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T R E N D L I N E S W W W . T H E Z W E I G L E T T E R . C O M A u g u s t 1 3 , 2 0 1 8 , I s s u e 1 2 6 0

Incentive compensation plans

The real keys to success for an AEC business

According to Zweig Group’s 2018 Incentive Compensation Survey , performance bonuses were the most successful incentive compensation plans across all firm types. Fifty-six percent of firms use a performance bonus plan , 18 percent use profit sharing , 11 percent have holiday bonuses . Seven percent use spot bonuses , 2 percent have an equity- based incentive plan , 6 percent have a different type of incentive compensation plan. OPEN FOR PARTICIPATION zweiggroup.com/survey-participation/

T hese seven things are crucial to your success: 1)Belief that it is possible. Nothing good will happen without believing that it CAN hap- pen! After 38 years in this business, I can tell you there are people who don’t think success is probable, or even worse, that it is possible in this business. That’s terrible. I see the same negative attitude in some of the professors who teach design professionals. That’s really bad! 2)High prices. High prices – not great project management – are essential to being profit- able. There’s only so much you can do with a mediocre fee to get the job done well and make a profit. Management can’t overcome a low fee. But a nice, fat fee – that’s another matter. 3)Culture of hard work pays off. Besides high fees, the other way to make money in this business is to have a lot of billable hours. And the way to get that is to have a culture that rewards those who create the “products” you sell (plans and specs). And those who make it to the top work the hours required to make ev- eryone else feel like they should do the same. There just isn’t any way to get everyone else to work overtime if the owners never do it. Lots of hours – sorry if you don’t want to hear it. 4)Engaged leaders who still work in their fields. That means architects are doing archi- tecture and engineers are doing engineering. No one is just a pure paper pusher. And these people need to love what they do so they can inspire everyone else to do the same. 5)Lots of great young people. Youth brings

“There are people who don’t think success is probable, or even worse, that it is possible in this business. That’s terrible.”

Mark Zweig

F I R M I N D E X Burns & McDonnell International. ............4 Cuhaci & Peterson Architects, Engineers, and Planners.........................................12 Dunaway.................................................2 Little......................................................12 McDermott International, Inc...................4 Sproule...................................................8 Urban Design Group...............................2 Virtuel Architecture..................................8 WSB.......................................................6

MORE COLUMNS xz RECRUITING NOTES: To the point Page 3 xz GUEST SPEAKER: Multiple technologies, multiple headaches Page 9 xz GUEST SPEAKER: An integrated project team Page 11

Conference call: Bret Weiss, part 1 See MARK ZWEIG, page 2

Page 6

T H E V O I C E O F R E A S O N F O R A / E / P & E N V I R O N M E N TA L C O N S U L T I N G F I R M S

TRANSACT IONS DUNAWAY ACQUIRES URBAN DESIGN GROUP, EXPANDING LOCAL MARKET EXPERTISE Dunaway – a provider of civil engineering, structural engineering, planning and landscape architecture, environmental engineering, surveying, and GIS services – announced the acquisition of Urban Design Group , a highly accomplished and respected engineering firm based in Austin. “UDG has a long history of doing tremendous work,” said Tom Galbreath, president of Dunaway. “Their reputation and the fact that they have an extensive understanding of how to successfully work with municipalities were both factors in our decision to acquire the firm. “By combining these two remarkable groups of professionals, Dunaway is uniquely positioned to advance into new markets, such as those involving municipalities, where UDG’s proven track record with the City of Austin permit process will be invaluable.” That expertise has been on full display in UDG projects, such as the Colony Park Sustainable Community Initiative, the Austin Central Library, and The Independent. UDG’s experience and commitment to excellence resulted in developments that are timeless in their functionality and appearance. These legacy projects have forever changed the landscape that helps make the city of Austin unique. Galbreath shared that he considers it a success that the entire UDG team is joining Dunaway. Laura Toups, P.E., a UDG vice president with 35 years of experience in civil engineering and urban design, echoed that point. “We have developed a successful formula that Dunaway recognizes and values,” said Toups. “There is also an amazing cultural fit, right down to UDG’s philosophy of prioritizing the development of clients even over the pursuit of a project. Galbreath added that the new firm’s potential is unlimited.

“Because these two companies are so compatible, we can start reaping the benefits of the marriage of these two companies immediately,” said Galbreath. “We are barely scratching the surface of our potential in the marketplace.” “The new entity brings a breath of fresh air to Central Texas,” Galbreath continued. “Factor in UDG’s expertise in the Austin planning process and passion for personalized service, and you have a distinctive offering by a firm with deep roots in the state of Texas.” The combination of Dunaway and UDG provides a unique firm to Central Texas, offering a true multi-discipline approach. The addition of UDG brings experts in the Austin planning process who share a passion for personalized service. This is an unmatched team that is deeply entrenched in the local market. UDG’s John Noell, P.E., RPLS, said the synergy between the firms promises great potential and was a very important factor in their decision to join Dunaway. “The Austin market is as dynamic as ever,” Noell said. “But that also has led to a lot of competitors entering the marketplace. It was important to us that this new entity could not only maintain the level of quality and execution that our customers have become accustomed to, but also compete with anyone in Central Texas for new business.” UDG will be known as Dunaway | UDG. Dunaway is a professional services company that has been delivering exemplary results to its clients for more than 60 years. Its success stems from the priority its professionals place on forging long-term relationships with its clients. Dunaway, with offices in Fort Worth, Austin, Midland, and San Antonio, has cultivated that successful formula by providing the capability of a big firm with the personalized approach of a smaller one.

1200 North College Ave. Fayetteville, AR 72703 Mark Zweig | Publisher mzweig@zweiggroup.com Richard Massey | Managing Editor rmassey@zweiggroup.com Christina Zweig | Contributing Editor christinaz@zweiggroup.com Sara Parkman | Editor and Designer sparkman@zweiggroup.com Liisa Andreassen | Correspondent landreassen@zweiggroup.com

MARK ZWEIG, from page 1

Tel: 800-466-6275 Fax: 800-842-1560

energy, optimism, spark, and new technological and design knowledge. We all need that. Besides, they work cheaper than people who have been doing it a long time. If you can train them and make them productive, they will be your most profitable people. 6)A brand that means something in the marketplace. Nine times out of 10 creating a great brand doesn’t happen by accident. It happens because you made a deliberate and sustained effort to create one. It takes money and a lot of discipline – as well as a lot of introspection and powers of observation. 7)Organization. You can’t build – and get a lot done – if you are disorganized. This ap- plies to every aspect of the firm’s operations – marketing, finance, accounting, IT, file management, HR – all of it needs to be organized and efficient at doing what it’s sup- posed to do. I could probably come up with 77 if the space were available to me, but it isn’t. So enjoy the rest of this issue and have a great week! MARK ZWEIG is Zweig Group’s chairman and founder. Contact him at mzweig@zweiggroup.com.

Email: info@zweiggroup.com Online: thezweigletter.com Twitter: twitter.com/zweigletter Facebook: facebook.com/thezweigletter Published continuously since 1992 by Zweig Group, Fayetteville, Arkansas, USA. ISSN 1068-1310. Issued weekly (48 issues/year) $250 for one-year print subscription; free electronic subscription at thezweigletter.com/subscribe Article reprints: For high-quality reprints, including Eprints and NXTprints, please contact The YGS Group at 717-399- 1900, ext. 139, or email TheZweigLetter@ TheYGSGroup.com. © Copyright 2018, Zweig Group. All rights reserved.

THE ZWEIG LETTER August 13, 2018, ISSUE 1260

O P I N I O N

To the point

If you request even a minute of precious time to meet with your firm’s leader, make sure you don’t waste the moment.

I f there is one thing I have learned growing up in an increasingly social society, it is that it helps getting to know the right people in the right ways. It doesn’t matter if it’s the mayor, the guy who owns the food truck, or the new VP of the firm you’ve always wanted to join. You need to expand your social reach, even if it means stepping out of your comfort zone.

Chad Coldiron RECRUITING NOTES

of leader, especially those who have a lot of other things to do: ❚ ❚ Help! The main reason you will find yourself ap- proaching leadership is to look for help or guidance. You have to approach this type of interaction with a plan that shows a well-defined thought process fol- lowed by objective thinking. Leaders do not want to “How do you handle yourself when you are trying to engage a leader who is heading from here to there, over-scheduled, and almost always under a time crunch?”

I’m a firm believer that you will experience the most personal growth in the time that you are highly uncomfortable. I’m typing this article from a bumpy seat in an economy-class seat and I can promise you no one is looking comfortable around me right now. But we’re all headed somewhere to experience something, and being uncomfortable for a brief moment is almost always a part of that journey. The same can be said of some of the top leaders in our industry. They are heavy travelers, experience great discomfort – and their personalities often reflect exactly that. So, how do you handle yourself when you are trying to engage a leader who is heading from here to there, over-scheduled, and almost always under a time crunch? Here are a few tips on how you can approach and have a conversation with any type

See CHAD COLDIRON, page 4

THE ZWEIG LETTER August 13, 2018, ISSUE 1260

ON THE MOVE BURNS & MCDONNELL SENIOR OFFICER NAMED TO SERVE ON U.S.-MEXICO ENERGY BUSINESS COUNCIL Mike Brown, president of Burns & McDonnell International , has been appointed as a member of the U.S. Section of the U.S.-Mexico Energy Business Council. He will serve a two-year term beginning in June. In 2016, the International Trade Administration formed the U.S.-Mexico Energy Business Council to bring together representatives of the respective country’s energy industries as part of a broader effort to strengthen economic and commercial ties. “I am honored to serve on the U.S.-Mexico Energy Business Council,” says Brown, who leads international operations for Burns & McDonnell, an engineering, construction, architecture, and consultant firm based in Kansas City. “It has long been clear that the power and energy infrastructures of both countries can greatly benefit from increased coordination, dialogue, and sharing of information. This is a time of tremendous opportunity and I look forward to bringing the insights of the professional engineering and construction community to this conversation.” The U.S.-Mexico Energy Business Council was formed as a component of the U.S.- Mexico High Level Economic Dialogue as a forum to discuss and map out issues of mutual interest between the energy industries in Mexico and the U.S. The mission of the Council is to put forward actionable, non- binding recommendations to the U.S. and Mexico governments.

Mexico’s energy industry is quickly evolving, thanks to far-reaching 2013 reforms of both the power and oil and gas industries that ended decades of monopoly control by state-run enterprises. Burns & McDonnell has established an office in Mexico City as part of a long-range effort to provide engineering and construction services on projects in a variety of industries. Burns & McDonnell is a family of companies made up of more than 6,000 engineers, architects, construction professionals, scientists, consultants, and entrepreneurs with offices across the country and throughout the world. MCDERMOTT APPOINTS SAMIK MUKHERJEE AS CHIEF OPERATING OFFICER McDermott International, Inc. announced that Samik Mukherjee has been appointed to serve as the company’s new executive vice president and chief operating officer. ”Samik possesses tremendous experience and knowledge of our industry and has a strong track record of driving operational excellence on a global scale,” said David Dickson, president and CEO of McDermott. “I am confident that he will effectively leverage our integrated, end-to-end solutions to help McDermott grow and win new business, execute our projects on time and on budget, and develop strategic, long-term relationships with our customers.” As the COO, Samik will be responsible for globally leading McDermott’s operations covering the four geographic areas. He will

also oversee McDermott’s key product lines and services to ensure internal strategy and decisions are based on a strong understanding of customer needs. Samik has more than 25 years of experience in operations as well as commercial and strategy roles, having served in leadership roles for the upstream and downstream oil and gas industry around the world. He also has extensive experience in process technologies. Prior to his appointment as McDermott’s COO, Samik was the executive vice president of corporate development, strategy, mergers and acquisitions, digital and IT for TechnipFMC. He joined Technip in 1998 in the Netherlands, and during his career with the company, he led the business unit for Africa, served as managing director in India before moving to France to serve as the global head for subsea business and strategy, and later as the senior vice president of the Europe, Middle East, India, and Africa region for onshore- offshore. Samik holds a master’s degree in business administration from the Rotterdam School of Management at Erasmus University in the Netherlands, a bachelor’s degree in chemical engineering from the Indian Institute of Technology Kanpur and has completed the Harvard Business School Executive Program on Aligning and Executing Strategy. McDermott is a premier, fully integrated provider of technology, engineering, and construction solutions to the energy industry.

CHAD COLDIRON, from page 3

why you are asking them for their time, let them know how you came to your conclusions. Trust your instincts and deliv- er this part of the conversation with conviction. You may be wrong, and if you are, you should always receive any feedback in a positive manner. If you feel like you have made a misstep in the conversation, do your best Bob Ross impression and make it “A happy little accident.” ❚ ❚ Follow up. Make sure you follow up with the end results of the initial conversation. They should hear your success stories as often as they happen. The same goes for your failures. ❚ ❚ Face time. All of the above interactions are most effective when done in person. Hesitating to take advantage of your leader’s open-door policy is an opportunity you can’t afford to squander. Sending an email or text message just isn’t the same, and will not garner the feedback you want, or need, to succeed. Take my advice and there’s a good chance you’ll form a great working relationship with your leader. And keep this in mind, too. Leaders at your firm may not always have a title that displays that they are a leader. They can be found from the front desk all the way to the C-suite! Regardless of who they are, treat them the same: Don’t waste their time. CHAD COLDIRON is Zweig Group’s director of executive search. He can be reached at ccoldiron@zweiggroup.com.

solve your entire problem for you, nor should they. Their role is to assist in the improvement of the final product without immersing themselves in the project. “Leaders at your firm may not always have a title that displays that they are a leader. They can be found from the front desk all the way to the C-suite! Regardless of who they are, treat them the same: Don’t waste their time.” ❚ ❚ Come correct. Many people make the mistake of beating around the bush. Establishing a good flow or a cordial base to the conversation is important, but not when you are dealing with someone who is almost always short on time. Be direct, both in your statement of the problem and in the proposed solution. Here is a simple example: “Hey Judd, we should look at eliminating the XYZ Program. It’s a redundant process and is keeping Joanie here late a few times a month which is pushing her into overtime.” Just make sure you find the right mix of assertiveness and respect in your tone. ❚ ❚ Paint the picture. After approaching the leader and stating

THE ZWEIG LETTER August 13, 2018, ISSUE 1260

This is an exclusive event for top leaders to discuss the highest level issues facing CEOs and the C-suite of today’s AEC rm. This two-day event includes educational and networking sessions in an upscale setting, and is part of Zweig Group’s new Experience Education series. The November 7-9 event will explore the roots of Kentucky bourbon and how these family owned distilleries have grown to serve a worldwide boom while maintaining the culture and character of their businesses. Bourbon lovers or just lovers of the outdoors will enjoy the trip as we travel the Kentucky countryside to some of the most well known distilleries. During our tour of these historic and architectural sites, we will learn the roots of businesses, how these organizations have scaled operations to meet worldwide demand, and how their marketing, sales, and management strategies have built strong brands and rich cultures. We will couple this experience and knowledge with the most pressing issues and ideas in AEC rms today. With attendees in control of the subject matter, we will conduct roundtable discussions on a variety of topics that will hit right at the heart of what is needed to eect change in your organization. The program is led by industry experts with extensive experience working with and leading AEC rms. The two-day agenda covers areas of discussion determined by those in attendance. It’s presented in a guided discussion format to encourage discussion among all attendees. CEO ROUNDTABLE BOURBON EXPERIENCE November 7-9 Louisville, KY

Follow the link for more details, the agenda, information on the presenters, and venue. zweiggroup.com/seminars/ceo-roundtable/

P R O F I L E

Highway TH 371, running thru Nisswa, Jenkins and Pequot Lakes in Minnesota, won the ACEC of MN Engineering Excellence Award, as well as the ENR Midwest Project Showcase.

Conference call: Bret Weiss, part 1 Co-founder, president and CEO of WSB (Hot Firm #34 for 2018), a 475-person, full- service consulting and design firm based in Minneapolis.

By LIISA ANDREASSEN Correspondent

“E arly on, I paid too much attention to those who did things in the traditional way and not what I believed,” Weiss says. “I made some mistakes and trusted those who didn’t know what was best for WSB. I am much more focused on making de- cisions on what is best for WSB without worrying about how others view my decisions.” A CONVERSATION WITH BRET WEISS. The Zweig Letter: What is the role of entrepre- neurship in your firm? Bret Weiss: WSB is 22 years old, so we are still full- on entrepreneurial! We are continually reinforcing this mindset and hope that it remains part of our foundation. Our founders are still very active, so this philosophy will not leave anytime soon. Our industry is changing quickly, and we believe our ability to spot opportunities and execute will be

helpful to our ongoing success. Thinking like a busi- ness and not a consulting firm is core to our cul- ture. “Our industry is changing quickly, and we believe our ability to spot opportunities and execute will be helpful to our ongoing success.” TZL: In the next couple of years, what A/E seg- ments will heat up, and which ones will cool down? BW: This is difficult to predict. I continue to hold out hope that President Trump will implement an expanded transportation bill. There are so many infrastructure needs that our industry should be

Bret Weiss, Co-founder, President & CEO, WSB

THE ZWEIG LETTER Aug

strong for years to come. Technology is going to change how we work and we need to figure out how to bill for our value and not just hours. Our indus- try needs to elevate our value and our importance. We need to change now, and it has to be all of us collective- ly. My concern is more related to our lack of value pricing and the technolo- gy improvements that will streamline our design practices. I see these as our kryptonite and more concerning than the amount of work that is available. “Sometimes you win when you shouldn’t and sometimes you lose when you shouldn’t. It is never one thing that causes a win or a loss.” TZL: Measuring the effectiveness of marketing is difficult to do us- ing hard metrics for ROI. How do you evaluate the success/failure of your firm’s marketing efforts when results could take months, or even years, to materialize? Do you track any metrics to guide your marketing plan? BW: Marketing needs to set the table for business development and I believe that we need to look at proposal met- rics (both percentage success and mar- ket share), unsolicited opportunities, and general reputation. I believe that we will see the success when it hap- pens. Like many things in life, there is no finish line when it comes tomarket- ing. As I mentioned, we are one com- pany and do not have profit centers. Our marketing and business develop- ment efforts are treated the same way. We all pull together toward a common goal and in doing so we have had great success. We set expectations and then execute and perform. Sometimes you win when you shouldn’t and some- times you lose when you shouldn’t. It is never one thing that causes a win or a loss. We measure company success rather than marketing metrics. TZL: They say failure is a great teach- er. What’s the biggest lesson you’ve had to learn the hard way? BW: I’m constantly learning and work to be better each day. I’ve had to learn to trust my instincts. I am very much a gut guy and don’t need a lot of

information to make a decision. Busi- ness is operating much faster than in the past and when you move slowly, you miss out on opportunities. Early on, I paid too much attention to those who did things in the traditional way and not what I believed. I made some mistakes and trusted those who didn’t know what was best for WSB. I am much more focused on making deci- sions on what is best for WSB without worrying about how others view my decisions. TZL: While M&A is always an op- tion, there’s something to be said about organic growth. What are your thoughts on why and how to grow a firm? BW: We have done both but have a much higher percentage of organic growth. We are very selective in our acquisitions and are careful with cul- ture and fit when considering a pur- chase. When we are going into a new market, an acquisition can sometimes be the most effective entry. In all cas- es, once we establish a presence, we move toward organic hiring. WSB has a strong culture and reputation for how we treat our staff and the energy with which we operate, so we have had good success in attracting top talent to our company. We anticipate using both methods as we pursue growth in the future. “Our industry needs to elevate our value and our importance. We need to change now, and it has to be all of us collectively.” TZL: Do you use historical perfor- mance data or metrics to establish project billable hours and how does the type of contract play into deter- mining the project budget? BW: Both performance data and met- rics allow us to establish budgets for our projects. Most of our contracts are similar in type and those don’t re- ally impact the project budget. Our industry needs to start moving away from billable hour budgets and move toward value-based pricing. With the onset of technology improvements that can reduce design effort, we are in danger of reducing our revenues by See CONFERENCE CALL, page 8

YEAR FOUNDED: 1995 (Bret Weiss has served as WSB’s president/CEO since 2000. Under his leadership, WSB has grown and transformed from a provider of engineering services to a full-service consulting and design firm.) HEADQUARTERS: Minneapolis, MN OFFICES: 12 offices in 4 states. NO. OF EMPLOYEES: 475 (full-time, part-time, and seasonal) SERVICE OFFERINGS: ❚ ❚ Civil and municipal engineering ❚ ❚ Community planning ❚ ❚ Transportation ❚ ❚ Construction ❚ ❚ Energy ❚ ❚ Environmental ❚ ❚ GIS and asset management ❚ ❚ Landscape architecture ❚ ❚ Transportation ❚ ❚ Water WHAT’S THE WSB WAY? It’s a commitment made by all staff to each other and their clients. In their daily work, WSB staff members embody this set of staff- developed principles called the WSB Way. These principles define their culture and value system and describe how they serve each other and their clients. This program causes staff to challenge each other to be the best they can be and focuses their attention on three primary attributes: ❚ ❚ Over-the-top customer service ❚ ❚ Integrity ❚ ❚ Technical excellence

gust 13, 2018, ISSUE 1260

BUSINESS NEWS SPROULE OPENS OFFICE IN MEXICO CITY Sproule , a leading global energy consulting firm, will open a new office in Mexico City in June to accommodate business growth and leverage the country’s highly qualified pool of oil and gas professionals. In addition to the corporate headquarters in Calgary, Canada, the new Mexican office supports the company’s growth strategy, coinciding with this critical period of energy transformation in Mexico. As a result of ratification of the energy reform in 2014, the Mexican oil and gas market is poised for growth. “Sproule has been paying close attention to the Mexican market. We are responding to new opportunities and are ready to service the market locally with our reserves certification, reservoir characterization, and strategic advisory services,” says Cameron Six, president and CEO of Sproule. “The decision to expand our presence in Mexico was a logical step in our business growth strategy,” says Jim Chisholm, vice president Latin America, “the area is rich in oil and gas talent and the market is primed for local services. We have the opportunity to further expand our capabilities and increase our ability to service current and future energy markets.” Lionel Li, a Sproule employee with 10 years industry experience will be serving as country manager, Mexico. Li brings extensive experience in petroleum engineering, specifically reserves certification, and has a track record of contributing to client success. Li will be responsible for leading a team of local experts to better serve Sproule’s global clients. A global energy consulting firm, Sproule is anchored in deep geotechnical and engineering expertise and a strong commercial

understanding of energy markets and policy requirements. Sproule helps E&P companies, financial institutions and governments minimize risk and optimize business decisions. The Mexico office is located at Andrés Bello N. 10, Col. Polanco, 11560, México, D.F. MODULAR WOODEN LIVING ON THE ROOFTOPS OF POISSY In response to housing challenges and environmental issues in urban areas, extending buildings upwards is a logical solution. As part of an urban development project in Poissy, near Paris, 33 new apartments were constructed on top of existing residential buildings. The apartments were built with prefabricated wooden modules made from fast, light, and green Kerto laminated veneer lumber products. Thanks to the prefabrication and light wooden structures, the construction took only six months to complete. Prefabrication and use of wooden structures make building extensions fast and economical. Metsä Wood’s Kerto laminated veneer lumber is an ideal material for designing and constructing additional floors in urban environments. Wooden modules are light to transport and lift. Prefabrication ensures quick installation. The construction work for the wooden extensions in the Beauregard neighbourhood of Poissy began in September 2016. The building renovation project was managed by the property owner Vilogia and the Parisian architectural agency Virtuel Architecture . The 33 new apartments, each with two to three bedrooms, were constructed on the rooftops of three buildings, with a reinforced structural design. The modular housing units were installed at a rate of roughly one to three apartments per day. The construction project also included

installation of three elevators and extension to the staircases. “What’s interesting about the solution for vertical urban development is the prefabrication”, declares Laurent Pillaud, architect at Virtuel Architecture. “Each house is made up of three or four modules and one roof; the production of the modules took one month. Then the modules were delivered and each was installed directly on the rooftop in one day.” The joints between the modules were carefully planned. The wooden modules could be lifted directly to the right place and quickly connected to other modules and to roof structures. Well- thought of design minimised the amount of work and hassle at the construction site. A company calledCMB assembled thewooden modules at their production hall in Mauléon. CMB is renowned for its exceptional expertise in modular construction. Prefabrication guaranteed the quality at all levels: interior paintwork, toilet facilities, flooring, internal, and external woodwork, etc. Today, the hyper-urbanisation of cities is a multifaceted problem, posing social issues in addition to issues concerning respect for the environment and health. Building vertical extensions using wooden modules is a logical and appropriate solution to the housing crisis in urban areas. Between 1990 and 2011, more than 1,200 vertical developments were authorised in the city of Paris alone, whilst more than 31,000 planning permission files were submitted, along with more than 65,000 planning permission requests. These figures stand as proof of the growing interest in vertical urban development.

suppliers, and consultants. The delivery must be complet- ed collaboratively with a unified goal of quality. Needless to say, there will be challenges, so a common culture where is- sues are transparent is extremely important. Additionally, there are risks and determining where these risks lie and how they are assigned must be part of the contract. It’s im- portant for contractors who assign risk to understand that risks are associated with additional costs and recognizing who is best able to manage the risk will help to reduce the overall cost. “I’m constantly learning and work to be better each day. I’ve had to learn to trust my instincts. I am very much a gut guy and don’t need a lot of information to make a decision.”

CONFERENCE CALL, from page 7

not recognizing the value that we bring to projects. We all need to place a higher value on our industry and expertise and budget our projects accordingly. TZL: What’s your prediction for 2018? BW: We are positive about 2018 and beyond and are see- ing opportunities in all our markets. The 2017 construction season ended earlier than normal and 2018 has been a slow start due to weather, but we are anticipating catching up. TZL: The design-build delivery model appears to be trending upward. What are the keys to a successful de- sign-build project? What are the risks? BW: Design-build is not just another delivery method and requires a highly skilled and coordinated team. Keys to suc- cess include assembling a qualified team of contractor, subs,

THE ZWEIG LETTER August 13, 2018, ISSUE 1260

O P I N I O N

Is your firm swamped with various platforms for invoicing, project management, payroll, field reports, and more? Maybe it’s time for a change. Multiple technologies, multiple headaches

Editor’s note: ProjectBoss is a sponsor of the 2018 Hot Firm + A/E Industry Awards Conference in Dallas. A ccording to a 2016 research report by Hubspot, the average small to medium sized business uses 13 different tools to manage their businesses. Additionally, most of the respondents say one to five of the tools they use have redundant capabilities. And if they could have their time back, sales and marketing would spend it increasing the bottom line.

Mark Little GUEST SPEAKER

How many different tools does your firm use to manage and track: ❚ ❚ Timekeeping ❚ ❚ Employee status ❚ ❚ PTO/vacation/leave ❚ ❚ Invoicing

for project management. You use a shared hard drive or an online service like Dropbox to manage your files. You take on projects without knowing if you have sufficient resources because you can’t properly forecast on pencil and paper. The list goes on and on. Highly inefficient, expensive, and difficult to maintain. “The goal is to reduce technological complexity by using a solution that reduces the need for multiple technologies.” That’s where ProjectBoss comes in. ProjectBoss allows you to manage and track your entire business at a fraction of the cost (and the headaches) of competing solutions. Imagine how much more efficiently your firm would run if you had one cloud-based platform to handle all aspects of your business. ProjectBoss is accessible by any device with a web browser. It also allows you to have unlimited projects, unlimited milestones, and unlimited document storage (with sharing capabilities). Developed by and for a 75-person,

❚ ❚ Project planning ❚ ❚ Project estimating

❚ ❚ Project management ❚ ❚ Project collaboration ❚ ❚ Field reports ❚ ❚ Reporting ❚ ❚ Resource scheduling and forecasting ❚ ❚ Document management ❚ ❚ Project profitability

If you are like most firms, you have at least one different tool to manage each one of these areas. Timesheets live in one application. You are using Excel for project tracking and estimating. You use Microsoft Project or another online solution

See MARK LITTLE, page 10

THE ZWEIG LETTER August 13, 2018, ISSUE 1260

HELP WANTED Zweig Group is looking for a few good Engineers and Architects with signicant Project Management and Training experience to join our team as an outside training consultant for our Education and Training division. If you are a strong communicator and have a desire to help others discover the skills necessary to be a great Project Manager, we want to hear from you.

To learn more, please email: rwilburn@zweiggroup.com

MARK LITTLE, from page 9

You can easily import your employees and your clients during the setup process of ProjectBoss. Once connected, you can easily create invoices in ProjectBoss (with support for hourly or fixed fee tasks) and export them immediately to QuickBooks online. As a result, your accounting team will save valuable time. We are currently working on an exciting integration with Slack, which will automatically create communication channels for each project in ProjectBoss. Users will be able to communicate with their project team in real time, including the ability to share their screens with other project members as well as the ability to initiate video calls between everyone on the team. The Hubspot report concludes by asking the following questions about a software solution. Remember, the goal is to reduce technological complexity by using a solution that reduces the need for multiple technologies. ❚ ❚ Does it integrate? ❚ ❚ Does it have an open API? ❚ ❚ Is it built for speed? ❚ ❚ Does it fill a gap? Or is it duplicative? ❚ ❚ Does it aid collaboration? Or hinder it? ❚ ❚ Is it helpful? I believe ProjectBoss can answer every one of these questions with an emphatic “yes.” If you believe your firm could benefit by drastically reducing the number of tools it currently uses, I’d like to hear from you. MARK LITTLE has nearly 20 years of experience in the technology arena, primarily as a software engineer. Prior to becoming a co- founder and chief technology officer of ProjectBoss, Mark worked on key projects at companies such as JPMorganChase, Oracle, and ThermoFisher Scientific. He can be reached at mark@projectboss.net.

three-location A/E firm, ProjectBoss understands the unique challenges of the industry. According to the Hubspot report: “Despite reporting a fairly modest number of tools in their repertoire, our respondents indicate they lose a sizeable chunk of time dealing with their tools. Eighty-two percent of respondents indicated that they lost up to an hour a day because they had to log in to, and manage, many different systems. “According to a 2016 research report by Hubspot, the average small to medium sized business uses 13 different tools to manage their businesses. Additionally, most of the respondents say one to five of the tools they use have redundant capabilities.” “That’s a sizeable chunk of time – up to five hours a week spent just on managing technology. The time lost is probably a clearer reflection of the true cost of using tools: Energy is wasted by salespeople or marketers using multiple technologies designed to make them more efficient. This is all time spent away from completing core tasks that will directly drive the bottom line, whether it’s closing more deals or converting leads into customers.” ProjectBoss has developed a series of integrations to help leverage the tools you already use. For example, we have developed a two-way integration with QuickBooks online.

THE ZWEIG LETTER August 13, 2018, ISSUE 1260

O P I N I O N

An integrated project team

Lack of information leads to assumptions and guessing. Good and complete information at the appropriate time leads to informed decision-making.

O ver my 30-year career, I’ve had the opportunity to work on a wide range of projects with diverse project teams and complex programs – a number of which would be considered “once-in-a-lifetime” opportunities. I’ve also been fortunate that many of these projects have been performed in a collaborative team-based approach that was an essential component of the successful delivery of these projects.

John Walker GUEST SPEAKER

So what exactly is an integrated project team process? From my experience, it is comprised of four essential components: 1)A highly engaged client. The only reason that any design and construction project is performed is that the owner has a personal, business, or organization- al need that requires a real estate solution to achieve. No one builds, upfits, or renovates a building just for the fun of it. They have real purpose and objec- tives they are trying to achieve, and understanding the owner’s requirements, goals, and expectations is critical to delivering a project solution that truly aligns with those needs. Therefore, it should not come as any surprise that one of the first and most important components of project success is to have the owner as deeply im- mersed in the project design and implementation

process as possible. This allows them to provide and continuously refine the project goals, understand how the project is being developed, and offer deci- sions and directions to keep the project aligned with goals. Likewise, the owner is also the key to maintaining project team buy-in to the integrated project team process, and their actions in leading by example are critical to the success of this approach. If the owner values, trusts, and respects the project team members and works in a collaborative manner, then the rest of the team will follow that lead. If not, it is highly likely the process will suffer and fail. 2)A complete project team. Engage the core and supplemental project team members as early as pos- sible in the project process. The architect, engineers,

See JOHN WALKER, page 12

THE ZWEIG LETTER August 13, 2018, ISSUE 1260

ON THE MOVE CUHACI & PETERSON NAME DESIGN DIRECTOR Cuhaci & Peterson Architects, Engineers, and Planners has promoted Juan Gimeno to design director. After nearly two years with Cuhaci & Peterson as a senior architectural designer, Gimeno will be taking on a greater purview within the design department, focusing his work with several key hospitality and senior living clients of the firm. Executive Vice President, Michael Lynch commented, “It’s exciting to have Juan taking on this role in our growing design group.

I think his knowledge and experience will complement the deep roots established by our VP of Design, Norberto Campos.” With nearly 20 years of industry experience, Gimeno’s portfolio contains a diverse mix of clientele and conceptual designs within the United States and internationally. Having multiple unique design perspectives is part of Cuhaci & Peterson’s long term sector expansion goals. Cuhaci & Peterson Architects, Engineers, and

Planners is a national A/E/P firm specializing in commercial design. Headquartered in Orlando, Florida since 1978, the firm also has offices in Philadelphia and Boston and is licensed in 49 states. Cuhaci & Peterson Architects, Engineers, and Planners offers architectural, SMEP engineering, fire alarm/protection, lighting design, construction administration, landscape and planning services as well as, in-house government relations and interior design on a variety of project types.

JOHN WALKER, from page 11

The most important part of achieving this component of the integrated project team process is to hire firms and people who genuinely want to collaborate, know how to collaborate, and naturally work in a collaborative manner. Collaborators will come together if given the chance. Prima donnas won’t. “Hire firms and people who genuinely want to collaborate, know how to collaborate, and naturally work in a collaborative manner. Collaborators will come together if given the chance. Prima donnas won’t.” 4)A commitment to shared success. The last component of an integrated project team process is the belief in common success. First, all involved parties must truly commit to the mindset that making the project successful for the client is the most important goal, and that their individual firms can- not be successful individually without achieving this primary goal. Secondly, all involved parties must be committed to helping each other be individually successful. I was introduced to this concept early in my career by the retired CEO of a Fortune 500 company. During a sticky spot in construction, he surprised me by saying that he wanted to make sure the contractor would make a profit. He understood that the contractor would need to look for cost-saving ap- proaches, such as performing the project with less oversight, less staff, less experienced staff, or inexperienced and less reli- able subcontractors, if pressed on profitability. The potential impacts would then be lower quality construction, increased chance of errors, and late or incomplete work. To this CEO, it was a simple business fact: If he wanted his company to be successful, then he needed to help ensure that his part- ners, vendors, and consultants would also be successful. That conversation has stuck with me for 30 years now, and helps remind me that if I want to be personally successful, and if I want my firm to be successful, then I have to do all I can to make my owner, the contractor, and other project team mem- bers successful as well. This all sounds so simple and obvious, doesn’t it? Well, in many ways it really is that simple and will consistently lead to successful projects. It does require, however, a deliberate use of this approach – buy-in from the entire project team and each project team member staying committed to their roles and responsibilities throughout the project. JOHN WALKER is a partner and workplace studio principal at Little. He can be reached at john.walker@littleonline.com.

and contractor are all engaged at the project start, and other consultants and subcontractors are engaged as soon as their expertise is beneficial to the project’s development. The purpose is to engage the appropriate expertise at the right time so that the project team has the most complete technical, cost, schedule, and other information available, al- lowing the owner and project team to make decisions that are in the best interest of the project. This complete project team also applies to the owner, where it is equally important for the owner’s project leader to engage other members of the owner’s team at appropriate points to provide requirements, review and comment on design development, and coordinate on items that will be provided directly by the owner, such as facility management and main- tenance, furniture systems, technology systems, and similar items. Lack of information leads to assumptions and guessing. Good and complete information at the appropriate time leads to informed decision-making aligned with the project goals. It really is that simple. 3)A highly collaborative process. The project team members must work together in a highly collaborative process, through which they share their expertise and value, trust, and respect the expertise of the other team members. This is more than simply involving the full team up front and having them meet on a regular basis. Team members have to become actual partners where they proactively help each other. For example, the architect and engineer have to pro- vide detailed information and assumptions early in the design process if they want the contractor to be able to put together valid budget pricing. The contractor then has to provide de- tailed clarifications and assumptions in the budget pricing so the architect can validate those assumptions, identify areas where changes might help improve the budget or schedule, and continue to develop the design in line with budget as- sumptions. This is a simple concept, but it requires commit- ment and proactive behavior. “Lack of information leads to assumptions and guessing. Good and complete information at the appropriate time leads to informed decision-making aligned with the project goals. It really is that simple.”

THE ZWEIG LETTER August 13, 2018, ISSUE 1260

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