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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

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