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ON THE MOVE GIBBS & COX APPOINTS JEFFREY BOWLES DIRECTOR OF DONALD L. BLOUNT & ASSOCIATES DIVISION Gibbs & Cox, Inc. , a global leader in naval architecture and marine engineering, announced the appointment of Jeffrey Bowles as director of its division in Chesapeake, Virginia. Bowles joined DLBA in 2001 as a Webb Institute Naval Architect and earned a master’s degree in marine engineering from the University of Newcastle Upon Tyne. He was promoted to DLBA technical director in 2011. Bowles has served as detailed detail lead, project manager, and owner’s technical representative for many high performance craft projects, and is a licensed professional engineer in the states of Virginia, Florida, and New York, and is a certified project management professional. “Bowles’ impressive breadth of design and production expertise spans all our recreational, commercial, and military markets. Jeff brings a wide range of design, engineering, and research and development project experience to this position, which will help us continue to grow this business line,” states Chris Deegan, president and chief executive of Gibbs & Cox, Inc. ARUP ANNOUNCES PROMOTION OF JOSHUA CUSHNER TO PRINCIPAL Arup , the global design and consulting firm for the built environment, announced that Joshua Cushner has been named a principal of the firm. “For more than 10 years, Joshua has been a leading innovator at Arup, exploring new

knowledge in acoustics from both a social and a psychological standpoint,” said Andy Howard, chairman of Arup’s Americas Region. “With his promotion to principal, we are delighted to recognize not just his technical achievements, but his commitment to inspiring our client’s to thrive in a changing world.” Cushner joined Arup in 2006. As leader of Arup’s acoustics, audiovisual, and theatre consulting practice on the West Coast, he has completed more than 250 projects, leading multi-disciplinary teams to deliver advanced, creative solutions to the cultural, corporate, and educational sectors. Among his notable clients are the San Francisco Opera, Apple, Salesforce, SFMOMA, and Google. He has also led multi-media installation projects at Fort Mason National Park and the SPUR Urban Center. Cushner holds a master of studies degree in interdisciplinary design for the built environment from University of Cambridge, as well as master’s and bachelor’s degrees in mechanical engineering from Bucknell University. Arup provides planning, engineering, design, and consulting services for the most prominent projects and sites in the built environment. Since its founding in 1946, the firm has consistently delivered technical excellence, innovation, and value to its clients, while maintaining its core mission of shaping a better world. Arup opened its first U.S. office more than 30 years ago and now employs 1,400 people in the Americas. The firm’s employee-ownership

structure promotes ongoing investment in joint research to yield better outcomes that benefit its clients and partners. KP ENGINEERING EXPANDS MIDSTREAM CAPABILITIES WITH THE ADDITION OF MIDSTREAM PROCESS ENGINEERING EXPERT KP Engineering announced that James Fitzgerald has joined the company’s engineering staff. Fitzgerald is an internationally recognized authority in midstream process engineering and will serve as KPE’s senior vice president of process technology. He will be based in KPE’s Tulsa, Oklahoma, office. “We are excited to welcome Fitzgerald to our growing company,” said William Preston, president and chief operating officer. “He adds tremendous technical leadership to our already talented midstream process engineering team. His addition enhances our ability to partner and collaborate with our midstream customers to provide EPC solutions tailored to their needs. We are always looking to add top- tier talent, and Jimmy fits the bill. It obviously makes KPE better, but more importantly, it allows us to continue forging long-standing relationships and provide innovative results for our partners.” Fitzgerald has more than 20 years of process and midstream industry experience, predominantly in gas processing, with Linde Engineering and, most recently, with MarkWest Energy Partners, LP, where he was director of process engineering. He holds a Ph.D. in chemical engineering from Oklahoma State University.

plan. The pain of a single uncomfortable conversation is much less than the pain everyone else feels with having a poorly performing employee at the office day after day, with no end in sight. If you look at these three common management issues in your business, and make some positive changes, you will be amazed at how much easier business is when you surround yourself with the right people all sitting in the right seats. Life is way too short to do it any other way. Your business (and your employees) will thank you. CHRIS HALLBERG, ranked No. 9 on Inc. ’s Top 50 Leadership and Management Experts, is a seasoned business consultant, turnaround expert, United States Army veteran, and author of The Business Sergeant’s Field Manual . He can be reached at info@bizsgt.com. “If you look at these three common management issues in your business, and make some positive changes, you will be amazed at how much easier business is when you surround yourself with the right people all sitting in the right seats. Life is way too short to do it any other way.”

CHRIS HALLBERG, from page 11

environment of low accountability. This paradigm shift has helped many organizations morph their company culture and level the playing field with tangible metrics. 2)Failure to hold people accountable. If there is no conse- quence for habitually getting things wrong or not hitting agreed upon metrics, people generally won’t change their ways. Think about it: If every time you got pulled over for speeding and you got a warning rather than an expensive ticket, you’d probably never stop speeding. You must have a set process to deal with both cultural and performance issues with your employees. When do they get a warning and when do you start writing tickets? It’s up to you to decide. 3)Putting employees in the wrong seat. Oftentimes, we want to “reward” a long-time employee or one who has crushed their last position, so we hand out promotions as a pat on the back. But within a few months, you might regret doing so. Your company deserves to have the best possible em- ployee for every seat available, not one that “kind of ” gets it, or might get it someday. Ideally, you’re looking for a 10 out of 10. When your entire company is populated with eights, nines, and 10s, business becomes much easier, a lot more fun, and profitable, I might add. It’s the threes, fours, and fives of the business world who take up so much time with their issues – many of which will never be solved – as long as you allow them to stay without a clear performance improvement

THE ZWEIG LETTER February 19, 2018, ISSUE 1236

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