TZL 1292

T R E N D L I N E S W W W . T H E Z W E I G L E T T E R . C O M A p r i l 1 5 , 2 0 1 9 , I s s u e 1 2 9 2

Reimbursement rate per mile

Maintaining a high level of engagement

Zweig Group’s popular Travel Reimbursement Survey asked firms to reveal their policies regarding travel authorization, expense forms, lodging, and much more when it comes to business travel among their employees. The reimbursement rate per mile driven has directly correlated with the IRS standard in the past, and things haven’t changed. This is the highest the reimbursement rate has been since 2008, indicating that general travel costs have increased nationally. Results for this survey were presented in the final chapter of Zweig Group’s 2019 Policies, Procedures & Benefits Survey of AEC Firms . Participate in a survey and save $320 on any Zweig Group research publication. Visit bit.ly/TZLsp to learn more. F I R M I N D E X PCS Structural Solutions.........................6

I f you speak with as many leaders and management consultants as I do, both inside and outside of Zweig Group, and through my work teaching entrepreneurship at the University of Arkansas, you will see that one of the primary reasons companies fail is the owner(s) are not fully engaged. I have witnessed this myself many times over the last 40 years working in the AEC industry. You have to be INTO your business if you expect it to succeed. There is something good that comes from constant attention and thinking about something. Not to mention that other people in the organization see it and become more inspired themselves. So the question is, why do people lose interest in their own businesses and, perhaps more importantly, what can you do to keep this from happening? Firm owners lose interest for many reasons – illness, divorce, burnout, partner disputes, other interests, even too much financial success – all of these and more can destroy someone’s critical motivation such that they are no longer fully engaged. Let’s take a look at what we can do about the problem. Here are a few potential solutions: 1)Change the business and take on new chal- lenges. Sometimes a new business plan with new people, services, and marketing ideas is all it takes to re-engage an owner. We have seen this work dozens of times over the years. New

“Why do people lose interest in their own businesses and, perhaps more importantly, what can you do to keep this from happening?”

Mark Zweig

MORE COLUMNS xz JAMIE CLAIRE KISER: Up and bummer Page 3 xz KYLE AHERN: What they want Page 9 xz JUNE JEWELL: Fast (and problematic) growth Page 11

P.W. Grosser Consulting, Inc.................10

TowerPinkster. ......................................10

Ulteig. .....................................................4

WGI. .......................................................2

Woolpert...........................................8, 12

Core values: Luke A. Heath See MARK ZWEIG, page 2

Page 6

T H E V O I C E O F R E A S O N F O R A E C F I R M S & M A N A G E M E N T C O N S U L TA N T S

ON THE MOVE WGI ANNOUNCES TRANSPORTATION LEADER AND INDUSTRY EXPERT KIMBERLEE B. DEBOSIER, PE, FNSPE, FACEC JOINS FIRM WGI CEO David Wantman, P.E., proudly announces the hire of Director of Project Excellence Kimberlee DeBosier. “Kim’s four-decade career in leadership of engineering and transportation organizations, with a particular appreciation for the Florida markets, will be a tremendous addition to the team,” Wantman noted. Her focus will be divided between growth in the infrastructure markets and project delivery excellence – taking an already high-performing firm to another level. “Kim DeBosier brings a wealth of knowledge and experience to our business platforms,” noted WGI President Gregory Sauter. “She will be a key collaborator on strategic pursuits, partnering, and company leadership in the Florida region as well as an important contributor to WGI’s executive team.” DeBosier’s industry knowledge is highlighted through her broad experience. She was the co- founder and president of Bayside Engineering for more than two decades, which was ultimately acquired and successfully integrated into a national firm. Her expert leadership is recognized throughout the transportation profession and is reflected in the key roles she plays in state and national organizations, including the National Director, American Council of Engineering Companies of Florida; former Chair of the Center for Urban Transportation Research at University of South Florida; former four-year Chair of the Tampa-Hillsborough County

Expressway Authority; Trustee of the Florida Engineering Foundation; Fellow-American Society of Civil Engineers; and Fellow-Florida Engineering Society. She received numerous awards and recognition for her leadership and accomplishments. WGI’s commitment to its professionals and clients is paramount. DeBosier’s hire reinforces a culture of project excellence across all divisions. It also supports WGI’s mission to provide its associate the optimal tools, with specific focus on project managers and the linkage between project and financial performance. WGI is committed to the communities in which it works and lives. DeBosier’s involvement in the Tampa region is another strong indicator of her character and philosophy of giving back. These include Greater Tampa Chamber of Commerce, Hillsborough County Commission on the Status of Women, and many others. This aligns very well with WGI’s beliefs and reinforces its ties to communities. Senior Vice President, PE, Transportation, Nancy Clements commented: “I am very excited to have Kim on our team to help guide our business plan and ensure the continued delivery of quality ideas and deliverables to our clients. She will be especially helpful to my Transportation Division as we continue to grow and reinforce our capabilities and be the full- service consultant of choice.” As a multidisciplinary solutions-providing consulting firm, WGI has 18 offices in six states, serving an active client base in more than 30 states.

The Principals Academy ZWEIG GROUP’S FLAGSHIP

TRAINING PROGRAM FOR FIRM LEADERS

Elevate your ability to lead and grow your firm at this impactful two-day program designed to inspire and inform existing and emerging firm leaders in key areas such as: leadership, financial management, recruiting, marketing/business development, and project management.

DALLAS SEATTLE MINNEAPOLIS NYC

4.24–4.25 6.5–6.6 7.17–7.18 10.31–11.1

http://bit.ly/PrincipalsAcademy

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

MARK ZWEIG, from page 1

direction and clear goals to work toward improves owner engagement. They may get interested in their own business again. 2)Resolve the problem(s) that led to the reduced interest in the business. Whether that is health, divorce, partner disputes, difficulty within the family – whatever it is – getting through it may be all it takes to fix the owner engagement problem. Sometimes this takes outside help and most of the time, this takes time. The big question here is can the firm wait long enough for the owner(s) to recover from whatever is happening to them? 3)Get new leadership involved. Some firm owners will get this and some won’t. But the reality is sometimes it may be in everyone’s best interests for the owner to step aside and let someone else take the helm. Of course, the right person has to be there and that person has to be equipped for the job. It won’t be an overnight process. Best to start early so the leaders – old and new – and the rest of the organization have time to get used to the idea. 4)Sell the business either internally or externally. Always an option. It may be the best thing for everyone – leader and employees – to simply move on to whatever is the next stage. An unmotivated leader will not maximize the opportunities for everyone else in the company. New ownership could have a better plan, be more inspired, and bring other resources into the company that re-energize the place. As I like to say, no matter what the problem, there is always something you can do! The key is to DO SOMETHING ! MARK ZWEIG is Zweig Group’s chairman and founder. Contact him at mzweig@zweiggroup.com.

Tel: 800-466-6275 Fax: 800-842-1560

Email: info@zweiggroup.com Online: thezweigletter.com Twitter: twitter.com/zweigletter Facebook: facebook.com/thezweigletter Published continuously since 1992 by Zweig Group, Fayetteville, Arkansas, USA. ISSN 1068-1310. Issued weekly (48 issues/year) $250 for one-year print subscription; free electronic subscription at thezweigletter.com/subscribe © Copyright 2019, Zweig Group. All rights reserved.

THE ZWEIG LETTER April 15, 2019, ISSUE 1292

O P I N I O N

Up and bummer

At what should be an incredibly productive and exciting time in the lives of young professionals, the AEC industry is failing to engage.

I t’s unfortunate that “millennial” topics have become buzzwords. It’s a shame the discussion revolves around the same stale talking points. Diatribes about participation trophies, “finding the why,” and entitlement obscure the bigger picture. But just beyond the fog, if you can manage to get there, lies the opportunity to have a meaningful discussion about a fully engaged workforce at every career level.

Jamie Claire Kiser

Recent survey results show that the AEC industry is falling far short when it comes to providing a satisfying career for individuals between the ages of 26 and 35. If you’ll be patient, I’ll share with you another set of data points on this topic. And these are tantamount to a call to action. In my work with firms, I have heard countless times that someone is “the right person, but not ready yet” to take on a bigger role. This wait- and-see attitude ignores mounting examples of extremely successful young leaders across all types of organizations. In due course, this leads to the “right person” feeling held back in their career, causing frustration and creating the risk that they

will relieve their headache by joining another firm – one that puts them in a leadership position. “We have got to figure out how to engage these young people at what should be an incredibly productive and exciting time in their professional development.” The data supports what I hear from both the up- and-comers and the established leaders. Zweig Group divided its 2018 nationwide Best Firms To

See JAMIE CLAIRE KISER, page 4

THE ZWEIG LETTER April 15, 2019, ISSUE 1292

BUSINESS NEWS ULTEIG ANNOUNCES THE CELEBRATION OF ITS 75TH ANNIVERSARY Ulteig , a leading provider of design engineering, program management, and technical and field services, is proud to announce the celebration of its 75th anniversary. Founded by Melvin Ulteig in 1944, the company’s earliest efforts focused on bringing electricity to rural North Dakota. Through the decades, Ulteig has expanded its presence and adapted its expertise in industries that maintain the infrastructure vital to everyday life. Today the company serves a wide range of clients across the country who operate in the Lifeline Sectors of power, renewables, transportation, and water. “On the surface, turning on a light, driving through a busy intersection or pouring a glass of water all seem like simple tasks,” said Doug Jaeger, president and CEO of Ulteig. “Our

clients manage incredible complexity to keep these tasks simple and routine – we offer them a legacy of listening and solving to support their work in bringing these vital services to millions.” Among its fundamental values, Ulteig is dedicated to its clients’ success. “Our relationship with Ulteig spans half a century,” said Michael Lamb, senior vice president of transmission and president of transco for Xcel Energy. “They have been an invaluable partner in helping us meet the daily challenges of providing safe, clean, reliable energy services to our customers.” For 75 years, Ulteig has relied on the strength of its culture and the competence of its team. As a result, the company has had multiple years of record financial performance, recognition as a top workplace in many of the geographies it serves, and a collection of industry awards for excellence in engineering.

Ulteig is planning celebrations throughout the year for both clients and employee-owners to recognize its milestone anniversary. In addition, the company is positioning itself for a new era of success as it launches its next strategic plan, focused on serving more clients, and offering even greater value to its current clients, through innovation, geographic expansion, and technology-centric partnerships. Ulteig delivers comprehensive design engineering, program management, and technical and field services that strengthen infrastructure vital to everyday life. Ulteig connects people and resources to develop compelling, integrated solutions across multiple Lifeline Sectors, including power, renewables, transportation, and water. Ulteig’s footprint spans the country and leverages its expertise with a wide range of public and private clients.

JAMIE CLAIRE KISER, from page 3

the questions about compensation, work load, and work-life balance the absolute lowest of any other age group. This is too much data to ignore, and it’s important to underscore that this data is not from any one firm, nor is it a survey intended to gauge career satisfaction by age or for a specially selected group of angry millennials: These are survey responses from last year’s 142 Best Firms To Work For winners that Zweig Group simply spread based on age. “I have heard countless times that someone is ‘the right person, but not ready yet’ to take on a bigger role. This wait-and- see attitude ignores mounting examples of extremely successful young leaders across all types of organizations.” This is a “perception is reality” moment to consider how this generation feels at firms recognized for being an awesome place to work! The truth is, the individuals I referred to earlier may very well be “not ready yet” for the next role, but that’s not the point, nor is it an excuse for the data. While generalizations are normally inadvisable, the AEC industry needs to hear this one: We have got to figure out how to engage these young people at what should be an incredibly productive and exciting time in their professional development. If you can’t convince them to join you, stand by while they beat you. Taking this industry-wide weakness and learning how to differentiate your company by turning it into a competitive advantage is the opportunity that this data presents. What can your firm do to be among the Best Firms To Work For for 26- to 35-year-olds? JAMIE CLAIRE KISER is director of advisory services at Zweig Group. Contact her at jkiser@zweiggroup.com.

Work For data by age tier. The results are fascinating, but not at all unexpected. In response to the statement, “My firm has a competent leadership/management team,” the highest ratings came from the youngest, ages 18 to 25, and the oldest, 67 years and older. In contrast, those between the ages of 26 and 35 provided responses aligning with the perception that they feel held back or limited from achieving their potential. This group gave the lowest score of any age bracket in response to questions about the competence of leadership and management. Additional responses in our Best Firms To Work For survey where the 26 to 35 year old age group provided the lowest scores (meaning the least agreement with the statement) of any other age group further illustrate the point: ❚ ❚ My firm has a trustworthy leadership/management team. ❚ ❚ I feel positive relationships exist between employees and management at my firm. ❚ ❚ If I have an idea or suggestion for improving the firm, man- agement will listen, consider it, and respond. ❚ ❚ My firm uses fairness and consistency in its policies and deci- sions. ❚ ❚ I have fun and look forward to going to work. ❚ ❚ My supervisor supports my efforts to succeed at work. ❚ ❚ My firm strives to improve. ❚ ❚ My level of authority accurately reflects my level of responsi- bility. ❚ ❚ I have opportunities for career growth at my firm. ❚ ❚ Management takes an interest in my professional develop- ment. Additionally, this age range also rated every single one of

THE ZWEIG LETTER April 15, 2019, ISSUE 1292

COOL GREY 1

COOL GR 10

539

158

109

diversify

celebrate change promote educate

formerly the Hot Firm and A/E Industry Awards Conference

BUILD YOUR BUSINESS. BUILD YOUR BRAND. BUILD YOUR BRAIN. October 02–04, 2019 Las Vegas • The Green Valley Ranch Resort and Spa

ENTS

JOIN ZWEIG GROUP FOR THE ELEVATE AEC CONFERENCE The Elevate AEC Conference is the AEC industry’s premiere experience to connect global leaders, solve industry issues, present next practices, and celebrate the most successful firms in the built environment. Zweig Group’s annual conference is the largest gathering of award-winning AEC firms, making it the industry’s most comprehensive business conference for leaders and aspiring leaders of AEC firms in the US. EXPANDED EDUCATIONAL OFFERINGS This year, the Elevate AEC Conference marks another leap in the evolution of Zweig Group’s annual event with expanded educational offerings focused on firm management, senior marketers and HR professionals covering the latest strategies and emerging trends critical to grow your business.

M&A Next is a full-day symposium (pre- Elevate AEC Conference event) designed to provide M&A education. The conference-within-a-conference will provide practical application through interactive roundtable discussions, expert panel conversations, and focused networking to connect leaders from across the country.

SAVE $200 ON REGISTRATION THROUGH JULY 15 using PROMO CODE: CSElevate zweiggroup.com/elevate-aec-conference

Zweig Group exists to advance the AEC profession. Our Mission is to Elevate the Industry. We believe in a world that celebrates the built environment and recognizes its impact on individuals, communities, and commerce. Empowering organizations with the resources they need – to perform better, grow and add jobs, pay better wages and to expand their impact on the community – is always at the forefront of our action.

QUESTIONS? For group rates, or if you have any questions, contact Melissa Swann at 479-305-3357, mswann@zweiggroup.com or visit zweiggroup.com.

THE ZWEIG LETTER April 15, 2019, ISSUE 1292

P R O F I L E

Core values: Luke A. Heath Portland office leader for PCS Structural Solutions believes in the legacy of engineering as a community builder.

By RICHARD MASSEY Editor

“E ngineering can be perceived as stuffy, but when you can share your excitement, your passion is a catalyst,” Heath says. “I’ve had multiple mentees who just recently graduated high school who chose to pursue an AEC path. That is so exciting.” A CONVERSATION WITH LUKE HEATH. The Zweig Letter: You are an ACE mentor. Tell us about your involvement in the program, what you are hearing from students, and what needs to be done to attract more young people to architecture, engineering, and construc- tion management? Luke Heath: I helped start a local chapter a couple of years ago and really enjoy working with the high school stu- dents as a mentor. High school students haven’t necessarily pinned down what they want to do, but when you can show- case what you do, it’s a spark. We’ve found that using technology to create and study a project in the mentoring sessions really has been a driver

for dialogue and ideas. They’re already using technology, so Revit, VR goggles, SketchUp, and other engineering pro- grams are relatable and a natural extension of their skills. It helps them understand that our jobs are stimulating and that there is a lot of creation taking place. “High client satisfaction is the natural result of knowing why we do what we do, doing it well, and building people within our organization.” I feel that the greatest impact is in sharing why structur- al engineering is important to me, that it’s a legacy profes- sion that builds community. Engineering can be perceived as stuffy, but when you can share your excitement, your pas- sion is a catalyst. I’ve had multiple mentees who just recent- ly graduated high school who chose to pursue an AEC path. That is so exciting.

THE ZWEIG LETTER Ap

TZL: You joined the firm in 2002. In 2017, you became the firm’s leader of the Portland office. You have lived the dream, paying your dues and finding career advancement without having to look elsewhere. How did you do it? Tell us about the journey. LH: I had identified my love for working for the commu- nity early on. I grew up in a really poor, rural community. Through some extraordinary circumstances, I was able to go to college because of the generosity of the small town I lived in. I’ve never forgotten. I live with a sense of gratitude and directed purpose. I want to give back to the community. “Being a part of a company with values and goals I believe in has really motivated me to have a larger perspective on life and obtain this goal. I never let the walls of work define my ambitions, and PCS never said no.” In college, I would I pick one thing to work on that would help me get to that dream. At first, it was looking internally, working on my engineering skills, and going to a lot of sem- inars. Then I needed help with public speaking, so I started going to Toastmasters and reading a lot of books. I was involved in many activities and organizations outside of the office like Habitat for Humanity, ACE Mentoring Pro- gram, local engineering communities, local city council de- sign review boards, etc. These activities were fun and helped me develop some of the leadership skills I needed. Being a part of a company with values and goals I believe in has really motivated me to have a larger perspective on life and obtain this goal. I never let the walls of work define my ambitions, and PCS never said no. PCS has been very supportive of that dream, both in and out of the office, for which I am very grateful. TZL: What was the toughest problem you had to solve in the first year of leading the Portland office? LH: We had to focus on clients who shared the same core values. There are a broad range of potential clients, and it can be tempting to pursue them all, but you want to focus your energies on working with people who share your vi- sion. We put our time and resources into identifying com- munity-led projects in K-12, higher education, and health- care, and pursued relationships with clients who value col- laboration. We have a distinct culture, and we wanted to be a good fit. TZL: While the Portland location was a natural fit for PCS, the firm did not rush into opening the new office. The firm took pains to make sure there was a unified cul- ture across all its offices, and that the right people were in Portland. What’s the importance of company culture as it relates to job satisfaction, client satisfaction and, ul- timately, the bottom line? LH: Involving staff in these decisions creates a legacy cul- ture for future generations. We knew we could add value to our client service by opening a third office, but a conscious

effort was made by leadership to engage junior staff. Vetting a new office opening was a nine-month process. The staff re- searched markets up and down the West Coast and report- ed out to the board of directors on their recommendations. Leadership staff commented on their likelihood to move to possible future office locations. Those individuals who were willing to move were involved in office location decisions and the final tenant improvement design. The bottom line? High client satisfaction is the natural re- sult of knowing why we do what we do, doing it well, and building people within our organization. TZL: If you were sitting in a classroom with high school students, what would you tell them about the opportuni- ties and lifestyle a career in civil structural engineering can provide? LH: Structural engineering is a way of thinking about prob- lems. Engineers are meticulous problem solvers, and we’re required to think creatively about solutions. Engineers to- day work within a highly collaborative work model that can provide a satisfying work life that meshes with your person- al goals. There is a high demand for engineers, and the wag- es are very competitive. An engineer’s salary will provide a good standard of living. TZL: What should every engineer know about the design- build delivery model? LH: It’s not a common delivery method, but we’re seeing it more often, particularly in our higher-ed projects. We’re on the leading edge of the first two design-build projects for K-12 in Washington. The biggest thing from a structural en- gineering standpoint is that the work is often a lot more front loaded. To make the process successful, it takes invest- ed and outspoken stakeholders who are willing to advocate for elements of the design. The ability to be flexible is para- mount. You must be able to communicate and understand cost. It’s an opportunity to build trusting relationships. It’s a really fun process and very rewarding. “In addition to great benefits, we find that retention is a natural result of a great fit with our culture. Our average tenure is about 10 years with many over 25 years. It’s a diverse group of talent and provides internal mentorship opportunities.” TZL: The labor crunch appears to be at its peak with no signs of relenting. What are you and your team doing to recruit new talent? How do you retain the talent you al- ready have? LH: Connecting with undergraduate and graduate students is a priority. We look for opportunities to give presentations at universities and host social events such as breakfast with CalPoly students. We also work with high schoolers through the ACE mentorship program to encourage future talent. We put a lot of energy into creating a collaborative, positive culture. Growth is managed with culture in mind, and as we See CORE VALUES, page 8

pril 15, 2019, ISSUE 1292

ON THE MOVE WOOLPERT SENIOR STRATEGIC CONSULTANT NAMED SECRETARY OF NIBS FACILITIES COMMITTEE Woolpert Senior Consultant Emily Herndon, LEED AP, has been selected to serve on the board for the National Institute of Building Sciences, Facility Maintenance and Operations Committee. NIBS is a group of industry, government and agency experts who identify and solve issues that would otherwise hamper the construction of safe, affordable structures throughout the U.S. The FMOC works to improve the performance and longevity of buildings through effective maintenance and operation, improved total cost of ownership and life-cycle strategies for the nation’s built environment. NIBS was established by the U.S. Congress in 1974 as a nonprofit, non-governmental organization and is responsible for standards, including the Whole Building Design Guide, Integrated Resilient Design Program, and buildingSMART Alliance. Herndon, who works within the Woolpert Strategic Consulting group, has almost

two decades of experience developing and implementing strategic asset management programs, with a focus on how sustainability and efficiency can be applied to the built environment. “I’m excited to provide the perspective on how to build and operate efficient and sustainable buildings, and how this can help the committee improve national design standards,” Herndon said. “I also bring a more holistic, strategic perspective on the concept. Since I’m not an architect, engineer, or designer, I can evaluate and contribute to the standards from a more programmatic point of view.” Herndon added that although her perspective is objective, it will give the architects, engineers, and designers at Woolpert a distinct advantage, which will then benefit the firm’s clients. “This participation will give the firm consistent insight into where the industry is headed, which always gives you a big leg up on the competition,” she said.

Woolpert is the fastest growing architecture, engineering and geospatial firm in the country, delivering value to clients in all 50 states and around the world by strategically blending innovative design and engineering excellence with leading-edge technology and geospatial applications. With a dynamic research and development department, Woolpert works with inventive business partners such as Google and Esri; operates a fleet of planes, sensors and unmanned aircraft systems; and continually pushes industry boundaries by working with advanced water technologies, asset management, building information modeling, and sustainable design. The firm, which is 95th among ENR’s Top 500 Design Firms, supports a mission to help its clients progress and become more progressive. For more than 100 years and with 28 offices across the U.S., Woolpert serves federal, state and local governments; private and public companies and universities; energy and transportation departments; and the U.S. Armed Forces.

CORE VALUES, from page 7

TZL: With technology reducing the time it takes to com- plete design work, how do you get the AEC industry to start pricing on value instead of hours? LH: Our tagline is “Connected Teams. Bold Solutions,” and we fully embrace that. Our clients recognize PCS Structural Solutions as a partner, and they notice that we have internal processes that deliver quality: We internally teach cross-dis- cipline awareness with fire codes, constraints to the archi- tect and general contractor, building type impacts, architec- tural design, etc. Our culture of always working to help the owner and the entire project team succeed demonstrates value, and our clients recognize that value over any pricing/ hours exercise. TZL: Your firm had an established relationship with Port- land clients before opening an office there. But it seems that marketing and business development would still be important in terms of creating awareness among poten- tial new clients. What steps did you take to make sure people knew you were in town and that the pipeline was being fed? LH: Having a solid, positive PCS brand in the AEC market was foundational. We learned an important lesson from opening our Seattle office 25 years ago. For the first two years, we tried to connect with everyone in town in our key market. In hindsight, this delayed our connection to key de- cision makers. Eventually we got there and our Seattle office is a huge long-term success story. In Portland, we re-evaluated our strategy. We created a tar- geted list of key individuals in key markets and focused on it. Even when other potential clients wanted to meet, we prioritized our list. Focusing our energy and resources has been much more successful in the first two years of opening the Portland office. We doubled our revenue in year one as compared to the first year opening our office in Seattle.

grow, we continue to build our teams by providing plenty of opportunities for our teams to have fun together. In ad- dition to great benefits, we find that retention is a natural result of a great fit with our culture. Our average tenure is about 10 years with many over 25 years. It’s a diverse group of talent and provides internal mentorship opportunities. “We put a lot of energy into creating a collaborative, positive culture. Growth is managed with culture in mind, and as we grow, we continue to build our teams by providing plenty of opportunities for our teams to have fun together.” TZL: You have two engineering degrees fromWashington State University. It must have been gratifying to be part of the team on the Elson S. Floyd Cultural Center project, which is on the WSU campus. How did your involvement come about, and what personal rewards did you reap? LH: We’ve always had great partners in the higher ed mar- ket. Our team put forward a project on a design build com- petition that really matched the vision of the late universi- ty president. The Elson S. Floyd Cultural Center is the first building you see on the campus. It’s beautiful. It has an iconic curved roof to match the surrounding Palouse hills. We worked with my old professors throughout the project as they were a part of the advisory committee. I also was able to spend some time as a guest lecturer for a senior de- sign class. It had always been a dream to work on the cam- pus, and this project was a homecoming.

THE ZWEIG LETTER April 15, 2019, ISSUE 1292

O P I N I O N

What they want

Employees at AEC firms say they need ample opportunities to learn and train. My advice is to give them what they’re asking for.

E ach year Zweig Group collects millions of data points on the AEC industry. These come from our many surveys and publications, awards, and advisory services. Through these data points we can see what is working and not working. We can also see what employees are looking for. We find out what they want, what is most important to them, and how different policies enacted by their employers affect how they feel about working at that firm.

Kyle Ahern

the basics about IT so you don’t have to rely on someone each and every time something goes wrong. See if you can learn about the business side of the firm (this is where open-book management is important). No matter what your interests are, use the people you work with to make yourself a more well-rounded employee. “Learning and training – this is what employees are telling us they want from their firms. Invest in your employees’ training.”

These data points allow us to pinpoint exactly what employees are looking for from their firm. What Zweig Group has seen in the last year is that employees want to continue learning and they want more training. Learning and training is so important. This should be something they are always striving to do by using the resources inside of the firm each and every day. Learn from the people who have extensive experience in the field. Take every opportunity to jump on a new project, even if it’s only in a small way. Also, take advantage of the resources within your firm outside of technical people. Learn what the marketing team does so that you can help them help you. Try to learn

See KYLE AHERN, page 10

THE ZWEIG LETTER April 15, 2019, ISSUE 1292

ELEVATE / EDUCATE P.W. GROSSER CONSULTING, INC. AWARDS SCHOLARSHIPS TO LOCAL STUDENTS PURSUING STEM DEGREES Each year for nearly 20 years, P.W. Grosser Consulting, Inc. has awarded scholarships to local high school students planning to major in STEM disciplines. Winners are selected from a large pool of applicants who submit essays on pre-selected environmental and engineering topics that serve the community. Each year a catered luncheon is held for winners and their families. Winners receive a crystal trophy and a cash prize of $750 for first place and $500 each for two runners up. “I continue to be impressed with the knowledge and initiative that our scholarship winners demonstrate on their applications,” says Jim Rhodes, PWGC’s COO. Since its inception, PWGC has awarded more than $30,000 to students with an interest in pursuing engineering and environmental science as a career. PWGC also provides an internship program every summer. With more than two decades of multidisciplinary experience in a wide range of environmental compliance and engineering services and offices in New York (Bohemia, Syracuse, NYC), Washington (Seattle), and Connecticut (Shelton), PWGC is equipped to serve a broad range of clients across many industries. Whether your objectives are planning, design, redevelopment, or otherwise, you can count on PWGC to develop solutions that are economical and within budget.

in employees. It will help you land and keep that top talent. Another benefit is it can help identify the next generation of leaders. If there is an employee constantly jumping at training opportunities, and constantly wanting to better themselves, that is a person you should invest in. Clearly, they care enough to want to make themselves better. This in turn will help make your firm better. Find the people that are motivated. Cultivate and enhance that motivation and you will find someone who is in a great position to be one of the next firm leaders. I have seen this quote on LinkedIn a number of times. A CFO asks a CEO, “What if we train our people and they leave?” The CEO responds, “What if we don’t and they stay?” It will be interesting to see if the data remains the same in this year’s Best Firms To Work For employee surveys or if it will be different. One thing we do know is that we have to train our employees. It’s what’s important to them, it makes your firm better, and it’s one of the top ways to Elevate the Industry. KYLE AHERN is the awards manager and an advisor at Zweig Group. He can be reached at kahern@ zweiggroup.com. TOWERPINKSTER PROVIDES MENTORSHIP AND LEARNING OPPORTUNITIES WITH INTERNSHIP PROGRAM Interns at TowerPinkster , an engineering and interiors firm based in Michigan, are guided and mentored by the firm’s most seasoned team members. The firm’s experts and its interns work side-by-side, ensuring they learn the most they can while performing as an integral and important part of the TowerPinkster team. The firm encourages each individual to explore and grow within the company, making the internship program a best choice for young college students and new graduates. Ten to 15 percent of the firm’s staff are interns, primarily from Western Michigan University and Grand Valley State University. The careful selection process and the dedication of the mentoring team has resulted in the majority of internships at TowerPinkster turning into full-time positions post-graduation. In fact, 90 percent of the firm’s interns decided to join the firm full time after graduation. Founded in 1953, TowerPinkster is a 130-person multidiscipline architecture, engineering, and interior design firm. With two office locations, TowerPinkster has eight distinct service offerings and five unique market sectors. TowerPinkster’s market sectors focus on experience-driven spaces – spaces where people can live, learn, collaborate, serve, heal, and play. TowerPinkster identifies ways for clients to be more energy efficient while laying groundwork for the future at the same time.

DEADLINES APPROACHING There are only a few weeks left to register for awards! ❚ ❚ Deadline: May 1. Zweig Group’s Marketing Excellence Awards recognize outstanding and effective marketing in our industry. Applicants can choose one or more of the following categories: Advertising, corporate identity, integrated marketing/brand awareness, brochure, holiday, internal marketing, external newsletter, internal newsletter, project pursuit, recruitment/retention communication, social media, special event marketing, video, and website. ❚ ❚ Deadline: May 3. The Best Firms to Work For award recognizes the top architecture, structural engineering, civil engineering, environmental, geotechnical, landscape architecture/planning, and multidiscipline firms in the U.S. and Canada based on their workplace practices, employee benefits, employee retention rates, and much more. Zweig Group Hot Firm List recognizes the 100 fastest- growing architecture, engineering, planning, and environmental consulting firms in the U.S. and Canada. These firms have outperformed the economy and competitors to become leaders in their chosen fields. Visit bit.ly/1292AWARDS to register or learn more about all of Zweig Group’s awards. ❚ ❚ Deadline: May 3. The

KYLE AHERN, from page 9

Learning and training – this is what employees are telling us they want from their firms. Invest in your employees’ training. Bring people in for lunch- and-learns, pay for employees to go to conferences, start a firm-wide university, anything that shows that you care about your employees and want to help them advance in their careers. There are so many benefits to improved and enhanced learning beyond the fact that this is what is most important to employees at your firm. It’s an incredible recruitment and retention tool. If you want to set yourselves apart, show how much you care by investing “If you want to set yourselves apart, show how much you care by investing in employees. It will help you land and keep that top talent. Another benefit is it can help identify the next generation of leaders.”

THE ZWEIG LETTER April 15, 2019, ISSUE 1292

O P I N I O N

Fast (and problematic) growth

W e waited 10 years for business to be booming again, and now that it is, most of our problems have gone away, right? If you’re like the rest of us, your firm is busy. But as the projects and revenue pour in, so do plenty of problems that you’ll have to deal with.

In reality, we just have different problems, and for some firms, more problems. That is because as we grow and add more people, offices, services, clients, and projects, we have so much more complexity to deal with, and potentially more risk. This can lead to a feeling of chaos. Even with a solid infrastructure in place, it can feel like it is broken when everyone is moving 100 miles an hour all the time. Recent industry financial surveys show that the average firm is growing at 10 percent increase in revenue per year, but profits are leveling off. This is because the cost of salary and benefits are increasing faster than fees. Most firms have revisited their strategic plans in the last year, recognizing that changes in technology and competition are driving a more strategic and streamlined approach to running a profitable AEC firm. Recent assessments we have conducted with executives of small, medium, and

large AEC firms have identified the following three issues as the primary sources of stress, and the biggest constraints to growth: 1)Difficulty finding and retaining top talent, es- pecially in the mid-range of eight to 15 years’ experience. Being so busy gives prospective AEC professionals more options, driving salaries up and threatening succession plans and client relationships through attrition. This shortage also forces us to settle for less talented staff for more money, which has the potential impact of lowering profit margins over time if jobs take longer to do and fees do not escalate at the same rate as salaries. With more baby boomers expected to retire in the next few years, this problem will continue to be the major issue fac- ing AEC firms’ growth and profits. 2)Lack of accountability across the organization fueled by the fast addition of new employees, silos, acquisitions, and failure to get the firm’s culture adopted. This causes a great deal of

June Jewell

See JUNE JEWELL, page 12

THE ZWEIG LETTER April 15, 2019, ISSUE 1292

BUSINESS NEWS COLUMBUS SELECTS WOOLPERT TO PROVIDE ENGINEERING, SURVEY FOR SIDEWALKS AROUND SCHOOLS The city of Columbus, Ohio, has contracted with Woolpert to provide engineering, survey, and technical expertise to improve pedestrian access to schools. The project is part of the Columbus City Council’s initiative to support and improve the safety and quality of life of city residents by installing sidewalks around schools within three urban neighborhoods. Woolpert has been assigned the Near South neighborhood, which will improve routes for students and families attending Lincoln Park Elementary School, Livingston Elementary School and South High School in the Columbus City School District. The basic services to be provided under this contract include civil engineering for roadways, intersections and stormwater design; survey and right-of-way services; construction plan development; and landscaping details.

Nathan Fischer, Woolpert project manager, said these infrastructure improvements will make communities more walkable and improve home values, but the primary goal of the project is safety. He added that Columbus is ahead of the curve in implementing projects such as these that promote stronger, safer, and healthier cities. “Columbus has been very progressive in pursuing funding for pedestrian safety specifically and in supporting national efforts like Safe Routes to School,” said Fischer, who works on roads and bridges projects throughout the state. “Other cities of similar sizes have begun to look to Columbus to lead the way.” Survey and engineering work for the Near South project is now underway. Woolpert is the fastest growing architecture, engineering and geospatial firm in the country, delivering value to clients in all 50 states and around the world by strategically blending

innovative design and engineering excellence with leading-edge technology and geospatial applications. With a dynamic research and development department, Woolpert works with inventive business partners such as Google and Esri; operates a fleet of planes, sensors and unmanned aircraft systems; and continually pushes industry boundaries by working with advanced water technologies, asset management, building information modeling and sustainable design. The firm, which is 95th among ENR’s Top 500 Design Firms, supports a mission to help its clients progress and become more progressive. For more than 100 years and with 28 offices across the U.S., Woolpert serves federal, state and local governments; private and public companies and universities; energy and transportation departments; and the U.S. Armed Forces.

employee who does not have the potential to be on your “A” team. Focusing on employee performance, getting great clients and projects, and implementing effective best practices will quickly transform your firm and culture, and take much of the strain off of having to keep up with crappy projects and put up with lower performing staff. There is a lot to be said for growth if it ends up being successful, profitable and fun. If it only adds additional risk, stress, and problems, then growth in itself is not a good thing for your firm. Profits, rather than revenues, are a much more effective indicator of success. The top performing or “Top-Tier” firms in the industry have developed strategies based on being better, not bigger. This means elevating the skills, performance, and effectiveness of every employee – not just hiring more of them. By investing in your team and giving them what they need to be successful, you will increase employee retention, client satisfaction and, ultimately, your bottom line. JUNE JEWELL is the author of the best-selling book Find the Lost Dollars: 6 Steps to Increase Profits in Architecture, Engineering and Environmental Firms . She is president of AEC Business Solutions, helping progressive AEC firm leaders transform their cultures, increase project profits and boost employee performance. Connect with her on LinkedIn and learn more about how to improve your project financial performance at aecbusiness.com. “There is a lot to be said for growth if it ends up being successful, profitable and fun. If it only adds additional risk, stress ,and problems, then growth in itself is not a good thing for your firm.”

JUNE JEWELL, from page 11

inconsistency in project execution and client service and hin- ders the leaders’ ability to implement new processes and get employees to use and update data in key enterprise systems. As firms grow, it is essential to put business best practices in place to control quality, reduce risk, ensure safety, and pro- vide consistency essential to ensuring excellent client service and repeat business. Getting employees aligned with these best business practices is a key culture challenge that many firms battle with as they grow. 3)Lack of leadership and project management competen- cies to enable growth in business units, offices, and teams. With the fast growth and high backlogs comes the need to be better organized, and implement best practices that ensure high quality. But when everyone is so busy and you are adding new people faster, it is harder to ensure that your project managers and senior leaders have the skills, over- sight, and processes in place to ensure their success. “As we grow and add more people, offices, services, clients and projects, we have so much more complexity to deal with, and potentially more risk. This can lead to a feeling of chaos.” Rather than trying to grow to reach specific revenue or employee targets, you might consider that a better goal is to work towards being the best. This sets the bar high and actually may slow down growth because decisions about hiring and taking on marginal projects will lean towards the side of being more selective. Being highly selective means that you don’t take projects that are not A+ projects with highly desirable clients and high fees. It also means that you don’t knowingly hire an

THE ZWEIG LETTER April 15, 2019, ISSUE 1292

Page 1 Page 2 Page 3 Page 4 Page 5 Page 6 Page 7 Page 8 Page 9 Page 10 Page 11 Page 12

Made with FlippingBook Annual report