Who owns hdr

This mindset unifies teams through a shared purpose, and builds trust. For young professionals, the opportunity to take ownership in the organization they work for enhances their career growth and empowers them to invest in their futures. He was young, new to HDR and focused on living life to the fullest. Wow is right — and not just when looking at the financial benefits.

As an employee-owner today, Jerome likens it to owning vs. They are not looking to leave a legacy or impact or nurture others. But when you own it — you treat it like you own it. At some companies, you contribute but you might not matter. Employee-owners experience collective prosperity and collective responsibility. Neil Richards, a senior construction engineer, recognizes that this responsibility guides his decision-making on projects. Employee ownership enables better long-term decision-making throughout the company.

Our employees know that their hard work and investments in HDR have significant impacts on organizational outcomes. Mary was eager to become an employee-owner right after starting at HDR, having come from a different employee-owned firm in Charlotte, North Carolina.

Employee ownership also played a part in what attracted Mary to HDR in the first place. Mary now serves as a vice president and our client development lead for the water group in the South Atlantic area. Our culture really lends itself to everyone being in that same mindset, so it makes it easy. Jared joined HDR through an acquisition in and has been an employee-owner ever since. It impacts each local office. Jared also said that a colleague put it well during a strategic planning presentation.

We Celebrate These Numbers. Largest employee-owned company based in U. Jose Rodriguez. Todd McLeod. The firm employed 40 people by the end of the decade and moved into new office buildings in and Two employees became new partners in the firm after World War II.

Willard A. Richardson, an electrical engineer, became secretary-treasurer, and Charles W. Durham was named vice-president, each taking a one-third interest in the company. The same year, the company decided to build its own office building. The company opened branch offices in Colorado Springs and Denver, where it was designing sewage systems, and in Phoenix, where it was designing the utilities for the Sun City community.

An architectural department was established in , and the company bought its first aircraft, to facilitate the long commute to Minot, North Dakota, where the firm had landed a contract to design an entire Air Force base.

One significant postwar project was designing miles of high-voltage power lines for the Northwest Missouri Electric Coop. By the end of the decade, HDR had already outgrown its new headquarters building. Its new home would be Kiewit Plaza, one of Omaha's largest high-rises. HDR opened three more branch offices in the s as employment rose to A new office in Madrid, which specialized in irrigation projects, gave HDR an international presence. At home, the company built its first major medical facility, Omaha's Methodist Hospital.

The U. Air Force had the firm designing more air bases in Newfoundland and Greenland, as well as an expansion of the U.

Air Force Academy in Colorado Springs. The firm also began designing post office facilities. By , HDR had grown to employees. The firm was becoming more corporate, with a new Lear jet a first among architectural-engineering firms and another new headquarters building completed in A separate division dedicated to designing judicial buildings was established, and the company ventured into environmental services, beating out rivals to win a joint venture contract to plan the Trident Submarine Base Support Site in Bangor, Maine.

HDR also grew by acquisition. It bought the Seattle architectural firm Durham Anderson and Freed in Los Angeles-based Stanton Stockwell followed soon after. He would drive all night to those meetings, so the public could see the man who truly cared about their community. And he won their trust — and work — because of it. It did so organically at first.

Over the next decade, Henningson Engineering would reach new heights, outgrowing its office space three times between and It was around then that the firm became Henningson, Durham and Richardson, Inc. With Durham at the helm, innovation followed. The company took to the air, using its own fleet of airplanes to serve clients in other regions.