quick and teamwork is key. Employees at all levels are empowered to make decisions and contributions that impact the company’s success.

ober 15, 2018, ISSUE 1268

ON THE MOVE BURNS & MCDONNELL HIRES INDUSTRY LEADER TO EXPAND ARCHITECTURE SERVICES IN TEXAS Bryan Floth joins Burns & McDonnell in Texas to help grow the firm’s architecture capabilities and lead integrated design-build projects. Throughout his nearly three-decade career, Floth has partnered with clients to design and implement complex higher education, commercial, industrial, institutional, and mission-critical facilities across the U.S. “Bryan never backs down from a challenge and relentlessly pursues excellence and innovation,” says Scott Clark, vice president

and general manager for the firm’s offices in Dallas and Fort Worth, Texas, and Raleigh, North Carolina. “His strong background in architectural design and programmanagement further bolsters our ability to provide full- service, efficient solutions to our clients.” Floth has broad experience in master planning, consulting, program management, construction administration, and architectural design. He specializes in planning and managing large, complex, multimillion-dollar renovation, and ground-up projects.

“Throughout my career, I’ve been fortunate to work in various capacities on complex projects, giving me a deep understanding of how to make a project efficient, seamless, and flexible,” Floth says. “I’m looking forward to ingraining myself in the design-build process and working with a diverse group of professionals at Burns & McDonnell to tackle our clients’ biggest challenges.” Burns & McDonnell is a family of companies made up of more than 6,000 professionals with offices across the country and throughout the world.

AMY SQUITIERI, from page 5

process. Our “innovation form” requires only a short descrip- tion of the idea, purpose statement, identification of uses, and desired outcome. Employees can receive 80 hours of time and up to $10,000 of equipment and materials to test an idea. The Innovation Team, comprised of a volunteer, cross-disci- plinary team of coworkers, approves the request. ❚ ❚ Budget for R&D. Set aside dollars in the company’s annual budget to fuel innovation, above and beyond typical develop- ments. At Mead & Hunt, our Innovation Team asks for and receives about $200,000 per year. This is a modest investment for a significant long-term impact. ❚ ❚ Attract new and more varied talent. Most millennials seek diversity and inclusiveness when deciding to join a company. Research has found that companies that encourage reten- tion and promotion across the race, sexual orientation, and gender spectrum are more innovative. The more viewpoints and backgrounds considering a problem, the more varied and creative the solutions. Diversity is essential to overcoming the complex business challenges that AEC leaders face. ❚ ❚ Set a clear vision. Mead & Hunt will continually strive to increase our competitive advantage. This will be driven by in- novation. We will proactively adapt to market demands and technological advances. We must adapt to emerging technolo- gies and external forces with innovative operational initia- tives that improve current functions and project delivery. ❚ ❚ Share information broadly. An important tool for commu- nication at Mead & Hunt is the Innovation Lab on our in- tranet. The Innovation Team collaborates with corporate com- munication staff to deliver regular messaging about company advances in innovation through various media. Our annual training conferences highlight news and updates about com- pany innovation. The Project Managers’ Conference focuses on operational innovation and grant opportunities; the Tech Expo focuses on emerging technologies and case studies. The challenges we face require us to think, struggle, act, and sometimes fail. Founded in 1900, Mead & Hunt remains strong today because we live the principle that we are never satisfied and must continuously improve. Innovation is vital to the survival of not only our firms, but our communities as well. We will continue to strive for new and better ways to achieve our goals and meet the needs of our clients and communities. AMY SQUITIERI is vice president and group leader for Environment and Infrastructure. As an elected member of Mead & Hunt’s board of directors, she provides strategic and policy guidance to help our century-old consulting practice grow and thrive. She can be reached at amy.squitieri@meadhunt.com.

our success. However, implementation is widely recognized as the most difficult step in innovation. Companies can utilize various processes – such as agile, design thinking, LEAN – to help mitigate this challenge. The driving force behind implementing innovation at Mead & Hunt is our “Innovation Project” program, which is led by a diverse and multidisciplinary team. Through this program, employees have received funding and time through grant support for innovative projects. They include UAS/UAV (drones), 3D imaging and modeling, better ways to locate utilities, advanced camera technologies, and climate change adaptation. From our newest hires to our most seasoned professionals, Mead & Hunt employees are creating and innovating in ways that help our clients and sustain our future. “Our strategic plan recognizes that the implementation of innovative ideas is the key to our success. However, implementation is widely recognized as the most difficult step in innovation.” We face numerous hurdles to remain innovative. Market pressures and time constraints can push innovation to the back burner. It can be difficult to get individuals within a large firm to speak up and share ideas. So, how can we circumvent these challenges? There are implementable actions we can take that help create and maintain an innovative corporate environment: ❚ ❚ Make it safe. Establish a culture in which all employees feel free to contribute ideas. Mead & Hunt’s strategic plan states: “Company-wide communication and technological improve- ments will have transparency, and every individual with an idea or passion for improvement has the opportunity to con- tribute.” ❚ ❚ Find a way to win. Early, publicized success will yield posi- tive attention for innovation. Mead & Hunt’s effort was launched with pilot programs that advanced new techno- logical initiatives within an 80-hour budget. The successful completion of these projects demonstrated the benefit and validated future projects. ❚ ❚ Make it simple. Remove barriers that stem from a complex

THE ZWEIG LETTER October 15, 2018, ISSUE 1268

O P I N I O N

Time for a change

T he Siben Consult, LLC, had a great run – almost 14 years. Being “on my own” gave me some freedoms. Transitioning from self-employment to an established firm created its share of challenges, but blue skies are on the horizon.

Some of those freedoms included: ❚ ❚ Within RFQ/RFP or client-imposed deadlines, I con- trolled my life. ❚ ❚ If I wanted to see a movie after lunch and work through the evening, nothing prevented me – except those previously mentioned deadlines. ❚ ❚ If I didn’t want to work more hours, or if I didn’t want to work for/with a specific client, I could turn an assignment down. However, there were some things being “on my own” did not give me: ❚ ❚ Working from a home office restricted opportunities to interact with others during the workday, unless I took my computer to the library or a coffee shop. ❚ ❚ There was no guarantee of work every week, or that a client would pay quickly, so paydays and amounts were “iffy.” ❚ ❚ Regardless of whether funds came from a company or a personal checking account, I could only have the health insurance I could personally afford.

Over the last two years, I had been looking for a position with another firm. I wanted to eliminate the uncertainties of self-employment, and to work in an office with other people. I finally found that opportunity this summer with Chaparral Professional Land Surveying, Inc. “I wanted to eliminate the uncertainties of self-employment, and to work in an office with other people. I finally found that opportunity this summer with Chaparral Professional Land Surveying, Inc.” I was so ready to close down The Siben Consult, LLC and move on, that there was no trauma. I posted on The Siben Consult’s Facebook and

Bernie Siben THE FAST LANE

See BERNIE SIBEN, page 12

THE ZWEIG LETTER October 15, 2018, ISSUE 1268

This is an exclusive event for top leaders to discuss the highest level issues facing CEOs and the C-suite of today’s AEC rm. This two-day event includes educational and networking sessions in an upscale setting, and is part of Zweig Group’s new Experience Education series. The November 7-9 event will explore the roots of Kentucky bourbon and how these family owned distilleries have grown to serve a worldwide boom while maintaining the culture and character of their businesses. Bourbon lovers or just lovers of the outdoors will enjoy the trip as we travel the Kentucky countryside to some of the most well known distilleries. During our tour of these historic and architectural sites, we will learn the roots of businesses, how these organizations have scaled operations to meet worldwide demand, and how their marketing, sales, and management strategies have built strong brands and rich cultures. We will couple this experience and knowledge with the most pressing issues and ideas in AEC rms today. With attendees in control of the subject matter, we will conduct roundtable discussions on a variety of topics that will hit right at the heart of what is needed to eect change in your organization. The program is led by industry experts with extensive experience working with and leading AEC rms. The two-day agenda covers areas of discussion determined by those in attendance. It’s presented in a guided discussion format to encourage discussion among all attendees. CEO ROUNDTABLE BOURBON EXPERIENCE November 7-9 Louisville, KY

Follow the link for more details, the agenda, information on the presenters, and venue. zweiggroup.com/seminars/ceo-roundtable/

THE ZWEIG LETTER October 15, 2018, ISSUE 1268

O P I N I O N

Moving mountains

Today’s AEC industry is experiencing significant growth, demanding that our leaders evolve and communicate far beyond the check-the-box approach.

H ave you ever asked yourself, “What the heck is real leadership?” This is the question that prompted our mid-sized, Orlando-based firm to investigate and find a few answers. Starting with the premise that we had no idea what leadership was allowed us to look at this topic free of general bias. We strategically selected team members across the company with differing backgrounds, ages, character profiles, and skill sets to dive in and own it.

Donald Miller GUEST SPEAKER

1) Communicating with people is much different than communicating to contractors via the development of construction documents. 2) Accountability plays a significant role in moving onto the next step. We can talk about accountability another “All of us have a desire to be liked, cared for, and respected. And all of it starts with communication, and bringing our ‘whole self’ to work each day.”

Our initial road map looked like the following: 1) Identify the need 2) Research 3) Find the experts 4) Get them trained 5) Implement 6) Repeat to ensure 360-degree reviews and check- backs at each stage During our process, many of the companies we read about and talked with struggled with two common issues in understanding the needs of their company:

See DONALD MILLER, page 12

THE ZWEIG LETTER October 15, 2018, ISSUE 1268

BERNIE SIBEN, from page 9

and no coherent filing system for marketing information. On the other hand, this is one of my specialty areas – helping a firm create a system that allows for easy storage in the right place, easy location of information when needed, easy update of information when appropriate, and an easy way to guarantee that updates get into the system. “What more could I ask of a new situation? If you ever change jobs, find your niche as soon as you can, get into the groove, and embrace your new team and the work in front of you.” In the meantime, I am getting to interact with more and more people every day – they stop to say hello now that they know where my space is, or I run into them in the kitchen. And I had the IT person give me an office map with peoples’ names so I could find anyone I need. So far, it has been a great first two weeks. ❚ ❚ I don’t regret closing my firm. ❚ ❚ I don’t regret accepting this position. ❚ ❚ I have very positive feelings about moving forward. What more could I ask of a new situation? If you ever change jobs, find your niche as soon as you can, get into the groove, and embrace your new team and the work in front of you. BERNIE SIBEN, CPSM, is director of marketing and business development at Chaparral Professional Land Surveying, Inc., in Austin, Texas. He can be reached at 512.443.1724 or by email at bernie@ chapsurvey.com. Dale Carnegie once wrote, “Be more concerned with your character than with your reputation, for your character is what you are, while your reputation is merely what others think you are.” He was right, of course, and his sage quote is applicable to our industry. One’s ability to express an idea or hear another’s perspective is our most powerful tool in the leadership arsenal – as long as it’s not motivated by personal gain or the demands of maintaining one’s reputation. This skill, which to me is the equivalent of E=MC 2 , can move mountains and positively affect the bottom line for any firm. To combat the epidemic of poor communication, I have been on a personal mission to find out all I can, from Paul Ekman’s non-verbal coursework, reading countless books on communicating, and investing an inordinate amount of time watching numerous communication-related blogs and TED Talks. Personally, I started to see a common theme – place your ego in the back seat and start talking to people. To be successful at this, you must accept their quirks and, above all, be authentic. All of us have a desire to be liked, cared for, and respected. And all of it starts with communication, and bringing our “whole self” to work each day. DONALD MILLER is director of project management at Cuhaci & Peterson. He can be reached at donald.miller@c-p.com.

LinkedIn pages that I was both sad and happy to announce the change. On July 30, I started my new position, giving the firm its first full-time, designated marketing person. I’m also filling a niche for consulting on strategic issues as someone with extensive experience with a variety of small and large AEC firms. After dealing with all the paperwork a new position entails, I spent some time with the person who saw to the firm’s IT needs. He told me that there had not been one designated place in the network for marketing folders and/or files, and showed me all the places where information might be found. I spent the rest of that first week either looking for any marketing-related folders I could find on multiple drives and making notes about locations, or providing “new guy” insights on a variety of the firm’s strategic issues. The second week started with more searching for marketing-related files, and more strategic discussions. Toward the middle of the week, I actually started moving and reading the files in the folders I had located. I discovered that one very senior person had no resume other than a LinkedIn profile, and that every other resume was in a different format. I found a bunch of project descriptions, with many duplicated or containing conflicting information. And there was little rhyme or reason to the way things were titled or grouped in the computer system. I was appalled and delighted. On the one hand, the company is more than 20 years old, and I wondered how it had achieved the growth it had with little actual marketing

DONALD MILLER, from page 11

day. For now, let’s take a deeper look at issue No. 1, communication. In many firms, regardless of the industry, communicating has always been a key component to accomplishing goals, up and down the organization. The common thread that we seem to forget is that it’s not about the business lines we sell or even the quality in which we deliver them. It’s about the people. In the AEC business, we find ourselves struggling to meet client expectations that are many times not clearly known. We have difficulty developing concepts with teams that self-limit their own creativity due to self-negotiating what they believe is wanted by the client, and delivering against unreasonable deadlines that stifle critical thought. We as an industry have somehow fallen into selling time instead of being that truly trusted advisor. “I started to see a common theme – place your ego in the back seat and start talking to people. To be successful at this, you must accept their quirks and, above all, be authentic.”

THE ZWEIG LETTER October 15, 2018, ISSUE 1268

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