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ON THE MOVE EYAD MIZIAN JOINS GREELEY AND HANSEN AS MANAGING DIRECTOR Greeley and Hansen , a global civil and environmental engineering, architectural, and management consulting firm, has named Eyad Mizian as the new managing director of the firm’s Mid-Atlantic Operating Group. Mizian has more than 25 years of experience in leading engineering teams in the planning, design, and construction of complex water and wastewater projects for major capital improvement programs in the United States and United Arab Emirates. In addition, he has specialized expertise in both national and international environmental policies and water industry regulations. He most recently served as vice president and client account manager with Louis Berger, where he managed large teams to complete major projects and programs for various water utility clients primarily in Maryland, Washington, D.C., and New Jersey.

In his new role as managing director at Greeley and Hansen, Mizian will lead the firm’s efforts to expand business operations in the Mid- Atlantic region with a focus on building solid partnerships with utility clients and developing sustainable solutions to address their long- term needs. He will also direct the overall business operations for multiple Greeley and Hansen office locations in the Mid- Atlantic. “Eyad is a results-oriented leader with vast management experience and technical knowledge in delivering successful water infrastructure improvement programs,” said John Robak, president. “His client-focused approach and proven leadership ability will be vital in helping to position our firm for continued strategic growth in this key Mid- Atlantic market.” A registered professional engineer and attorney at law, Eyad holds a bachelor’s degree in civil

engineering from theUniversity of Rhode Island, a master’s degree in civil engineering from Marquette University, Milwaukee, Wisconsin, and a Juris Doctor in law and government from Widener University, Harrisburg, Pennsylvania. He is a member of the American Council of Engineering Companies of Metro Washington, D.C., serving on the Water Infrastructure Committee. Greeley and Hansen is a leader in developing innovative engineering, architecture, and management solutions for a wide array of complex water, wastewater, and related infrastructure challenges. The firm has built upon over 100 years of proven civil and environmental engineering experience in all phases of project development and implementation to become a premier global provider of comprehensive services in the water sector. Greeley and Hansen is dedicated to designing better urban environments worldwide.

GREG KANZ, from page 11

the last 10 years. Market and competitive pressure spurred six-figure investments in scanning, software, hardware, and training. Land surveyors and tech-savvy staff banded together as a coalition to develop the vision and strategy. “Vision and strategies are sometimes the easy part. Establishing urgency, aligning people, and communicating the change must be done to jump-start the process.” “Being a visual, interactive medium, communication was fun and interactive,” Bennett says. Hand measuring was replaced with 3D scanning over time as designers understood the value. Accuracy and efficiency increased as point clouds captured existing conditions with incredible fidelity. “It’s now standard for us to use 3D scanning during a project,” Bennett says. “The change has been acculturated.” New approaches continue to evolve with drone scanning. Terrestrial and aerial scans are being melded together to give clients a complete view of existing conditions. “This change process took years,” Bennett says. “You can see elements of Kotter’s eight-step approach to making this successful.” As you implement initiatives in your firm, consider Kotter’s eight steps. What does your firm do well and what could you improve? One thing is for certain: Your resiliency as an organization will depend upon your ability to create positive, adaptive change. GREG KANZ, APR, CPSM, is marketing director for Shive-Hattery. He can be reached at gregkanz@shive-hattery.com. JEN BENNETT is vice president and office director for Shive-Hattery’s Quad Cities (Illinois) office. Shive-Hattery is a 400-person architecture/engineering firm with seven offices in Illinois, Indiana, and Iowa.

cate your new vision and strategies with your guiding coali- tion acting as role models. 5)Empower broad-based action. Remove obstacles, change systems or structures that undermine the vision. Encourage risk-taking and nontraditional ideas, activities, and actions. 6)Generating short-term wins. Plan for and create visible improvements in performance. Recognize and reward people who made the wins possible. 7)Consolidate gains and produce more change. Use in- creased credibility to change all systems, structures, and poli- cies that don’t fit together and don’t fit the transformation vision. Hire, promote, and develop people who can implement the change vision. Reinvigorate the process with new projects, themes, and change agents. 8)Anchoring new approaches in the culture. Create better performance through client- and productivity-oriented behav- ior, more and better leadership, and more effective manage- ment. Articulate the connections between new behaviors and organizational success. Develop means to ensure leadership development and succession. “Vision and strategies are sometimes the easy part,” Bennett says. “Establishing urgency, aligning people, and communicating the change must be done to jump-start the process.” Bennett’s 60-person office has made significant investments in 3D scanning technology and talent over “What does your firm do well and what could you improve? One thing is for certain: Your resiliency as an organization will depend upon your ability to create positive, adaptive change.”

THE ZWEIG LETTER October 29, 2018, ISSUE 1270

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