Building Your Civil Engineering Career With a Purpose-Driven Company

Key Concepts

• Company Culture: The shared values, beliefs, and behaviors that shape the work environment.
• Well-Roundedness: Having a diverse skill set and knowledge base, encompassing technical expertise, people skills, project management, and financial acumen.
• Mentorship: Guidance and support from experienced professionals who can provide insights and advice.
• Comfort with Uncomfort: Willingness to step outside one's comfort zone and embrace new challenges and learning opportunities.
• Mergers & Acquisitions (M&A): The process of combining two or more companies, requiring careful integration of cultures and systems.
• Core Values: The fundamental principles that guide a company's actions and decisions.
• Meaningful Work: Work that is perceived as important and impactful, providing a sense of purpose and motivation.
• "Get to" vs. "Have to" Mentality: Approaching work with a sense of opportunity and enthusiasm rather than obligation.

Neil Sherman's Journey and Background

• Neil Sherman is the President and CEO of Walpert, a civil engineering firm.
• He has a civil and environmental engineering background from the University of Pittsburgh.
• Early career involved geotech, construction management, and transportation projects at Michael Baker.
• He proactively sought involvement in the business side, including M&A and finance.
• He transitioned to consulting, providing M&A advisory services to ENR500 companies at firms like Morsy Goodale and Hoola and Loki.
• He gained experience in strategy, leadership, finance, and M&A.
• He returned to the industry, working at TRC with Chris Vincy before joining Walpert under Scott Catherine (now Executive Chairman).
• His diverse background, encompassing technical expertise and business acumen, prepared him for his current leadership role.

The Importance of Being Well-Rounded

• Exposure to the financial side of the business is crucial for civil engineers, especially when transitioning into project management or leadership roles.
• Project managers need to understand budgets, schedules, scoping, and scope creep.
• The best civil engineers are well-rounded, possessing a broad range of skills and knowledge.
• Valuable undergraduate courses include law, psychology, history of architecture, art history, economics, and basic accounting.
• Being conversant in these areas provides a leg up, even for those in technical leadership positions.
• Understanding KPIs like budget, scope, schedule, multiplier, and utilization is essential.
• General Joe Schrodell emphasized the importance of a contracts class for civil engineers.

The Value of an MBA

• Neil Sherman obtained his MBA from Carnegie Mellon University part-time while working.
• The MBA provided a deeper understanding of the business side of the industry.
• The challenge was applying the lessons early in his career due to limited leadership experience.
• The MBA allowed him to become conversant in business concepts.
• Timing is crucial for an MBA; it should align with work experience and personal life stage.
• An MBA is valuable for those aspiring to business leadership roles.
• A symbiotic relationship between job responsibilities and MBA coursework is key to success.

Additional Education and Raising Your Hand

• Companies often provide tuition reimbursement programs.
• It's essential to be proactive and "raise your hand" to express interest in further education or training.
• Companies are more likely to invest in employees who demonstrate a desire to learn and grow.
• Engagement and interest are key qualities that leaders look for in their teams.
• Even without budget, attending meetings or events to observe and learn can provide a valuable edge.
• Having a listening mindset and being a "sponge" to absorb knowledge from experienced professionals is crucial.

Navigating Transitions and Dealing with Pressure

• Coming into new experiences with humility and an open mind is essential.
• It's okay to make mistakes and ask questions.
• Creating an environment where people feel comfortable admitting uncertainty is crucial.
• Early career, observe and learn from respected individuals, paying attention to their communication styles.
• Balanced communication is key, addressing financials, projects, and culture.
• Continuous learning is necessary, as the industry is constantly evolving.
• Do the work to build skills through courses, books, and mentorship.

Building a Strong Company Culture

• Culture is incredibly important for long-term success.
• Walpert has received nine "Great Place to Work" certifications.
• The company has grown significantly, becoming a global business with employees on five continents.
• A common thread of core values is essential across the company, while celebrating local differences.
• Walpert's six core values are: supportive, focused, progressive, industry-leading, high-performing, and balanced.
• Leading with support (treating people with kindness and helping each other) is crucial.
• The goal is to create an environment where teams exceed their own expectations.
• The company facilitates connections and shares successes to reinforce the culture.
• Culture is the way people treat and support each other as a team.
• A company is a team of people coming together to do something they couldn't do individually.
• The goal is to create a "get to" rather than a "have to" mentality.
• Meaningful work is a key motivator.
• Civil engineers should be reminded that their work is important and fundamental to society.

Mergers and Acquisitions (M&A) and Culture

• M&A requires careful consideration of culture.
• The business strategy must make sense, the cultures must align, and the situation must be right.
• The goal is to create a combined entity that is stronger than the individual companies.
• First, seek to understand the unique aspects of the joining company's culture.
• Often, companies speak the same language but use different words to describe their culture.
• Align and translate cultural concepts to ensure a shared understanding.
• Example: Dahwood had 24 fundamental habits, which were aligned with Walpert's six core values.
• Small cultural elements can be significant to a company's identity.
• Example: Burmeo Aamel and Partners' Cuban coffee tradition in Miami.
• Find a place of coming together as a team, focusing on shared values and goals.
• The art of M&A lies in the strategy and culture, not just the hard wiring of legal, financial, IT, and HR integration.

Leadership Development Advice

• Be comfortable being uncomfortable.
• Be willing to step outside your comfort zone and broaden your horizons.
• Even if project management or finance isn't your primary interest, learn a little about it.
• This will make you a more effective teammate and improve communication.
• Well-roundedness and breadth of knowledge are valuable assets.
• Push yourself to get a little uncomfortable and learn something new.
• Even learning what you don't want to do is valuable.
• Gain exposure to different aspects of the industry through internships or other experiences.
• Be conscious of the need to broaden your horizons, as engineers may not be naturally wired to do so.

Synthesis/Conclusion

Neil Sherman's insights emphasize the importance of a well-rounded skill set, continuous learning, and a willingness to embrace discomfort for civil engineers aspiring to leadership roles. Building a strong company culture based on support and shared values is crucial for long-term success, especially when integrating new companies through mergers and acquisitions. By focusing on meaningful work and fostering a "get to" mentality, leaders can create an environment where employees are motivated and engaged, contributing to the overall success of the organization and the betterment of society.