TZL 1306

new offices, increasing our workforce – there was a thrill in all of it. Each new cli- ent meant growth. “With the right attitude and work ethic, we see the young workforce as a true growing opportunity. By starting them in entry-level positions, they are able to become skilled in their respective positions and grow within the company.” TZL: Describe the challenges you en- countered in building your management team over the lifetime of your leader- ship? Have you ever terminated or de- moted long-time leaders as the firm grew? How did you handle it? VL: Some of the larger problems we’ve en- countered would be managers that had a drive for their profession and their po- sition, but gradually faded – all for a vari- ety of reasons. For each individual circum- stance we tried to find ways to alleviate the problems, to address any issues, change things up if need be. While we have never demoted long-time leaders, they may not have received a promotion or advancement over someone newer, someone that con- tinued to follow our tenacity for growth. TZL: How do you promote young and new leaders as the firm grows? VL: As our company grows and new posi- tions evolve, we find this to be the best op- portunity to promote our younger and up- and-coming staff who have proven them- selves to be best for the respective posi- tions. We can tailor these positions to ben- efit both the employee and the company by creating a position that highlights their strengths and how they best contribute to the company and their teams, while allow- ing them to also advance within the com- pany. TZL: In one word or phrase, what do you describe as your number one job respon- sibility as CEO? VL: Nothing is excluded from this respon- sibility. TZL: What happens to the firm if you leave tomorrow? VL: My husband is executive vice president and would continue to run the company

with the same drive and passion as he did when we first started. TZL: If the worker shortage continues, do you see wages increasing to encour- age more talent to enter the AEC space, or will technology be used to counter the reduced workforce? VL: I believe it’s a combination of both. For what technology cannot provide, increased wages are the most effective tool to retain those employees who are essential and to entice a new workforce. 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? VL: With the right attitude and work ethic, we see the young workforce as a true grow- ing opportunity. By starting them in en- try-level positions, they are able to become skilled in their respective positions and grow within the company. We have seen many excel in their positions, advance quickly, and are not only recognized by us, but by our clients as well. “Our staff is our greatest asset. We try to create an environment in which everyone feels as though they are part of not just this company, but part of something greater.” TZL: A firm’s longevity is valuable. What are you doing to encourage your staff to stick around? VL: Our staff is our greatest asset. We try to create an environment in which every- one feels as though they are part of not just this company, but part of something greater. Each person is essential to the suc- cess of the company, and we could not be who we are as a company without each and every person. Recognition, raises, rewards, and bonuses are our main incentives for employees to ensure they are happy in their positions and with the company. TZL: Benefits are evolving. Are you offer- ing any new ones due to the changing de- mographic? VL: Benefits play such a large role in at- tracting new employees and retaining See GROWING OPPORTUNITY, page 8

YEAR FOUNDED: 1970 HEADQUARTERS: Columbus, TX NUMBER OF EMPLOYEES: 80 NUMBER OF OFFICE LOCATIONS: 4 SERVICES: ❚ ❚ Engineering ❚ ❚ Land surveying ❚ ❚ GIS ❚ ❚ Oil and gas ❚ ❚ Construction ❚ ❚ Geospatial CULTURE: Striving to be ONE company. FSC aims to maintain a culture that you typically do not find with larger companies. They believe everyone is a contributor and should feel comfortable sharing ideas and opinions. CORE VALUES: Deliver results through service. Do whatever it takes. Embrace change and drive changes. Be passionate and follow with determination. Pursue growth and learning. Do more with less. Build relationships – the open and honest kind. Create fun and make this a great place to work. Be creative and open your mind.

uly 29, 2019, ISSUE 1306

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