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Conference call: Dave Lubitz COO of Aguirre & Fields, LP (Best Firm Multi-discipline #27 for 2018), a 120-person engineering firm based in Houston.
By LIISA ANDREASSEN Correspondent
“I f you haven’t started planning for ownership transi- tion, you’re behind and you should start today,” Lubitz says. “It’s the most critical issue facing growing firms and especially companies of first and second generations.” A CONVERSATION WITH DAVE LUBITZ. The Zweig Letter: The design-build delivery model ap- pears to be trending upward. What are the keys to a suc- cessful design-build project? What are the risks? Dave Lubitz: We’ve been fortunate to work on some of the most impactful projects in Texas through the design-build process. Our delivery model as well as our design-build part- ners have allowed us the opportunity to work on billion-dol- lar mega-projects typically not available for mid-sized firms like us. A unique mindset is imperative to successfully managing all the moving pieces as well as unexpected project changes. Understanding the key driving factors of the owner, con- tractor, and all disciplines is key to success in both the pro- posal and design phases.
We have found that primary risks in design-build efforts are design changes and optimization by the owner and con- tractor. Extensive communication and involvement in early development of alternatives and design procedures allows us to mitigate risks. Establishing quality control protocols as well as holding individuals accountable to following said protocols through regular quality audits, is key to elimi- nating mistakes. It’s equally important to review plans at each submittal stage with a fresh mindset instead of taking for granted that other disciplines may have remained un- changed. Change is the only constant in design-build, so we’re always developing more efficient and automated procedures to pro- actively manage design-build projects. TZL: There are AEC leaders who say profit centers create corrosive internal competition for firm resources. What’s your opinion on profit centers? DL: Our goals are guided by consistently allowing fluid workshare across offices with shared responsibility, care, and success. We perceive profit centers to cause the stifling
THE ZWEIG LETTER Octo
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