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BUSINESS NEWS FLUOR AWARDED OFFSHORE COMPRESSION PLATFORM FEED BY BP Fluor Corporation announced that it was selected by BP Trinidad and Tobago to perform the front- end engineering and design for the Cassia Compression Project off the east coast of Trinidad and Tobago. Fluor booked the undisclosed contract value into backlog in the first quarter of 2017. Fluor’s scope includes the design of a new offshore gas compression platform, new connecting bridge, and modifications to the existing Cassia hub. The platform will compress gas produced from the existing Cassia platforms. “Fluor has 50 years of experience developing some of the world’s most complex offshore projects, including several BP facilities in Trinidad and Tobago,” said Mark Fields, president of Fluor’s energy and chemicals business in the Americas. “In addition, our Stork division currently provides maintenance, modification, and asset integrity services to BP’s offshore assets there. With a focus on maximizing local content, we will deliver a safe, reliable, and capital-efficient solution to BP.”

“As the project advances, Fluor will use its integrated solution model to support the project,” said John Harrower, executive director of offshore operations for Fluor. “Benefits of this model include an improved design through fabrication and maintenance team engagement in the design process, reduced costs through the global sourcing of major equipment, and improved execution through Fluor and Stork’s extensive in-country experience and use of local resources.” FEED activities are expected to be completed in 2017 with first gas expected in 2020. ENGILITY WINS $170 MILLION NATIONAL AERONAUTICS AND SPACE ADMINISTRATION CONTRACT Engility Holdings, Inc. won the re-compete of the Systems and Software Assurance Services contract from NASA’s Goddard Space Flight Center. Engility will help NASA’s Independent Verification and Validation program support missions to explore earth and the universe, including future moon and Mars expeditions. “This win continues a relationship with a NASA program that began more than 12 years ago,” said Engility CEO Lynn Dugle. “Our talented

IV&V experts are supporting significant national initiatives at leading-edge institutions including NASA’s flight centers, research centers, and laboratories as well as selected non-NASA federal/state/local organizations with mission critical software.” Under the IV&V contract, Engility’s technical efforts will help NASA procure, develop, deploy, and operate systems and software to meet exacting performance demands. By employing analytical techniques, security assessments, and independent testing, Engility will add assurance that system software will operate safely, reliably, and securely to achieve mission success. The team will deliver specialized engineering services such as software, safety and mission assurance; secure coding; and cybersecurity, which includes cyber vulnerability assessment and remediation. In 2005, the IV&V contract was awarded to TASC, 10 years prior to being acquired by Engility. The company now operates and supports customers, such as NASA, under the Engility brand.

TZL: What’s the greatest challenge presented by growth? DM: Getting people to stay committed to the mission and direction of the firm. The larger you get the more difficult it is to keep everyone on the same page. You have to avoid fragmentation. TZL: What’s your prediction for 2017 and for the next five years? DM: You know, it’s pretty fascinating. I was recently at a conference in Washington, D.C., and someone made a good point. He said, “We need to stop trying to predict the fu- ture and focus on developing scenarios that could play out.” I agree with that. I do think there will be some investment in infrastructure, and that environmental regulations may change, but I don’t think companies really want to go back- wards. Industries and communities are more committed to being good stewards now. They don’t want to roll back. Con- sumers are choosing to work with these companies more and more. For example, I heard the CEO of GE say that they had started a program called Ecomagination – their growth strategy to enhance resource productivity and reduce envi- ronmental impact at a global scale through commercial so- lutions for their customers and own operations. They’re not going to stop that. I’d say the next five years are going to be about the same as the last three years – modest growth. “Industries and communities are more committed to being good stewards now. They don’t want to roll back. Consumers are choosing to work with these companies more and more.”

CONFERENCE CALL, from page 7

TZL: What’s your preferred strategy for growth, M&A or organic? Give us a synopsis of how your firm effected growth in the recent past. DM: Organic, even though sometimes it has to be by M&A. For example, we needed to establish a presence in Califor- nia. There was no other way to do that than to find a like- minded company to partner up with. That’s what we did this last fall. We added seven offices and 120 people when we merged with RMC Water and Environment. It’s been a great match. It jumped our revenue by about 10 percent, too. Ul- timately growth has to happen around strategy and vision; M&A just plays a part. TZL: What’s the role of entrepreneurship in your firm? DM: We’ve always been thought of as a firm with an en- trepreneurial spirit. We don’t put too many speed bumps around our people. In fact, we have a director of innovations and new ventures who focuses on just that. We give peo- ple latitude as long as ideas are working to help the overall good. “We needed to establish a presence in California. There was no other way to do that than to find a like-minded company to partner up with. That’s what we did this last fall. We added seven offices and 120 people when we merged with RMC Water and Environment. It’s been a great match.”

THE ZWEIG LETTER June 12, 2017, ISSUE 1204

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