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TRANSACT IONS SSR ACQUIRES MEDICAL EQUIPMENT PLANNING FIRM SHR Smith Seckman Reid, Inc. , a leader among engineering firms in designing, consulting, and commissioning projects, is pleased to announce the acquisition of Strategic Hospital Resources, an Atlanta-based medical equipment planning firm. Smith Seckman Reid will immediately combine operations with Strategic Hospital Resources, a global furniture, fixtures, and equipment planning and clinical consulting firm incorporated in the United States in 2003 and in Canada in 2011. This acquisition will leverage opportunities to enhance service offerings to clients across the country. Debbie Heitzman, Strategic Hospital Resources’ former CEO, and all former Strategic Hospital Resources colleagues will remain, operating out of their Atlanta office. “We’ve long provided services to clients in the Atlanta region,” stated Steve Lane, Smith Seckman Reid’s CEO. “The acquisition of Strategic Hospital Resources is an opportunity to provide a higher value to our clients and to grow our presence in Atlanta.” “The acquisition of Strategic Hospital Resources is about better serving our healthcare clients across the country,” said Clay Seckman, SSR’s Healthcare Market Leader. “The joining of the historically siloed services of technology design and equipment planning represent both challenge and opportunity in streamlining not only communication and patient-focused delivery of care, but also the process required to plan, design, procure, install, and activate. With the addition of Strategic Hospital Resources’s expertise, we will be able to offer a full service solution and seamless experience

bringing technology, equipment, and clinical expertise together to our clients around the country.” Led by Principal Debbie Heitzman, the newly acquired medical equipment planning team assists hospitals, architects, and developers with medical equipment planning services throughout a project life cycle, including inventory, procurement, transition planning, and move management. Previously, Strategic Hospital Resources worked on new construction, renovation, and expansion projects ranging in size from 60,000 square feet to nearly 2 million square feet in the United States, Canada, and Australia. “Smith Seckman Reid has a compatible mission to Strategic Hospital Resources,” stated Heitzman. “Throughout our discussions, it became evident we have similar philosophies about business and our commitment to clients. This acquisition allows us to work together and provide a better product to the market place.” “Strategic Hospital Resources fits our mission to ‘make a difference for our clients,’” stated Lane. “This furthers our commitment to developing and providing solutions that help our clients solve their ongoing and ever-evolving needs.” Smith Seckman Reid, Inc. is an employee- owned corporation, headquartered in Nashville, Tennessee, focused on providing engineering, commissioning, and technology services across the United States and around the world. Smith Seckman Reid services are based on the in- depth experience and expertise of the firm’s engineers, consultants, and all of the firm’s staff.

1200 North College Ave. Fayetteville, AR 72703 Mark Zweig | Publisher mzweig@zweiggroup.com Richard Massey | Managing Editor rmassey@zweiggroup.com Christina Zweig | Contributing Editor christinaz@zweiggroup.com Sara Parkman | Editor and Designer sparkman@zweiggroup.com Liisa Andreassen | Correspondent landreassen@zweiggroup.com

MARK ZWEIG, from page 1

to design the organization’s roles around the people rather than vice-versa. Either way, however, you can’t ignore the facts of what you need versus what you have people-wise, and whether your firm is growing and profitable. Because if it isn’t doing both of those things, something is wrong with what you’re doing. You don’t have “grandma’s recipe” and need to do something different. Growth and profitability are the two tests of management decision making, the results of which cannot be ignored. It’s been said that entrepreneurial companies must provide two income streams for their owners – what the owners get out of it every week in the form of salary, bonuses, and profit distributions, and the longer-term value owners can cash in on upon exit. If you don’t see both of these returns, you are a small business owner, not an entrepreneur. So where do you stack up on this issue? Strict role definitions, with the best you can find filling those roles, or working around your people trying to keep all of them on-board, regardless of their backgrounds and skills? And are you happy with your numbers for growth and profitability? If not, maybe this is one area for you to do a little self-examination. MARK ZWEIG is Zweig Group’s chairman and founder. Contact him at mzweig@zweiggroup.com.

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Email: info@zweiggroup.com Online: thezweigletter.com Twitter: twitter.com/zweigletter Facebook: facebook.com/thezweigletter Published continuously since 1992 by Zweig Group, Fayetteville, Arkansas, USA. ISSN 1068-1310. Issued weekly (48 issues/year) $250 for one-year print subscription; free electronic subscription at thezweigletter.com/subscribe © Copyright 2018, Zweig Group. All rights reserved.

THE ZWEIG LETTER December 31, 2018, ISSUE 1277

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