TZL 1462 (web)

TRANSACTIONS THE HFW COMPANIES AND TEXAS- BASED 4WARD LAND SURVEYING CREATE STRATEGIC PARTNERSHIP TO ACCELERATE GROWTH The HFW Companies, a fast-growing professional services firm with a national focus on the architecture and engineering industry, announced a strategic partnership with 4Ward Land Surveying, a professional land surveying company providing services for commercial, residential, and public works projects throughout Texas. The new partnership allows 4Ward to accelerate its strategic growth plan and expand its geographic reach beyond Texas with additional services, locations, and people, according to Jason Ward, RPLS, president of 4Ward. “4Ward is experiencing incredible

growth,” said Ward. “Our partnership with HFW gives us the boost we need to achieve our plan faster and with greater opportunity for our hard-working team. We are excited to join forces with HFW and its architecture and engineering brands network.” 4Ward, founded in 2009 by Ward as a two-person surveying company, today employs 50 people, serving a diverse client base from its office in Austin, Texas. The company’s extensive project experience includes large commercial developments, mixed-use subdivisions, multi-family housing developments, retail centers, and institutional and public works projects. 4Ward joins HFW’s network of growth- oriented AEC firms that share best practices, economies of scale, and

unique areas of expertise, according to Michael Hein, AIA, CEO of St. Louis- based HFW. “Jason and the 4Ward team bring expert knowledge and experience, driven by the latest technology found in the survey industry.” HFW’s business model is designed to retain and leverage each partnering firm’s own brand identity, loyal employee base, and the allegiance of its project partners to build a nationwide “house of brands” network of AEC member firms. “4Ward’s brand and reputation for quality work align well with our growth strategy,” Hein added, “this advances our position as a nationally preeminent network of AEC firms focused on the country’s infrastructure.”

return to work. Now, is that because everyone is super excited to sit in their cubes for eight hours a day, grinding away on projects? Probably not, but seeing your peers both in and outside of work seems to make everyone feel more like a team. HYBRID AS A BENEFIT. “OK boomer, but didn’t you just say that you work remotely yourself?” I did, and I do work remotely, but I see this as a benefit – a privilege that is earned. There is no denying that working from home offers significant personal benefits: time and money saved from commuting, more time with family, even not having to put pants on if you don’t want. As a father of three kids under the age of eight and a spouse who does shift work, being able to work from home to help with the day-to-day job of being a dad has been a godsend with remote work. To be clear, all my staff work remotely in some form or fashion. I give them all the flexibility to work how and where they want, with the understanding that if they are getting their work done in a manner that isn’t a burden to anyone else, I’m happy to provide hybrid remote work arrangements as a “perk.” SO, WHAT IS THE FUTURE OF REMOTE WORK? I think most professionals would agree that hybrid remote work arrangements are here to stay and will likely become the norm going forward. After a quick, informal survey of other practice leaders at Pennoni, I have found that to be the consensus. Employers must be flexible with the expectations that have developed within the AEC industry regarding working arrangements. At the same time, employees should appreciate the value of working in an office environment and the opportunities that exist to learn, develop, and be seen. Ross Stuart is an associate vice president and the structural practice leader at Pennoni, a multi-disciplined engineering firm based in Philadelphia. Connect with him on LinkedIn .

ROSS SUART, from page 9

However, the last several months of in-person work have shown me that, as useful as these communication tools are, they are no substitute for the clarity, speed, and accuracy of in-person collaboration. Based on my own experience, I found this to be especially important at the beginning of my career. When trying to explain a new concept to a junior engineer, it is difficult to replicate the kind of immediate two-way feedback that occurs when you are sitting right next to each other. “Employers must be flexible with the expectations that have developed within the AEC industry regarding working arrangements.” As a result, I’ve been trying to push in-person work as much as possible, especially for younger staff. As a manager and company officer, I feel somewhat conflicted about making a statement like that, because I think it can quickly be viewed as an attempt to push for “better profits” or some draconian attempt to force people back to the office, but the truth is the benefits are mostly for the individual. Yes, my job is easier when in-person. Yes, projects have a better chance of being completed on time and on budget. But I truly believe that to build the next generation of AEC professionals, we need to be face-to-face on occasion. Virtual meetings cannot fully replicate what can be done in the office. I cannot walk by an employee’s desk and get asked a quick question, explain a complicated topic, or collaborate on a solution in the same manner. In addition, being in the office provides an opportunity for others to see what you are working on, which helps build connections, relationships, and earn recognition – all of which are essential to career advancement. I’ve noticed that morale has generally increased as more staff

THE ZWEIG LETTER OCTOBER 24, 2022, ISSUE 1462

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