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nie Laffen

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LL: I’m also a senator in North Dakota and came to under- stand that the legislature sets policy and the governor ex- ecutes that policy. We operate our company the same way. We have been more effective since we focused our board on policy and established our executive committee (CEO/ COO/CFO) as the team to execute the board’s policies. It has allowed us to be more visionary at the board meetings and less hands on. I know this is how it’s supposed to work but we grew fast and making this transition from sole pro- prietor to a firm of 110 staff has lots of transitions. Nothing can beat experience in terms of finding good board mem- bers. “There are a lot of options and you need to work hard to find the one that fits your long-range goals. We have been at it for 12 years and finally have a plan that is working for us. The transition will happen – even if you do nothing. You will be happier with the results if you give it the effort that it needs.” TZL: Is there a secret to effective ownership transition? LL: I think the secret is that there are a lot of options and you need to work hard to find the one that fits your long- range goals. We have been at it for 12 years and finally have a plan that is working for us. The transition will happen – even if you do nothing. You will be happier with the results if you give it the effort that it needs. TZL: How do you go about winning work? LL: We are big enough to divide up that task between our market sectors. We still focus heavily on repetitive market- ing and getting to know everyone personally. We still be- lieve that who you know trumps what you know. TZL: What’s the greatest problem to overcome in the pro- posal process? LL: Our clients really need a generalist, but they want a spe- cialist. Most clients believe that we should have a unique “approach,” but there is really nothing new about the design process. TZL: Once you’ve won a contract, what are the “marching orders” for your PMs? LL: ❚ ❚ Service. Treat that project like you will own it when it’s done. ❚ ❚ Be frugal with clients’ money as if it’s yours. ❚ ❚ Constantly inform your client of the process and where you are at.

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? LL: Our commitment to marketing is one of the things that has separated us from our competition. We are still deep- ly committed to the value of marketing. Social media is be- coming very effective and allowing us to lower our costs. TZL: What has your firm done recently to upgrade its IT system? LL: We have 12 offices so internet speed is important to us. We rely heavily on IT to make us seamless in communica- tion and work flow. Standardization is also important. TZL: What’s the best way to recruit and retain top talent in a tight labor market? LL: Be the place everyone wants to work. We have worked hard to be the place you would love to be and never leave. We recently were selected as one of Inc. magazine’s 50 best places to work in America. TZL: What’s the key benefit you give to your employees? Flex schedule, incentive compensation, 401(k), etc.? LL: These are all important. We try to train our staff as best we can and encourage them to find their own success as they define it. We hire good people and turn them loose. We are 100 percent employee owned so we all share the reward. TZL: How do you raise capital? LL: Profit. It’s been a long time since we needed anybody else’s money. “Our commitment to marketing is one of the things that has separated us from our competition. We are still deeply committed to the value of marketing. Social media is becoming very effective and allowing us to lower our costs.” 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. LL: We’ve done a lot of both and see merits in each. We love organic growth but it’s dependent on developing internal leadership fast enough. M&A allows you quicker penetra- tion into the market and leadership you can’t find internal- ly. TZL: What’s the greatest challenge presented by growth?

See CONFERENCE CALL, page 8

ay 15, 2017, ISSUE 1200

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