WSB, a Twin Cities-based design and consulting firm specializing in engineering, community planning, environmental, and construction services announced the hiring of Sarah Rohne as its new director of human resources.
Rohne will be supporting human resource needs throughout the company. In addition to her role as a HR Business Partner, Rohne will also focus on talent development, employee engagement, and strategic HR initiatives. She joins WSB from Schwan’s Company, where she most recently served as their senior human resource manager of talent pipeline and development.
“WSB is an amazing organization with a team of incredibly talented people,” said Rohne. “It is my job to act as a supportive resource, connector, innovator, educator, and talent developer for staff so we can successfully drive business forward. I look forward to strengthening our HR team, managing our day-to-day operations, and advancing strategic initiatives to help our firm grow in size, scope, and tap into new markets and opportunities.”
As director, Rohne will help organize and oversee HR practices at WSB. She has received multiple leadership and recognition awards and has published impressive legal articles throughout her 15-year career in the HR industry.
“Sarah will be an amazing asset to our human resources team, as well as to staff and leadership across our organization,” said Julie Thiel, vice president of human resources at WSB. “She brings passion, expertise, and meaningful insights on how to foster and develop talent. We are thrilled to have her on the WSB team and know she will be valuable in advancing internal initiatives.”
More information about WSB and its services are available at wsbeng.com.
Karls will focus on driving growth for the firm’s transportation services in North Dakota.
Engineering and consulting firm WSB announced today that Jessica Karls has joined the organization as their director of transportation design. Karls will be based in the firm’s Fargo office where she will focus on driving growth and expanding the firm’s reach across North Dakota. Karls will also act as senior project manager for WSB’s large-scale transportation infrastructure projects throughout the U.S.
The strategic hiring of Karls represents WSB’s investment in the Fargo metro area. The director role will strengthen and expand the firm’s transportation services and solutions throughout the Midwest. For years, WSB has been delivering engineering services in and around the North Dakota region, but the addition of Karls forms a stronger presence of boots on the ground, local expertise in the area. WSB has prioritized building their transportation team in North Dakota over the past year.
“Through our commitment to innovation and cutting-edge technology, WSB has the unique opportunity to support infrastructure projects in North Dakota in a more efficient and effective way than in the past,” said Wieber. “We’re continuing to make investments and the addition of Jessica will build our momentum. Her experience expanding into new markets and geographies and her strategic approach to project management and client service will be invaluable to our clients both in North Dakota and throughout the Midwest.”
Karls was most recently the associate vice president of transportation – senior project manager at KLJ, a Bismarck-headquartered civil engineering firm. She was named a Top 25 Women in Business in 2022 by the Prairie Business Journal and has managed some of North Dakota’s largest infrastructure projects including the U.S. 85 four-lane expansion from Long X to County Route 30, the U.S. 84 four-lane expansion south of Watford City, and the New Town Bypass.
“The opportunity to grow and support transportation locally, while also having the full backing of a multi-disciplinary firm is something that attracted me to WSB,” said Karls. “Joining a firm that is not only committed to exceptional client service, but one that is also leading the industry in the way we deliver projects is something I’m looking forward to being part of.”
WSB first entered the Fargo market in 2017. The firm is expanding throughout North Dakota and currently has an office in Bismarck and will open an expanded office in the Fargo metro in early 2023.
As director, Earp will work across divisions and regions to support client public engagement needs
Engineering and consulting firm WSB announced today that Ryan Earp has joined the organization as their director of public engagement. Earp will oversee WSB’s public engagement team and will help advance the firm’s service offering and overall approach to public engagement.
Earp’s tenure providing stakeholder engagement in the energy market has shaped his understanding of the need for a wholistic approach to communications. He will work across service areas to provide a comprehensive public engagement foundation that ensures clients are effectively managing stakeholders, risk and communications.
“The demand for intentional and strategic public engagement is growing, especially in the architecture, engineering and construction industry,” said Ben Maurer, vice president of marketing and communications at WSB. “Increasing transparency and listening to the community are important aspects of any major infrastructure projects across the U.S. As a trained communicator, Ryan will bring a lot of value to our clients.”
Earp was most recently with Environmental Resources Management (ERM), a multinational consultancy firm that provides environmental, health, safety, risk and social consulting services. In his role as a Principal Consultant, Ryan managed long-term public engagement strategic communications campaigns for clients in a variety of markets including energy, infrastructure and asset management.
“At WSB, we have the unique opportunity to engage with the public on projects that shape our communities and our way of life,” said Earp. “I look forward to developing a shared model of public engagement that positions our clients and their projects for success.”
WSB’s public engagement services support the government, energy and commercial markets and offer comprehensive, intentional and strategic communications and engagement planning through both traditional and digital tactics.
In May of 2020, a natural gas transmission pipeline ruptured in Hillsboro, Kentucky, causing a fire and millions of dollars in damage. The rupture, which occurred on a hillside pipe segment, had previously been identified by the operator for geotechnical monitoring and mitigation due to the presence of an active landslide. Following the incident, the National Transportation Safety Board (NTSB) released a pipeline investigation report (PIR-22/01) on the incident. While thankfully there were no fatalities or injuries, the operator estimated the cost of property damage and emergency response was $11.7 million.
Between 2018 and 2020, the operator performed multiple integrity management studies, including in-line inspections (ILIs) and geohazard assessments at the site of active landsliding. Integrity studies indicated that the affected pipeline was exposed to external loads, or loads transmitted to a pipeline from an external source. Although the operator planned to mitigate the hazardous site in Summer 2020, hillslope failure and pipeline rupture occurred before mitigation was completed.
Tips for Proactive Pipeline Management and Risk Mitigation
For gas and hazardous liquid pipelines, proactive management of geohazard risks is critical. To ensure pipeline safety and integrity, here are some tips for operators:
Perform comprehensive geohazard risk assessments, including field surveys, to efficiently identify, document and prioritize the nature and extent of potential threats. Detailed investigations should reduce uncertainly and improve risk and financial-based decision-making.
Quantify external loading and load distributions for at-risk pipelines.
Monitor environmental conditions and changing weather patterns. Soil stability can be adversely impacted by changing weather patterns, so it’s important to check soil and surface materials regularly.
With the assistance of geotechnical engineers, design and implement site-specific monitoring and mitigation plans based on risk analyses and load calculations. Monitoring and mitigation plans should provide operators sufficient time and information to act in response to geohazard events.
How WSB Can Help
Due to the complexity and variability of geohazards, WSB’s Energy Sciences team recommends comprehensive geohazard risk assessments be performed for energy pipelines on five-year schedules. Our team of scientists and risk assessment specialists can help you identify, mitigate, and manage geohazard risks through services tailored to meet regulatory requirements and individual risk profiles.
In honor of WSB’s 27th year in business, I wanted to take a moment to reflect on our past and share a few thoughts.
Top: Bret Weiss, Bernie Middlestadt, Pete Willenbring | Bottom: Don Sterna, Ron Bray
In October 1995, the founders of WSB made the decision to form a new type of engineering firm. It is funny that 27 years seems like a long time ago, but also seems like just yesterday that we walked into our first office with a vision of what could be. Over the course of our journey, the number of staff, clients and partners that inspired, encouraged, and challenged us over the years are too many to mention. Throughout the almost three decades of WSB, we’ve learned, changed, adapted and advanced. This takes courage and conviction from so many.
I’m often looking forward, but on this day I reflect on the past. Today, we focus on the successes and joys and celebrate our anniversary as a company. Building strong relationships with our colleagues helps us get through the trying times and work through challenges to better serve our clients. I am grateful for our talented team at WSB who seize opportunities to advance ideas and help us lead the industry.
From left: Bret Weiss, Ron Bray, Pete Willenbring
Together with our clients, we have the unique opportunity to shape the future. We’re grateful for the partners we’ve had throughout our tenure, both the clients we’ve had from the very beginning and the ones that are new to WSB. It’s through these partnerships that we’re able to work together to solve the infrastructure challenges of our communities. I believe that if you want to go fast, go alone, if you want to go far, go together!
On behalf of all of us at WSB, thank you for taking this journey with us over the last 27 years. We are incredibly proud and thankful.
WSB was named a finalist in the Enterprise Engineering category for Bentley System’s 2022 Going Digital Awards in Infrastructure. The projects nominated for the Going Digital Awards in Infrastructure are judged by an independent panel of jurors, using criteria specific to each category. The finalists demonstrate excellence and digital advancements in their respective award category. Bentley Systems is a software development company that develops, manufactures, licenses, sells and supports computer software and services for the design, construction, and operation of infrastructure.
The Enterprise Engineering category recognizes organizations that have demonstrated excellence and innovation in digital collaboration, information management, information mobility, or content management through implementing digital workflows for improved outcomes on a specific design project(s) or broadly across the organization.
The Project
As part of the Minnesota Department of Transportation’s (MnDOT’s) TH 169: Redefine Elk River initiative to support the roadway’s lifecycle management and long-term maintenance, the project team wanted to share complex 3D model information between design, construction, and asset management teams. The team faced challenges updating the design model with the construction data, as well as integrating the information with asset management systems. They needed an open digital platform to integrate all data without losing valuable information.
Leveraging Bentley’s solutions WSB imported the data from MnDOT and other asset management systems into the design models and integrated them with the construction process data. Bentley applications reduced costs and resource hours while delivering the as-built model. The proof of concept demonstrates the value of a digital twin, providing teal-time insight on the performance of 12 MnDOT asset classes for easier lifecycle maintenance and saving millions on project scoping assignments by identifying asset needs.
As vice president, Kaiyala will work across divisions and regions to support the firm’s growing project controls team and digital delivery efforts.
Engineering and consulting firm WSB announced today that Andy Kaiyala has joined the organization as their vice president of construction technology and controls. Kaiyala will oversee WSB’s project controls team and will support the firm’s advancement of digital delivery in the contractor market across regions and divisions.
The role was developed in response to the growing availability of project delivery methods, including Construction Manager/General Contractor (CMGC) and progressive design build.
“The entire AEC Industry is recognizing the value of a more transparent process that is being driven by digital delivery,” said Jon Chiglo, chief operating officer at WSB. “With Andy’s expertise, WSB will guide our clients through a process that mitigates risk and reduces conflict for all stakeholders throughout the project.”
Kaiyala was most recently with The Lane Construction Corporation, a construction engineering company specializing in large, complex civil infrastructure, where he served as the vice president of bid development. In this role, he oversaw bid development from coast to coast. Throughout his 20+ year career, Kaiyala has gained insight from working for contractors, managed field operations, oversaw contract negotiations and led client engagement.
“WSB is uniquely committed to advancing innovation while understanding that a highly skilled, qualified individual is still needed to properly employ technology,” said Kaiyala. “The beauty of digital delivery is that it’s inherently transparent. The momentum in our industry will continue to advance and will result in many benefits for contractors, owners and engineers.
Kaiyala will support WSB’s construction division that offers many services including design-build, alternative project delivery, contractor modeling, pavement management and surveying.
For many years, the AEC industry has been embracing advancements in the way we deliver projects. Paperless plans were the first step in this process. Fast forwarding to today, paperless plans have evolved one step further. People often refer to any digital plan set as paperless, but at WSB, we take our designs one step beyond paperless by creating 100% models. 100% models mean the entire project is created and designed in 3D.
100% models house data and design information from the entire project lifecycle, leaving owners and contractors with an accurate, detailed, data-based model to support asset management needs well into the future.
The development of DigitalPlus
WSB is committed to leading our industry in the use of cutting-edge tools to work smarter. As a firm, we’ve been at the leading edge of digital delivery efforts for many years. Our approach is unique and one that has been internationally recognized as a best practice in digital project delivery. To help tell this story, we created DigitalPlus.
DigitalPlus is the future of digital delivery. Through a combination of cutting-edge tools, expertise and a commitment to innovation, we are shaping the way our industry delivers projects. We believe in advanced project delivery, and we know how to apply the right technology and expertise to support our infrastructure needs. Through DigitalPlus, we are setting new standards, developing best practices and changing our industry’s approach to multidimensional digital design.
Why DigitalPlus
As engineers, we are motivated by the opportunities to design infrastructure projects that support our communities. The infrastructure around us has a significant impact on our daily lives. From drafting plan sets to public meetings, we live in the details and embrace the full process. We also embrace the advancements in our industry and how we can leverage technology to deliver better projects for our clients.
The benefits
Improve Quality
Sustainability
Enhanced Scheduling
Better Managed Risk
Relationship Management (Contractors | Owners)
Improve Cost
Increase Collaboration and Communication
What is DigitalPlus
A combination of expertise and cutting-edge tools.
Data Collection
Data is the foundation of any good project. We use several traditional data collection methods to gather data points that help paint a picture of the world around us. Good data is vital to the DigitalPlus process.
3D Design
Designing in 3D allows us to develop the project while providing a complete and accurate picture of the final product, significantly improving project outcomes.
4D / 5D
4D/5D modeling improves accuracy and efficiency by adding time and cost functions into design. The true power lies in the way a model can be used during preliminary design, final design and throughout construction.
Asset Management
Asset Management is the collection of an agency’s infrastructure assets and includes a plan for managing assets over the infrastructure’s lifespan. Through digital twins, assets can be managed virtually and accurately.
Utility Coordination
Digital delivery aids utility coordination by translating utility information into a 3D environment that can be compared with the design to identity and mitigate conflicts.
Visualization
Real-time 3D visualization has completely transformed site-specific review and public engagement efforts. Visualizations allow for active participation regardless of project scope and size.
Traffic Operations
Through simulation technology and trip-origin destination data, roadway designs are now guided by real-time and historical mobility movement data.
Integrated Project Delivery
A process, rather than a project that all starts with an idea. Through a combination of expertise and cutting-edge tools, land developers and owners identify opportunities and challenges before a project begins.
Machine Control Modeling
Using 3D models and GPS data, machine control modeling allows earthwork machinery to be accurately positioned. Design surfaces, grades and alignments are directly imported into construction equipment, resulting in increased accuracy and timelines.
Five years ago, Bret Weiss, WSB’s President & CEO, walked into an all-staff meeting and said, “Beginning now, we are a technology firm.” Today, this statement rings true. WSB is still a design and consulting firm dedicated to building the places, spaces and systems that support our lives, but in everything we do, we look through a technology lens.
In this Q&A, Weiss discusses WSB’s commitment to innovation and why he embraced disruption early on.
Why technology?
In many industries, technology has drastically impacted processes, deliverables and has had significant impacts on cost, quality and speed to market. The AEC space is no different. There are both tangible and intangible benefits to use new tools and technology that produce real results and help us meet our client demands. Many in our industry are comfortable with how we have always done it and I saw software solutions as an opportunity to differentiate our firm. We have always tried to think like successful businesses outside our industry and want to be on the leading edge. Our commitment to advanced technology and project delivery will continue to further set us apart. There are countless internal staff and external client benefits that come from driving technological advancement for the industry. We felt like a strong base in technology was the perfect place to position WSB.
“Beginning now, we are a technology firm.”
Bret Weiss
What type of reaction did you get from staff after you stated that WSB was a technology firm?
There were varied responses – some confusion, a lot of excitement and many questions. Obviously, we’re still a design and consulting firm, but it’s the way we deliver our projects that’s different and creating real impact. We wanted to drive that home for staff. The use, development and adoption of technology is a priority for our firm. Change can be hard for any industry. A bold introduction was necessary. Like with any change, there was some hesitancy in adjusting what’s already working, but the benefits speak for themselves, and it’s been something staff and clients have grown increasingly excited about.
You’ve been vocal about the importance of embracing change. How do you know when a change is the right one?
There is always a certain amount of risk associated with change and we are constantly evaluating any potential risk to our company, staff, and clients. With any change, you will encounter resistance and may experience a slow transition, but that’s where we weigh the benefits of change. Our culture is built on curiosity and experimentation with new ideas but is balanced with a swift evaluation of what has potential and what won’t meet our expectations.
My goal is to lead WSB to deliver better projects for our clients and the communities we serve. Any change that supports these efforts is something we’re willing to explore. We have a strong leadership team that is committed to new solutions, and we are committed to developing partnerships to help us on this journey.
We want to help build better infrastructure through streamlined approaches that are mutually beneficial for all parties. Whether it’s safer infrastructure, working conditions or cost savings and better schedules, the benefits must outweigh the risk. We constantly review how technology could advance WSB and our deliverables, which is well worth the risk and has allowed us to grow in new areas of our industry.
When did you know WSB’s commitment to technology was going to be successful?
Our staff have always embraced curiosity and our business has been built on thinking differently. There were a lot of milestones that helped build our momentum. We hired new staff to grow our expertise, we collaborated with strategic partners, and we worked closely with clients who shared a vision for advancing our industry and leading digital delivery efforts.
There are so many examples of where we have succeeded with developing, using and enhancing technology. The success we have had has spread throughout WSB and all our staff understand the importance of using technology to advance our clients goals. I’m excited about the progress we’ve made, but I’m looking forward to what’s next in our digital evolution.
Outdoor water consumption is a pain point for many individuals and communities, and as a landscape architect that designs both the sites and irrigation systems, I wanted to present my approach and the water savings strategies that can be used.
Limiting water usage is often much easier said than done. Properties in arid western climates for example, require some level of irrigation to keep looking nice throughout the year. They need a functional, drought-tolerant, and water-efficient landscape without compromising aesthetic values.
Planting strictly native and drought-tolerant species is an option many choose, but it’s not always practical in all situations. Using a combination of water-saving strategies is the most practical approach that landscape architects can use. We keep the big picture in mind – from initial concept to final construction documents – by focusing on strategies centered on site conditions, efficient irrigation design & technology, & efficient irrigation management.
Site Conditions
Evaluating the existing and proposed site conditions is a critical first step to water conservation on any project.
Is the site facing the hot southwest sun? Are there predominant winds that will dry plants out or carry irrigation water away? Can the soils retain water for use? Does the site slope in a way that runs water away from the plants?
Soils
Starting from the bottom up, amending soils, or using topsoil that has compost is directly correlated to long-term water reduction. Compost is spongy and absorbent, and it facilitates the soil’s water-holding capacity and moisture dispersion.
Soil scientists from the National Sustainable Agriculture Information Service report that for every one percent of organic matter present, each cubic foot of soil can hold an extra 1.5 quarts of plant-available water (Gould, 2012). This increased water retention capability and plant-available water reduces the frequency and intensity of irrigation water.
Drainage Patterns
Understanding existing and proposed drainage patterns inform both plant selection and placement, which can be helpful for reducing water consumption. Plants that prefer wetter areas, for example, can be placed at the bottom of a slope where water collects, and vice versa.
Temperature and Solar Exposure
Both temperature and solar exposure are also important for guiding plant selection and reducing water use. Plants that are selected for projects should be either hardy or adapted to the region. These plants can survive the average high and more importantly, the average low temperatures for the region.
Light conditions (the amount and length of exposure to sun or shade) directly correlate to soil moisture. Correctly placing plants based on solar exposure helps to reduce water consumption by removing the need for supplemental watering (e.g. providing extra water to moisture-loving plants placed in drier, sunnier areas).
Efficient Irrigation Design & Technology
Irrigation efficiencies in the form of design, product selection, and technology are integral to landscape water reduction.
Design
Drip irrigation is the most popular method to efficiently deliver water directly to the root of the plant and unlike broadcast irrigation methods, it reduces applying water to areas of the planting beds that do not require water – like the spaces between plants.
However, many properties have that nice green lawn that is great for recreation. While there are below ground drip irrigation options that can eliminate water waste from evaporation and wind, they are not always possible or the most cost effective. The more common above-ground systems must be designed to reduce overspray, watering of hardscape surfaces, and excessive runoff.
Water conservation efficiencies can also be gained through product selection, such as using pressure-regulated and matched-precipitation sprinkler heads. Pressure regulation is crucial to an irrigation system because it reduces water waste caused by high pressure operation that results in fogging or misting. Pressure regulation also ensures the nozzles run at maximum efficiency and helps support proper distribution uniformity and precipitation rates. The use of match-precipitation sprinklers helps to ensure a uniform application of water over an area and reduces excessively wet and dry areas.
Technology
The water saving technology on most modern irrigation systems uses an Environmental Protection Agency WaterSense “smart” controller that optimizes the timing, quantity, and frequency of water applied to the landscape. One important feature of “smart” controllers is seasonal adjustments. This feature allows the controller to make automatic adjustments to the daily watering schedule based on the season and geographic location.
The irrigation design may also include a variety of sensors to further fine-tune the efficiency of the system. A rain/freeze sensor shuts off the irrigation system during rain and freeze events – not only protecting the irrigation system from potential damage or safety issues, but also preventing the unnecessary application of water during (or directly after) rain events. Likewise, a soil moisture sensor will help the controller make automatic adjustments based on the moisture levels of the soil.
Flow sensors and master valves are often employed to shut off a system with “unscheduled flow events” or “high flow events.” These events are generally caused by some type of damage to the irrigation system. So, rather than letting it run until there is a noticeable issue, the sensor detects abnormal operation, shuts the system down, and can alert a user to it. Some systems can even be designed to help pinpoint where the problem is.
Efficient Irrigation Management
The final part of water conservation comes down to efficient management practices. On particularly nuanced projects, I will work with the contractors or maintenance staff on deploying efficient management strategies, such as cycle and soak irrigation. Cycle and soak programming increases infiltration and reduces runoff by breaking up water applications into shorter time periods.
This article discusses many of the methods that reduce water consumption, but there is much more!
Sites and projects greatly vary, so I always approach water conservation and reduction by being intentional and considering the what, where, and how of a project. There is no single silver bullet, but any of the methods discussed in this article are a great starting point for increasing efficiency, saving water, and saving money.
Gordon’s diverse background is beyond those of a typical landscape architect and allows him to view projects through many different “lenses.” As a former non-profit executive director, he was responsible for land management and acquisition, fundraising, volunteer recruitment and management, and working with a board of directors. This experience feeds into Gordon’s 14-year career helping organizations envision their preferred future, navigate change, lead and facilitate diverse teams, and develop relevant, inclusive, iconic, sustainable, and achievable strategies.
