TZL 1529 (web)

March 18, 2024, Issue 1529 WWW.ZWEIGGROUP.COM

TRENDLINES

Value/backlog ratio

0.75

0.7

0.65

In turbulent times, strategic capital allocation is crucial for firm survival. Capital allocation 101

0.6

2020 2021 2022 2023 2024

FIRM INDEX Fluor Corporation..................................................2 LS Technologies..................................................10 Prairie Engineers.................................................10 SDK Design Group................................................4 Tetra Tech, Inc.......................................................10 Ware Malcomb.......................................................6 WK Dickson...............................................................4 WSB................................................................................ 8 MORE ARTICLES n KRAIG KERN: Navigating the fine line Page 3 n MARK ZWEIG: Entrepreneurial vs. small business thinking Page 5 n MONICA HEIL: Elevating leadership from within Page 7 n NICK VOSS: Technology must work everywhere Page 9 According to Zweig Group’s 2024 Valuation Report , the value/ backlog ratio registered a marginal dip to 0.65 from 0.73 in 2023. This could be attributed to an increase in firms’ backlog volume over the last couple of years as many firms held more than 12 months of backlog in 2022 and 2023. Despite a slight dip in the metric, backlog is still a primary driver of valuation as it indicates the stability of the firm’s future earnings. Participate in a survey and save 50 percent on the final or pre- publication price of any Zweig Group research publication.

T his year arrived with many unexpected events: wars raging around globe, a crazy election cycle, and downturns in the economy. Firm owners must be cautious and aware of how to face these challenges. Intelligent capital allocation will be key to your firm’s survival when these surprises come. What is capital allocation? Being able to correctly answer this question could result in your firm either financially succeeding or failing. Capital allocation is the action plan of figuring out how to make the most of your company’s money. Sounds simple, but now what? What does it really mean and how can you be a smart capital allocator for your firm? You can effectively deploy your capital by: 1. Investing in building the culture of your firm. We all know that our people are the building blocks of our firms, but ensuring they fit in the right place is another story. This is where major headaches are formed. Investing in culture means paying people fairly, having generous family-friendly benefits, making the onboarding experience memorable, ensuring your office is somewhere people enjoy being, having company retreats that build trust and camaraderie, and paying for training, development, and relevant certifications. 2. Allocating marketing dollars wisely. If a downturn occurs later this year, will you begin cutting your firm’s marketing budget? Leadership will only consider this option when their firms are not correctly utilizing their marketing spending. Deploying capital into email marketing, strategic networking, enhancing your website, maintaining your databases, and utilizing effective software to make your brand known will only help you stand out from your competitors. Being bold when everyone else is cutting back will differentiate your firm. 3. Preparing for ownership transition. The time will come when the founder or current owners will want to retire internally. Putting money aside will allow the transition to go over smoothly. This will make the transition to the next generation of leadership much easier due to the firm’s preparation. The exiting owners will have less risk cashing in their investment since there are funds available, and you can also use that transition fund to pay for a formal valuation. This will allow the owners to know the true value of their

Ezequiel Tovar

See EZEQUIEL TOVAR, page 2

THE VOICE OF REASON FOR THE AEC INDUSTRY

BUSINESS NEWS FLUOR SELECTED AS FEMA’S EAST ZONE CONTRACTOR FOR ITS PUBLIC ASSISTANCE TECHNICAL ASSISTANCE CONTRACTS V Fluor Corporation announced that the U.S. Federal Emergency Management Agency has selected Fluor to provide recovery services under the Public Assistance Technical Assistance Contracts V (PA TAC V) for their East Zone region. PA TAC V supports FEMA’s distribution of public assistance following presidentially declared disasters or emergencies. The indefinite delivery/indefinite quantity contract has a one-year base period with four one-year option periods and is valued at up to $525.6 million. “Fluor has worked closely with FEMA for more than 25 years and our teams are currently on the ground in Florida and

Georgia supporting hurricane recovery efforts,” said Tom D’Agostino, Group President Mission Solutions. “We stand ready to work with FEMA in other locations where professional and technical services are required to help those in need in impacted communities.” PA TAC V is part of FEMA’s approach to align contractors with one of four geographical zones (Atlantic, East, Central and West) to provide more effective resource support. Each zone contract requires a broad range of professional services, including site inspection, field support, technical support of the Community Disaster Loan program, analysis and cost estimation. The East Zone encompasses FEMA Regions III & IV and consists of 14 eastern/southeastern states/areas and all FEMA Headquarters Task Orders.

Interested in learning more

about the projects and ideas driving the AEC industry forward? Learn more with Civil+Structural Engineer Media.

EZEQUIEL TOVAR, from page 1

company by a certified, AEC specific professional. Another added benefit is that the firm will have less debt on the balance sheet. This will put you ahead of many ownership transitions that happen in the AEC space. You may ask, how much money do I need to set aside? Starting now will help you build up the reserves you need so you won’t be caught unprepared. In order for you to invest your capital on the list above, there must be three things that come into play. You’ll need: 1. Capital to deploy. How do you get more capital? By demonstrating the indispensable value you offer to clients and doing quality work. If you do not have any leftover capital to deploy, then something’s not working. Generating sufficient free cash flow is crucial for the survival of a firm. If you do not have it, then you will be unable to invest in quality culture, marketing, and ownership transition planning. This will only limit your opportunities. 2. A shared vision. Owners must effectively communicate the vision of where the firm is going and explain with clarity how these capital allocation decisions will beneficially impact the rest of the firm. Explaining why may be difficult, but if the decision aligns with the core values/strategic plan of your firm, it must be done. 3. A process where results are measured under an objective view. This will empower you to show the results of your capital allocation decisions to your employees. Being transparent will help skeptics with buy-in. And, if your capital allocation decision isn’t panning out quite as you anticipated, you can course-correct without having deployed all your capital. Having monthly and annual reviews on the return on investment is key for capital allocation. Ezequiel Tovar is an analyst within Zweig Group’s ownership transition team. Contact him at etovar@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.

AEC SMALL BUSINESS & ENTREPRENEURSHIP FORUM This new event gathers leaders of small AEC firms to discuss the unique issues of managing and growing a small business today. The one-day event includes keynotes, panel discussions, roundtables, and breakout sessions, all focused on the emerging trends and needs of small businesses. Join us May 21 in Atlanta, Georgia. Click here to learn more!

THE ZWEIG LETTER MARCH 18, 2024, ISSUE 1529

OPINION

Navigating the fine line

The line between persuasive marketing and over-promising can be particularly fine and fraught with potential hazards.

I n an industry as dynamic and multifaceted as ours, the power of marketing cannot be overstated. However, with this power comes a significant responsibility: to adhere to ethical marketing practices. In a sector where projects don’t just shape landscapes but also impact communities and economies, the line between persuasive marketing and over-promising can be particularly fine and fraught with potential hazards.

Kraig Kern, CPSM

Ethical marketing in the AEC industry is not just about avoiding false claims or exaggerated capabilities; it’s about fostering trust, transparency, and long- term relationships. Our clients entrust AEC firms with significant financial resources, their ambitions, and, often, their community’s well-being. This trust, once broken, can be challenging to regain. We’ve all been there. Additionally, the consequences of unethical marketing can extend beyond client relationships. They can affect a firm’s reputation, employee morale, and even its legal standing. Therefore, navigating the ethics of marketing is not just a legal obligation; it’s a strategic imperative.

TRANSPARENCY AND REALISTIC PROMISES. I believe transparency is the cornerstone of ethical marketing. This means being honest about capabilities, timelines, costs, and potential risks. In the world of AEC, over-promising in marketing materials and proposals can lead to under-delivering in reality, and it often does. Such discrepancies can result in cost overruns, project delays, and legal disputes. WK Dickson has benefited from many such claims – mainly from unrealistic schedules, where competitors cut corners, ultimately leading to their release from the contract. To maintain transparency, firms should ensure their

See KRAIG KERN , page 4

THE ZWEIG LETTER MARCH 18, 2024, ISSUE 1529

ON THE MOVE SDK DESIGN GROUP WELCOMES NEXT GENERATION OF FIRM LEADERSHIP SDK has announced Kevin Karami will transition from his role as president and CEO to become the firm’s creative director. As part of a planned succession strategy, Karami welcomes a new generation of leadership, naming Dustin Karami as president and CEO of SDK to lead the firm’s studios and continued growth strategy, Saul Soto as principal

managing the firm’s growing presence in the east coast, and Sam Payandeh as studio director managing the firm’s headquarters. “I am proud to continue the firm’s tradition of youthful leadership that has been the forefront of the firm’s success. This transition as I move into my new role as creative director will continue the design vision that we have implemented that has led SDK to win numerous awards and

accolades. Our leadership model has been pivotal in the success and organic growth of our firm. I welcome Dustin, Saul and Sam into their new positions with full confidence that this next chapter will be the greatest yet,” said Karami. “Together, they will further SDK Design Groups legacy as a self-governing and self- sustaining firm using design to solve the complex challenges our clients face in an ever-changing market.”

marketing is not just an external affair. Internally, fostering a culture where ethical practices are understood and valued is important. When employees, from top management to junior staff, understand and buy into the ethical standards of their firm, they become authentic advocates of the brand. Employee advocacy, rooted in genuine belief in the firm’s values and practices, is a powerful form of marketing. This can easily be conveyed during the onboarding process or orientation. But sometimes, even well-placed efforts can lead to trouble – for example, using Google images in marketing materials. We occasionally find them embedded in documents, PowerPoints, and conference abstracts. The problem is that those images, or any found online, are generally copyrighted. Some might argue that it’s only being used internally, but it speaks to the ethical culture your firm is trying to uphold. We once had a PDF case study uploaded to our website, and after a few months, we received a cease and desist letter from a legal team saying we used an image that was not appropriately licensed. That hard lesson cost us $4,000 for the copyright license and its prorated use. LONG-TERM BENEFITS OF ETHICAL MARKETING. Adopting ethical marketing practices might seem challenging in an industry as competitive as AEC. However, the long-term benefits far outweigh the short-term gains of any unethical or exaggerated shortcuts. Firms that consistently adhere to ethical marketing practices build stronger, more trusting client relationships. They also develop a reputation for reliability and integrity, which can be a significant differentiator in the market. It’s one of our values. Besides, ethical marketing practices contribute to the overall health of the industry. They set a standard encouraging fair competition and innovation, ultimately leading to better services and outcomes for clients and their communities. Ethical marketing in the AEC industry is about much more than avoiding false advertising. It’s about building a foundation of trust with clients, employees, and the wider community. By committing to transparency, accurate representation, and evidence-based persuasion, firms can not only navigate marketing challenges but also carve out a reputation for integrity and excellence. In an industry that shapes our physical world, the importance of such a reputation cannot be overstated. Kraig Kern, CPSM is vice president and director of marketing at WK Dickson. Contact him at kckern@wkdickson.com.

KRAIG KERN , from page 3

marketing materials, including digital content, websites, proposal documents, and brochures (if you still use them), accurately represent their portfolio, expertise, and resources. Testimonials and case studies, powerful tools in any marketer’s arsenal, must be presented truthfully, highlighting successes and challenges and how they were overcome. A mentor once taught me to tell real “hero versus villain” stories as a way to convey the complexity of a project. NAVIGATING CLIENT TESTIMONIALS AND CASE STUDIES. Client testimonials and case studies effectively showcase expertise and build credibility. However, they must be handled with care. Ensuring client consent and presenting their words and experiences accurately is crucial. Misrepresentation not only damages trust but can also lead to legal complications. A former coworker once asked me if they could change a word or two in a client’s testimonial to better highlight our success on a project. I said, “Only if you have their written consent.” Moreover, providing a balanced view while showcasing successful projects is important. This might mean discussing what went right, the hurdles encountered, and how they were addressed. Such a balanced approach enhances credibility and demonstrates problem-solving skills and resilience – valuable traits in AEC. Sadly, too many of our industry’s project descriptions are overly wordy and technical. BALANCING PERSUASION AND REALISM. Marketing, by its nature, involves a certain level of persuasion. In fact, I have a post-it note on my monitor that reads, “Perspective is everything,” to remind myself that my team and I are responsible for conveying a particular look and feel from an outsider’s point of view, not just our own. This often translates into convincing potential clients of our firm’s unique capabilities in delivering a project better than the other firms. The key is to balance this persuasion with realism. Avoiding inflated language and ensuring that all claims are backed by evidence is essential. How many of your proposals have sentences that read, “We guarantee success”? For example, if WK Dickson claimed to be a leader in resilient design practices, this should be supported by specific examples of resilient projects, certifications, or awards. Such evidence-based marketing not only upholds ethical standards but also reinforces a firm’s credibility and expertise and, by extension, makes us a leader in that particular field. INTERNAL ETHICS AND EMPLOYEE ADVOCACY. Ethical

THE ZWEIG LETTER MARCH 18, 2024, ISSUE 1529

FROM THE FOUNDER

I f you have worked with as many AEC firm owners as I have (and Zweig Group has) over the past 40-plus years, the stark differences in how entrepreneurial firm owners think versus small business owners think would be very apparent. Entrepreneurial firms adapt better to a changing environment, are better places to work, and build significant value over time that can be harvested. Entrepreneurial vs. small business thinking

Entrepreneurial firms grow. They adapt better to a changing environment. They are better places to work. And they build significant value over time that can be harvested. Let me illustrate some of the specific differences below: says growth is required. Yes, profitability is important, but growth is where the value of the business and excitement is, and cannot be sacrificed or rationalized away. Small business thinking says profit is most important because it has an immediate effect on how much money the owners can extract from the business in the short-term. ■ Thinking about growth. Entrepreneurial thinking

Everyone should be a part of it and it should be something that actually guides daily decision- making. Progress toward goals is serious stuff. It’s not just an academic exercise that is done some years when there is time, and sits on a shelf when done like small business thinking requires. ■ Thinking about innovation. Entrepreneurial thinking says having “new” is a requirement and they are constantly trying to add new skills, services, and offerings. It requires constant experimentation and they insist that that actually happens. Small business thinking says “stick to your knitting” and don’t worry about pushing yourselves to evolve. ■ Thinking about people. Entrepreneurial thinking says you have to invest in your people. Low

Mark Zweig

Thinking about business planning. Entrepreneurial thinking says planning is crucial.

■

See MARK ZWEIG , page 6

THE ZWEIG LETTER MARCH 18, 2024, ISSUE 1529

ON THE MOVE WARE MALCOMB

NORTHEAST

and to continue Ware Malcomb’s strong relationship with CREW Network,” Godun said. “Since its establishment in 1989, CREW has provided a valuable platform for women in the commercial real estate industry to exchange best practices, foster new connections and advance their professional growth.” Godun joined Ware Malcomb in 2015, and recently was named director, sustainability, to develop and lead the firm’s sustainability-focused service offerings. She is a registered architect in the states of New York and New Jersey, a LEED and WELL Accredited Professional and a Fitwel Ambassador, dedicated to advancing the knowledge and practice of wellness and sustainable design in the built environment. She has worked on numerous sustainable projects and participated at both the national and local levels of the US Green Building Council, Godun received bachelor’s degrees in architecture and fine arts from the Rhode Island School of Design. Van recently started as the President of the AIA Architects League of Northern New Jersey, an AIA component covering Northern New Jersey. He has served on

the board of trustees for the past four years with more than 600 members. As President of the Architects League of Northern New Jersey, he will be involved in overseeing of the chapter, which includes public relations, programs/ events, scholarships, education of associate members towards licensure, communications, legislation and serving as a liaison between the state and national efforts. Additionally, Van will be focused on recruiting, member engagement and implementing new initiatives for the year. “I am honored to have been chosen as President of the AIA Architects League and to return as a section trustee for AIA New Jersey,” Van said. “It’s a privilege to carry on the legacy of this distinguished organization. This role offers me the opportunity to contribute to its rich 96-year legacy and it also presents a chance to enhance Ware Malcomb’s visibility within the AIA community and the broader industry.” Van joined Ware Malcomb in 2021 as a senior project manager and was promoted to regional operations manager.

LEADERS INDUSTRY ASSOCIATION PRESIDENCY ROLES Ware Malcomb, an award-winning international design firm, announced two leaders based in the firm’s Newark office have been sworn into presidency roles of local industry associations. Erica Godun, director, sustainability, is president of the New Jersey Chapter of the Commercial Real Estate Women Network for the 2024 calendar year, and Sean Van, regional operations manager, is the president of the AIA Architects League of Northern New Jersey. SECURE Godun has been an active volunteer and board member at CREW NJ for eight years. Ware Malcomb professionals have been actively involved with CREW Network for more than 20 years and, in that time, several firm leaders have served on CREW chapter committees and boards. The firm regularly sponsors the association at the national level as well as more than a dozen regional CREW chapters and events. “It is a great personal honor to work with my colleagues on the board of directors

be on the table as a possibility, even if they aren’t flush with cash to make a deal. They have a strategic plan and know how they want to grow, but are also creative and responsive to opportunities that present themselves (opportunistic). Small business thinking says there’s no point to consider M&A – it’s only for the “big firms.” Plus, “Who has time for that?” ■ Thinking about performance metrics. Entrepreneurial thinking says that firm performance metrics are like gauges on a machine. There are many to be monitored and they can help management predict what is going to happen before it actually does. They also believe the more eyes there are on those gauges the more likely things won’t go out of control. Small business thinking says the only metrics that are important are utilization and cash basis P&L, and the owners are the only ones who need to see those “gauges.” Everyone else should keep their heads down and work. Am I making my point here? There really are some fundamental differences in entrepreneurial thinking and small business thinking. And that “thinking” makes a huge difference in what ultimately happens with your business. Mark Zweig is Zweig Group’s chairman and founder. Contact him at mzweig@zweiggroup.com.

MARK ZWEIG , from page 5

turnover and relationships are crucial to the company’s long-term success. People are valued and not treated as if they can be easily replaced because they cannot. Because people are so important, entrepreneurial thinking says some employees could actually make more money than some principals. Small business thinking says people need to be good order-takers. They should do whatever they are told and their purpose is to free up the time of the principals. They should always earn less than the owners. And if they don’t like something, “too bad.“ They can find a new job. ■ Thinking about marketing. Entrepreneurial thinking says marketing is crucial to the company’s success. It is an investment in the firm and not an expense to be minimized. It has to be funded good times and bad, and good marketing can make a huge difference in the firm’s long-term performance. Small business thinking says marketing should only be funded if the company “can afford it.” The real (but probably unspoken belief) is that marketing doesn’t really do much but you are supposed to have it (so they do). But it is a cost to be minimized in any case and less important than design and production. ■ Thinking about mergers and acquisitions. Entrepreneurial thinking says mergers and acquisitions should always

THE ZWEIG LETTER MARCH 18, 2024, ISSUE 1529

OPINION

Elevating leadership from within

I t is an exciting time to be a part of the architecture, engineering, and construction industry. Infrastructure needs across the country continue to grow, and the demand to recruit and retain top talent for your organization to deliver those infrastructure projects is likely top of mind. It is essential to develop high-performing staff and provide them with opportunities to elevate themselves into leadership positions within our firms.

Monica Heil

Recruiting leaders after they have established themselves within another organization is challenging. But perhaps even that pales in comparison when considering the challenge of retaining existing talent within your organization in the current job market. For these reasons it is essential for us as an industry to explore the development of high-performing staff and provide them with opportunities to elevate themselves into leadership positions within our own firms. You can elevate leadership from within your firm by implementing these approaches: ■ Encourage finding passions and taking ownership. One approach for developing new and emerging leaders within your firm is to identify individuals’ unique strengths and

to motivate staff to take ownership of those strengths and skill sets. Encourage team members to discover what they are most passionate about and become experts in their disciplines. This empowers team members to take control of their individual career paths and perform at higher levels due to their affinity for the subject matter. Consider assigning areas of responsibility that staff can “own” and be accountable for to support their personal growth and development, as well as the growth of the organization. Encourage new ideas and support initiatives that bring positive change to the organization and facilitate collaboration across varied professional experience levels. Connecting a strong network of high-performing, diverse, and

See MONICA HEIL , page 8

THE ZWEIG LETTER MARCH 18, 2024, ISSUE 1529

■ Provide diverse leadership. Leadership structures within an organization should reflect the strengths of each individual leader. For example, a highly skilled technical leader may excel at driving the direction of design but may not be well-suited for leading business development efforts or managing staff. Conversely, good leaders of people may not always be technical experts. However, technical leaders and leaders of people are both essential to the success of an AEC organization. Organizations should strive to find opportunities for both leaders to work together to best support the organization. This will create a well-rounded, more diverse and balanced organization led by individuals who are focused on their passions. By prioritizing the elevation of leaders based on unique skill sets and strengths that compliment other leaders within the organization, a likely by-product of that effort becomes a more diverse leadership team. This diversity allows our staff to consider how they might fit into a future leadership role and to envision themselves with leadership duties. By implementing these approaches, we can create future leaders from within our own organizations. These leaders will have followed their individual passions, taken ownership of their areas of expertise, and developed their own personal leadership style with mentorship from a team of leaders who have come before them. This creates an extremely strong and sustainable organization, well-positioned for the growth necessary to deliver projects that will satisfy our infrastructure needs today and into the future. Monica Heil is vice president of municipal services at WSB. Connect with her on LinkedIn.

MONICA HEIL , from page 7

passionate team members will yield new approaches to delivering AEC services and will start young professionals on the road to leadership. “By implementing these approaches, we can create leaders from within our own organizations. These leaders will have developed their own personal leadership style with mentorship from a team of leaders who have come before them.” ■ Accessible mentorship and leadership exposure. Allowing young professionals to connect with a variety of leaders is critical for workforce and leadership development. It is essential to expose staff to different leaders with varying leadership styles. This creates an environment where team members can learn from those who came before them – evaluating both positive and negative outcomes of leadership decisions and applying it to their own roles. Exposure to many leaders across the firm will accelerate the leadership path for up-and-coming professionals and will reinforce that staff can succeed by leading in their own way throughout their career. Emerging leaders do not need to be a carbon copy of the leaders before them, and instead should take best practices from each leader they encounter.

THE ZWEIG LETTER MARCH 18, 2024, ISSUE 1529

OPINION

E nabling flexible work locations through technology capabilities is a critical piece of employee satisfaction. We must recognize that attracting the best employees today means that we are open to a variety of work arrangements: one or even multiple offices, home, field, and hybrid setups. Adopting flexible work setups via technology is crucial for employee satisfaction – but achieving this requires addressing various logistical challenges effectively. Technology must work everywhere

Nick Voss

Many employees and potential hires request hybrid arrangements instead of a singular location. As a result, we’re experiencing pressure for: 1. Offices supporting a variety of geographic locations. 2. Establishing new spaces with only a few versus many employees. 3. A need to onboard new facilities quickly. 4. Minimal footprint impact on small facilities by technology equipment. 5. A demand for excellent connectivity and performance at each office. 6. Collaboration between offices, and not silos.

7. The same performance and capability when at home or on the road. Most technology installations require a significant investment in hardware that is near the user. We knew that adding servers and storage in our growing number of locations, and putting complex networking and security in place, would result in heavy capital expenditure, increased operational expense, and significant IT maintenance labor impact. Those challenges are magnified by the number of offices, regardless of their size. Beyond the offices themselves, we also need to be able to make it work from home – where we know we cannot set up a datacenter! A poor, or degraded, user

See NICK VOSS , page 10

THE ZWEIG LETTER MARCH 18, 2024, ISSUE 1529

TRANSACTIONS TETRA TECH

ACQUIRES

“Tetra high-end technology services with our subject matter expertise to provide innovative mission critical solutions for our clients,” said Dan Batrack, Tetra Tech Chairman and CEO. “The addition of LS Technologies to our Federal IT Division enhances the support we provide our government and commercial customers in modernizing their critical infrastructure. Our combined capabilities bring the best data analytics, cybersecurity, and digital transformation solutions to these vital projects.” Tech integrates

Allison Poltorak, LS Technologies CEO, said, “We are pleased to join Tetra Tech, enabling us to combine our technology and management consulting expertise to deliver greater value to our clients, while increasing opportunities for our 500 employees around the country. As part of Tetra Tech, we are gaining access to their global platform and numerous contract vehicles, which will support our continued growth.” LS Technologies is joining Tetra Tech’s Government Services Group.

TECHNOLOGIES

EXPAND

DIGITAL AND MANAGEMENT CONSULTING SERVICES Tetra Tech, Inc., a leading provider of high-end consulting and engineering services, announced that it has acquired LS Technologies, an innovative U.S. federal enterprise technology services and management consulting firm based in Fairfax, Virginia. LS Technologies brings significant additional capabilities, resources, and new federal clients to Tetra Tech’s Federal IT practice. TRANSFORMATION

enables flexibility in how data is managed, ingested, shared, and delivered, but it encourages us to ask questions about whether some users require virtual desktops. In effect having cloud-based apps and files means the access solution (see No. 1 above) gets even more flexible and can be catered better to each specific user! 3. Remote management. Your users, like ours, have a tremendous amount of software, files, and processes they’re working with each day. There’s a lot that can go wrong. We’ve got to be able to support these systems at a moment’s notice without traveling to their location. Having a user explain their experience with a failing machine that’s been offline for six weeks over the phone is difficult at best. Basic screen sharing remains simply inferior to being there with diagnostic tools at hand. We’ve moved the bar in this space by embracing mobile device management configuration and compliance, stepping away from the domain, and adding a remote monitoring and management platform that expands our ability to troubleshoot issues and control systems almost like we’re at the keyboard as long as the device is online. You need a developed vision for your technology support model: the idea of computers that can be fully remote controlled, deployed on a whim from any vendor or from stock, and can be reset by the user but back up in as little as 30 minutes with no loss of data. This strategy maximizes uptime and employee satisfaction. Perhaps the most important lesson I’ve learned as we’ve developed and deployed tools supporting these three areas is that one solution does not fit all use cases. Some things don’t work well virtually, no matter how hard we push. Some datasets can’t move around as easily as we’d like. Some internet connections just aren’t good enough. So not only do our solutions have to support flexible environments, but the strategy and systems themselves have to be flexible. Whatever you’re planning in these spaces, make sure that the solution is prepared to support not only the demands of today and tomorrow but that your vision has room to grow as those demands inevitably change. Nick Voss is an IT professional with 20 years of experience and has been the CTO at Prairie Engineers since the fall of 2021. Contact him at nvoss@prairieengineers.com.

NICK VOSS , from page 9

experience from home may seem like a small issue compared to security or functionality concerns, but it can be a significant driver in employee satisfaction and retention. Your IT strategies must ask: How can we build a robust modern work-from-anywhere tech system that is simple to manage while providing excellent performance, a seamless user experience, and which meets security expectations while not breaking the bank? There are three key components to Prairie’s recent successes in this space: 1. Access solutions that work. There are a lot of good tools out there for remote work, but I’ve found the traditional VPN approach is lacking in performance, user experience, and support capability. Working around VPN problems meant giving users machines on-premise and remote – creating a lot more hardware to maintain and only partially solving issues. This leads to higher costs and frustrated users. Prairie has taken a multipronged approach to remote access: virtual desktops and on-premise systems that are remote connected through specialized software. We’re creating a consistent user experience regardless of where employees are and what equipment they’re using. We’re also evaluating other evolving tools like always-on-VPN that can further enhance remote access. The key is remote connections that are so easy-to-use they’re invisible to the user. We need systems with great performance characteristics and intuitive but secure interfaces that users love. 2. Cloud-based systems including files. Like most of you, we’ve been moving to cloud-based applications for many years. The latest service that we had to improve was our file system. The file system is at the core of what we do so it must be fast, secure, available, controlled, scalable, and collaborative. Syncing files on servers across many small locations, or even a few large ones, can be extremely difficult. Enter Egnyte as a cloud enterprise file solution that sits quietly on each user’s computer. This represented a file system with the power of online collaboration, but all the familiarity of classic network drives, and without the need to remote in. It not only

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