Principal Engineer Brian Ray
on Kittelson's Growth
We’ve found that the type of individual we associate with is more important than simple market conditions. Our Florida (Fort Lauderdale and Orlando), Baltimore Maryland, and Arizona (Tucson and Phoenix) offices came as the result of knowing high caliber professionals who shared the same passion and firm values. Oh yes, this requires good business sense; however, we believe having the right person with the right values, with passion for our profession, clients, and staff is the key to a successful operation. What are some of the downsides to this approach? Not having a local office centered around a particular client or market area means that we sometimes miss or must pass on interesting and rewarding projects that require a local presence.
We like to follow our staff. We could choose to select the timing and location of our next office based on where the market is strongest, but if an individual is really passionate and committed to success in a particular location, we believe (s)he is more likely to be a leading and impacting professional. Our Boise, Idaho office is a good case in point. Its origins stem from a long time staff member who wanted to get back to the area in which he had grown up. He wanted to get back to his community and make a positive contribution. His enthusiasm and the new opportunity motivated other KAI staff to join him in Boise. They’ve done well and it’s clear we have a solid future in that area. Could we have been even more successful by investing in a different and perhaps hotter market area? Maybe so, if success is defined by market capitalization. But if success is defined by the achievements of individuals and the impact they have on the world around them –I don’t think we could have done any better.
This philosophy does not suit every company and individual, and certainly does not come without a price. We can’t just send people off to a new location with a wave and best wishes: we need to work hard to keep them integrated into all the other activities of the firm so they do not become isolated, and so they bring even greater strength and creativity to the clients they serve. At the same time, staff that move to a new location cannot just sit back and wait for things to come to them – they have to act on the world around them. In short, this is a model that does not work well if turnover rates are high, if the people of the firm aren’t bound together by common goals and visions, or if the focus of individuals is on their own success rather than the success of those around them.
Is this the only way to grow and expand? Of course not, and we know there are things we can improve upon. I hope to hear your comments, critiques, and suggestions you have on this topic, and look forward to further discussion.
