In civil and geotechnical engineering, perhaps the most important thing at a job site is not how precisely the rig is drilled or how advanced the software used for modeling is; rather, it is the degree of “buy-in” from the engineers who are producing the work product. For many firms, a project consists of a collection of hourly billable hours associated with the appropriate staff assigned to the development team. At TRIAD Engineering, however, the relationship between the engineer, firm, and client is founded on a different principle, “The Law of Ownership”.
As a 100% Employee-Owned Firm, Triad utilizes an Employee Stock Ownership Plan (ESOP) and fundamentally alters the way engineers, firms, and clients interact. Not only does such a plan impact how employees prepare for retirement, but it also radically alters the way that they approach their job, how they solve problems, and how they produce results for their clients. From the time the property is purchased through the time the construction is completed, “the owner mentality” is the fuel for the superior success experienced by TRIAD Engineering.
The “Owner Mindset”: Accountability as a Strategic Tool
The psychological shift from “employee” to “owner” is the most potent tool in an engineering firm’s arsenal. In a traditional corporate structure, an individual’s rewards are often decoupled from the firm’s long-term success. At , every staff member—from the staff geologist in the field to the senior engineer in the office—has a direct financial stake in the company’s performance.
This ownership culture eliminates the “agency problem” often found in large consultancies. When every employee is a shareholder, project inefficiencies, safety lapses, or missed deadlines aren’t just management headaches—they are personal financial hits.
- Empowerment in the Field: Technicians and drillers are empowered to make high-stakes decisions on-site because they understand the broader impact on project profitability and client trust.
- Meticulous Quality Control: Owners don’t cut corners. Whether it is laboratory testing or construction monitoring, the standard of “good enough” is replaced by a standard of excellence, because the firm’s reputation is its own.
Stability in a High-Turnover Market
The Architecture, Engineering, and Construction (AEC) industry is notoriously plagued by high turnover. For a client, this churn is a significant risk. A project can suffer when the lead engineer who knows every detail of a site’s subsurface conditions leaves mid-project for a competitor.
The ESOP model acts as a powerful “retention magnet.” Research consistently shows that employee-owned firms retain talent significantly longer than their traditional counterparts—often seeing turnover rates that are one-third of the national average.
- Project Continuity: Clients benefit from having the same core team from the initial drilling and sampling phase through to final site development.
- Preserved Institutional Knowledge: By keeping veteran engineers within the firm, Triad preserves “legacy” data and experience that can be applied to future phases of a project.
- Career Longevity: Employees at Triad aren’t just looking for their next job; they are building their own company. This long-term perspective translates into deeper client relationships and more stable project management.
The “Triad” of Values: Safety, Wellness, and Service
Triad Engineering defines its identity through a specific group of three connected values: Safety, Wellness, and Service. In an employee-owned environment, these aren’t just bullet points on a mission statement; they are the pillars of the company’s financial and cultural health.
- Safety as a Financial Pillar: Employee-owners are naturally more vigilant. Protecting their colleagues on a drilling rig or a construction site is not just a regulatory requirement; it is about protecting their “family” and the firm’s Experience Modification Rate (EMR). A lower EMR leads to lower insurance costs and greater competitiveness, which directly increases the value of every employee’s shares.
- Holistic Wellness: Triad recognizes that a well-supported workforce—mentally, physically, and financially—is a more productive one. From tuition reimbursement to fitness class subsidies, the firm invests in the “wellness” of its owners to ensure they bring their best creative problem-solving to every complex geotechnical or environmental challenge.
- Service Excellence: Prompt service and open communication are the goals for every project. Because the staff cares about the work, they care about the client. At Triad, clients are often treated as an “extension of the Triad family,” fostering a level of partnership that goes beyond the typical contractor-client dynamic.
Common Questions on Employee-Owned Engineering
Does an ESOP firm cost more for the client?
Actually, the opposite is often true. Because employee-owners are invested in efficiency and reducing waste, project delivery is frequently more streamlined. The tax benefits associated with ESOP structures also allow firms like Triad to reinvest in state-of-the-art technology and resources, providing high-end value at competitive rates.
How does ownership affect the technical quality of the work?
Ownership encourages continuous improvement. When employees see the direct link between “doing the job right the first time” and the growth of their retirement accounts, they are more likely to seek out advanced certifications, participate in professional development, and utilize the latest geospatial and laboratory technologies.
What happens to project management during ownership transitions?
One of the greatest benefits of an ESOP is that it provides a stable, long-term succession plan. Unlike firms that may be bought out by a larger competitor—often leading to culture shifts and staff exits—Triad’s ownership is passed from one generation of employees to the next, ensuring that the company’s values and project management styles remain consistent.
Responsible Use / Compliance
Although ESOPs are effective motivators and help produce good outcomes within the organization, it is essential to understand that they are a cultural framework that offers long-term solutions; they will not provide “quick answers” to project management issues.
Employees of an Employee Stock Ownership Plan (ESOP) company must have a commitment to transparent leadership styles, receive ongoing education around the ESOP model, and demonstrate participatory management practices. When searching for an ESOP company to do business with, it is helpful to identify companies, such as Triad, that have had an ESOP in place for many years, as this demonstrates a mature ownership culture.
Conclusion
With company and efficiency becoming more and more separate from one another, Triad Engineering provides a fresh new look at how these two areas should be combined. When workers are given the power of ownership in their work, it creates an alignment of interest between that worker and the client.
Hiring Triad means you have a team of owners who are dedicated to the success of your project rather than simply employing a group of consultants. Employee ownership not only creates better portfolios but it also creates better communities through the development of infrastructure that is stronger and more resilient than before.
