We deliver non-discretionary designing, engineering and Scrum design management professional services for sustainable transportation projects.

We don't make money when we provide transportation designs; we make money when we help our clients to make better investment and construction decisions.

Christos Rados

We do not afraid to apply a different business model than our competitors. Mental models drive the business models. We change the first things first.

Many companies get comfortable doing what they have always done, even when they are implementing incremental changes systematically. But change tends to be revolutionary not evolutionary. Our firm has put some really big bets on the future.

We acknowledge that the idea "the market is growing (the demand side) and so our business will grow" is patently false. We have to be aware of the supply side of our industry. What if the supply side of our industry (our competitors) has grown more?

Our clients cannot judge the technical quality of some services even after they have received them. The designing and engineering services are high in credence qualities – characteristics the buyer normally finds hard to evaluate even after consumption. How could someone for example evaluate a technical report on the durability of an existing structure?

It is one thing to think we are generating great designs and services and another thing entirely to have our clients confirm this.

The concept-and-design phase is where the most project value can be gained (or lost). The following seven principles offer the most promising ways to improve performance and financial returns for our clients.

Performance-based analysis allows professionals to consider and recommend solutions that are more effective and adaptable to the context of a project than those based on compliance with a nominal dimensional value from a design standard or specification. Geometric design solutions, for example, can be developed, assessed, and advanced based on their support of the desired outcomes for the project.

Our operations’ motto is: Semper Gumby.

The world runs in real-time, but contractors in infrastructure projects run in batch. Our teams can rapidly charge up the design-build pipeline and give our clients 'real-time' access to the design product.

Our experts are not our engineers.
Our experts are our clients!

How do we innovate?
Are we prisoners of our shareholders when we try to innovate? Are we prisoners of the CFO orthodoxy? What is our choice in the capitalist’s dilemma?

How do we learn?
Miles Davies was performing a new try every night on the same song. As every jazz musician he was building on the mistakes of others. What it takes to have 10 years experience versus 1 year experience 10 times?