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ON THE MOVE ENRIQUE CENICEROS JOINS HARLEY ELLIS DEVEREAUX AS ASSOCIATE AND STUDIO LEADER IN SAN DIEGO AND LOS ANGELES OFFICES Enrique Ceniceros, RA, LEED AP BD+C, has been hired by national architecture firm Harley Ellis Devereaux to oversee science and technology and higher education projects in the firm’s Southern California offices. Ceniceros joins HED with 27 years of experience in architecture, laboratory planning and design. He is widely respected for his pragmatic approach to design and his ability to lead multiple user groups, consultants, and construction professionals. His extensive portfolio includes higher education research and learning environments, bio- pharmaceutical facilities, biomedical R&D laboratories, commercial R&D facilities, manufacturing facilities, and aerospace and engineering laboratories for clients that include the University of Southern California, California Institute of Technology, Jet Propulsion Laboratory, City of Hope, University of California Irvine, Henkel Industries, Pfizer, Edwards Life Science, Pepsi Cola, and Karma Fisker Automotive. “We are very excited to have Enrique join our Southern California team,” says Neville Willsmore, managing principal of the San Diego office of HED. Brent Miller, AIA, LEED AP, Managing Principal of the Los Angeles office concurs. “Enrique’s experience and perspective are strengthening our science and technology

sector capabilities for both corporate and higher education labspace.” Prior to joining HED, Ceniceros established himself as an expert in the adaptive reuse of commercial and historic structures into state- of-the-art research and manufacturing facilities. He understands that a successful project should inspire innovation and collaboration for its occupants while embracing its location and context. “I’m thrilled to join the HED team and collaborate in the growth of the life sciences and manufacturing sectors,” Ceniceros says. “HED’s commitment to improving the communities they serve is especially relevant in these fields. Supporting research institutions and assisting in the advancement of science and manufacturing are pursuits that both HED and I feel strongly about.” Founded in 1908, Harley Ellis Devereaux seeks creative solutions that have a positive impact for its clients, the community, and the world. HED has earned a reputation for excellence in all facets of architecture, including design, consulting, engineering and planning services. The firm serves clients in a broad range of market sectors including workplace, housing, mixed use, science and technology, healthcare, higher education and pre-K-12 and community education. HED has offices in six locations around the United States.

1200 North College Ave. Fayetteville, AR 72703 Mark Zweig | Publisher mzweig@zweiggroup.com Richard Massey | Managing Editor rmassey @zweiggroup.com Christina Zweig | Contributing Editor christinaz@zweiggroup.com Sara Parkman | Editor and Designer sparkman@zweiggroup.com Liisa Andreassen | Correspondent landreassen@zweiggroup.com

MARK ZWEIG , from page 1

stop marketing. And by “stop” I mean you can’t stop spending money on marketing. If you do, you’ll have a hard time getting it going quickly enough to make things work when you need them to. Consistent marketing efforts (i.e., expenditures), are essential to your survival. 3)Unhealthy partner relationships at the top. When the top people don’t get along well – or worse, are openly fighting with each other – irreparable harm to the firm can be caused. It makes everyone uncomfortable and on edge. These relationship problems crop up for any number of reasons – jealousy, perceived slights, favoritism from the se- nior partner, and on and on. But no matter. They must be solved or someone has to go. 4)A lackadaisical attitude toward the numbers. This is always a cancer. Maybe every- one has it too good. Maybe people are getting lazy. Maybe success has come easily so no one worries about it. Maybe people don’t know the numbers to track. Whatever the rea- son, a rigorous discipline to track/report/analyze the numbers on how the business as a whole is performing is essential to continued success. Not having this discipline almost always precedes big financial problems. 5)A lack of interest in, and attention paid to, the business by the people at the top. Sometimes the owners get burnt out. They lose their enthusiasm for the business. Some even lose their enthusiasm for life. That results in inattention. They work less. They think less. It hurts the business. Growth stops. Profits evaporate. Energy dissipates. Problems ensue! There are other things that can hurt your business but these are the “biggies.” Any of them sound familiar to you? MARK ZWEIG is Zweig Group’s chairman and founder. Contact him at mzweig@zweiggroup.com .

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THE ZWEIG LETTER July 23, 2018, ISSUE 1257

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