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BUSINESS NEWS C. R. “CHUCK” PENNONI NAMED ENGINEERING LEADER OF THE YEAR C.R. “Chuck” Pennoni, founder and chairman of Pennoni (Hot Firm #48 for 2016), a multidiscipline engineering firm, was named the 2017 Engineering Leader of the Year by Drexel University’s College of Engineering. Since 2003, Drexel University has chosen a worthy delegate for this prestigious award, and Pennoni is the 14th Leader of the Year alongside a distinguished list of individuals that includes presidents and CEOs of major corporations, inventors, astronauts, academics, and industry leaders. The Engineering Leader of the Year is an award given to individuals who demonstrate leadership in the development of technology- based solutions to societal problems, and serve as an example of outstanding achievement for current and future generations of engineers. A 2000 inductee into the National Academy of Engineering, Pennoni has held many designations, including president of the American Society of Civil Engineers, director and president of the ASCE Foundation, a trustee and president of United Engineering Trustees, Inc., president of the Accreditation Board for Engineering and Technology, and a member of the United States Council for International Engineering Practice.

Along with holding these titles, Pennoni has spent much of his career teaching other engineers and remaining highly involved in education. A licensed engineer in 11 states, Pennoni has taught strength of materials and structural design at Temple University, lectured at numerous colleges and universities, and authored 44 papers on the subjects of engineering, planning, ethics, accreditation, and professional development. He served on the engineering advisory boards of Widener University, the University of Pennsylvania, and Drexel University, and is governor emeritus at the Pennsylvania State System of Higher Education. FLUOR JOINT VENTURE AWARDED FEED CONTRACT FOR TENGIZCHEVROIL MULTI-PHASE PUMP PROJECT IN KAZAKHSTAN Fluor Corporation announced its joint venture team, KPJV, has been selected by Tengizchevroil LLP to execute the front-end engineering and design for the Multi-Phase Pump Project in Kazakhstan. Fluor booked its share of the contract value in the fourth quarter of 2016. Part of TCO’s major capital program, the project will implement multi-phase pump technology across the gathering network of existing oil and gas facilities at the Tengiz and Korolev fields to maintain crude production by

reducing wellhead pressure and increasing well deliverability. The project also includes the modification or upgrade of some utility systems. “Fluor is delighted to have been selected by TCO for this important operational project,” said Al Collins, president of Fluor’s energy and chemicals business in Europe, Africa, and the Middle East. “Through early involvement, we can optimize design and construction solutions and provide a strong foundation for the project’s advancement. We will leverage our team’s extensive knowledge of executing oil and gas projects in Kazakhstan to deliver the project in a safe and efficient manner without disruption to production.” The project scope includes FEED, detail design, and procurement services. The integrated project team will be based at Fluor’s Farnborough, U.K. office, providing strong links to TCO’s Future Growth Project – Wellhead Pressure Management team also located in the office. Fluor began working in Kazakhstan in 1982 and at Tengiz in 1997 on a condensate stabilization project. Since then, Fluor has performed ongoing work in Kazakhstan on numerous additional projects.

and have very clear features and functions that deliver a con- sistent experience to the consumer. Professional services are delivered by people with unique personalities and personal circumstances that can vary the experience greatly. People have good days and bad days and that alone can greatly affect how the service is delivered to the client. Project managers need to know how to act and be held accountable for a high level of service that marketing and BD can then communicate and sell. The majority of AEC firms need to empower marketing more than they currently do. Organizations must break from viewing marketing as an overhead function and instead view it as a critical need for driving growth and profits. Marketing sets the stage for much more effective business development and sales performance. Without it, firms simply respond to opportunities and are a proposal factory. Firms that invest more in real marketing outperform their peer firms. Invest in leadership, staff resources, software, and online channels to truly set your firm apart and make your organization see the benefits of real marketing. CHAD CLINEHENS is Zweig Group’s president and CEO. Contact him at cclinehens@zweiggroup.com. “Marketing sets the stage for much more effective business development and sales performance. Without it, firms simply respond to opportunities and are a proposal factory.”

CHAD CLINEHENS , from page 3

❚ ❚ Define a marketing and sales organizational chart. Pro- vide clarity on roles, making specific investment in both true marketing and sales support functions. The organization needs to understand what marketing people do versus sales/ BD and how to get the resources they need to grow their ar- eas. ❚ ❚ Invest in real marketing staff. Have dedicated resources to- ward building and managing client lists, executing marketing campaigns, generating awareness, and constantly updating and populating your website and social media channels. These are critical marketing functions that many firms underinvest in. Larger firms need a strategic marketing leader in the form of a director or chief marketing officer who has a seat at the highest level of the organization. They need to be involved in overall corporate strategy as well as driving growth through marketing and sales strategies. “The majority of AEC firms need to empower marketing more than they currently do. Organizations must break from viewing marketing as an overhead function and instead view it as a critical need for driving growth and profits.” ❚ ❚ Tie marketing into the projects. Marketing and BD staff need more integration and coordination with project teams. One of the big challenges for marketing in professional service firms is that we are marketing and selling a service versus a product. Products are built in factories with precision

THE ZWEIG LETTER April 10, 2017, ISSUE 1195

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