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YEAR FOUNDED: 1993 HEADQUARTERS: Raleigh, NC OFFICES: 5 in 3 states: ❚ ❚ North Carolina ❚ ❚ South Carolina ❚ ❚ Georgia NO. OF EMPLOYEES: 224 at CALYX, but now that it’s an NV5 company, the total is a combined 2,200 SERVICES: Bridge and structure design, building structures, construction services, cultural resources, environmental services, land development, surveying, traffic services, transportation, transportation planning, utility services, water resources. MISSION: To enhance the quality of life within its communities by providing innovative engineering and environmental solutions. WORK ENVIRONMENT: CALYX is consistently recognized for its work environment as demonstrated below: ❚ ❚ Healthiest Employers – Atlanta, Charlotte, and Triangle Business Journals ❚ ❚ Family Friendly 50 List – Carolina Parenting ❚ ❚ Fit Friendly Workplace, Gold Achievement – American Heart Association ❚ ❚ Employer of the Year – WTS ❚ ❚ Top 500 AEC Firms – Engineering News-Record ❚ ❚ Top Design Firm Nationally – Southeast Construction ❚ ❚ Best Firm to Work For – CE News

and the worst of times. 2018 has been CA- LYX’s best year ever – hands down. And be- cause we’re doing so well, an amazing com- pany, NV5 , has acquired us, which just sets us up to do even more. The future is bright. “You know, engineers can be entrepreneurs. Ours take an interest in the success of the company and feel a responsibility to keep it thriving, and it shows.” TZL: How do you promote young and new leaders as the firm grows? JWH: We often promote from within, and we’ve had much success doing it. Our envi- ronmental group manager in North Caro- lina worked his way up through the group, as did our utility services program man- ager. Our growing GIS team is young and amazing. We always look inward. TZL: In one word or phrase, what do you describe as your number one job respon- sibility as CEO? JWH: To take care of my people. It’s my job to care for, and encourage, everyone here at CALYX. TZL: With technology reducing the time it takes to complete design work, how do you get the AEC industry to start pricing on value instead of hours? JWH: We are involved with ACEC, which advocates for the engineering industry on this very topic. To price on value, we must unite as an industry to create a shift in the perspective of our clients. We sell intel- lectual capital and therein lies our value. Yet, our value is too often dictated by our time spent and hourly rate. Yes, technol- ogy is increasing efficiency, but the value is in our deliverable, and demand for our

services is high. I truly believe that togeth- er, we can bring about change. TZL: There is no substitute for experi- ence, but there is pressure to give re- sponsibility to younger staff. What are you doing to address the risk while pur- suing the opportunity to develop your team? JWH: We welcome the drive and inspira- tion that our young employees bring to the table. We maintain a mix of new and estab- lished talent so that we can properly men- tor, teach, and monitor. We have an excel- lent QA/QC process for all services. We consider it our responsibility to help the next generation rise to the top. TZL: Engineers love being engineers, but what are you doing to instill a business culture in your firm? JWH: CALYX is a transparent company. We share our financials and discuss them companywide. You know, engineers can be entrepreneurs. Ours take an interest in the success of the company and feel a respon- sibility to keep it thriving, and it shows. “We’ve created an amazing culture which has landed us on Best Firms to Work For, Family Friendly, and Healthiest Employers lists. We spend as much time on retention as we do on recruitment.” TZL: Diversity and inclusion is lacking. What steps are you taking to address the issue? JWH: At CALYX, half of our leaders are women. That’s not frequently found in civ- il engineering. We believe that diversity See CONFERENCE CALL, page 8

mber 10, 2018, ISSUE 1275

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