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BUSINESS NEWS ISG OFFICIALLY OPENS DOORS IN SIOUX FALLS, SOUTH DAKOTA ISG opened its doors in the Lumber Exchange Building in downtown Sioux Falls, South Dakota. The firm’s new office solidifies an established presence in the state with current projects already serving multiple markets ranging from education and agriculture, to industrial and commercial. This office addition follows a recent strategic acquisition of Iowa-based architecture and interior design firm, StruXture Architects, adding to the firm’s industry recognized architects and interior designers. With more than 260 professionals within the soon to be 45 year-old employee-owned firm, ISG’s South Dakota presence will positively impact a robust current client list, in addition to

expanding accessibility for new opportunities. “Going west and having the chance to physically support one of the top 50 fastest growing cities in the U.S. is truly a monumental milestone for our firm,” states Chad Surprenant, ISG president and CEO. “Sioux Falls is growing rapidly, but strategically, and this mindset perfectly aligns with ISG’s pace, experience, and exposure. We want to positively embrace all that makes South Dakota unique while utilizing our multi- disciplinary team of professionals to empower clients and partners alike. It’s not our first time here – and our roots run deep. We are all in.” Seasoned leader and Principal at ISG for more than seven year, David Doxtad, PE, will lead

the new South Dakota office and continue the firm’s mission that is focused on simplifying solutions while passionately designing the future. The local office will continue ISG’s full- service offerings and provide opportunity for more than 25 professionals, with that number expected to triple as the years progress. “The talent within South Dakota is amazing as our firm has been privileged to previously attract and retain experts from neighboring South Dakota State University and University of South Dakota, just to name a few,” notes Doxtad. “With our current local architecture and engineering team that have moved from other ISG Midwest offices, we are excited to embrace the Falls and continue to provide amazing growth opportunities.”

CONFERENCE CALL, from page 7

AB: The biggest lesson is related to decision-making and the need to trust both the head and the gut. The “no” decisions are often harder and more important than the “yes” deci- sions. What we say “no” to defines us more than what we say “yes” to. There’s pressure to be all things to all people so “yes” is easier. I am now more trusting of my gut when it’s a close decision and more comfortable with a “no” decision. 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? AB: Growth is extremely important and an outcome of per- forming well on a firm’s differentiation strategy. Growth is an indicator of health, vitality, and prosperity. It can hap- pen organically and/or through mergers and acquisitions. M&A can help establish or strengthen a new practice or geo- graphic location. We see M&A as one of the means and not an end in and of itself. There really is not a right or wrong way to grow. Ideally, I like both organic and acquisitive growth. When we were looking at choices to expand our power services, we had few electri- cal engineers on staff, and chose M&A. It was faster and we knew of a firm we liked and with which we would be syner- gistic. 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? AB: We use a combination of historical and forward-looking data. We begin by looking at the firm’s needs for growth, then to past performance. We look at each business unit’s sales pipeline and backlog along with our firm’s needs. We establish a firm-wide budget, then cascade it downward to the business units and then to the individual level. TZL: What’s your prediction for 2018? AB: I am not very good at predictions. As I said throughout, markets in the West look extremely strong. These are some of the best times I have seen. I think it’s highly likely that a 2018 infrastructure bill will make it through Congress. When that happens, it will fuel infrastructure investments and prosperous times for several years to come.

our sales pipeline. Our sales pipeline is our leading indica- tor, even more so than actual booked sales. For us, the foun- dation is our client development teams, which I mentioned earlier. These teams are responsible for developing relation- ships with our clients so that they know what is upcoming with respect to client needs. We measure sales opportuni- ties monthly, consider go/no-go decisions carefully, and weigh our likelihood of winning the work. We set a target for each business unit’s pipeline. Success is maintaining a strong pipeline while continuing to win work. For us, 70 to 80 percent of our work is repeat work for our clients. Our best marketing is doing great work and provid- ing exceptional services. “There really is not a right or wrong way to grow. Ideally, I like both organic and acquisitive growth. When we were looking at choices to expand our power services, we had few electrical engineers on staff, and chose M&A. It was faster and we knew of a firm we liked and with which we would be synergistic.” 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? AB: As I said earlier, we see the market as very strong for the A/E industry. It’s hard to predict a downturn in the short term. If unforeseen events occur, events that affect the na- tional economy, that would certainly affect our industry. Barring that, we see the next few years as extremely strong for us. TZL: They say failure is a great teacher. What’s the big- gest lesson you’ve had to learn the hard way?

THE ZWEIG LETTER April 2, 2018, ISSUE 1242

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