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Demand For Engineers Increases: Infrastructure Asset Management & Sustainability

MET • Sep 18, 2012

Engineers that understand infrastructure asset management are in demand within the U.S. engineering marketplace. Infrastructure asset management specifically focuses on the need to sustain structures such as highways, bridges, water treatment facilities, electric utility and transmission lines in addition to many others. Mounting pressures to cut public spending, has much needed maintenance and rehabilitation put on hold. Meanwhile, U.S. infrastructure continues to decay. The planning, design, construction, operations, maintenance, upgrading, and rehabilitation of infrastructure has become split among the private sector and public agencies.

 

What has become clear is the need for talented engineering managers that understand the delicate balance between planning, design, operation, maintenance and sustainability of infrastructure . My clients, architecture and consulting civil engineering firms, have multiple year initiatives for expanding consulting divisions that focus only on asset management. Whether it be underground tunneling for large diameter pipes, water/waste-water systems or transportation systems- the market and the money are HOT.

 

Consulting A/E firms seek to expand their ability to offer their clients asset management action plans that create an effective and practical business framework for transportation, stormwater, water and sanitary assets. One firm states the importance in providing agencies/municipalities a “comprehensive approach that creates a sustainable program to help achieve performance goals, minimize costs and meet stakeholder demands.” These asset management plans vary from firm to firm and may include but not be limited to: strategy and service level development; business planning; infrastructure assessment and planning; financial and capital planning; technology strategy implementation; operational excellence; computerized maintenance management systems.

 

Engineers with comprehensive business experience and practices will find a variety of opportunities open to them over the next year. This may reactivate the MBA vs. MSCE discussion . What do you think.

The Metzner Group Blog

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During 2021, growth through mergers and acquisitions (M&A) continued to be a stronghold within the North American architectural and engineering consulting marketplace. Rusk O'Brien Gido & Partners reported that 2021 was a record-breaking year for A/E M&A activity. Professional services firms competing for talent have figured out that to grow in new regions or new disciplines, M&A or recruiting through full team take-outs is a viable option. Traditionally, firms identify, recruit and hire practice builders or leaders in a specific market sector or location. These strategic hires are then tasked to build a team. While this practice still exists, many firms are targeting specific firms or leaders with cohesive teams to shorten the timeline for growth. These teams are enticed to move together for a new opportunity. It is a win for the team and a win for the hiring company! There is an old saying "People leave managers, not companies." While that can be true, it is also a fact that people leave companies to stay with their managers. While firms have tried to thwart efforts of teams leaving by demanding leaders sign non-compete and/or non-solicit contracts, they are finding that staff and the courts are frowning on such agreements. The U.S. Department of Justice's promise to criminally prosecute “no-poach” agreements, have left employers questioning how to protect their employees and teams from being "poached" or recruited by competitors. For clarity, a no-poach agreement is an agreement between two or more employers not to hire employees away from each other. Recruiting in the A/E marketplace for 30+ years, I have seen recruiting trends come and go. M&A and team take-outs are only going to increase as the market for talent tightens. A client recently asked me what ideas I could offer to keep talented staff and teams from leaving. The answers are many and varied. At the top of the list is reviewing company culture, something that is incredibly difficult to change. Exciting projects, compensation and great colleagues are great places to start...but lately staff and their teams won't accept a company culture that views them as widgets.
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