Strategic Planning VISION 2026 Recap
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As we close out VISION 2026, I want to thank everyone for supporting this effort over the past several years. A special thank you to the Strategic Planning Committee who led the 17 initiatives that helped move our firm forward. The following pages offer a brief recap of each initiative and the progress made. We’re now turning our attention to Strategic Planning 2030. We look forward to building on the momentum of VISION 2026 and working together to shape what’s next for our firm.
- Derek Wold, COO
Baxter & Woodman | VISION 2026 Strategic Planning Recap
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Thank You VISION 2026 Strategic Planning Committee!
• Derek Wold • John Ambrose • Nancy Blackwell • Dan Bounds • Chuck Brunner • Claude Cassagnol • Dennis Dabros • Jason Fluhr • Tim Foerster • Carolyn Grieves
• Lou Haussmann • Jeff Hiscock • Mike Klein • Mike Kurzy • Joanna MacCallum
• Bill Rackley • Nikki Runions • Dan Schug • Doug Snyder • Rebecca Travis • Gary Vogel • Matt Washkowiak
• Tom Mickow • Craig Mitchell • Matt Moffitt • Sean O’Dell • Brent Perz
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Vision Upgrade/Vantagepoint Implementation
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Complete Summary : Transitioned from Deltek Vision to Vantagepoint (Q1 2022–Q2 2023) in response to discontinued support. Key Benefits:
• Enabled cross-platform integration (e.g., Hubspot, Geotab) • Improved user experience through an intuitive interface • Centralized project management and planning tools • Introduced AI-driven features and customizable components • On Deck: Launch role-specific dashboards to visualize key performance metrics.
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Title Advancing Our Learning Organization Status: Complete Summary : Strengthened Baxter & Woodman’s culture of continuous learning by improving how we grow staff capabilities, share knowledge, and apply industry insights. Key Actions: • Formed the Learning Organization Group (LOG) to establish metrics and guidance • Promoted cross-training within Practices to broaden skillsets • Enhanced the sharing of information from conferences and seminars • Enhanced B&W University using TalentLMS software Created Skills Matrices within Practices
ENHANCED B&W UNIVERSITY
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Title Organization of Talented, Ambitious People Status: Complete Summary : Prioritized hiring top talent and supporting employee growth through targeted recruitment, development programs, and leading benefits to drive retention and reinforce our position as a top workplace. Key Actions: • Reviewed 10,000+ applicants and onboarded 112 new employees in 2024 • Strengthened recruitment through early-career initiatives (college career fairs, internship and scholarship programs), and industry recruiter connections • Enhanced benefits and revamped the Career Page, earning a 2024 Marketing Excellence Award • Launched the B&W Mentoring program
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Title Develop Leaders Status: Complete Summary : Fostered a dynamic culture by connecting young professionals and bridging generational gaps to support growth, innovation, and leadership development. Key Actions: • Established and continue to grow the B&W Young Professionals(YP) Group • Organized several YP training programs • Launched the Ascend Leadership Series to equip emerging managers with leadership, relationship-building, and well-being skills
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Title Effective Delivery of HQ Product Status: Complete
Summary : Delivered high-quality work on schedule through clear communication, enhanced project management discipline, and improved QA/QC and client feedback processes. Key Actions: • Introduced client status report templates, reminders, and HUB tools with Admin support • Made project schedules required in contracts and aligned across systems • Implemented end-of-project surveys and a follow-up workflow • Added QA/QC reviewer fields in VP and updated PM Manual • Transitioned client audits to BD team with CRM tracking • Launched quarterly inter-practice meetings and piloted contractor feedback surveys
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Title Improving Adopted Best Practices Status: Complete Summary : Promoted cross-group learning and continuous improvement by reviewing and refining operational practices across service groups. Key Actions: • Conducted surveys and manager meetings to gather input on internal best practices • Shifted from a self-service tool to monthly collaborative sessions with practice leads • Addressed topics such as proposals, budgeting, scheduling, risk, and quality control • Created Project Management page on the Hub to provide resources to PMs • Launched a second phase involving department managers to broaden participation and leadership development through fall 2025
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Title Increase Production Efficiencies Status: Complete Summary : Streamlined workflows, standardized procedures, and adopted new technologies to enhance efficiency, improve accuracy, and support staff development. Key Actions:
• Standardized contract procedures, checklists, and résumé updates • Expanded use of mobile and digital tools to reduce manual processes • Launched internal training, guides, and software support initiatives • Strengthened collaboration and communication across teams
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Title Increase Cross-selling and Internal Marketing Status: Complete Summary : Strengthened Client Manager engagement through training, audits, defined expectations, and a new series designed to enhance collaboration, talent visibility, and cross-selling. Key Actions:
• Delivered Client Manager Training in 2022 and 2024, with plans to return in 2026 • Launched a firmwide Client Manager Audit to assess and elevate performance • Clarified CM/ACM roles and responsibilities • Introduced the 2025 New Client Manager Challenge to accelerate success • Kicked off the *Beyond the Desk* Series to foster connection and collaboration
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Title Improved Brand Awareness Status: Complete Summary : Elevated brand visibility and market reputation through a strategic, multi-platform marketing approach that highlights culture, expertise, and client outcomes. Key Actions: • Refreshed website and career section; major services update planned for 2025
• Grew social media presence and launched Instagram in 2025 • Advertised in 30+ industry publications across five states • Promoted awards and recognition to attract clients and talent • Launched B&W Insights Podcast to share expertise and stories • Refreshed newsletters and contributed to industry publications regularly
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Title Promote Competitive Advantages Status: Complete
Summary : Strengthened internal knowledge and external communication of competitive advantages by aligning messaging, onboarding tools, and marketing efforts across all Practices. Key Actions: • Created internal videos and cross-training to reinforce key differentiators
• Designated marketing champions and practice experts • Rolled out tailored marketing plans for each Practice • Promoted offerings through newsletters, web content, and project datasheets • Increased visibility via resumes and industry involvement
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Title Improve Profitability/Drive Financial Success Status: Complete Summary : Improved financial performance through focused support, visual tools, and long-term strategy to guide informed leadership decisions. Key Actions: • Created visual tools for clearer financial insights • Established a dedicated Business Performance Department • Created Data Visualization page on the Hub for easy to find financial reports • Monthly KPIs shared by the CEO on the Hub • Enabled more data-informed decision-making for sustainable growth
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Title Mergers & Acquisitions Status: Complete Summary : Used targeted M&A activity to advance toward the firm’s 2026 goal of $125M in billings, while expanding services and leadership in key geographic markets. Key Actions: • Focused on growth in Florida and Texas to develop full-service operations • Completed 2023 merger with Green Civil Design (Cedar Park, TX) • Completed 2024 merger with Tocoi Engineering (FL) • Maintained active pipeline aligned with geographic and service-line expansion goals
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Title Culture of Innovation Status: Complete Summary : Fostered a culture of innovation by promoting idea-sharing, creative problem-solving, and cross-disciplinary collaboration to drive continuous improvement. Key Actions: • Launched Idea Box on the Hub for staff-generated ideas (nearly 100 ideas submitted!)
• Held recurring Innovation Lunch & Learns to spotlight creative solutions • Encouraged ongoing collaboration and knowledge-sharing across teams
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Title Teaming with Strategic Partners Status: Complete Summary : Strengthened collaboration with technical strategic partners to increase competitive advantage, expand opportunity pipelines, and drive long-term growth. Key Actions: • Collaborated across regions and practices to identify partner needs and service gaps • Developed a prioritized partner list based on regional needs, leadership feedback, and corporate goals • Assessed prime/subconsultant data to evaluate current and historical teaming relationships
• Identified high-value opportunities to exchange services across B&W regions • Published a Strategic Technical Partners Summary to guide future teaming decisions • Promoted B&W’s commitment to mutual value and strategic collaboration • Integrated the effort into ongoing Business Development operations
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Title Culture of Connectivity Status: Complete Summary : Promoted a more connected and informed workforce by improving internal communication, access to resources, and opportunities for engagement across the organization. Key Actions: • Identified key opportunities to strengthen employee connection and access to information • Published internal communication guidelines to promote clarity and consistency • Launched Intranet Practice Pages featuring shared resources, training, manuals, and lessons learned • Created centralized landing pages for employee engagement—including volunteerism, committees, and strategic initiatives • Explored next-generation tools for connectivity, including mobile intranet access, AI chatbot assistants, and engagement platforms • Promoted virtual corporate events in coordination with innovation-focused programs
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Title Work From Home (WFH) Status: Complete Summary : Implemented a hybrid work model to balance employee flexibility with in-person collaboration, reinforcing culture and operational continuity. Key Actions:
• Introduced a formal Work-from-Home policy in July 2021 • Enabled flexible remote work aligned with job roles • Preserved in-person mentorship and team connection • Set 2025 goals to reassess space needs and policy alignment
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Title Organizational Chart Status: Complete Summary : Redesigned the organizational structure to enhance efficiency, scalability, and alignment in support of long-term growth and integration. Key Actions: • Reorganized around core disciplines to streamline operations, enhance work sharing, and provide consistent technical standards. • Created a structure adaptable to future expansion
• Supported seamless integration of new firms and leaders • Improved access to specialized resources across teams
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