³Ô¹ÏȺÖÚ

As our company grows and times change, strategic leadership is as front-of-mind as our operations’ effectiveness. Collaboration is at the heart of that effectiveness, but it’s not always easy. Without a linear path to follow, decisions have to be thoughtful, and there is no guarantee of success. But, as ³Ô¹ÏȺÖÚ’s history has shown us, when our leaders collaborate and innovate together, they promote trust and growth among their entire teams.

In our latest SQ publication, we asked several of our leaders around the country for their insights into how collaboration and integration across the company have benefited their groups. Here is the expanded version of their answers, along with a bonus response from Kevin Smith, Vice President and Division Manager of the Charlotte office.

Ìý

On the role of collaboration and support during times of growth:

A: It’s easy to see that we are a stronger enterprise when we share our understanding of our clients, their processes, and key performance indicators. Sharing resources also helps us support each other’s growth and better positions us to win work.

—Scott Grub, Vice President and Division Manager, Northern California Healthcare

Ìý

A: At the divisional level, working with different divisions has improved our collective ability to address complex cross-functional challenges, leading to more effective and innovative solutions. Collaborating with other divisions has facilitated the sharing of resources and best practices, resulting in increased efficiency and reduced duplication of efforts. Our regular collaboration ensures that all divisions are aligned with the overall organizational strategy, which helps in achieving cohesive and unified progress towards common goals.

—John Spight, Vice President and Division Manager, Denver, CO

Ìý

On the value of sharing national resources to better serve clients:

A: We leverage the ³Ô¹ÏȺÖÚ Family of Companies to pique client interest—especially when projects are still in the idea stage. By showcasing all that our enterprise offers, from our subsidiary companies to national groups like Aviation and Parking, we can bring solutions to our clients in advance and create opportunities.

—Tyler Whittaker, Vice President and Division Manager, Dallas, TX

A: Collaboration with our Corporate Services leaders has been instrumental in helping us win defining work with major technology clients over the last several years. The team is adept at navigating clients’ executive leadership and making sure we are aware of aligned with what is important to the client. Their continuous involvement is what adds most value and what makes me especially confident that we are servicing our clients in the most consistent and effective manner nationwide.

—Lia Tatevosian, Senior Vice President and Region Manager, Southern California and Hawaii

Ìý

On the benefits of the integration across the ³Ô¹ÏȺÖÚ Family of Companies:

A: The benefit of our integration is control in project delivery. Controlled project delivery leads to better experiences for our clients, intentional development of talent, and sustainable growth of our business.

—Chris Evans, President, Timberlab

Ìý

A: Our organization structure is like a web rather than a pyramid. This allows us to analyze and develop our projects in so many ways, not just from our single division or market. We have special projects that also feature mass timber that are also benefitting from self-perform delivery… We’re driving full ownership of our work, and constantly gathering data from our projects that will help optimize all our systems.

What I like about ³Ô¹ÏȺÖÚ is that we can still have pride of ownership over our contributions and projects in the field and in our region, and yet also embrace integration with the whole unit. When you are a part of ³Ô¹ÏȺÖÚ, you’re a part of all the divisions, all the markets, and all the components. Not a lot of companies have that. We’re part of a larger network of people.

—Kevin Smith, Vice President and Division Manager, Charlotte, NC