Tierra Marcus: We have a set of essentially non-negotiables, right, with what does ISG know, believe and do? And each day we ask our project managers to put themselves in the shoes of the client. So to be empathetic not only externally, like you're talking, but also internally with our team, which is our internal clients, we have a massive opportunity to influence the groups in a way that project management is a standalone function at ISG rather than a hybrid with like a civil engineer, co-led architect, co-led project management. And I think that we have something unique in protecting our culture that is good, but we don't allow any level of technical talent to outweigh bad behavior. So if we have something that's poisonous in the culture, we get rid of it, we act on it. We make sure that we protect the good in the leadership because people want to follow folks who are not only technically savvy but more than anything will have their back. The culture of leadership is something that we're transforming, not project management to project leadership, and 00:10:00 Tierra Marcus: Trying to embody that every day. Justin Smith: Excellent. Thank you so much. So what I love about that is ISQ. If you've met anyone from ISQ, the culture is infectious. And what is critical about it is that's great, we can feel this way about ourselves when we interact, but how do we bring this into core business processes? Which is what I think we're trying to do with project leadership. Now, in working up an intro for Brian, I shared with him before, I said, to know Tamarack Grove Engineering is to know Brian because everything about Tamarac's brand flows from a position of what is the culture that we want. How do we fiercely protect it? And how do we use it to evaluate and inform even what some might classify as routine business decisions? So, Brian, how are you bringing Tamarack's culture into even the everyday business decisions that you're making? Brian Sielaff: Well, thank you, Justin. So we went into this year, 2024, and to your point, we make, or I make a lot of decisions based on culture. Culture is huge for me and for Tamarack Grove. But we went into 2024 with three topics on how do we continue to grow. Focus on retention and recruiting. And, the big thing for me this year was our space. We did a big remodel in a facility three years ago. We had hoped to get five years out of it. We were at the three-year mark going into this year, and we had just flat-out outgrown our space. So our initiative this year was how do we focus on those three things? But, going to a different space and so revolving around culture. A question that I ask all of you is when you look at that, of everyone that walks through your front doors of your business and all your locations, do they walk in that front door because they want to be there or because they have to be there? And I think we're dealing with a lot of topics here of just the younger generation, even older generation, of just what
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