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BUSINESS NEWS BOWMAN SECURES 4-YEAR CONTRACT TO PROVIDE ENGINEERING DESIGN SERVICES FOR THE UNIVERSITY OF NEW MEXICO Bowman Consulting Group Ltd., a national engineering services firm, has been awarded a four-year contract to provide on-call engineering design services for the University of New Mexico with a total aggregate cap of $7.5 million. Under the agreement, Bowman may provide surveying, civil engineering and subsurface utility engineering services across UNM’s extensive network of campuses, medical facilities, research hubs and academic institutions. These include UNM’s Central and Branch campuses, UNM Hospital, the UNM Science & Technology Park, South Campus, the UNM Comprehensive Cancer Center and the UNM Health
Sciences Center. Bowman’s expertise in these disciplines will support campus expansion, facility upgrades and long- term infrastructure planning. A key focus of Bowman’s work is the UNM Hospital, where the team will assist with subsurface utility mapping and surveying for ongoing construction and expansion projects. Additionally, Bowman will deploy advanced drone imaging and GIS modeling technology to create and maintain detailed digital records of UNM’s existing utility conditions. “This assignment with UNM speaks to Bowman’s commitment to maintaining and strengthening the client relationships established by acquired firms while also driving organic growth,” said Gary Bowman, chairman and CEO of Bowman.
“By expanding and investing in advanced technologies, we have enhanced our capabilities in surveying, SUE and GIS modeling. This positions us to support UNM’s evolving infrastructure needs with data-driven solutions that ensure long- term sustainability and efficiency across its campuses.” Through Bowman’s acquisition of High Mesa, the Company continues to build upon a decades-long relationship with UNM, contributing to hundreds of projects and studies across the university, including subsurface utilities, surveying, civil engineering design and construction. This new contract builds on that legacy to further strengthen Bowman’s presence in the higher education market and its reputation as a trusted provider of engineering solutions.
over time. The key is to listen, adapt, and stay grounded in continuous improvement. True performance culture is something built through consistency, clarity, and care. RAISING THE BAR, NOT WRITING THE RULES. The truth is, policy slack isn’t about relaxing standards. It’s about trusting leaders to rise to the occasion with the coaching and tools to do so. We don’t need more rules, but rather more people who are confident and capable enough to lead with intention. Without that foundation, adding more framework, rules, or process only creates noise. Leaders must be coached not just to follow process, but to recognize when process is truly needed. Purpose should drive the method – otherwise, a policy thrown at the wrong problem, or applied at the wrong time, will be ignored, misused, or even make things worse. To create an environment where flexibility fuels performance, not chaos, organizations need: ■ Strategic leaders who are clear on values and empowered to act. ■ Guardrails that replace rigid policy with clarity of intent and outcomes. ■ Cross-functional alignment to ensure the slack supports the mission – not undermine it. ■ Problem solvers over policy pushers, giving teams autonomy to bring creativity to clients. ■ Confidence instead of fear, knowing that performance coaching can develop agile, adaptable employees. Policy slack isn’t the absence of discipline. It is the presence of trust, guided by purpose. Dave Williams is a performance strategist with ISG. Connect with him on LinkedIn.
DAVE WILLIAMS , from page 7
But not everything needs to be a policy. Sometimes, clarity comes from a shared mindset rather than a written rule. Frameworks that support autonomy often yield better results compared with processes that restrict it. Teams need to feel the weight of decisions, navigate complexity, and act in the best interests of their colleagues. Policy slack can benefit a business when:
■ You trust your leaders but see them blocked by red tape.
■ Your environment is changing faster than your rulebook.
■ Innovation or responsiveness is suffering due to approval delays. ■ There are a number of experts who know they need to make decisions based on client needs rather than a formal policy process. ■ Rigid processes are slowing down decisions and blocking forward progress. Not every team is ready for it, but the right conditions unlock performance that structure alone can’t. PERFORMANCE IS A MINDSET, NOT A MANUAL. High-performing teams don’t just follow steps, they understand their purpose. Performance thrives when there is clarity of purpose, space to grow, and support along the way. In a system built on trust and accountability, leaders aren’t managed by manuals. They are coached to think critically, communicate transparently, and keep people at the center of every decision. Growth happens when individuals are given the tools to navigate complexity and the responsibility to do it well. Even in high-functioning teams, gaps emerge – in conversations, in exit interviews, in the patterns noticed
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THE ZWEIG LETTER JULY 28, 2025, ISSUE 1595
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