News

Q & A – Mike Rief

Mike Rief is our Senior Vice President of Construction Services. He plays a critical role on our construction team by driving projects forward through his leadership. In this Q&A, Mike reflects on his experiences at WSB and shares his vision for the future.

Q: You’ve been with WSB for almost 15 years. What aspects of WSB make you excited about work?

I really enjoy the people I work with not only in the Construction Services Division, but throughout WSB. We have a lot of talented, motivated and passionate people and it’s fun to draw from their excitement and energy in our daily work, pursuit of work and development of plans and projects.

Q: So far during your time at WSB, what has been the most memorable moment?

There have been many memorable moments during my time, but a couple that stand out are the collapse and reconstruction of the St. Anthony Falls 35W Bridge. That project presented a lot of firsts for WSB. We were brought in to provide two to four staff for Contractor Quality Assurance. Because of our efforts, we eventually had more than 50 staff providing field support in the construction of the $234M project. We had a great team who delivered the contract administration, inspection, testing and documentation. We worked 24/7 for nine months through one of Minnesota’s coldest winters to successfully deliver the project. The other memorable moment, still very special to me, is winning the 2012 TH 90 Dresbach Bridge and Interchange Contract Administration and Oversight. This project was a significant milestone for our firm.

Q: How are our clients involved throughout the construction process?

Involvement varies significantly depending on the client. Every project is unique, and we take that into consideration. We welcome client involvement and engagement as part of our process. We work to find a balance with the client to ensure their needs are met and that they are satisfied with the administration of the project, the final product and resident perception.

Q: Our culture drives our curiosity. How does curiosity drive the construction team?

The people who are most successful in the construction industry are problem solvers by nature. That creates a certain level of curiosity in the way we perform our jobs. We ask questions and are not afraid to ask why and provide recommendations on better ways to address a challenge. It’s our staff’s curiosity that drives our innovation and improvements. We are constantly pursuing improvements to our process and the way we work and this has been the foundation of many enhancements throughout WSB.

Q: How do you think WSB stays innovative and inspired in times of uncertainty?

I think in some cases, it’s the uncertainty that creates the inspiration and innovation. Our staff is good at finding opportunities to expand services or develop new technologies. If you look back to the Great Recession, our firm grew by adding new services and exploring new markets. We’ve faced uncertainty recently when navigating the challenges surrounding COVID-19, but I’ve admired the ways our staff are identifying new ways to perform their work, deliver projects and stay engaged.

Q: What makes our construction services offerings unique?

We offer a broad range of services that complement each other. We also have become specialized in the areas of Contract Administration, Surveys, Pipeline, Environmental Compliance, Project Controls, Geotechnical, Materials, Pavements and Geohazards. All of these service areas work together by sharing knowledge, resources and lessons learned. We have strong relationships with all divisions in WSB and work collectively to deliver projects.

Q: How do you think our construction services are set up for future success?

We have become very competitive over and continue to meet the needs of our clients. We are making significant investments in our staff, training and technology. We are investing in other service offerings, new markets and new industries. Continuing to evolve and explore new markets both geographically and from a service offering perspective will help position us for continued success in the future.

Q: What are you most excited for in 2020?

2020 didn’t start the way we had hoped. The COVID-19 situation has created some uncertainty for everyone in all industries. Moving forward, I’m most excited for our season to progress and our staff to get out on projects. How we do work in the future will look different to us and it’s exciting that we are able to help define what that will look like.

Q: Inspiration is paramount to our work at WSB. What inspires you?

I draw inspiration from a lot of different areas. First, I tend to be a little competitive so, I enjoy the pursuit for projects. I also draw inspiration from our staff. Seeing our staff experience success, solve a problem or learn something new is a motivator. After 30 years in the industry, I’m still learning and sharing knowledge with others and it is really rewarding to have others do the same with me. Seeing staff, clients and contractor partners get excited about their jobs is something that should inspire all of us.

WSB hires structural engineering expert Paul Kivisto

May 22, 2020

Engineering and consulting firm WSB announced today that Paul Kivisto is joining the organization as a senior structural engineer. As the former metro region bridge engineer and St. Croix Crossing Bridge construction engineer for the Minnesota Department of Transportation (MnDOT), Kivisto joins the firm with nearly 37 years of experience working on high profile structural infrastructure projects throughout Minnesota.

“I am thrilled to welcome Paul to our firm. His engineering and bridge management experience will be an invaluable addition to our structures team,” said Jody Martinson, WSB’s vice president of transportation. “I’ve worked closely with Paul for many years and his technical abilities and his big-picture thinking will be an asset for our clients’ structural needs.”

Kivisto has played a significant role in some of the most high-profile bridge projects in the state, most notably serving as the St. Croix Crossing Bridge construction engineer. The $646 million project was completed in 2017 and involved two state DOTs, multiple communities and an innovative extradosed design – only the second of its kind in the United States. Additionally, Kivisto offered his expertise on bridges across the state including the reconstruction of the I-35W Mississippi River bridge and the construction of the 10-lane Wakota River Bridge.

“I am really looking forward to joining the growing structures team at WSB,” said Kivisto. “In many ways, I am just changing hats and am excited to approach projects from the consulting side of bridge management and design.”

As part of WSB’s team, Kivisto will support clients with their bridge management plans, safety inspection reports, design plans and constructability reviews. As a consulting engineering firm, WSB’s structures services include bridge design, rehabilitation, inspection and management and construction for public and private partners.

WSB announces new municipal division leadership

May 27, 2020

Local engineering firm WSB today announced the promotions of Monica Heil and Morgan Dawley to leadership positions in the firm’s municipal services division. In their new roles, Heil and Dawley will oversee the growth and management of WSB’s municipal market, including municipal engineering, community planning, economic development and water-wastewater services.

Heil, formerly the senior director of municipal services, is now the vice president of municipal services. Heil is a civil engineer who has served many communities in Minnesota for over 15 years. She replaces vice president Lee Gustafson. Gustafson, the former longtime engineering director for the city of Minnetonka, assumed the role in 2018 and worked alongside Heil to restructure the fast-growing team to better serve the firm’s clients. Gustafson will remain on the firm’s leadership team in a reduced role.

“Monica has a deep understanding of long-term operations and maintenance needs associated with municipal engineering,” said Gustafson. “She believes in developing solutions that have a profound effect on the communities she serves. There is no one better to lead WSB’s municipal services than Monica and I am confident in her ability to deliver on our client’s infrastructure needs.”

Filling Heil’s previous role as senior director of municipal services is Dawley.  Dawley is the former director of municipal client services. He has overseen municipal, transportation and civil engineering projects in several Twin Cities communities offering consultant services that include strategic planning, preliminary design, project development and public engagement.

“Morgan has shown tremendous commitment and leadership to WSB’s municipal team,” said Jon Chiglo, WSB’s chief operating officer. “Throughout his tenure he’s made a strong impact on our clients and staff.  He has asserted himself as a leader and I am thrilled for Morgan to take a more active leadership role within the company.”

In the last two years, WSB has expanded the executive team, built a larger C-suite and acquired two companies. As the third-largest engineering firm in the Twin Cities, WSB has 14 offices in four states.

To view the resumes and headshots of Heil and Dawley, click on the links below:

• Monica Heil, vice president of municipal services
• Morgan Dawley, senior director of municipal services

Newsletter | Volume 2 | Issue 1 | 2020

WSB Selected to Design TH 169, Rebuilding Gateway to Greater Minnesota

WSB is thrilled to partner with the Minnesota Department of Transportation (MnDOT) to provide final roadway and bridge design services for the Highway 169 (TH 169) Reconstruction Project.

TH 169 is a significant north-south highway in Minnesota. It serves rapidly developing communities and is a gateway to exploring recreational areas in Greater Minnesota. The highway is heavily traveled by both vehicles and pedestrians. Expanding the highway is intended to improve safety and reduce the average rate of collisions in the area.

Jody Martinson, vice president of transportation at WSB, anticipates this project will have a lasting impact and looks forward to delivering a safer commute for surrounding communities.

“This project is incredibly important to users of the TH 169 corridor,” said Martinson. “Being able to work side-by-side with MnDOT to improve the safety and mobility for motorists and pedestrians is extremely gratifying. WSB is excited to utilize technology and innovative solutions to improve the efficiency of design and construction.”

The reconstruction will address operational, infrastructure and mobility issues, all important elements considered when the project was selected for the Corridors of Commerce (CoC) program. The project will replace four signalized intersections with interchanges and consolidate access points, drastically improving safety and mobility. Local roadways will be reconstructed to create ADA accessible routes at the interchanges. The TH 169 project is expected to reduce roadway delay by more than 1,000 hours per day, eliminate $1.7 million in annual crash costs, and provide more reliable travel times for the public.

The project is also a CMGC project. As a CMGC (Construction Manager/General Contractor), the process will involve several stakeholders and team members throughout the design and construction process. The project will also require strong coordination and communication with MnDOT. Project manager, Peter Muehlbach formed an expert team to ensure the CMGC process is efficient, effective and economical for reconstruction.

“When fully utilized, the CMGC design process allows for a more collaborative work environment between designer and contractor,” said Muehlbach. “I am excited for the opportunity to make design decisions together with our MnDOT, Sherburne County, city of Elk River and Ames Construction partners.”

Additionally, the project team will leverage state-of-the-art and emerging technologies to provide sustainable solutions during the design phase. By utilizing modeling tools, WSB will streamline construction management, drainage and utility relocation processes.

Planning for the TH 169 Reconstruction Project is underway with final design set to begin this summer. Phased construction will begin in fall 2022 with project completion set for 2024.

25 stories for 25 years | Chris Petree

On October 5, 2020, WSB will celebrate our 25th year in business. Since 1995, we’ve added new service areas, expanded our reach and served our communities.  Throughout our tenure, our dedicated staff has been a constant.

In honor of our 25th year, we’ll be highlighting 25 stories of the people behind the projects.

Story 1 of 25

What do you think is special about celebrating 25 years as a company? 

I remember when WSB was a small company and today we’ve grown into an industry leader without sacrificing our founding principles and core values. Throughout the firm’s 25 years, the team has led with integrity and integrity has remained a constant.

What has been the most memorable moment of your career at WSB? 

It wasn’t when I was employed with WSB, but rather when I was one of WSB’s clients. While I was in Lakeville as the Director of Public Works, I partnered with WSB to create a comprehensive pavement management program that resulted in one of the most aggressive street reconstruction programs in the state.  I’m extremely proud of what we accomplished together for the Lakeville community.

What WSB value do you connect most with? (Bold, Visionary, Authentic, Passionate, Optimistic) 

I connect with all of them, but honestly my top value is being authentic. I witnessed WSB’s authenticity as a client and I find it to be true as a staff member. I came to WSB after over 24 years in the public sector and I wasn’t asked to change my style, approach or beliefs. Instead, I have been encouraged to bring my authentic self to the clients we serve.

What about your work gives you energy? 

Making an impact for our clients and their communities.  It’s energizing to form partnerships and collaborate to find creative solutions not just for this generation, but for the generations of the future.

Why do our clients continue to work with us?   

I think clients work with us because of our core values.  We bring these values into every project, idea and client interaction.  I also think that WSB has hired and retained some of the top professionals in the industry and our clients benefit from that expertise.

Top 5 Q2 Considerations for City/County Managers & Administrators

Bart Fischer, Senior Public Administrator, WSB

All of us have been affected in unprecedented and profound ways by the COVID-19 virus. Some mornings it seems as though just making it through to the end of the day is the goal. As I began putting together my thoughts around what city/county managers & administrators should be thinking about during the 2^nd quarter of a “normal” year, it struck me that there aren’t “normal” years. Each one is unique with its own challenges and opportunities. Yes, the COVID-19 virus is a big, unprecedented challenge. However, it’s one that public administrators can navigate because that is what we do. We lead our organizations through good times and bad, all while inter-weaving what is “normal” with the constant changes. My goal here is the same, weave together “normal” 2^nd quarter considerations for city/county managers & administrators with the current challenges and changes of COVID-19.

Labor Contracts

Most public sector organizations have labor agreements with at least one, if not multiple, labor unions or bargaining units. The budgeting process is a year-round affair that likely started in quarter one, and because of this, it is important to start planning and strategizing as early as possible for labor negotiations.

With the onset of the COVID-19 virus and the challenges it presents, it is even more important to plan where to begin. We are likely facing health insurance increases, a struggling economy, and political pressure to keep taxes low. How do public officials tell essential service employees like police officers, fire fighters and public works employees, who are put their lives on the line daily, that there could be a freeze in pay and benefit adjustments?

This is the time to come together. Seek out connections and relationships with other public sector administrators and organizations to collectively find creative ways to solve these challenging financial and contractual issues. Start talking with bargaining units now to build trust and communicate expectations.

If you have labor contracts that expire at the end of this year, start connecting and communicating with colleagues and peers. Work together to find creative solutions to challenging contract discussions. Begin conversations and communicate expectations with your labor groups.

Public Works

Spring is time to start thinking about seasonal transitions in public works. There is the transition of equipment and work plans from winter activities to warm weather duties. Equipment and work plans that are set up for plowing, snow removal, ice rink flooding and inside related work, must now be transitioned to summer activities such as street sweeping, street patching, water line flushing along with lawn, park and public property maintenance.  Additionally, second quarter brings the start of street reconstruction and other infrastructure projects.

It is important for administrators & managers to work with their public works directors, city engineers and staff to plan for inevitable challenges. Those may include a diminished workforce due to COVID-19; ensuring the safety of city, consultant and contractor staff; barriers to public engagement and communications regarding projects, work plans and safely interacting with the public.

The transition from winter to summer activities can be difficult for public organizations, especially during this time. However, it is also an opportunity to find and evaluate new and more efficient processes for making these transitions happen.

Parks

Like public works, parks become an important priority for public entities and residents when spring arrives. Without a doubt, our current situation of closing playgrounds and other high contact amenities is difficult. However, it can provide opportunities for park improvement. With park amenities closed, there is an opportunity for performing any delayed maintenance, replacement or cleaning.

This is the time of the year to be communicating with local athletic associations regarding needs and desires for their upcoming seasons. In the “new normal”, communication regarding plans and expectations becomes even more imperative. Are associations still planning for their seasons and tournaments? If so, will the city/county have the staff to maintain and prep the fields as needed? Are they postponing tournaments, or making them smaller, and at fewer locations to allow for social distancing and better maintenance?

It is essential to start considering and planning for a summer with closed parks and amenities. Take the opportunity to make and implement needed improvements and maintenance during the closure and communicate with the local athletic associations about expectations for the upcoming summer season.

Community Connections

During these interesting times, it is important that cities and counties stay connected to their residents and community. This will look different in today’s social distancing climate, but community connections remain a vital part of a public organization’s success. Public entities must find ways to connect to their constituents, especially those with little or no technology. My colleague Dan Pfeiffer, Director of Public Engagement at WSB, recently provided insight on this topic with his piece, “Staying Connected When Public Meetings Aren’t Possible”.

This is also the time of year when cities start to plan in earnest for summer events and celebrations with parades, carnivals and fireworks. The current state of social distancing and limits on congregating in large groups, make it important to start the conversation now about canceling or modifying these events to accommodate new recommendations.

Finding ways to successfully maintain community connections will not be easy. Organizations will be successful in their recovery efforts if they find ways to keep the members of their community connected during this crisis.

Team Members/Employees

How well an organization communicates with, engages, and treats its team members and staff during the COVID-19 crisis is a barometer for future success. Managing the impacts of COVID-19 virus on employees should include addressing stress, burnout, mental health, flexible work schedules and working from home in order to maintain the health of the individual and the organization.

Connecting with employees during an outbreak and social distancing may look different, but it is still possible. Continue to celebrate milestones such as birthdays and work anniversaries with online meetings, calls and lunch delivered to the employee’s home. Use video calling to reach out, check in and touch base as it is more personal than a text or email. Help model work/life balance. Even though work and home are now one and the same, you do not need to be, and should not expect others to be, available 24/7. Continue to build in and set aside time for both work and personal time.

The possibility of a diminished workforce remains likely as summer camps and events are cancelled, budgets tighten, and cities/counties do not hire seasonal workers. They may also have to find creative ways to use less busy staff to provide essential services. For example, full time recreation staff that may not be as busy this summer can assist with parks maintenance or general administrative work. Find creative ways to keep team members employed and engaged.

Communicating and engaging with your team members, even in small ways, is vitally important and goes a long way toward keeping them focused and productive during these trying times.

Conclusion

Though the COVID-19 pandemic has created unprecedented challenges for us all, I am confident in the work of public administrators and managers to integrate change. During this time, do not overlook the importance of focusing, planning, discussing and communicating about priorities such as labor contracts, public works and parks transitions, community connections and the safety and engagement of team members and employees. The success of our cities, counties and communities depends on it.

Engineering News Record (ENR) Ranks WSB #210 on Top 500 Design Firms List

Through ENR’s annual survey, companies throughout the United States are ranked according to revenue for design services performed. ENR’s mission is to connect diverse sectors of the industry with coverage of issues that include business management, design, construction methods, technology, safety, law, legislation, environment and labor.

Since WSB was formed 25 years ago, we have been committed to growth.  For over two decades we’ve worked side by side in the communities we live and work in to build what’s next in infrastructure. It’s through our solid partnerships with our clients that we’ve been able to collaborate and solve some of our communities’ biggest challenges. Our growth would not be possible without our dedicated clients. Thank you for trusting us with your infrastructure needs. 

It is always an honor to be recognized amongst our peers. Thank you to our staff who also play a large role in driving our growth. At WSB, we drive innovation through every level and service area, and we’ll continue to find cost-effective and efficient ways to serve our clients in the future.

Click to view this year’s full Top 500 Design Firm list.

WSB announces 2020 staff promotions

We are pleased to announce the promotion of our newest leaders at WSB. Our Associates, Senior Associates and Principals demonstrate skills and leadership that advance WSB forward and support our vision and goals. We are fortunate to have strong, committed leaders at WSB that have chosen to invest in their careers with us. Please join us in congratulating our dedicated team members.

Principals

• Craig Alberg | Director of Contract Administration, Metro Region
• John Gerlach | Director of Pipeline
• Tony Havranek | Senior Ecologist
• Monica Heil | Senior Director of Municipal Engineering
• Ross Jentink | Director of Project Controls

Senior Associates

• Chad DeMenge | Director of Contract Administration – Northern Region, Minnesota
• John Powell | Senior Project Manager, Municipal

Associates

• Lisa Beckman | Senior Right of Way Specialist
• Emily Brown | Project Engineer, Municipal
• Bob Haseman | Chief Engineer, Houston
• Jen Holmstadt | Senior Project Manager, Geohazards
• Jeremy Kilbo | Senior System Administrator
• Karne Newburn | Corporate Counsel
• Jeff Sandberg | Senior Professional Engineer, Water Resources
• Erik Seiberlich | Senior Project Manager, Traffic
• Ryan Spencer | Senior Professional Environmental Scientist
• Liz Weber | Director of Financial Planning & Analysis

Jack Corkle, Director of Transportation Planning, to lead as President of ACEC Minnesota

Shortly after joining WSB in 2012, Corkle was appointed as a member of ACEC Minnesota’s Board of Directors in 2013. She has served over seven years on the Board and is prepared to begin her new role as President, working alongside Executive Director, Jonathan Curry and President-Elect, Keith Jacobson. Corkle anticipates continuing ACEC’s work to promote the consulting engineering industry and plans to focus on partnership development within the Minnesota business community.

As President, Corkle will meet with state government officials to address legislation impacting the industry and secure opportunities for infrastructure project funding. Additionally, she will work with staff and others to develop educational and training programs for ACEC-affiliated firm members and continue to work with the Minnesota Department of Transportation and other agencies on strategies and planning for moving projects forward.

Additionally, Corkle is looking forward to bringing a more diverse talent pool to the Minnesota chapter. She believes that promoting an inclusive environment will strengthen the organization in the long-term. “We need new ideas, diversity of opinion and those who are passionate about the industry to be involved.”