{Brief}ly Speaking about what employee ownership means for the clients and communities an AEC firm serves. SEH’s Tina McLaughlin explores how an ownership mindset can strengthen accountability, encourage long-term thinking, and create deeper investment in project success. From building lasting client relationships to retaining talent and driving innovation, this episode looks at how employee ownership can shape the way teams work, make decisions, and show up for their clients.
Mollie (Host)
Welcome to {Brief}ly Speaking, the SEH podcast where we break down big topics in architecture, engineering, and construction into quick expert insights. Let's dive in. Today we're talking about something that clients may not always see on a proposal or project schedule, but can absolutely feel throughout the life of a project. Employee ownership. A lot of firms say they care about clients' collaboration and long-term relationships. But when the people doing the work are also owners in the company, it can fundamentally change how decisions get made, how teams show up, and how invested they are in a project's success. So what does employee ownership actually mean in practice? Does it really lead to better service? stronger accountability or more innovative thinking? And how does it impact clients navigating increasingly complex infrastructure and community challenges? Joining me today is Tina McLaughlin, chair of SEH's ESOP Promotions Committee. Tina helps lead initiatives that build awareness and engagement around employee ownership across the company. fostering a culture where every employee has a personal investment in SEH's future and ultimately in the success of every client and community we serve. So Tina, welcome to {Brief}ly Speaking.
Tina (Guest)
Thank you. I'm excited to be here and talk about the ESOP.
Mollie (Host)
Me too. And it's the perfect time with ESOP Week. So let's get into it. Employee ownership sounds great on paper. I feel like it's kind of more of a trend that we're seeing across the industry. But what does it actually mean day-to-day inside a firm?
Tina (Guest)
So day-to-day, it really comes down to people taking pride in what they do. When you feel like an owner, you care more about the quality of your work and the outcome. It's not just checking a box on a piece of paper. It creates that mindset of I want to do this right because it reflects on all of us throughout the entire company.
Mollie (Host)
Yeah, exactly. And it was something that was so new to me when I started. I had never heard of an ESOP, but was such a benefit when I started learning about it and just feeling like part of the community as soon as I stepped into SEH. Now from a client perspective, how does working with an employee owned firm feel different than working with like your traditional structured company?
Tina (Guest)
It tends to feel more personal. Teams are more engaged and they're more responsive. They're willing to go the extra step or the extra mile, whatever it is. It feels less like you hired a consultant and more like you have a true partner in the project. So it's really just more of a personal thing versus not really caring all that much.
Mollie (Host)
Yeah, and I feel like there's a sense of awareness about the projects too, because as employee owners, our time is directly equivalent to the success of the company. So we are trying to do things as succinctly and as proactively as possible to make sure that the company succeeds and the client succeeds. So it kind of is like a double-edged sword there, benefit.
Tina (Guest)
Right, yeah!
Mollie (Host)
Now we talked a little bit about this in the intro, but one thing that, and rightfully so, clients care about is accountability. You just hit on that briefly there too. How does ownership change the way teams approach project decisions, communications, and problem solving in general?
Tina (Guest)
Yeah, so I think ownership really drives thoughtful decision making. Teams really take ownership. They communicate early and often, and then they solve problems head on rather than handing them off to somebody else. They really kind of dive in and make sure that they are getting the things done that they need to to make sure that clients are happy.
Mollie (Host)
Yeah, I love that example of facing problems head on because when you are an owner, you don't have a choice. You can't just pass it off to somebody else and let it be somebody else's problem because it still is our company's problem and that will directly impact the individual. So that was a perfect analogy for it of just like going straight at the problem, fixing it right away. And that's such a benefit to the end user then as well. Employee ownership firms often talk about long-term thinking. I feel like a lot of companies talk about that, but specifically employee-owned firms. How does that mindset influence client relationships and project outcomes?
Tina (Guest)
I would say that really comes down to what's right for the long haul. We all want to make sure that clients are happy and we're building those relationships. So we're not just doing it for a quick win, get the project out the door and move on to the next. We're trying to build those relationships so that we keep our clients returning. When you build strong relationships and you find those solutions at last, at the end of the day, trust and reputation is what matters. That's what brings clients back and that's what we want. That's how we are all successful for the company and not only just for us ourselves, but also for the client.
Mollie (Host)
Yeah, exactly. I think too, it's a benefit to the clients because our employees like where we're at. They like having that ownership aspect. And so then we place them with a client for really the longevity of the relationship. So it's a benefit there too in that, yes, we want to continue working with you. We want to have that one-on-one relationship and almost feel like that small town firm where you can call them up and say, hey, what's going on? But we have the kind of deep bench of a larger firm, which is nice to always pull into for knowledge and such. Now in industries like infrastructure and community development, projects can span years. Like we were just talking about, we have a long-term mindset. How does employee ownership help create continuity and stability for clients over the life of a project?
Tina (Guest)
I think you tend to see more consistency because people stick around because of the ESOP, right? They're looking long term, they're not finding the next job, right? They stick around, they make those relationships. So that means that the teams stay involved, they understand the project history, and that builds a stronger relationship with the client over time. Just makes everything kind of run smoother, which is definitely a benefit to clients.
Mollie (Host)
Like we just said, having those relationships is so important. And just knowing where people started, what they've already done, the problems that they're already facing, the conversations that have already been had is also important in success and just quickness of projects in general. You don't have to restart every time. Do you think you're in our ESOP committee, so you are kind of hands-on, you see this kind of stuff, you have these conversations. Does ownership impact innovation and willingness to go above and beyond for clients? And if so, where do you see that show up most often?
Tina (Guest)
Ownership tends to push people to think about what will truly benefit the client, not just what's required. It shows up in how teams handle challenges. Instead of sticking to the original plan, no matter what, people are more willing to collaborate, adjust things, and to find better solutions when something isn't working. Especially in our world, unexpected things come up all the time. Teams are more willing to dig in, get creative, and work through different options that can keep the project moving, which then, again, ultimately benefits the client.
Mollie (Host)
Yeah, that's a great example. I've had a unique situation where I worked in a firm that was not an ESOP, and then now obviously I'm at SEH where it is an ESOP. So I've kind of gotten to see the differences between the two. And one of the bright spots that stands out is in the technology and innovation world. Because at my last firm, it was like, AI is absolutely not involved. And because the top leaders didn't think that was a priority for us. Whereas here we have all different voices being heard, all these conversations happening, talking about the innovation, how the industry is progressing and how we can use that proactively and safely and learn how to use these tools, make the best for our clients. And so it's just night and day different because there's that communication piece of all the different voices coming together, not just one person making a decision necessarily. So Tina, in your time here at SEH and with the ESOP committee, have you seen situations where the employee-owned mindset directly change the outcome of a project or strengthen a client relationship?
Tina (Guest)
I think it shows up most on a project when it has an unexpected challenge. In my world, I'm in the right-of-way world. So for an example, it would be a property owner may have concerns about how an easement will impact not just their driveway or the access, but also things like their privacy, landscaping, trees are always a big one. Things that the landowners have invested their time in or how close construction might be to their home. Those are all challenges that come up during the right-of-way process. So those are personal impacts and they matter to the landowners and us, you know, being agents, we want to make sure that we're keeping you know, landowners happy and then also keeping the clients happy as well. So instead of just moving forward without addressing those concerns, you know, we really take a step back, bring the right people together. So typically it's the right of way agents, it's the design team, it's project managers, it's the client, making sure that we can work through different solutions to come up with a way to maybe not have the impact be so much on the landowner. So I I think that comes back to having that employee-owned mindset of, again, benefiting the clients, but also making sure that we're not making a bad image outside as well because we're dealing with the public.
Mollie (Host)
Yeah, that's a great example. And it is such a different mindset in that way of you're dealing one-on-one with the public too, and you want to be successful and the company to be seen well, and you are an extension of that.
Tina (Guest)
It helps keep the project moving forward and it really builds that trust with the client because you're so invested in it.
Mollie (Host)
Now sometimes firms focus heavily on growth or quarterly numbers and those are definitely things that we're talking about, right? But how does employee ownership help balance kind of the business goals with what's actually best for the client?
Tina (Guest)
Yeah, so I would say when employees are invested in the long term health of the company, they focus more on client satisfaction, the repeat work, and then really doing what's right. So they're not just worried about the short term metrics of it all. So I think that's kind of the balance is making sure that they're focusing on the right things versus the short outcome.
Mollie (Host)
It's like we talked about earlier. It's not the quick wins that we're going for. I mean, sometimes those are nice just for a business standpoint. But what we really are looking for in a new client is that long-term relationship, building that up to where we know what their problems are. We can step in at any point and help them. And you hit the nail on the head there with it. So I think that's perfect. Now for organizations selecting consultants or long-term partners, What should they understand about the value employee ownership can bring beyond technical expertise alone?
Tina (Guest)
I would say that they're getting a team that actually cares about the outcome, not just technically, but they're personally invested in doing a good job. So that usually means that there's better communication, there's more consistency, and they have a partner who's in it for the long run, not just the project at hand. So again, not the quick win, just finishing a project that we're really committed to making the those long lasting relationships.
Mollie (Host)
Yeah, and I think it ties into responsiveness and all of that, the long term partnership that we've talked about throughout this whole episode, which is so important in creating those relationships with clients and with consultants. Employee ownership may not always be the first thing that clients ask about, but as we discussed today, it can shape everything from accountability, responsiveness, innovation, and As we've said time and time again, long-term partnership. When the people doing the work are also invested in the company's future, there's often a deeper level of commitment to getting projects right and helping clients succeed. And that's all we have for today's episode. Thanks for spending a few minutes with us on {Brief}ly Speaking, and we'll be back soon with another conversation designed to help you better understand the trends and decisions shaping the future of infrastructure. Thank you so much, Tina.
Tina McLaughlin is a Right of Way Specialist and employee-owner at SEH with extensive experience helping communities and agencies navigate complex property acquisition and infrastructure initiatives. In addition to her project work, Tina serves as chair of SEH's ESOP Promotions Committee, where she helps educate and engage employees on ownership culture, financial stewardship, and the shared success that drives SEH forward.