TZL 1333 (web)

Sambatek staff at the firm’s Minnetonka, Minnesota office.

CHANGE LEADER, from page 7

TZL: Diversity and inclusion are lacking. What steps are you taking to address the issue? SS: We have come a long way in this area. We live in a great country and Sambatek is a great firm where an immigrant graduate engineer with a thick mustache and a thicker accent can one day become the CEO of the firm, livening the lives of ALL our employees, clients, and communities we live in. It is that humble underpinning that allows me to create a fantastic runway for diversity and inclusion to flourish at our firm. Long-term success of any firm is highly dependent on embracing changing demographics and increased participation of women in STEM fields. I believe each and every one of us can make a difference instead of categorizing and relegating this issue to others. I volunteer at Risen Christ Catholic Missionary School in inner city Minneapolis to help mentor 8th grade students through high school and STEM classes. Be the change you want to see in the world. It doesn’t have to be a pretty slogan on board room walls, but rather something we all can live by every day for the continued prosperity of our firms and our country. TZL: A firm’s longevity is valuable. What are you doing

moon day; it’s something we incrementally bring about on a daily basis. TZL: Ownership transition can be tricky, to say the least. What’s the key to ensuring a smooth passing of the baton? What’s the biggest pitfall to avoid? SS: I gave a presentation at Zweig Group’s Hot Firm Conference a while ago on how not to do an ownership transition. I believe it’s a day one priority for all CEOs and firm leaders. Do not wait until the day of retirement or change event to start thinking about ownership transition. To build a firm that lasts, orderly, smooth transition and seamless operational continuity is a must. It’s best accomplished if we can avoid surprises and be able to articulate all options and avenues in a transparent manner. TZL: What unique or innovative pricing strategies have you developed, or are you developing, to combat the commoditization of engineering services? SS: Quality-Based Selection is something we all should strive to get to with our clients. Unfortunately, we all find ourselves having to combat the commoditization of engineering services. As a firm, we try to avoid commoditization or a bidding situation by developing “clients for life” through client advocacy and value add that far exceeds design fee. TZL: They say failure is a great teacher. What’s the biggest lesson you’ve had to learn the hard way? SS: When I was a young CEO and someone left the firm, I felt as if a part of my soul left me too. I later realized that you cannot please everyone. Growth and change are not for everyone. It’s important that the company is clear about its core values, vision, and mission and then takes steps to surround itself with men and women who align with those principles.

to encourage your staff to stick around? SS: In this competitive marketplace, excellent

compensation and benefits programs are now table stakes. When clients and employees have so many choices, why stick around your firm? What are your three unique attributes? What is your value proposition? What is your purpose, mission, vision, target, and roadmap? What processes/procedures are helping you get there? What are your hurdles? Each firm must ask itself these questions. When I became the CEO 10 years ago, we adopted an Entrepreneurial Operating System or Traction Model to get to the core of those questions. It helped us identify our core values and to create a culture of trust, mutual respect, common goals, and shared ideals for a great future together.

THE ZWEIG LETTER February 24, 2020, ISSUE 1333

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