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ON THE MOVE CLAYCO WELCOMES JAMES HAVEL AS EXECUTIVE VICE PRESIDENT AND CHIEF FINANCIAL OFFICER Clayco , a full-service turnkey real estate, architecture, engineering, design-build and construction firm, announced today that James M. Havel has been named executive vice president and chief financial officer of Clayco Enterprise. In this role, Havel will work directly with Tony Schofield, who remains CFO of the individual Clayco businesses. Over time Tony will continue to grow his focus towards strategic initiatives. Together, Tony and James will steer the financial systems and performance. “We are pleased to have a professional with Jim’s financial and operational expertise, as
well as proven experience with some of St. Louis’ most respected organizations,” said Bob Clark, Chief Executive Officer of Clayco. “Given the dynamic nature of our industry, we are fortunate to have someone join our finance leadership team to help insure we take full benefit of the challenges and opportunities associated with the significant growth we have experienced.” Before joining Clayco, Havel served as EVP, Chief Financial Officer of Express Scripts and Major Brands Holdings, a privately-held beverage distribution company. He also spent more than 34 years with Ernst & Young LLP, where he began his career in 1976. During his time with Ernst & Young LLP, Havel served as an
audit partner and in a number of firm leadership roles, including as managing partner of the St Louis office. Havel is a member of the board of directors of Enterprise Financial Services Corp. and is a Certified Public Accountant. Clayco is a full-service, turnkey real estate development, master planning, architecture, engineering and construction firm that safely delivers clients across North America the highest quality solutions on time, on budget, and above and beyond expectations. With $2.6 billion in revenue for 2018, Clayco specializes in the “art and science of building,” providing fast track, efficient solutions for industrial, commercial, institutional and residential related building projects.
GREG KANZ, from page 9
❚ ❚ I am well informed about the financial performance ❚ ❚ I am committed to Shive-Hattery as a career opportunity ❚ ❚ I am informed about what is happening ❚ ❚ There are real opportunities here for meaningful career and professional advancement ❚ ❚ We have quality training opportunities to improve skills ❚ ❚ There is adequate communication between disciplines ❚ ❚ There is adequate communication between locations Another interesting insight is visualizing work sharing across teams and offices. Revenue follows the employee at Shive-Hattery so we can create an import-export visual- ization between locations. Line thickness represents the amount of work flowing between offices. This daylights work sharing in a unique way and generates conversation about how we can share work in a better way. Other future one-firm metrics we’re considering are track- ing the number of multi-office pursuits and projects – again to daylight the collaboration happening across the firm. Mentoring, marketing, and presenting will be tracked by a “one firm” time code. If you take time to mentor someone in a different location, you can use this general administration number to daylight this beneficial activity. The company rewards and recognizes those who take time to do these activities. Finally, we’re gamifying awareness of markets, services and experts throughout our 400-person firm. The “You Do What?!” quiz on the company intranet is brief and asks questions about particular markets, services and experts. Employees who do well on the test have a chance to win a prize. More than 50 employees participated in the first quiz, with 12 people earning 100 percent. “You Do What?!” videos are funny, two-minute features with experts explaining what they do. Interviewed by a fictitious host, Marcus Wellington, experts answer ques- tions and explain what they do day-to-day. It’s a fun way to recognize employees and increase awareness. GREG KANZ is marketing director for Shive-Hattery Architecture- Engineering. Contact him at gregkanz@shive-hattery.com.
“These programs gave me a better understanding of busi- ness overall – leadership versus management, the philoso- phy of professionalism, business acumen, soft skills/emo- tional intelligence, marketing, and business development,” Hatz says. “The other wonderful outcome was time carved out of a busy schedule to meet people from different of- fices, backgrounds, and roles to feel more connected and comfortable as one firm.” On this journey as one firm, employee engagement is cen- tral to the philosophy. This means employees are doing what they want to do, what they are good at, and what the company needs. This sweet spot is where meaningful work and learning happen. That’s why instead of measuring “sat- isfaction” Shive-Hattery is consistently checking the pulse of employee engagement. This is done through ongoing coaching, not performance reviews, and an employee en- gagement survey every 18 months. Employees respond to questions in 10 areas: ❚ ❚ Communication ❚ ❚ Feedback mechanisms ❚ ❚ High-performance culture
❚ ❚ Leadership (it starts at the top) ❚ ❚ Engagement of first-line leaders ❚ ❚ Personal engagement
❚ ❚ Rewarding the right behaviors ❚ ❚ Creating a motivational culture ❚ ❚ Tracking and communicating progress and success ❚ ❚ Hiring and promoting the right behaviors and traits for your culture “Average Percent Agree” results are compared with the norm of 130 AEC firms. You then know how you stack up with your competitors. Best-in-class comparisons are the top 15 percent of “all industries surveyed” (with a three- year rolling window). This includes companies outside the AEC space. Both perspectives are good to know as you seek to make your firm better and become best-in-class. Some things we measure to gauge progress as one firm include:
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THE ZWEIG LETTER July 29, 2019, ISSUE 1306
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