1250

KH: The key to success lies in the re- lationship of the team members. You can’t just throw together a team. There needs to be thoughtful consideration behind each choice (i.e., Does each team member have the same objec- tive? Is there trust? Is there role un- derstanding?). The risk happens when information doesn’t flow well between team members. “You need to balance transparency with confidentiality. Annually, we share financial information with all staff.” TZL: The talent war in the A/E indus- try is here. What steps do you take to create the leadership pipeline need- ed to retain your top people and not lose them to other firms? KH: It takes time for roles to open up so you have to constantly engage and provide leadership training for people at all levels in the company. “Pipeline” is the operative word here. You need to have plenty of people ready to step up – specifically people who reinforce your company’s culture. TZL: As you look for talent, what po- sition do you most need to fill in the coming year and why? KH: I’m sure my answer is like many others – mid-level project managers. We also need seasoned technical staff. We try to target internal referrals but are getting tapped out. We use all channels to recruit – website, Glass- door, LinkedIn, and staffing agencies. It’s incredibly competitive out there right now. 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? KH: It’s a long runway. We’re a first- generation firm and have a stock own- ership plan in place. It’s different for every firm. Focus on leadership devel- opment. I don’t think ESOPs are the end all. It takes careful planning. TZL: There are A/E leaders who say profit centers create corrosive inter- nal competition for firm resources.

What’s your opinion on profit cen- ters? KH: I agree that profit centers create a corrosive situation. We operate as one company. We’re all focused on the cus- tomer and project types. While each group (i.e., public, utilities, survey- ors, or municipal development), has its own financial targets, at the end of the day we have one overhead rate and are one company. Profit centers go against the dynamic of a team culture. We win/lose together. Profit centers are countercultural and would never make us better. 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? KH: We separate marketing from busi- ness development. Business develop- ment focuses on sales, signing con- tracts, following leads, and relation- ship development. Marketing focuses on getting the word out about what we’re doing. They are different roles. Let people do what they are good at doing. “It takes time for roles to open up so you have to constantly engage and provide leadership training for people at all levels in the company.” TZL: Diversifying the portfolio is never a bad thing. What are the most recent steps you’ve taken to broaden your revenue streams? KH: You never know what’s going to happen. We have four market seg- ments. We are consistently looking to diversify our customer base and sec- tors. We’re always on top of that. That said – stick with what you’re good at and build on it. TZL: The list of responsibilities for project managers is seemingly end- less. How do you keep your PMs from burning out? And if they crash, how do you get them back out on the road, so to speak?

YEAR FOUNDED: 1992 HEADQUARTERS: Overland Park, KS OFFICES: 3 offices in Kansas NO. OF EMPLOYEES: 130 THEIR PLEDGE: “Welcome to ‘no problem.’ Engineering services with unmatched customer service.”

THEIR SERVICES: ❚ ❚ Development ❚ ❚ Utilities ❚ ❚ Public works ❚ ❚ Surveying

THEIR COMMUNITY: Since the founding of BHC RHODES, the company and its employees have been hard at work to make the community, and world, a better place. They participate at various levels in charitable sponsorship and in contributing to higher education. Their focus is on supporting those organizations that are helping people learn how to help themselves in addition to offering temporary relief. THEIR CULTURE: A progressive work environment that offers challenges and opportunities for professional growth. Continuing education and professional development are strongly supported.

See CONFERENCE CALL, page 8

ay 28, 2018, ISSUE 1250

Made with FlippingBook Annual report