Those that attended GBA’s 2021 Spring Conference agreed that the presentations were educational, entertaining, and inspiring. Now you can watch, listen to, and learn from these speakers too, on your own schedule.

These videos are available for all GBA members on-demand at your convenience.

Presentations Include:
• Gary T. Torosian: Business Snapshot Summary
• Guy Marcozzi, P.E., D. GE, LEED AP: Unlock the Future and Elevate Performance
• Expert Panel: BD & Marketing: Emerging Risks and Opportunities
• Kimball Olsen, P.E., DBIA: Design-Build Considerations: Helping You Manage Risk
• Expert Panel: We Were Hacked! Don’t Let it Happen to Your Firm!
• Erica Davis: The Changing Nature of Cyber Risk
• Expert Panel: HR Leaders Share How They Maintain and Acquire Their Most Valuable Asset – Their People

Featured Keynotes:

Lisa Napolitano: Strategic Client Management: The Key to Driving Growth & Competitive Advantage

Lisa Napolitano shares how smart companies during turbulent economic times find ways to leverage the uncertainty and draw closer to their clients as they, too, grapple with pressure and change. Such times offer a unique opportunity to position your firm as a trusted advisor able to bring fresh ideas to the table as key decisions are being made. Firms with a deliberate Strategic Client Management approach are already well positioned to take advantage of their relationship capital and gain the client’s share of mind. But it’s never too late to rethink how you manage clients. In fact, now is the perfect time to invest in client relationships and demonstrate  your relevance as a supplier and partner.

      L. Tyrone Holt, Esq.: Pandemic-Forced Changes to Handling Professional Liability Claims

The pandemic forced all parties involved in professional liability claims to adapt to changes in communication methods, business practices, and negotiation procedures. Mediations were virtual, “hot tub” sessions with experts were challenging to execute, graphics had to be entirely digital instead of hard copy, and the entire process was slowed as the systems adjusted. Those changes in some ways improved the process, but in many ways created limitations and frustrations. On the positive side, travel time and expenses were eliminated, but on the negative side it is much more difficult to read body language over Zoom or Teams. In some cases, the changes stirred concerns that an unfair settlement might be more likely. As the pandemic eases in 2021, we may think that these changes will all revert to the old ways, but that is not entirely true. Many of these changes will stick, whether you like them or not. L. Tyrone Holt, Esq. (Holt Group, LLC) discusses the pandemic-forced changes in handling professional liability claims, the pros and cons of those changes, and the long-term impact the industry is likely to experience.

Jessica Rector: Ignite the Burn Out: How Leadership Inspires the Disengaged

The top issues impacting individuals today are burnout and stress. Likely, one if not both of these issues have affected you or someone within your firm during the past 12 months. Burnout and stress are currently at an all-time high, and with many the home and work life is blurred and there doesn’t seem to be an end in sight. Employees are feeling overwhelmed, unappreciated, and un-recognized, which decreases productivity, attitude, and performance. The #1 expense to organizations is burnout. It is an organizational and leadership issue affecting morale and bottom-line results. Research shows even the “best place to work for” Google has 53% burnout. Have you considered how much employee burnout is really costing your firm? Learn from Jessica Rector, MBA (JessICAREctor Enterprises) as she shares her research and shows how your organization can proactively anticipate burnout, how teams can stop stress from spreading to other work and life areas, and how leaders can ignite, motivate, and empower employees to build resilience, create a thriving culture, and tackle risks, uncertainty and challenges without burnout.

   Steve Farber: Lead with Love: The Strategic Advantage for a Physically-Distanced World.
From the bestselling author of The Radical Leap comes the first keynote to directly address love as a hard-core business principle that generates measurable results – now more than ever. Over the last 10 years, the business world has spent close to a trillion dollars on leadership development; yet 73% of people are still disengaged in their work. 10 years ago, that number was 70%.
Something is dreadfully wrong. Steve Farber (Extreme Leadership) has learned that the solution is to do something more radical, something extreme.

Watch Conference Proceedings: HERE

Teresa L Peterson, P.E., C.M.E., LEED AP O&M, ENV SP (Gannett Fleming, Inc.)

I struggle with these types of assignments. I understand the importance of the “get-to-know-you” piece, but if you’ve ever written one, you understand my pain. I am as ordinary as they come. I have decisions guided by luck and happenstance. I have moments of pure brilliance and others of comedic naivety. I’ve worked hard with my fair share of all-nighters to meet a deadline. Every day I count my blessings that I can earn a comfortable living doing work that I find meaningful, rewarding, and challenging. It is humbling to think of those few key moments where life could have taken me in different directions.

I owe my career to my high school chemistry teacher. He was a new teacher and full of enthusiasm mixed with just enough wit to connect with teenagers. Along with a list of safety rules for learning in the lab, there was one rule that was made to be broken. No one could go behind his desk until we had earned the credentials to do so. There was nothing particularly special back there – a better pencil sharpener compared to the rickety hand crank sharpener in the rear of the classroom. He had simply delineated his space in the classroom. For an honors student accustomed to teachers bestowing privileges for good grades and cooperation, this was unusual. Why couldn’t I use the good sharpener? Why did I have to sacrifice my graphite to the gods of note-taking torture?

And the challenge thrown down by this guardian of the good sharpener? Only engineers can roam behind the desk. And only the “best of the brightest” can become engineers. Engineering was among the toughest, if not the toughest, course of study in college. Many would try; few would succeed. I intended to rise to the challenge for no better reason than to prove I could.

At the time I didn’t know what being an engineer meant. I selected a college program that allowed me to pursue environmental engineering but fortunately I selected a school that also emphasized innovation, entrepreneurship, and knowledge. While I’d like to take credit for a lifetime of strategic decisions that landed me where I am today, I am really the product of a series of happy accidents. I was lucky to participate in a program that taught critical thinking to elementary and junior high students. I was lucky to have the grades to be accepted at the University of Pennsylvania, with just enough financial aid to make it possible. I was lucky to have supportive parents who let a naïve kid from Western Massachusetts move six hours away to live on her own in West Philadelphia. I was lucky my TA persuaded me to sign up for the EIT test while still a senior in college, so I graduated with that box checked.

To be fair, I have worked hard to earn my spot. I put in the time to earn the grades and graduate. I put in the time as an EIT to earn the right to sit for the PE exam. And I passed the PE exam. All tremendous accomplishments. And if that was it, that would have been enough. But wait – there is more!

Always the curious learner, and intent on understanding the “why” as much as the “how”, I started my career with a degree in systems science in engineering. I began working in environmental and water resource engineering and finding opportunities to learn more about the world around me. I adopted an attitude to search, explore, and evaluate new ideas. A fundamental understanding of hydraulics and system modelling followed. To specify pumps, one must understand electrical design and control systems. Of course, delicate motorized and electrical equipment must be kept in a building. Buildings require permits to be constructed and maintenance crews require access for heavy equipment to maintain the gear in good condition. The best locations for buildings and tanks are often fraught with environmental considerations like hazardous soils, steep slopes, and wetlands. So along the way I’ve picked up an understanding of roadways, traffic design, site design, mechanical, heating & air conditioning, electrical, architectural, and permitting. I’ve worked my way through DOT highway design manuals and the MUTCD. I’ve fumbled through telecommunications and fiber optic projects. I’ve completed projects at water treatment plants, airports, pharmaceutical manufacturing facilities and passenger rail facilities. At one point I was constructing utilities projects at maximum security correctional facilities. If we still give the advice that young engineers accept the opportunities presented to them, no matter where they take you, then I am the living embodiment of that advice. With each project and client I have learned more about the practice of civil engineering, the good that engineers bring to their communities, and the challenges faced as we strive to improve our quality of life in a world with changing, and sometimes limited, resource availability. The need for creative thinkers has never been greater.

While I would never claim to be an expert, I have been exposed to almost everything an engineer does. I have more than a basic understanding of the project lifecycle from conception through construction, for most of the projects a civil engineer would encounter. I’ve worked with both traditional and alternative delivery methods, for public and private clients. I’ve worked domestically, in multiple states, as well as abroad. At this point I find myself happily working in project management, helping clients define and deliver solutions to their most complex problems. I’m still fascinated by the intricacy of the problems arising in society and the challenges of bringing engineering discipline to social problems. This wealth of experiences helps me connect with my clients and find solutions to their most vexing problems.

Perhaps my biggest support has come from Gannet Fleming. I joined in 2006 and they have supported my non-traditional career choices ever since. They give me every opportunity to spread my wings and learn about the myriad skills engineers employ. In 2010, they supported my participation in the Fundamentals of Professional Practice (FOPP) program, which was administered through ASFE/GBA. As a young project manager, it was useful expanding my understanding of the risks inherent in the practice of our profession. GBA remains an important resource as I advance my career and engage non-traditional clients who may have never worked with an engineer before. The experiences and knowledge shared by my colleagues at GBA is an inspiration to me in my practice.

But the most important thing I do now is mentoring. It’s important that we instill a sense of creativity and wonder in our engineering students. The rapid pace of technology means we can’t accept conditions as constant, the way we once could. We can’t expect the engineering curricula of the past to adequately prepare our students for the unknowable future. The laws of physics may be immutable, but technology, population growth, climate change, geopolitics, and resource restrictions mean we must watch for new ideas and ways to deliver complex solutions in charged social environments. Soon we’ll be designing for flying cars and space tourism and wow won’t that be a game-changer! I’m already looking for ways to get on those teams.

GBA is a volunteer organization. Almost all the resources we produce for our members, our contributions to the geoprofessional community, and our conferences are mostly driven by volunteer leaders.

Each Spring, during our conference we recognize those that have contributed to GBA in a significant way. During the 2021 Spring Conference, awards were given to firms and individuals who exhibited extraordinary support and meritorious performance during our 2020–2021 fiscal year. Those recognized during the Annual Awards Ceremony were:

CERTIFICATES OF APPRECIATION

Each year we ask our Committees and Councils to provide us with the names of people that have contributed to our Association during the past year.  Based on this list, we have more people contributing to GBA at a level higher than ever before.

                                                                    Recipients of Certificates of Appreciation for 2020-2021.

All recipients received a certificate and a letter of appreciation from GBA. Thank you all for your dedication to the association. We get stuff done because you all get stuff done!

AWARD OF APPRECIATION

S. Andrew K. Batson, Esquire (Sanborn Head & Associates)

A special award of appreciation was given to Andrew Batson from Sanborn Head & Associates. This year, Andrew took on the challenge to update our GBA Model Contract Set. Spending many hours of his own personal time, Andrew went through GBA’s existing contract set and  updated each one so that you, our members, can utilize these important documents to better mitigate risk during the contract portion of projects that you manage.

Thank you, Andrew, for taking on this project.

MEMBER FIRM ENGAGMENT AWARDS

For several years, GBA has been tracking the engagement of member-firms through 5 measurements that we found to be most important indicators of the value members were receiving from membership. Ultimately, engagement also indicates the value of membership to your employees which we feel is paramount to delivering our mission.

For the past three years, we presented awards to those firms who have the highest measured engagement in GBA during our fiscal year. We are proud to be able to recognize winners again this year. There are four award winners, one from each category based on firm size for Fiscal Year 2020-2021.

They are:

• Building & Earth Sciences
• Crawford & Associates
• MC Squared
• S&ME

Congratulations to all our FY 2020-2021 Engagement Award Winners

PROJECT AWARD OF EXCELLENCE

DOWL – Alaska Energy Authority, West Fork Upper Battle Creek Diversion Project       

In 2020, the GBA Board of Directors identified an opportunity to celebrate greatness of our members as they use GBA’s best practices to manage risk and optimize performance on notable projects. This is the first year we presented the Project Award of Excellence to one of our member firms.

The first winner of GBA’s Project Award of Excellence is DOWL. Congratulations to DOWL for their work on the Alaska Energy Authority, West Fork Upper Battle Creek Diversion Project.

COMMITTEE LEADERSHIP

Teresa L. Peterson, P.E., C.M.E., LEED AP O&M, ENV SP (Gannett Fleming)

 Teresa Peterson recently stepped down from her leadership role as the Vice Chair of the Emerging Issues and Trends (EIT) Committee to accept her nomination to the GBA Board of Directors. Ms. Peterson was the Vice Chair of the EIT Committee for three years.

Bradley M. Melocik, P.E., P.H. (DOWL)

Brad Melocik stepped down from his leadership role as the Chair of the Emerging Issues and Trends Committee to accept his nomination to the GBA Board of Directors. He was the Chair of the EIT Committee for four years.

Richard D. Heckel, P.E., D. GE (GeoEngineers)

For the past 7 years, Rick Heckel has been the Chair of the Geotechnical Business Committee. Under his leadership this Committee has been prolific and has completed several, very important assignments. Though Rick is stepping down he is not stopping. Rick has recently formed a Task Force to Elevate our Profession. Rick is the perfect individual to lead this effort and with the full support of the GBA Committees, Board, and Staff, we look forward to great  outcomes from this new group.

RECOGNITON FOR BOARD PARTICIPATION

Chuck Gregory, P.E. (Terracon)

In April, Chuck Gregory completed his term on the GBA Board of Directors. Early, during his tenure on the Board he saw an opportunity to organize GBA’s efforts to publishing reference material and formed a task force which became the Resource Collaboration Committee and while performing his Director duties he led this committee at the same time. Under Chuck’s leadership the RCC has been very productive and has helped support GBA’s unofficial motto “We Get Stuff Done”.

GBA recognized Chuck Gregory for serving his 3-year term on GBA’s Board of Directors while also knowing he will continue contributing to the association for years to come as he continues to lead the RCC as Chair.

Matthew R. Poirier, P.E. (Sanborn Head & Associates)

In February, Matt Poirier stepped down from the GBA Board of Directors to focus on other commitments. We appreciate his contributions to GBA and wish him continued success with his many other pursuits.

AWARD OF EXCELLENCE

Woodward L. “Woody” Vogt, P.E., D. GE, F. GBA, F. ACI, F. ASCE, F. ASTM (Paradigm Consultants)

In recognition of his meritorious leadership and achievement culminating in the publication of GBA’s Case History Library Updates.

Under his leadership, 101 Case Histories were rebranded, updated, refreshed, and compiled, resulting in this library of resources being the most popular downloads of all GBA reference material.

PRESIDENT’S AWARD

David L. Coduto (Terra Insurance Company)

Each year, our current President selects one person to be recognized for the contributions they made to our Association during the year of his/her presidency.

President, Ken Johnston presented our 2020-2021 President’s Award to David Coduto in recognition of his many contributions that support GBA’s purpose and strategy through leadership and influence.

PRESIDENT’S GAVEL AWARD

Kenneth R. Johnston (GZA Geoenvironmental)                                       

During the awards ceremony, the Association recognized Mr. Johnston for his years of service to the Board and for his leadership during his Presidency. Under Ken’s leadership GBA formed the Diversity, Equity, and Inclusion Committee, produced resources at a record pace, and helped member firms through the unknowns of the COVID pandemic.

On behalf of the Board of Directors, all member firms, and Staff, we congratulate all the Award winners for Fiscal Year 2020-2021.

The Geoprofessional Business Association (GBA) recently provided testimony to the International Code Council (ICC) to support a proposed change to the 2024 edition of the International Plumbing Code (IPC). The proposed code revisions would change how sanitary sewers are designed and constructed in areas  with expansive clay soils. The changes would reduce the risk of sewer failures and thereby reduce the professional liability exposure for consulting geotechnical engineers. The proposed code changes, which are referred to as Proposal P8-21 by the ICC, were initiated by the Structural Engineers Association of Texas and are also supported by the American Institute of Architects and American Council of Engineering Companies (ACEC) of Texas. GBA’s testimony was provided virtually by Mr. Steve Wendland, P.E, R.G., DGE of GeoEngineers, Inc., as shown in the screen shot below. Steve serves on GBA’s Board of Directors and has significant experience in the topics addressed by the proposed code revisions.

After the testimony on April 25, 2021, the proposed code changes were approved by the Code Committee of the IPC by a 10 to 4 margin. Next, the proposed code changes will be open for public comment, those public comments will be reviewed by Code Committee later this year, and then the ICC will vote on the final changes. The recent approval by the Code Committee is a significant assurance that these revisions will be included in the 2024 IPC, but the remaining review processes could still result in their disapproval.

For sites with expansive clay soils, the proposed changes would eliminate some sanitary sewer design and construction methods that have had a high failure rate. These sewer failures have led to expensive repairs and frequent litigation, including claims against geotechnical engineers like the project that is summarized in GBA Case History #108. A new Section 305.8 of the IPC would be created that would prohibit plumbing, hangers, or supports below a floor slab to be in contact with soil or any materials that are in contact with soil. Also, it would prohibit lifting of a slab and plumbing as an assembly to create the void space unless the under-floor space is a crawlspace with access to allow inspection of plumbing after lifting. More details can be found on the ICC website , search in the Group A changes of the IPC.

Steve Wendland testifies to International Code Council.

Thomas W. “Tom” Blackburn, P.E., G.E., F. ASCE, F. ACEC (Blackburn Consulting) is the new President of the Geoprofessional Business Association (GBA), a not-for-profit association of geoprofessional firms. Mr. Blackburn took office during ceremonies at GBA’s annual meeting held virtually on April 21, 2021.

Mr. Blackburn will serve as GBA’s president and chair the group’s board of directors. Other directors who will serve during GBA’s 2021-2022 fiscal year are:

• President-Elect: Leo Titus, Jr., P.E. (ECS Group of Companies)
• Secretary/Treasurer: Christopher Matthew “Matt” Moler, P.E. (S&ME.)
• Martin LaRoche, P. Eng, M.Sc. (Kiewit Engineering Group)
• Guy Marcozzi, P.E., LEED AP BD+C, F. ASCE (Duffield Associates, Inc.)
• Bradley M. Melocik, P.E., P.H. (DOWL)
• Teresa L. Peterson, P.E., C.M.E., LEED AP O+M, ENV SP (Gannett Fleming, Inc.)
• Steve Wendland, P.E., R.G., D.GE (GeoEngineers, Inc.)

During GBA’s 2021 Spring Conference, Mr. Blackburn thanked the Association Members for their confidence in his leadership and shared his plans to update GBA’s Strategic Plan, increase communication, and grow the membership.

More about Mr. Blackburn: HERE

Manage Risk and Improve Loss Prevention

GBA is partnering with the California Geotechnical Engineering Association to deliver a two-part interactive web-based workshop series focused on managing risk and improving loss prevention through thoughtful terms and conditions in geoprofessional contracts.

Topics to Include:

• Why contracts matter.
• Common contract terms that become problematic.
• Techniques for negotiating favorable contract terms.
• Resources you can use to manage risk and improve contract terms.
• Lessons learned from contract disputes.

Workshop Presenters:

• Lisa Gamblin, Esq. – Vice President, Claims & Risk Management at Terra Insurance Co.
• Terry Scanlan, Esq. – Attorney at Cairncross & Hempelmann
• Ji Shin, Esq. – General Counsel at Earth Systems Pacific

Save the Dates:
May 19th & 26th, 12-1pm (Pacific Time)

Registration Fee:
GBA Members and CalGeo $50
Non-members $150

GBA’s Contract Reference Guide:

GBA’s Contract Reference Guide, Fourth Edition, now is available in print and in an e-book version.     

This new edition prepared in partnership with Terra Insurance Company, not only provides
significant updates from the prior editions, but also includes important new topics, such as
Climate Change, Indemnities and Hold Harmless Provisions in Favor of the Consultant,
and Instruments of Professional Service.

Download Contracts Reference Guide: HERE

Register for Geoprofessional Contracts Workshop: HERE

GBA Resource Collaboration Committee

This Best Practices document identifies words that should be considered “taboo” in professional practice. They are:

• certify
• defend
• determine
• inspect
• monitor
• represent
• safety
• supervise

The six are not necessarily dangerous in and of themselves. How they are used and their context are important. Nonetheless, the consequences of using any one of them improperly can be so severe, many risk managers believe the words should be used only on a carefully considered, by-exception basis.

Download GBA Best Practices Taboo Words: HERE

Business Practices Committee

A Member-Firm with multiple offices became the victim of foreign hacking enterprise. When an employee of the firm opened an email from an unsuspected contact, and clicked on a link, the hackers reached the Firm’s management systems. Once they got access to the systems, the infiltrators spent months learning about the operations, information storage and data, unbeknownst to anyone. After obtaining and securing all that they needed, they locked the access to the IT systems, including emails and files and demanded seven-figure sum of money to release the records.

What happens next?

Case Histories are real-life stories about GBA member-firm experiences. They provide background, problems, outcomes, and lessons learned. There is no easier way to learn expensive and time-consuming lessons than from others that went through the pain first and shared their experiences so we can all learn.

GBA Case Histories are free to all members.

Download Case History #109: HERE

Resource Collaboration Committee

“Slipshod synonyms” (a.k.a. careless, sloppy, botched, faulty, inaccurate synonyms) are words that are used incorrectly in written and oral communication, from the belief they mean something that other words mean. One of the most common of these shows up only in writing it’s, when used to indicate the possessive form of it; i.e.,

“It’s areas of expansive soil will increase construction costs at the site.” In fact, it’s is a contraction that means “it is.” The possessive form of it is its, meaning that only “Its areas of expansive soil …” is correct.

Some examples included in this Best Practices document include:

absorb/adsorb
adhesion/cohesion
averse/adverse
flat/level/horizontal
inspect/monitor/observe
maximum/optimum
stick/adhere/cohere
transparent/translucent

GBA Best Practices: Slipshod Synonyms provides important guidance that will increase your awareness of these challenging words and help you avoid mistakes in proposals, reports, client communications and other communication to help you manage risk.
The GBA Best Practices series of documents, available to members only, provides guidance on geoprofessional business-practice issues.

Download: HERE

GBA Emerging Leaders Class

GBA has published over 100 case histories based on real-life events that have happened to geoprofessional firms. GBA Case Histories are unique because our members share real-life stories of problems that impacted their businesses. They also include the outcomes of corrective action, and lessons learned.

This episode in the series explores Case History #64 where the GBA Member Firm’s civil engineer client developed the geotechnical engineering scope of services for exploration on and around an existing landfill, without adequately conveying the project goals to the geotechnical engineer. The civil engineer then erred when transferring information from the member’s report to a set of plans. Both the civil engineering firm and Member Firm settled the ensuing claim but paid more than they believed was merited for their respective involvement.

Listen to Podcast:  GBA Podcast: Case History #64:  Communication is Key

GBA Legal Affairs Committee

The GBA Model Contract Set is available as an on-line download. The set comprises five model contracts and a comprehensive users’ guide. The five model agreements are presented in both PDF and WORD versions.

This set consists of three groups of forms: one group of prime agreements and two of subcontract agreements. The two subcontract groups allocate risk differently between the parties: one allocates it asymmetrically – favoring the prime contracting party, while the other allocates it symmetrically – favoring neither party over the other.

Prime Contract Forms. This group consists of agreements between the Consultant engaged directly by an owner or other client entity other than another, higher-tier Consultant.

Prime Subcontract Forms. The agreement in this group is appropriate only for use by GBA Consultants in the role of prime when engaging another firm as subconsultant or laboratory. These agreements allocate risk asymmetrically to favor of the Consultant relative to the Subconsultant or Laboratory. Thus, GBA firms should not use any agreement from this group when they are in the role of Subconsultant or Laboratory Driller.

Symmetrical Subcontract Forms. The agreements in this last group do not re-allocate risk in favor of any party. Thus, these agreements are equally appropriate for GBA firms to use regardless of whether they are the prime Consultant, or the Subconsultant, Laboratory, or Driller engaged by the prime firm.

These contracts help you manage risk and are especially useful if your firm does not have in-house counsel.

A special thanks to Andrew Batson, Esq. (Sanborn Head & Associates) for his tireless efforts to update these documents and to GBA’s Legal Affairs Committee for their support.

Download Note: This item is downloadable. After completing the purchase of this item, click on “My Transactions and Product Downloads” to download this file.

Download GBA Model Contract Set: HERE

Geotechnical Business Committee

Bridge the Gap presents the recommendations developed by a Special Task Force formed by GBA to address the gap between the responsibilities of the geotechnical engineer of record (GER) and the geotechnical-specialty constructor (GSC). This document discusses the reasons for the gap; defines a model to help both geotechnical engineers and GSCs allocate responsibilities based on the delivery method being used on the project; and outlines recommendations for GSCs and geotechnical engineers to use in avoiding the gap. The paper encourages geotechnical engineers to evolve their scope of services when appropriate to collect the data needed for specialty design, prepare specialty designs, assist the Owner in selecting the GSC, and review the specialty construction.

This document was primarily authored by:

Richard D. Heckel, P.E., D.GE, Task Force Chair – GeoEngineers, Inc.

With significant support from:

• Michael J. Marasa, P.E., Keller North America
• James W. Martin, P.E., F.GBA – Wood PLC
• Steve Wendland, P.E., R.G., D.GE – GeoEngineers, Inc.

We would like to thank the other members of the task force for their valuable input toward the development of this report.

• Tom Armour, P.E., D.GE – DBM Contractors, Inc.
• Victor R. Donald, P.E. – Terracon Consultants, Inc.
• Chester J. Drash, P.E. – TTL, Inc.
• Mark K. Kramer, P.E., F.GBA – SME
• Robin M. Lim, P.E. – Geolabs, Inc.
• David E. Lourie, P.E., D.GE, F.GBA – Lourie Consultants
• Kimberly F. Morrison, P.E., R.G. – Newmont Mining Corporation
• Dominic Parmantier, P.E. – Condon⦁Johnson & Associates, Inc.
• Greg Simmons, P.E. – Menard Group USA
• Leanna S. Whitwell, P.E. – TTL, Inc.

Download Best Practices Bridge the Gap: HERE

Abundant Opportunities Provide Career of Growth

When I was three years old, whenever I went outside I would grab handfuls of dirt and eat it. My mother told my doctor about this odd habit, and the doctor told her not to worry about; it was not harmful. “You are what you eat”; I ate soil as a toddler and there began my career as a geoengineer.

As a child I learned the value of education and hard work from my parents. I grew up in a blue-collar family in the suburbs of Kansas City, Missouri. My father stopped going to school when he was just ten years old because his family needed him to work on their farm. I saw that his limited education curtailed his opportunities. I also saw both of my parents work hard to provide for our family. I learned to get a good education, work hard, and be self-reliant.

I was fortunate to have a high school math teacher guide me to a career in engineering. I earned a BS in Geological Engineering from Missouri University of Science & Technology. My involvement in the Sigma Chi Fraternity built my leadership skills and taught me the value of teamwork. I went to graduate school at the University of Texas – Austin, earning an MS in Geotechnical Engineering.

For 12 years I worked at Black & Veatch, a huge engineering and construction firm. I worked in their Power Division, which designed and constructed electrical generation plants and electrical transmission lines around the world. That job provided tremendous opportunities to learn from technical challenges on complex projects and to participate in the construction. I worked on projects in about 30 states and traveled to project sites in 14 other nations. My work at project sites around the world provided exceptionally enriching  opportunities to experience other cultures and international practices. My international travel took place before the internet was widely available or global cell phone connections; I was on my own to solve problems by working with local engineers, drillers, and contractors who often did not speak English. I learned that if I understood local cultures and learned some of their language, I could accomplish far more than if I just showed up and started giving orders. I was promoted to lead a group of 15 geotechnical engineers and geologists. However, I received no leadership or management training. Therefore, I was a poor leader in that first opportunity, but I learned much. At that time, my wife and I had two young children at home, and the frequent travel became too much of a burden; it was time for a new job.

In 1999 I joined GeoSystems Engineering, a Midwestern geotechnical consulting firm that was acquired by Kleinfelder in 2002. I was an Area Manager for Kleinfelder starting in 2002, leading their operations in the Kansas City area. The Area Manager role was a poor fit for me because of the focus on profits, sales, and personnel management; those are not my favorite interests. However, the ample training provided by Kleinfelder improved my leadership and business skills. In 2011, I transitioned to a technical leadership role. In 2014 I was promoted to be Kleinfelder’s Director of Geo-Engineering; I was responsible for company-wide technical expertise, quality of work, and reducing professional liability risks. That role was perfect for my interests and skills and I greatly enjoyed it. I became active in GBA in 2014. The loss prevention and quality-related resources from GBA helped me in my technical leadership role. Recently, I have accepted a position with GeoEngineers, and I look forward to this new chapter in my career.

Many times throughout my career someone would ask me, “What do you want to do in 5 or 10 years?” I never had a specific answer, but I knew that opportunities would arise if I improved my skills, worked hard, and kept a good attitude. I have worked especially hard to improve my writing and oral communication skills. I pass this advice on to young geoprofessionals:

• Make yourself a technical expert in two areas.
• Improve your communication skills.
• Work hard, that is not the same as working long hours.
• Maintain a good attitude so people will enjoy working with you.
• Teach those around you.

I believe these steps will lead to an abundance of opportunities in your career. For anyone interested in a technical leadership role, the resources available from GBA can be helpful in building those skills.

Outside of my work life I am blessed by a 31-year marriage to my wife Molly. We have two adult daughters, Kelsey and Paige, who have recently been engaged and married. Molly and I are enjoying life as empty nesters and whenever possible we pursue my great passion of travelling to interesting places. We are also committing more of our time to service in volunteer efforts. I also enjoy baseball, Kansas Jayhawk basketball, reading history, and exploring my faith.

Thank you for the opportunity to serve on the GBA Board of Directors. I look forward to continuing to grow the friendships I am building here while improving myself and the operations of my firm!

GBA Emerging Leaders Class

GBA has published over 100 case histories based on real-life events that have happened to geoprofessional firms. GBA Case Histories are unique because our members share real-life stories of problems that impacted their businesses. They also include the outcomes of corrective action, and lessons learned.

This episode in the series explores Case History #103. After three destroyed gauges and numerous other violations, a Member-Firm was facing civil penalties of up to $10,000 per violation and revocation of their license to own and/or operate nuclear gauges. They paid a $150,000 settlement but more importantly developed a compliance program hailed as “a model for the industry”. Learn from their mistakes and from their commitment to change their culture through immediate action to create, test, launch, and monitor sustainable, institutional controls to address the underlying causes of the violations, as well as specific regulatory compliance issues. Every Radiation Safety Officer (RSO) must hear this!

Listen to Podcast: HERE

Managing Project Risk Starts with an Honest Go/No-Go Evaluation

GBA Business Practice Committee

There are very good reasons why we would choose not to spend time and effort pursuing a client or a project. Some projects have technical risks that make them more likely to end up in a lawsuit. For some projects, the selection will be made on price, and we may be unable to make a reasonable profit with the fee required to get the work. Some projects may cause issues with existing clients or may have social implications that your staff may not support.

Recognizing these issues early on allows us to make an informed decision on whether we choose to pursue the project or not.

GBA’s Business Practices Committee has prepared a comprehensive, simple to use, Go/No-Go checklist for your use. The goal of the go/no go check list is to evaluate opportunities to see if they are the ones which will be beneficial for the firm currently and in the future. The completion of the check list is not meant to be arduous nor is it meant for every opportunity that comes to the firm as it gets you to think about risks you would not normally think about or glance over. It may be a tool you use to evaluate opportunities in new sectors, new clients, or a new line of service for your firm.

DOWNLOAD CHECKLIST : HERE