TZL 1519 (web)

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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