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BUSINESS NEWS KLEINFELDER RECOGNIZED AWARD RECIPIENT The Kleinfelder Group, Inc., a leading engineering, design, construction management, construction materials inspection and testing, and environmental professional services firm, has been recognized by ExxonMobil as a Ruby Award recipient as part of ExxonMobil’s Supplier Excellence Awards Program. BY EXXONMOBIL AS RUBY “It’s an honor to be recognized by ExxonMobil with this award,” shared
Kleinfelder President and CEO Louis Armstrong. “It’s a testament to the outstanding service our team provides ExxonMobil on a daily basis, as well as represents the values and commitment Kleinfelder has to serving our employees, clients, and communities.” Supplier performance is fundamental to ExxonMobil’s success, and the performance of Ruby Award winners is consistent with ExxonMobil’s values and expectations. Kleinfelder was nominated and selected for its continued support
and partnership relating to environmental remediation services as well as the company’s award-winning diversity programs, support for women engineers, and focus on hiring military veterans. Kleinfelder has also demonstrated a strong commitment toward delivering value and enabling successful outcomes across ExxonMobil, specifically through its commitment to safety, high standards for providing quality services, innovation, employee investments, and continuously looking for ways to drive efficiency and align with ExxonMobil’s core values.
recommendations. They can see trends unique to their specific industry that an outsider will never be able to see. And knowing these trends and where the market is heading should greatly impact what the AEC firm is going to do to address their needs. 5. Understanding the macro environment the firm operates in. A wide range of general information gained by staying updated on current events may seem like a no-brainer when it comes to business planning, but a surprising number of people I know are burnt out or don’t want to make the time investment it takes to do this. It’s a problem. Yes, information overload is a problem, too, one that can give you a negative outlook. But spotting the risks and opportunities that present themselves when you are informed is invaluable and cannot be minimized. Of course there is a lot more to this business planning stuff I have not covered here. Using clear language people understand is critical. Avoiding cliches is crucial to keep from turning people off. Having quantifiable goals is essential. Substantively defining what makes you unique in a sea of competitors is a requirement. Communicating the plan and constantly referring back to it is the only way to make it real. And being willing to update it or stray from it for many good reasons could be necessary as well. That departure from a strong plan is never easy. The strategic business plan is but one tool of many you – as the leader of your business – can use to drive the growth, profitability, value, and enduring success of your business. If you get help with it, make sure you find the right help – people with the experience and personality necessary to make a real difference – not just people who will go through some sort of standard process! Mark Zweig is Zweig Group’s chairman and founder. Contact him at mzweig@zweiggroup.com.
MARK ZWEIG, from page 5
know the top people and what makes them tick. The more you know about them the better you can capitalize on their strengths and minimize their weaknesses. You cannot spend enough time getting to know the top people – it takes a serious effort. You have to get the top people into the right roles. 2. Understanding the culture of the firm. “Culture” is not as mysterious as some people want to make it. It very simply comes down to what behaviors are rewarded in the firm and what behaviors are punished. You cannot craft a good business plan without having a clear picture of the culture. Many times the key to ultimate success of the planning effort requires changing the corporate culture. The wrong things are being rewarded. The wrong behaviors are being reinforced. Positive behaviors of goal achievement, playing well with others, quality, work ethic, and integrity have to be what’s most important. 3. Understanding the financial aspects of the business. This is one place I see a lot of business planning consultants really fall down. They don’t understand the numbers of the business and what the numbers are saying about the business. This takes a deep knowledge of the industry and the same of finance, both. One or the other alone is not enough. Experience really does help here. I feel like I have learned so much about the financial aspects of our business over the years and am still learning every day. Capitalization, what creates value, pricing, efficiency, ownership transition, how the scorecard being kept impacts culture – there is a lot to know. And it all impacts the business planning. 4. Understanding the markets served by the company. You can’t minimize this. The people in the business along with the clients they serve have to be the ones you listen to here. They must be asked to share their observations and
ZWEIG GROUP’S GROWTH CONSULTING SERVICES In the competitive AEC landscape, growth is essential – but it doesn’t happen by chance. Whether it’s expanding your market reach, increasing revenue, or scaling operations, many firms find themselves struggling to break through barriers that hold them back from true, sustainable growth. Our Growth consulting services are designed to help AEC firms navigate the complexities of expansion. With our support, you’ll be able to identify new opportunities, mitigate risks, and implement strategies that drive long-term success. Click here to learn more!
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THE ZWEIG LETTER NOVEMBER 11, 2024, ISSUE 1561
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