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ON THE MOVE SEASONED CLIENT-SIDE VETERAN JOINS CRB’S BUSINESS DEVELOPMENT AND STRATEGY TEAM Ralph Grant, a chemical engineer with 28 years of experience leading high-performing project teams, has joined CRB ’s Central region as the director of business development. Grant’s strong engineering skills and personal interests as an award-winning photographer and painter are the perfect mix of science and art that will benefit business development at CRB. These skills bring an understanding of client needs in the evolving world of engineering consulting and sourcing of capital projects. Grant was previously the senior director of engineering at Mallinckrodt Pharmaceuticals, managing capital strategy for its generics businesses. He has worked in many market segments, including engineering consulting, construction, process safety, skid fabrication, specialty chemicals, pharmaceuticals, biofuels, food, beverage, and dairy. Grant has executed hundreds of projects, aligning business with capital strategy and finding economic solutions to technical engineering problems. “In my previous position, working with CRB helped me be successful on many projects. I’m excited to be a part of CRB’s culture of technical excellence, entrepreneurialism, and relentless pursuit of success,” Grant said. Grant will focus on cultivating relationships with new and existing clients – getting to know their strengths and opportunities. He will address their needs by accessing CRB’s deep bench of experts in engineering, consulting and construction. While Grant will be based in St. Louis, he will support clients in the nine- state region and clients who have offices abroad. “Ralph brings a keen strategic eye to his work that is pragmatic yet always creative. We have

witnessed his talents when partnering with him on projects over the past 10 years,” Central Region Leader, Tim Greenwald, said. “We are thrilled to have his innovative thinking and dry wit as part of our entrepreneurial team. I’m confident our clients will find tremendous value in his expertise.” CRB is a full-service network of engineers, architects, constructors, and consultants, assisting advanced technology organizations in the planning, design, construction, and operational support of facilities across the globe. With world-class technical expertise and an empowered team of more than 1,000, CRB relentlessly pursues and delivers the right solutions to its clients’ technical challenges, no matter how big or small. Over CRB’s nearly 30- year history, the firm has earned a reputation for providing value-based solutions, delivering superior quality work and developing long- term partnerships built on trust and productive collaboration. MICHAEL BAKER INTERNATIONAL STRENGTHENS MINNEAPOLIS OPERATIONS WITH APPOINTMENT OF KEVIN ANDERSON, P.E., D.B.I.A., AS OFFICE MANAGER Michael Baker International , a global leader in engineering, planning, and consulting services, announced that Kevin Anderson, P.E., D.B.I.A., has joined the firm as office manager in Minneapolis. In this role, Anderson will deliver exceptional highway and bridge projects for clients across Minnesota, in addition to managing marketing efforts, business development, and operations for the office. He also will work to diversify the office’s project portfolio in design-build, highway design and transit design. “Addressing Minnesota’s infrastructure needs is of the utmost importance, especially given the state’s ongoing investments to improve and integrate its transportation system,” said Kent Zinn, P.E., S.E., Michael Baker’s vice president

and Great Lakes regional director. “Leveraging Kevin’s vast transportation background and project management expertise, the company is poised to provide innovative solutions to enhance the state’s infrastructure.” Anderson brings more than 26 years of experience to his role at Michael Baker. He has managed all aspects of transportation projects, including bridge design, highway design, construction management, and quality management. For his most recent project, he served as the project manager leading the design for the St. Paul High Bridge construction manager/ceneral contractor project. Previously, he worked 18 years for the Minnesota Department of Transportation where he was involved in the agency’s design- build program since its inception in 2001. This included serving as the MnDOT project manager for the $136 million I-494 design- build project. Anderson earned his bachelor’s degree in civil engineering from the University of Minnesota. He is a licensed professional engineer in the state of Minnesota and a certified design-build professional. Michael Baker International is a leading provider of engineering and consulting services, including design, planning, architectural, environmental, construction, and program management. The company provides its comprehensive range of services and solutions to support U.S. federal, state, and municipal governments, foreign allied governments, and a wide range of commercial clients. Michael Baker’s more than 3,000 employees across nearly 100 locations are committed to a culture of innovation, collaboration and technological advancement to help solve challenges for clients and communities throughout the country.

or informal. Time flies when you’re having fun so you don’t want to be caught without a good plan in place. Start identi- fying your replacement at least five to seven years ahead of your planned exit date and begin the mentoring and guid- ance necessary to help that person develop the confidence to step into the role. This should be done for all key firm positions. “I think it’s a big mistake not to have a plan in place – formal or informal. Time flies when you’re having fun so you don’t want to be caught without a good plan in place. Start identifying your replacement at least five to seven years ahead of your planned exit date.”

CONFERENCE CALL, from page 7

you’ve got to have that plan in place and executable five to 10 years before the transition is set to be finalized. If that plan is not in place, then you’re looking at an external sale or closing the firm. Nearly every week I speak with a firm owner about an acquisition. We have around $18 million of annual revenue, so our acquisition targets generally tend to be half our size or smaller with a single owner or very small ownership group. Almost without fail, they tell us that they have a plan to sell their firm internally to their next genera- tion of leaders. Of course, when I ask to review that plan, there typically is nothing documented. For owners in that situation, an external sale becomes their only option. With no plan, there is no transition. There is only an external sale or a closing. CHRISTINE FRANKLIN, PRESIDENT OF COMPREHENSIVE ENVIRONMENTAL, INC. I think it’s a big mistake not to have a plan in place – formal

THE ZWEIG LETTER August 6, 2018, ISSUE 1259

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