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into providing improved services for clients? JP: We’re not only exploring these types of technologies, we are proactively immersing ourselves in them. One example where we’ve made significant investment is in the use of augmented and virtual reality technologies in design and construction. This helps clients and stakeholders better envision the changes and understand technical engineering concepts during design to help in decision-making. TZL: What, if anything, are you doing to protect your firm from a potential economic slowdown in the future? JP: The Great Recession taught us a lot. Having to tighten the firm due to forces outside our control was exceptionally difficult and something we do not want to go through again. For example, we’re approaching large projects differently now. We never want to be a firm that staffs up quickly and lays staff off quickly as workload demand changes. In the past, when we were well positioned to win that type of work, we often took a very large role in staffing and managing the projects. As the recession continued to grow and clients began cutting way back on funding projects, we found ourselves over-staffed in several areas. As we’ve become more cautious about the economy over the last year, we’ve made a conscious effort to partner with other major partners and share the work more broadly. As a result, we’re reducing our risk by taking on less of the overall project delivery responsibilities. We may well still lead the project, but we’re spreading the risk with other firms so that in the event of a slowdown, the impact will be much less for all. The key to that working, of course, is having a suite of trusted partners who share that philosophy. We’re also constantly diversifying geographies we work in and trying to keep a balance between work disciplines. TZL: It is often said that people leave managers, not companies. What are you doing to ensure that your line leadership are great people managers? JP: Parametrix provides annual supervisor training to newer supervisors to ensure they have the proper tools and understanding to be successful. We encourage constant communication and conduct career assessments See BENEFITS FOR ALL, page 8
level where every individual employee is accounted for. Projects are often confronted with change, so the workload forecasting process can be dynamic and is routinely reviewed for everyone on a weekly basis. Depending on the nature of discipline work each employee may be engaged with, we can reliably predict their workload from one month to one year. The reason for that disparity is the nature of the work. Survey assignments, for example, are often quick burn and it’s less clear what an individual may be doing in three months. On the other hand, staff working on very large projects can confidently know what they’ll be doing 12 months out. As for cash flow, we feel confident predicting income and costs by quarter, and reasonably certain about predicting it out six to nine months. TZL: How much time do you spend working “in the business” rather than “on the business?” JP: This ebbs and flows, but I’m generally a pretty externally focused CEO and I spend a significant amount of time with clients and partners. I enjoy working with them and our project teams on strategy at a macro and project level. I’m engaged with multiple assignments as the principal-in-charge, which helps me stay connected with project teams as things evolve. At times, my focus may be fairly intense working “on the business.” For example, I’ve been spending a lot of time over the last year working with senior staff on employee engagement planning, assisting in the development of new technologies for water and wastewater treatment and helping launch our Integrated Watershed Management initiative. I’ve also worked with leadership and our Emerging Leaders at Parametrix (LEaP program) in the development of a comprehensive approach and plan around diversity, equity, and inclusion. Whether we call it inside the business or on the business, I’m enthusiastic about our upcoming industry event focused on the Future of the Profession. Parametrix will be hosting its second “mini-conference” where our clients and partners can hear from industry experts and discuss how artificial intelligence, autonomous vehicles, machine learning, 5G, robotics, etc. will change our business over the next five to 10 years. TZL: Artificial intelligence and machine learning are potential disruptors across all industries. Is your firm exploring how to incorporate these technologies
HEADQUARTERS: Seattle, WA
NUMBER OF EMPLOYEES: 530
YEAR FOUNDED: 1969
NUMBER OF OFFICE LOCATIONS: 14
SERVICES:
❚ ❚ Community building
❚ ❚ Cultural resources
❚ ❚ Energy
❚ ❚ Environmental
❚ ❚ Funding and grant assistance
❚ ❚ Project delivery
❚ ❚ Surveying
❚ ❚ Sustainable solutions
❚ ❚ Transportation
❚ ❚ Water
SECTORS:
❚ ❚ Industry
❚ ❚ Public agencies
❚ ❚ Teaming partners
❚ ❚ Tribes
❚ ❚ Pueblos and rancherias
THEIR PURPOSE: Helping clients and partners create vibrant, sustainable communities and restoring the health of the planet for future generations. CORE VALUES: Integrity, compassion, collaboration, fun, client service, and employee ownership.
© Copyright 2019. Zweig Group. All rights reserved.
ober 21, 2019, ISSUE 1317
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