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ON THE MOVE OHM ADVISORS APPOINTS JON KRAMER AS NEW CHIEF OPERATING OFFICER OHM Advisors , an architectural, engineering, and planning firm that provides a comprehensive range of award-winning services designed to advance communities, has named Jon Kramer, P.E., to the newly created role of chief operating officer. The announcement was made by John Hiltz, president, OHM Advisors. In his new role, effective immediately, Kramer will oversee OHM Advisors’ multi-state operations across Michigan, Ohio, and Tennessee, and will serve as vice chair of the board of directors. He will provide vision, leadership, and overall direction to both the operations and business sides of the firm, and will directly supervise all OHM Advisors’ vice presidents. “Jon has been with OHM Advisors for 25 years and his experience and oversight of numerous projects made him the ideal candidate for the chief operating officer position,” said Hiltz. “His exceptional leadership and understanding of the market have led to tremendous growth for the company and it is an honor to announce Jon’s promotion.” As COO, Kramer: ❚ ❚ Oversees corporate strategies ❚ ❚ Develops and implements strategic and operational goals ❚ ❚ Oversees yearly business planning, development of annual budgets ❚ ❚ Analyzes and tracks operational revenue and sales projections ❚ ❚ Tracks economic conditions and business trends
❚ ❚ Collaborates with leadership team to analyze new markets and acquisition opportunities Kramer’s career trajectory has long been on the fast track. Graduating from high school at 16 and obtaining an undergraduate degree in civil and environmental engineering at 20, Kramer joined OHM as an intern at 19 and worked his way up through the leadership ranks. He was appointed to the OHM Advisors board of directors in 2009, making him the youngest board member in the firm’s 57-year history. He also was previously recognized by Crain’s Detroit Business in its distinguished 40 under 40 selection of the most influential young people in business. In his previous role as vice president of engineering, Kramer developed a financial plan for the OHM Advisors engineering discipline and worked to ensure cross- organizational integration. Previously, he served as vice president of operations, overseeing five departments with more than 100 employees. Kramer is also a member of the American Council of Engineering Companies of Michigan board of directors. He earned a bachelor’s degree in civil and environmental engineering from the University of Michigan, and is a resident of Brighton, Michigan, where he and his wife, Jennifer, raise their two children. Headquartered in Livonia, Michigan, OHM Advisors is the community advancement firm providing award-winning architectural, engineering, and planning services. Founded in 1962, OHM Advisors provides multidisciplinary services to clients in both the public and private sector including infrastructure, stormwater, and municipal water systems.
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PHIL KEIL, from page 1
❚ ❚ Look beyond the “high-potential” group. As with mentoring, this isn’t simply an exercise for those you’ve already identified as high performers. Allow anyone who meets your pre-defined criteria, and who has a passion to do so, apply for a seat on the board. This will lead to a more diverse set of individuals and the possible discovery of someone within your organization who you hadn’t recognized up until that point. Often, only choosing high performers means you miss out on those with the highest performance in skill sets such as data analytics, complex or strategic thinking (how do the pieces fit together), and teamwork. ❚ ❚ Be sure it is vigorously supported by firm leadership and directly by the CEO. In order for this to work, as with many strategic initiatives, support needs to come from the top. The majority of the execution happens elsewhere, but the firm needs to know that this is important to the managing principals for it to have real impact. Principals should be interacting, interviewing, and playing an active role with potential members. ❚ ❚ Evaluate, iterate, and figure out what works. You may not get it right the first time. There will be a learning curve as you seek to implement this into the existing culture of your organization. How long are appointments, who is included, is the group the right size, and is it diverse enough? These are questions that will need answers. We suggest reviewing the program on a semi-annual basis for the first two years and then annually to ensure that it is meeting the goals for which it was established. If you are interested in forming a shadow board, we’d like to hear from you. PHIL KEIL is Zweig Group’s director of strategic services. Contact him at pkeil@zweiggroup.com.
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© Copyright 2019. Zweig Group. All rights reserved.
THE ZWEIG LETTER September 30, 2019, ISSUE 1314
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