BONESTROO INC.
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in diverse markets. We’ve grown quite a
bit, and we wanted to solidify our client
performance.
We’ve merged with two firms, which is
very exciting, and we’re pleased and
impressed with the outcomes. DSU was a
Twin Cities (Minnesota) urban planning
and design firm, and SEP handled civil
engineering land surveys with a focus on
the private sector in central Minnesota.
Both mergers occurred 2006, so we’re
still in the integration phase.
CT: What was the appeal of these com-
panies?
JB: With DSU, we were impressed with
the talent and leadership in urban plan-
ning, urban design and landscape archi-
tecture. One of the advantages we’ve al-
ways offered to our clients is that we
understand the full-project lifecycle and
client development lifecycle. Now, we
can take a project from concept to deliv-
ery, while implementing cost-effective,
forward-thinking infrastructure in more
ways than ever before. It just seemed to
be a natural fit. We build things better
because we plan them–and plan things
better because we build them.
With SEP, we found an established,
reputable firm with good culture that
catered to the private sector. They’ve
been an integral part of strengthening
our relationships with the private sector
and launching us into that market.
CT: How is the market changing, and
how is the company adapting?
JB: Some clients are starting to view
planning and design services as a com-
modity. We’re certainly working to differ-
entiate ourselves through superior serv-
ice, uncompromising client dedication.
We’ve had relationships with many clients
for many years – some for more than 50
years. We keep ratcheting up perform-
ance to maintain them. The mergers are
part of that marketplace differentiation.
I believe governments at all levels are
under financial pressure and as a result
are under-investing in infrastructure. It
forces all of us to tighten up our opera-
tions and be more cost-sensitive for the
clients’ benefit. Communities lack funds
to address essential public works needs.
We provide clients with infrastructure
planning services and help them identify
financing. We brought on a grants expert
and funding researcher, who helps clients
identify financial resources for their need-
ed infrastructure projects. It’s been a well
received by our clients.
CT: What does Bonestroo offer for train-
ing or career development?
JB: This past year we’ve focused on
strategically planning for training and
development that better aligns with our
business goals and staff needs. We offer
in-house training in three distinct learn-
ing tracks: leadership and supervision,
project and risk management, and sys-
tems and technical skills.
We send staff to outside seminars or
bring outside trainers or seminars in and
we have a tuition reimbursement pro-
gram for employees attending college.
CT: What is your vision of the future for
Bonestroo?
JB: We want to become the leading
full-service engineering and planning
firm by focusing on our client needs
and delivering superior service. Our
goal is to help communities achieve
their desired futures. We’re working
to improve places, and as a result
improve lives. ■
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