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JUNE JEWELL , from page 5

often we fail to pay attention to key numbers until it is too late. A regular rhythm of meetings and reporting will create better habits and serve to change your culture to one that will benefit you greatly during a recession. 5)Train staff to improve project performance. Many firms lose money on projects because of all the gaps identified above that lead to scope creep, inefficiencies, and lack of ac- countability. By training PMs and other technical staff about the importance of profitability and financial best practices, you can set your firm up for better financial success and elimi- nate costly budget overruns. By increasing the operational and financial performance of your firm, you can make your firm more valuable, efficient, and better prepared for any economic climate. Whether the next recession is big or small, long or short, having a lean and operationally optimized business will go a long way toward long-term survival and growth. JUNE JEWELL is president of AEC Business Solutions . Connect with her on LinkedIn and learn more about how to improve your firm’s financial performance at aecbusiness.com.

do not intentionally focus on how to grow their business through existing client relationships. A client retention plan for your best clients is a strategic way to ensure your business will thrive during an economic downturn. “Many firms do not intentionally focus on how to grow their business through existing client relationships. A client retention plan for your best clients is a strategic way to ensure your business will thrive during an economic downturn.” 4)Create financial rituals. One of the challenges that many A/E industry leaders struggle with is holding project manag- ers and employees accountable for hitting goals and achieving financial results. When I explore further, I often see a lack of financial rituals, including regular meetings, to keep focus on metrics and financial progress. Your teams are very busy and

Q&A, from page 7

TZL: Who is a leader you admire? Why?

DC: Kate and I have been married for 36 years, and we have two grown sons. We have always had at least one or two dogs in our house, currently a rescued French bulldog and a French/American bulldog mix – Ricky and Lucy. TZL: What’s one thing most people at the firm don’t know about you? DC: From age 16 to 21 I worked in the rides department at a theme park called King’s Dominion. I started on the kid- die rides and was eventually promoted to one of two park ride supervisors overseeing 26 rides. I can probably still op- erate any theme park ride out there. That job taught me sev- eral life-lessons, including how to handle “unhappy” people. TZL: Best vacation spot? Dream destination? DC: Every year, we meet our extended family at a small beach in North Carolina – my family has been vacationing there since I was a teenager. Several years ago, Kate and I sailed the Greek islands with good friends for a couple of weeks. It was very special. We now dream about living in Tuscany for several months when we get a chance. We’ll see. TZL: Last book read? DC: An American Caddy in St. Andrews by Oliver Horowitz. I love golf and was lucky enough to go there this past sum- mer with some friends. Good to Great is also a very mean- ingful book for us, especially in the early stages of the firm’s growth. TZL: What’s the last movie you saw in the theater? DC: Hacksaw Ridge . TZL: What’s the best piece of work-related advice you’ve ever received? DC: It was from my father. “Always hire people smarter than you.”

DC: Abraham Lincoln and Robert E. Lee – sounds strange, doesn’t it? They both found themselves in incredibly diffi- cult situations and never lost their integrity. “We hire top quality technical people with the personality and communication skills to develop strong relationships with our team and our clients. We strengthen our skills through continuous education, not only technical but also non-technical training.” TZL: What advice would you give to someone interested in starting their own firm? DC: Don’t start anything if you do not have the ability to develop client relationships. In addition, have a clear vision, hire only the best, have adequate capital to get you through the cash flow issues, become a sponge for advice and then make up your own mind. You are going to fail frequently at some things, learn from those failures and move on. TZL: When you’re not working, what types of activities do you enjoy? DC: I ride a road bike three times a week and I love to play golf (my father taught me to play when I was 7 years old). I also love to travel and spend time with my wife and my fam- ily.

TZL: Favorite lunch?

DC: Anything. As long as I don’t have to eat too late.

THE ZWEIG LETTER January 23, 2017, ISSUE 1184

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