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T R E N D L I N E S W W W . T H E Z W E I G L E T T E R . C O M D e c e m b e r 1 8 , 2 0 1 7 , I s s u e 1 2 2 8

NSR for buyers and sellers

It’s nice to have new blood

W hile I am a big believer in promoting from within – it’s essential, really, if you want to have any kind of cultural consistency over time, not to mention that it’s more economical – it’s nice to bring in new people to your AEC firm every once in a while. Here’s what new employees coming from the outside can do for your organization: 1)They bring new ideas. Sometimes when you deal with the same problems over and over you get stale. An outside perspective may get you out of that rut. New people coming from dif- ferent backgrounds have new ideas. And some of those may be crucial to your success! 2)They bring new energy and enthusiasm. Oftentimes people get stale and burned out. When they have a chance to get into a new environment and work around new people, they may be re-energized and re-motivated because of that. Not to mention they want to prove themselves in their new role and may work harder as a result. 3)They bring new experience. They may have new ways of doing things that could have been developed and perfected working in another company. Those new experiences could benefit you and the rest of your people! 4)They bring new appreciation for the orga- nization. That’s something that is always nice to see. The new people tell the rest of the peo- ple that the grass isn’t always greener on the other side of the fence. And so much the better when they bring stories of no raises for years or selfish owners or bad Christmas parties or draconian policies from their old company! 5)They bring other new employees. Everyone

“While I am a big believer in promoting from within, it’s nice to bring in new people to your AEC firm every once in a while.”

In Zweig Group’s 2016 Merger & Acquisition Survey , researchers found that of firms that are planning to engage in M&A activity, the average potential buyer produces 15 percent more net service revenue per full time employee than firms looking to sell , with NSR/FTE of $138K and $117K, respectively. OPEN FOR PARTICIPATION zweiggroup.com/survey-participation/ F I R M I N D E X Arcplus. ................................................12 Continental. ............................................4 HDR......................................................10 HOK. ......................................................2 Jacobs Engineering Group Inc................8 KBR, Inc.. ...............................................8 Pennoni. .................................................6 RSP Architects........................................2 Shive-Hattery Architecture-Engineering.12 Wilson Associates.................................12 Zaha Hadid Architects...........................12

Mark Zweig

MORE COLUMNS xz CONTINUING ED: Do you have a successor? Page 3 xz RECRUITING NOTES: Podcast 101 Page 9 xz GUEST SPEAKER: Where’s your plus-one? Page 11

See MARK ZWEIG, page 2

Page 6 Conference call: AnthonyBartolomeo

T H E V O I C E O F R E A S O N F O R A / E / P & E N V I R O N M E N TA L C O N S U L T I N G F I R M S

BUSINESS NEWS FIRST PHASE OF AMERICA’S NEXT LIFE SCIENCE CORRIDOR BEGINS World-leading biomedical and life science research and innovation will soon have a new home. Mortenson, Destination Medical Center, State of Minnesota, and local leaders broke ground on the first of several planned new facilities within the 16-city-block Discovery Square sub-district, a keystone of Rochester’s $5.6 billion DMC initiative. Discovery Square will unite doctors and researchers in a one-of-a-kind campus to explore and bring innovative new discoveries to patients and the market faster. Discovery Square was designed by the team of RSP Architects and HOK , two of the leading healthcare design firms in the world. The first phase is a four-story, approximately 90,000 square-foot building designed to support the acceleration and translation of the most promising health-related therapies and technologies. Mortenson announced last summer that Mayo Clinic is the first anchor tenant and will lease 30,000 square feet across three floors to help establish a one-of-a-kind ecosystem among research and innovation leaders. Mortenson is currently in talks with other prospective tenants, ranging from startups to large multinational leaders in health, science, and technology. “The DNA of this building and Discovery Square is the innovation, collaboration, and translation of science and discovery,” said David Mortenson, chairman, Mortenson. “A complementary tenant mix will have the opportunity to work alongside the best and brightest in Rochester on real-world, life-changing solutions. It will enhance connectivity and enable high-level collaboration to share ideas and test and deliver new products. We are truly excited about the purpose of this facility, its programming and its role within the greater Destination Medical Center vision.” “Discovery Square will be the place where Minnesota’s next generation of medical start- ups will want to be. It will create new opportunity for jobs, innovation, and economic growth, and represents a major step toward fulfilling our mission of building America’s City for Health,”

Take your advice from Mark Zweig to-go.

said Lt. Governor Tina Smith, chair of the DMC Corporation Board of Directors. “I thank Mortenson, Mayo Clinic, and the Rochester community for their work on the Discovery Square project. This is great news for Rochester and our state.” “Mayo Clinic has been a worldwide leader in patient care, education, and research for more than 150 years,” stated John Noseworthy, M.D., president and CEO of Mayo Clinic. “Realizing the vision of Discovery Square will be a key factor in continuing our mission to provide world-class care and accelerating the translation of Mayo’s groundbreaking research into practice through collaboration.” “Discovery Square is the keystone to the Destination Medical Center economic development strategy,” said Lisa Clarke, executive director of the DMC Economic Development Agency. “It will be the catalyst for driving new job growth to Rochester and creating the live-work urban environment needed for a viable downtown core.” Building highlights: ❚ ❚ Scheduled to open in 2019 ❚ ❚ Located near the historic Mayo Clinic downtown campus and the Gonda Building, adjacent to Mayo Clinic’s Guggenheim, Hilton, and Stabile Buildings ❚ ❚ Proximity to Collider, an entrepreneurial ecosystem for tech innovators and collaborators in Rochester ❚ ❚ An integrated, open workspace design allows tenants to adapt their use of space as they grow and as the biomedical and life science industries continue to change ❚ ❚ Professionally managed day-to-day building activity and event programming throughout the year ❚ ❚ Common spaces will be centralized within the building to promote collaboration among tenants ❚ ❚ The facility is located at the corner of 4th Street SW and 2nd Avenue SW in the Discovery Square sub-district in Rochester, Minnesota

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MARK ZWEIG, from page 1

knows someone else from the last place they worked (or another place other than that). And these people may have talents that you need now or in the future. What a great recruitment resource your new employees can be! 6)They bring new clients. This can be one of the best benefits from hiring new people from the outside. Sometimes clients are working with a company not because of the company but because of the individual. Whatever company employs this individual is the beneficiary. The point is, even though you don’t want to do it EVERY time, there are lots of good reasons to hire from the outside. Maybe it’s time for new blood in your company. MARK ZWEIG is Zweig Group’s chairman and founder. Contact him at mzweig@zweiggroup.com.

THE ZWEIG LETTER December 18, 2017, ISSUE 1228

O P I N I O N

Do you have a successor? Passing on years of experience to those who will rise behind us is the epitome of leadership.

O ne of the most important things leaders can do is create more leaders. Yet, too few leaders take the time necessary to groom the future of their company.

Ask yourself a simple question: “Is our next CEO currently employed by our company?” When I ask senior firm leaders that question, the typical response I receive is a pause or an “I don’t know.” Few senior leaders I’ve spoken with can readily provide a name. Maybe the senior leader had not given the idea of transition much thought. After all, if you have no ambition to retire or move on within the next five years, why would you begin to consider who would take over for you in your absence? If the answer to the question is a pause, or worse, a “no,” those in leadership positions have two basic options. They can identify and grow internal successors or they can hire an external successor already equipped with the desired experience.

Ideally, a senior leader would be able to provide the names of several professionals who are prepared to move into leadership roles. I would much rather have a CEO tell me they don’t have an identified successor, than to have the CEO pause and think about the answer. An immediate “no” answer is a healthy response. It shows the CEO has given some thought to the future of the firm. One CEO laughed when I asked him the question and then replied that it was something he really needed to do. He has plans for retiring and knows he needs a successor, but didn’t have one. He was astute enough to know his eventual successor was not a current employee of his firm.

Bill Murphey CONTINUING ED

See BILL MURPHEY, page 4

THE ZWEIG LETTER December 18, 2017, ISSUE 1228

BUSINESS NEWS CONTINENTAL INNOVATION POWERED BY FEMALE ENGINEERING AND TECH TALENT In October, international technology company Continental participated in the 2017 Women of Color STEM Conference and the Society of Women Engineers’ 2017 WE17 Conference – reinforcing its pursuit of gender diversity and leadership at all levels. Named one of FORTUNE Magazine ’s Most Admired Companies and one of America’s Best Employers by Forbes , Continental is committed to attracting top engineering and tech talent to its ranks and becoming the employer of choice. “At Continental, diversity and inclusion power our engine of growth and propel the drive we need to develop pioneering ideas, innovative products, and new business models,” said Samir Salman, CEO, Continental North America. “Continental is committed to fostering a more equal gender balance. Our percentage of management positions held by women has increased by double digits and we are committed to continuing this growth.” The 22nd Annual Women of Color STEM Conference was held in October at the Cobo Center in Detroit recognizes the significant contributions by women in science, technology, engineering, and mathematics. Continental sponsored the 2017 Women of Color STEM Conference Technology Luncheon, where rising stars and tech all-stars were recognized, in October. The company also

participated in the conference’s Career Fair Expo. Aruna Anand, head of Continental Engineering Services North America, received the Professional Achievement in Industry award during the Women of Color Awards Gala and Dinner in October. Anand has enjoyed a most distinguished career, having held numerous leadership positions of increasing responsibility in each of Continental’s divisions. Today, she oversees a team of more than 120 people tasked with developing intelligent technologies for transporting people and their goods around the globe. Anand’s technical expertise, coupled with her business acumen, has earned her a reputation as someone who gets things done – and done well. “This award intensifies my sense of responsibility to further the growth of women in STEM,” said Anand. “I believe it is vital that I do everything to the best of my ability. I’m grateful for this demanding journey that helped unveil strengths I wasn’t sure I possessed.” Continental will actively recruited at WE17, the world’s largest conference and career fair for women in engineering and technology. The 2017 conference was held at the Austin Convention Center in Austin, Texas. Every year the Society of Women Engineers convenes, celebrates and inspires more than 10,000 women in all career stages and provides invaluable ways for them to connect to discover

career opportunities and pursue professional development. According to the Bureau of Labor Statistics, women accounted for 14 percent of full- time wage and salary workers in architecture and engineering in the U.S. An article on ASME.org reveals that now, 18 to 20 percent of engineering students are women, compared to the early 1980s when less than 6 percent of engineers in the U.S. were women. Continental is expanding the range of flexible work practices offered to more than 18,000 employees in the U.S. The company now provides employees a longer paid maternity leave and offers fathers paid paternity leave. Telecommuting – the most utilized flexible work option at Continental – is extended to all eligible employees, provided the duties of their job allow them to perform their work at an offsite location. Continental also offers part- time positions and the option for employees to apply for an unpaid sabbatical for up to one year. Continental develops pioneering technologies and services for sustainable and connected mobility of people and their goods. Founded in 1871, the technology company offers safe, efficient, intelligent, and affordable solutions for vehicles, machines, traffic, and transport. In 2016, Continental generated sales of €40.5 billion and currently employs more than 227,000 people in 56 countries.

BILL MURPHEY, from page 3

What can you do to develop the future of your firm? ❚ ❚ As a principal. Assess your current staff and identify those who aspire to a leadership role, realizing that not everyone wants to be a leader. Groom potential leaders by exposing them to such things as the firm’s decision making process, leadership committees, and financial tools. ❚ ❚ As a mid-level leader. Identify emerging leaders among your newly licensed professionals, those working toward licensure, and even the interns. Take them out for lunch or a cup of cof- fee and discuss such things as design techniques and how to work with clients. Don’t make it a one-time thing; keep the conversation going. ❚ ❚ As a new professional. Learn all you can about the business of the business. Seek a mentor who can offer insights into the firm’s strategy, its clients, and the design business. Take courses in leadership and financial management. Volunteer to lead activities in the firm, such as a charity event, golf tourna- ment, or a blood drive. The simple truth is that generations come and go and the best way to perpetuate the legacy of your company is to identify and groom the next generation of leaders. Passing on years of experience to those who will rise behind us is the epitome of leadership. Great leaders grow even better leaders. BILL MURPHEY is Zweig Group’s director of education. Contact him at bmurphey@zweiggroup.com.

The good thing about growing successors is that we don’t have to limit ourselves to just one. An effective mentoring process can yield several future leaders. As the head of large and small organizations, I purposefully mentored multiple emerging leaders, regardless of their potential to replace me. Some had all the attributes, but just needed experience, guidance, and an opportunity; while others, to put it politely, needed a lot of work. “The simple truth is that generations come and go and the best way to perpetuate the legacy of your company is to identify and groom the next generation of leaders. Passing on years of experience to those who will rise behind us is the epitome of leadership. Great leaders grow even better leaders.” Having a deep bench is a good problem to have. It signifies the firm is healthy and can quickly overcome the loss of a key leader.

THE ZWEIG LETTER December 18, 2017, ISSUE 1228

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THE ZWEIG LETTER December 18, 2017, ISSUE 1228

Barto

P R O F I L E

Conference call: Anthony Bartolomeo President and CEO of Pennoni (Hot Firm #48 for 2016), a 1,250-person engineering firm based in Philadelphia, Pennsylvania.

A CONVERSATION WITH ANTHONY BARTOLOMEO. The Zweig Letter: The talent war in the A/E in- dustry is here. What steps do you take to create the leadership pipeline needed to retain your top people and not lose them to other firms? Anthony Bartolomeo: We live up to our tagline, “Partners for what’s Possible,” meaning we have a “yes” attitude when it comes to projects. We con- stantly adapt to our clients’ needs, as well as the needs of our changing environment. By doing that, we push and allow for new, exciting, and innova- tive technology and practices that keep our work top-notch and our employees on a growth path. We have also initiated a pretty aggressive staff train- ing program.

By LIISA ANDREASSEN Correspondent “O ne recommendation for leadership in a firm is a better working knowledge in the finan- cial operation of our business,” Bartolomeo says. “Business courses in understanding profit and loss statements, balance sheets, how staff utilization and multipliers affect the bottom line – all of these are important aspects that need to be interwoven into a management career path.” Bartolomeo joined the firm in 1986 and has more than 40 years of experience in environmental en- gineering, coupled with broad experience in rela- tionship development at the federal, state, and lo- cal government levels.

Anthony Bartolomeo, President & CEO, Pennoni

THE ZWEIG LETTER Decem

olomeo

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TZL: The A/E market is great right now. What are you do- ing to cushion your firm in the event of a downturn? AB: We’re tracking the market; we’re prepared for any changes. Our wide-range of services and diversely-skilled employees place us in markets from civil infrastructure and energy to sustainability and innovation. We literally build the world around us and never limit ourselves or place our- selves in a position of industry-limitations. We have a stra- tegic growth initiative to constantly look outward for ini- tiatives that we should look to enter in the ever-changing technological fields. TZL: How do you deal with underperforming employees? What are your steps for removal after they have prov- en to be ineffective, or even counterproductive, to your firm? AB: Always a challenge. We work with employees that may be underperforming and try to find ways to improve their skill sets and performance. Sometimes you still have to make the tough decisions. Luckily that is the rare exception. TZL: In the event of failure, how does your firm react? AB: We react as a team. We evaluate the situation from beginning to end and guide each other to a desirable and more productive outcome by recreating the steps we took to achieve success next time around. Following our communi- cation roadmap and prioritizing debriefing, our employees come together and walk away with a positive, hopeful, and action-oriented plan. “New employees have to feel that they are a part of your organization but it’s a two-way street. They also have to work to make sure they understand the culture and how they might best fit in. Those that make the effort will quickly succeed.” TZL: Monthly happy hours and dog friendly offices. What do today’s CEOs need to know about today’s workforce? AB: Today’s CEOs need to know that their employees are their best asset. And they do – that’s why we’re starting to see headlines with companies like Google and Facebook creating and encouraging brighter (and sometimes radi- cal) company culture. They want their employees to feel ap- preciated and to be happy at work. We value our employ- ees’ happiness and time away. As a result, we have summer hours; we’ve created a group called “Network” that empow- ers our junior staff to work on items such as employee re- tention and innovation; and we use “Workplace” to encour- age internal collaboration on items from project updates to new babies and anniversaries along with other similar initiatives.

TZL: Firms that have principals and firm owners that lower their compensation and invest back into the firm perform better, grow quicker, and have higher valua- tions. How do you balance owner compensation with in- vestment in the firm? AB: Our founder, Chuck Pennoni, made the decision many years ago to transition ownership to an ESOP. Ours has been in place for close to 25 years and has been very suc- cessful. As an employee-owned firm all of our employees get to share in the company’s success. “We literally build the world around us and never limit ourselves or place ourselves in a position of industry-limitations. We have a strategic growth initiative to constantly look outward for initiatives that we should look to enter in the ever-changing technological fields.” TZL: How does marketing contribute to your success rate? Are you content with your marketing efforts, or do you think you should increase/decrease marketing? AB: We are very proud of our marketing group. We pride ourselves on communication – internal and external – whether it be attending conferences, investing in commu- nity events, or simply relaying project and employee news to the public online and in publications. Our marketing ef- forts are a catalyst for our continued geographic and mar- ket/services expansions. We attract top talent and new cli- ents with the help of our marketing and thought leadership efforts such as our digital newsletter, social media, strategic sponsorships, high-profile award wins, and more. Market- ing should increase as a company grows, and since we are still growing, our marketing efforts will grow with us. TZL: If there was one program, course, or degree pro- gram that you could take or recommend before becoming a principal or owner, what would it be? AB: Whether a technical or non-technical employee, we’re all trained in our profession either through our degree or through experience. One recommendation for leadership in a firm is a better working knowledge in the financial op- eration of our business. Business courses in understanding profit and loss statements, balance sheets, how staff utiliza- tion, and multipliers affect the bottom line – all of these are important aspects that need to be interwoven into a man- agement career path. TZL: What’s the greatest challenge presented by growth? AB: Having the ability to navigate change while fighting to See CONFERENCE CALL, page 8

mber 18, 2017, ISSUE 1228

BUSINESS NEWS NASA SELECTS JACOBS FOR ENGINEERING SERVICES AND SCIENCE CAPABILITY AUGMENTATION Jacobs Engineering Group Inc. was awarded a contract to perform engineering, science, and technical services at NASA’s Marshall Space Flight Center in Huntsville, Alabama. The Engineering Services and Science Capability Augmentation contract has a potential value of $1.12 billion, with a four year base period of performance and two option periods with a duration of two years. The contract enables Jacobs to continue providing critical science and engineering and technical support for flagship NASA programs including the Space Launch System, International Space Station, and numerous space science and technology development projects. “Jacobs has partnered with MSFC for more than 28 years and we are proud to continue this partnership supporting the development and testing of advance systems, including the Space Launch System,” said Jacobs Advanced Engineering Research and Operations Senior Vice President Ward Johnson. “The Jacobs workforce takes tremendous pride in supporting NASA’s mission of exploration and we are honored to continue our role augmenting MSFC resources and capabilities.” KBR AWARDED CONTRACT TO DELIVER FACILITIES MANAGEMENT SERVICES IN THE MIDDLE EAST FOR U.K. MOD KBR, Inc. announced it has been awarded the Facilities Management Services Operations contract by the U.K. Ministry of Defence. Under a major exercise by the MOD to rationalize contracts across its operational estate, KBR will now be the sole supplier delivering FM services to the U.K. MOD on deployed operations.

Under the terms of the contract KBR will deliver a vast range of hard and soft FM services across the U.K. MOD’s operational estate in the Middle East to include: ❚ ❚ Operate and maintain existing infrastructure assets and optimize the use of assets across the operational estates ❚ ❚ Provide cost effective delivery for real life support services including catering, cleaning, laundry, waste management, and pest control services ❚ ❚ Provide services including grounds maintenance, reprographics, office machinery, and government furnished equipment servicing and maintenance The services delivered under the contract will see KBR teams working alongside the MOD in locations such as Afghanistan, Iraq, Oman, Bahrain, and the UAE, and will require KBR to deliver flexibility, responsiveness, and agility to meet any changes in the operational estate. The contract also provides the potential to support both operational deployments and exercises undertaken by the MOD on a call off basis going forward, particularly in the Middle East Region. KBR’s Government Services business provides deployed operational support to the highest standards across the world. “We are proud to have supported the British military on deployed operations over many years and are pleased to have been chosen as their support partner across the Middle East,” said Jay Ibrahim, KBR president. “This award is a testament to the hard work of our many staff who ensure that military bases function seamlessly day in, day out, in some of the most austere locations in the world, enabling military personnel to focus on their operational duties effectively.”

The initial period of this contract is three years, with associated revenue of $48 million, with the option to extend by up to two years for a total maximum value of $80 million. JACOBS WINS US AIR FORCE COMMUNICATION, NAVIGATION, SURVEILLANCE/AIR TRAFFIC MANAGEMENT SOFTWARE CONTRACT Jacobs Engineering Group Inc. was awarded a continuation contract for the U.S. Air Force Communication, Navigation, Surveillance/Air Traffic Management software development. The software supports the fleet of air mobility and air combat command aircraft. The contract is valued at $34.6 million over five years if all options are exercised. Work will be primarily performed at the Jacobs Software Engineering Center in Nashua, New Hampshire. Under this contract, Jacobs will continue software development previously done under the Global Mobility and Special Mission Mission Planning Software Development and Sustainment contract. Jacobs will design, develop, and deliver CNS/ATM compliant software which produces aircraft readable navigational databases for the C-5, C-17, KC-10, KC-135, E-3 DRAGON, and EC- 130H aircraft. The contract also includes data validation of National Geospatial Agency aviation datasets and support for Foreign Military Services aircraft platforms. “Building on our long history of supporting the U.S. armed forces, this contract continues Jacobs’ legacy in providing safety of flight software to the Air Force, specifically its navigational data needs,” said Jacobs Aerospace and Technology Senior Vice President Darren Kraabel. “The software suite Jacobs is providing will enable more precise navigation of U.S. Air Force aircraft for continued operations to continue operations without restriction in controlled airspace around the world.”

initiatives that we’re using for project delivery in the energy and transportation sectors. TZL: What’s your prediction for the next five years? AB: Our middle-management team just developed our new five-year strategic plan. Of course, our firm takes pride in our ability to be nimble giving us the ability to change course as needed in the event of a shift in the economy. “Today’s CEOs need to know that their employees are their best asset. And they do – that’s why we’re starting to see headlines with companies like Google and Facebook creating and encouraging brighter (and sometimes radical) company culture.”

CONFERENCE CALL, from page 7

attract and maintain the top talent. Growth, whether or- ganically or through M&As, welcomes new employees, new personalities and often new ways of doing things. We con- stantly look to maintain the firm’s core ways of conduct- ing business while adapting to change and advancements in technology in innovation. New employees have to feel that they are a part of your organization but it’s a two-way street. They also have to work to make sure they understand the culture and how they might best fit in. Those that make the effort will quickly succeed. TZL: What is the role of entrepreneurship in your firm? AB: As an ESOP, we’re all owners so that starts the entre- preneurial process. We also have an Innovation Team that allows employees who have an idea that they feel might im- prove our firm, internally or externally, to present those ideas. The team will work with them on the development of a business plan. We have recently developed two software

THE ZWEIG LETTER December 18, 2017, ISSUE 1228

O P I N I O N

Podcast 101 Branding, education, a low barrier to entry, and the creation of fans are all part of it, so what are you waiting for?

I rejoined Zweig Group more than three years ago after an almost 10-year hiatus. In addition to growing my family from two to five people, a lot of things have changed. LinkedIn is the dominant website for recruitment and business development, and social media, including YouTube, Facebook, and Twitter, are pretty much standard operating procedure for any well-informed marketing department, regardless of industry served.

Randy Wilburn

While out consulting a variety of firms both small and large, I spent several years learning about new media and how to effectively use it to your advantage, both on a personal and professional level. I certainly wouldn’t say that I’ve mastered the medium, but I’ve come to respect its power. With the growth of smartphone technology and a little focus we are in a place where everyone can get started with a podcast and become their own production house.

The big three modes of communication now are blogging, video blogging (or vlogging), and podcasting. Of these three modes of social sharing and communication, podcasting probably resonates most with me. Podcasting is the closest we’ve come to essentially having your own radio station without paying for a broadcast license or the need to have an expensive studio.

See RANDY WILBURN, page 10

THE ZWEIG LETTER December 18, 2017, ISSUE 1228

BUSINESS NEWS HDR ESTABLISHES NEW LOS ANGELES OFFICE HDR ’s new office at Two California Plaza in the Bunker Hill District of downtown Los Angeles reflects the firm’s strong commitment to connect and improve lives through the design of the built environment, clean water, and transportation projects throughout Los Angeles. Leading HDR’s architecture studio in Los Angeles is Usman Tariq, the new managing principal. At HDR for eight years, he was most recently the associate managing

principal of HDR’s Washington, D.C., studio, and was instrumental in its successful growth. Tariq is looking forward to being part of this renewed sense of identity for HDR. “The move from Pasadena is a catalyst for a storied future for HDR that is driven by excellence in design, quality, and innovation, while remaining focused on client and community engagement,” he said. Leading the engineering practice in Los

Angeles is Kip Field, southern California area manager. “We’re currently delivering on some of the largest highway and transit projects in Los Angeles County,” Field said. A grand opening celebration for the new office – and HDR’s 100th anniversary – was recently held with approximately 250 people in attendance. “It was a vibrant event that reflected the passion of all of the HDR professionals who call Los Angeles home,” Field said.

RANDY WILBURN, from page 9

where they write articles from time to time. In addition to blogging, there is also the option to shoot a vlog about your company. Next to blogging, podcasting is probably the lowest barrier to entry since you only need a recording device – usu- ally a smartphone, a microphone, and a place to upload your recording. From a vanity perspective, you also don’t have to worry about “hat head,” or how you look that day. You can re- cord and post your podcast on iTunes or Google Play quickly and make it available to the world. 4)The cost to start a podcast is very low. As I mentioned earlier, you don’t need a lot of special equipment or a fancy studio to record a podcast episode. I’ve recorded an episode in a car, on an airplane (sitting on the runway), in a bathroom, and in the middle of a trade show. All you need is a quiet room, a smartphone with a recording app, headphones with a good mic – I’ve used my generic white Apple headphones on several dozen podcast episodes – and a podcast server that will host your podcast. You can also spend a consider- able amount of money by using a professional sound studio, expensive equipment, and a professional editor. It depends on what you want to achieve. My recommendation is to get started and make adjustments as you go. 5)Create an audience that didn’t exist before. Finally, the thing that I enjoy most about doing a podcast is that you don’t know who will put your message between their ears. When we first started The Zweig Letter podcast, I wasn’t sure anyone was listening. That is until I went and visited with a client in Iowa. He sat down next to me at a conference table before a meeting and proceeded to tell me he had just listened to me on his morning run. I looked at him and said, “What!?” He told me he listens to all our podcasts and was a big fan. I was totally floored. That conversation has happened over and over during the last two years with a variety of clients. It never gets old. You can’t go wrong with starting a podcast. I tried to make my case here with some of the tangible collective benefits for your firm. The barrier to entry is very low and you can quickly gain momentum with your audience. Referencing the statistics from earlier in the article, I believe the numbers will only increase in the future as more people download and listen to podcasts on their commute, in the gym, and even at work. If you have questions about getting started or need some guidance in this area, please feel free to reach out to us. We’d be happy to help you any way that we can. Happy podcasting! RANDY WILBURN is director of recruiting strategy at Zweig Group. Contact him at rwilburn@zweiggroup.com.

Nowadays, you can lift your smartphone to your ear, using applications like Anchor.FM, and talk about virtually anything and end up with a finished product that can be automatically uploaded to iTunes, Soundcloud, or a host of other services. If you’re still not sure about podcasts, consider these statistics from Edison Research: ❚ ❚ 112 million Americans have listened to a podcast, up 11 per- cent in one year. ❚ ❚ 42 million Americans listen to podcasts weekly. This repre- sents 15 percent of the U.S. population. ❚ ❚ Two-thirds of podcasts are heard on a phone or tablet. We could go on and on, but I think you get the idea. Podcasting is on the rise, and more people will adopt the technology and listen in as more podcasts are created. “With the growth of smartphone technology and a little focus we are in a place where everyone can get started with a podcast and become their own production house.” And that’s where you come in, and for five good reasons! 1)Expand your brand internally. One way to spread your firm’s culture, history, and current events, is to create an in- ternal podcast for your employees. Walt Disney World does this for their people, and it’s reported to be very valuable for team members. You can talk about historical firm events, spe- cial internal programs, and what management is up to. Larger firms will really benefit as this gives you more than one meth- od of communicating with your team. 2)Educate clients and potential clients on how you do things. In addition to telling your firm story internally, you can use a podcast to educate clients and potential clients on your organization, how you operate, and what makes you different than the competition. You can create an editorial calendar and develop podcast episodes around the different sections of your business, highlight successful projects, and discuss your plans for the future. 3)Develop new mediums to share your firm’s story. Most design firms have a website, and some even have a blog page

THE ZWEIG LETTER December 18, 2017, ISSUE 1228

O P I N I O N

T he best training is experiential. Take your rising stars to client meetings so they learn by osmosis. Your next generation of talent will appreciate the opportunity to interact with clients and have real practice with the soft skills needed to build long- term relationships. Where’s your plus-one? There’s plenty of excuses as to why you won’t bring one of your rising stars to meetings with clients, and none of them are good.

❚ ❚ Lone wolf excuse: “I need to establish trust before introducing too many people.” ❚ ❚ Bean counter excuse: “The client is an hour away, and the fees won’t allow extra overhead.” Address these excuses quickly. Make tag-alongs “Take your rising stars to client meetings so they learn by osmosis. Your next generation of talent will appreciate the opportunity to interact with clients and have real practice with the soft skills needed to build long-term relationships.”

Greg Kanz GUEST SPEAKER

You agree with this idea, but why doesn’t it happen more at your firm? I sometimes see the passenger seat of company cars empty as our senior staff leave for client appointments. Our recent internal campaign slogan “Where’s Your plus-one?” is on keychains and posters near doors and elevators. It helps increase awareness and make sure there is someone riding shotgun. WHY THEY GO ALONE. There are several situations why your senior staff go to client meetings alone. See if you’ve heard these responses: ❚ ❚ Carpe diem excuse: “The client called and I re- sponded right away.” ❚ ❚ Copernicus excuse: “I am the only one who can help the client right now.” ❚ ❚ NASCAR excuse: “I didn’t have time to bring some- one up to speed for the meeting.”

See GREG KANZ, page 12

THE ZWEIG LETTER December 18, 2017, ISSUE 1228

TRANSACT IONS ZAHA HADID ARCHITECTS, ARCPLUS AND WILSON ASSOCIATES ANNOUNCE STRATEGIC ALLIANCE Each a leader in their sector, three of architecture’s most successful practices have linked to establish a strategic alliance. Zaha Hadid Architects , Arcplus , and Wilson Associates , will offer clients wholly integrated project delivery at the forefront of architecture, design, and engineering technology. Zaha Hadid Architects continues to redefine architecture for the 21st century with a repertoire of designs that have captured imaginations across the globe, and Wilson Associates is a worldwide leader in hospitality design, working with clients who have global reach and reputations for excellence and creating interiors for some of the most acclaimed hotels and resorts around the world. Arcplus is China’s largest design group, covering civic, transport, and corporate architecture. Zaha Hadid Architects explained, “We see this alliance as a continuation of global

best practice, maintaining research and innovative thrust, where each of the firm’s individual strengths will deliver the most ambitious projects. The combination of design excellence, resources, knowledge, and sector leading expertise, enables us to deliver more sophisticated, high-performance, and high- value projects.” Leveraging technology to increase efficiencies and integrate stages of the design process that are at present typically disconnected across locations and disciplines, the teams will collaborate on research initiatives with a focus on high-rise buildings. Arcplus reaffirmed, “This team of global experts will be at the cutting edge of architectural and engineering technology, digital design, and energy efficiency.” The alliance brings together proven architectural, engineering, and interior design experience that when packaged, will deliver fully coordinated solutions worldwide,

providing owners and operators with one-stop solutions of multi-disciplinary services. Wilson Associates said, “The conceptual and creative force of Zaha Hadid Architects, Arcplus’ architectural and structural engineering excellence, andWilsonAssociates’ unparalleled expertise in hospitality interiors, together will offer next-generation design. Three highly decorated firms, each come with storied legacies and unparalleled reputations for innovative and imaginative designs. Together, we will work to collaborate on future proposals and provide advanced and practical solutions for international clients.” Zaha Hadid Architects, Arcplus, and Wilson Associates, are committed to a common goal: to redefine the future of design and architecture and deliver projects with long-lasting and positive impact in the built environment. The partnership will be formalized at a ribbon cutting ceremony in Shanghai, followed by celebratory events in London and New York City, in the coming months.

you’ll come up with a thought that neither of you would have considered on your own. ❚ ❚ Different perspectives. After the meeting, we each shared our perspectives about the meeting which were often unique impressions. This helps connect the dots and discover new ideas. ❚ ❚ More client connections. Introducing another team mem- ber to a client deepens the pool of relationships and creates opportunity to add more value and cross-sell other services. ❚ ❚ Experiential learning. This was my first economic develop- ment trip, and I learned a lot through observation and experi- ence (thank you, Brian!). ❚ ❚ More fun. As the Blues Brothers proved, it’s just more fun to travel in pairs. What’s the culture in your firm? Think about how you can accelerate the career path of your rising stars. Shed the conservative, measured approach prevalent in the A/E industry. Rather than concentrating client contact with principals of the firm, get younger staff in front of clients. They are fast learners; they are the future of your organization. GREG KANZ is marketing director for Shive-Hattery Architecture- Engineering. He can be reached at gregkanz@shive-hattery.com. “Your subject matter experts need to make time and space for others to learn. Most clients will appreciate the teaching and learning culture of your firm. The resiliency of your firm depends on a deep bench of talent, especially those with business and client development potential.”

GREG KANZ, from page 11

top-of-mind. Your subject matter experts need to make time and space for others to learn. Most clients will appreciate the teaching and learning culture of your firm. The resiliency of your firm depends on a deep bench of talent, especially those with business and client development potential. Invest the time and money even if the fees are tight. BENEFITS OF GOING TOGETHER. In addition to nurturing the next generation, there are other business benefits of two-person client visits. Brian Crowe, director of business attraction for Cedar Rapids/Iowa City Development Corporation, and I recently made visits to corporate headquarters in Chicago to pitch investment in Eastern Iowa. “I have done hundreds of these pitch meetings,” Crowe says. “Having another set of eyes helps process feedback and strategize next steps.” With idle time in Chicago traffic jams, Crowe and I talked about the benefits of the team approach: ❚ ❚ Better notes. While Crowe presented the case for invest- ing in Iowa, I was able to take notes and help read the room. Our collective memory was documented the same day of the meeting. “Shed the conservative, measured approach prevalent in the A/E industry. Rather than concentrating client contact with principals of the firm, get younger staff in front of clients. They are fast learners; they are the future of your organization.”

❚ ❚ Thorough debrief. Conversation in the car after the meeting is extremely helpful to processing the meeting. In some cases,

THE ZWEIG LETTER December 18, 2017, ISSUE 1228

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