TZL 1519 (web)

January 8, 2024, Issue 1519 WWW.ZWEIGGROUP.COM

TRENDLINES

AI investments

0% 10% 20% 30% 40% 50% 60%

Those who, adapt, organize, and pioneer new workflows will excel in this new era of possibilities. Tech trends transforming AEC

FIRM INDEX Bowman Consulting Group Ltd.................6 ISG.................................................................................... 8 McAdams....................................................................4 Urban Engineers....................................................2 Wallace Design Collective..........................10 MORE ARTICLES n KEYAN ZANDY: A leadership vision for 2024 Page 3 n MARK ZWEIG: The year ahead Page 5 n LYNN BRUNS: Investing in employee experience Page 7 n BRAD THURMAN: Cultivating company culture Page 9 The integration of artificial intelligence technologies presents unprecedented opportunity for innovation in the AEC industry, offering new horizons for operational enhancement and industry-wide progress – but we’re only at the beginning of this technological revolution. Most survey respondents in Zweig Group’s 2023 Information Technology Report of AEC Firms are making limited investments in AI (41 percent) or none at all (49 percent). Participate in a survey and save 50 percent on the final or pre- publication price of any Zweig Group research publication.

I n the ever-evolving world of AEC, staying ahead of the technological curve is paramount. Zweig Group’s recently released 2023 Information Technology Report of AEC Firms offers a compelling glimpse into the industry’s transformation over the past few years. With the rise of AI and an increased acceptance of remote work, we’ve seen the AEC industry embracing a tech-driven revolution. Zweig Group’s report serves as a comprehensive bridge between connecting the changes we’ve seen, from the pre-pandemic era and to the “new normal.” Let’s delve into some of the shifts that have redefined the AEC industry’s technological landscape: ■ Cloud technology. The report highlights a significant transition to cloud technologies, reflected in the shift from local to cloud storage for project archives. The median utilization of shared online disk storage in the cloud has surged from three terabytes to an impressive 17 terabytes, underscoring the industry’s commitment to modernization. ■ Cybersecurity. One of the most remarkable trends unveiled in the report is the sharp decline in instances of being hacked, plummeting from nearly 25 percent in 2019 to a mere 9 percent in 2023. This significant reduction is a testament to the industry’s heightened security measures and proactive cybersecurity policies. ■ IT spending. As firms continue to navigate the evolving business landscape, the 2023 report predicts a 50 percent increase in cloud computing spending and substantial investments in cybersecurity and hardware. Noteworthy is the ascent of building information modeling (BIM) usage from 53 percent in 2019 to an impressive 90 percent in 2023, with 71 percent of firms expressing plans to escalate their BIM utilization in the upcoming year.

Keith Sequeira

■ Remote network access. With remote work becoming a

cornerstone of the industry’s operational framework, the report showcases an exponential surge in remote network access, soaring from 56 percent to a remarkable 88 percent post-

See KEITH SEQUEIRA, page 2

THE VOICE OF REASON FOR THE AEC INDUSTRY

BUSINESS NEWS URBAN ENGINEERS RECOGNIZED WITH DIAMOND LEVEL TDM ADVOCATE AWARD Urban Engineers is honored to be recognized as a 2023 TDM Advocate by GVF. Urban received the highest recognition, Diamond Level, at the annual TDM Advocate Breakfast. A total of 24 organizations, including Fortune 500 companies, colleges and universities, engineering firms, and local municipalities, were recognized. The award represents Urban’s commitment to Transportation Demand Management. TDM refers to strategies, programs, or policies designed to reduce drive-alone trips and enable the transportation system to function more effectively and efficiently through alternative transportation options such as biking, walking, carpooling, vanpooling, public transit, or telework. Implementing TDM strategies reduces carbon emissions and improves climate. TDM also enhances health and wellness and provides equity through affordable transportation options. Urban offers several TDM programs to encourage its employees to utilize alternatives. The programs include a commuter tax benefit, hosting educational events, and ensuring access to alternative transportation options through strategic office locations. “We at Urban are proud to be recognized as a diamond-level TDM Advocate by GVF,” said Urban Vice President and

Philadelphia Regional Manager Jennifer Waters, PE, LEED AP, who attended the event on behalf of Urban. “Through our commitment to sustainable commuting options, we improve our environment and have created a more engaged and motivated workforce. This award honors our dedication to our employees and the environment.” The TDM Advocate Breakfast featured panel speakers Bryan Fenstermaker, President and CEO of City Avenue Special Services District, Laura Manion, President and CEO of Chester County Chamber of Business and Industry, and Bernie Dagenais, President and CEO of The Main Line Chamber of Commerce. GVF is a non-profit transportation management association in the Greater Philadelphia region that partners with local private and public sectors to combat transportation challenges through TDM. Urban Engineers is a multidisciplinary design, environmental, planning, and construction support services consulting firm. Founded in 1960, Urban provides services for buildings, ports, transit, railroads, airports, bridges, and highways. We attribute our reputation and excellence as a recognized leader in our fields of professional practice to our ability to provide clients with a superior level of competence, quality, and commitment.

Interested in learning more

about the projects and ideas driving the AEC industry forward? Learn more with Civil+Structural Engineer Media.

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KEITH SEQUEIRA, from page 1

Chad Clinehens | Publisher cclinehens@zweiggroup.com Sara Parkman | Senior Editor & Designer sparkman@zweiggroup.com Liisa Andreassen | Correspondent landreassen@zweiggroup.com Tel: 800-466-6275 Fax: 800-842-1560 Email: info@zweiggroup.com Online: zweiggroup.com/blogs/news Twitter: twitter.com/zweigletter Facebook: facebook.com/Zweig- Group-1030428053722402 Published continuously since 1992 by Zweig Group, Fayetteville, Arkansas, USA. ISSN 1068-1310. Issued weekly (48 issues/year). Free electronic subscription at zweiggroup.com © Copyright 2024, Zweig Group. All rights reserved.

pandemic. Cloud-based services have become a dominant force, as more firms embrace hosted email strategies and Microsoft 365 usage for enhanced collaboration and productivity. As technology continues to reshape the AEC landscape, one thing is clear: those who adapt and innovate will thrive in this exciting new era of possibilities. The 2023 Information Technology Report of AEC Firms is a powerful tool, offering insight into the evolution of technology within the AEC industry. Read the full report here. Keith Sequeira is director of data analytics at Zweig Group. Contact him at ksequeira@zweiggroup.com.

THE PRINCIPALS ACADEMY Elevate your ability to lead and grow your firm with this program designed to inspire and inform existing and emerging AEC firm leaders in key areas of firm management leadership, financial management, recruiting, marketing, business development, and project management. Join us Februay 8-9 in Savannah, Georgia. Click here to learn more!

THE ZWEIG LETTER JANUARY 8, 2024, ISSUE 1519

OPINION

A leadership vision for 2024

I n reflecting on my leadership journey, I wanted to recognize some of the principles I’ve worked to adopt that have shaped my approach – all gleaned from the most impactful leaders I’ve encountered on jobsites and in corporate settings. Embrace significance over success, treat everyone with respect, and challenge conventional thinking for a more inclusive and compelling leadership approach.

As you set goals for 2024, you might consider integrating these principles into your leadership style: ■ Pursue significance, not just success. In pursuing professional success, it’s easy for many of us to focus on money and titles as targets or goals. However, chasing these milestone markers can blind us to more meaningful goals. True success comes from focusing on the work, aiming to be the best, and adding value to others. Leaders should aspire to serve, empower, and develop those under their guidance. By lifting others, we collectively rise. This year, shift your focus from chasing success to creating significance through meaningful contributions. You may be surprised how quickly you achieve the benefits of a higher salary or more significant title.

before I became a CEO, I have always believed in treating everyone as if they were a CEO. It’s not because I think CEOs are superior to others – it’s because I’ve observed how others treat them. Employees respect and listen to the CEO and feel there’s something valuable to learn from them. I like to treat everyone around me with these qualities: listening, respecting, and learning from what they have to contribute. Imagine an office or jobsite where people appreciate others for who they are rather than fixating on their roles. This approach encourages collaboration and shared success. Action over motion. Many of us see moving through our to-do lists as progress. It is typical to see construction leaders rushing from meeting to meeting, checking their emails constantly,

Keyan Zandy

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Treat everyone as the CEO. For years, even

■

See KEYAN ZANDY, page 4

THE ZWEIG LETTER JANUARY 8, 2024, ISSUE 1519

BUSINESS NEWS MCADAMS RELOCATES TEXAS OFFICE, LAUNCHING A NEW CHAPTER OF REGIONAL GROWTH McAdams, a multidisciplinary design and engineering firm, has officially relocated its Texas office to The Realm at Castle Hills in Lewisville following the announcement of the new space in March. Over seven months, McAdams partnered with Bright Realty, Gensler, Gordon Highlander, and JLL to create a modern, collaborative office space designed to attract and retain top industry talent. “We’re thrilled to finally settle into our new space while still calling Lewisville home,” said McAdams Regional Vice President Bobby Dollak. “Enhancing communities is what we do best – and that includes our own. Our hope is that this new, thoughtfully designed space serves as a catalyst for growth – not only for McAdams, but for our partners, clients and friends throughout the region.” Located at 4400 State Highway 121, McAdams’ new office provides employees with more than 30,000 square feet of flexible workspaces, including huddle rooms, surveyor crew space, collaboration stations, individual offices and more, with capacity potential for McAdams to almost double the size of its existing team. Each space was intentionally designed by Gensler to inspire creativity and promote collaboration, productivity and shared purpose.

Office amenities were curated with employee well-being at the forefront, including a game room, community library, café and wellness rooms. Beyond McAdams’ suite, The Realm at Castle Hills, developed by Bright Realty, offers walkable amenities such as restaurants, retail options and residential communities, creating a true live-work- play environment. “At Bright Realty, we believe in creating spaces that drive results for our community, and McAdams’ new office at The Realm is a perfect example of that vision come to life,” said Bright Realty President and COO Eric Stanley. “We’ve also been privileged to forge a thriving partnership with McAdams that will last for many years – and projects – to come.” McAdams opened its first Texas office in Lewisville more than 30 years ago and has since left a lasting imprint on the region. The strategic decision to stay within Lewisville city limits serves to strengthen relationships with surrounding communities, particularly within Denton County, which officially surpassed the one million residential population milestone in 2023. “McAdams is an incredibly valued member of the Denton County community,” said Lewisville City Manager Claire Powell. “We’re grateful to have them as neighbors and look forward to many years of continued stewardship as

we work together to help our community grow and thrive.” McAdams is seeking top industry talent to support North Texas clients with civil design, transportation planning, water resources, geomatics and more. Click here for career opportunities. Click here to download high-resolution renderings and photos of McAdams’ Texas office. Founded in 1979, McAdams is a full- service civil engineering, land planning, landscape architecture, transportation, water resources and geomatics firm headquartered in Raleigh, North Carolina with offices in Durham, Winston-Salem and Charlotte, North Carolina and Dallas- Fort Worth, Texas. Comprised of more than 450 professionals, McAdams is passionate about providing unique and engaging experiences for its clients and clients’ clients. McAdams understands the importance of a lasting impression and strive to bring life to the collective vision for project success. All design charts a path to the built environment which may create budgetary or constructability constraints, however the McAdams team works to blend creativity with reality which enables a concept to be executed. The firm’s engineering expertise and other integrated services help provide efficient and effective solutions to serve clients’ project needs.

Let these reflections guide your leadership journey for a transformative 2024. Embrace significance over mere success, treat every individual with respect, prioritize strategic action, and challenge conventional thinking for a more inclusive and compelling leadership approach. Keyan Zandy is CEO of Skiles Group. Connect with him on LinkedIn. from the most impactful leaders I’ve encountered on jobsites and in corporate settings.” “In reflecting on my leadership journey, I wanted to recognize some of the principles I’ve worked to adopt that have shaped my approach – all gleaned

KEYAN ZANDY, from page 3

responding to fire after fire, and making countless phone calls – a lot of fast-moving activity that leaves very little time for reflection or planning. This behavior is known as “active nonaction.” When you focus only on “motion,” you let others set the pace and determine the outcome. As a lean construction enthusiast, I’ve learned to focus on the endpoint and work backward, removing obstacles in my path or navigating around them, which is the action that matters. ■ Embrace diverse perspectives. The construction industry often breeds conformity, with individuals from similar backgrounds fostering a tendency toward groupthink. In decision-making, especially when consensus is easy to achieve, take a moment to pause and reflect. Consider alternative viewpoints and surround yourself with individuals who think differently. A diverse circle provides a 360-degree perspective, unveiling insights and possibilities that might otherwise remain hidden.

THE ZWEIG LETTER JANUARY 8, 2024, ISSUE 1519

FROM THE FOUNDER

The year ahead

A t this time of the year in prior years, I often made my predictions in The Zweig Letter for the year ahead. But it seems to me that now the world is too dynamic and unstable and too much is out of our control, so I thought I would skip that this year. What owners and managers of AEC firms should be thinking about and doing as we plow headfirst into 2024.

Instead, I thought it might be more valuable to share my thinking about what owners and managers of AEC firms should be thinking about and doing as we plow headfirst into 2024. Here it goes: 1. Growing revenue. The longer I have been part of this industry – and this year marks my 44th year in it – the more convinced I am that committing to revenue growth every single year is an absolute must. Being profitable is easier when your revenue is growing than it is when it’s declining. Your firm is more valuable when it has a higher revenue growth rate. The opportunities for your people and yourself are increased through having a growing revenue stream. The alternative is cutting costs (because expenses WILL go up), and we all know that is NO fun! So grow. 2. More new services. Growth does not just come from better marketing and more capacity. One of the keys to growth is having new services

to sell. It’s also one way to build a competitive advantage in a sea of undifferentiated service providers. So what are you going to do new in 2024 that you haven’t been doing? Can you package up something you do now differently so your offerings seem different from what everyone else does? Do you have to create some new roles or move people inside the company to dedicate resources to the new stuff? Do you need to hire one or more people with different skills and backgrounds than you have now to be able to do something new? Do you need to buy or merge with another company? Do you need to make accounting changes so you can track the new revenue versus the old, and show everyone in the firm how important it is? How can you get your team behind the “new?” 3. Marketing experimentation. Again, the longer

Mark Zweig

See MARK ZWEIG, page 6

THE ZWEIG LETTER JANUARY 8, 2024, ISSUE 1519

BUSINESS NEWS BOWMAN RANKED NO. 3 ON FORBES’ LIST OF MOST SUCCESSFUL SMALL CAP COMPANIES IN AMERICA Bowman Consulting Group Ltd., a national engineering services firm delivering infrastructure solutions to customers who own, develop and maintain the built environment, has earned the No. 3 spot on Forbes’ list of Most Successful Small Cap Companies in America. The company’s outsized growth rate, continued service diversification, commitment to technology adoption and consistent execution have played pivotal roles in increasing the company’s market value and securing this recognition.

“Our culture and our collective commitment to work-sharing and revenue synergy are the driving forces behind his achievement,” said Gary Bowman, chairman and chief executive officer at Bowman. “This recognition is a testament to the hard work and customer-first commitment of our employees every day and sets the stage for even greater accomplishments in the future.” This accolade from Forbes comes on the heels of another significant recognition earlier this year when CNBC’s Jim Cramer named Bowman a top industrial IPO of 2021.

Headquartered in Reston, Virginia, Bowman is a national engineering services firm delivering infrastructure solutions to customers who own, develop and maintain the built environment. With more than 2,000 employees and more than 80 offices throughout the United States, Bowman provides a variety of planning, engineering, geospatial, construction management, commissioning, land procurement, environmental consulting, and other technical services to customers operating in a diverse set of regulated end markets.

business and stay there. That takes a real vigilance on the part of all of your leaders to make sure they are really doing what they should be to make sure no one feels the company is anything less than a fantastic place for high achievers who live a life of purpose and excellence. Keep working on how to make your company the place the best people in this business want to work. 6. Shedding the baggage of the past. All of us – and I do mean all of us – can make a choice to not live in the past and dwell on mistakes we have made that hurt our businesses and ourselves. Sure, it’s great to be honest with yourself and acknowledge these things so you don’t repeat the same mistakes again. But then you have to stop beating yourself up and put those things in the rearview mirror and ask yourself what you need to do going forward. It’s kind of like driving a car. You had best be looking ahead and not behind you, because if you keep looking back you are bound to run into something that won’t be good to run into! 7. Personal changes to be more effective. One thing I learned after a nearly 20 year marriage to someone who was addicted to alcohol and drugs (the first of three – third time is the charm!) is that you cannot change another person’s behavior. All you can do is change your own behavior and your own response to whatever the situation is that you are in. Take the addictions of other people out of the equation and nothing really changes. We all have the capacity to change our OWN actions, behaviors, and attitudes, and that’s where the real opportunity for improvement is. I am not the same person I was five years ago, and I won’t be the same person I am today five years from now. Keep learning. Keep evolving. You are never done until YOU decide you are done. So there you have it – my best thoughts for the year ahead. I hope each and every one of you finds 2024 is a year for growth, success, health, and personal development! And remember – Zweig Group is here to help if you need it! Mark Zweig is Zweig Group’s chairman and founder. Contact him at mzweig@zweiggroup.com.

MARK ZWEIG, from page 5

I have been in this business (and other businesses, I might add – we aren’t unique!), the more convinced I am that as much as everything is constantly changing, the discipline and tactics of marketing need to change even more. It’s crazy how something that only a short time ago made the phone ring and emails come in can suddenly just stop working. Marketing today requires commitment of significant amounts of money and staff time, and continuous experimentation if you are going to become more and more successful over time. I hate to say it but it’s not all going to come from us older people. Younger folks may be more in-tune with the media and messaging that other younger people respond to, plus they know specific technologies and tactics some of us old-timers may not be versed in. Better bring them into the marketing discussion! 4. Knowing your numbers. It never ceases to amaze me how many companies do not share their financial performance metrics with all of their employees. Instead, they rely on their partners and second tier managers to pass the word down to all of their people. But here’s the problem – they don’t all do that well – and some don’t even do it at all. Not only that, the numbers top management gets in the first place may be wrong or inadequate. There is still a lot of confusion in the differences in cash and accrual accounting that people don’t get. It takes many firms too long to close out their months. And then we don’t have enough predictive data that shows where we are heading before we get there. Good accounting and sharing the numbers so every single employee knows what is important and how they can influence the results is of paramount importance. 5. Becoming a better place to work. With the continued shortage of people who have technical or design skills, plus can manage people and clients and sell work, I just don’t think you can ever stop thinking about how you will make your company a better place to work. The best people don’t need a job. They have to be sold to join the

THE ZWEIG LETTER JANUARY 8, 2024, ISSUE 1519

OPINION

Investing in the employee experience, celebrating wins, and fostering a strong culture boosts morale, retention, and organizational success. Investing in employee experience

E mployees are an organization’s greatest asset, and, for most businesses, they are their biggest investment. They can also be your most effective promotional tool. From client meetings to casual community conversations, your employees are the face of your organization, and the experiences and messages they share during these interactions pay dividends in recruitment, retention, and business development efforts.

Lynn Bruns, PE

It’s more important now than ever to invest in the employee experience, because, according to a recent survey, 54 percent of U.S. workers have chosen to stay in a role simply because they feel appreciated. When your employees feel valued, they are more likely to stay, increasing retention and your bottom line. Investing in the employee experience can come in many forms:

According to Zweig Group’s 2023 Best Firms To Work For employee survey, 93 percent of ISG employee- owners report overall employee satisfaction. So, how do we do it? Investing in the employee experience and celebrating the wins, big or small, boosts employee morale and builds a strong organizational culture that people want to be a part of. SOMETHING TO CELEBRATE. In 2023, ISG reached 50 years of doing business. To celebrate with our employee-owners, ISG hosted an event at the recently-renovated La Crosse Convention Center in La Crosse, Wisconsin. The space, designed by more than 80 of our employee-owners, is a testament to how we live our mission of making a difference for

Designing modern workspaces

■

■ Providing top-notch technology and resources

Practicing performance coaching

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Creating growth opportunities

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See LYNN BRUNS, page 8

Celebrating the wins

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THE ZWEIG LETTER JANUARY 8, 2024, ISSUE 1519

THE RESULTS. The energy at the anniversary celebration was unsurmountable. Laughter and excitement filled the halls and the ballroom. The energy and momentum continue today, months later. There is a buzz among the offices, and our team is invigorated. Employee-owners who attended the event walk a little taller – proud of their firm, its history, and its future. Seeing their firm invest in employees empowers them to continue to invest in themselves as proud owners, eager to roll up their sleeves and tackle the next project. SOMETIMES, IT’S THE LITTLE THINGS. While achieving milestones is notable, it is important to regularly remind employees that their contributions are important and they are valued. Our employees agree that ISG provides meaningful opportunities for socializing and celebrating special events. Celebrating small wins daily with shoutouts, intranet posts, employee spotlights, happy hours, employee contests, and team gatherings also drives culture and motivates people to maintain momentum. Strategize how you can celebrate on a smaller scale more frequently and pair the daily wins with the larger celebrations to increase retention and loyalty. Many times, it’s the small gestures that make the greatest impact. Lynn Bruns, PE is CEO of ISG, a nationally recognized architecture, engineering, environmental, and planning firm. Connect with him on LinkedIn.

LYNN BRUNS, from page 7

our clients and communities and made the perfect backdrop to come together with our peers to celebrate a milestone year and a milestone project. THE EXPERIENCE. More than 500 employee owners and their guests were able to come together at the La Crosse Center. Each element of the event was carefully thought out to achieve an impactful employee experience, down to the signature cocktails, which were named after original poems authored by the firm founder and often shared throughout the early years of ISG. Interactive exhibits showcased ISG’s growth over 50 years and the evolution of the La Crosse Center project. Videos and company photos that highlight our firm’s culture painted a picture of years past and played throughout the corridor. A dessert table accented with a 50th anniversary ice sculpture set the tone of the night, yet paled in comparison to the scenic views of the Mississippi River. A formal banquet was kicked off with a lively music video featuring employees. The video transitioned into a showstopping live entrance from the program’s emcee, followed by thoughtful words from firm leaders and an award ceremony. The Making A Difference Awards had three employee-nominated categories tied to our mission and gave employees the opportunity to recognize their colleagues for the amazing work they do every day. After dinner, a band entertained guests as they conversed and danced the night away. Many didn’t want the evening to end, opting to gather at local establishments to continue the celebration and camaraderie.

THE ZWEIG LETTER JANUARY 8, 2024, ISSUE 1519

OPINION

Cultivating company culture

Define and nurture a strong company culture by articulating a concise core purpose, aligning actions with values, and embracing consistency.

I love sourdough bread. The scent when you cut into a loaf and the tangy flavor can make me giddy. You probably know that those qualities come from the starter used to make the bread. Regardless of whether someone gives you the starter or you make your own, it’s essential for that perfect loaf. And they take work, because starters require feeding and attention to continue to grow.

Brad Thurman, PE, FSMPS, CPSM

The wonder about these starters is that they’re alive. They’re home to a community of bacteria and yeast microbes, fermenting the flour carbohydrates and producing carbon dioxide. Their labor makes the bread rise and gives it that wonderful tang. That base culture is essential to the baker’s success, but it results from intentional acts of care and attention. It doesn’t happen by accident. Companies are like sourdough: The secret to success is creating and nurturing a great culture. My experience – and that of our firm – is you get to the heart of your company’s culture by first defining your core purpose. It’s why you do what you do, your shared purpose for being. That should be easy to state, but it takes real soul-searching to flesh out.

When you hit it, though, you’ll know it. It will resonate with you and with your firm. But how do you transfer that to everyone in the company? How do you keep it alive? Here are some thoughts: ■ Be clear. It’s critical to concisely articulate your core purpose and the values, processes, and behaviors your company uses in that pursuit. Share that information with everyone, then share it again and again. The essence of your purpose and values should be simple enough for every employee to be able to recite them. Please don’t

See BRAD THURMAN, page 10

THE ZWEIG LETTER JANUARY 8, 2024, ISSUE 1519

ON THE MOVE URBAN ENGINEERS WELCOMES BRUNO SIGNORELLI, PE, AS SENIOR PROGRAM MANAGER Joining Urban Engineers of New York, DPC, as Senior Program Manager for the Facilities Construction Management Department in New York City, Bruno Signorelli, PE, brings more than 32 years of experience in construction management. Signorelli has managed multiple billion-dollar projects over the course of his career, including the Newark Liberty International Airport Terminal A redevelopment and the temporary PATH station for the World Trade Center complex. Among Signorelli’s most significant accomplishments was his work on the Moynihan Station Redevelopment for which he managed the day- to-day construction of the phase II

redevelopment of the station. This $1.3 billion design-build project interfaces with three major railroads, the New York State Governor’s Office, Moynihan Station Development Corporation, Empire State Development Corp, and the Federal Railroad Administration. The Moynihan Station Redevelopment’s goal was to deliver a world-class train station for the use of Amtrak and Long Island Railroad without affecting the daily operations of the existing Penn Station. Signorelli oversaw the project for more than 10 years, from design through construction. Despite challenges like the pandemic, the team, under Signorelli’s management, completed the project on time and within budget. Signorelli is a licensed professional

engineer who graduated with a bachelor’s degree in civil engineering from Polytechnic University in New York City. “I am thrilled with the opportunity to join Urban Engineers and become part of an elite team of professionals who have such a great reputation in the industry. I look forward to the days ahead working with the exceptional individuals of Urban,” said Signorelli. Urban provides planning, design, and construction services for highways, bridges, railroads, buildings, transit, airports, and ports, in addition to environmental consulting. Urban maintains 16 offices in Pennsylvania, New Jersey, New York, Maryland, Delaware, Connecticut, Texas, and California.

At Wallace, we’ve been fortunate to grow significantly over the last few years, both geographically and in service offerings. We’ve made special efforts to understand the issues of those joining us and make sure that we’re letting them know who we are and what we stand for. We’ve engaged people across the company in updating standards, tweaking policies, recruiting, and more. But we’ve done it by embracing differences while stressing our common core. Consistency of messaging is a huge part of that process. Know thyself, and be able to affirm that. “Companies are like sourdough: The secret to success is creating and nurturing a great culture. My experience – and that of our firm – is you get to the heart of your company’s culture by first defining your core purpose.” ■ Be bold. Every company is different. Every person is different. Successful companies with happy employees define themselves and proudly promote it. Find what makes your firm tick and embrace it. If, in the process, you find you’re not happy with something, change it. People want to feel like they’re part of something greater. So be greater. Brad Thurman, PE, FSMPS, CPSM is a principal and chief marketing officer of Wallace Design Collective, a professional consulting firm offering structural and civil engineering, landscape architecture, surveying and assessments. Connect with him on LinkedIn.

BRAD THURMAN, from page 9

add a bunch of words like we technical types like to do. Make it short, sweet, and to the point. When putting this information together, be sure to look at how you expect things to be done both internally with staff and externally with clients. If you wish your team to be responsive to their clients’ needs, define how that responsiveness should take place between team members and with other groups in the office. Remember this: your brand ultimately isn’t what you say you are. It’s what you do. My favorite definition of a brand is that it’s a promise kept. If you can’t keep the promise, it ain’t your brand. everything you do. It should be reflected – and recognized – with every interaction that every person has with your firm. Whether it’s your employees, clients, or recruits, all should see who you are every time. When you recruit, recruit toward your core purpose and values. Onboarding? Core purpose and values. Project management? Ditto. Employee life? Ditto ditto. By focusing the intention of everything you do on your core culture, it proves to people that it matters. That you believe in it. That you won’t compromise it. And in turn, that builds loyalty and respect. It’s an added value that your clients and employees will value, even if they can’t precisely put their finger on it. ■ Be consistent. The last time I checked, people were still humans. They have different ways of reacting and interacting. It’s OK if offices or departments have different personalities because that’s how people interact in groups. But they can’t have their own culture. ■ Be intentional. Your core culture needs to permeate

THE ZWEIG LETTER JANUARY 8, 2024, ISSUE 1519

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