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pipeline eeded to retain your top people and not lose them to other firms? RH: We’ve created a mandatory employee development program. An internal staff survey was its impetus. In addi- tion to technical classes, we have varying class levels that of- fer training, for example, on how to move up from a project manager to a senior project manager. It’s a pretty new pro- gram and we’re still working to formalize the process. There are 15 to 20 different classes and they occur year-round. We’re also in the process of developing a more formal men- toring program. “Listen and be open-minded. Different people take varied approaches to their careers. While I’m part of the grey-haired set now, I still believe that the most important thing to people is to be a part of something. They want to be appreciated and rewarded.” TZL: As you look for talent, what position do you most need to fill in the coming year and why? RH: We’re struggling to find production staff (AutoCAD and Revit). There’s a lot of competition for these skills, for example, in the gaming industry. There’s also a gap in the mid-level engineer jobs. I attribute a lot of that to the hiring freeze during the recession in 2008 to 2010. I’m also con- cerned that our education system is just not training people for the long-term. We need to promote STEM programming wherever we can. 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 generation of owners? RH: Start early. Make it a standard part of doing business. I’m a second-generation leader in the firm and we’ve been working on this for about 15 years. We’re almost always transitioning ownership. TZL: Monthly happy hours and dog friendly offices. What do today’s CEOs need to know about today’s workforce? RH: Listen and be open-minded. Different people take var- ied approaches to their careers. While I’m part of the grey- haired set now, I still believe that the most important thing to people is to be a part of something. They want to be ap- preciated and rewarded. 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?
RH: We have a designated business development staff of four. They are separate from marketing, but work close- ly with them. They help to plug us in where we need to be plugged in. TZL: Diversifying the portfolio is never a bad thing. What are the most recent steps you’ve taken to broaden your revenue streams? RH: We recently merged with a firm in Montana and ex- panded our California offices. Not only are we diversifying geographically, but also in terms of services. We’re doing industrial and open to pretty much anything that makes sense for us. We just monitor the risk and then if the re- ward is worth more than the risk, we explore it. TZL: The list of responsibilities for project managers is seemingly endless. 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? RH: As a firm, we’re really working to clarify roles so proj- ect managers don’t take on more than they should. Senior staff stay involved to make sure they are getting the sup- port they need. Day-to-day management and communica- tion are key. We continue to push senior staff to be more involved. TZL: What is the role of entrepreneurship in your firm? RH: It’s something we always look for in senior manage- ment. Since most of our growth is organic, entrepreneur- ship is often responsible for how new offices open. It is something we admire and encourage. “I took over management in 2007, right before the recession. If there’s one thing I learned from that it was to learn how to be alert and nimble. You can’t be overly optimistic. Keep a clear eye on financial performance – things can change quickly.” TZL: In the next couple of years, what A/E segments will heat up, and which ones will cool down? RH: I’m really not sure. There’s a lot of dysfunction in our current political climate. One inappropriate tweet might catapult us in the wrong direction. There’s just too much unknown. TZL: The last few years have been good for the A/E indus- try. Is there a downturn in the forecast, and if so, when and to what severity? RH: I keep thinking it will slow down, but so far it hasn’t. We’re feeling some downward pressure from rising
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uary 19, 2018, ISSUE 1236
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