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roles in the future and start identifying the training needs required. The leading of the company involves many members so that if there is a need for a quick transition, it would not be detrimental to the firm. “I always find challenges as opportunities to grow and find those times the most fun. Some of the more recent challenges have been transitioning between the founders of the firm and the next generation of owners.” TZL: There is no substitute for experi- ence, but there is pressure to give re- sponsibility to younger staff. What are you doing to address the risk while pur- suing the opportunity to develop your team? MP: We have developed processes over the years to help younger team members grow, both technically and professional- ly. These include internal QA/QC process- es throughout the life of a project as well as technical and non-technical training so that our experienced engineers are provid- ing oversight while allowing our young- er engineers room to grow. Our technical committee is very active and hosts weekly technical sessions such as internal lunch- and-learns, calculation of the month re- views, project specific lessons learned and the like. These sessions encourage engi- neers to bounce ideas off of one another so that we are sharing and learning, com- pany-wide. TZL: In one word or phrase, what do you describe as your number one job respon- sibility as CEO? MP: Leadership development. We work hard to ensure that we have the next per- son for any role in the company identified and trained well ahead of the need for the transition. This philosophy applies from entry-level positions to my role and every- thing in between. TZL: Engineers love being engineers, but what are you doing to instill a business culture in your firm? MP: Pete Pruitt, who started the firm 30 years ago, instilled a business culture from the very start which consisted of open book/open door management as well as a strong business development mindset.

This culture is still in place today as we share financials and other details about the business continuously. We openly commu- nicate the business development and mar- keting strategies and provide training to all engineers to develop their understand- ing of the business side of engineering. We have also introduced a BD mentoring program for our younger staff to provide coaching and instruction for this part of the business. TZL: The seller-doer model is very suc- cessful, but with growth you need to adapt to new models. What is your pro- gram? MP: For the selling portion of the busi- ness, we have strong business develop- ment and marketing folks who are not en- gineers. This group continuously meets with all staff levels to create action plans for selling our services and provides sup- port in those areas. Their aim is for every person at PES to feel comfortable and em- powered to build strong relationships with their clients so that those relationships can weather job changes both within and between organizations as careers progress and change. TZL: A firm’s longevity is valuable. What are you doing to encourage your staff to stick around? MP: To create longevity/reduced turnover, we have an owner that oversees the cultur- al aspect of our firm in order to create a place that folks enjoy being a part of. This is done by continuously engaging with all firm members as well as establishing a cul- ture and engagement group to better un- derstand what we are doing well, where we need to improve and what things we should stop doing. “To create longevity/reduced turnover, we have an owner that oversees the cultural aspect of our firm in order to create a place that folks enjoy being a part of.” TZL: Benefits are evolving. Are you of- fering any new ones due to the changing demographic? MP: We use a suggestion box on our in- ternal intranet as well as the results of the Best Firm survey to find areas that need improving. The culture and engagement

YEAR FOUNDED: 1988 HEADQUARTERS: Atlanta, GA OFFICES: Atlanta and West Hartford, CT NO. OF EMPLOYEES: 57 MICHAEL PLANER: Michael Planer is responsible for overseeing firm operations and ensures that each project is staffed with the best professionals for the job. Throughout the course of his 26-year career, he’s worked on just about every type of project out there and his expertise includes the design of structural systems requiring steel, masonry, timber, pre-stress concrete, and reinforced concrete members. On the lighter side, he also shares the same birthday with his idol – Thomas Edison. MARKETS: Community, healthcare, government, industrial, commercial, housing, academic, and hospitality. MISSION: Share, cultivate, listen, and communicate. CULTURE: PES encourages employees to expand their structural knowledge through seminars, lunch-and-learns, and participation in various professional organizations. Employees can also get more internally involved in the company’s development by participating in committees geared toward the improvement of the quality of engineering and life within the company. While the firm has grown significantly over its history, it maintains a close- knit, small-company feel where everyone knows each other’s name and where it cultivates an open door policy.

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ruary 4, 2019, ISSUE 1282

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