There’s light at the end - The Zweig Letter · See MaRk ZwEIG, page 2 Mark Zweig EDIT o RI a L...

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F e b r u a r y 1 3 , 2 01 2 , I s s u e 9 4 6

w w w . t h e z w e i g l e t t e r . c o m

88th AIA president speaks out

Page 5

xz Top pLayER: Get better and be successful. page 3xz FRoM ThE chaIRMaN: how can small firms compete? page 7xz FINaNcE: Tech budgets lag for smaller firms. page 11

Regional TIC

a/E/p and environmental consulting firms located in different geographic regions of the country tend to yield a diverse range in the ratio of TIc value to revenue, according to the 2012 Valuation Survey. The study finds, for example, that the median TIc value/revenue ratio for the South central region reaches a high of 0.58, while other regions such New England (0.42) and South atlantic (0.38) are significantly lower. – Margot Suydam, Survey Manager

T H E V O I C E O F R E A S O N F O R A / E / P & E N V I R O N M E N T A L C O N S U L T I N G F I R M S

HR | FINANCES U p p L E M E N T S

Pages 9 - 12

Bioengineering Group ........................................... 9Butler, Fairman & Seufert, Inc. .............................. 3ELM Group, Inc. ................................................... 12Gensler .................................................................. 7gkkworks ............................................................. 12klipp ..................................................................... 12KLT Consulting Structural Engineers ................... 12Miyamoto International ...................................... 12Potter Architecture, Landscaping and Planning.... 5Silver & Associates ............................................. 12

See MaRk ZwEIG, page 2

Mark Zweig

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Signs are emerging everywhere of an economic spring of sorts, Mark Zweig writes. Time to see the sunshine beyond the clouds and motivate the troops.

As I move around the country – and the globe – it is quickly becoming apparent to me that there’s light at the end of the tunnel.

This long, painful recession – one that has been particularly brutal for the architects in our business – is going to end. There are signs that the housing market is starting to recover and that is going to make everything get better. Once we get past the election, too, the uncertainty that “business” dislikes will pass and we can all get back to work.

I’ve also seen some signs that the banking industry is recovering. While we don’t have a new bank going up on every corner as seemed to be the case about five years ago (all available corners were already filled with banks!), many do seem to be making a profit once again and are out there courting new clients actively.

Retail had a strong Christmas season and consumer credit is on the rise again. Colleges and universities are going through rapid enrollment increases. The rental housing market – particularly in college towns – is very strong. I’m even seeing new hotels starting to go up (loved the story in this month’s Inc. magazine about Norm Brodsky’s new hotel in North Dakota being booked three years in advance of its opening).

There’s light at the end of the tunnel

It’s time for a little sunshine, folks. Negativity will kill us. It eats us up from the inside. and when we share that negativity with our employees – many of whom are working harder than ever today in spite of what seems to some as having less opportunity – we start the cancer that can eventually kill us.

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Engineers better off than most? Page 4

ThE ZwEIG LETTER | FEBRUaRy 13, 2012, ISSUE 946

2 © copyright 2012. Zweigwhite. all rights reserved.

a/E BUSINESS NEwSM&A Activity expected to increAse: Morrissey Goodale recently tracked 171 domestic merger and acquisition deals, representing a 12.5 percent increase over 2010 and a return to levels not seen since 2007.

“we attribute this to continued confidence on the part of institutional investors and savvy buyers who see the industry fundamentals as stabilizing and the long-term trends as encouraging,” said Mike cauley, principal consultant. “Specifically, they anticipate greater clarity around connecting massive domestic infrastructure development and rehabilitation needs with a public/private financing model.”

Given the continuing needs of baby-boomer owners to free up their investments in their firms, combined with the outlook for a continuing ultra-competitive environment for smaller firms, Morrissey Goodale anticipates the pace of domestic M&a activity in the industry to continue to rebound, yielding between 190 and 210 deals in 2012 – an increase of between 11 percent and 23 percent over 2011.

additionally, Morrissey Goodale projects that approximately 20 of the ENR Top 500 Design Firms will be acquired this year and/or merged with other firms – compared to the 14 ENR Top 500 Design Firms that were acquired and/or merged with other firms in 2011.

plAtforM connects firMs: McGraw-hill construction has launched Dodge BuildShare, a powerful web-based diagnostic platform that identifies key relationships between industry firms and connects them to the construction projects they have worked on, delivering competitive market share analysis and driving business growth. BuildShare’s digital dashboards analyze existing relationships among over 250,000 active owners, contractors, and design and engineering firms.

“In 2011, customers embraced Dodge BuildShare, working with us in the development and implementation of the product. Today, Dodge BuildShare customers are benefiting greatly, and I am excited about that,” said keith Fox, president, McGraw-hill construction.

a visually dynamic and easy-to-use platform, BuildShare offers a variety of reports and dashboards that push relationship intelligence about active firms to the customer. It provides accurate and comprehensive coverage of the

caLENDaRsolving the cAsh flow probleM: Growth – even profitable growth – without good cash flow can ruin your business.

It is a fundamentally unsustainable position unless you have a rich uncle who is willing to kick in the cash you need to meet payroll or other obligations any time you need it. For the rest of us, we have to maintain a decent cash flow. we don’t want to run out of money or jeopardize our credit facilities. cash to pay our bills is essential.

Smart cash flow management is key to the success – and survival – of your firm. careful planning and adherence to best practices for cash management will keep your firm healthy.

This seminar will provide the tools and other information you need and show you the specific steps to take right away to gain control of your firm’s cash flow.

z why you should attend this seminar:

z Taking a decisive approach to cash management is critical to survival

z Economic realities are taking a toll on company cash flow and planning

z Many clients are squeezing their professional service providers. Find out how to counter that.

z Losing control of cash flow is a slippery slope that can lead to the end of your firm

This course is a must for everyone running an architecture, engineering, or environmental consulting firm who wants to make sure they always have the cash they need when they need it. cEos, cFos, coos, presidents, principals, department and division managers, finance and accounting managers can all benefit from the thorough and practical information that will be presented.

Upcoming dates include March 1 in San Francisco, March 7 in Fort Lauderdale, Fla., april 5 in kansas city, Mo., and april 26 in Boston.

For more information or to register, call 800-466-6275 or log on to www.zweigwhite.com/seminars/ cash-flow/index.asp.

MaRk ZwEIG, from page 1

38 West Trenton Blvd., Suite 101 Fayetteville, AR 72701

Mark Zweig | publisher [email protected]

João Ferreira | Managing Editor [email protected]

Christina Zweig | Staff writer [email protected]

Tel: 800-466-6275 Fax: 508-653-6522 E-mail: [email protected] online: www.thezweigletter.com Twitter: twitter.com/zweigwhite Blog: zweigwhite.blogspot.com

published continuously since 1992 by Zweigwhite, Fayetteville, arkansas, USa. ISSN 1068-1310.

Issued weekly (48 issues/yr.). $475 for one-year membership, $775 for two-year membership.

article reprints: For high-quality reprints, including Eprints and NXTprints, please contact The yGS Group at 717-399-1900, ext. 139, or e-mail [email protected].

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construction market on a project-by-project basis, allowing for segmentation by type, size and location. architecture, engineering and construction customers can uniquely profile competitors by sector and region to quickly assess market position and take action to gain market share.

It’s time for a little sunshine, folks. Negativity will kill us. It eats us up from the inside. And when we share that negativity with our employees – many of whom are working harder than ever today in spite of what seems to some as having fewer opportunities – we start the cancer that can eventually kill us.

As the leaders of our firms we must be able to see through the clouds to the sunshine behind and then find a way to “port this out” to the people in our organizations. Without it, all will surely be lost, because the negativity and complaining are always louder.

So how are you faring now? Do you see the light – or is all still black? Your attitude is contagious – for better or worse. Don’t forget it! MaRk ZwEIG is the chairman and cEo of Zweigwhite. contact him with questions or comments at [email protected].

So how are you faring now? Do you see the light – or is all still black? your attitude is contagious – for better or worse.


3

hot Firm leader believes constant improvement and delivering value is the secret to growth, even during a recession.

John Brand won’t share his ultimate secret: How do you find out what

brings value to your clients? But he will tell you that wherein lies success for Butler, Fairman & Seufert, Inc. (Indianapolis, IN), a 150-person full-service civil engineering firm and No. 51 in The ZweIg LeTTer 2011 Hot Firm List.

Brand, who is the firm’s president, be-lieves strongly in lifelong learning. He states as much on his online profile and here, pointing out that steady improve-ment by individuals will lead to compa-ny improvement. Brand, who profess-es his addiction to yellow sticky notes – maybe they provide clues on identi-fying and delivering value – is also not threatened by the prospect of change or failure.

Those principles sum up BF&S.

“We are well known for our depth of technical expertise and responsive ser-vice. Clients appreciate our commit-ment to earning that reputation on ev-ery assignment,” Brand says. “Our core values of honesty, professionalism, consideration, dedication and account-ability are applied to every clients’ chal-lenge. Through these values, we have developed long-standing relationships and have become a trusted advisor.”

In this interview, Brand discusses some of the topics above.

The ZweIg LeTTer: what does it mean to be a hot Firm?

John Brand: It is an in-dication to our clients and employees that we are growing in challeng-ing times. BF&S was the highest ranked Indiana-based firm and it is al-ways good to get nation-al recognition.

TZL: Do you remember your first paid job? what did you learn then that still influences the way you work today?

JB: Plumber’s apprentice for Klooz Plumbing. I received an unexpected $100 bonus from the company owner for a job well done. That still sticks with me 35 years later.

TZL: what is it in your DNA that drives you to success? Is it audac-ity and risk-taking; a can-do at-titude and a relentless pursuit of perfection; something else more abstract?

JB: A steady resolve to get better, both as an individual and for our company. Individual improvement by all of our employees will lead to company im-provement.

TZL: In today’s difficult business climate, what does it take to suc-ceed? Is the spectrum of failure a motivator?

JB: Knowing what brings value to your clients.

TZL: Do hold someone as a special mentor? how did this person influ-ence who you are?

JB: My father John was a success-ful small business owner. I admired his taking a risk and charting his own course with his business. He had great success and shared the credit and re-wards.

TZL: what’s the one trait you most admire in people and why?

JB: Resolve or grit. Change, meaning-ful accomplishments or relationships, at some point always require sacrifice or “pain.”

TZL: Describe the most challenging thing you have ever done/the big-gest challenge you have taken on outside of work.

JB: My wife and I adopted a 10-year-old Russian girl, Maria, in 2003. She is the youngest of our four children.

TZL: what lesson learned would you pass along to a recent college graduate embarking on a career in the A/e/P and environmental con-sulting fields?

JB: Find a purpose with your career that is larger than self-interest and be a life-long learner.

T o p p L ay E R

John Brand, President, Butler, Fairman & Seufert, Inc.

“a steady resolve to get better, both as an individual and for our company. Individual improvement by all of our employees will lead to company improvement.”

Get better and be successful

hot firM report: In The Zweig Letter 2011 hot Firm Report, we present the results of the first-ever 2011 Statistics of the hot Firm Survey conducted as a supplement to the 2011 hot Firm List. The Zweig Letter 2011 hot Firm Report highlights the business practices, thoughts, and leadership actions taken and exhibited by the best performing firms in the industry. In this report, author christine Brack, director of management consulting at Zweigwhite, analyzes what distinguishes hot Firms. She writes that although the economy has not been gentle to the industry, hot Firms are still growing. and while growth numbers may look impressive, leaders still faced tough decisions none of us would envy having to make. yet, they still grew.

For more information or to buy a copy, call 800-466-6275, or log on to www.zweigwhite.com/zw-1140.aspx.



while the U.S. census Bureau reports a decrease in real median household income, the salaries of most in the engineering world have increased or remained steady.

By chRISTINa ZwEIGStaff writer

Salaries in the engineering profes-sions have remained relatively sta-

ble since 2008, a recessionary period of eroding incomes across the board.

The Census Bureau’s “Income, Poverty, and Health Insurance Coverage in the United States: 2010” report released in September 2011 shows a real median household income of $49,445 in 2010, a 2.3 percent decline from 2009. Since 2007, the year before the most recent recession, real median household in-come has declined 6.4 percent. Despite inflation and rising costs of living, the last statistics for real median house-hold income put it 7.1 percent below its peak in 1999.

Evidence from multiple editions of ZweigWhite’s Salary Survey of Engi-neering Firms seems to suggest that engineering salaries have remained far more stable during the same period.

According to ZweigWhite’s 2012 Salary Survey of Engineering Firms, the me-dian salary for an entry level civil en-gineer in the Northeast and South At-lantic Regions and the Mountain and Pacific Regions of the United States is between $50,000 and $55,000 and has fluctuated very little over the past four years. Though 2012 data was not avail-able yet for the Central region, 2011 data followed a similar trend.

On the East and West Coast, entry level structural engineer’s salaries have seen very slight increases to right above $50,000 between 2008 and 2012. The Central region saw little change be-tween 2008 and 2011. Generally, other jobs in the structural engineering pro-

fession saw small increases, with the exception of principals on the East and West coasts. Principals were hit heavily, with 10.3 percent and 14.3 percent de-creases from 2008 through 2012 in the North and South Atlantic and Paciffic/Mountain regions, respectively. Prin-cipals in the Central region had an in-crease in pay between 2008 and 2011. As with other regions, their salaries fol-lowed up-and-down pattern each year.

Although more people looking for work, most engineering firms are not taking advantage by offering lower salaries pay. Jeremy Clarke, director of Execu-

tive Search Consulting at ZweigWhite, said he had not noticed any apparent changes in starting salaries. For most positions, he said, “they remain consis-tent across the board, in my appraisal.”

Who’s taking home the cheese? The increase in salaries for those in administrative positions pres-ents a significant trend. According to the 2012 Salary Survey of Engineering Firms, the median salaries for those in administrative positions such as office manager, executive assistant, book-keeper, accounting, HR director/man-

S U R V E y

See SaLaRy, page 6

Engineers better off than most? 2008 2009 2010 2011 2012

Civil Engineer

Entry-level $50,400 $51,453 $50,500 $51,945 $51,400

project engineer $64,886 $65,423 $64,500 $66,312 $66,300

project manager $81,761 $83,448 $86,738 $85,964 $88,580

Department manager $109,489 $110,669 $101,581 $105,768 $112,216

principal $131,918 $132,590 $128,419 $136,744 $135,000

Structural Engineer

Entry-level $50,808 $51,793 $52,100 $53,322 $53,560


project manager $82,009 $84,009 $90,000 $86,788 $87,256


principal $128,969 $125,963 $123,000 $127,185 $115,648

sAlAry survey engineering (northeAst And south AtlAntic)

2008 2009 2010 2011 2012

Civil Engineer

Entry-level $54,078 $53,585 $51,500 $56,820 $55,000


project manager. $88,770 $89,246 $87,544 $92,000 $89,527


principal $127,374 $131,751 $130,182 $132,080 $124,030

Structural Engineer

Entry-level $53,500 $53,186 $51,771 $53,000 $55,000


project manager. $90,845 $85,025 $90,000 $82,600 $80,704


principal $122,500 $139,554 $116,000 $128,000 $105,000

sAlAry survey engineering (MountAin/pAcific)

At A gliMpse...

Source: Engineering Salary Surveys, Zweigwhite.


5

Jeffery potter plans to carry the organization’s current vision, but he also wants to make it more visible to the public while redefining the role of the architect and the need for evidence-based design.

By BRyaN SULLIVaNcorrespondent

The American Institute of Archi-tects has a new leader, Jeffery Pot-

ter, and his vision for the future of the organization is in no way disassociated from the adopted vision of its national component – “Driving positive change through the power of design.”

“I truly believe our culture responds positively to a thoughtfully, respon-sibly and beautifully crafted environ-ment,” says Potter, who became AIA’s 88th president on Dec. 9. “My vision is to continue to improve the offerings and facilitations of the AIA in making our members better architects, leading stronger architectural firms.”

As AIA’s 88th president, Potter suc-ceeds Clark Manus and represents more than 76,000 members. In his role, Potter is the spokesperson for the AIA and chairs and the AIA national BOD. He makes all appointments to national committees and for AIA liaisons to oth-er organizations. The term is for one year.

In an interview with The ZweIg LeTTer, Potter said he would like to see more robust communications and to learn more about how the public (i.e., decision-makers, policy-makers, and the women on the street) view the organization.

“The public thinks ‘design’ is a noun – something we pull out of a drawer,” Pot-ter says. “As architects, we know that design is a verb. As we become more fluent in communicating this proposi-tion, our opportunities for success and prosperity will grow.”

Who is Jeff Potter? Potter graduated from Texas A&M Universi-ty in 1978 with a Master of Architec-ture. Upon graduation, he worked in Longview, Texas, for a firm that spe-cialized in primary and secondary edu-cational planning and design. In 1983, he founded his firm, Potter Archi-tecture, Landscaping and Plan-ning. His wife, Shelley, is a landscape architect and the firm’s president; he is the vice president. In 2007, the couple opened a second studio in Dallas.

As a small firm in a non-urban setting, they have successfully completed al-most $300 million in K-12, municipal, commercial, and landscape architec-ture projects. They’ve received numer-ous awards.

When he is not busy working, Potter enjoys collecting Fender Stratocaster

guitars, an icon of 20th century Amer-ican design. He does not, however, claim to be a musician.

Top challenges. Besides surviv-al in a depressed economy, Potter be-lieves that its greatest challenges for architects remain intellectual:

z Advancing aesthetics in a culture that seems fixated on expediency and quick return

z The absolute necessity of civic engage-ment (where design plays a key role) in any functioning community

z The implications of the fact that the built environment contributes 40 per-cent of carbon emissions

Many AIA members would add that an emerging challenge is the definition of what constitutes leadership in the proj-ect delivery process.

“Clearly, there are many outside influ-ences seeking to chip away at the archi-tect’s traditional role in project deliv-ery,” Potter says. “In response, the pro-fession is now assessing its contempo-rary place as the master builder or col-laborator. What often gets lost in the discussion is diversity of project types that support practice in the market-place – from sole practitioner to the very large firms. Only the AIA engag-es these many constituencies simulta-neously, which is an ongoing challenge. The architect’s skills in design thinking and problem-solving, combined with our multidisciplinary education, in-ternship, testing, licensure, and prac-tice are unique in the design and con-struction industry. However, our con-sensus-building and process-manage-ment skills must be carefully developed to complete the necessary skill set to be recognized as leaders. It’s my commit-ment to provide opportunities for our

p R o F I L E

Jeffery Potter, President, American Institute of Architects.

“The public thinks ‘design’ is a noun – something we pull out of a drawer. as architects, we know that design is a verb.”

88th AIA president speaks out

Jeffery potter’s top three priorities

z Rebranding the aIa and advancing a broader, public appreciation and understanding of the power of architecture and the value of the architect

z Rendering a positive future for the profession in the eyes of the emerging professional

z positioning the profession to project a stronger culture of proof. The heart of architecture lies at the intersection of art and science. If claims of high-performance building are to be accepted, reliance and the science of evidence-based design will increase. a particular focus is consensus-based and interoperable energy modeling, an initiative led by aIa’s Design and practice Team.

See poTTER, page 6



ager, HR coordinator/assistant and re-ceptionist/phone operator, increased over the past four years in the North and South Atlantic regions and in the Pacific Mountain region. For the Cen-tral region of the U.S., where data was available only for 2008-2011, steady increases were also observed.

ZweigWhite consultants often advo-cate boosting marketing spending to increase revenue. Salaries are reflect-ing the increased importance of mar-keting departments, with those in the marketing departments of engineer-ing firms making more than ever in 2012 and 2011. In the Northeast and South Atlantic regions, the median

salary for a marketing director posi-tion increased 24.5 percent from 2008 through 2012. For the Pacific Moun-tain region, the median salary for this position increased 40.5 percent. From 2008 through 2011, marketing direc-tor median salaries in the central re-gion increased 20 percent.

Other engineering jobs may be seeing some changes in 2012. Looking to the future, Clarke says, “There is a signif-icantly growing trend for rail/transit work nationwide, due to recent poli-tics in (Washington) D.C. Subsequent-ly, rail/transit engineers are in more demand, and will likely see salaries that reflect the developing demand for their expertise.”

SaLaRy, from page 4

2008 2009 2010 2011

Civil Engineer

Entry-level $47,810 $47,754 $50,170 $50,357

project engineer $63,805 $62,764 $63,731 $63,000

project manager $79,209 $79,532 $83,267 $80,621

Department manager $94,789 $94,088 $100,000 $97,000

principal $114,750 $116,570 $127,250 $120,500

Structural Engineer

Entry-level $50,058 $49,869 $50,000 $50,000

project engineer $67,369 $66,165 $66,560 $69,316

project manager $81,302 $79,295 $79,900 $85,000

Department manager $99,942 $96,232 $101,000 $96,660

principal $119,226 $114,726 $123,760 $130,000

sAlAry survey engineering (centrAl)

“There is a significantly growing trend for rail/transit work nationwide, due to recent politics in (washington) D.c. Subsequently, rail/transit engineers are in more demand, and will likely see salaries that reflect the developing demand for their expertise.”

Source: Engineering Salary Surveys, Zweigwhite.

members to optimize their skills, re-gardless of the service or political set-ting.”

Additionally, Potter says that, “The challenges and costs of operating a firm, and building a vibrant staff, re-mains in our sights. No one has a bet-ter scan of the marketplace and the pol-icy-making environment than AIA; we strive to deliver knowledge and advoca-cy on their behalf.”

poTTER, from page 5 “There are many outside influences seeking to chip away at the architect’s traditional role in project delivery. The profession is now assessing its contemporary place as the master builder or collaborator.”

what does it take to be one of the Best Firms to Work For?Find out by entering the 2012 Best Firms To work For rankings! The rankings are determined in the following firm categories.

z Best Environmental Services Firms To work For

z Best architecture Firms To work For

z Best Structural Engineering Firms To work For

z Best Multidiscipline a/E Service Firms To work For

click here to enter for 2012: www.zweigwhite.com/events/BestFirmsToworkFor/BestFirmsToworkFor RankingRegistration-2012.asp.

2012 industry outlook: what are the business trends that are changing the a/E/p and environmental consulting industry? what are the strategies a/E/p and environmental consulting firms will be using to grow in 2012?

knowing the answers to these questions can give your firm an edge on the competition. and you’ll find the answers in Zweigwhite’s 2012 a/E/p and Environmental consulting Industry outlook. Drawing from analysis from Zweigwhite’s expert management consultants, data from Zweigwhite’s management surveys, interviews with industry leaders and forecasters, and a survey of a/E/p and environmental consulting firm leaders, this timely report will provide you with a wealth of knowledge.

z Develop more informed and accurate strategic business and marketing plans for 2012 with this valuable and timely information

z know what to expect in your target markets in 2012 so you can position your firm to profit

z Stay a step ahead of the competition by capitalizing on the business trends that will shape the a/E/p and environmental consulting business in 2012 and beyond

z Eliminate the hassle of “do-it-yourself” market research and save thousands of man-hours of labor

For more information or to buy a copy, call 800-466-6275 or log on to www.zweigwhite.com/zw-1133.aspx.

RESoURcES


7

How can small firms compete?Don’t engage in large firm envy. Find out how a small firm can muster the resources to compete effectively with the 400-pound gorilla.

Feeling resource-deprived? Just leave an interview where your deep bench competitor

was a firm many multiples of your size and wonder if the client even noticed you? These are concerns I hear voiced frequently under the general rubric of “large firm envy.”

Ever wonder what the large firms are saying? “Sure wish we could be as responsive as that small firm that was in here before us – seems like we’re trying to turn a super-tanker in tight quarters whenever a client asks us to do something that doesn’t fit our processes. Besides, we showed up with 10 people and the client expresses some skepticism about whether he is actually going to see any of us once the project was underway.” As confident as large firms always seem, there’s a bit “small firm envy” going on out there as well.

But, let’s focus on how a small firm musters the resources to compete effectively with the 400-pound gorilla. First, never forget to stress (and live and breathe) the personal involvement of the team you present and your ability (and, hopefully, willingness) to be hyper-responsive. Clients value these qualities highly. And be flexible and responsive to shaping your services to meet your clients’ needs and goals in a uniquely tailored and cost-effective way. These are your natural advantages (large firms take note).

But what about those pesky resources that you say you can’t afford? Let’s look at a few that are becoming imperatives in today’s knowledge intensive world.

z BIM: You can elect to do only projects that do not require nor are particularly enhanced by a single database but, as time goes by and building information modeling is more widely adopted by your competitors and the construction trades, you’re going to severely limit the range of your practice. The price of the software keeps coming down and most young ar-chitects and engineers are being trained to use it in school. It’s the middle age demographic of our professions (those who’ve been around for a while and are not as computer fluent as their younger counterparts) who are going to have to bite the bullet and spend some personal time learning this technology. How about taking your firm on an adventure to attend a com-munity college course or some other offering that will make

your team BIM-capable? These are highly effective methods of learning and adapting that are not very expensive. And it’s wonderful fun to have a broad representation of age and expe-rience when you do this sort of thing along with the support that a whole group provides to one another.

z Deep bench resources: How do you address fluctuation in workload that will give a client confidence that you have the ability to sustain your practice during slow times and staff-up when the heat is on? When I ran a small startup office in Los Angeles, we made partnering relationships with a couple of competing firms; very nice people, really. They stopped being competitors in a combative sense and became colleagues. We worked out the pricing details to borrow and lend staff to each other and traded staff frequently as workloads shifted over the years, much to our mutual benefit. We also developed a won-derful network of fellow professionals who helped us in many other ways – like trading notes on how to deal with a tricky contract clause or checking a reference on a prospective hire (or a client).

z Contractor/vendor relationships: It always seems con-tractors and suppliers favor large firms. Let’s face it; they de-pend on them for referrals and specifications. But often, large firms can be arrogant and are known to treat these people with less than a high level of respect. You can set yourself apart by engaging these folks as true partners, getting to know them personally, helping them with the issues they confront as a real friend would do. Their recommendations to clients are worth gold and their help when something goes sideways on a project can literally save your bacon.

These are just a few thoughts that leverage a simple idea: design and building should be a deeply collaborative process. Don’t be a “Lone Ranger.” Use the depth and strength of the relationships you form with your colleagues and stakeholders to enable you to perform at the same level as firms many times your size. The consistency and sincerity with which you nurture these relationships can set you up to compete with any firm of any size.

EDwaRD FRIEDRIchS, FaIa, FIIDa, is a consultant with Zweigwhite and the former cEo and president of Gensler. contact him at [email protected].

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EdFriedrichs

Design and building should be a deeply collaborative process. you’re not a ‘Lone Ranger’ and the depth and strength of the relationships you form with your colleagues and stakeholders can enable you to perform at the same level as firms many times your size.

sAlAry surveys: Zweigwhite’s salary surveys provide the information you need to benchmark your firm’s compensation against that of your peers. The 2012 Salary Survey of architecture, Interior Design & Landscape architecture Firms provides the information you need to benchmark your firm’s compensation against that of your peers. also available are the 2012 Salary Surveys of Engineering Firms.

For more information or to buy a copy, call 800-466-6275 or log on to www.zweigwhite.com/zw-1112.aspx or www.zweigwhite.com/zw-1115.aspx.



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JuneJewell

Which integrated ERP to get?Even before you actually talk to vendors or schedule any demos, begin by listing and prioritizing your requirements.

If you are considering updating your accounting, time and billing, project

management and CRM software, there are many options available, with different benefits and platforms. Which should you choose? How do you know you’ll get a return on your investment? Should you choose an integrated enterprise resource planning system or not? What does that even mean?

The good news is you will have the opportunity to evaluate many options as there are a number of ERP solution providers. The bad news is narrowing down the best solution for your specific needs can be confusing.

Even before you actually talk to vendors or schedule any demos, begin by listing and prioritizing your requirements. Determine your goals and identify how you will measure success and your return on investment. This will help you be clear on your specific needs and compare how each product stacks up against your requirements. Also talk to your peers in the industry who are using an integrated system. What do they like and not like about the systems they are using? Ask about how they have benefited from the products and services they have invested in.

So, what is an integrated ERP? An ERP solution is a set of software modules or programs that provide an overall solution to a company’s business automation requirements. For a project-based services firm, this is usually a standard set of accounting and marketing modules including general ledger, accounts receivable, accounts payable, project accounting, timesheets and expense reports, billing, and CRM. You may also have the ability to add additional components that integrate the business process, including proposal management, project budgeting and resource scheduling, document management and business intelligence tools.

When discussing business applications, the term “integrated” refers to data integration and process integration. Data integration refers to a common data model, or format, that can then be used across many different applications and users. For example, the “client” record for the marketing staff is the same record as the client record used by the accounting staff. Process

integration is what is done with the data. So, for example, when a new project is won, the system automatically converts the opportunity information to a project in the system and notifies the appropriate people.

The quality of the integration is a very important factor in deciding if a particular solution will be easy to implement and to train staff to use. It will also affect the quality of the reporting and extent to which spreadsheets will be required outside of the system. Some of the questions you should ask in the system evaluation process include:

z Did the vendor develop all of the key functionality or did they acquire some of it and bolt it on?

z Are some of the modules or features supported by a third party company?

z Are all the modules written in the same platform with the same technology and user interface?

z Is the data integration two ways and automatic or are you required to manually trigger the sharing of data?

An integrated ERP solution can provide a much higher ROI than separate non-integrated programs. This is achieved with cost savings and reduced administrative costs by eliminating redundant processes and data entry, increased accuracy in time collection and billing, increased project profitability by reducing budget overruns, and by helping to increase resource utilization. The other benefit is the improved reporting available to project managers and executives to make critical business decisions.

By evaluating your current processes and identifying where cost savings can be realized, you can evaluate each vendor better to understand where their solution will be able to achieve the desired results. The best systems are supported by a single vendor with a standard platform, back-end database and user interface. This will reduce the support required when there is a problem, shorten the learning curve for training new staff and minimize the problems that can occur when updates come out. It may also minimize the hardware requirements and number of servers required if you choose to host the system yourself.

Evaluating the problems with your existing processes and systems, preparing a documented list of key requirements, and determining your goals and key performance indicators will help you determine the return you are looking for and will go a long way toward understanding which ERP solution will be the best fit for you.

If you have questions about finance or business technology, please submit them me and I will answer them in a future column.

JUNE JEwELL, is president of acumen advisors, which helps a/E firms find opportunities, win business, deliver projects, and manage their organization. Reach her at [email protected].

an integrated ERp solution can provide a much higher RoI than separate non-integrated programs.

Fresh of its GREENiversary, this company distinguishes itself by a strong, employee-driven mission.

By BRyaN SULLIVaNcorrespondent

While having a corporate culture that instills good business prac-

tices often tops the list, how a firm treats its staff is even more important. Without the latter, a firm may never achieve its primary goal of excellence. Bioengineering group (Salem, MA) is proving this formula works. A well-treated staff can – and will – achieve excellence in their field. The firm’s sta-tus as No. 24 in The ZweIg LeTTer 2011 Hot Firm List proves just that.

Who are they? Bioengineering Group provides services in science, en-gineering, landscape design, energy planning, and construction manage-ment to guide large-scale development, renewable energy, and ecosystem res-toration projects toward sustainable outcomes. Their role in research and development allows them to consult on policy and to put recent research into current practice, making truly state-of-the-art solutions possible. It’s a small and nimble firm with three satellite of-fices in Metairie, L.A.; San Diego, Calif.; and Raleigh-Durham, N.C.

“This year, Bioengineering Group cel-ebrates its 20th ‘GREENiversary’,” says Wendi Goldsmith, the company’s founder and CEO. “The reason I first started the firm was to put great sus-tainable design ideas into practice in ways I recognized only a nimble, small business could do.”

Goldsmith quotes 60s singer, Janice Joplin: “Freedom is just another word for nothing left to lose.”

“I observed early in my career that large firms and agencies which possess past history of doing things one way, lack

the freedom to try new ways,” Gold-smith says. “I had seen some great prac-tices put to fruitful use, especially over-seas and also in an R&D setting and I wanted to be in a position to advocate and embrace these practices with un-fettered organizational support.”

Collective efforts yield suc-cess. Today, Goldsmith implements this sense of freedom in the firm. She and the other principals lead by exam-ple.

“Our project work makes a difference in terms of educating lay people, influ-encing professional practice, and most of all – stewardship of resources for fu-ture generations,” Goldsmith says. “We have always emphasized meaning in the work we do, and balance work and home life. Because of this, we have at-tracted and supported more profes-sional women than is typical in our in-dustry. Our projects utilize interdisci-plinary communication, which fosters true collaboration and innovation. Peo-ple are proud of the results of our col-lective efforts. We have been involved in R&D projects since our first year in business, and are often tapped to con-tribute to shaping public and corporate policy. A lot of this research and poli-cy knowledge gets rolled directly into our active projects, creating a healthy cycle of feedback and perpetual im-provement. We get tapped to support

putting innovations into practice for cutting-edge new ideas such as net-ze-ro energy, water and waste at military installations, addressing first-of-kind projects including the design/build procurement of an open-water storm surge barrier in greater New Orleans, and the three first LEED-based facili-ties designed by U.S. Army Corps.”

Running with the pack. While most firms offer a variety of perks to their employees, it’s how the corpo-rate culture is practiced that gives staff the drive to perform above and beyond the call of duty. And, when a compa-ny’s leaders and staff form a tight-knit pack, it spells success. Bioengineering’s list of perks is impressive and includes allowing staff members to bring their dogs to work, flex hours, continuing education, paid time off and an impres-sive match for 401(k) contributions.

Straight talk. See what some staff members are saying:

Katherine Bradford, registered land-scape architect and design branch co-ordinator, joined the firm in August 2008.

“My two favorite perks are flex time and continuing education,” she says.

Flex time: “My mother was very ill last

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B E yo N D B E N E F I T S

Bioengineering Group conducts annual project tours where employees visit several former projects. Staff learns about the project challenge; the interdisciplinary approach taken; and the sustainable result. In this photo, Wendi Goldsmith, CEO, talks to the group.

See BIoENGINEERING, page 12

Bioengineering employee-driven



oN ThE MoVEHASTEy joINS SVT: Joe hastey has joined STV (New york, Ny), an architectural, engineering, planning, environmental and construction management services firm, as a senior vice president and director of corporate development. In this position, hastey will explore opportunities to grow the firm nationally and internationally, with an emphasis on strategic growth.

Throughout his more than 30-year career, hastey has actively led teams investing in new markets for long-term growth. prior to joining STV, he served as president of the Southeast Regional Group of AECoM, where he was responsible for the strategic development of its services throughout the region. Earlier, he was the chairman and chief executive officer of ARCADIS G&M. he led the firm through a period of substantial growth in revenue and profitability and realized five acquisitions. altogether he has been involved in more than a dozen transactions throughout his career. hastey has served on the boards of directors and as an advisor to a number of firms, such as aRcaDIS G&M, Delta Environmental Consultants, Inc., and Energy Recovery Systems, LLC, among others.

MERRICk & CoMPANy HIRES: David McCormick has joined Merrick & Company (aurora, co), an engineering, architecture, design/build, surveying, and geospatial solutions firm, as one of the firm’s business development managers for the National Security Facilities division.

“having David come on board at Merrick is exciting. For several decades, Merrick has had a strong presence within the military and government facilities. with David’s added experience we will continue to propel the firm’s global expertise in this area,” said Ralph christie, chairman and cEo. “I know David will be a true professional that is dedicated to providing the best solutions to serve clients and we’re pleased to have him join us.”

Mccormick will be responsible for expanding Merrick’s military and government facilities business across the United States and globally in support of Merrick’s 13 offices. In this role, Mccormick will contribute his seasoned knowledge in federal and state agencies as well as support Merrick’s client responsiveness through his expertise relating to processes and approvals.

as a nationally and internationally recognized individual, Mccormick’s expertise includes all aspects of facility management, including program management of major government contracts as well as defining, planning, budgeting and execution of multi-billion dollar construction, environmental management, and facility management/operations programs. he has a vast working knowledge of air Force civil Engineering (cE) and was a two time cE commander. Mccormick also held several significant cE staff positions at the pentagon and Major command levels. with his contributions to the military and federal industry, the United States air Force has recognized Mccormick with several medals of recognition.

IA HIRES: IA Interior Architects (Los angeles, ca), an interior architecture and workplace strategies firm, has announced that kirk Stewart has joined the firm as project director. he will be based in Los angeles.

Stewart has over 20 years of architectural and interior design experience across a variety of markets, including broadcast and entertainment, k-12 education, higher education, civic, corporate, hospitality, and retail. his experience ranges from client development and programming to design, project management, and post-construction evaluation. prior to joining Ia, kirk was the design director at WWCoT (currently DLR Group) where he oversaw 160 professionals. he was also a senior associate and project designer at HLW International’s offices in china and the United kingdom.

“The addition of kirk Stewart as project director to the Ia Los angeles team supports our objective to recruit the best and brightest in our

industry to service our clients. kirk is an award winning architectural designer with a diverse portfolio in media, entertainment and technology as well as higher education. he offers us an opportunity to further strengthen our bench,” said helen watts, managing principal, Los angeles.

“I am extremely happy to be working with a firm that has a stellar reputation locally and beyond. Ia attracts high profile clients and produces work at the highest caliber in a congenial environment. I believe the essence of every firm boils down to its people, and upon meeting the leaders and staff at Ia, I was convinced that this would be an ideal place for me to grow and to make a contribution,” Stewart said.

CED ANNouNCES oWNERSHIP CHANGES: The Carroll Engineering Corporation (warrington, pa), a 90-person consulting engineering, planning, surveying, and landscape architecture firm, announced that seven new shareholders have been added to the ownership group of the company.

The new stockholders are:

Allen Mason – Mason is a senior vice president and BoD member, as well as the manager of the authority/Municipal Services department. he has over 25 years of engineering experience and began with cEc in 1997 as a project manager. Mason is responsible for all work performed by the department.

Alberto Vennettilli – Vennettilli is a vice president and also the office manager of the king of prussia and Malvern, penn., offices. he began with cEc in 2007 and is responsible for all work performed by the offices for municipal and private clients. Vennettilli has over 25 years of engineering experience.

john Swenson – Swenson is a vice president and an account manager in the authority/Municipal Services department. he has been with cEc since 1987 and has nearly 25 years experience in all aspects of water and sewer systems engineering.

joel Ardman – ardman is a vice president and manager of the Sales and Marketing department. he started with the firm in 2005 as a business development specialist for cEc and has over 25 years of experience in the consulting engineering field.

William Malin – Malin is an account manager in the authority/Municipal Services department and has worked for cEc for 25 years. Malin is responsible for work performed by the department for municipal water and sewer authority projects that he manages.

Sean Zhang – Zhang is a project manager in the authority/Municipal Services department. he began his employment with cEc in 2000 and performs project engineering for municipal water and sewer authorities.

Brad Fisher – Fisher is a project manager in the authority/Municipal Services department. he is responsible for planning, design, review and management of municipal water and wastewater projects. Fisher has over 30 years of experience and has been with cEc since 1993.

b&t opens new office: Buckland & Taylor Ltd. (North Vancouver, Bc), a specialty bridge engineering firm, has announced the expansion of its office network to include operations in halifax, Nova Scotia. The halifax office will be B&T’s third branch office, in addition to Edmonton, alberta, and Seattle, wash.

The halifax office will service B&T’s ongoing work in the Maritimes, including the design of the $200 million rehabilitation of the angus L. Macdonald Bridge, and will enable B&T to add additional talent to its experienced team. The halifax office will be led by Eileen McEwen, engineering manager. McEwen’s engineering and construction management experience, coupled with her ability to work effectively with clients makes her a perfect fit for this position.

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T E c h N o L o G y

Lack of demand putting off investment, and then there are other alternatives.

By JEFF yoDERS Technology editor

A recent ZweigWhite survey of 284 A/E/P and environmental consult-

ing executives found that 34.4 percent rated “training staff on new software/technology” as the most difficult chal-lenge they faced in implementing 3D building information modeling. It was one of the more popular answers be-hind top vote-getter, “Realizing the val-ue from a financial perspective,” at 50 percent.

Design firms of 50 employees or less are still avoiding big technology pur-chases, such as building information modeling software and new worksta-tion PCs. One of the common respons-es to questions about why they are not purchasing new software and hard-ware in the ZweigWhite/Structural En-gineer BIM survey was, “My projects are small enough to not justify the ex-pense or expertise required.” Many also indicated that low fees from cost-con-scious clients are forcing them to put off planned software and hardware up-grades and continue to work with exist-ing tools that produce 2D deliverables.

Find a consultant. While de-mand, or an apparent lack thereof, is a clear culprit for the lag in tech budget-ing, other factors are definitely at play. Many respondents said that the cost of hiring consultants for projects that re-quired 3D BIM modeling or other new

technologies was still lower than that of purchasing new software tools and implementing them.

“Our business has been very, very healthy,” says Will Ikerd, principal at Ik-erd Consulting in Dallas. His small firm of 3D modeling experts creates models for architects, engineers and subcon-tractors and provides deliverables such as shop drawings and third-party inte-gration.

“We started this business doing 3D modeling for subcontractors in 2003 and we’ve grown to a team of 12 and most of our work is being done, today, for general contractors creating mod-els from 2D documents from architects and engineers,” says Ikerd, also the for-

mer director of In-tegrated Project Delivery at rLg engineering in Dallas.

“Some architects who are calling us now are asking us to do entire proj-ects turn-key,” he

says. “They would do the design via 2D drawings, we would do the 3D model, the structural design and also mod-el the mechanical systems, essentially performing as their model production entity, and also run 3D coordination of the trades.”

Expertise expensive to hire. Ik-erd, who is also chair of the SEI-CASE Joint BIM Committee at the Structural Engineering Institute, said that design firms that invested heavily in new soft-ware, hardware and staff training be-tween 2006 and 2008 are now reaping the rewards of that technology invest-ment by offering more services, such as third-party integration, and those that did not invest are relying on con-sultants increasingly. With the design professions continuing to serve as a ca-nary-in-the-mineshaft of the AEC in-dustries, much of the talent being de-veloped for technology roles at larger

firms fell victim to industrywide layoffs in the last three years. Many of those architects and engineers are being hired as virtual design and construc-tion managers at construction com-panies. Talent is available, but it’s not finding its way to medium and small-er design firms, mostly because design fees are still not high enough for hiring extra staff or implementing costly new technology programs.

Small firms can also sell technology. Many of the small and medium-sized firms that responded to the BIM survey said they were get-ting more business from their tech-nology investments. Almost 16 per-cent said they offered third-party inte-gration or construction management and 14.2 percent offered shop drawing production. Many noted virtual walk-throughs, clash/conflict detection and better plans as other results of their budgeted technology investments.

While the costs of computing hard-ware – including workstations, laptops and tablets – continue to fall as a result of commoditization in the computing market, BIM and 3D visualization soft-ware continues to be a high-cost prop-osition for small and medium-sized firms.

BIM server technology and cloud com-puting, while not as expensive as the software, still demands a significant in-vestment to ensure security. While the quickest savior for design firms would obviously be a return to robust profit-ability from architecture and engineer-ing services billings, a more realistic as-sessment is that budgets for hiring BIM and CAD professionals, training staff and implementing new work process-es, and investing in new design soft-ware, will not happen until it is more advantageous for the small and medi-um-sized firm to bear those costs in-house rather than hire consultants to perform the 3D work that clients infre-quently demand.

Tech budgets lag for smaller firms

“we started this business doing 3D modeling for subcontractors in 2003 and we’ve grown to a team of 12 and most of our work is being done, today, for general contractors creating models from 2D documents from architects and engineers.”



TRaNSacTIoNSMiyAMoto internAtionAl buys: kLT Consulting Structural Engineers (Newport Beach, ca) and Silver & Associates (Los angeles, ca), have joined Miyamoto International, a west coast-based global earthquake and structural engineering firm.

kLT is an established structural engineering firm with extensive expertise in the commercial and industrial markets in Southern california. Silver & associates is a structural engineering and consulting firm with expertise in commercial, industrial and retail structures.

Enthusiastic about a shared vision, Ed Silver, of Silver & associates, said, “Joining the Miyamoto International family allows us to bring innovative structural solutions to other multinational companies. The potential is exciting.”

Miyamoto is recognized as a global leader in the field of earthquake and structural engineering. The recent expansions in the United States will serve the company mission, which is to “make the world a better place.”

“we joined the Miyamoto team because they have a profound understanding of the field of engineering, which allows them to constantly move forward in the field professionally and intellectually,” said Francis Lo, cEo of kLT, “and because they have the heart and dedication that the engineering profession strives for.”

company growth includes new offices not only in california, but also in haiti, Bangkok, New Zealand and Thailand.

kit Miyamoto, Miyamoto International cEo and president, recently appointed as a commissioner of california’s alfred E. alquist Seismic Safety commission and honored with the prestigious Jerry allen courage in Leadership award by Zweigwhite, is not stopping there.

“In the past three years, Miyamoto grew 48 percent through the recession,” Miyamoto said. “This year, we anticipate 25 percent growth. Despite the current economy, we are growing, expanding our team in the United States and globally, to better serve the needs of our clients and communities. we are determined to provide disaster-sustainable communities worldwide.”

gkkworks Acquires: gkkworks (Irvine, ca), an architecture and construction services firm, has acquired klipp, one of Denver’s leading architecture firms specializing in the public, commercial, and educational markets. The klipp acquisition is the company’s fourth purchase in the last five years.

“This merger enhances the depth, talent, and expertise of both firms while improving our capacity to service the Denver and greater

Rocky Mountain region,” said praful kulkarni, chairman and cEo of gkkworks.

klipp was founded in Denver in 1979 and maintains offices downtown. They are an architectural design, planning, and interiors firm with a history of innovative, award-winning design of several Denver landmarks. The company has an outstanding reputation of professionalism, integrity, thoughtful solutions, and progressive design. Some of klipp’s most notable projects include the Lindsey Flanigan courthouse, Frederick high School, Sangre de cristo p 12 School, Gates world headquarters, hyatt Regency Denver at colorado convention center, and the wildlife Experience Museum.

klipp’s principals, Brian klipp, Greg cromer, alan colussy and keat Tan, will continue as principals of gkkworks with Brian klipp assuming the role of managing principal and leading the civic and Municipal Sector, Gromer continuing his leadership of the Education Sector, colussy maintaining his role as principal of the commercial Sector, and Tan the director of design for the region.

“we are thrilled to align ourselves with gkkworks. Their approach to design and integrated services is highly innovative. It will be a pleasure to enhance our services and market expertise while maintaining our commitment to design excellence in our client focused practice,” Brian klipp said.

elM group buys out founder: The ELM Group, Inc. (princeton, NJ) has undergone a management buyout of the founding principal and owner, joseph Fallon. The remaining principals will continue leading the firm, where Mark Fisher and peter Brussock, have assumed the role of managing partners.

This action is the latest step in the long term transition plan the firm has had in place for the past 10 years. Fisher said, “It is important for us as a firm to continue to provide growth opportunities for our key people, and this is part of the ongoing process to provide such opportunities.”

ELM is an award-winning environmental engineering and consulting firm that specializes in environmental due diligence, site investigations and remediation, along with Brownfields redevelopment, and project management services for complex environmental issues associated with hazardous substance discharges. The firm also provides land use management and planning, ecological assessments and restoration services, as well as permitting and compliance/monitoring services for ongoing industrial and commercial operations. ELM currently employs a staff of 55 people.

BIoENGINEERING, from page 9

year. I had to take her to numerous doctor appointments, which meant time off from the work week,” Bradford says. “With flex time, I was able to take her to the appointments and make up the hours at home or by working late. What I really appreciated was the level of trust from Wendi and my supervisor that I was putting in a full 40 hours even though I was not in the office for much of that time.”

Continuing education: “With the company’s help, I earned my accreditation as a green roof professional. This not only benefits my skill set, it also adds to the company’s capabili-ties and professional services’ suite,” Bradford adds.

Kathy Santoro, director of HR, joined the firm in July 2009. She explains how perks are a great recruiting tool.

“While I believe the flexibility, technology, policy, practice,

and our culture is a big perk for employees, it’s not immedi-ately evident to job candidates,” Santoro says. “Many com-panies espouse having a flexible workplace, but in my expe-rience most achieve limited success. Experienced job candi-dates know this; inexperienced job candidates are less con-cerned about it. The tangible perks that help us attract peo-ple are our excellent health benefits; a 4 percent employer match on 401(k) contributions and generous PTO allow-ance. The intangible ‘perk’ that is the most attractive is the ‘feel good factor’ of working for a company that is contrib-uting to society in such a positive way. Our website commu-nicates green, green, green, and when you walk into our Sa-lem office, there are plants all over, lots of sunlight and dogs running around. The next thing people notice is that there is a full kitchen and common area where people eat meals they prepare together. The workplace has an open and airy feel to it with workstations set at odd angles to one another.”

There’s light at the end - The Zweig Letter · See MaRk ZwEIG, page 2 Mark Zweig EDIT o RI a L...

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