Back at it

This is a continuation of my last blog, “What’s On My Mind.” It’s so hard sometimes to organize thoughts, so I just start to write. As I write, I go back and edit, then keep writing, then edit, and so on. Actually it’s always hard to organize thoughts for me because I have so much content going on in my head, in my brain, so many thoughts, observations, and “stuff.” I’ve got ADD brain which primarily manifests itself for me in two ways. One way is the ability to hyper-focus for extended periods of time, at depth, on a specific item, or work product, to completion. The other way is to start a bunch of things and not finish them. This is the most classic. I’ve learned over the years how to recognize it, discipline myself, and when to roll with it or not. I also have learned that they call it “the entrepreneurial brain” since the majority of entrepreneurs have the condition. (At least that what I am reading and hearing now.) I’ll talk more about this in the future as to how I manage it with exercise, nutrition, hydration, mindset practices, prayer, and more.

The way to make the idea of “start a lot of things but not finish them” actually be a positive thing is to have a staff of people that can run with them, manage them, do them, etc. My mind thinks in overlapping concentric or non-concentric circles. Everything is a layer or a domain that overlaps and connects to other items. Linear is not my thing, and it doesn’t need to be. It’s okay. There’s times when thinking linearly is necessary, but I have to force myself to think in that manner or have others hold me accountable to do so. I am finding that the best way to make this work in our company, and to not drive people crazy, is to have an integrator person, or persons, to filter things through; to cull the ideas; because EVERY idea sometimes feels right, but it’s not. And if it is, it might not yet be organized or clear enough to implement. How does it align with strategy? Can we afford it? Can we execute to that with our people? Are we ready? These are appropriate, and sometime frustrating, questions, but they are the right questions to ask. (I get bored easily.)

So today my partner and I, and our team of leaders and managers, meet for the first time for starting the implementation of “E.O.S.” the “Entrepreneurial Operating System.” This was introduced to me by my personal coach, Dr. Chuck Misja, earlier this year. Through reading the book “Rocket Fuel” and taking some tests, then further vetting the ideas, my partner and I made the decision to jump into it. Today and tomorrow are E.O.S. focus days. Vision- Traction organizing. Clearer strategy definition. Group work. I’m excited about it. Our people are excited about it. It will be hard, but it will be good. David Howard, the “biz-tech sherpa” and a trusted business consultant working with us, is leading us through the exercise and facilitating.

So, I was going to talk about our 3-D printer. That’s right. I had every intent, as I started to talk about organizing my thoughts, that the topic for today would be innovation, our 3-D printer, the “why” behind it, and some bullet points I believe you should think about as you consider tools, innovation, value-add, and market awareness. But now there’s no time for more posting. That will have to be another blog. I did manage to cover my mention of EOS from the last blog, I just didn’t expect to do it in this way. Such is the ADD brain. Like I said, I am learning to just write. The writing takes me where I need to go. It must be the right topic for today. Perhaps this will identify with one or more readers, and that will make it all even more worthwhile. If not, it was worthwhile to me. That’s one reason why I write. It’s cathartic. It’s worthwhile to me. It helps manage my over-active brain.

Be well. See ya next time

What’s on My Mind?

What is on my mind? That’s a good question. For anyone that follows this blog, you’ll know I haven’t written for some time. Seth Godin says there’s no such thing as “writer’s block” any more that there’s such a thing as “talker’s block.” But talking is easy, writing is hard. Talking feels less permanent; like standing by a stream watching the water flow by; it’s there and it’s gone. Not that the words we speak have no meaning; they do, but it feels less vulnerable, less permanent. What we write is fixed. It’s harder to take back. It’s permanent, or at least it’s memorialized in a more fixed manner, like a photo of the stream; a fixed point in time. No taking it back

Why so long between writing? I don’t know. I am busy running the company, Wheaton & Sprague Engineering, Inc., and affiliates. I have been devoting more time outside of that to the Creating Structure Podcast, which is now producing Episode 23 and with two more scheduled coming up in August and early September. Those take time to produce; the show notes are like a mini-blog in themselves. I’ve been busy with The Garden (see Instagram posts and other articles in prior blog posts.) It’s summer and I spend less time inside. I’ve been really busy with family matters, friends, and adjusting to post-Covid19 lifestyle. Actually I don’t think there is yet a “post Covid19” reality since the pandemic rages on. It’s just a different state of another “normal,” a new adjustment. Actually it’s worse than prior to, and during Covid, from my point of view, since now there seems to be this expectation to live in both realities. I find it less sustainable, therefore, prioritization of choices is required more than ever. There’s just a tension in the air.

The above are all just excuses of course. Even as I write this, I am starting to FEEL better. Why? Well, I like to write actually. I spend most of my writing time crafting emails, drafting company briefings, writing memos, proposals, work products, and more. But putting this out to the public, and to the followers of the blog, feels different. It is different. I am crazy enough (call it what you will) to think that I might have something to say; that perhaps my experiences might positively impact one person. Even if that’s not the case, it impacts me. And writer’s write because they need to. They write for themselves. One writer said, “If you really want to make an impact, write something that would make your friends feel uncomfortable reading. If you want to make an even deeper impact, write something that will make yourself unconformable.” I’m not quite there yet. I’m able to be just vulnerable enough to do this; to share these thoughts in writing with the world.

What’s on my mind, though, you ask, since I still haven’t answered the question? There’s a lot on my mind. Organizing it and sharing it in a substantive way is the tough part.

What about REMOTE WORK. Well there is no such thing anymore as “REMOTE WORK.” There’s just contextual work; work from various locations. As a business owner I used to work “remotely” often since business ownership is more of a lifestyle than a job. Now I never use that term. First, working in different contexts now belongs to almost anyone that is in an office environment or working a traditional “office job.” It’s no longer in the realm of the business owner alone. I actually feel better about that. I never say “I am working remotely.” It doesn’t matter- not at all. I say things like, “I will be working from my home office this morning,” or “I will be working from my car, between appointments.” (Yes from my car.)

If I turn on “out of office” for auto-response to email it’s because I am on “personal time” or “handling matters that will not allow me to stay in top of email in real time.” There is no more “out of office.” Do I have a physical office? Yes. I am there sometimes five days per week, sometimes zero days per week. All that matters is whether I am engaged or not; whether I being productive or not. Never has it been more obvious to manage by results or outcomes than now. Manage to results and outcomes, not appearances.

What’s on my mind? I don’t know. Have I gotten to that part of the blog yet? “Hey John, what is your company doing about return-to-office vs. hybrid work vs. work from home? Which one are you guys doing?” My answer is yes. What? “Yes, I said.” We are doing ALL OF IT. Is there one better than the other? I don’t know. It’s all contextual. If we are not creative in our approach to people and work contexts, we will struggle with retention and recruiting for sure. Like I said, manage to results and outcomes. Not everyone will survive the change. Not everyone has at our firm. But many will like it more, and they will thrive, plus new people will come into a context they are familiar with if we hire within this paradigm.

What’s on my mind? A lot of things. How can there be so many “hiring now” and “help wanted” signs compared to the time prior to COVID19? Are there that many people that have bowed out, gone to gig economy, freelancing, or just decided not to work? I don’t believe the statistics from the labor department. I just believe what I see; a LOT of jobs available and not enough people available to do them, willing to do them, or that have been trained for them. What a shift. The shift is dynamic and continuing to play out. Take your 5-year plan and scrap it, unless your 5-year plan is “be nimble,” or “make cool stuff,” or “impact the world through clean drinking water,” and similar. I like the “be nimble” part. The job of my company, our “why,” is to “Create Structure” to the world, physically and operationally. Being nimble is required (that’s sound better right now than “pivoting” which is an overused word.)

What’s on my mind? I don’t know. I guess quite a bit. But I am coming to the end of my attention span and available time for this priority today. I’ve not touched on the spiritual, the garden, updates regarding the company, technical posts, discussions about project management, client relationship management, faith and work, the natural, supernatural, discussions about BIM, innovation, 3-D printers, point clouds, time sheet discipline, strategies behind billing report audits, leveraging of time, prioritization, game-changer tasks, the importance of relationships, implementing EOS at our firm and more. I guess those will have to wait for the future blogs; tomorrow, next week, as soon as I prioritize and choose to write more.

What’s on my mind? I guess there’s quite a bit. Let’s talk more later. See you in the next post. Have a great day.

The Flagship Office- The Office for the Now

Back in early December of 2020, one of my outside board of advisory members asked me this question, “So now with COVID19 reality and remote work, what are you going to do with this building?” My immediate answer was brilliant, “I don’t know.” Subsequently the board members, my partner, and I, engaged in a discussion about the pro’s and con’s of having a substantial office space that was equipped for doubling the size of our staff, assuming everyone was in the office. “What do you think the odds are that everyone will return to the office?” “Do you envision a reality where 100% of staff will be operating together 100% of the time, with no offsite remote work?” “How do we justify the overhead costs with empty space?” “What’s the value?” Many of us are asking these same questions.

I recently participated in a PSMJ (Professional Services Management Journal) webinar about current compensation strategies and the future of human resources (HR) in A/E firms (Architecture and Engineering.) Multiple surveys were taken from the 300+ participants during the 1-hour session. All were dealing with the questions of remote work, partial remote work, in-office, out-of-office, and so on. Interestingly, while multiple hybrid work models were the largest percentage of the sampling, a follow up analysis showed that only 5% of people wanted to remain remote and work at home 100% of the time. If you had gotten answers to the same question one year ago in February of 2020, prior to everyone actually doing remote work, you would have gotten a much higher percentage.

The debate is real. The questions are substantive. We’ve seen big companies choose to not occupy new headquarters buildings, to cancel new leases, and to stay in current spaces. We’ve seen some say “we’re going to be 100% remote now forever.” We’ve seen some still going ahead with buildings equipped to house all or part of their staff. But the reality is, everything has changed. What was once the norm is now disrupted. It was going this way, but the COVID19 pandemic reality accelerated the process; it created the cause-effect response available in a connected, internet-based, digital world. Response to the remote-based work environment, hybrid models, or 100% in-office, are going to vary by industry, company, and position. All I know is that it’s going to be different.

Once again, the question: “So now with COVID19 reality and remote work, what are you going to do with this building?” I’ve been thinking about this continually, monitoring our experience, getting input from others on an Executive forum thread with PSMJ, listening to staff, to podcasts, gathering information, talking to clients, related businesses, and more. I’ve been watching the realities hitting retail in the pandemic and digital environment as well. We all know that the future, and the “now”, of “brick and mortar” retail is quite different. Smart retailer’s have gone digital, while also showcasing some of their work and products in specific stores. Outlier stores have been closed, inventory in the remaining stores reduced, and more invested in online and warehoused inventory. So what about the future of the “office?” What about the future of it in the context of professional services? How about more specifically in A/E? Here’s how I envision it.

Think “flagship store.” The future of “the professional service office” is a multi-dimensional experience for all who enter, all who are affiliated with the company, including staff, clients, vendors, affiliates, referrers, advocates, collaborators, students, recruits, and more. Just as smart retailers have put in place digital infrastructure while creating a physical retail location that is experiential, showcasing products, services, and supporting their brand, such is the future of the professional services office. What does this multi-dimensional office look like? What is the envisioned experience? What is it? What is it not? It will depend on the location, industry, work type, and so much more.

It is no longer simply a place to go work for 8 hours a day and go home. It is no longer a static space to just do work and collaborate with clients and staff. It’s a “watering hole” a “community well” a “gathering place” for the industry, domain, practice segments. It is a representation of brand through physical placement of things representing the work, through digital experiences accessible in multiple areas throughout the facility, where clients can access and reference the showcased services, engage electronically, or personally. The 3-D printer is continually printing samples of products and goods supported by the service. Spaces are nimble and flexible for collaborative teams. Spaces are hybridized. Glass is more prevalent in creating separation and visibility at the same time. People can talk to a representative like they do at a bank. Services can be ordered and procured on the spot if desired. Clients, supporters, and other people connected to the company can come and use common spaces as a “third space” to use wireless, collaborate, take a coffee break. Staff members work productively whether from home or from office based on the need, the work typology, and tasks at hand. Projects are displayed physically, and electronically. The space is a shared work space, brand support, resting space, and more. It is a media center as well. The podcast (if you have one) is produced from a studio in the office such as the one I produce called “The Creating Structure Podcast.” When not accessible, staff, clients, and constituents can have a virtual experience.

Everything we do, including the facilities in which we work, are an opportunity to support and express brand; to express innovation, attract, retain, support and care. The facility, in my reality, has always been required to communicate as much as possible about who we are in the physical expression of the space.

I’m looking forward to creating more of a “flagship” office experience. That’s what we are going to do. That’s how we will use the space. Now let’s see how much we can make it a reality.

1994 and 2020- A Parallel

In 1994 I started the business of www.wheatonsprague.com working out of my home in a 12′ x 13′ bedroom that had been temporarily converted into an office. There were two of us in the office (my business partner and I.) I had a computer, a land line phone, an inkjet printer and some software. No email. No internet. We didn’t have an office until after 5 or 6 weeks, at which time we were able to move. The home office wasn’t a “remote office. “It was just an office. There was no such thing as a “remote work” label back then.

In April and May of 2020, and now in December, I find myself working once again full time from a home office. This one is a basement office of about 8′ x 10′. It’s all mine. I don’t have to share it, and it’s too small to do so anyway. I have a computer, software (mostly cloud based), a copier that I don’t use (everything is electronically done) and a phone. The phone happens to be a mobile phone and is more powerful than the computer from 1994. I could work in our business’s office but it’s closed temporarily due to COVID19. Everyone in the company is working from their home office.

Isn’t it a bit ironic? I mean, I started in 1994 with a computer, a phone and a home office. Now in 2020 I am working in the same context. Of course there’s more connectivity, and the internet gives almost unlimited options in the ability to do work and communicate with staff.

Microchips, a screen, a phone, and a home office. Sometimes the more things change the more they stay the same.

What’s your experience?

Checking in: News and Updates

It’s been quite a while since I’ve checked in and provided some updates about our businesses, the Podcast, perspectives, and other matters. These are posted at random in no particular order.

New Staff: We’ve been blessed at Wheaton Sprague (www.wheatonsprague.com) to add three new staff members in our Design, Drafting and Modeling Department (DDM). There are some really solid people available with the changes in the marketplace, the shifts, the ebbs and flows. We’ve added some high quality additional capacity, new capabilities, and experience. Each person is from the industry side of our work, and brings experience in custom fabrication, custom curtain wall design, drafting, building information modeling, gasket design, problem solving, and more. We’ve added two more architects with deep technical experience in delegated design and engineering and one 25 year industry veteran.

BIM2020: (#BIM2020) Our building information modeling initiative, growth and advancement continues, working with primary modeling software platforms like Inventor, RHINO and REVIT. This will bring continual improved value, intelligence, data, and expanded options to clients using a variety of platforms, applications, algorithms, code, and data to solve enterprise and project level problems. Engage with us in this space.

The Podcast: My Creating Structure Podcast https://creatingstructure.buzzsprout.com/ (#creatingstructure) has seven episodes uploaded. The eighth episode is about to post this week. Our podcasts all run about an hour, and we’ve gotten 522 downloads as of today. I’m please with the engagement so far, and thankful for everyone listening. I subscribe to the Seth Godin “Smallest Viable Audience” mentality (https://seths.blog/2017/07/in-search-of-the-minimum-viable-audience/) so I am happy with the results so far. I’m grateful for all who listen. Plus the seven episodes offer a “who’s who” list of business and technical professionals, all influencers in their own spaces, and all of whom have great stories bringing unique perspectives to the discussions. The next guest is Max Perilstein, Communications Strategist focused on the Glass and Glazing world, but our conversation covers sports production, broadcasting, marketing, glass, glazing, people, advocacy, energy issues, and so much more. It will be uploaded this week. Other guests on the prior seven episodes can be viewed from the Podcast site or via all other major Podcast platforms hosting the show. I hope you’ll subscribe and join the conversation.

Shifts: There’s quite a bit of shifting going on in the market right now. There are businesses making preemptive moves and cutting some of their technical staff. There are others moving locations, consolidating offices, or making decisions to buy out more services and reduce personnel expense. This has created a bust-to-boom environment in availability of quality people. I predicted this from the beginning of the COVID19 pandemic cycle. We’ve seen the market go from having almost no one available to having a multiple choices of quality people. Backlog is currency in this regard to inform decisions on hiring. Cash flow certainly helps as well, but backlog is a key driver informing near range or long range decisions.

Staying Close to Clients: In this economy, people want to work in a B2B environment with known entities with people they can trust; businesses with staying power, remote work capabilities, well funded, a strong network of people within, and a proven track record. We’ve doubled and tripled down on client support and client management, especially in the fundamentals of schedule adherence, quality of work product, communication, and client-centered solutions. Get these things correct and it will keep a business busy, and growing. There’s also longer term aspects on which to to plan and align with clients, but if we don’t get the fundamentals right, there’s no need to talk about broader vision or long term strategies. Double down on commitments and communications to clients and key prospects, and win.

Thanks for reading. I’ll provide more updates in the near future.

Remote work: Time Give and Take

Our offices, our entire business, are presently working 100% remote (not working in physical Wheaton Sprague office locations) due to COVID19 considerations. Even when we returned to office from Mid-June through November 26th, we were probably 50% remote on any given day. Here’s some reflections on how I view my time thus far, associated with remote work.

I save 30-40 minutes per day not driving back and forth to work

I need an extra 30 minutes per day with slower technology, not having triple monitors, and less access to my best “gear” from home; plus a dozen other little I.T. issues.

I save 15 minutes per day not making my lunch (yes I make my lunch)

I need an extra 15 to 30 minutes per day in extra work of engaging with staff via remote means.

I save days and days not traveling to see clients across the country

I need days to connect remotely with clients and drive engagement, do virtual meetings, track people down. I lose the energy and connectivity that being with people face to face brings.

What’s the net? Is it a gain, or a loss? Is it equivalent in the time equation? I’d say it’s almost equal. We gain and we lose. There’s the PERCEPTION of having “way more time.” It’s all contextual. I like the convenience that some of it brings. I dislike the lack of community, in a place, building energy and momentum. I like not having to drive as much, but I miss the transition driving to and from another space; the demarcation. I like being in my own space, but I miss being able to go interact with people (in three dimensions not two.)

I know this; we were made to need each other; to work together; to be in community. We have a form of it now, but it’s not quite the same.

It’s not better or worse to be 100% remote. It’s just different.

Friday the 13th

Friday the 13th, November, 2020, was one of the best days of the year at our company. It was an increasingly positive end to one of the best weeks of the year as well. We had six specific outcomes that manifested themselves in one day after many months of ongoing work, engagement and investment (time, energy, etc.) Those six outcomes included three new hires, one client-initiated interaction around additional monies due to extended project costs, and two contract extensions.

I don’t ever think about Friday the 13th and the superstition around that date. In fact, I didn’t even remember it was “Friday the 13th” when I went to the office. It just was a Friday in November. I brought the best Friday version of myself to that particular day, along with the best Friday version of our people. I engaged in the work, responded to clients, and took care of the business of the day.

Positive, thoughtful, caring, innovative, connected, collaborative, actions and stewardship over an extended period of time, day after day, week after week, month after month, eventually produce in-kind; in like manner. When we are on a really good path as well, assessing what’s working by monitoring results and running with it further, these actions can produce multiplied, positively-leveraged outcomes.

Superstition about a numbered day, or a specific number, like “13” is a self-fulfilling prophecy. Not showing up due to a doubt or worry is just a self-created setback. It helps to bring about the very outcome one may fear.

Keep standing, keep showing up. Trust in the provision of God as truth is acted upon and deployed in actionable behavior and energy.

Checking In

Welcome to September. Hard to believe that it’s already “that time of year” where we are looking at the end of summer coming soon, the end of Q3 2020, and the planning for 2021 business. Crazy how time flies, even in a COVID19 environment (or perhaps ESPECIALLY.) I thought I’d take the time to catch up again for a minute on a variety of topics

The Creating Structure Podcast: We have posted two podcasts, and the next one will record tomorrow, September 2, 2020. The first two sessions have a total of exactly 100 downloads as of today. Thank you for the support. Spread the word! We will continue to interview people around topics of business, architecture, facade, construction, and more. We record and upload every other week, so the next post will be around 9/8/2020. You can subscribe through Buzzsprout, Apple Podcasts, Spotify, and many other major platforms. You can find us here: https://www.buzzsprout.com/1236827/episodes

Glass Build: The last Podcast session was centered around relevant topics for #GlassBuildConnect which is happening through September. NGA/Glass Magazine will post our session the week of 9/7/2020. I think many in the field of curtain wall, glass, glazing, delegated design, and construction will enjoy the content.

Expansion: We have other affiliate company entities associated with Wheaton & Sprague Engineering, Inc. One of them is Wheaton Engineering & Consulting of NY, LLC. This is our New York State entity. We provide engineering, design, and consulting services for all types of facade, exterior cladding, curtain wall, in many forms and functions, to the entire State of New York. If you have any questions or needs in NYC, or other NY State metropolitan areas, please go to the “contact us” section of our website at http://www.wheatonsprague.com and you can send an email to the “info” email address.

Calling all Curtain Wall Engineers: We have job openings right now for positions centered around our Minnesota office and our Ohio Office. I say “centered around” because of the manager to whom the recruiting effort is attached. We prefer “in-or-near-office” candidates, but remote are considered as well, based on the times we live in. There’s a Senior Engineer opening for our Ohio office, and an Assistant Engineer opening in our Minnesota Office.

Focus: A quick word about focus. There’s thousands of “things” that we can do or get into, but we need to prioritize. “What are the most important items?” “What are the ‘game-changers’ (urgent and important)?” “Which ones offer the highest ROI or ROT (return on time)?” “What will have the most profound positive ‘stewardship’ impact for the business, staff, clients?” Once we sort this out, and this should be done with inputs from others to help clarify the goal, then define it clearly, put a timeline to it, and execute. It’s easy to always respond to the tyranny of the urgent, but we’ve got to make time for the important as well. Seek to SIMPLIFY. Growth and new initiatives fundamentally create more COMPLEXITY. Part of our job in leading, managing, and stewarding, is to seek to simplify and create order. Prune the branches. This is particularly hard for me as a visionary person with a growth and multiplying mindset. Having a great team of integrators, operators, and implementors is key. They are the “glue” in the “growth” process.

Again, welcome to September 1st. Hang in there. Focus on today, look ahead to the anticipation of tomorrow. Take care of family, friends, and the neighborhood. Control what you can control. Focus on mindset improvement. It’s up to all of us to help make it a better tomorrow by bring a better us to the table. Make it a great day.

Coach

I have a personal coach; you know, a life coach. He helps me with life and business things. Part of this is because life and business is all mixed up together when you found and own a business or businesses. It’s hard to sort out sometimes, at least for me.

Part of this is because I need a voice other than mine to listen to. I get plenty of other inputs, but it’s not the same as that 1-1 meeting with a trained coach and counselor. There’s skin in that game; paying someone to provide accountability, tools, and inputs to help advance. My coach is the best of both – a trained counselor and a committed coach; a business owner himself and one who has been coached.

Part of this is because I also know that the best athletes, musicians, actors, vocalists, and business leaders, typically have coaches; often multiple ones. Who am I to think that I can thrive the best without someone pushing me to my peak?

It’s party because I tried the counseling route as well. I wasn’t quite ready for that. It helped expose some things for sure, but that counselor said he thought I might be better off with this other counselor-coach who helped business owners and guys like me. He was right

Part of it is because I have ADD, even though I never knew it. I typically manifest that in one of two ways. One is a short attention span and moving to and from many things, which can create familial and organizational “head turns” (like, “what’s he doing now?”). The other is “hyper-focus” where I can grind at depth to great detail on certain tasks or directions. It produces a high ROI but can lead to burnout or losing sight of priorities.

Part of it is because people depend on me and I want to be a good leader, a good steward, steady, growing, setting a good example. No one has all the answers individually.

Part of it is that with some problems involving relationships, emotional IQ, people skills, the “grey areas,” it really helps to have perspective from someone that can look in from outside and provide inputs.

There’s a lot of “parts of it.” Those parts help define the whole. I highly recommend a coach to you if you’re reading, and if you can afford one. If you can’t, look for alternatives like reading programs, business groups, peer to peer groups, and the like.

Oh yeah, and my partner and I have a board or directors/advisors as well. That’s a big help too, but that’s another story for another blog.

It takes a village…..

Work Backwards

Clients engage design professionals for the RA or PE stamp, the expertise, the capability, or the capacity. But the value does not reside in the statutory compliance and capability. I’ve met plenty of practitioners that couldn’t engineer client-centered solutions. The reason? Well, there’s a lot of them, but I say it’s mainly from not thinking like the client; not “working backwards” from the necessary or desired solutions. The engineering supports the solution for the client, not the reverse. The engineering has to be satisfied but we have to “think backwards” from the envisioned end result to the start of the design and engineering process.

Think like clients. Think like a builder or a constructor who happens to be an engineer or architect. Get inside the mind of the builder, the glazier, the installer, the fabricator. Get into the “voice of the customer.” Listen. Respect their role. Work to solutions that are simple, sequenced, practical.

We exist for the client; their problem is our opportunity. Their complexity is our unique selling proposition. Every client and every project is unique.

Work backwards to help achieve value.