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We’ve also implemented a social rec- ognition program where employees can give recognition to others based on T&M’s core values. The internal vis- ibility of acknowledging superior per- formance as it relates to these values has proven beneficial to our positive workplace culture. TZL: As you look for talent, what po- sition do you most need to fill in the coming year and why? GD: We’re looking for all levels, but mid-level project managers across ge- ographies and practices are our high- est priority. We’re continually search- ing for technical experts to expand on our existing capabilities and that align with growth. TZL: While plenty of firms have an ownership transition plan in place, many do not. What’s your advice for firms that have not taken steps to identify and empower the next gen- eration of owners? GD: Start now, it’s never too early. We’re wholly owned by company em- ployees. Our stockholders are the owners and leaders. The program we have in place maps out the criteria and steps that need to be taken from any stage in their career to become a stockholder. Regardless of age, our stockholders range from millennials to baby boomers and they must be motivated to improve, innovate, and grow the business. A clear vision and strategic plan for the future helps us to identify those next generation lead- ers who will help lead the firm to those goals and beyond. TZL: Monthly happy hours and dog friendly offices. What do today’s CEOs need to know about today’s workforce? GD: Although you will not find any an- imals roaming our offices, we do have our fair share of happy hours, social engagements, and community out- reach events. Company culture is im- portant. The workforce consists of baby boomers, Generation Xers, and millennials and each group has dif- ferent drivers, motivators, and are at different points in their careers. How- ever, when their individual goals and career progression paths are aligned with corporate goals and there is en- gagement from the top down, we all succeed.

Today’s workforce wants more than just a 9 to 5 job. They want to find the right company with the right culture and purpose. They desire an environ- ment that supports advancement, in- novation, and cutting-edge tools to advance their career. Everything is more personalized now. No two paths are the same. TZL: Zweig Group research shows there has been a shift in business development strategies. More and more, technical staff, not marketing staff, are responsible for BD. What’s the BD formula in your firm? GD: Our clients are diverse – they range from Fortune 500 companies to small municipalities. Our business de- velopment strategy is a hybrid of tra- ditional marketing/business develop- ment representatives and seller-doers. We find the seller-doer model is more effective with the more technical cli- ents/practices while the traditional marketer/business developer is more effective in the municipal consulting arena. Both technical and marketing BD staff present at national, regional, and lo- cal conferences; are published in var- ious business and trade publications; and are award winners who represent T&M as subject matter experts and thought leaders. Our BD formula is continually be- ing refined based on geography, cli- ent, practice, technology, etc. We have found that our strategic plan is shift- ing from the pure BD models to com- pete on a technical level, but the tradi- tional BD model still works to estab- lish and retain relationships. TZL: Diversifying the portfolio is never a bad thing. What are the most recent steps you’ve taken to broaden your revenue streams? GD: Although always focused on grow- ing our core services – water resourc- es, environmental, real estate devel- opment, municipal/public works and transportation – we’ve expanded our service/practice lines. These emerging practice areas – technology (GIS, auto- mation, and IT), energy, construction management/project management – are stand-alone and open up new opportunities with new clients, but are also complementary to our core See CONFERENCE CALL, page 8

YEAR FOUNDED: 1966 HEADQUARTERS: Middletown, NJ OFFICES: 19 offices in 8 states NO. OF EMPLOYEES: 350 MARKETS: ❚ ❚ Educational/institutional ❚ ❚ Energy/utilities ❚ ❚ Environmental ❚ ❚ Hospitals/healthcare ❚ ❚ Local government ❚ ❚ Manufacturing/industrial ❚ ❚ Real estate and development ❚ ❚ Transportation/infrastructure THE T&M EXPERIENCE

T&M offers a broad range of programs to help its employees achieve their full potential, realize rewarding and fulfilling career opportunities, and make an impact within the communities they serve. For example, Operation Outreach is a company-wide initiative that helps employees in need, supporting their partner communities through volunteerism and promoting STEM education. Under the program, T&M volunteers routinely participate in blood drives, STEM education events, beach cleanups, food drives, home rebuilds, and numerous other community service events.

May 7, 2018, ISSUE 1247

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