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26 csengineermag.com MAY 2019 be incorporated into every business plan and not be viewed as a stand- alone initiative. Perhaps one of the largest sustainability opportunities across an asset portfolio is to improve operations and maintenance per- formance, thereby reducing natural resource consumption, improving building life-cycle and, ultimately, improving the value of the invest- ment. C+S: You have worked with some large and important public-sector clients like the U.S. Army Corps of Engineers, the Federal Aviation Administration, the Centers for Disease Control, and the EPA, among others. What does it take to effectively manage a project with such cumbersome government agencies? EH: While it may seem that large government agencies are challeng- ing projects, I've found that our clients are passionate, creative and innovative. Our federal clients lead the nation in developing and imple- menting cutting edge asset management programs across some of the most complex and unique asset portfolios. I feel really privileged to have the opportunity to work on these projects. With a $264 billion portfolio, USACE Civil Works is a great example. Their efforts were recently identified by the Government Accountability Office (GAO) as a comprehensive and strategic approach to asset management and they represent one of the nation's largest owners. C+S: What motivates you to tackle such big projects? I guess it's all I've ever known. I began my career at Booz Allen Ham- ilton where my first client right out of college was the Environmental Protection Agency. From day one, I've been engaged with large clients who come to us with complex problems to solve. Every client engage- ment is a challenge, and while they are all tackling similar issues of aging portfolios and limited budgets, each client brings a unique set of circumstances and operating parameters. C+S: You were at Jacobs for nearly 12 years before taking a posi- tion with Woolpert. While Woolpert is a large and influential firm with around 800 people, it's not quite a mega-firm like Jacobs with nearly 80,000 employees. Why the change after 20 years in the business? EH: As I mentioned above, I started my career at Booz Allen Hamilton, a large management consulting firm, followed by 12 years at Jacobs. Two very large firms with so much to offer their employees. I'm ex- tremely grateful for the training I received at Booz and the exposure to some of the most interesting clients at Jacobs. I've also met and worked with some of the most talented people in the industry. When I was approached with the opportunity to build a strategic con- sulting group from the ground up within Woolpert, I thought it was the perfect time in my career to do it. I've loved the entrepreneurial environment and really appreciate the fact that senior leadership sees the value that strategic consulting brings to the firm as a whole. C+S: Woolpert CEO & President Scott Cattran recently said his top priority is firm longevity, shareholder value, and employee happiness. What's the big cultural difference you are experiencing between Jacobs and Woolpert? EH: Firms (large or small), are ultimately a collection of people and shared values. Woolpert presents an exciting opportunity to be im- mersed in an engaging and innovative culture that actually "walks the walk" with respect to employee engagement and career values. C+S: When you were named to the NIBS Facilities Committee, you talked about the fact that you are not an architect, engineer or de- signer. How has this outside perspective shaped your career? EH: This perspective has proved to be a strong asset within NIBS and more broadly across my career. Diversity in experience and training allows our team to bring a more comprehensive approach and solu- tion to each problem. Individual disciplines or practice areas such as architecture or engineering bring a strength in that area, but not always a broader view of the economic, operational, environmental and social values. Integrating all those areas of expertise inherently provides a better outcome. C+S: You have risen to the top in an AEC industry that is still dominat- ed by men. As a woman, what were your greatest challenges and your greatest triumphs? What is your message to women who are thinking about a career in engineering? WOOLPERT SENIOR STRATEGIC CONSULTANT SELECTED TO SERVE ON BOARD OF NIBS FACILITIES COMMITTEE Woolpert Senior Consultant Emily Herndon, LEED AP, has been selected to serve on the board for the National Institute of Building Sciences (NIBS), Facility Maintenance and Operations Committee (FMOC). NIBS is a group of industry, government and agency experts who identify and solve issues that would otherwise hamper the construction of safe, affordable structures throughout the U.S. The FMOC works to improve the performance and longevity of buildings through effective maintenance and operation, improved total cost of ownership and life-cycle strategies for the nation's built environment. NIBS was established by the U.S. Congress in 1974 as a nonprofit, non-governmental organization and is responsible for standards, including the Whole Building Design Guide, Integrated Resilient Design Program and buildingSMART Alliance. – Woolpert

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