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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 p r i l 2 3 , 2 0 1 8 , I s s u e 1 2 4 5

Labor multiper and overhead

Bad writing

T hings have gotten better in the last 10 years – probably due to the popularity of texting and emailing – but architects and engineers still have a big problem with bad writing. An old friend of mine stopped by this weekend with his latest book. The guy has authored more than 20 books and knows his stuff. We got to talking about the writing problem that exists today. Coincidentally, this week we’ll be recording the third of our new Z-Learning programs (think “e-learning”), and it will be on this subject. If there is one overarching theme to the whole thing, it is that people don’t write like they talk. For some reason, many people feel they have to write in Olde English. It’s not at all uncommon to see these types of phrases: “As per your request,” or “Enclosed herewith,” or “Per the above-referenced project number XYZ.” About 40 percent of people working in firms think that’s OK. It isn’t! No one speaks like that. It’s completely convoluted. Then there are those who say, “At the end of the day” so often it will drive you mad. We once had a fellow in our employ who wrote an email to our BOD and he had four paragraphs in a row, each one starting with, “At the end of the day.” There is little more annoying than that! Big words when small words will do is another problem. “Utilize” when “use” is shorter. “Multi-disciplinary” when “multi- discipline” works better. And so on. Also, spelling and punctuation errors can

For decades, Zweig Group’s Financial Performance Survey has benchmarked a host of metrics so firm leaders can track profitability. It’s generated from the gap that firms create between their labor multiplier and their overhead. Over the last few years, we have seen overhead decline at a higher pace than the labor multiplier, leading to increased profitability. OPEN FOR PARTICIPATION zweiggroup.com/survey-participation/ F I R M I N D E X Arup........................................................4 Bechtel. ..................................................4 BIG RED DOG. .......................................9 Burns & McDonnell. ................................2 Michael Baker International. ..................10 Moody Nolan. .......................................12 OHM Advisors.........................................6 Perkins+Will............................................4 STV.......................................................12

“People judge you and your firm based on the quality of your and your employees’ writing. Like it or not, that’s the reality of it. So tighten it up – now. Look classy compared to everyone else. It can’t hurt!”

Mark Zweig

MORE COLUMNS xz GUEST SPEAKER: Cultural fit vs. cultural add Page 3 xz GUEST SPEAKER: Moonshot given Page 9 xz GUEST SPEAKER: Be prepared (obviously) Page 11

Page 6 Conference call: John Hiltz See MARK ZWEIG, page 2

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

BUSINESS NEWS CLEANUP PROJECT AT LOVELAND PRODUCTS FERTILIZER SITE WINS ACEC AWARD IN NEBRASKA: BURNS & MCDONNELL HONORED FOR INTEGRATED REMEDIATION, DECOMMISSIONING AND DEMOLITION A project to decommission, demolish and clean up the site of an idled fertilizer plant within nine months, saving $2 million in the process, is being honored among the year’s best engineering projects in Nebraska. The project, Integration of RCRA Corrective Action with Facility Demolition for Loveland Products, is a winner of a Merit Award in the Environmental category from the Nebraska chapter of the American Council of Engineering Companies. The chapter presented its 2018 Engineering Excellence Awards last month. A team led by Burns & McDonnell saved time and money on a decommissioning, demolition and environmental remediation project for Loveland Products in Fairbury, Nebraska, by stabilizing impacted soil so that it could be transported as nonhazardous waste. A team led by Burns & McDonnell saved time and money on a decommissioning, demolition and environmental remediation project for Loveland Products in Fairbury, Nebraska, by stabilizing impacted soil so that it could be transported as nonhazardous waste. Judges honored the team for its coordinated, efficient and effective approach that cleaned up a former Loveland Products site in Fairbury, Nebraska. The $5.8 million project included a full range of decommissioning, demolition and environmental remediation activities, using an integrated approach that accelerated overall restoration. Among its key components was securing regulatory approval for on-site treatment of impacted soil. That allowed soil classified as hazardous material to be stabilized at the site, using Portland cement, so that it could be removed as nonhazardous waste instead.

Take your advice from Mark Zweig to-go.

“The team was able to condense the remediation period to under nine months and save the client $2 million,” says Diana Marquez, project manager for Burns & McDonnell. “Working closely with Loveland Products, our integrated approach allowed us to conduct environmental investigations during demolition, and allowed enough flexibility to meet time and budget constraints. And we did it all while an adjacent production facility remained in full operation.” Loveland Products had acquired the former micronutrient dry fertilizer facility in 2014. The site had been under EPA and state regulatory oversight since the 1980s, and Loveland Products engaged Burns & McDonnell to address remaining regulatory issues and prepare the site for redevelopment. Other Burns & McDonnell projects winning Engineering Excellence Awards this year from ACEC chapters: Big Canyon Environmental Restoration Project (Honor Award, California), DISA Global Operations Headquarters (Special Achievement Award, Illinois), Stillwater Energy Center Reciprocating Engine Project (Honor Award, Oklahoma), Union Station Kansas City Westward Expansion (Grand Award, Missouri), and West Blue River Interceptor (Honor Award, Missouri). 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. We strive to create amazing success for our clients and amazing careers for our employee-owners. Burns & McDonnell is 100 percent employee-owned and is proud to be on Fortune’s 2018 list of 100 Best Companies to Work For.

thezweigletter.com/category/podcast/

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

ZWEIG GROUP’S E-LEARNING IS Z-LEARNING! Z-Learning is an online continuing education program serving architects, engineers, and those in the design industry exclusively. You no longer have to take a training course that’s not geared to your industry and the unique challenges you face on a daily basis. Visit zweiggroup.com/zlearning/ or call 800.466.6275 to learn more!

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

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.

MARK ZWEIG, from page 1

make you look dumb. Putting apostrophes on plurals, i.e., “car’s” is a huge problem today. “Your welcome” versus “You’re welcome” is super-common. There are many others. Misuse of words or phrases such as, “I could care less” versus “I couldn’t care less,” or “Me either” versus “Me neither,” are super-common and all point out the writer’s ignorance. Not good. The point is, people judge you and your firm based on the quality of your and your employees’ writing. Like it or not, that’s the reality of it. So tighten it up – now. Look classy compared to everyone else. It can’t hurt! MARK ZWEIG is Zweig Group’s chairman and founder. Contact him at mzweig@zweiggroup.com.

THE ZWEIG LETTER April 23, 2018, ISSUE 1245

O P I N I O N

Courtesy of Perkins + Will, Yukari Yamahiro

Cultural fit vs. cultural add

Shared values among staff are certainly important, but if a good fit is all you’re looking for, your firm could go stale.

Editor’s note: This post first appeared on the Perkins + Will blog at blog.perkinswill.com I n today’s global hunt for talent, company leaders (the smart ones, anyway) are making a crucial shift. It’s no longer about getting people who are a “cultural fit.” The right hire is one who makes a cultural addition. Facebook, for example, created a more inclusive hiring process by barring interviewers from using phrases related to “fitting” when providing feedback on candidates. They found that requiring interviewers to give more specific feedback compels them to address unconscious biases and keep inclusivity paramount.

Yukari Yamahiro GUEST SPEAKER

companies’ goals. Those such as Facebook, Atlassian, and Goldman Sachs continue to reinvent recruitment practices, hiring employees “Finding people who fit culturally may be an easy way out, but the real reward is in finding and sustaining an office of people who add something special, even unique.”

The more you think about fitting in, the less sense it makes. Few people really want to be a part of a groupthink session, or to line up exactly with existing employees and company norms. Evidence shows that companies that hire on or emphasize cultural fit struggle to innovate and change. Finding people who fit culturally may be an easy way out, but the real reward is in finding and sustaining an office of people who add something special, even unique.

Concepts like “cultural add” or “cultural contribution” better reflect competitive

See YUKARI YAMAHIRO, page 4

THE ZWEIG LETTER April 23, 2018, ISSUE 1245

ON THE MOVE BECHTEL EXECUTIVE ELECTED TO NATIONAL ACADEMY OF ENGINEERING Bechtel senior vice president Barbara Rusinko has been elected to the 2018 class of the National Academy of Engineering, the organization has announced. Rusinko becomes the first woman from Bechtel to receive the honor and the 17th in the company’s 120-year history. Rusinko is currently president of Bechtel’s Nuclear, Security, and Environmental global business unit, with responsibility for more than 5,000 employees at more than a dozen project sites in the U.S., U.K., Australia, and other locations including complex, first-of-a- kind megaprojects. “Barb has been a great example for an entire generation of engineers in this company,” said Brendan Bechtel, chairman and chief executive officer. “She is an exceptional engineer and mentor throughout Bechtel. We are all very proud of her for receiving this outstanding recognition.” In an announcement earlier this month, the Academy said, “Election to the National Academy of Engineering is among the highest professional distinctions accorded to an engineer. Academy membership honors those who have made outstanding contributions to engineering research, practice, or

education … and to the pioneering of new and developing fields of technology, making major advancements in traditional fields of engineering, or developing/implementing innovative approaches to engineering education.” The academy now has 2,293 U.S. members and 262 foreign members. SERGEI TERZAGHI NAMED AMERICAS GEOTECHNICAL SKILLS LEADER FOR ARUP Arup , the design and consulting firm for the built environment, announced that Sergei Terzaghi has been appointed the Americas geotechnical leader, working out of the firm’s Los Angeles office. Sergei will also serve as a principal for the office. Andy Howard, chairman of the Americas Region, said, “Sergei is one of the world’s foremost geotechnical engineers. We are delighted to add his industry leading talent to our team.” “I’m honored to join the Arup team here on the West Coast,” Sergei said. “Geotechnical engineering is a vital and growing discipline – especially in this region – and I’m looking forward to bringing my passion and expertise in this field to the Americas region.” Sergei has more than 30 years’ of experience in the geotechnical field. His work encompasses

the full breadth of geotechnical engineering including desktop studies, investigation, analysis, design and construction input for highways, tunnels, railways, pipelines (onshore and offshore), embankments, dams, marine/offshore projects and foundations and excavations for a vast range of structures including tanks through to large multi-story buildings. Prior to coming to Los Angeles, Sergei spent more than eight years in Arup’s Sydney office as a senior associate and then as a principal. There, he worked on a wide range of projects throughout Australia and Asia, including the Thomson Eastern Rail Line in Singapore; the Northern Connector Freeway in Adelaide; multiple sections of the Pacific Highway Upgrade in New South Wales, Australia; and Pump Station 15 in Christchurch, New Zealand. Geotechnical engineering is a family affair for Sergei; his grandfather, Karl von Terzaghi, is known as “The Father of Soil Mechanics.” Before his time at Arup, Sergei served as senior associate at Sinclair Knight Merz, a senior engineer at URS Grenier Woodward- Clyde and senior geotechnical engineer at Murray North. Sergei received a bachelor’s degree in engineering from the University of Canterbury in New Zealand.

YUKARI YAMAHIRO, from page 3

address risks, and make decisions. They also emphasized restoring boundaries to reduce distractions and noise while promoting productivity and willingness to engage (but only when ready) with others. The result is the Sun Life’s transformative Ignite Studio. Beyond promoting brand identity, the vibrant new space encourages collaboration by fostering community. Employees can work in a variety of spaces: open or enclosed, collaborative or focused, formal or informal, depending on workstyles and the nature of their work. The firm’s technologies are displayed throughout the space, from the entry tech-display bar to television screens. The space endorses creativity, with an abundance of functional walls for writing and drawing. Almost every surface is meant for opportunities to create and foster innovation for clients. All desks, including those in meeting rooms, are adjustable sit-stand desks. Even minor details – like the distance of a sit-stand desk from the writeable wall of a conference room – promote a more

whose only “fit” comes from shared values and who add that special something. The industry norms are no longer so applicable. We as designers also play an increasingly prominent role in supporting cultural contributions, and we’re always happy to work with companies that share our objectives. One such company is Sun Life, which is rethinking the traditional approach to insurance and financial services. Its leaders wanted to move away from traditional, fit- based hiring norms and toward an environment based on celebrating its employees. “Innovation drives advancement but the push for innovation doesn’t always come easily. One of the biggest factors is a critical mass of energized and happy staff members, all united by a shared understanding of the company’s goals.” Sun Life recognized the strength of “cultural add” in creating space in their new global home at One York Street in Toronto. Working with designers from our Toronto office, Sun Life pushed for a space that would empower employees with different backgrounds and working styles, allowing them control over how they share ideas,

active, inclusive, and collaborative environment. Innovation drives advancement but the push for

innovation doesn’t always come easily. One of the biggest factors is a critical mass of energized and happy staff members, all united by a shared understanding of the company’s goals. Who wouldn’t want to add themselves to that company? YUKARI YAMAHIRO is a data knowledge manager at Perkins+Will. She can be reached at yukari.yamahiro@perkinswill.com

THE ZWEIG LETTER April 23, 2018, ISSUE 1245

ALL 2018 ZWEIG GROUP AWARDS ARE NOWOPEN FOR REGISTRATION

2018

SEE YOU IN DALLAS!

hotrm.com/our-awards/

THE ZWEIG LETTER April 23, 2018, ISSUE 1245

P R O F I L E

OHM Advisors staff in Detroit.

Conference call: John Hiltz President of OHM Advisors (Hot Firm #25 for 2017), a 440-person engineering and architecture firm based in Michigan.

By LIISA ANDREASSEN Correspondent

“M any firms tried to cut their way to success,” says Hiltz, looking back at the Great Reces- sion. “We were fortunate and pushed for growth during the worst of times. I think the decision to focus on maintaining our team during difficult times truly paid off.” A CONVERSATION WITH JOHN HILTZ. The Zweig Letter: The list of responsibilities for project managers is seemingly endless. How do you keep your PMs from burning out? And if they crash, how do you get them back out on the road, so to speak? John Hiltz: Although I would like to say this never happens, this is a definite reality that we’ve all ex- perienced. There’s always the temptation to over- load the star performers. That said, we have tak- en the time to step back and better define job du- ties and responsibilities for all of our roles, includ- ing our PMs. Additionally, as we have grown, we’re finding that we need to shepherd individuals to let go of roles that no longer bring the greatest corpo- rate contribution. We’ve found that the PM role is

much more manageable when not combined with a department director and/or a BD role. TZL: What is the role of entrepreneurship in your firm? JH: Cultivating a spirit of innovative thinking and creation of new opportunities is a core focus of the firm, so we continue to foster a culture that en- courages and rewards this behavior. Interestingly, our Environmental Water Resources Group – one of our largest disciplines in the firm today – was formed as a direct result of a small group of indi- viduals who embraced this entrepreneurial spirit. They saw an unfilled client need and started offer- ing new services to our clients. Today, the services we offer through this team are truly a differentiator for OHM Advisors. Innovating thinking and entre- preneurship is not only a passion we need to feed, but also, the results bring great value to our clients. TZL: In the next couple of years, what A/E seg- ments will heat up, and which ones will cool down? JH: For public sector work, my hope is that strong

John Hiltz, President, OHM Advisors

THE ZWEIG LETTER Ap

infrastructure funding will accelerate the markets we serve and carry the day for years to come. I’m not overly optimis- tic that infrastructure legislation will be passed soon in Washington, but hopeful- ly I’ll be pleasantly surprised. More than likely, we will see growth in our public in- frastructure spending combined with a far stronger public/private collaboration. In terms of other segments that we ex- pect to perform well, the energy sector seems to be hot, and I’d expect it to re- main hot despite growing competition in this space. Private development has his- torically been the first to be hit when the economy takes a downturn, and we ex- pect that to remain true. TZL: The talent war in the A/E industry is here. What steps do you take to create the leadership pipeline needed to retain your top people and not lose them to other firms? JH: We spent close to a year creating a discernible path to leadership for every position in the firm, ensuring that every employee understands what is required to advance to a leadership role. Our internal education infrastructure supports ongo- ing and specific leadership education for multiple career paths and interests. We are focused on empowering our next gen- eration to make decisions, and we’ve cre- ated committees designed to allow aspir- ing leaders the opportunity to engage in corporate management. TZL: As you look for talent, what posi- tion do you most need to fill in the com- ing year and why? JH: We’re fortunate to have strong growth across our organization. We’re looking for all types of talent – but experienced PMs, practice leaders, and technical experts are the most significant roles we need to fill currently. Additionally, our leader- ship team strongly believes that a diverse workforce is essential to best serving our clients, and we’ve put initiatives in place to continue to attract and retain diverse talent. We’re particularly aware of the in- dustry-wide need for more women and minorities in senior leadership roles and are creating programs to foster growth of this talent within OHM Advisors. TZL: While plenty of firms have an own- ership transition plan in place, many do not. What’s your advice for firms that haven’t taken steps to identify and em- power the next generation of owners? JH: Several years ago, we identified that our future ownership transition

needed to be staggered to minimize vol- atility while also encouraging the next generation to come to the ownership ta- ble. Identifying and empowering the next generation of owners is critical, and we’re fortunate to have 36 partners, all at var- ious stages of their careers. We recom- mend that firms continually train and de- velop the next generation of talent, and in doing so, they strengthen their firms and reduce the volatility around owner- ship transitions. TZL: Monthly happy hours and dog friendly offices. What do today’s CEOs need to know about today’s workforce? JH: We’ve worked hard at being a “cool place to work” for some time now. We’ve embraced a more casual dress code, im- proved our physical environment, offered flexible work hours, and targeted events and wellness to name a few. But, what I believe people in today’s workforce really want is to be a part of something they’re passionate about that brings value to the greater good. When they feel engaged and energized in this way, they seek out op- portunities to contribute. We’ve built our firm’s mission around the idea that our team members truly aim to make a differ- ence for the clients and communities they serve. Compliment this with an open door management philosophy and encourage people at all levels of the organization to bring forward ideas that challenge the status quo and then be willing to change. No matter how successful we’ve been, we can always get better. TZL: Zweig Group research shows there has been a shift in business develop- ment strategies. More and more, tech- nical staff, not marketing staff, are re- sponsible for BD. What’s the BD formu- la in your firm? JH: OHM Advisors has always had a “do- er-seller” culture, so there hasn’t been a major shift in our business development efforts. Our practice leaders, who under- stand the industry and live it every day, are in the field making connections. For years, we’ve had marketing and tech staff working collaboratively on proposals and other BD opportunities. We have long re- alized that prospective clients want to work with the technical talent, not a sales team. TZL: Diversifying the portfolio is never a bad thing. What are the most recent steps you’ve taken to broaden your rev- enue streams? See CONFERENCE CALL, page 8

YEAR FOUNDED: 1962 HEADQUARTERS: Michigan OFFICES: 13 offices in three states NO. OF EMPLOYEES: 440 SERVICES: ❚ ❚ Engineering ❚ ❚ Planning ❚ ❚ Urban design ❚ ❚ Architecture ❚ ❚ Construction engineering ❚ ❚ Surveying ❚ ❚ GIS COMMUNITY: We’re more than an architecture, engineering and planning firm. We are the community advancement firm. NEWS: At the December 7, 2017, shareholders meeting, partners in the community advancement firm elected four new mission-driven shareholders to the ranks of OHM Advisors’ owners. The Columbus, Ohio chapter of WTS International – Women’s Transportation Seminar – honored Frances Rubio Rourke, P.E., as its 2017 Member of the Year at a recent awards dinner. Rourke is the firm’s Ohio transportation manager. VALUES: ❚ ❚ Advancement opportunities ❚ ❚ OHM grad school ❚ ❚ Supportive work environment ❚ ❚ Family atmosphere ❚ ❚ Ongoing training seminars ❚ ❚ Employee wellness program

pril 23, 2018, ISSUE 1245

CONFERENCE CALL, from page 7

TZL: They say failure is a great teacher. What’s the big- gest lesson you’ve had to learn the hard way? JH: I took over as president in January 2009 after serving as VP of operations for a number of years. Up until 2010, our firm had accumulated so many successes that I thought to myself, “This job is easy.” What I didn’t recognize was how much the stimulus dollars introduced by the Obama admin- istration did for us. Once 2010 hit and the stimulus dollars were behind us, reality set in fast. While 2010 and 2011 were tough years and we were fortunate not to be hit nearly as hard as many other firms, I learned that the job is a lot tougher than you think. You need to be willing and able to make some tough, timely decisions, and you only succeed as a team. Many firms tried to cut their way to success. We were fortunate and pushed for growth during the worst of times. I think the decision to focus on maintaining our team during difficult times truly paid off. TZL: While M&A is always an option, there’s something to be said about organic growth. What are your thoughts on why and how to grow a firm? JH: For OHM Advisors, growth is all about recruitment and retention. To date, we’ve grown organically as well as through M&A. We’ve experienced strong organic growth by adding new services that solved a need for our clients, and we were successfully able to cross sell those new ser- vices. While organic growth has outpaced growth through M&A, we believe that M&A is critical to successfully enter new geographical markets. Through M&As, we’ve brought on new talent and added services that delivered additional value to our clients, and we benefited from the post-M&A organic growth in these new geographies. For our technical experts, M&As have created an entire new base of clients that they can serve. Overall, we expect that M&A and or- ganic growth will both continue to play important roles in our growth strategy. TZL: Do you use historical performance data or metrics to establish project billable hours and how does the type of contract play into determining the project budget? JH: Our team uses historical performance data as just one of its methods to establish a project fee. Too often, how- ever, the unique aspects of a project or the introduction of new, innovative solutions prevents this from being entirely what we rely on to establish a fee. We encourage back-check- ing the accuracy of the historical data with projected hourly and percent of construction estimates. Although we’d pre- fer to establish lump sum type fees, this is not always pos- sible, so project managers are taught to look at project fees from many different angles. If any of the client’s demands are particularly unique, we aim to ensure that the fee covers the risk exposure. TZL: What’s your prediction for 2018? JH: Another strong year of growth for our industry. We ex- pect increased client and public attention to needed infra- structure improvements. We’d love to see an infrastructure bill pass in Congress this year. We expect to see continued growth in alternative funding for infrastructure projects, which will further create strength in the industry. Oh, and as a Lions fan – and a realist – I predict the Lions will not win Super Bowl LIII. I hope I’m wrong.

JH: Some years ago, we recognized that our passion and our mission was “advancing communities” – not simply en- gineering and surveying. We also realized that there were services that our clients needed which we weren’t offering, but which fit with our firm’s mission. Because we believe that taking a holistic approach to problem solving brings far more value to our clients than offering only a piece of the solution, we made the decision about eight years ago to significantly diversify our services through adding ar- chitecture, planning, landscape architecture, and urban de- sign. Today, we have 12 different service disciplines across 13 different geographies. We continue to add new servic- es and geographic locations whenever the opportunity fits with both our clients’ needs and our passion to deliver a su- perior result. TZL: With overhead rates declining over the last five years and utilization rates slowly climbing back up to prerecession levels, how do you deal with time manage- ment policies for your project teams? Is it different for different clients? JH: With all of our clients, we need to hit deadlines and en- sure our staff’s availability to meet their needs. We strive to be flexible to our clients’ changing needs while also allow- ing our staff the flexibility to create a work/life balance that best suits them. We provide our staff with personal utiliza- tion and performance goals, but we’re flexible in how they achieve these. We’re fortunate that our team members in client-facing and support roles are very dedicated to doing what it takes to serve our clients, and allowing them the ability to self-manage their time, provided that it fits within the overall project tolerances. This has been a well-received solution for our workforce. TZL: Measuring the effectiveness of marketing is diffi- cult to do using hard metrics for ROI. How do you evalu- ate the success/failure of your firm’s marketing efforts when results could take months, or even years, to mate- rialize? Do you track any metrics to guide your market- ing plan? JH: As a business owner, I like metrics, and we’re always trying to measure the effectiveness of our efforts. Some of the marketing metrics we track include hit rate for propos- als (by discipline and geography) and a collection of website and digital metrics that help us understand who is visiting our site, how they’re arriving there and what content they find helpful and engaging. While these metrics are indica- tors that we’re on the right track, ultimately the true mea- sure will be whether we drive the increased revenue we set out to achieve. TZL: The last few years have been good for the A/E indus- try. Is there a downturn in the forecast, and if so, when and to what severity? JH: Even the best economists aren’t great at answering this question, and unfortunately we haven’t received a crystal ball yet. Statistically, we’re due for a recession. However, we don’t expect one in the next 12 months based on econom- ic indicators we’ve reviewed. Our best efforts are therefore put into watching leading indicators and ensuring our man- agers are prepared to respond.

THE ZWEIG LETTER April 23, 2018, ISSUE 1245

O P I N I O N

Moonshot given

If you’re a CEO, you need to take a good look at your team. Their passion projects outside of work could end up being multipliers for your firm.

T he title printed on my business card is “project engineer” and its job description reads much the same as any other production-level design professional in this industry, but that’s roughly where the similarities end. At our firm, your position isn’t a potted plant, all compact and comfortably delineated; it’s your spot in the collective garden, connected to an ecosystem where diversity and synergies are cultivated and elevated. As a member of the team, you are recognized for your depth and are empowered to reach laterally to impact the organization and yourself. Everyone is responsible for enhancing our unique value proposition.

Shaun Theriot- Smith GUEST SPEAKER

My introduction to BIG RED DOG came in the form of something I’ve thoroughly enjoyed for nearly a decade – podcasts. An interview with our firm’s CEO presented almost all the information I needed to know that it was going to be a cultural fit for me. I wanted to set my roots at a place that started with the client and the employee experience and worked its way back to a profitable organizational structure. The duties of my position do not vary wildly

from my peers in this industry – I provide value to clients, help manage projects, perform engineering design and analysis, guide permits along their process, and expedite construction phase duties. But it differs in one singularly important aspect – there are no walls. I’m not referring specifically to our open-office and remote-friendly work environments, but rather to an operational framework that gives team

See SHAUN THERIOT-SMITH, page 10

THE ZWEIG LETTER April 23, 2018, ISSUE 1245

BUSINESS NEWS MICHAEL BAKER INTERNATIONAL AWARDED $2.2 MILLION CONTRACT TO PROVIDE CIVIL ENGINEERING SERVICES TO A 200-ACRE MASTER PLANNED COMMUNITY IN PALM DESERT, CALIFORNIA Michael Baker International , a global leader in engineering, planning, and consulting services, announced that it has been awarded a $2.2 million contract to serve as a prime consultant to University Park Investors, LLC to provide civil engineering and survey services associated with the development of a residential master plan featuring approximately 1,000 dwelling units as part of the University Park Specific Plan in Palm Desert, California. This award is an extension of the previous work completed by Michael Baker, consisting of the assessment district plans for major infrastructure – sewer, water, streets, and mass grading – serving the project site. The 200-acre University Park master planned community is contemplated to consist of several villages containing a variety of housing products, including attached townhouses, multi-family, alley loaded units, cluster motor court homes, and conventional small lot single family detached residential. Villages will feature a host of recreational and open space uses, and share a main recreational amenity that serves the entire University Park community. The community will be designed to provide a

variety of housing types, densities, designs, and a mix of uses and services to support healthy and active lifestyles for existing and future residents. The University Park Specific Plan emphasizes the preservation of open spaces by providing connections to nature trails and parks. The University Park Specific Plan provides the development framework for the master planned community that will cater equally to families, young professionals, and older residents. In addition to a variety of housing options, the community will ultimately include the future home of the California State University, Palm Desert campus. As a featured attraction of the community, the “Grand Paseo” – a desert garden trail, art exhibits, and displays of desert landscaping – will serve as the entrance to the Grove, a central community recreational and meeting area consisting of community gardens, event courts, an amenity center, a recreational pool, and covered playground. The Grand Paseo and the Grove will form the center of a looping “Art Walk” which incorporates open space parks and art experiences. “Michael Baker is proud to play a key role in assisting the developer and city of Palm Desert to continue a long tradition of creating high-quality desert neighborhoods while shifting toward more compact, sustainable, and pedestrian-oriented designs,” said

Mike Tylman, Michael Baker’s West Region practice lead for land development. “We make a difference by supporting the design of amenity-rich communities that balance high-quality open spaces with urban areas to foster interaction, activity, and safety.” As part of the contract, the Michael Baker team will support site planning efforts and provide core civil engineering design services, including grading, infrastructure design, and mapping. In-tract improvement construction is scheduled to begin early 2019, with project buildout anticipated by 2027. 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 United States 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.

SHAUN THERIOT-SMITH, from page 9

team. Young professionals today have unprecedented access to resources that develop skills and experience outside of their current careers – some may even be monetizing it. Do you have a CAD tech who’s a whiz with a drone at home? Does your newest engineer have uncanny videography talent because they grew a personal YouTube channel to thousands of subscribers? Is there someone on your team who spends weeks of their vacation time every year to help build water wells in disadvantaged countries abroad? While these skills likely won’t be creeping their way into your scope of services anytime soon, they could be just as impactful to the success of the firm as meeting your target metrics. But what’s in a utilization rate? A billable hour by any other name could be just as sweet (to your bottom line). Accountability and performance are paramount, but if you aren’t investing in the personal growth of your team members there’s little use obsessing over a KPI that can morph into a measure of employees’ skill at stretching their work onto a timesheet rather than one of productivity. Your team cannot be a place where you go to get something. It must be a place where you go to give. And when you put in that investment, its returns are exponential. SHAUN THERIOT-SMITH is a project engineer with BIG RED DOG Engineering & Consulting working on land development and infrastructure projects in the Greater Houston Area. A U.S. Army veteran of both Iraq and Afghanistan, Shaun first became passionate to build communities at home by helping build those abroad. You can find more at his Building Bayou City blog attheriotsmith.com.

members unparalleled access to their firm, its leadership, and its resources. With this support behind me as a project engineer, I have felt empowered to grow further into a complete engineering professional – to pursue initiatives that leverage the special skills that I have developed or have wanted to develop in my career. The most recent example comes at hardly six months into my tenure – I sent up a one-page proposal on something I had dreamed of doing for some time. The leadership took a radical investment in my personal moonshot, and, in a stroke of serendipity, I interviewed the CEO on the company’s very first podcast (you can give it a listen at bigreddog.com/podcast). Your team members have moonshots too, and, with your help, their passion projects could be a multiplier for your “Accountability and performance are paramount, but if you aren’t investing in the personal growth of your team members there’s little use obsessing over a KPI that can morph into a measure of employees’ skill at stretching their work onto a timesheet rather than one of productivity.”

THE ZWEIG LETTER April 23, 2018, ISSUE 1245

O P I N I O N

Be prepared (obviously)

‘Why in the hell should we hire you over all these other firms?’ It’s a simple question you’d better be ready to answer if you want the contract.

I f you watched any of the Olympics recently you probably saw skiers and bobsledders preparing for their runs by envisioning the course before them; how they planned to negotiate the terrain, twists, and turns ahead. Basketball players and golfers do it, too, envisioning their shot or drive. They’re putting themselves in the place they want to be. They call it “the zone.” It’s when everything seems to work; every shot finds the net and every drive finds the green. In business development and sales, we sometimes experience the phenomenon as well, and here’s a good example.

Marc Florian GUEST SPEAKER

I recently had the opportunity to participate in a short-list interview with a local unit of government. We were one of four firms being interviewed based on our response to an RFQ/P for a multi-year contract opportunity. Over the course of the week preceding the interview, we talked amongst ourselves about our “value-proposition,” the phrase we often use to describe the factors that differentiate us from our competition. We asked ourselves why the factors we identified should be important to the client, always looking to answer the question, “This is important because …?”

We were provided no agenda or format for the interview, but we did know who comprised the interview team and who the competitors were likely to be. We did our research and spent time anticipating the questions we were likely to be asked and who would ask them, and equally important, those we hoped wouldn’t be asked. We prepared our answers to each with persuasive responses intended to compel a positive outcome. We practiced and challenged one another. We didn’t know what to expect, so we had to be prepared for everything. The preparation paid off. We were asked the

See MARC FLORIAN, page 12

THE ZWEIG LETTER April 23, 2018, ISSUE 1245

ON THE MOVE SHERI WILLIAMSON PROMOTED TO STV VICE PRESIDENT Sheri Williamson, P.E., a seasoned project manager and leader who has overseen significant transportation initiatives benefiting commuters and motorists in the Southeastern United States, has been promoted to vice president of STV . With more than 25 years of engineering experience, Williamson boasts an extensive background in transportation project management and design, and site design, having led numerous roadway/bridge improvement initiatives on behalf of the South Carolina Department of Transportation and Georgia Department of Transportation. Previous award-winning efforts include her work as project manager on a new Orangeburg pedestrian bridge for SCDOT and as project manager/lead engineer for the Fort Mill Southern Bypass initiative. Both projects were recognized by the American Society of Civil Engineers South Carolina Section Board, with the latter winning Project of the Year. Williamson also serves on the board of directors for ACEC in South Carolina. For the past year-and-a-half, she has overseen STV’s business operations and business development in South Carolina. In this role Williamson is supervising the Carolina

Crossroads project, a $1.5 billion corridor improvement program in Richland and Lexington Counties that is currently the largest transportation project in South Carolina. The program aims to improve connectivity within the I-20/I-26/I-126 corridor and has been cited as SCDOT’s number one interstate priority. Williamson earned her bachelor’s degree in civil engineering from the Georgia Institute of Technology and is a licensed professional engineer in Georgia, North Carolina, and South Carolina. MOODY NOLAN ARCHITECT TROY SHERRARD NAMED AIA FELLOW The American Institute of Architects has elevated Columbus architect Troy Sherrard to Fellow, the most coveted and prestigious honor in U.S. architecture. Sherrard, a partner at Moody Nolan and a leader in the firm’s sports and recreation design practice, was one of 152 Fellows named nationwide and will accept the honor June 22 at the organization’s investiture ceremony at the AIA Conference on Architecture in New York City. “I am pleased to welcome Troy into the College of Fellows,” said Curt Moody, founder and CEO of Moody Nolan. “For nearly 15 years, he has been a key player in the growth of

Moody Nolan’s sports and recreation studio. His passion for wellness and commitment to responsive design is evident in every project he touches.” Sherrard joined Moody Nolan in 2004 and as co-leader of the sports & recreation studio, he has been instrumental in developing the firm’s specialty design practice in health, wellness, fitness and recreation architecture. His goal has been to leverage building design to foster community, engagement, social gathering, and human connectivity. He has published numerous articles and spoken to national audiences on these subjects while leading teams responsible for a number of high-profile architectural projects across the country. They include: The Ohio State University’s Covelli Arena and its basketball practice and training facility; Kempsville Community Recreation Center, in Virginia; Wintrust Arena Event Center and DePaul University’s basketball practice facility, in Chicago; and Penn State University’s Intramural Building expansion and renovation, in University Park, Pennsylvania. Sherrard has been recognized repeatedly for his work, receiving numerous honors and recognitions. Out of a total AIA membership of over 91,000, less than 4 percent are distinguished as Fellows.

MARC FLORIAN, from page 11

For everyone reading this, I wanted to share what I think are a few important take-aways: ❚ ❚ Always be prepared to give a quick overview of your response, your firm, your experience, etc. ❚ ❚ Always be prepared if a prospective client simply asks why you think you are the best choice for this assignment. ❚ ❚ Always be prepared for the likely questions (and decide who/ how we will respond) as well as how you will react to any un- likely ones. ❚ ❚ Always be prepared by making sure everyone on the interview team has read (and re-read) the RFP and your response. ❚ ❚ Always be prepared to speak and concisely explain your knowledge/expertise and experience as it relates to a particu- lar client/opportunity. ❚ ❚ Always be prepared to accentuate the benefits of your firm and services (e.g., It’s a benefit because … It’s important be- cause …). ❚ ❚ Always be prepared to tell them why they should hire you (i.e., have a list in your head). Envision what you’ll need to do to negotiate what’s likely to be the terrain, twists, and turns of your next interview or presentation, and put yourself in “the zone” you want to be in. MARC FLORIAN is vice president for Environmental Consulting & Technology, Inc., a professional consulting, engineering and scientific services organization serving clients and markets throughout the U.S. and on four continents. He can be reached at mflorian@ectinc. com.

questions we had hoped we would be asked. We were persuasive in our responses, making sure to answer the questions in a manner that communicated not only what we wanted them to hear, but what they needed to hear. The thing about good preparation is that it sometimes enables you to steer the interview conversation in the direction you would like it to go. In our case, it was to the question we had hoped they would ask: “Why in the hell should we hire you over all of these other firms?” (Yes, that’s how the question was stated.) It was perfect, because that’s how we had rehearsed our value proposition. “Envision what you’ll need to do to negotiate what’s likely to be the terrain, twists, and turns of your next interview or presentation, and put yourself in ‘the zone’ you want to be in.” Our response was direct and compelling. Our response was persuasive. We were in the zone we envisioned for ourselves. Was it effective? Less than 30 minutes later, we received a call from the committee chair saying they had reached their decision and were recommending the selection of our firm.

THE ZWEIG LETTER April 23, 2018, ISSUE 1245

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