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UES’s work on the Miami Signature Bridge. This project, which is ongoing, represents the largest concrete pour in UES history. The Miami Signature Bridge will serve as a new gateway to Miami Beach, transforming Interstate 395 and connecting to the entry of the MacArthur Causeway.
ROWING TOGETHER, from page 7
partners who want to stay involved in their businesses, and then provide the tools, resources, and scale that help our partnering organizations better grow and operate their businesses within the UES family of companies. We have to do that by enabling strong leaders in our 60 (and growing) branch offices across the country, and working with each partner to retain the people-first aspects of their culture that have made UES such a differentiated brand in the engineering space for many years. TZL: How many years of experience – or large enough book of business – is enough to become a principal in your firm? Are you naming principals in their 20s or 30s? JW: There is equal opportunity for all, and this outcome is earned. We really look at performance, not tenure, as a measuring stick for leadership positions and promotions. I’ll give you one great example: Our regional lab manager in the West division is a 26-year-old who has been a fast- riser and proven to be able to take on larger and larger responsibilities. He went from working in one of our labs, to managing the largest materials testing lab in the state of Nevada, to now being focused on new lab expansion and training the next generations of lab technicians to ensure our quality is matched at every location.
JW: Over the last 30 years, I’ve learned that if you don’t get the buy-in and ownership of your people, you will not be successful. You’ve got to win their hearts and minds. The strength and power of rowing together in the same direction cannot be underestimated. “As we look ahead to the next decade and the U.S. invests significantly in much-needed repairs and infrastructure development, engineering services such as those we offer at UES are going to be in high demand and valuable to communities and civic entities across the country.” TZL: During the course of your career, you’ve managed the integration of multiple acquisitions. What are some key lessons learned that you’ve learned as a result of that work? JW: The work really starts with our people. My job and the charge I implore on our leadership team is to seek out great
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THE ZWEIG LETTER NOVEMBER 29, 2021, ISSUE 1418
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