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ON THE MOVE WOODARD & CURRAN NAMES NEW LEADER FOR THE FIRM’S INDUSTRIAL ENGINEERING BUSINESS Woodard & Curran , a national engineering firm specializing in water and environmental projects, has named Peter Nangeroni its new industrial and commercial strategic business unit leader. Peter brings decades of experience managing large, multi-disciplinary projects for industrial clients with emphasis on generating positive environmental outcomes, return on investment, and improved risk management. Nangeroni has been with Woodard & Curran for 13 years in various roles, most recently as director of technical practices. He takes over for the long-time leader of the business unit, Mike Curato, who is retiring from the company after 11 years in the role and 20 with the firm. “Peter’s understanding of the economic and regulatory drivers that shape our clients’ business decisions is an invaluable asset in this role,” said Woodard & Curran CEO Doug McKeown. “But he brings more than just technical experience and business knowledge to the table. He also knows what makes Woodard & Curran different:

our entrepreneurial character, our focus on identifying the right solution for our clients, and our culture of inclusion and empowerment that encourages creativity and innovation.” Nangeroni is a professional engineer with a degree in civil engineering from Tufts University and more than 35 years of experience working with clients on engineering and construction management projects. In his new role, he will oversee staffing, business development, and project execution at a strategic level for the industrial and commercial strategic business unit, which focuses on water treatment, manufacturing, and process utilities for clients in a wide range of industrial sectors. “We are at a key juncture in the growth of the firm,” said Woodard & Curran’s President of Consulting, Phyllis Brunner. “Increasing regulatory uncertainty, shifting economic forces, and the evolution of technology are driving changes across the industrial sector. We need a leader who will continue the tradition of innovation and excellence in our Industrial & Commercial Strategic Business

Unit and maintain stability and continuity in a dynamic environment. Peter will do just that.” “The retirement of Mike Curato, who also served on the firm’s Board of Directors for the last decade, marks a milestone for the firm,” said McKeown. “In Mike’s time at Woodard & Curran, much has changed, but his focus on technical excellence in service of our clients’ goals has never shifted. His knowledge and insight were essential, both in identifying and implementing the solutions to difficult challenges and in teaching and mentoring others in the firm as they developed their skills as engineers. We are very grateful for his contributions.” Founded in 1979, Woodard & Curran is an integrated engineering, science, and operations company serving clients locally and nationwide. After nearly 40 years, the firm has grown to more than 1,000 employees with offices and facilities throughout the United States. Woodard & Curran exists to provide a great community, where exceptional people work together to deliver exceptional work.

ADAM ZACH, from page 11

sense to focus on the skills proven most effective in help- ing procure a job in my desired field? Let’s be honest, most people select AEC because they are good at math and science and know they will get paid well. Where are the classes that simply state, “How to be Happy and Successful in Life?” Did I miss them while I was buried in the 15th edition of Fluid Dynamics ? Human engineering is not defined in college. It is more likely figured out on your own. If I could do things again, every hour not spent in class would have been spent on human engineering skills. 3)Your priorities will change. What you want now is not what you will want later. In college, we think we have it figured out. We are going to get good grades, have fun, and change the world! Selling myself short by not learning how to set myself up for long-term success, instant gratification was the daily battle. Why study or learn more when I will never use this again in my life? Why not snooze through just this one class? I will make it up tomorrow. We do not plan to fail, we simply fail to plan. If you can understand that your priorities in life will change, you will think long-term. This can be tough to accept. Advice I would have given myself 10 years ago would have been difficult to comprehend because, at the time, I didn’t have the same mindset. Thoughts of kids, family, travel, health insurance, 401(k) – who gives a rip! I want to make the highest salary! How foolish, that short- term thinking. Design your life for long-term success with off ramps knowing that your priorities will change. They don’t really teach that in college, but it’s something you need to know. ADAM ZACH is a project engineer with AE2S in Grand Forks, North Dakota, and a lifetime learner. He can be reached at adam.zach@ae2s. com.

themselves and their career aspirations. It is not until after college that I understood the benefits of human development books, articles, and seminars. Items such as 7 Habits of Highly Effective People or How to Win Friends and Influence People were nowhere on my radar in college, but these books trans- formed my life far more in two months than did four years of college. Lesson learned after years out of college: continue to educate yourself. “If you can understand that your priorities in life will change, you will think long-term. This can be tough to accept. Advice I would have given myself 10 years ago would have been difficult to comprehend because, at the time, I didn’t have the same mindset.” 2)Human engineering trumps technical engineering. The Dale Carnegie Institute states that 85 percent of financial success is due to skills in “human engineering” – the ability to lead, negotiate, and communicate. As students, we spent 90 percent of our education on technical skill building. The facts are in the curriculum; statics, dynamics, mechanics of ma- terials, etc., account for 90 percent of credits required for an undergraduate engineering degree. Even though colleges may say, “We foster innovation and emphasize strong technical, leadership, and entrepreneurial skills,” rarely does this trans- late into the curriculum or daily applications. Nothing against technical skills, but if my goal in college was to get a good education so I could get a job, wouldn’t it make

THE ZWEIG LETTER October 1, 2018, ISSUE 1266

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