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BW: Our profit sharing program is directly tied to the performance of each office, and the amount is significant for principals. Those who fail to meet performance goals get nothing. Those who exceed their goals receive higher profit share. “Our first choice is always to promote from within. We know those who’ve ‘grown up’ with us. We know we can trust them, we know they’re a great cultural fit, and we know they don’t have to get rid of any bad habits.” TZL: Describe the challenges you’ve en- countered in building your management team over the lifetime of your leader- ship? Have you ever terminated or de- moted long-time leaders as the firm grew? How did you handle it? BW: In 21 years, I’ve only had to terminate one long-time leader who, over time, be- gan to behave entitled and above the rules. I tolerated it much longer than I should have. Everyone in the company knew he needed to go. When he was terminated, it was like a heavy steel ball had been cut loose. Financial performance immediate- ly improved as did the overall office atmo- sphere and morale among principals. Sev- eral commented that it should have been done long ago. It reaffirmed what I already knew – keeping the wrong people around is bad for all the right people. TZL: How do you promote young and new leaders as the firm grows? BW: Our first choice is always to pro- mote from within. We know those who’ve “grown up” with us. We know we can trust them, we know they’re a great cultural fit, and we know they don’t have to get rid of any bad habits. A person’s position in our firm is based on their capability and per- formance and desire to excel, regardless of their tenure. Most of our principals joined us right out of college. We try to create op- portunities for everyone who has the de- sire and ability to become a leader. TZL: With technology reducing the time it takes to complete design work, how do you get the AEC industry to start pricing on value instead of hours? BW: I think the notion that AEC servic- es are undervalued is as old as the indus- try, and it’s partly a self-inflicted shot in

the foot. For every established firm with a substantial and loyal client base that is willing and able to charge a fee commen- surate with the value it provides, there are dozens of less established firms that feel they must rely on low fees to bring in new business. There are exceptions, of course, but much of the market has generally been conditioned to think of AEC services as a commodity to be purchased from the low- est bidder – and we as an industry allow it to happen. I don’t know how to change that. TZL: In one word or phrase, what do you describe as your number one job respon- sibility as CEO? BW: Chart the course and lead the way. TZL: What happens to the firm if you leave tomorrow? BW: We have a leadership transition plan in place with seasoned leaders who would seamlessly continue our momentum. TZL: There is no substitute for experi- ence, but there is pressure to give re- sponsibility to younger staff. What are you doing to address the risk while pur- suing the opportunity to develop your team? BW: Younger staff are capable of doing a lot when they’re given proper training, re- sources, and guidance. Our young engi- neers are given smaller projects where they are the PM, and they’re also given oppor- tunities to work as a member of a team on larger projects. They’re assigned a mentor who conducts monthly one-on-ones, and they work closely with experienced en- gineers who provide close oversight and guidance. We give them as much respon- sibility as they can handle just as soon as they’ve shown us they can handle it. “We’ve developed a student loan assistance matching payment plan where we match their payment dollar for dollar TZL: Benefits are evolving. Are you offer- ing any new ones due to the changing de- mographic? BW: At the Hot Firm + A/E Industry See DESTINATION EMPLOYER, page 8 up to an annual maximum. We rolled out the program in January.”

YEAR FOUNDED: 1997 HEADQUARTERS: Las Vegas OFFICE LOCATIONS: Four – Las Vegas, Phoenix, Salt Lake City, and Irvine, CA. NO. OF EMPLOYEES: 65 BRENT WRIGHT: As CEO and founder of Wright Engineers, Wright sets the vision and direction of the firm and champions creative efforts to ensure that the company remains a preferred consultant, destination employer, and industry leader. On a lighter note, he’s also the creator of Right Brain, a cartoon that highlights the quirks and craziness of engineers, architects, builders, and the construction industry. THEIR MOTTO: “Perfection is our goal. Excellence will be tolerated.” WHAT THEY’RE PROUD OF: Wright Engineers has been recognized nationally as both one of the nation’s fastest growing engineering firms and as one of the best firms to work for. GIVING BACK: Wright is working to help fight cancer. Wright team members contribute each week through payroll deduction and Wright Engineers makes a matching donation. SERVICES: Structural engineering and MEP (California only). MARKETS: Office, industrial, healthcare, public, hospitality, military, residential multi-family, residential tract, residential custom, retail, retail roll-out, parks and recreation, bridges, culverts, walls and pools, education, restaurants, and religious

rch 11, 2019, ISSUE 1287

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