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ON THE MOVE WARE MALCOMB ANNOUNCES PROMOTION OF DOUGLAS GULLO TO Ware Malcomb , an award- winning international design firm, announced Douglas Gullo has been promoted to director, architecture in the Phoenix office. In this role, Gullo leads the growth and management of the architecture studio and oversees all architecture projects for the Phoenix office. “Douglas has done an excellent job managing our architecture practice with teamwork, positivity and talent,” said Kevin Evernham, principal of Ware Malcomb’s Phoenix office. “His commitment to our clients and delivering a quality product, along with his leadership and business development efforts, have resulted in
new opportunities with numerous clients both locally and nationally.” Gullo joined Ware Malcomb in 2018 as studio manager, architecture in the Phoenix office. He brings more than 25 years of architecture and business development experience to the Ware Malcomb team, including work on many notable Greater Phoenix-area projects spanning office, retail, industrial, medical office, and resort and entertainment sectors. Utilizing his architectural design and project management skills, Gullo manages the design process from initial concept and ideas through successful project completion. Gullo has a bachelor’s degree in architecture
from the University of Arizona and is the design author on many award winning office, retail, industrial, and medical buildings in the Greater Phoenix market. Ware Malcomb has been operating in the Phoenix market since 2006, providing architecture, interior design, and civil engineering services. Recent projects include interior architecture and design services for the 17,000 square foot offices of the Professional Beauty Association in Scottsdale; and architectural design services for the 56,000 square foot, three-story Mercy Medical Commons II medical office building in Gilbert.
INTEGRITY, from page 7
Friday nights, you’ll find us working at the concession stand at the local high school. On Saturdays, we’re at Tulsa Tough, or the Tulsa City Marathon, as both sponsors and participants. We have fun. We temper the hard work we do with employee gatherings, gumbo and crawfish boils, and parties. TZL: When you identify a part of your business that is not pulling its weight in terms of profitability or alignment with the firm’s mission, what steps do you take, and what’s the timeline, to address the issue while minimizing impacts to the rest of the company? GW: We typically do a thorough analysis of the underperforming group and develop an action plan to get things back on track. Normally, it takes one to two years to get things on track. “It’s a lesson we’ve learned again and again after 70 years in business – there’s no one factor that determines our success more than the people we employ, and we try to treat them fairly, like family.” TZL: How many years of experience – or large enough book of business – is enough to become a principal in your firm? Are you naming principals in their 20s or 30s? GW: There are no hard and fast rules. Yes, we have people in ownership in their 20s and 30s. Performance and their role in the company are the drivers. TZL: How has COVID-19 impacted your firm’s policy on telecommuting/working remotely? GW: If an employee can work from home, they have that option if their manager approves. TZL: In one word or phrase, what do you describe as your number one job responsibility as CEO? GW: Keep our team members and their families safe and healthy in all aspects. Don’t be the person that damages a great company!
GW: We invest in education and training every year. We strive to maintain our culture of caring about our team members. TZL: Founded as a small construction company more than 70 years ago, now with 1,100 employees, how do you work to maintain a culture that still feels like family? GW: Nabholz’ company culture is about growth, but not in the typical sense of the word. We work to grow our people, and from that point on, work to grow our business. It’s a lesson we’ve learned again and again after 70 years in business – there’s no one factor that determines our success more than the people we employ, and we try to treat them fairly, like family. This culture didn’t just form by accident; it started by putting the health, well-being, and safety of employees and their families above all else, and it will soon crumble if we abandon this as our primary and most important value. This manifests itself in several ways. We’ve built an award-winning wellness program with one mission: give our employees and families all the tools they need to become healthier. Second, we make safety an individual responsibility for all Nabholz team members. Third, we provide employees with the best benefits in the industry, including a choice of health plans in which Nabholz pays 100 percent of the premiums for employee coverage, and a 401(k) program with employer match allows employees to be fully vested after a year of employment. We also aim to give employees the tools they need to advance at Nabholz. We’ve developed apprenticeship classes open to all employees and community members; we’ve established two in-house leadership training programs; and we promote continuing education through our tuition reimbursement program. Simply put, if our employees stop developing and growing, our business will too. We focus on building the communities we work in, as well. We want our employees to be proud of the money and time their company invests in their communities. On
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THE ZWEIG LETTER OCTOBER 19, 2020, ISSUE 1364
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