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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 M a y 1 4 , 2 0 1 8 , I s s u e 1 2 4 8

Men and women: CFO salaries

Don’t forget about the other people in your firm

When Zweig Group researchers looked at recent data from the 2018 Financial Performance Survey , they found something of great interest. While men and women financial directors achieved the same profit margins – 15 percent – the average base salary for men was $160,000, compared to an average base of $95,000 for women . OPEN FOR PARTICIPATION zweiggroup.com/survey-participation/ F I R M I N D E X Alvin Holm A.I.A. Architects...................12 BIG RED DOG. .....................................10 G2 Consulting.........................................6 Latitude 33 Planning & Engineering.......10 Michael Baker International. ....................8 OJB Landscape Architecture. .................4 Pennoni. .................................................2 TLC Engineering for Architecture, Inc......2 Westwood Professional Services...........12

Y ou know, the A/E and environmental consulting business has always been driven by the technical and design professionals who do all the billable work. These are the people who toil away on client projects that bring in the revenue. Without them doing their billable work we would be out of business. It’s easy (relatively so), to tell what these people do based on their utilization rate and/or total hours billed to jobs over any period of time. Also crucial to our success are those who sell the work that our line professionals can bill our clients for. Without them selling work, we’d have nothing to do and no source of income. These people are obviously important to us. We can tell what they do as individuals or in concert with others when it comes to tracking the work they sell – with either a new or existing client. Undeniably, the people who sell work are so important to our firms that we want to be sure to give them the recognition and appreciation that they deserve. But what about the other people who work in your firm? The ones who answer the phone. The ones who fix our computers. The ones who grind out the proposals, chase clients down for money they owe us, do our non- billable graphic design, run to the print shop, maintain our website, and pay our bills? Don’t they also deserve to be rewarded and acknowledged for a job well-done?

“Lots of public praise and good pay may be your two best tactics to help keep these ‘other’ people

Mark Zweig

around and motivated.”

MORE COLUMNS xz GUEST SPEAKER: Office tribalism Page 3 xz GUEST SPEAKER: Just win tomorrow, baby Page 9 xz GUEST SPEAKER: Asking questions Page 11

Conference call: Mark Smolinski See MARK ZWEIG, 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 / P & E N V I R O N M E N TA L C O N S U L T I N G F I R M S

ON THE MOVE PENNONI APPOINTSWATER/WASTEWATER DIRECTOR Pennoni has hired Thomas Frederick, PE, to serve as the firm’s director of water/wastewater practice and promoted him to associate vice president. Frederick, who most recently served as deputy general manager for a public water utility organization, will lead Pennoni’s vision and strategy for water/wastewater services. Frederick’s focus will be to implement business development initiatives, deliver quality projects timely and efficiently, and continue to develop the firm’s existing strategic relationships. In line with the firm’s “Smart City” initiative, Frederick will integrate other Pennoni services that are changing the water/wastewater sector such as energy, sensor technology, and asset management. Based in Virginia Beach, Frederick will have a strong impact on projects and water/wastewater business development efforts up and down the East Coast. Frederick has been a leader in the water industry for more than 35 years and has served in a variety of roles in his career, including the chief executive and spokesperson for a regional wholesale authority in central Virginia. Among his many accomplishments is the high- level leadership oversight and strategic direction for LoudounWater’s operations andmaintenance and engineering divisions, and Potomac Water Supply Program. The 265-employee water utility serves approximately 220,000 people in one of the five fastest-growing counties in the nation, in the Greater Washington, D.C., area. Joseph Viscuso, Pennoni’s senior vice president and director of strategic growth, says, “We are delighted to welcome Frederick to join the Pennoni team as the lead for our water/ wastewater group. We have a proud history of projects and a great internal team of talented design engineers in this sector.” TLC BOARD OF DIRECTORS NAMES NEW SHAREHOLDERS TLC Engineering for Architecture, Inc. ’s board of directors announced five new shareholders, recognizing their positive impacts, commitments, and

Take your advice from Mark Zweig to-go.

meaningful contributions to TLC projects, clients and staff. The new shareholders include: ❚ ❚ Dalia Wright is a 2007 electrical engineering graduate of the University of Central Florida. As a senior electrical project engineer in TLC’s healthcare practice, she has been responsible for numerous projects, including Tradition Medical Center, multiple projects at Baptist Health South Florida, and Nemours Children’s Hospital. ❚ ❚ Michael Steward is a senior electrical engineer in TLC’s Healthcare practice and a graduate of the University of Florida in 2002. Steward joined TLC in 2017 with extensive experience. Steward has been involved in TLC healthcare projects in South Florida, predominantly at Baptist Health and Mt. Sinai Medical Center. ❚ ❚ Jim Peterkin is a 1985 graduate of Drexel University and a senior life safety consultant and fire protection engineer for TLC. Peterkin joined TLC in 2012 and provides support across the firm on a variety of building types including federal, healthcare and educational projects. ❚ ❚ R. Cole Parkinson joined TLC in 2015 and is based in the firm’s Jacksonville office. He is a 2005 graduate of Algonquin College, Ottawa, Canada, in electrical engineering. Parkinson is involved with projects as diverse as the Brightline train stations, Baptist MD Anderson Cancer Center, and technology projects for the Fulton County Public Library System. ❚ ❚ E. Neal Boothe joined TLC in 2016 as a senior electrical engineer in the firm’s healthcare practice. A 1994 graduate of the Georgia Institute of Technology, Boothe is working with a variety of healthcare providers in Florida. TLC is among the nation’s largest consulting engineering firms, providing engineering and energy services across the U.S. and around the world. Headquartered in Orlando, TLC has offices across Florida, Tennessee, Texas, Louisiana and Pennsylvania.

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1200 North College Ave. Fayetteville, AR 72703 Mark Zweig | Publisher mzweig@zweiggroup.com Richard Massey | Managing Editor rmassey@zweiggroup.com Christina Zweig | Contributing Editor christinaz@zweiggroup.com Sara Parkman | Editor and Designer sparkman@zweiggroup.com Liisa Andreassen | Correspondent landreassen@zweiggroup.com

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MARK ZWEIG, from page 1

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.

Of course they do!

And here’s a little secret. If you treat these people like second-class citizens, they will treat neither your clients nor their fellow employees very well. On top of that, the good ones won’t stick around. Taking these people for granted is a big problem in the A/E biz. And “Employee of the Month” programs are NOT the answer. The rewards have to be substantive and meaningful, and the accolades sincere, or you won’t be accomplishing anything. Lots of public praise and good pay may be your two best tactics to help keep these “other” people around and motivated. I’d be interested to hear if our readers have any other ideas they’d recommend to help out with this issue! Give me your thoughts. MARK ZWEIG is Zweig Group’s chairman and founder. Contact him at mzweig@zweiggroup.com.

THE ZWEIG LETTER May 14, 2018, ISSUE 1248

O P I N I O N

Office tribalism

Tribes provide compelling places for support, validation, and direction, but tribalism cannot be allowed to thwart a firm’s success.

I chose psychology as a major in college because I thought it would help me understand the confusing world of human behavior and, to be honest, myself. What I failed to realize was that before studying the cool stuff like schizophrenia, multiple personalities, and manic depression, I first had to spend endless hours in laboratories observing rats and tachistoscopes. To alleviate the boredom of lab life, I added a major in cultural anthropology. Little did I realize its eventual relevance to decoding the modern business world.

Julie Benezet GUEST SPEAKER

with a professional services firm. The firm had two offices, several practice groups, and many men and women professionals. While relations among the professionals were usually cordial, the cordiality had broken down, and business was suffering. In “Tribes operate as communities linked by social, economic, religious, or blood ties, and a common culture.”

Anthropology introduced me to the world of tribes. I studied a wide diversity of them, including the Arapesh in Samoa, the Babemba in Africa, and the street corner life of Tally’s Corner in Washington, D.C. Tribes operate as communities linked by social, economic, religious, or blood ties, and a common culture. They bind people together based on perceived common traits and a deep loyalty that can favor tribal affinity over questioning group assumptions. TRIBALISM IN TODAY’S BUSINESS LIFE. Tribalism is much in the news these days, appearing in politics and business. I recently encountered it when working

See JULIE BENEZET, page 4

THE ZWEIG LETTER May 14, 2018, ISSUE 1248

ON THE MOVE TARA GREEN TO JOIN OJB LANDSCAPE ARCHITECTURE AS PRINCIPAL OF PROGRAM DEVELOPMENT Tara Green is stepping down from her role as president of Dallas’ Klyde Warren Park to join OJB Landscape Architecture as the firm’s new principal of program development. Green has been the park’s president for the last five years and has turned Klyde Warren Park into a world- class model for successful public-private partnerships. Green will be leading OJB’s new office in Dallas and will focus on developing the firm’s park planning and programming initiatives. “We are very pleased to have Tara join our firm,” said James Burnett, FASLA, OJB founder and president. “She has a proven track record and exceptional experience in leading one of the most successful urban

parks in the world. She will play a big role in the planning and programming of OJB’s park projects as we look to support our clients in their desire to activate and create sustainable business plans. She is an expert in her field and understands firsthand how to create a successful park that stays true to the design and generates the revenue needed to maintain the park at a high level.” Prior to joining Klyde Warren Park, Green served as the chief operating officer for the North Texas Super Bowl XLV Host Committee, chief revenue officer for American Airlines Center, and vice president of sports marketing for the Dallas Convention and Visitors Bureau. Her expertise in public relations, event management, and fundraising makes her the perfect fit for the new role. Green’s role will include consulting clients on project financing

strategies, park management, operations, and open space programming. “I am thrilled to be joining this world-class firm. I have seen firsthand how talented and insightful the team at OJB are. Their design of Klyde Warren Park has allowed it to thrive in the five years since it opened. This new opportunity will allow me to combine my knowledge and experience with their amazing designs to create new urban parks and campus projects around the country,” said Green. OJB will be opening its Dallas office in June, the firm’s fourth office in the US and second in Texas. The firm currently employs 65 professionals in Houston, San Diego, and Boston and has commissions throughout the country.

JULIE BENEZET, from page 3

Research on tribalism suggests that the more people know about each other, the more tribal boundaries melt. Pushing through discomfort to understand people changes perceptions and promotes connections. OVERCOMING TRIBALISM. Here are four steps toward resisting the pull of tribalism and advancing the business: 1)Call tribalism by name. Recognize that blaming problems on group identity can miss the point. It gives the illusion of being in control of matters by labeling rather than addressing the problem. Direct your energy toward surfacing core causes, however difficult to face. 2)Enter the discomfort zone. Find the courage to learn about others without prejudgment or bias. Ask open-ended ques- tions. Instead of hearing what you want to hear, hear what is actually being said. A male colleague receiving credit for win- ning a client may not mean the firm favors men over women, but, rather, recognition for the groundwork he laid prior to the meeting. 3)Confront conflict avoidance. People commonly pretend they have things “handled,” when in fact they want to avoid the discomfort of not knowing how the other party will react. Telling a colleague that you excluded him from a pitch due to his overbearing communication style might cause hurt feel- ings, but it opens the door to helping him improve. 4)Build a code of conduct. Agree on your organization’s rules for communication, inclusion, and leveraging of its talent based on common goals that advance the business, not the tribe. Shift your focus from who gets credit to how you can work together to win over the client. Tribes provide compelling places for support, validation, and direction. While these attributes are understandably attractive, when tribal loyalty thwarts the success of the broader organization, it behooves everyone to look beyond tribal borders. JULIE BENEZET spent 25 years in law and business, and for the past 16 years has coached and consulted with executives from virtually every industry. She earned her stripes for leading in the discomfort and excitement of the new as Amazon’s first global real estate executive. She is an award-winning author of The Journey of Not Knowing: How 21st Century Leaders Can Chart a Course Where There Is None . She can be reached at julie@juliebenezet.com.

my interviews of affected firm members, I heard such com- plaints as: 1) Why did senior leadership credit a man for winning a new cli- ent when the women actually made the pitch? 2) Why was our office not included in business development events with clients belonging to both offices? 3) Why did one practice group not invite another practice group to pitch a prospective client who would have been interested in both practices? When I asked them what they thought caused these issues, virtually everyone said, “Rivalries between the two offices, men and women, and two practice groups.” In other words, tribalism. “Tribes provide compelling places for support, validation, and direction. While these attributes are understandably attractive, when tribal loyalty thwarts the success of the broader organization, it behooves everyone to look beyond tribal borders.” Allying with a tribe can provide the instant emotional comfort that comes with tribal loyalty. It also avoids confronting stickier issues that do not lend themselves to tidy conclusions. Unearthing the root causes of friction can lead to awkward conversations where what is said might not be believed or appreciated. For example, the reason a practice group leader was excluded from a pitch may be so innocuous as someone misread his calendar and thought he was out of town. Alternatively, it might be because the last time he attended a pitch, he talked too much and turned off the client.

THE ZWEIG LETTER May 14, 2018, ISSUE 1248

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THE ZWEIG LETTER May 14, 2018, ISSUE 1248

P R O F I L E

Ann Arbor Wastewater Treatment Plant

Conference call: Mark Smolinski Principal at G2 Consulting (Hot Firm #67 for 2016), a 75-person geotechnical, geo- environmental, and construction engineering firm based in Troy, Michigan.

By LIISA ANDREASSEN Correspondent

“A s long as the clients are pleased and the reve- nues and profits are good, we don’t watch the

MS: In Michigan during the Great Recession, many talented young engineers either left the region or the industry. As a result, we’re seek- ing geotechnical engineers with five to 10 years’ experience. “G2 provides opportunity for key people to pursue the projects they wish to work on and provides them the people and tools needed to succeed.” 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 generation of owners? MS: Ownership transition is a long process that

clock of our staff,” Smolinski says. A CONVERSATION WITH MARK SMOLINSKI.

The Zweig Letter: The talent war in the A/E in- dustry 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? Mark Smolinski: First and foremost is the firm’s culture. G2 provides opportunity for key people to pursue the projects they wish to work on and pro- vides them the people and tools needed to succeed. Additionally, a great benefits package, strong bo- nus system, and potential for ownership are impor- tant pieces for retention. TZL: As you look for talent, what position do you most need to fill in the coming year and why?

Mark Smolin- ski, Principal, G2 Consulting

THE ZWEIG LETTER Ma

how do you get them back out on the road, so to speak? MS: This is a good question. Our theme for this year is “Collaboration.” We believe working together more ef- fectively with better communication is essential. Sharing and mentoring of staff are two pieces of the puzzle. Through mentoring and training we hope to develop a deeper bench for the firm. As for crashing, our aim is to pre- vent that from happening. Part of the firm’s culture has always been “family first.” As long as the clients are pleased and the revenues and profits are good, we don’t watch the clock of our staff. Many key people work from home when necessary. TZL: In the next couple of years, what A/E segments will heat up, and which ones will cool down? MS: In our geographic regions and our market sectors, we expect mixed-use, energy, and the research and design for autonomous vehicles to remain strong. Additionally, infrastructure will remain an ongoing concern. TZL: With overhead rates declining over the last five years and utiliza- tion rates slowly climbing back up to pre-recession levels, how do you deal with time management policies for your project teams? Is it different for different client? MS: G2’s philosophy will remain the same for all staff and clients – exceed the clients’ expectations and “fami- ly first.” It’s definitely a balancing act, but one we remain successful at imple- menting. TZL: Measuring the effectiveness of marketing is difficult to do us- ing hard metrics for ROI. How do you evaluate the success/failure of your firm’s marketing efforts when opportunities provided by the relationships and offering great solutions to their problems has been most effective.” “Relationships between our people and our clients are key. Finding the

requires planning over a period ex- tending up to a decade. Start early and engage the firm’s future leaders. TZL: Monthly happy hours and dog friendly offices. What do today’s CEOs need to know about today’s workforce? MS: Millennials are hard workers and desire to learn and collaborate. G2 has initiated a recognition program that allows all employees to reward staff that act and contribute in sync with the firm’s core values. Rewards are as simple as coffee with the boss to dona- tions to our favorite charities. “We believe working together more effectively with better communication is essential. Sharing and mentoring of staff are two pieces of the puzzle.” 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? MS: Each year our project managers develop a business plan with approxi- mately three specific goals. Many goals are geared toward business develop- ment and client maintenance. They work closely with our marketing staff to affirm those goals and make sure they have the appropriate tools to suc- ceed. TZL: Diversifying the portfolio is never a bad thing. What are the most recent steps you’ve taken to broaden your revenue streams? MS: G2 has initiated new areas of ex- pertise that we believe provides us with opportunities to generate addi- tional revenue with existing clients and also give us entry to new market sectors. One example is using drone technology in a variety of applica- tions. From initial site investigations to maintenance inspections, the po- tential is endless. TZL: The list of responsibilities for project managers is seemingly end- less. How do you keep your PMs from burning out? And if they crash,

YEAR FOUNDED: 1994 HEADQUARTERS: Troy, MI OFFICES: 3 offices in 2 states NO. OF EMPLOYEES: 75

IN THE BEGINNING: G2 was founded by three people: Noel Hargrave-Thomas, Mark Smolinski, and Bruce Wilberding. The business was literally launched below ground in Noel’s basement, so it’s somewhat fitting that the company specializes in everything below the ground. The goal of the partners was to deliver responsive, specialized geotechnical, geo- environmental and construction engineering services that help clients build better, build smarter, and build profits. THEIR OBSESSIONS: Geotechnical, geo-environmental, and construction engineering expertise that provide clients with an edge at every stage of project development: pursuit, planning, design, and construction. THEIR IMPACT: G2 engineers are registered in more than 30 states. They have assisted clients throughout the U.S. and Canada in areas of infrastructure, K-12, water/ wastewater, telecom, and development. GREEN WORKFLOW: Historically, field technicians have driven to a site and captured readings and measurements in written logs, which are then driven back to an administrator’s desk to be typed, and printed, then edited, retyped and reprinted, stuffed in an envelope, driven to a post office, and then driven to a client. G2 has found a better way. Using technology, information goes from the site to the office to the client without the need for using a single sheet of paper or driver. In fact, in some cases, once instrumentation is set up, G2 field technicians can get the information they need sitting at their desk.

See CONFERENCE CALL, page 8

ay 14, 2018, ISSUE 1248

ON THE MOVE MICHAEL BAKER INTERNATIONAL APPOINTS JEFFERY R. KULLMAN, P.E., AS REGIONAL DIRECTOR FOR THE FIRM’S MOUNTAIN REGION: KULLMAN FOCUSING ON DRIVING INNOVATION AND NEW MARKET OPPORTUNITIES IN THE MOUNTAIN REGION Michael Baker International , a global leader in engineering, planning, and consulting services, announced that Jeffery R. Kullman, P.E., has joined the firm as senior vice president and regional director for the firm’s Mountain Region. Kullman will be based in Michael Baker’s Denver office and will report to Dale R. Spaulding, P.E., chief operating officer. In this role, Kullman will provide leadership, support and vision to the Mountain Region and will oversee the engineering business, marketing, and financial operations of the firm’s Denver; Idaho Falls, Idaho; Salt Lake City; and Anchorage, Alaska, operations. He also will be responsible for driving best practices to grow and expand work and market opportunities throughout the region to broaden the existing client base. “Michael Baker is firmly committed to solving the challenges the region faces due to its aging infrastructure,” said Spaulding. “Our Mountain Region has tremendous growth potential as our water, transportation, and design-build practices, among others, are well-positioned

to leverage innovative techniques and new technologies that will expand our footprint in the region and shape the future infrastructure to better meet the needs of the surrounding communities.” As a diverse professional with proven success in both the private and public sectors, Kullman brings more than 35 years of experience to his new role. Previously, he served as the vice president and West Sector manager, Department of Transportation business unit for Atkins. In this position, he exceeded the growth, revenue, margin, profit, and cash management objectives established for his first year in the position. He delivered more than $50 million a year in revenue while maintaining excellent profit margins and cash management and he successfully collaborated on the delivery of the $550 million Nevada Department of Transportation Project Neon. Additionally, Kullman previously served as the Transportation Division manager, Mountain Region for the Colorado Department of Transportation where he led a multi-discipline team of professionals to manage the transportation system in a nine-county region of central Colorado. “I am honored to join Michael Baker in this regional leadership role,” said Kullman. “I look forward to collaborating with our

local teams to contribute to the company’s culture of excellence by executing a strategic growth plan that diversifies our business and focuses on providing unparalleled client service.” Kullman actively contributes to the transportation industry and statewide community by serving in various capacities in key business, trade, economic development and metropolitan planning organizations. He holds a bachelor’s degree in civil engineering from Colorado State University and is a licensed professional engineer in the state of Colorado. Michael Baker International is a leading provider of engineering and consulting services, including design, planning, architectural, environmental, construction, and program management. The company provides its comprehensive range of services and solutions to support United States 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.

CONFERENCE CALL, from page 7

MS: G2 has had several years of strong growth and with growth comes the addition of staff, many of whom lack sig- nificant experience. We have instituted several processes to address the issues such as training, mentoring, and better oversight. TZL: While M&A is always an option, there’s something to be said about organic growth. What are your thoughts on why and how to grow a firm? MS: Organic growth has been our primary method in gain- ing greater revenues. Relationships between our people and our clients are key. Finding the opportunities provid- ed by the relationships and offering great solutions to their problems has been most effective. As our tag line intimates: Smart. Results. Fast. TZL: Do you use historical performance data or metrics to establish project billable hours and how does the type of contract play into determining the project budget? MS: G2 uses a proprietary database to develop work and budget scope for all proposals. That database allows us to feel comfortable submitting on projects, knowing we have something we can live with when we win the project. TZL: What’s your prediction for 2018? MS: We anticipate another strong year. This past January and February were our best months ever in terms of reve- nue and profits. The backlog for the rest of the year is look- ing great.

results could take months, or even years, to materialize? Do you track any metrics to guide your marketing plan? MS: As with most firms, we track all of our social media metrics. I know our efforts are bearing fruit because of our significant growth and feedback from clients and competi- tors alike. “Part of the firm’s culture has always been ‘family first.’ As long as the clients are pleased and the revenues and profits are good, we don’t watch the clock of our staff. Many key people work from home when necessary.” 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? MS: There’s always the potential for a downturn, mostly due to factors over which we have no control. I don’t see any slowdown in the near future. TZL: They say failure is a great teacher. What’s the big- gest lesson you’ve had to learn the hard way?

THE ZWEIG LETTER May 14, 2018, ISSUE 1248

O P I N I O N

LBJ Library photo by Yoichi Okamoto

Just win tomorrow, baby

Change can be difficult, and sometimes it can feel punitive, but it’s crucial to the process of leaving those bad yesterdays behind.

I ’m a student of Lyndon B. Johnson. Being the father of a seventh-generation Texan (through his mother’s line), has at times inspired me to embrace my adopted state more than would appear reasonable. As such, one of my personal joys over the past few years has been reading and watching everything I could find about our 36th president, despite personally aligning with a much more conservative approach.

Will Schnier GUEST SPEAKER

Over the past year I have shared with great transparency my thoughts about the items on which we’re working to improve. That transparency is consistent with the way that we strive to run our firm. Every step of the way I’ve focused not on punishing the wrongs, but on “Every step of the way I’ve focused not on punishing the wrongs, but on fixing the underlying causes to prevent the same problems from reoccurring.”

On one memorable occasion, my wife and I had the opportunity to tour his Texas White House. Would you believe the man had a telephone sitting on every piece of furniture in every room of the place? He was a social animal before social media was a thing! He was also wise, as this quote by him amply illustrates: “Yesterday is not ours to recover, but tomorrow is ours to win or lose.” This quote has been especially comforting for me as an executive experiencing many growth- related challenges for the first time. LBJ saw a lot of change. He’d be the first to tell you that change is hard. Depending on the circumstances, he may have even told you whilst you were on the receiving end of the famous “Johnson Treatment.”

See WILL SCHNIER, page 10

THE ZWEIG LETTER May 14, 2018, ISSUE 1248

BUSINESS NEWS THREE LATITUDE 33 PROJECTS APPROVED IN LESS THAN TWO WEEKS Latitude 33 Planning & Engineering announced the approvals of Merge 56, Pacific Village, and Pacific Highlands Ranch Village Commercial Phase II. The project approvals demonstrate Latitude 33’s ability to effectively work with valued clients and decision makers to achieve its clients’ goals. Latitude 33’s recent planning approvals include: ❚ ❚ Merge 56. This highly anticipated project by Sea Breeze Properties, LLC features more than 500,000 square feet of commercial, office, and retail space; a diverse mix of 242 multifamily residential units (market rate and affordable); single-family homes; and critical public improvements. This 42-acre project was unanimously approved by the city of San Diego Planning Commission on February 22, 2018.

San Diego Planning Commissioner, Doug Austin, FAIA, stated, “I can’t say enough about the character and thoughtfulness behind Merge 56. It’s doing everything right. It’s sustainable, walkable, livable, and affordable. We want more projects like this in San Diego.” ❚ ❚ Pacific Village. Pacific Village by Lennar Homes of CA and Atlantic Pacific is an upcoming 600-unit residential development consisting of 99 single-family homes, 105 triplex homes, 120 townhomes, and 276 apartments, including 60 low-income affordable units. The 41-acre project was approved by the San Diego City Council on March 5, 2018. ❚ ❚ PHR Village Commercial Phase II. This two-acre project by Coast Income includes two commercial buildings and a parking garage. This project was approved by the San Diego City Council on March 5, 2018.

The Latitude 33 Planning team has a broad range of expertise, including residential, mixed-use, biotech/life science, higher education, and suburban infill, among others. Melissa Krause, associate principal at Latitude 33, says, “Because we do both the planning and engineering in-house, we were able to ensure these properties were designed and developed to the best extent possible. We also collaborated with stakeholders and decision makers to ensure we understood the needs of the community to put forth the right project for the region.” Founded in 1993, Latitude 33 Planning & Engineering offers a comprehensive, interdisciplinary approach to design. The firm provides public sector planning, land use planning, public outreach, entitlement services and civil engineering design to public agencies, developers, and property owners.

growth, excellence in marketing, and best places to work several years running. And it starts with us being blessed by having a wonderful list of strong and supportive clients. Some firms may call our issues gold-plated problems to have. Nevertheless, the problems we did have would surely prevent us from continuing to grow; would prevent us from creating a fortress-like balance sheet; would prevent us from growing the value of the firm and creating more opportunities for our team members and clients; would prevent the creation of shareholder value. For me, that was a big problem and it required change. Our team members dealing day-to-day with our organization’s changes may sometimes feel like it’s because of something they did incorrectly. Or that changes being made are some sort of passive-aggressive punishment. That could not be further from the truth. As I’ve explained, because upper management failed, the changes necessary as part of growth were made later than they should have been, so they feel much greater, and perhaps, punitive. The important thing to note is that the changes are correct, and critical to the future success of the organization. After all, those who do not embrace change oftentimes get left behind by it. And we cannot let our firms get left behind. Thankfully, LBJ was correct. If we win tomorrow, nobody will remember yesterday. Because, the lessons we learned yesterday are the reason we’re going to win a lot of tomorrows. WILL SCHNIER is CEO of BIG RED DOG Engineering & Consulting. He can be reached at will.schnier@bigreddog.com. “If we win tomorrow, nobody will remember yesterday. Because, the lessons we learned yesterday are the reason we’re going to win a lot of tomorrows.”

WILL SCHNIER, from page 9

fixing the underlying causes to prevent the same problems from reoccurring. As a result of that, we will surely win a lot of tomorrows. The idea of winning a lot of tomorrows gets me excited to come to work every day. In our case, we had to make institutional changes to how we operate to create growth and increased opportunities (and shareholder returns). It is one of the many responsibilities of the leaders of every A/E firm to create growth and opportunities, perhaps the most important one for a president or CEO. There is an ideal point for creating change when it will cause minimal interruption. As humans, we rarely meet that point exactly. Practically speaking, when change actions come later than they ideally should, it feels like even greater change. Of course, we could ask LBJ about that. For our firm, we had to make changes due to actions, or as was more likely the case, actions not taken in a timely manner, at the top of our organization chart. I want to be very clear that every undesirable issue in our organization could be reasonably identified as a symptom of something that I had done directly, failed to do quickly enough, or had knowingly allowed to occur. That doesn’t mean that there were a lot of problems, in fact there were very few. We had, after all, grown to more than 100 people in less than eight years, won awards for fast “There is an ideal point for creating change when it will cause minimal interruption. As humans, we rarely meet that point exactly. Practically speaking, when change actions come later than they ideally should, it feels like even greater change.”

THE ZWEIG LETTER May 14, 2018, ISSUE 1248

O P I N I O N

Asking questions

The more you ask, the more you learn, and that knowledge can be driven back into your firm for the benefit of clients and employees.

M aintaining a leading position in the AEC industry requires that we are always on our toes, watching for new opportunities to work, influence, and grow within the markets we serve. In terms of human resources for our organization, I believe that growth is most likely to occur when we are all motivated as individuals and employees to think of – and do something – outside of the norm. Westwood has woven that type of thinking into our culture with a program we call our growth planning process.

Kevin Larabee GUEST SPEAKER

The process requires that we ask a lot of questions. The more we ask, the more likely we will discover something new. Here are four that stretch our thinking: 1)What do we need as individuals and employees to excel in our lives and careers? We recently introduced the growth planning process to replace our old performance reviews. The name-change alone implies a much more positive approach to personal and professional development. I mean, who wouldn’t rather plan for their growth than review their performance? Now this doesn’t mean that we don’t measure our efforts, but rather than put a lot

of energy into looking back, we are diligent about planning ahead and regularly track our accomplish- ments against our plans. Westwood employees initiate and lead the process. They are encouraged to envision new opportunities and set goals to capitalize on them. Supervisors are there for support along the way, but the initiative starts with each of us. As a result, we believe that our people are better equipped to be the best that they can be, in that they develop and own their per- sonal growth goals.

See KEVIN LARABEE, page 12

THE ZWEIG LETTER May 14, 2018, ISSUE 1248

BUSINESS NEWS ALVIN HOLM IS RECOGNIZED BY CONTINENTAL WHO’S WHO Alvin Holm is recognized by Continental Who’s Who as a Pinnacle Lifetime Member in the field of Architecture. Established since 1967, Alvin Holm A.I.A. Architects is a “full-service general practice architectural studio specializing in traditional design in the Classical manner.” A prestigious architectural office providing, “interiors and landscape design for a broad spectrum of clients including residential, commercial and institutional projects,” the team at Alvin Holm A.I.A. collaborates with, “other architects across the country to share our special expertise in traditional styles and historic restoration” in an effort to better serve their clientele. The studio services the areas of Pennsylvania, Maryland, Delaware, New Jersey, and New York. Amassing more than 40 years of experience in the field, Holm is Principal at Alvin Holm and specializes in traditional, residential, commercial and institutional architecture. Founder of the Institute for Classical Architecture and Art, which has grown to include over fifteen different chapters, Alvin Home is a renowned expert within the field of

architecture. A noted scholar, Holm previously spent 10 years teaching the Bauhaus foundation program at the Philadelphia College of Art, studio courses at Drexel University, taught the Classical Orders of Architecture for 18 years at the National Academy of Design in New York and taught 12 years at Moore College of Art and Design. Today, Holm continues to speak on jury boards, give lectures and write book reviews. Founding member of the Studio Incamminati, Holm is a friend of the Edgar Allen Poe House and has served as a Project Designer at Vincent Kling Partnership for ten years. Holm’s body of work includes 20 new galleries at the Metropolitan Museum of Art in New York City, a civic fountain in Kansas City, resort communities in Belize, a recreation of the Grand Federal Edifice for the Carpenters’ Company and restoration of historical buildings, such as the Edgar Allen Poe House. Throughout the course of his education and training, Holm attained his Bachelor of Arts degree from Yale University in 1958 before delving into Graduate Studies in City Planning and Architecture. Thereafter, Holm went on to earn his Master’s degree in Architecture from

the University of Pennsylvania in 1962. To further his professional development, Holm is an affiliate of several organizations including the American Institute of Architecture and the Pennsylvania Society of Architects. In recognition of his professional accolades, Holm was named Top Architect for outstanding contributions and achievements in the field of Architectural Design; recipient of the Newnington-Cropsey Cultural Studies Center Award for Excellence in the Arts; recipient of the Paideia Award from the Hellenic society; recipient of the Honor Award from the Philadelphia Chapter of the American Institute of Architects; recipient of the John McArthur Award; recipient of the ICAA Arthur Ross Award; recipient of the Clem Labine Award; recipient of the Fortean Hall of Fame Award. When he is not working, Holm enjoys playing the flute, trombone and guitar as well as reading both literature and poetry. He also reads trade publications and travels to Mexico and England, and loves spending time with his wife, Nancy and their daughters, Alice and Elizabeth. Holm dedicates this recognition to Henry Hope Reid; and also to his sister, Joy Alice Holm.

development. Westwood was able to maintain consistency in our workflow and advance in our efforts to create a single source of truth for our business. It is easy to track your plans, and to see what goals you have set, since it is on the same sys- tem that we use every day in the normal course of business. 4)What are we doing to have healthy employees? Westwood stretches our thinking with ways to encourage wellness and safety as a lifestyle choice. Recognizing that our people are our greatest asset, it only makes sense that wellness has a place in our priorities. We challenge and incentivize staff for participating in healthy activities, which also creates some healthy competition between people and office groups. Whether it is ‘wellness bingo’ companywide or walking and drinking water challenges, making health and wellness fun adds to a positive workplace. And yes, wellness and safety are areas of focus in each of our growth plans! The goal of our growth planning process is to support multi-faceted growth by creating a culture that motivates us to try something new. Simply put – provide the fuel to think outside of the norm and it can be habit forming. Adjust your thought process when responding to a question and make the end result so much better! KEVIN LARABEE is vice president of human resources at Westwood Professional Services. He can be reached at kevin.larabee@ westwoodps.com. “Provide the fuel to think outside of the norm and it can be habit forming. Adjust your thought process when responding to a question and make the end result so much better!”

KEVIN LARABEE, from page 11

2)What do our clients need that they don’t know they need? Our culture of professional and individual growth also helps us to anticipate the needs of a client. As Westwood’s growth planning process challenges each of us to come up with ideas for the future, we become better equipped to apply this thinking toward our work. I personally have found that this consistent exercise stretches how I approach my work and consequently helps me to better foresee the needs of those I serve. 3)How do we respond to areas of the business that need improvement? When something isn’t working well in a busi- ness, it is tempting to look at completely new technologies or external resources to fix the issue. Westwood tries to limit this temptation by first looking inward. The growth planning process provides another great example of this. When imple- menting the program, we wanted the process to be highly effi- cient and effective for staff. We asked, “What technologies are we using now that can be used differently?” and “Who do we have on staff that can help us expand our capabilities?” “The goal of our growth planning process is to support multi-faceted growth by creating a culture that motivates us to try something new.” Tapping into the talent of our team, we were able to weave our growth planning process into our existing ERP/vision system – which minimized our costs and gave staff a tool they were already familiar with using. Even better, it provided a growth opportunity for those involved in program

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