if you're uncertain about a decision, it's likely a lack of data causing the hesitation. Rens shares his journey of harnessing data to make informed decisions, emphasizing the significance of data in areas like marketing, sales, project management, and cost-effective design strategies in structural engineering. With personal anecdotes, he illustrates how understanding data can shift from a sense of gambling to a confident investment in business strategies.

These experiences later fueled H&O's move toward Open Book Financial Management, underpinning their mission to shatter career ceilings for structural engineers. Through this framework, team members are empowered by understanding the business's financial goals, fostering a culture of smart, informed decision-making. And with the development of the H&O Cost Index, Rens's team bridged the gap between design and client value, ensuring cost-effective structures that align with customer priorities.

Key Takeaways:

• Without sufficient data, decisions in business can feel like gambling. Accumulating relevant data creates confidence and reduces the risk of poor decision-making.
• Exposure to business financials can drastically impact decision-making and communication within a company, leading to outsized returns.
• Implementing Open Book Financial Management can empower team members by aligning their efforts with the business's financial goals, enhancing overall company performance.
• Developing systems that align project budgets and goals can prevent inefficiencies and burnout, providing team members with a clear understanding of their resources.
• Establishing cost-effective design strategies through meticulous data analysis can transform a company's approach, offering high-value services and fostering client satisfaction.

Notable Quotes:

1. "If you are unsure of what decision to make, you lack data."
2. "Exposure to business financials changes how decisions are made and can drive outsized returns for a company."
3. "The H&O Cost Index fundamentally changed how we operate our business and communicate with our clients."
4. "Don't spend $50,000 worth of time solving a $10,000 problem."
5. "We can't expect an engineer to design cost-effectively if they have no cost data to make design decisions."

Resources:

• Jeremiah's insights from the Great Game of Business by Jack Stack.
• H&O Structural Engineering's website
• The Great Game of Business Podcast featuring Jack Stack

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In this solo episode of Design Development, host Rens Hayes dives into the wisdom of Charlie Munger, an influential figure whose insights have profoundly impacted Renz's professional journey. This session is packed with valuable lessons drawn from Munger's philosophies, aimed at those in real estate, design, and construction who are eager to enhance their strategic approach and leadership skills.

Rens introduces two impactful quotes from Charlie Munger, discussing how aligning incentives within a company can ensure long-term success and prevent culture debt—a crucial challenge for small to mid-sized businesses. 

He elaborates on how reading can expose blind spots, enhance judgment, and promote a well-rounded perspective essential for effective leadership. By sharing how these concepts have shaped his own career, Rens encourages listeners to adopt these strategies for personal and professional development.

Key Takeaways:

• Incentives and Outcomes: Aligning incentives among employees, clients, and the company is crucial for sustained growth and success.
• Culture Debt: Misaligned incentives can lead to high employee churn and culture debt, hindering long-term compounding results.
• The Power of Reading: Consistent reading is linked to wisdom and improved judgment, helping leaders make well-rounded decisions.
• Continuous Learning: Being a lifelong learner is vital for exposing blind spots and enhancing leadership skills across various domains.
• Objective Self-assessment: Reading enables leaders to objectively evaluate their strengths, weaknesses, and decision-making processes.

Notable Quotes:

• "Show me the incentive and I will show you the outcome."
• "In my whole life I have known no wise people who didn't read all the time. None. Zero."
• "If you align incentives, you're going to overcome a lot of constraints and a lot of obstacles."
• "Judgment is far more valuable than time."

Resources:

• Charlie Munger's insights and videos
• Content from H&O Structural Engineering: H&O Structural Engineering

Listen to the full episode of Design Development for an enriching discussion on aligning incentives and the indispensable role of continuous learning in fostering leadership and organizational success. Keep tuning in for more transformative insights from top performers in the industry.

Thank you so much for listening and thank you for joining the Design Development community. Don't forget to subscribe to hear about the latest episodes dropping every Wednesday. If this episode resonated with you, share it with a friend.

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Most business owners go through a pivotal moment—their first real look behind the curtain at how buyers value companies. For Rens Hayes, that moment came when he went through a sale and due diligence process for his father’s structural steel business. What he learned from that experience completely changed how he approached building and scaling his own company, H&O Structural Engineering.

In this episode of Independence by Design™, Rens and host, Ryan Tansom, break down how he engineered his business for value creation, using Ken Sanginario’s Engineer’s Value Opportunity Profile (VOP) as his roadmap. Instead of scaling haphazardly, Rens built his company by systematically improving the eight functional areas that drive business valuation—the same areas buyers care about most.  

Rens and his partner have taken a deliberate approach to aligning cash flow, valuation timelines, and growth goals, ensuring that every dollar reinvested moves them closer to financial independence. Whether you are preparing for an eventual exit or simply want to build a business that works for you instead of the other way around, this conversation is packed with insights that will change the way you think about scaling, hiring executives, and managing risk.

Rens Hayes is a structural engineer and entrepreneur who transformed H&O Structural Engineering by applying enterprise value principles to modernize the traditional engineering industry. After experiencing due diligence firsthand, he shifted from operator to owner mindset, implementing Ken Sanginario's Value Opportunity Profile to align business growth with long-term value creation. Hayes helps real estate developers maximize returns through strategic design and cost-efficient engineering, while sharing insights on scaling, capital allocation, and executive hiring—expertise valuable for business owners seeking to build wealth-generating enterprises rather than just larger companies.

Resources:

Website: H&O Structural Engineering 

LinkedIn: Rens Hayes 

Podcast: The H&O Podcast 

Sound Bites: 

"Scaling a business isn’t just about revenue—it’s about building an asset buyers actually want." – Rens Hayes 

"The biggest mistake founders make? Hiring executives before they know what success looks like." – Ryan Tansom 

"If you don’t know how to allocate capital inside your own business, you’re just hoping for growth—not engineering it." – Rens Hayes 

"There’s a difference between working in the business and working on the business. The sooner you figure that out, the sooner you get your time back." – Ryan Tansom 

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Paul Foley is the President of Feldman Geospatial, a respected leader in the industry of surveying and geospatial technologies. With a background as a licensed land surveyor, Paul has guided Feldman to remarkable growth by embracing innovation and maintaining a keen focus on technology integration.  they dive straight into the evolution of autonomous technologies like Rugged Robotics, which have revolutionized how construction layouts are approached. Paul sheds light on the strategic adoption of these technologies, highlighting their ability to streamline operations and reduce errors, ultimately saving time and resources across projects.

The discussion broadens to explore the resilience and strategic developments at Feldman Geospatial, emphasizing its status as a third-generation family business. Paul discusses their growth journey from a small surveying firm to a leader in geospatial technology, attributing success to a company-wide commitment to innovation and a robust leadership development program. He shares personal insights from his own career path, including his transition from a hands-on field surveyor to a strategic leader, underscoring the importance of continual learning and adaptive leadership. 

Key Takeaways:

• Automation in construction, such as Rugged Robotics, significantly increases efficiency, reducing the time and error involved in project layout.
• Feldman Geospatial experienced transformative growth from a small surveying firm to a leader in geospatial technology through strategic innovation and leadership.
• Leadership development and continuous learning are key drivers of success, as illustrated by Paul's pursuit of an MBA to enhance strategic decision-making.
• Engaging and maintaining relationships within the business ecosystem are priorities which Feldman emphasizes as crucial for sustained success.
• Transparent communication and collective problem-solving are critical in navigating industry challenges and propelling growth.

Notable Quotes:

1. "We don't want to be a solution looking for a problem. That's not what this is."
2. "The biggest thing that I touched on there is the amount of rework. When we reduce that rework, it pays for itself."
3. "You're not powerless. No matter what happens, you’re not powerless."
4. "Discipline equals freedom."
5. "If you don't have relationships and if you don't pay attention to people...then you're not going to go very far because you'll be all alone."

Resources:

• Feldman Geospatial Website: FeldmanGeo.com
• Rugged Robotics: Company mentioned for autonomous printing technology in construction.
• Chris Voss's Book: "Never Split the Difference"
• Jocko Willink's Book: "Extreme Ownershi

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Ed Hodges is the Principal and CEO of DiMella Shaffer, a leading architecture firm. With over 30 years of experience in the architectural sector, Ed has a rich history of guiding projects through various sectors such as senior housing, higher education, science and tech, and residential, making them a diverse practice group. His expertise extends beyond architecture into financial literacy and business management, establishing him as an insightful leader with a focus on cultivating strong relationships and a robust company culture.

Ed discusses his rich journey offering personal anecdotes and valuable insights on a career spanning over three decades. Throughout the discussion, Ed shares actionable strategies for personal and professional growth, including the importance of financial literacy, the concept of the 'Art of Balance' in architecture, and transitioning leadership roles within an evolving firm. He highlights how maintaining diversified market sectors can safeguard a company against economic fluctuations. 

Key Takeaways:

• Financial Literacy Matters: Understanding investments and the principles of financial growth are essential skills for professional success and long-term security.
• Art of Balance in Architecture: Great design stems from understanding and balancing client needs, design aesthetics, and practical constraints.
• Transitioning to Leadership: Moving from a project-focused role to a leadership role requires stepping back and letting team strengths shine while focusing on high-level strategy.
• Cultural and Market Diversification: Building a company resilient to economic changes through market diversification can ensure continuous growth and stability.
• Personal Life Lessons in Management: Management principles can be deeply enriched by personal life experiences, such as parenting a special needs child, which teaches patience, the value of small wins, and focusing on strengths.

Notable Quotes:

• "The biggest risk you have is not having enough money to retire, not the particular few years in the market."
• "Projects are a bit like children... you don't want to choose your favorite, but the journey of growing this firm has itself been a big project for me."
• "Changing work is easier than changing the culture."
• "If you talk to them, you will find you have a lot more time... This changed my life."
• "There has to be this sort of humbleness... if you keep yourself at the center of it for too long, your other people don't get recognized for doing the work."

Resources:

• DiMella Shaffer Website: dimellashaffer.com
• Book: "Tools of Titans" by Tim Ferriss
• Tim Ferriss Podcast and TED

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Patrick Callahan is the President of Callahan Construction, a prominent open shop construction management company in New England. With over 70 years of family history in the business, Pat has been pivotal in expanding Callahan Construction's reach and capabilities. Starting as a laborer, he worked his way up through various roles in the company, including project management and estimating. 

This explores the challenges and triumphs involved in running a construction company, particularly in navigating economic downturns like the Great Recession and the impact of labor shortages in the construction industry. Through Pat’s candid reflections, we learn about the company’s strategic geographic expansion and the importance of building lasting client relationships to drive repeat business. By the episode's end, Renz and Pat discuss future trends in construction management and the potential for sustained growth in sectors like multifamily housing amidst market fluctuations.

Key Takeaways:

• Path to Leadership: Patrick’s journey from laborer to president of Callahan Construction highlights the importance of understanding every facet of the business.
• Importance of Relationships: Building strong client relationships is crucial for securing repeat business and sustaining growth in the construction industry.
• Navigating Economic Challenges: Callahan Construction's strategies during economic downturns, like moving to a four-day workweek, helped preserve the company’s core team.
• Labor and Market Adaptation: The construction industry faces significant labor shortages, requiring innovative approaches to project management and scheduling.
• Future Vision: Geographic and market diversification are key strategies for adapting to industry shifts and capitalizing on future growth opportunities.

Notable Quotes:

1. "It's all part of growing up right at the end of the day, learn what you don't want to do then ideally step it up and work hard."
2. "If you need me to go to the moon, just give me time to build a spaceship to get there."
3. "The execution side, there's no doubt. I like to say money is the universal language of design, construction and development."
4. "Our focus was pretty much all private construction, private development. And that's what we've been."
5. "It built a lot of like teamwork. How do we work together? How do we get through a tough time?"

Resources:

• Callahan Construction Company: https://callahan-inc.com/

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This episode welcomes Barry Barber, Chairman of the Board at Kimley-Horn. Barry shares invaluable insights into how Kimley-Horn has become a leader in the AEC space, growing to over 8,500 employees with innovative expansion strategies. The interview delves into Kimley-Horn's distinctive ownership model and Barry's deep commitment to organizational culture and leadership development, emphasizing flexibility, community, and high performance at scale. 

The conversation also highlights Kimley-Horn’s meticulous approach to recruiting top talent, sharing strategies for maintaining culture even during rapid organizational growth. The episode provides a comprehensive look at the path to ownership within the firm, emphasizing performance-driven progression and the importance of developing future leaders. Barry’s stories and experiences underscore a commitment to sustainable business practices, employee empowerment, and customer satisfaction, making it a must-listen for anyone curious about successful business and team management strategies in the AEC industry.

Key Takeaways:

• Strategic Growth: Kimley-Horn's expansion to 150 offices is driven by local leadership and opportunities identified by employees and clients.
• Ownership Structure: With around 925 owners, Kimley-Horn’s ownership transition plan emphasizes performance and participation over tenure.
• Culture and Integration: The firm’s success is heavily attributed to its focus on maintaining culture and ensuring smooth integration of new hires and offices.
• Talent Acquisition: The emphasis on college recruiting and personalized interview processes helps attract talented individuals who align with the company values.
• Leadership Development: Continuous leadership training and development help prepare emerging leaders for future responsibilities, fostering personal and professional growth.

Notable Quotes:

1. "I decided I'd rather own a small piece of something bigger than a big piece of something small." - Barry Barber
2. "It’s kind of the old build your people and they’ll build your organization." - Barry Barber
3. "The flywheel's going. The flywheel's going." - Barry Barber on Kimley-Horn's continuous growth strategy.
4. "Our job is to help other people be successful." - Barry Barber reflects on leadership roles.
5. "There's rarely a dull moment in it, but it’s been a cool thing." - Barry Barber discussing his journey in HR.

Resources:

• Kimley-Horn Website: kimley-horn.com
• "The Outsiders" by William Thorndike
• Podcast Recommendation: Acquired Podcast

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Tony Nigro is the Senior Vice President of Design and Construction at Tuscan Village in Salem, New Hampshire. With over 30 years of experience in the industry, Tony has been an instrumental figure in the development of Tuscan Village—a significant project turning a once empty area into a vibrant city-like environment. Prior to his current role, Tony garnered substantial expertise at companies like William A. Berry and Suffolk Construction, working on large-scale projects such as the Boston Convention Center. 

In this episode, Tony shares his experience and lessons learned under the mentorship of Joe Faro, the visionary principal behind Tuscan Brands. From understanding the importance of balancing qualitative experiences with quantitative results to ensuring quality control and thoughtful design, Tony brings to the forefront the essential elements of innovative development. 

Key Takeaways:

• Visionary Development: The creation of Tuscan Village reflects a commitment to excellence and community, transforming an empty space into a vibrant, multifunctional environment.
• Balancing Quality: Joe Faro's approach to development emphasizes qualitative impacts over immediate quantitative gains, resulting in a more engaging and sustainable community.
• Leadership and Teamwork: Tony Nigro draws on his extensive experience, including his military background, to highlight the importance of alignment, trust, and collaborative problem-solving in construction projects.
• Quality Assurance: Successful projects like those Tony has led at Suffolk Construction and Mill Creek necessitate robust QA/QC programs that set clear standards and processes.
• Career Evolution: Tony's journey across different sectors displays his adaptability and commitment to growth, reinforcing the value of pursuing new challenges and opportunities.

Notable Quotes:

• "For him, his famous saying that I've learned painfully over and over is that he is incapable of building something that he doesn't love."
• "It's amazing what you can accomplish when you don't care who gets the credit."
• "What Joe Faro looked at and took his version of the best from all of those."
• "You have to cut that waste out before you become a fan of Lean."
• "Sometimes when you convince yourself that you can walk on water, every once in a while you kind of do."

Resources:

• Tuscan Village: Tuscan Village Website
• Suffolk Construction: Suffolk Construction Website
• Good to Great by Jim Collins: A book that inspired Tony's leadership style.

Thank you so much for listening and thank you for joining the Design Development community. Don't forget to subscribe to hear about the latest episodes dropping every Wednesday. If this episode resonated with you, share it with a friend.

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Known for his strategic prowess in acquiring off-market self-storage and manufactured housing communities, Matt delves into the operational efficiencies and relationship-driven approaches that have set Crystal View Capital apart. 

The discussion emphasizes the strategic choice of a fund-based model over deal-by-deal equity raises, which allows for flexibility and rapid response to investment opportunities. Matt also elaborates on the merits of vertical integration within Crystal View Capital, illustrating how transparency, integrity, and dedicated management practices foster investor trust and unlock sustained value. 

Key Takeaways:

• Relationship-Driven Acquisitions: Matt Ricciardella's success in acquiring 92% of his investments off-market highlights the importance of building relationships with current owners to find valuable, hidden opportunities.
• Strategic Fund-Based Model: Crystal View Capital's adoption of a fund-based investment approach allows for flexibility and swift capital deployment, optimizing opportunities in the secondary and tertiary markets.
• Focus on Manufactured Housing and Self-Storage: These sectors offer recession-resilient investment opportunities with significant room for adding value through strategic enhancements.
• Vertical Integration: The firm distinguishes itself by maintaining control over all facets of operation, from capital raising to property management, optimizing returns and ensuring transparency.
• Community Impact: Crystal View Capital emphasizes transforming communities by enhancing quality of life through improved properties and fostering a sense of ownership among residents.

Notable Quotes:

• "At the end of the day this is a relationship business. Identify Crystal View as the best steward for their asset that they built over generations."
• "Unlike multifamily, where you have to maintain the unit, none of that happens in this industry because we only own the infrastructure."
• "There's no way I could do these things on my own. Yes, I'm the visionary behind it, but I've been very fortunate with the people that are around me on a daily basis."
• “Transparency for me and in my career in business has had nothing but Positive impacts. It's never come back to bite me.”
• "In a down market, demand for affordable housing rises even more, making these assets very recession-resilient."

Resources:

• Crystal View Capital: crystalviewcapital.com
• Investments Contact: [email protected]
• Books Mentioned: "Am I Being Too Subtle?" by Sam Zell
• Podcasts Mentioned: All-In Podcas

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In this engaging episode of Design Development, host Rens Hayes sits down with Ryan Tansom to discuss transitioning a business to align with personal goals. Ryan shares candid insights from his personal journey, which includes overcoming high-stakes financial hurdles, strategic business pivots, and eventual exit strategies. Listen to Ryan discuss the conceptual foundation of his framework, Independence by Design, which focuses on empowering businesses to see the 'matrix' of operations, cash flow, and value growth. With his experience as a guiding backdrop, Ryan dives deep into the nuances of ensuring business longevity and aligning daily operations with long-term personal and commercial objectives.

Key Takeaways:

• Aligning Ownership and Operations: Understanding the interplay between ownership goals and operational strategies is crucial for business sustainability and harmony.
• Importance of Financial Metrics: Learning financial forecasting, valuation, and structuring can help prevent costly mistakes and enhance decision-making efficacy.
• Personal vs. Business Goals: Recognizing and aligning what you want from your life with your business's strategic direction prevents misalignment and conflict.
• The Role of Decision-Making: Effective decision-making is paramount, underpinned by access to relevant data and clarity regarding trade-offs involved.
• Independence by Design Framework: A strategic approach that empowers owner-operators by offering a comprehensive understanding of business mechanics and personal financial outcomes.

Notable Quotes:

1. "The only reason I know what to do now is because I've done everything the wrong way for a long time." – Ryan Tansom
2. "When the goal is clear and it's the right goal, everyone aligns around it." – Ryan Tansom
3. "It's like seeing the Matrix... we have to have a financial forecast before going into EOS." – Ryan Tansom
4. "Time, cash flow, and wealth are the constraints and the only way we can dig out of that is with the data." – Ryan Tansom
5. "Understanding the game gives us the highest probability of staying independent and doing what we want every day." – Ryan Tansom

Resources:

• Built to Sell: John Warrillow
• Finish Big: Bo Burlingham
• EOS Framework
• Scaling Up by Verne Harnish
• The Great Game of Business by Jack Stack

Thank you so much for listening and thank you for joining the Design Development community. Don't forget to subscribe to hear about the latest episodes dropping every Wednesday. If this episode resonated with you, share it with a friend.

Our goal is to help people in the industry identify opportunities for growth by sharing the journey of top performers. There is no one path. Success isn't a straight line. There is something to learn from everyone's story. Let's go!

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