Lead a SUCCESSFUL Geotechnical Engineering Firm with These Proven Strategies

Key Concepts:

• Small to mid-size firms advantages
• Client relationships
• Value engineering
• Project execution
• In-house materials testing laboratory
• Leadership style
• People management
• Importance of early PM involvement
• Team dynamics
• Adaptability and flexibility
• Regional focus in geotechnical engineering

1. Rodney Jones' Career Path and Background:

• Rodney Jones is a California licensed geotechnical engineer and the principal engineer and CEO at Skyline Geotechnical, Inc.
• He graduated from San Diego State University with a bachelor's in civil engineering in 2011.
• He started his career as a soil technician, performing field inspections and observations.
• He progressed through roles as a soil testing technician in the laboratory, then into geotechnical investigations, project management, and report writing, eventually becoming a senior geotechnical engineer.

2. The Impact of Working at a Mid-Size Firm:

• Mid-size firms offer the advantage of being able to interact with all levels of the company, from CEOs to new hires.
• This provides a comprehensive understanding of the realities of running a business.
• Established processes are already in place, offering a stable foundation.
• It's easier to propose and implement new testing methods or acquire new equipment due to direct access to decision-makers.
• Developed people management skills by overseeing field processes and acting as a point of contact for field technicians.

3. Transition to Skyline Geotechnical, Inc.:

• Rodney's previous mid-size firm was acquired by a national firm, which he found wasn't the right fit for him.
• Geotechnical engineering is highly regional due to geology and client interaction needs.
• He and a geologist co-worker decided to start their own smaller geotechnical firm, Skyline Geotechnical.

4. Challenges in Building a Business:

• Transitioning from a technical engineering role to running a business involved learning about administration, business licensing, insurance, billing, invoicing, and client interaction.
• Gained a new appreciation for roles like accounts receivable and contract management.
• Learning the intricate gears that make a company spin was a significant challenge.

5. The Role of the In-House Certified Materials Testing Laboratory:

• Skyline Geotechnical established an in-house lab 8 months to a year after starting the company.
• The lab provides faster turnaround times and constant interaction with lab technicians.
• Rodney is the lab manager and spends about three days a week there.
• He can directly examine soil samples and assign additional tests as needed.
• The lab allows for better control over testing and enables value engineering for clients.

6. Training and Developing Employees:

• Rodney emphasizes hiring individuals with the right attitude and willingness to learn, rather than solely focusing on existing skills.
• Values experience in customer-facing roles like those at McDonald's or in retail, as they demonstrate adaptability and patience.
• Training employees from the ground up allows for instilling a good work ethic and avoiding the need to reverse bad habits.
• Lab technicians are encouraged to provide feedback and suggest additional tests based on their observations.

7. Advice for AEC Leaders and Project Managers:

• Be teachable, receptive, and ready to learn new processes and technologies.
• Be adaptable and willing to change approaches when facing difficulties.
• Smaller firms can be more agile in adopting new technologies due to quicker decision-making processes.

8. Maintaining Strong Client Relationships:

• Personalizing each project is crucial, especially for clients with smaller projects.
• Maintaining detailed notes on projects and clients helps in remembering specific details and providing personalized service.
• Direct communication with engineers is highly valued by clients.
• "Each one of my jobs we open a notes a Microsoft notes and we take notes not only on the project but on the people."
• "I have, you know, 1,600 or 1,700 numbers in my phone. I would say two-thirds of them are clients."

9. The Biggest PM Pitfall:

• The biggest pitfall is not being involved in the beginning and not involving the right experts.
• Assembling a good engineering team that works well together is essential.
• Early involvement of the right experts can prevent significant issues later in the project.
• "The biggest pitfall I see is a PM not being involved in the beginning and not involving the right experts."
• If the initial team isn't working well, it's better to make changes sooner rather than later.

10. Overcoming the PM Pitfall:

• Recognize warning signs and be willing to switch up the team if necessary.
• Research and ensure you're hiring engineers with the right specialties.
• Utilize resources like chat GPT to learn initial skill sets for specific engineering fields.

Synthesis/Conclusion:

Rodney Jones' journey from a soil technician to the CEO of Skyline Geotechnical highlights the importance of adaptability, continuous learning, and strong client relationships in the AEC industry. His emphasis on building a skilled team through training and fostering a people-centric approach underscores the value of personalized service and effective communication. The key takeaway is that early involvement of the right experts and a willingness to adapt to new technologies and processes are crucial for successful project management and lasting client trust.