TZL 1545

July 15, 2024, Issue 1545 WWW.ZWEIGGROUP.COM

TRENDLINES

Shifting priorities

Geographic location Competitive advantage Name recognition Competitive salaries Effective recruiting plan Interesting projects Good work environment

The professional labor gap is an opportunity to rethink, reshape, and revitalize how we work. Navigating new waters

L ast time, we left off staring into the gaping maw of the professional labor gap. Remember how the baby boomers bowed out and left us all a bit short-handed? Well, fret not. It’s time to explore the brave new world of work innovations that are reshaping how we bridge this talent divide. Buckle up; it’s going to be an interesting ride! First up: the shift to hybrid and remote work. COVID-19 turned our workspaces upside down and taught us a valuable lesson – work doesn’t always need four office walls. This revelation wasn’t just a pandemic fling; it’s looking like a long-term commitment. We’ve seen a seismic shift in how businesses view the workplace. And guess what? Productivity didn’t plummet; in many cases, it soared! It turns out, giving people the freedom to work in their own spaces can do wonders for morale and efficiency. But the real game-changer? Enter the world of fractional employment. It sounds fancy, but it’s pretty straightforward. Think of it as hiring a part- time superhero. These fractional professionals – be they CFOs, COOs, or experts of other sorts – dive in and produce results! Once the job is complete, they’re off to their next mission to continue adding value. It’s the ultimate flex: tapping into top-tier talent without the full-time price tag or long-term expectation. For small businesses, this is like finding the golden ticket. Why hire a full-time director with a six-figure salary when you can get just the strategic expertise you need, right when you need it? Now, let’s talk tech. Collaboration tools like Zoom and Teams allow for low-cost collaboration across and between virtual and physical office spaces. Artificial intelligence is also becoming a reality in today’s workplace. AI is the new power tool for knowledge workers, helping to boost output and creativity, in much the same way as the internet boom of the late 1990s. Imagine having an AI assistant that could analyze data trends, manage routine tasks, or even predict market shifts. This isn’t just making work easier; it’s amplifying our human capabilities. But there is a rub: managing these new work models isn’t a walk in the park. There are challenges, no doubt. How do you keep a team cohesive when everyone’s spread across different time zones? How do you maintain company culture in a virtual world? And how does a small business CEO effectively evaluate and hire a team of experts outside their own core competencies? Business leaders who figure out how

2.5 3 3.5 4 4.5

FIRM INDEX GradyMinor...................................................... 2 Johnson, Mirmiran & Thompson.....8 OWN, Inc...........................................................9 Pape-Dawson Engineers......................2 WSP......................................................................6 MORE ARTICLES n JASON WILSON: Remote work challenges Page 3 n MARK ZWEIG: Getting your people to see the big picture Page 5 n SHELBY SMITH: Embracing change Page 7 n Choosing unity: Jerrod Hogan Page 9 In Zweig Group’s 2024 Policies, Procedures & Benefits Report , geographic location’s importance for attracting talent dropped significantly from 4.0 in 2023 to 2.8. This shift suggests a growing acceptance of remote work. At the same time, the appeal of interesting projects has increased from 4.0 to 4.1, highlighting the need for firms to showcase unique and challenging work in their recruitment efforts.

Stuart McLendon

See STUART MCLENDON, page 2

THE VOICE OF REASON FOR THE AEC INDUSTRY

TRANSACTIONS PAPE-DAWSON ENGINEERS ACQUIRES FLORIDA-BASED FIRM, GRADYMINOR Pape-Dawson Engineers has acquired Florida-based engineering firm, GradyMinor, as part of its growth strategy to expand its industry-leading multidisciplinary engineering practice across the United States. Founded in 1981, GradyMinor is a full- service engineering firm with 75 team members who specialize in municipal engineering, land development, land planning, surveying and mapping, and landscape architecture. The firm is headquartered in Bonita Springs, Florida with an additional location in Fort Myers. GradyMinor is Pape-Dawson’s second acquisition in Florida. Last year, Pape- Dawson acquired Poulos & Bennett, headquartered in Orlando with a second location in Jacksonville. By combining resources, the firm is successfully positioned to provide professional engineering consulting services to clients across the state. “GradyMinor shares our commitment to excellence in engineering, providing clients with a comprehensive multidisciplinary approach to deliver thoughtfully designed projects,” said Pape-Dawson President, Gene Dawson. “GradyMinor’s alignment

with our core values combined with their reputation and diversified workload were key factors in our decision to partner. This acquisition builds upon our recently established Florida footprint as we work to expand our local team to serve the needs of the growing state.” “We are thrilled to be joining the Pape- Dawson family,” stated Mark Minor, president of GradyMinor. “We look forward to drawing upon the expanded resources and support that Pape-Dawson offers to our employees and clients alike. Together, we are well-positioned to continue serving communities across Florida with more capabilities than ever before.” Founded in 1965, Pape-Dawson Engineers is a leading provider of engineering and consulting services. The firm provides a comprehensive range of services, including civil engineering, environmental, and surveying services for development and critical infrastructure projects. The firm’s network of engineers, surveyors, technicians, landscape architects, environmental specialists, biologists, planners, and construction management professionals produce projects that impact both the quality of life and economic opportunities in the communities they serve.

Interested in learning more

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

STUART MCLENDON, from page 1

to adapt and overcome these challenges can reap great benefits. Access to a wider talent pool, increased flexibility, and the ability to scale up (or down) as needed is the beginning. But I believe the real value is unlocked when you build a collaborative team of the right people in the right seats. It’s these people and their relationships that allow us to grow and execute key business objectives, and to do it in a healthy way. In this new era, businesses are not just filling gaps; they’re creating a mosaic of talent, technology, and innovative work models. The key is adaptability. The ability to blend traditional with modern, in-house with remote, and human with AI – that’s the secret sauce for thriving in today’s dynamic business landscape. So, as we navigate these uncharted waters, remember: the professional labor gap isn’t a crisis; it’s an opportunity. An opportunity to rethink, reshape, and revitalize how we work. Join us as we continue to explore how to make this shift, and how a focus on human relationships and culture are the keys to success. Stuart McLendon is COO at Zweig Group. Contact him at smclendon@zweiggroup.com.

PO Box 1528 Fayetteville, AR 72702

Chad Clinehens | Publisher cclinehens@zweiggroup.com Sara Parkman | Senior Editor & Designer sparkman@zweiggroup.com Tel: 800.466.6275 Email: info@zweiggroup.com Online: zweiggroup.com/blogs/news LinkedIn: linkedin.com/company/22522 Instagram: instagram.com/zweiggroup Twitter: twitter.com/ZweigGroup Facebook: facebook.com/p/Zweig- Group-100064113750086 Published continuously since 1992 by Zweig Group, Fayetteville, Arkansas, USA. ISSN 1068-1310. Issued weekly (48 issues/year). © Copyright 2024, Zweig Group. All rights reserved.

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THE ZWEIG LETTER JULY 15, 2024, ISSUE 1545

OPINION

Remote work challenges

E ngineering is not a task completed in solidarity in a cubicle. It’s a collaborative effort requiring a team of experts combining their individual expertise and experiences to solve a problem. And let’s not forget, no good engineering problem has ever been solved without a good calculator and a white board. Problem-solving unforeseen challenges in order to boost productivity and regain work-life balance when working from home.

Jason Wilson, P.E.

My engineering firm employs about 60 people in multiple locations across California. However, our leadership has always endeavored to operate our firm as “one” office. To accomplish this, they’ve provided us the software, programs, and tools necessary to seamlessly manage and collaborate on projects across offices. We truly embrace the teamwork aspect of design engineering as we understand that it takes a team to solve real world problems. A while back, my firm began allowing employees to work remotely. I was at first excited as this would allow us to save loads of money on after-school childcare and help my wife and me to juggle all the evening activities that become part of daily life when you are raising two small kids. I was already experienced in collaborating with colleagues who

worked outside my home office. I was proficient using the tools provided by my firm and was confident I would also be successful as a remote worker. It was supposed to be business as usual. I did not anticipate or prepare for the challenges ahead. I did not anticipate the challenge of parenting and working simultaneously. I underestimated the distraction presented simply from being inside my own home, instead of at the office. These challenges and distractions combined to disrupt my work-life balance instead of enhancing it. I had a problem to solve, and my calculator and whiteboard would be of no help.

See JASON WILSON, page 4

THE ZWEIG LETTER JULY 15, 2024, ISSUE 1545

with their parents – they seek it out. They also didn’t quite understand why Daddy was on a computer all day instead of playing with them. So, I started taking a short break every hour or so to spend some time with them. This accomplished three things: One, it gave me periodic breaks from staring at a computer screen. Two, it mirrored my office routine as I typically get up from my computer every hour-and-a-half or so to stretch my legs and rest my eyes. And three, it gave them just enough attention to get them through the day. 2. I needed to fix my home desk. I set up my home desk to be as similar to my office desk as feasible. We purchased a more comfortable chair which would sit high enough so I could work with my body in the right position. I also set up my screens so they would mirror my office workstation. Never underestimate the importance of a comfortable workstation whether it be at home or in the office. I still can’t believe I didn’t think of this before I started working from home. 3. I set out to reduce the distractions of my house. The solution was threefold. First, I changed my position so that I sat facing the wall instead of out toward the living area. Yes, I embraced the mantra of “out of sight, out of mind.” Second, I had to eliminate the distractions. I made sure the dishes were done before starting work, folded my clothes at night, prepared snacks for the kids and myself, etc. Basically, I made sure all my chores were completed and I was prepared for the following work day as if I was going into the office. These steps along with setting up a comfortable workstation at my house greatly increased my resistance to distractions. When I began working from home part-time, I did nothing to prepare for the differences between working in the office and working from home. This led to a drop in productivity, which led to working longer hours, which resulted in a work- life imbalance. Maintaining a healthy work-life balance is essential for a successful and satisfying work experience and working remotely can be a great tool for maintaining that balance. While there are many benefits of working remotely, I did not initially enjoy them, as many nights I found myself working late to catch up on the day’s work. Something had to change. I had to change the way I worked from home, the way I prepared for my day, and the way I interacted with my kids while working from home. I wish I could tell you that I made a grand discovery, or that I found the magic key to working remotely. I don’t think I did. The small changes I made were basic, commonsense things I should have been prepared for and implemented from the start. I do know that through trial and error, I found solutions that worked for me and my family. I found solutions that helped boost my productivity and regain the work-life balance for which I had been searching, all without my trusty calculator and whiteboard. Jason Wilson, P.E. is a project engineer with MKN. Contact him at jwilson@mknassociates.us.

JASON WILSON, from page

One of the biggest challenges I faced when I began working from home was parenting and working at the same time. My kids were 4 and 7 when I first started, and the amount of attention they wanted from me was much more than I thought it would be. All they knew was that I was home, and they were home, they loved to play, and Daddy loves to play. They were always doing their very best to distract me, always asking for snacks, telling me stories, startling me for fun (it’s a lighthearted prank we play on each other), asking to play catch, and they loved crashing my virtual meetings – the list goes on. Another big distraction was my comfort while working from home. I don’t have a dedicated office in my house, so our kitchen table became my home desk and a table chair became my desk chair. Our table is a countertop-height table and in case you were wondering, table chairs were not meant to sit in for eight hours a day. Needless to say, the ergonomics of my “home desk” were horrible and after just a few hours, my shoulders, wrists, and back would begin to ache. “While there are many benefits of working remotely, I did not initially enjoy them, as many nights I found myself working late to catch up on the day’s work. Something had to change. I had to change the way I worked from home.” Besides my children and the setup of my home desk, there were a multitude of other minor distractions that combined to wreak havoc on my productivity. Everywhere I looked I saw something that needed to be done, something to distract me from work, including clothes to fold, dishes to wash, things to clean, things that needed to be fixed, etc. These types of distractions were surprising to me as I have little trouble ignoring distractions while onsite at work. However, while at home, I found that thoughts of what I needed to do would take root and grow inside my head until I almost had no choice but to take care of them before returning to work. I am also sure that staring at them all day didn’t help either. Something had to change. I needed to adjust the way I worked from home to boost productivity and regain work-life balance: 1. I needed to find a way to parent and be an engineer at the same time. I first tried to simply explain the situation to my children. It went something like, “While Daddy is at work, don’t bother him. Entertain and feed yourselves and be quiet while in the dining room.” What they heard was: “I can do whatever I want as long as I am quiet.” I would not suggest ever telling your kids this. It did not turn out well (they painted things that should not have been painted). I realized that what they really wanted was attention. They are young kids and young kids crave interaction

THE ZWEIG LETTER JULY 15, 2024, ISSUE 1545

FROM THE FOUNDER

I t just comes up time and time again in AEC firms (and other types of companies) – the owner(s) of the business understand what has to be done to build the company to the next level but they cannot bring enough of their people along to move the needle fast enough. To grow your AEC firm, identify and reinforce those who understand the company’s vision, and work to convert or replace those who don’t. Getting your people to see the big picture

What can you do? The first thing you have to understand is not everyone will get it. Some people just don’t have the upbringing, life experience, and friend and family circle that gives them the perspective they need to understand how their individual success is tied to the success of the company. So they will just want more for themselves in spite of whatever is happening with the company and have a hard time understanding why they don’t get it if their efforts and output remain the same. The second thing you have to accept is that a business is like a scientific experiment involving liquids. Sometimes you need to add so much of something to change the color of your mixture. Until enough of that is there, it just looks the same. People in an organization are the same way. Either you have more of them who believe they can impact

the organization’s success and why that is important than those who don’t, or the opposite condition exists where more DON’T believe they can impact the company’s success than those who do. Until you get to the former condition you are stuck in the latter. That makes it very hard to make progress. Critical mass must be achieved. That happens one person at a time – either by making them believers or replacing them with someone who is. If you accept these two facts, the next thing you as the business owner need to do is identify those who get it and those who don’t, and then work consistently to reinforce the idea that those who get it have the right mindset and to “convert” those who don’t. That means you have to keep sharing the vision of what the promised land looks like and how you will get everyone there. You need role models inside the organization for everyone else. And you need

Mark Zweig

See MARK ZWEIG, page 6

THE ZWEIG LETTER JULY 15, 2024, ISSUE 1545

ON THE MOVE WSP GROWS WATER PRACTICE WITH THREE INDUSTRY EXPERTS WSP, a leading engineering, environment and professional services consultancy, added three accomplished engineers to its water team in Florida, further establishing itself as a leader and resource for resilient and sustainable water solutions statewide. Luis Soto, PE, joined the firm as senior vice president, senior water resource engineer in Miami; Jason Johnson, PE, as senior vice president, Miami water team leader; and Michael Scullion, PE, BCEE, DBIA, as vice president, Orlando water team leader. FLORIDA “Luis, Jason and Mike each bring extensive knowledge, talent and experience to our team of dedicated professionals who are actively engaged in rewriting the blueprint of the Sunshine State’s future,” said Christine Mehle, vice president and WSP’s Florida water lead. “As the fastest-growing state in the country, with a population projected to reach 26 million by 2030, WSP’s water services, solutions and bold ideas have never been more necessary.” Soto’s career spans more than four decades of civil engineering expertise in Florida. He previously served as acting city engineer, assistant city engineer, chief design engineer, and lead design engineer for both the City of Miami Beach and Lee County. An expert in implementing adaptation measures in urban communities to mitigate the effects of sea level rise projections and higher rainfall, Soto’s extensive background also includes:

Planning, design and successful execution of stormwater management systems.

Scullion is responsible for strategic planning efforts and developing creative project delivery strategies. He has more than 18 years of experience working on water projects across Florida and leading more than 300 projects. His wide-ranging experience includes master planning, grant funding development and permitting, design, program management and construction. As a longtime Florida resident, Scullion fully understands the state’s water needs and goals. Scullion earned a bachelor’s degree and a master’s degree in civil and environmental engineering from the Ohio State University. With 13 offices in Florida and 839 employees representing multiple disciplines, the firm is partnering with clients on some of the most complex projects in the state, including: Franklin-98 Living Shoreline Restoration, Apalachicola Bay; the NASA Causeway Bridge, Brevard County; mechanical- electrical-plumbing design for HCA Florida Healthcare’s all-electric hospital, Gainesville; low-carbon shore power innovations for Carnival Cruise Lines terminal operations at PortMiami; I-95 Express design-build; program and construction management for the South Florida Water Management District C-44 Reservoir/Stormwater Treatment Area in the Everglades; and design of the Polk Regional Water Cooperative’s wellfield and injection well system. WSP USA is the U.S. operating company of WSP, one of the world’s leading engineering, environment and professional services firms.

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Water supply projects.

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Wastewater infrastructure.

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Transportation initiatives.

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Site development for public and private enterprises.

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Soto provides technical leadership to the firm’s South Florida water team to ensure that all technical deliverables and programs meet or exceed industry standards. He oversees compliance with all local, state and federal environmental and safety regulations, and serves as a mentor for the project team. Soto earned a bachelor’s degree in civil engineering and a master’s degree in water resources from City College of New York. Johnson partners with WSP teams throughout the state to strengthen the firm’s ability to deliver comprehensive solutions for water infrastructure and climate resiliency statewide. His 30-year career in combined stormwater, water and wastewater infrastructure design and construction includes strategic planning; innovative solutions for addressing emerging issues like climate resiliency; energy efficiency for operation of water and wastewater systems; and utility optimization. Johnson earned a bachelor’s degree in civil engineering from Vanderbilt University and mentors underrepresented groups about opportunities available within the water industry.

None of this stuff is easy and success doesn’t come overnight. You have to be patient but not so patient that you miss out on the opportunity to grow your business. Better start today with a plan because it won’t happen on its own! Mark Zweig is Zweig Group’s chairman and founder. Contact him at mzweig@zweiggroup.com. “None of this stuff is easy and success doesn’t come overnight. You have to be patient but not so patient that you miss out on the opportunity to grow your business.”

MARK ZWEIG, from page 5

lots of education on business, why growth is necessary, how to sell, marketing, billing and collection, recruiting, project management, people management, and how to manage the firm. You won’t convert everyone. Maybe 20 percent to 40 percent of those who are fighting change that will lead to more growth and profitability will get it. But that may be enough to turn the tide. And once you get enough converts, you can add people and the culture of the organization will tend to make them believers versus skeptics. Then life is going to get a lot easier for you as the owner(s) of the business because your financial performance will likely get better and better.

THE ZWEIG LETTER JULY 15, 2024, ISSUE 1545

OPINION

Embracing change

Although change can begin with one person, monumental, industry-altering change must be a cohesive, collaborative team effort.

A rtificial intelligence was a hot topic at Autodesk University: the Design & Make Conference. However, what is AI? This technology can be interpreted in a few ways. It’s a tool that can be used for analysis, automation, and/or augmentation. In AEC, AI can help us analyze a design project in a more expedited timeframe than it would take with human power alone. Simple tasks can be automated, such as quickly labeling information or counting objects within a file.

Shelby Smith

In this manner, is AI replacing people? When it comes to execution of some tasks, yes. But do you really want to sit and count all the words in a document? Remember, these tools are designed to assist us in our lives. We are the driving force for how this technology will evolve and the ways it will impact our daily tasks and processes. In an ideal world, AI would assume mundane and repetitive tasks, freeing our time to focus on innovation and advancement and allowing our imaginations to soar. Are you embracing the new opportunities presented by AI? By accepting change and leaning into being a changemaker, as Steve Blum and Ryan Reynolds discussed on the main stage at AU, we can inspire others to move forward, both in the industry and

in our personal lives. By lending a helping hand, guiding others through the new advances, helping them navigate uncertainty, and providing them with the resources they need, we can help propel others forward. Redirecting and easing the fears of the unknown allows the excitement of innovation and new technological advancements to uplift us. After all, in Autodesk’s 2023 State of Design & Make Report , 23 percent of respondents, when asked what excites them about the future of their industry, “cited innovation and new technology – more than three times as many who mentioned any other development.” While recognizing the hesitancy some

See SHELBY SMITH, page 8

THE ZWEIG LETTER JULY 15, 2024, ISSUE 1545

new technologies are making it possible for us to embrace and develop in these areas, from utilizing the platforms for advanced collaboration and communication to allowing automation to free us to be innovative. We know that learning propels us forward, creating space for creativity and generating opportunities for innovation and imagination. Adopting AI to standardize our tedious and time-consuming tasks eliminates barriers for us to learn, opening our minds to explore alternative solutions. To maintain momentum, embrace new technologies, and learn new skills, we must work together. We cannot be selfish and safeguard our knowledge for ourselves. To effectively inspire change, sharing our knowledge should be normal practice, constantly in the pursuit of furthering the industry, hoping that we can all continuously inspire one another to press the boundaries and drive change into the future. We must push the envelope, set expectations of future functions, dream of the possibilities, and discuss how to implement change within the industry. Although change can begin with one person, monumental, industry-altering change must be a cohesive, collaborative team effort. The question then becomes: are you willing to be a champion of change? Shelby Smith is CIM manager at Johnson, Mirmiran & Thompson. Contact her at slsmith@jmt.com.

SHELBY SMITH, from page 7

may possess around change, this statistic demonstrates the industry’s desire to embrace technology and openness to change. And change is already underway. The fact that “72 percent of respondents stated the workforce has evolved more in the past three years than it had in the previous 25 years” resonated with me most. Being thrust into a pandemic forced us to embrace the technology available to continue our work, no longer having the capacity to conduct our business in person, around a table, utilizing paper and pencil. Embracing the software and cloud-based solutions was mandatory, allowing us to coordinate projects and design efficiently and effectively. The State of Design & Make Report also identified the competencies needed for the future, from technology, collaboration, and innovation skills to the capacity and motivation for ongoing learning. These skills will be the factors driving the workforce forward in the future, and “To maintain momentum, embrace new technologies, and learn new skills, we must work together. We cannot be selfish and safeguard our knowledge for ourselves.”

THE ZWEIG LETTER JULY 15, 2024, ISSUE 1545

PROFILE

Choosing unity: Jerrod Hogan CEO of OWN, Inc. (Springfield, MO), an engineering firm that unleashes the power of true, 100 percent employee ownership.

By LIISA ANDREASSEN Correspondent

E xciting things are happening at OWN including a somewhat recent name change from Anderson Engineering. According to Hogan, the company has enjoyed its former name since 1977, but a firm evolution led to a brand that is now one part actual and one part aspirational. The business has been 100 percent employee-owned since 1998 and as it has continued to embrace its love, passion, and commitment to employee ownership, they knew it was time to rebrand and lean into OWNership – to create a brand that lived up to its incredible OWNers. Hogan says as they grew and expanded they wanted a name that could grow with them too. “Our employees OWN their projects, their relationships, their future, and their company,” he says. To truly OWN this, the company developed five new principles too: 1. Owners do it better. 2. Responsiveness is a superpower.

3. Success is not a limited resource. 4. Fun matters. 5. People are at the center of it all.

OWN IT PEOPLE! As a people-first company, when OWN couples its principle of “people are at the center of it all” with “success is not a limited resource,” empowerment to work hard for win-win-wins in work prevails. Hogan admits that some changes had to be made to legacy handbook policies that previously put company first; staff called them out. Changes were made to quickly align with the principles. “We value employee feedback as a gift and we are proud when we can hear tangible ways that we can do and be better,” he says.

See CHOOSING UNITY, page 10

THE ZWEIG LETTER JULY 15, 2024, ISSUE 1545

HEADQUARTERS: Springfield, MO NUMBER OF EMPLOYEES: 240

YEAR FOUNDED: 1954 OFFICE LOCATIONS:

Dardanelle, AR

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Rogers, AR

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Destin, FL

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“It’s typical to spend several days preparing for a one-day meeting only to debrief for an additional day. We love to look back with a critical eye and challenge ourselves to be better and to learn.” He adds that one of the greatest lessons they’ve collectively learned as a company has to do with their capacity and cadence for change. “We’ve been really aggressive in our goals to improve and grow and now we work harder to balance growth and progress with a sustainable cadence,” Hogan says. And, when he and the company turn their thoughts to other areas outside of growth and improvement, two topics top Hogan’s list of concerns: polarization of humanity and artificial intelligence. He fears that the latter may make the former worse. However, on a positive note, he also believes there’s an upside. “I believe in humanity to ultimately choose good and unity and I also believe that our industry has huge opportunities to use AI to make us better and stronger,” he says. “We’re restructuring our firm and working hard to use AI as an advantage and influence our OWN future.” OWN’s focus for 2024 is to protect its culture/ brand, stabilize operations, and to fine tune some efficiencies. “We’re not going to take our foot off the gas pedal of growth, but we might enjoy a season of intentional steering and get ourselves geared up for our next big growth push, which is right around the corner,” Hogan says.

CHOOSING UNITY, from page 9

Milton, FL

Another example of the company’s commitment to the people principle is its “Beyond the Call” fund. This is a voluntary fund set up by people for people and it allows the company to take care of their fellow team members when personal hardships arise. “This is relatively new in our firm, but has already touched the lives of many OWNers,” Hogan shares. “We’ve been really aggressive in our goals to improve and grow and now we work harder to balance growth and progress with a sustainable cadence.” OWN also prioritizes brain health. As a people-centric firm, it believes that health is foundational to thriving in life and mental health is a big part of that – not just the physical. OWN partners with Burrell Behavioral Health which holds meaningful “brain health” sessions every six weeks for the entire team. They also provide helpful resources and access to a variety of support services. And speaking of brain health, Hogan says that part of the firm culture and ethos is, “We reserve the right to get smarter.” (This is a phrase OWN borrowed from Terri Tucker, a top facilitator and strategic thinker). “We believe that introspection is vital,” he says.

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Pensacola, FL

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Overland Park, KS

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Carthage, MO

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Columbia, MO

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Fayette, MO

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Joplin, MO

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Kansas City, MO

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Monett, MO

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Springfield, MO

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MARKETS:

Private development

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Public infrastructure

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SERVICES:

Civil engineering

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Structural engineering Geotechnical engineering

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Land surveying

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Field services

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THE ZWEIG LETTER JULY 15, 2024, ISSUE 1545

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