TZL 1378 (web)


ON THE MOVE DEWBERRY PROMOTES JONATHAN SKLARSKI, JUSTIN FORD, AND JOSH BAXLEY IN NORTH FLORIDA Dewberry , a privately held professional services firm, has announced the promotion of nearly 50 professionals nationwide, including three in its North Florida, offices. Jonathan Sklarski, PE, has been promoted to associate vice president in the Panama City office; Justin Ford, PE, has been promoted to associate vice president in the Blountstown office; and Josh Baxley, PE, has been promoted to associate in the Port St. Joe office. Jonathan Sklarski has nearly 20 years of experience and manages operations in the Panama City office, which employs

approximately 40 staff members covering a range of services, including engineering and surveying. He earned his bachelor’s degree in civil engineering from the University of New Hampshire (2001). Justin Ford has nearly 15 years of experience and works as the branch manager for the Blountstown office. The office of ten provides engineering services and funding support for local municipal clients. Ford earned his bachelor’s degree in civil engineering from Florida State University (2007). Josh Baxley has 12 years of experience and is the branch manager for the firm’s Port St. Joe office, overseeing 15 staff working on site/ civil engineering projects for municipal and commercial clients. He earned a bachelor’s

degree in civil engineering from Florida State University (2002). Dewberry is a leading, market-facing firm with a proven history of providing professional services to a wide variety of public- and private-sector clients. Recognized for combining unsurpassed commitment to client service with deep subject matter expertise, Dewberry is dedicated to solving clients’ most complex challenges and transforming their communities. Established in 1956, Dewberry is headquartered in Fairfax, Virginia, with more than 50 locations and more than 2,000 professionals nationwide.

MARK ZWEIG, from page 9

project descriptions do not accomplish this. They instead list facts about the project but little of the back story on how the project developed and even less about what happened after it was built. Not the way to really create desire for what you do. You want clients reading these cases and saying, “Wow – THESE are the people we should be working with!” I won’t say it is easy to develop good cases for firms in this business. I’m not sure why that is the case, but it is usually a battle to get these done properly. “The position you should really seek to attain is to be wanted – wanted because you have something no one else has, or no one else can do as well as you do. The reason this is important is because it takes the focus off price.” 5)Be selective about the clients you work for. Not all clients will enhance your reputation. You have to be willing to say “no.” The only way I know how to accomplish this is to have more clients who want you than you can serve. If you cannot drive demand beyond your ability to supply it, you will take work from clients you should not be taking. Make them want you by being hard to get. Being too easy doesn’t necessarily make them want you. We all want what we cannot have. 6)Be willing to walk away from anyone who abuses you in any way. This is so important because the collective morale of everyone in your business depends in large part on you and what kind of behaviors you will tolerate from your clients. If you make it absolutely clear that no price is high enough to subject yourself and your people to abuse, you make your firm more desirable to work with for (good) clients. Creating “want” versus need may seem counterintuitive. Being in a business that clients need is usually enough. But the question is do they need YOUR firm, or just A firm? You should want to achieve the former versus the latter. And that’s going to take doing things differently for most firms in the A/E business. MARK ZWEIG is Zweig Group’s chairman and founder. Contact him at

If you want to be wanted versus just a necessary evil competing with other firms on price, here are some things you need to do: 1)Have something unique to offer. This is so important and fundamental. You cannot do everything the same way everyone else does and create the same kinds of products everyone else does and then expect to be wanted. You have to do something unique and better. That takes a push for constant improvement and innovation in both your process and your outputs. Our business works against “new” and “innovative.” There’s risk associated with that. It may not work. It may cost more to design or take longer to build because the contractors aren’t familiar with it. But that is a risk you may need to take to create real value for your clients that their other providers can’t or won’t do. 2)Build a lot of awareness of your firm and your work through PR. I’m talking about being in the media constantly. Being in the mainstream media is always better than the industry-specialized media. When the public at large knows who you are and what you do. Make your firm principals into public figures that people know (or want to know). Make your people people that clients want to do business with because they think they will learn something from you. Make your people people clients want to hang out with because they are interesting and smart and funny. You can do that but you won’t do it with just another boring project description. Focus on the people. It takes a relentless and consistent effort to come up with “man bites dog” kinds of press versus “dog bites man” kinds of stuff. 3)Get people talking about you. Again – this will only come from your real effort to do something new and better, and from selling the personalities you have leading your firm and your projects. Taking the safe and expedient route every time will not accomplish this goal. Of course, not everyone will like you or your work when you do this. That’s OK. This is a real big hurdle to overcome for most people in this business who are trying to please everyone and never offend anyone. And yes, taste is subjective. 4)Have some big successes you can point to. Project cases – what the problem or opportunity was – and what you did for your clients and how that translated into benefits for them – are at the heart of selling successes. I find most firms’

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