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Energize: Randy Curry President and CEO of DBR (Houston, TX), a 150-person Texas firm that values communication and superior service above all.
By LIISA ANDREASSEN Correspondent
C urry is a Houston native and takes pride in working in a place he’s always called home. He joined DBR in 1985, and just as he is an advocate for the company, he’s an advocate for the city and its people. He’s moved through the ranks at DBR, working as an electrical engineer, project manager, and then managing partner. “No matter what, do not take any client for granted,” Curry says. “It doesn’t matter how long you have been working for them or how deep you think your personal/professional relationship is. There is simply too much competition out there.” A CONVERSATION WITH RANDY CURRY. The Zweig Letter: What are the three to four key business performance indicators that you watch most carefully? Do you share that information with your staff? Randy Curry: We look at backlog, cash, and accrual profit
and revenue factor. We share the cash and accrual profit every month with staff by way of a “Message from the President.” TZL: How far into the future are you able to reliably predict your workload and cashflow? RC: We feel that we can look six months into the future with our pipeline and backlog report. We do this monthly with input from all our project managers. TZL: How much time do you spend working “in the business” rather than “on the business?” RC: Because of the size of our firm and the reliability and work ethic of my partners, I spend very little billable time on projects. Most of my time is comprised of trying to advance our brand, business development, and the financial aspects of our business. TZL: What role does your family play in your career? Are
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