近距离内射合集

Bruce Stidworthy got his start at Bohannan Huston Inc. as a student intern in the summer of 1994. Three decades later, he鈥檚 running the place.

鈥淭hat鈥檚 why I stayed during those years when there were other opportunities,鈥� Stidworthy, now president of the Albuquerque-based engineering firm, said of his decision to build his entire career at Bohannan Huston. 鈥淚 enjoyed the work that I did here, I enjoyed the clients we worked with, the projects that I worked on.鈥�

Founded in Albuquerque in 1959, the firm provides civil and structural engineering, traffic and transportation engineering, water resources, land surveying, GIS and photogrammetry services. It has offices in Las Cruces, Denver and Grand Junction, Colorado.

Bohannan Huston has been recognized as a Top Workplace this year, placing third in the midsize category. It is the sixth time the company has made the list.

Employees receive health, dental, vision and life insurance; a generous annual employer contribution to their health savings account; a flexible PTO plan; and what the company says is an unbeatable 401(k) match. The company also offers onsite chair massage, yoga and cooking classes, along with volunteer time off for employees who want to get involved in the community.

The following is an excerpt from an interview with Stidworthy. It has been edited and condensed for clarity.

Bohannan Huston has been around since 1959. As president, how do you carry that legacy forward while also keeping the firm fresh and forward-looking?

I鈥檓 very cognizant of the incredible leadership of those who came before, who really laid an amazing foundation for the company in terms of client relationships, culture 鈥� two of the most significant. Certainly the company has evolved over the years with regard to all those parameters. But that solid foundation that was laid by a lot of former leaders who are now retired gave us a great starting place to continue to grow and thrive from.

One of the firm鈥檚 guiding ideas is 鈥済reat people supporting great communities.鈥� How do you make sure that鈥檚 something employees feel in their day-to-day work?

That tagline is relatively new for us, but it鈥檚 complementary to our vision 鈥� improving the quality of life for our clients, communities, and future generations. One of the ways that we keep that in front of our full team is just by talking about it all the time. I do quarterly updates for the entire company, and I choose different topics to emphasize during those, but in many of those I figure out a way to work in our mission, vision and values. I think it鈥檚 important that we remind ourselves, including our staff, that what they鈥檙e doing matters as it relates to our clients and the communities that we work with. And it matters in terms of reliable, cost-effective infrastructure that most people on a day-to-day basis don鈥檛 really give much thought to, unless they鈥檙e stuck in a traffic jam, or their water doesn鈥檛 come on one day. We see our vision as helping to make sure those kinds of things don鈥檛 happen, and that people do have that critical infrastructure that they need reliably and cost-effectively.

This is the sixth time the firm has been named a Top Workplace. What do you think has kept employees feeling that way year after year?

I would say that we consistently care and think about what makes a great workplace, and then we create structure and culture and benefits to live up to that, because we want it to be a great place for us as leadership to work, but we want our employees to feel that way as well. We know that when employees are enjoying their work, they do better work, and they also are more likely to stay. And so longevity is really valuable to us. It鈥檚 a really, really big investment to get an engineer from entry level to really being effective, efficient, knowledgeable and to be a really strong resource to our clients 鈥� that takes probably at least five years, and so that鈥檚 why retention and low turnover is really important to us.

You鈥檝e recently promoted several leaders from within. What does that pattern of advancement say about how the company invests in its people?

It comes back to longevity and culture. We almost always promote from within. We have 22 senior vice presidents and about the same number of vice presidents. Of those, there might be only one who was hired externally at that level, and then a few more who were hired a little bit below that level and relatively soon were promoted. Everybody else really worked their way up to that level from within. 鈥� We put quite a bit of work into trying to figure out how to actually do that, not just talk about it. I think the proof is in the pudding. If you look at those 45 or so senior vice presidents and vice presidents, and then look at their average tenure at Bohannan Huston, and their average total professional career length, most of them have been at (the firm) for a decade or two, and many of them have spent their entire career here 鈥� certainly not all, but many.

Matthew Narvaiz is the Journal鈥檚 business editor. You can reach him at mnarvaiz@abqjournal.com.