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SS: We track based on service line. It’s important to measure how each line is doing. That helps us to determine which area needs more resources. That said, if one service line is not doing as well as another, we don’t compare. Each line has its own goals and bud- gets. Leadership needs to set the tone for all to succeed. “All financial details are shared with each service line manager. They can then share what they choose to with their teams, not other teams.” TZL: What’s your policy on sharing the firm’s financials with your staff? Weekly, monthly, quarterly, annu- ally? And how far down into the org chart is financial information shared? SS: This is something I’ve struggled with in the past. All financial details are shared with each service line man- ager. They can then share what they choose to with their teams, not other teams. Monthly, we have an all-hands on staff conference call that lasts about 30-45 minutes. The CFO talks about year-to-date numbers and mar- gins. We don’t discuss the bottom line. TZL: The design-build delivery mod- el appears to be trending upward. What are the keys to a successful design-build project? What are the risks? SS: The success lies in the formation of the team. Everyone on the team needs to understand the process and what’s needed to be delivered. The de- sign team’s relationship with the con- struction company is key. It has to be one that is transparent, encourages creativity, is on budget, and instills trust and respect. Communication will yield cost savings and limit risk which only burdens the staff. The rewards are great once everyone understands the common goal. TZL: The talent war in the A/E indus- try is here. What steps do you take to create the leadership pipeline need- ed to retain your top people and not lose them to other firms? SS: For the last two years, I’ve been focused on creating a leadership

pipeline. We’re doing this in two ways: 1) Bonus program. We offer quarterly performance bonuses to people who are nominated by their service line managers. 2) Associate’s program. We offer stock ownership. That’s a big incentive. More than these two programs, I’m really working to create a culture and company that’s supportive and feels like a family. We offer leadership class- es, training, and cool office spaces. People need to feel like their work life is an extension of their personal life. It’s a very intentional mesh and mix – personal and professional. Blending that sense of sameness is important. As we grow, we’ll continue to approach our culture with a small-firm attitude. TZL: As you look for talent, what po- sition do you most need to fill in the coming year and why? SS: We’re looking for positions in all ar- eas – entry-level engineers, scientists, surveyors, and construction manag- ers. We have diversified client sectors – private, public, federal, and munic- ipality. Right now, North Carolina is in a very good position and there’s a great demand for our services. “Communication will yield cost savings and limit risk which only burdens the staff. The rewards are great once everyone understands the common goal.” TZL: While plenty of firms have an ownership transition plan in place, many do not. What’s your advice for firms that have not taken steps to identify and empower the next gen- eration of owners? SS: You have to have it – whether in- ternal or external. Leaders need to prepare mentally and emotionally. They need to “have the conversation.” When it’s time, the transition needs to happen quickly. Once that’s realized, the planning can begin to maximize the value of the company. Show poten- tial leaders the opportunities that can be available and then get them ready for that financial commitment.

YEAR FOUNDED: 2001 (Prior to forming SEPI, Saidi spent more than 16 years in transportation engineering design and management.)

HEADQUARTERS: Raleigh, NC OFFICES: 4 offices in 2 states NO. OF EMPLOYEES: 350

INDUSTRIES SERVED: ❚ ❚ Land development ❚ ❚ Municipal ❚ ❚ Energy ❚ ❚ Transportation ❚ ❚ Federal

❚ ❚ Education CORE VALUES: ❚ ❚ Integrity: professional and honest in our work and relationships ❚ ❚ Quality: in all we do ❚ ❚ Collaboration: solutions created with mutual respect ❚ ❚ Passionate: in working, living, and learning ❚ ❚ Creativity: embrace diversity in our experiences, culture, and solutions ❚ ❚ Community: be a positive influence in our communities VALUE OF DIVERSITY: SEPI sees the value of diversity in the A/E space. They believe it’s important to encourage other leaders to seek out those opportunities and train. “We don’t want to be sitting around a table filled with people who all look and think the same. As clients change, the future of business will, too.”

See CONFERENCE CALL, page 8

ne 18, 2018, ISSUE 1253

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