TZL 1557 (web)

October 14, 2024, Issue 1557 WWW.ZWEIGGROUP.COM

TRENDLINES

401(k) match

3.5% 4.0% 4.5% 5.0% 5.5%

Takeaways from Zweig Group’s 2024 ElevateAEC Conference & Awards Gala. A September to remember

FIRM INDEX Barghausen Consulting Engineers.........6 Core States Group...............................................6 Garver.............................................................................4 HNTB Corporation................................................4 MKN................................................................................ 9 Pierce Engineers, Inc.......................................10 Sanbell.......................................................................... 6 MORE ARTICLES n EARL MOTT: The evolving role of mentorship Page 3 n MARK ZWEIG: How one plus one can equal three Page 5 n EILEEN SHIELDS: Thriving through rapid growth Page 8 n Building the business: Randy Elliott Page 10 According to Zweig Group’s 2024 Recruitment & Retention Report , 91 percent of AEC firms offer a 401(k) plan, a key component of total compensation. Firms typically match employee contributions, with the median and upper quartile offering a 5 percent salary match, while the lower quartile provides a 4 percent match. Participate in a survey and save 50 percent on the final or pre- publication price of any Zweig Group research publication.

F rom September 17-19, 2023, Zweig Group hosted the 2024 ElevateAEC Conference & Awards Gala in beautiful Tampa Bay, Florida. This year’s event was a fantastic gathering, bringing together some of the best performing firms in the AEC industry, along with other industry leaders committed to improving their workplaces and those who support these efforts. With a sell-out crowd of more than 400 attendees, the energy at the bayside venue was palpable, filled with inspiration and excitement for the future. Throughout the conference, the crowd engaged in numerous learning sessions and roundtable discussions on important topics such as recruitment and retention, operational excellence, professional development best practices, and the impact of AI and technology. The theme for this year’s conference was “Return on Investment” and it could be seen throughout every moment of the week. In today’s technology and efficiency-driven society, we must see a return on investment from every moment we take away from our normal operations. The investment of our time and resources are yielding some of the greatest returns in history – even if that investment is in the form of time spent celebrating and learning alongside your industry peers and direct competitors. There can be huge returns from sharing your story and networking with others who share similar interests. Here are some of my biggest takeaways from this year’s ElevateAEC Conference & Awards Gala: ■ Everything you know must change. One quote that stuck with me throughout the event was from Zweig Group President and CEO Chad Clinehens’ opening keynote: “Everything you know is wrong MUST CHANGE.” This powerful statement was inspired by U2’s ZooTV Tour in the ‘90s. Bono had this idea that instead of trying to run away from contradictions, such as being a rock star and a devout Christian, he would embrace them. ZooTV was a manifestation of their ideological take on the cyber-media revolution of the ‘90s. U2’s concert stage formed from 36 video screens flashed random collections of images and slogans from pop culture. One of those slogans was, “Everything you know is wrong.” During times of significant change, we must be willing to consider that much of what we know, or possibly everything we know, could be wrong or could become wrong in the future. Those times are upon us now and everything we know must change. Technological and economic forces are changing the way the AEC

Chad Coldiron

See CHAD COLDIRON, page 2

THE VOICE OF REASON FOR THE AEC INDUSTRY

CHAD COLDIRON, from page 1

industry will operate in the future. This applies to things firms are designing and producing as well as how they are operating and growing their businesses. Change is not easy and rarely comes at a convenient time. Luckily, there are problems to solve at the root of this change and our industry has proven to be among the best at solving complex problems. ■ Technology’s impact on the recruitment and retention crisis. One of the biggest problems to solve is how the AEC industry will position itself to stop falling behind with recruiting and retention. We must start making up ground lost to other industries like technology or consumer products groups, which are gobbling up some of the best available talent at all levels. These high level talent pools have a specific interest in the advancement of AI and how they can embrace these new technologies to better themselves and their work. AI won’t completely solve some of our toughest challenges like recruiting and retention, but it could go a long way as it introduces tools that help design and operations professionals spend more of their time solving the problems they are interested in. ■ Marketing is a critical investment. A key takeaway from the conference was that award winning firms report operating at a higher profit level than others in the industry. Year after year Marketing Excellence Award winners prove that marketing is a key strategic investment that has a compelling return on investment. Zweig Group’s data shows that 56 percent of Marketing Excellence Award winners were fast-growth (20 percent growth year-over-year for three or more years) compared to 25 percent for all other firms. What this tells us is that firms that invest in their award winning marketing programs are more than twice as likely to be fast-growth firms. Additionally, 71 percent of Marketing Excellence Award winners were “high profit” firms versus 59 percent for all other firms. This message has been a consistent part of Zweig Group’s efforts to elevate the industry, but many firms still view marketing as an expense instead of as a key investment. ■ Training offers the highest ROI when it comes to employee experience. What can you do with more profits in your firm? You can give your employees what they are asking for. Participating in the Best Firms To Work For survey doesn’t just offer insights into the different sentiments within your firm; it also offers a strategic roadmap into areas that need further investment. The main theme from 2024 and the past several years has been training. The Best Firms To Work For with the top 10 highest employee sentiment scores for professional development had a voluntary turnover rate 27 percent lower than other firms. These same firms grew by almost 15 percent in total number of employees compared to 6 percent for all other firms. There were a number of stats that indicate training is where the highest ROI is in relation to employee experience. ■ The AEC industry deserves to be celebrated. This year’s black tie awards gala was at full capacity, showcasing the achievements of firms excelling in various categories, including Zweig Group’s Hot Firm Awards, Best Firms To Work For Awards , Rising Stars, Marketing Excellence Awards, and the coveted Jerry Allen Courage in Leadership Award. This celebration was not just about recognizing individual successes; it fostered a sense of community among attendees and celebrated our collective achievements. The AEC industry offers some of the best career paths around, largely thanks to what these award-winning firms are accomplishing. ■ Everything’s bigger in Texas. One final exciting announcement during the gala was that the 2025 ElevateAEC Conference & Awards Gala will be held in San Antonio, Texas. We can’t wait to celebrate with everyone again in a brand-new location! Looking ahead, Zweig Group plans to continue expanding this celebration, with ideas for an even larger awards gala in the future. It’s all about elevating the AEC industry, and we’re excited about what’s next. Click here for more information about Zweig Group’s upcoming 2025 ElevateAEC Conference & Awards Gala. Chad Coldiron is a principal and director of development at Zweig Group. Contact him at ccoldiron@zweiggroup.com.

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Chad Clinehens | Publisher cclinehens@zweiggroup.com Sara Parkman | Senior Editor & Designer sparkman@zweiggroup.com Tel: 800.466.6275 Email: info@zweiggroup.com Online: zweiggroup.com/blogs/news LinkedIn: linkedin.com/company/22522 Instagram: instagram.com/zweiggroup Twitter: twitter.com/ZweigGroup Facebook: facebook.com/p/Zweig- Group-100064113750086 Published continuously since 1992 by Zweig Group, Fayetteville, Arkansas, USA. ISSN 1068-1310. Issued weekly (48 issues/year). © Copyright 2024, Zweig Group. All rights reserved.

THE ZWEIG LETTER OCTOBER 14, 2024, ISSUE 1557

OPINION

The evolving role of mentorship

Thoughts from both sides of this mutually beneficial relationship over the course of a career.

M entorship is a bit of a buzzword these days, but with good reason. Having a mentor in the workplace isn’t just nice to have; it’s something that can shape the trajectory of your entire career. And there are different kinds of mentors suited for different stages of your professional life. Over my 30-plus years with Garver, I’ve had mentors who’ve made a big impact on my life both professionally and personally, among them: my father, Earl Sr.; Jerry Holder, Garver’s director of enterprise solutions; and former Garver CEO Brock Johnson. Because of that, I’ve been able to pay it forward and serve as a mentor to others.

Earl Mott

PARENT AS MENTOR. I started working at Garver as a teenager with my dad who was a surveyor, and his guidance gave me a solid foundation for my career. He not only introduced me to the profession but instilled a strong work ethic in me at a young age. Working beside him during my high school and college years taught me a lot about data collection and the role of a surveyor so that, once I graduated and moved to the engineering side, I already had that knowledge. The experience of being in the field with my dad gave me:

1. A good grasp of what it took to get the data collected so that we engineers could use it in our designs. 2. An understanding of what to expect from the level of effort perspective. We continued working together, many times with him performing the work on my projects, until his retirement in 2003.

See EARL MOTT, page 4

THE ZWEIG LETTER OCTOBER 14, 2024, ISSUE 1557

ON THE MOVE JOHN HONG JOINS AS CONSTRUCTION PROJECT DIRECTOR IN LOS ANGELES John Hong, PE, has joined HNTB Corporation as construction project director. He is based in the firm’s Los Angeles office and supports regional projects, including the California High- Speed Rail construction packages, including CP-4. HNTB “John combines strong leadership and construction management skills with expert collaboration with agency partners,” said Kenneth Oh, PE, HNTB Los Angeles construction services lead and associate vice president. “He is a key leader on high-profile infrastructure improvement projects and has been recognized for his award-winning work.”

Hong has more than 30 years of experience in construction management. He has spent much of his career with the California Department of Transportation, most recently as senior construction engineer. In addition to his PM/CM leadership on job sites, Hong served as an instructor for Caltrans, teaching construction procedures and standards. “John brings a wealth of experience, dedication and expertise to our team,” said Yoga Chandran, PhD, PE, GE, HNTB Los Angeles office leader and senior vice president. “He has a track record of innovation, excellence and outstanding service that will benefit our clients.” Hong received a Bachelor of Science in civil engineering from California State

Polytechnic University – Pomona. He is a registered Professional Engineer in the state of California. His previous honors include Caltrans Superior Accomplishment, Caltrans Success-in- Motion, Project of the Year award and Resident Engineer of the Year. HNTB Corporation is an employee- owned infrastructure firm serving public and private owners and contractors. With 110 years of service in the United States, HNTB understands the life cycle of infrastructure and addresses clients’ most complex technical, financial and operational challenges. Professionals nationwide deliver a full range of infrastructure-related services, including award-winning planning, design, and program and construction management.

WHEN THE MENTEE BECOMES THE MENTOR. At some point the mentee transitions to the role of mentor. It’s the way of things, a cycle that benefits everyone involved, cultivating a culture of continuous learning and support. I’ve been fortunate to mentor several people and have learned that the best thing you can do is empower them and give them supervised autonomy. Mentorship isn’t about micromanaging. It’s about encouraging mentees to get out of their comfort zone, seize opportunities, and take on challenges that help them grow. MENTORSHIP BENEFITS EMPLOYEES AND ORGANIZATIONS. Mentorship is important for an individual’s own professional or personal development, but it’s also good for your organization – specifically in terms of employee retention and succession planning. We all know that employee retention is a critical concern right now, and although money and benefits are important in retaining talent, so are relationships. Mentorship is a powerful tool for employee retention because it enhances overall work experience, fosters individual growth, and builds a sense of belonging. Mentorship also plays a crucial role in effective succession planning by fostering the development of potential future leaders and ensuring a smooth transition of knowledge and skills. In the end, mentorship is about more than just career advancement; it’s about building meaningful relationships that encourage growth. Whether you’re just starting out or are a seasoned professional, the guidance, support, and wisdom of a mentor can be one of the most valuable assets in your career. So, seek out mentors at every stage of your journey, cherish those relationships, and remember to pay it forward when you can. Your career will be all the richer for it. Earl Mott serves director of Field Services for Garver. Connect with him on LinkedIn.

EARL MOTT, from page 3

PEERS AS MENTORS. Jerry Holder and I have enjoyed a peer- mentoring relationship over the years, where there’s a real give and take, learning from each other and sharing expertise. Peer mentorship is also valuable because you can push each other to strive for excellence and offer encouragement just as you would someone who works under you. We collaborated on projects together that required a lot of interaction, but that ramped up significantly when Jerry asked me to be project manager on 30 Crossing, the Arkansas Department of Transportation’s largest construction project to date and its first design-build project. We were both business line directors: Jerry was director of transportation at the time, and I was director of construction services, now field services. This project introduced me to things that weren’t necessarily within my wheelhouse, and it taught me how to rely on those around me who had other talents. LEADER AS MENTOR. I’ve been lucky to work for six CEOs through my years at Garver and have learned something from each of them. One, Brock Johnson, became a mentor to me at a pivotal point in my career. He was one of many people who I looked up to and probably one of the folks who had the greatest impact on my career, not necessarily as an engineer but as a leader, because I spent 20 years of my life working for him in some form or fashion. When I joined Garver full-time I eventually ended up in Brock’s group working in aviation. A widely admired and respected leader, he taught me the importance of empowering people and creating trust, not just with clients but with those you work for and supervise. Once I’d earned his trust, he gave me opportunities to grow in my career and empowered me to take ownership of them. One example of that was when Garver decided to build a new headquarters in North Little Rock. Brock picked up the phone and called me to say, “I want you to handle this for me.” It was both humbling and affirming to have him entrust me with that project at that time in my life.

THE ZWEIG LETTER OCTOBER 14, 2024, ISSUE 1557

FROM THE FOUNDER

How one plus one can equal three

P eople talk about “synergy” in mergers and acquisitions of AEC firms, and for some, the word sounds like a cliche. Cynicism keeps many firm owners out of the business of pursuing M&A as a strategy, but they are missing out. This is the math that firm owners who pursue mergers and acquisitions use to create a lot of value in their businesses.

Aside from the client and talent sharing that can and should occur between the buying and selling companies – which certainly can be real as long as earnouts or internal accounting or reward systems don’t work against it – the real synergy shows up in the valuation of the combined entities. Consider this example: Firm “A” is a $20 million revenue company that makes a 10 percent profit and is growing by 10 percent a year. They want to buy or merge with Firm “B,” which is a $4 million revenue company that also makes a 10 percent profit and is growing by 10 percent a year. One might think combining these two companies that are essentially both performing at the same level – although Firm “A” is larger – would result in a company with similar valuation multiples. If each of these firms had a proper appraisal done using the

generally accepted principle of discounted future cash flows based on their historic EBIT (earnings before interest and taxes) that resulted in a valuation of one times revenue, then the combined company would also be worth one times revenue, right? But that answer would be wrong. Here is why. When we combine the two companies (and let’s say for simplicity in our example that it happens on the last day of the year), the acquiring firm (or larger firm in a merger) would have its normal 10 percent growth PLUS the growth of the revenue from the acquired company. Now in this case – a greatly simplified example to make my point – that means that instead of growing from $18.18 million to $20 million in revenue for the year, they would grow to a $24 million company.

Mark Zweig

See MARK ZWEIG, page 6

THE ZWEIG LETTER OCTOBER 14, 2024, ISSUE 1557

TRANSACTIONS INTRODUCING SANBELL (FORMERLY SANDERSON BELLECCI) Sanderson Bellecci, Inc., which formed in 2023 by combining four firms, Sanderson Stewart, Bellecci and Associates, Summit Engineering, and Coleman Engineering, has completed its merger and will now officially be known as Sanbell. Sanbell has offices in Billings, Bozeman, and Helena, Montana; Fort Collins, Colorado; Concord, Pleasanton, and Roseville, California; Elko and Reno, Nevada. “This strategic move to unite under a bold, new brand marks a significant milestone in our company’s evolution. It underscores that we are truly combined in our commitment to innovation, growth, and delivering world-class quality and service to our clients,” says Michael Sanderson, CEO of Sanbell. “This new visual identity was designed to better represent Sanbell’s unified and exciting future, while honoring its strong foundation of decades worth of enduring, intelligent infrastructure designed to make our communities better. Our icon represents elements from our land surveying heritage, the mountain peaks of our western landscapes, and the movement forward to our shared future. The fulcrum within the wordmark represents a north arrow element which guides us with a sense of stability and balance.” Sanbell is a dynamic and growing engineering, community planning and design firm comprised of more than 200 professionals in locations across the West. Sanbell was formed in 2023, from companies that started in 1969 in a

garage in Billings Montana, in a one-room office over TR’s Bar & Grill on Salvio Street in Concord, California in 1983, in a kitchen in Reno, Nevada in 1978, and a small office in Roseville, California in 2010. Sanbell is committed to creating responsible, enduring communities and is devoted to our shared legacy of integrity and honest hard work, treating others well, and a spirit of entrepreneurship and service. Sanbell provides comprehensive land development and public infrastructure design services from offices across the West. From placemaking and land planning to geotechnical, transportation and infrastructure engineering, to surveying, mapping, communications, and visualizations, Sanbell help its clients responsibly take projects from vision to reality. BERNARDON, LLC TO BEGIN OPERATING UNDER THE CORE STATES GROUP NAME After three years of a successful and productive partnership, Core States Group and Bernardon, LLC announced that Bernardon will begin operating under the Core States Group name. Core States Group is an integrated, industry-leading AEC firm that partners with some of the world’s most recognized brands. This new chapter will strengthen Core States Group’s capabilities and open more opportunities to impact the industry nationwide. Established in 1973, Bernardon is recognized as one of the top 100 design firms in the Mid-Atlantic region and among the top 300 architecture firms in the United States. Their impactful designs have included numerous

housing, civic, and cultural projects such as the Rivermark Northern Liberties in Philadelphia; the Justice Center and Transportation Center in West Chester, Pennsylvania; The Commons at Ursinus College in Collegeville, Pennsylvania; the Coatesville Train Station in Coatesville, Pennsylvania; and the Capitol City 2030 Masterplan in Dover, Deleware. “Our name is changing, but Bernardon’s commitment to innovative design remains. This full integration with Core States Group will reinforce our strong partnership and enable us to provide an even more robust portfolio of services to our clients,” said Michael S. McCloskey, AIA, LEED AP, Vice President at Bernardon who will actively continue in his role with Core States Group. According to D. David Dugan, President and CEO at Core States Group, “As Core States Group and Bernardon continue to combine our strengths and resources under the Core States Group brand, we are aligned in building a long-term strategy of developing market expertise, providing a collection of integrated services, and bringing a programmatic approach to our projects regionally and across the nation.” This announcement comes on the heels of Core States Group’s recent acquisition of Barghausen Consulting Engineers, Inc. As Core States Group celebrates its 25th anniversary this year, these developments reinforce the company’s commitment to leading the industry and creating a world where all environments improve everyday life.

Keep doing these deals every year and you can imagine how the firm will be valued. It transformed from a steady-state, plodding, consistent performer into a high-growth company. Hence, one plus one equals three, or at least something greater than two. And this doesn’t even consider the client and personnel sharing that will hopefully occur, plus the redundant overhead between the two companies and resulting overhead reduction that should lead to better profitability. Does this make sense now? This is the math people in the know use to create a lot of value in their businesses. THAT is the difference in small business ownership versus entrepreneurship. Let me know your thoughts at mzweig@zweiggroup.com. Mark Zweig is Zweig Group’s chairman and founder. Contact him at mzweig@zweiggroup.com.

MARK ZWEIG, from page 5

Let me explain that. The $20 million company that was growing by 10 percent a year consistently would have its normal 10 percent growth that it achieved throughout the year, plus another 20 percent from the acquired company. So it would have gone from roughly $18.18 million to $24 million in a single year. Now the company had a $5.818 million increase in revenue for the year, or 32.3 percent growth rate. When the new combined firm is valued, it will suddenly not be a company with just a 10 percent growth rate. It will be a company with a 30 percent plus growth rate. That will impact all predictions of EBIT growth going forward, even if it is not assumed to be the future growth rate going forward it will achieve the greatest weight in any appraisal because it is the most recent performance. Now the combined firm could end up with a valuation of 1.5 times revenue or some other number.

THE ZWEIG LETTER OCTOBER 14, 2024, ISSUE 1557

OPINION

Thriving through rapid growth

Growing from a startup to nearly 100 employees, this firm thrives through agility, teamwork, and delivering high-quality solutions at the core of its business.

I have been reflecting on my journey with MKN a lot lately. Maybe it’s because we’re approaching a pivotal point in our growth – nearing 100 employees. MKN & Associates is a rapidly growing water/wastewater engineering consulting firm in California. I joined MKN in 2013 and am thoroughly grateful to be part of this company. I love the people and the work, and I gain a lot of satisfaction in working on water and wastewater projects in our local communities. However, it hasn’t always been easy.

Eileen Shields

Here’s a glimpse into some of the challenges and the rewards:

previously and I had faith in his ability to build a great engineering firm. Indeed, it was the two of us for only a few months, then four, soon six, and within four years, we were three offices strong. Eleven years later, now with nine offices, we’ve consistently grown by 30 percent year- over-year. Exciting as it was in the beginning, it was a lot of work. We did every part of the project in those early days, from the engineering to the drafting, exhibits, and formatting, to the administrative and billing. The saying, “Learn by doing!” was true. ■ Working together toward high-quality water solutions. One of the things I really enjoy about

Being part of MKN from the beginning. It’s exhilarating to be part of a brand-new company. Watching the growth year after year, developing systems and procedures from the ground up, and celebrating our successes together has been a rewarding experience. Newly back from maternity leave with my first child, I made the leap from a global 30,000-employee engineering firm to brand new MKN. I felt a little crazy, often stopping to do a gut-check (Is this the right choice when I’m now providing for a family?), but I had worked with our CEO

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THE ZWEIG LETTER OCTOBER 14, 2024, ISSUE 1557

our work is also one of the things that can get frustrating at times: every project is a challenge. There is no easy project. Whether it’s an engineering challenge, a tight budget and/or schedule, or difficult stakeholders, something always has us on our toes. We lean on each other for support. Across the company, we’ve fostered a cooperative, supportive culture and we often collaborate on issues and come up with ideas together. By pooling knowledge and skills, we arrive at more efficient and effective solutions and support internal growth. Through it all, we’re driving all our projects toward the goal, and ultimate reward, of delivering high-quality water solutions for our clients and communities. ■ Finding our agility: crafting roles and systems. We are constantly working to improve; or we’re trying to. While balancing our workload with projects and proposals, we’re simultaneously revamping company systems. What once worked for a company of 30 to 40, needs to be updated at 70. Whether it’s overhauling our mentorship program, reassessing our project management software, streamlining letter and report templates, or developing new project management tools, there is always something to update. As a dynamic, growing company, we encourage everyone to speak up if something isn’t working. If you’re lucky, you may be

selected for a committee tasked with finding the solution! We sometimes invest significant time into developing solutions that don’t always work. However, one of our core values is agility; it drives us forward. Staying agile in our internal systems and our external projects is key to our continued growth and success. “Watching the growth year after year, developing systems and procedures from the ground up, and celebrating our successes together has been a rewarding experience.” LOOKING AHEAD WITH OPTIMISM. Looking forward, I am excited about the future of MKN. Partnering with clients on water solutions for our communities and contributing to California’s sustainable future motivates me every day. I am proud of our achievements thus far and look forward to continuing our journey of growth and leadership in water/ wastewater engineering consulting. Eileen Shields is an operations manager and principal engineer at MKN. Connect with her on LinkedIn.

THE ZWEIG LETTER OCTOBER 14, 2024, ISSUE 1557

PROFILE

Building the business: Randy Elliott President of Pierce Engineers, Inc. (Milwaukee, WI), a structural engineering firm based in the Midwest, working with clients across the nation.

By LIISA ANDREASSEN Correspondent

H e’s been working in the structural engineering field since 1997 and as president of Pierce Engineers, Inc., Randy Elliott shows no signs of slowing down. He thrives on providing guidance to clients and building on those relationships – which he says takes a team approach. KEEP IT FRESH. “Every staff member is in the business of business development,” he says. That’s why it’s so important to Elliott to ensure staff get what they need. In addition to the usual benefits such as healthcare and investment programs, the executive team makes sure their people get proper training so they are set up to excel. “Everyone has different personal and career goals and it can be a challenge to ensure all people are being heard,” he says. “People management – inside the firm and outside the firm – is a daily to-do list item.” To meet that end, the company has programs in place to help achieve satisfaction among staff. Everyone has a personal career roadmap, so to speak, and there’s a model to follow and

expectations to be met. Training is implemented at every stage of a person’s career, so there are no surprises. Staff also enjoy a flexible work schedule. The company encourages four days in the office and one day work-at-home, but that’s not written in stone. “As we all learned during COVID, we can continue to work without being in the office. In fact, many people find that they’re even more efficient or productive. There’s no sense being in the office and riding out the clock,” he says. “As long as the work gets done and gets done well, everyone is happy.” Elliott shares that communication is a very important part of the puzzle and emphasizes that it has to be a two-way street. As a company, they are always open to hearing new ideas for ways of doing things. “We can always improve,” he says. The executive team is in constant communication with staff,

THE ZWEIG LETTER OCTOBER 14, 2024, ISSUE 1557

HEADQUARTERS: Milwaukee, WI NUMBER OF EMPLOYEES: 70 YEAR FOUNDED: 1991 OFFICE LOCATIONS:

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PE staff volunteering at Kids Build in Madison, WI. They have sponsored the event for a number of years and always take their famous “PE Shake Table” that simulates an earthquake to test the strength of the structures kids build.

Denver, CO

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MARKETS:

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and PMs meet every two weeks. There’s also a peer group set up for the rest of the staff and for those not comfortable bringing up concerns or ideas directly to management. It’s an open forum that happens each month and one person is the designated representative to report back thoughts and concerns. “We don’t want to become stagnant and hearing new ideas is all part of that goal,” he says. For example, when it comes to technology, there’s a small group of people who are part of a technical group. Once the company has zeroed in on a new technology they would like to try, it’s purchased and this group of three to five people test it out on current projects alongside the old technology for 90 days. After that point, if the technical group gives it the go-ahead, it’s opened up to the whole company to try for another 90 days. “We started this process about five years ago and it’s worked well,” he says. “On average, we implement a new technology every two years.” He admits that keeping up with new tech is a top challenge and finds that this process is a good way to handle it. “Some of this new tech is just amazing when

it comes to design and creating 3D models,” he says. “When I started out in the industry, technology was at its infancy, so it’s exciting to see how far we’ve come.” As a growth-driven firm, Elliott says programs like this one help them to stay fresh. BUILDING THE BUSINESS. In addition to testing new tech, client management, organic growth, and adding new locations are all top of mind. Currently, Pierce works mostly in the Midwest, but they’re looking to expand to a few larger cities around the country. “And, we start new offices with people we know,” he says. Elliott knows something about starting things too. He started his first business when he was 31 and grew it to a 12-person firm. That firm merged with another which he took over and grew too. “My greatest driver is to build something,” he says. “To build a business where people can work and feel proud of working means everything to me. I always take time to reflect on where we were, where we are, how we got here and where we’re going. It’s just a cool process.”

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Cold-framed metal framing

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Education

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Parking structures

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■ Worship SERVICES: Structural design and restoration

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