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ON THE MOVE LAYTON CONSTRUCTION APPOINTS BOONE HELLMANN, FAIA TO BOARD OF DIRECTORS Layton Construction announced the appointment of Boone Hellmann, FAIA to its board of directors. As a director on Layton’s board, Hellmann will offer valuable insights to the company based on his 30 years of experience from the owner’s side where he helped select and administer billions of dollars’ worth of construction projects. “Boone is a welcome addition to Layton’s Board of Directors,” said David Layton, president and CEO of Layton Construction. “As an independent director, Boone brings invaluable experience overseeing major design and construction projects as well as significant leadership expertise to our board.” Hellmann currently consults for design professionals and contractors through his firm, Hellmann Consulting Group . He recently retired from the University of California, San Diego, after almost 30 years of service as the associate vice chancellor for facilities design and construction and the campus architect.
In this role he was responsible for more than 70 professional and technical staff providing all architectural/engineering design, construction administration, inspection, contract, and fiscal management services for the more than 35,000 student university, including two academic medical center teaching hospitals. During his tenure, Hellmann oversaw the design and construction of approximately 12 million square feet of new space capital improvements valued at more than $4.5 billion. “It is a particularly exciting time to join Layton Construction as it continues to grow into a major national general contractor,” said Hellmann. “Layton has seen incredible growth throughout the Western U.S., including my home state of California. The commitment of the company to predictable outcomes is the primary reason it has so many repeat customers and delights new customers.” Layton Construction, one of the largest general contractors in the U.S., has completed projects in more than 40 states and has
offices in California including Irvine, San Diego and San Jose, as well as Arizona, Florida, Hawaii, Idaho, Tennessee, and Utah. Layton Construction currently works extensively in the areas of healthcare, data centers, hospitality, retail, entertainment, warehouse, and distribution and commercial offices. Layton Construction Company is consistently ranked among the top commercial contractors in the nation, currently the 44th largest builder on ENR’s Top 400 Commercial Contractors list, with revenues of $1.8 billion annually. Layton specializes in construction management, design-build construction and general contracting. Layton’s construction projects are found throughout the United States, and cover a wide spectrum of industry sectors, including healthcare, hospitality, education, data centers, office buildings, manufacturing, warehouse and distribution, sports and entertainment, detention, and public safety. Headquartered in Utah, Layton also has regional offices in California, Arizona, Florida, Hawaii, Idaho, and Tennessee.
BILL STRAUB, from page 9
declared. We recognized some of the things that could inhibit our growth and we addressed those immediately. For exam- ple, we hired a CFO, we invested in a new enterprise resource planning system, and we completed a detailed benchmarking assessment. Each of these actions were intended to facilitate our growth. “The ALL4 growth plan is composed of an aggressive organic growth strategy combined with a prudent acquisition strategy in the areas of geographic opportunities, complimentary air quality services, and expansion into other environmental media.” CHECKING IN ON OUR PROGRESS. Fifteen months into our new relationship with JMH and I can honestly say that we’d do it all over again! John Nies, JMH founding principal, said it best: “While I don’t think we have had a deal take that long to close, I have also never felt so comfortable about the team and the strategy moving forward.” As a leader- ship team and company that is competitive, we have been challenged to be more demanding of ourselves, but always from a position of “Does this support our ALL4 2.0 Vi- sion?” This type of challenge is inspiring, rewarding, and completely aligned with our desire to provide growth op- portunities for our consultants that enables them to see a future at ALL4. BILL STRAUB is a founding principal of ALL4 and is the president and CEO. He has more than 29 years of professional experience that encompasses many aspects of the consulting industry with an emphasis on air quality. Straub led the successful ownership transition of two founding partners and his current focus is charting the ALL4 growth strategy including leading ALL4’s acquisition strategy. He can be reached at wstraub@all4inc.com.
ALL4 based on two key distinctions: First, JMH principals themselves are former consultants and helped grow a con- sulting practice. Second, JMH’s investment strategy and our shared vision is based on a longer investment timeline than many private equity firms. This past experience and investment timeline really resonated with my remaining partner and myself, and with the ALL4 leadership team. This experience and timeline will enable us to grow both organically and through acquisition and will enable us to grow our leadership team which will facilitate our leader- ship succession plan. The process was not as simple as un- covering these two distinctions and “signing on the dotted line!” I would highlight the following keys to reaching our natural conclusion: 1) ALL4 and JMH were aligned that we wanted to build on our foundation culture. This culture extends beyond being a great place to work or having fun, it is centered on our commitment to, and investment in, others. Consistent with our vision statement, we openly share our expertise externally and we are structured internally to teach and share technical learn- ings and expertise across the company for the benefit of all our clients. The openness of our consultants to invest in the growth and development of others is a major differentiator. 2) Formulating and collaborating with the JMH principals felt no different than if they were our original founding partners or our advisory board – they are each relationships that were built on trust and mutual respect. Our relationship with JMH was built over a 12-month period and included personal and team assessments ranging from determining financial biases to working through situational “dilemmas” or “what if scenar- ios” that we anticipated we could face in the future. That level of trust and understanding of how we would react as a team enabled us to hit the ground running. 3) Our shared “ALL4 2.0 Vision” identified investments required in systems and people to stimulate the growth plan that we
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THE ZWEIG LETTER September 9, 2019, ISSUE 1311
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