TZL 1607 (web)

TRANSACTIONS PAPE-DAWSON ACQUIRES GEORGIA- BASED GASKINS + LECRAW Pape- Dawson has acquired Georgia-based civil engineering and surveying firm, Gaskins + LeCraw. Gaskins + LeCraw provides civil engineering, surveying, permitting, landscape architecture, and planning services for a variety of municipal, educational, residential, commercial, and industrial clients in Georgia. With 176 employees across five offices in Georgia and one office in Alabama, Gaskins

+ LeCraw brings significant regional expertise that further strengthens Pape- Dawson’s local presence. This acquisition is Pape-Dawson’s third in Georgia, building upon recent acquisitions of Maxwell-Reddick & Associates in 2024 and Eberly & Associates in 2025. Together, these teams bring decades of local experience and robust capabilities to deliver comprehensive solutions across the state. “This acquisition represents another

exciting step in our commitment to serving clients across Georgia,” said Trey Dawson, president of Pape-Dawson. “Gaskins + LeCraw has built a strong reputation for excellence, which aligns with our values and vision for the future.” “By joining Pape-Dawson, we gain the resources of a national firm while maintaining the local expertise and client relationships that have been the foundation of our success,” said Brandon Hutchins, president and CEO of Gaskins + LeCraw.

firm level, this means fewer liabilities, smoother QA/QC, and the ability to scale without reinventing the wheel every time a new office opens. For teams, it means better collaboration, clearer roles, and less time wasted chasing down missing information. And on an individual level? It means lower stress, fewer surprises, and more time to focus on work that actually matters. Still not convinced? Let’s consider how high-stakes fields: ■ Aviation. Pilots follow checklists for everything from takeoff to emergencies. According to the FAA, commercial aviation is the safest mode of transportation in part because of rigid, repeatable procedures. Human memory is fallible, so they use systems, not guesses. Just ask Captain Sully. ■ Healthcare. The World Health Organization’s surgical checklist has reduced complications by 36% and mortality by 38%. That’s not a nice-to-have. That’s the difference between life and death. It turns out even the most skilled professionals benefit from structure. ■ Manufacturing. Toyota’s lean system is famous for driving quality and continuous improvement. It’s built on frontline ownership, standard workflows, and the idea that systems amplify skill (not replace it). They’ve applied those ideas beyond the assembly line. So can we. We don’t pilot airplanes or perform surgery, but we do deliver high-impact work that affects communities and clients for decades. The stakes may be different, but the need for structure is just as real. Process doesn’t stifle creativity, in fact, it’s what makes creative solutions possible, and it’s how we move from good to great to something even better than either. Process discipline gets a bad rap in many small professional services firms. It’s often dismissed as unnecessary, bureaucratic, or something only “big companies” need. In reality, it’s one of the most powerful tools we have to reduce risk, train effectively, grow sustainably, and do better work. Michael Sanderson, PE, PTOE is CEO at Sanbell. Connect with him on LinkedIn .

MICHAEL SANDERSON, from page 3

truth is that thoughtful, well-communicated processes foster shared expectations, reducing friction, creating space for creativity, and supporting better decisions across the board. A thoughtful process and the organizational discipline to follow it, removes uncertainty and calms the chaos. Not by replacing initiative, but by effectively clearing the clutter, so initiative has room to breathe. Process discipline is a necessary means to building the kind of clarity and alignment that allows people to focus on high-value work, and it’s what gives us room to be creative at scale. THE PUSHBACK PARADOX. Pushback against process discipline is natural, and often emotional, especially in knowledge-based work. People want to be trusted to do things their way. And when someone introduces a new workflow or checklist, the reaction can be … well, let’s call it “skeptical.” It often seems there’s a fine line between “structured support” and “corporate overlord.” But the resistance usually isn’t about the tool, it’s often how it’s introduced. Behavioral psychology tells us that people tend to stick with what they know. Status quo bias and loss aversion are powerful forces. And if new processes feel like they’re imposed without explanation, people will default to what’s comfortable. Heck, it always worked before, right? A Harvard Business Review study found that 62% of professionals say their company has “too many priorities” and not enough focus on how the work actually gets done. No wonder so many resist another new system. But when people understand that process is designed to make their work easier, and not control it, they’re more likely to embrace it. Even McKinsey research shows that organizations with strong change narratives are 3.5 times more likely to outperform peers during transitions. Turns out the “why” really does matter. WHAT PROCESS DISCIPLINE ACTUALLY DOES. When people hear “process,” they often picture paperwork, not progress. But in reality, smart processes reduce risk, support communication, improve quality, and reduce the time spent fixing things that shouldn’t have broken in the first place. At the

THE ZWEIG LETTER OCTOBER 27, 2025, ISSUE 1607

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