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Conference call: Dan Williams President and chairman of Garver (Best Firm Multi-discipline #2 and Hot Firm #43 for 2017), a 500-person consulting and professional services firm in North Little Rock, AR.

By LIISA ANDREASSEN Correspondent

“W e give our employees the opportunity to develop the skills they want to devel- op and use that to follow their dreams,” Williams says. Williams has been with Garver for 35 years. Dur- ing his time at the firm he has worked as a design engineer, project manager, regional office manager, executive vice president, and chief engineer, before

they crash, how do you get them back out on the road, so to speak? DW: We’re currently in the process of embedding our finance, marketing, and recruitment teams into the day-to-day operations of our business lines, which will ultimately take some of the ad- ministrative burden off of our project managers. We want employees to pursue projects they want to work on – that’s what improves our company and keeps people here. Turning over some of those ad- ministrative duties to our creative teams – which is possible because of our investment in those teams – gives our engineers the ability to engineer.

Dan Williams, President & Chairman, Garver

assuming his current position. A CONVERSATION WITH DAN WILLIAMS.

The Zweig Letter: The list of responsibilities for project managers is seemingly endless. How do you keep your PMs from burning out? And if

THE ZWEIG LETTER Janu

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