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P R O F I L E
The right path: Brian Sielaff Founder of Tamarack Grove (Boise, ID), a firm that serves its clients throughout North America by providing responsive, safe, and trusted solutions.
By LIISA ANDREASSEN Correspondent
T he message on coffee mugs at Tamarack Grove is, “Truss me, I’m a civil engineer.” And, that’s a message that Sielaff has worked to instill since the firm’s inception. He launched the firm out of a love for design and problem- solving, but also brought with that a need to serve with purpose. He wanted to create a firm that was built on relationships, not just stamped and signed documents. Sielaff works to lead by example. When he looks at his team, he sees a room filled with individual strengths and people having fun. That’s something he thinks leads back to being passionate about what they do along with the company culture. “Everyone is responsible for pulling their own weight, but it’s never all put on one person’s shoulders,” Sielaff says. “When we see an issue or trend, we bring it to light and all work on trying to address it. Is it the client? Is it the market sector? Is it us? What can we do to put things back on the right path for success?”
A CONVERSATION WITH BRIAN SIELAFF. The Zweig Letter: Your online bio states, “Delivering the ultimate client experience is ensuring we are focused on building intentional relationships, actively listening, understanding pain-points, and being proactive and responsive while solving challenges that help our clients succeed.” Can you illustrate how you’ve recently solved a client challenge? What was involved? What was the challenge? What was the solution? Brian Sielaff: Our firm was birthed out of developing intentional relationships and we’ve seen many client challenges over the years. One big challenge that springs to mind occurred over the last 10 years within our manufacturing market sector. Manufacturers were having a difficult time getting their clients a set of permitted deferred submittal construction documents. When we came to the table, the typical turnaround within the industry was a standard two- to three-week process. On
THE ZWEIG LETTER NOVE
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