SKA’s executive leadership lacks both strategic vision and integrity. With the retirement of its longtime president in early 2018 and the installation of a new leadership team and board of directors, along with a restructuring of how the business recorded and allocated resources, what was once a storied, multi-disciplined engineering firm is fast becoming a mere shell of of its former self.
A lack of vision and process execution along with inexperienced leadership in both basic business acumen as well as people leadership skills have reversed several years of prosperity for the firm. Goals and objectives are advocated daily with little, if any, follow-through by most of it’s middle and upper management and virtually no consequences from leadership for non-participation. A commitment to growth and change are given plenty of dialog but fall well short of being functional components of the firm’s long term strategic plan.
Heading into 2019 and coming off a third straight year of increased revenues, the new leadership team managed to post a loss for the quarter and decided the best solution to the cashflow shortfall was to downsize its corporate headquarters by 10%. In three short months, the firm went from distributing healthy, year-end bonuses and merit raises to laying off 10% of the corporate office. To most, this would be an indication of weak leadership in conjunction with a complacent board of directors and a lack of proper cash flow management.
Several of those downsized had 15-30 years of tenure with SKA consulting engineers. The company that had once touted its ‘family’ culture ultimately exhibited its true sentiment towards its employees, you are a number on a spreadsheet, you are an expendable overhead.
Layoffs, paired with the exodus of additional high-volume producers, has put company moral at a historic low for the firm.
There are however, some tremendous people who continue to work at the firm. The commitment they have to their craft and career stand second to none. Their desire to do the very best job possible for the firm’s clients and to the company itself are the ‘duct tape’ that, for the moment, holds the company together. As these employees transition to other firms and careers or, simply retire is a good indicator that the end is near.
Final advice, if you choose to work for SKA consulting engineers, make sure your swimming skills are finely honed and be sure to bring your own life jacket!
