TZL 1323

TB: For the past four years, we’ve worked with a national company. The founder helps us to identify up and coming leaders. These people are called “Eagles.” There’s an analysis, follow-up, and much more. The program encourages equilibrium in all five pillars of a person’s life: spiritual, emotional, financial, mental, and physical. “We just went through [an ownership transition] five years ago. It’s important to be very honest and to get young TZL: What novel approaches are you bringing to recruitment, and how are your brand and differentiators performing in the talent wars? TB: We are active recruiters. People are the lifeblood of any company. We work with local colleges and offer mentorships and internships. Twice a year, we present at local colleges on the topic of what an engineering degree can do for a student’s future. We’re active on social media and keep our finger on the pulse of “unicorns.” We attend professional gatherings and belong to professional associations. We bring energy and enthusiasm to the field and offer people three tracks: technical, project management, or executive. TZL: Is change management a topic regularly addressed by the leadership at your firm? If so, elaborate. TB: During the last four years, we’ve had a good number of long-term employees retire. They had a lot of history here and we work to get that knowledge transfer to happen as quickly as possible when new people come in. Introductions have to happen fast. It’s also about managing a change in relationships, because as many of these people retire, their contacts retire too. It’s something we are constantly working on and sometimes it can be like pulling teeth. TZL: How often do you valuate your firm and what key metrics do you use in the process? Do you valuate using in-house staff or is it outsourced? TB: We do it annually. We work with an accounting firm that preps for tax filing people bought in by giving them a lot of responsibility. They need to have a vested interest.”

and valuation. It’s based strictly on book value. TZL: Ownership transition can be tricky, to say the least. What’s the key to ensuring a smooth passing of the baton? What’s the biggest pitfall to avoid? TB: We just went through this five years ago. It’s important to be very honest and to get young people bought in by giving them a lot of responsibility. They need to have a vested interest. TZL: What unique or innovative pricing strategies have you developed, or are you developing, to combat the commoditization of engineering services? TB: Pricing varies based on client. Some are lump sum and some are rate. We stay away from exceeding contracts. It helps to work with agents to negotiate terms of payment. For example, some clients will agree to pay for a job within three days. That’s great for cash flow and it also helps to win a lot of work. TZL: They say failure is a great teacher. What’s the biggest lesson you’ve had to learn the hard way? TB: In general, people try to be optimistic when it comes to sales. Don’t let that happen. Don’t hold extra manpower for a job you don’t have. And project managers have to get change orders. “The future is bright. We’re seeing more diverse populations in classrooms and there are also more people in general. Engineering classrooms that used to be filled with 30 students are now filled with 90-100 students.” TZL: In one word or phrase, what do you describe as your number one job responsibility as CEO? TB: People development. I work to remove obstacles too. TZL: What happens to the firm if you leave tomorrow? TB: I’m 100 percent confident that the firm would carry on with no problem. I’m already working on an exit strategy,

HEADQUARTERS: Cleveland, OH NUMBER OF EMPLOYEES: 50 YEAR FOUNDED: 1951 NUMBER OF OFFICE LOCATIONS: 2 MARKET SECTORS: ❚ ❚ Metals ❚ ❚ Federal, state, and local government ❚ ❚ Chemical ❚ ❚ Manufacturing ❚ ❚ Commercial and institutional ❚ ❚ Power MARKET SERVICES: ❚ ❚ Civil ❚ ❚ Structural ❚ ❚ Mechanical/HVAC ❚ ❚ Electrical ❚ ❚ Process and piping ❚ ❚ Instrumental and controls ❚ ❚ Industrial engineering ❚ ❚ Environmental science and engineering ❚ ❚ Architecture ❚ ❚ Surveying ❚ ❚ Construction administration VISION FOR FUTURE GROWTH: ❚ ❚ Continue to create leaders in the business and in the community ❚ ❚ Continue to develop a culture of physical and spiritual wellness for the company and its clients ❚ ❚ Grow through attracting the most talented people who fit into a culture of success and accountable communication ❚ ❚ Continue an upward trajectory of increased revenues and profits ❚ ❚ Stay on the leading edge technology in the industry ❚ ❚ Evolve the firm’s ownership for generations to come

through staff development and welcoming new partners with an entrepreneurial spirit

See BRIGHT FUTURE, page 8

ember 9, 2019, ISSUE 1323

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