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ON THE MOVE BOWMAN APPOINTS DAN BREWER, PE, TO GROW OPERATIONS IN THE CAROLINAS Bowman Consulting Group Ltd., a national engineering services firm, has announced the appointment of Dan Brewer, PE, to principal, regional manager, Carolinas’ operations. Operating from Bowman’s Charlotte, North Carolina, office, Brewer will oversee operations across four offices – Charlotte, Raleigh, Charleston, and Columbia – with a focus on driving growth and development across the region. With a career spanning nearly 40 years in civil engineering, geotechnical engineering, and land development, Brewer will leverage his proven processes and strong reputation in
the industry to secure opportunities across all Bowman verticals and service lines. “It’s an honor to be joining Bowman in the Carolinas,” said Brewer. “The Company’s diverse talent pool and access to resources makes them an ideal partner for advancing the region’s infrastructure goals. I am excited to collaborate with the team and help them reach their full potential.” “Dan is the ideal person to lead operations in the Carolinas,” said Spencer Francis, executive vice president and division manager at Bowman. “With his experience and reputation, Dan brings a formidable skill set to the table that will drive growth and innovation in our Carolinas’ markets.”
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EZEQUIEL TOVAR, from page 1
meaningful relationships. The person who produces the most work is a tremendous asset to the firm. Every single future owner of the firm must know how to bring in work. This will allow for the founders to ensure that constant revenue streams are coming to the business while they are transitioning off. ■ You must know how to financially operate your firm. I have seen the issue of very talented architects and engineers who do not know anything about the financial component of their business. This is why learning ahead of time this knowledge will give you an edge over your peers. This is the opportune moment for the student within you to grasp these essential aspects of the business. The better informed you are, the better the business will perform. ■ You must know how to make decisions. I was talking to a CEO who was explaining to me that he would delegate certain tasks to the upcoming second tier group. I asked him how that process has been. He mentioned that tasks which he could complete in 30 seconds would take the second-tier leaders a couple of days to finish. How fast or slow you make decisions can have a great impact on your business. Experience, common sense, and sound judgement are what founders are looking for. So, refine your decision making process! ■ You must be a good communicator. Communicating to everyone a clear vision of where the firm is headed is a must. Having no room for interpretation will allow everyone to row in the same direction. Being transparent with the decisions the firm makes and explaining the why is helpful for the people of your firm. Additionally, as an owner, navigating difficult conversations – such as terminating an employee or addressing subpar performance among co-owners – requires tact and diplomacy in language and approach. While this list may seem obvious at first glance, achieving its items requires significant effort. More importantly, it demands acquiring the experiences that align with what founders seek in their successors. So, are you ready to be a successor? Ezequiel Tovar is an analyst within Zweig Group’s ownership transition team. Contact him at etovar@zweiggroup.com.
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THE ZWEIG LETTER MAY 13, 2024, ISSUE 1537
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