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need to ramp up or share work. We don’t use the term “profit centers” – we just do great work. We don’t want to be a spreadsheet company. We measure so we can understand better. We all under- stand that it’s possible for one office to be up while another is down. It balances out. “Project managers are the lifeblood. Give them all the information, tools, and resources that they need. Try to make their lives as easy as possible.” TZL: What’s your policy on sharing the firm’s financials with your staff? Weekly, monthly, quarterly, annually? And how far down into the org chart is financial information shared? RC: We’re very transparent and there’s never been a negative to that. We want people to learn about the business and to understand it. It helps people to bet- ter understand contracts and ultimate- ly, do better work. Even the most en- try-level staff member appreciates work- ing for a profitable firm. Our accounting staff is part of our team and meets a few times per month. They share informa- tion with studio leaders and project man- agers and discuss things like change or- ders and project performance. Face-to-face meetings are important. We also have a dashboard for project managers and stu- dio managers which delivers real-time data. TZL: As you look for talent, what posi- tion do you most need to fill in the com- ing year and why? RC: We’re always looking for industry ex- perts and great designers who can think, draw, and be visionary. You can’t teach people how to be visionary. We need peo- ple who can lead teams, no matter their ex- perience level or age. TZL: While plenty of firms have an own- ership transition plan in place, many do not. What’s your advice for firms that have not taken steps to identify and em- power the next generation of owners? RC: If you haven’t started, it’s probably too late. I can’t emphasize enough how impor- tant this is. Ours is favorable to the next generation and we’ve worked to make the financial transition smooth. They’re vest- ed now for the future. You can’t look at

transition as a retirement cash out. The value is in the people. Get in early and go deep. We have third- and fourth-genera- tion small owners now who are locked into the system. TZL: Zweig Group research shows there has been a shift in business develop- ment strategies. More and more, techni- cal staff, not marketing staff, are respon- sible for BD. What’s the BD formula in your firm? RC: In order to get new work, you have to be in the work. You have to understand what clients are facing. A high percent- age of our work comes from repeat clients (80 to 90 percent) because we over deliver and push innovation. We’ve invested time and money in a business development di- rector and also have marketing staff. Mar- keting finds new markets and niche loca- tions and business development makes the connection. It’s key to make it per- sonal. We often make the mistake of let- ting business get in the way too much. It’s important to cultivate a social relation- ship, too – go to dinner – the social side is important. Business development is the front line and then hands it off to be built upon. TZL: Diversifying the portfolio is never a bad thing. What are the most recent steps you’ve taken to broaden your rev- enue streams? RC: Our brand is collaborative. We set a vision and stay the course. Every office should represent our core disciplines and then diversify based on geographic need. For example, in Washington, D.C., we re- cently invested in civil engineering. In Dal- las and Orlando, we’re doing more in hos- pitality and resort development. We’re also trying to get better at balancing public and private projects. We’re always looking for what’s next, but not trendy. It has to be sustainable and long-term. “Our brand is collaborative. We set a vision and stay the course. Every office should represent our core disciplines and then diversify based on geographic need.” TZL: The list of responsibilities for proj- ect managers is seemingly endless. How do you keep your PMs from burning out? See CONFERENCE CALL, page 8

YEAR FOUNDED: 1978 HEADQUARTERS: Charlotte, NC

OFFICES: 6 offices: ❚ ❚ Charlotte, NC ❚ ❚ Dallas, TX ❚ ❚ Orlando, FL ❚ ❚ Boulder, CO

❚ ❚ San Francisco, CA ❚ ❚ Washington, D.C. NO. OF EMPLOYEES: 165 MARKETS:

❚ ❚ Mixed use ❚ ❚ Education ❚ ❚ Office

❚ ❚ Cities/regions ❚ ❚ Public spaces ❚ ❚ Infrastructure ❚ ❚ Neighborhoods ❚ ❚ Destinations SERVICES: ❚ ❚ Urban design ❚ ❚ Landscape architecture ❚ ❚ Civil engineering

❚ ❚ Planning ❚ ❚ Branding

GIVING BACK: Volunteering and giving back is in LandDesign’s DNA. Each year, every employee gets eight hours (on them) to give back. LandDesign is driven by the desire to make the world better, one place at a time. Whether planting trees, cleaning streams, or simply encouraging others to get outside, the firm embraces every opportunity to build a great community. COLLABORATIVE CULTURE: On its website, LandDesign states, “First names matter. Emails are good, phone calls are better. Explore the faces and names of the people you will be collaborating with at LandDesign.”

mber 26, 2018, ISSUE 1273

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