1274

LG: We do not explicitly share this informa- tion, but our accounting system is such that if someone wants to figure it out, they can. But, then again, do I want someone working for me who will devote enough time to figur- ing out that information? “Young leaders need to be identified early in their careers and mentored. Leaders are not born, but the inherent personality traits that make one a solid leader are generally evident at any age.” TZL: When did you have the most fun run- ning your firm, and what were the hall- marks of that time in your professional life? LG: Now! I think this is one of the most ex- citing times, not only at Pond, but also in the engineering industry. There is once again a renewed focus in the U.S. on solid engineer- ing business fundamentals, and along with that, an appreciation for the value that top engineering designs bring to the daily lives around us. TZL: Have you ever terminated or demot- ed long-time leaders as the firm grew? How did you handle it? LG: One of the most difficult things a lead- er has to do is separate themselves from personal feelings and do what’s right for the firm. I have indeed had to let go of dear friends who were just no longer in the right seat on the bus. As part of a firm with a strong growth strategy, I found that some leaders are better suited to different- sized firms, or situational challenges such as a relatively stagnant firm. As always, in these situations, it is important to be clear on the reasons – and the previous value that person has brought to the team. I will say though, that in the vast majority of these situations, the person being terminated was actually relieved – either because he or she had sensed performance was poor, or they were just unhappy and didn’t know how to tell me. TZL: How do you promote young and new leaders as the firm grows? LG: We believe that young leaders need to be identified early in their careers and men- tored. Leaders are not born, but the inher- ent personality traits that make one a sol- id leader are generally evident at any age. Pond has a staggered process for leadership

development. We currently have two specif- ic programs: 1) Pond Leadership Forum: This is designed for our youngest, emerging leaders and focuses on many of the soft skills needed to develop leadership talents. 2) Pond University: This is our flagship, year- long leadership development program. It focuses strategically on leadership qualities such as team development, marketing, finan- cial acumen, and self-awareness. Additionally, all of our officers are designat- ed to mentor a developing leader. TZL: What happens to the firm if you leave tomorrow? LG: It goes on! Pond transitioned from our original owner (and principal shareholder) five years ago, and as part of that transition, our leadership team took a very hard look at our succession strategy to ensure that none of us was in such a position that our loss – by whatever means – would cripple the firm. I view my legacy as ensuring that Pond will go on without me. 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? LG: We try to stay away from fee propos- als based solely on hours (time and materi- als). We much prefer to use lump sum fee ar- rangements – they offer significant benefit to both us and our clients. I find that a great- er trust and willingness to collaborate exists on a lump sum type of contract – it allows us to be partners rather than the client al- ways wondering if this conversation is going to cost them more. “One of the most difficult things a leader has to do is separate themselves from personal feelings and do what’s right for the firm.” TZL: There is no substitute for experience, but there is pressure to give responsibili- ty to younger staff. What are you doing to address the risk while pursuing the oppor- tunity to develop your team? LG: Pond has developed a strong mentor program throughout our organization. We team all staff with a mentor to assist them in their technical development. We also strive to give more responsibility to younger staff See CONFERENCE CALL, page 8

YEAR FOUNDED: 1965 HEADQUARTERS: Atlanta, GA OFFICES: 25 offices in the U.S., Canada, Japan and Spain NO. OF EMPLOYEES: 550 LORRAINE GREEN: Green’s vision and leadership were instrumental in growing the Fueling Design Group into the robust, full-service Energy Division it is today. As president, she is now influential in the success of all Pond divisions and hopes to lead the firm as it expands into new markets. SERVICES: ❚ ❚ Aerospace/aviation ❚ ❚ Architecture/interiors ❚ ❚ Community development ❚ ❚ Construction ❚ ❚ Defense ❚ ❚ Energy ❚ ❚ Environmental ❚ ❚ Facility engineering ❚ ❚ GSA/federal ❚ ❚ Industrial ❚ ❚ Natural disaster recovery ❚ ❚ Transportation ACCOLADES: Pond was named Engineering-News Record ’s Southeast Design Firm of the Year in 2018. COMPANY CULTURE: Work hard, play hard, get involved, and give back. As Pond continues to evolve and grow, it continues to expand its footprint in the community, encourages its people to learn and take time to have fun. PHILANTHROPIC PURSUITS: It’s what the company calls, “Compassion in Action” and it’s based on four pillars of interest: honoring and empowering service members; fighting to end hunger; defeating addiction and substance abuse; and providing shelter for families.

ember 3, 2018, ISSUE 1274

Made with FlippingBook Annual report