Leadership Spotlight: 10 Questions for Phil Solomon
1. Can you share the story of your professional journey leading up to your role at ICS?
Immediately after graduation from Virginia Tech (Go Hokies!) as a Mechanical Engineer, I was hired by Johnson Controls, Inc. They sent me to a six-month training course called EDGE/BEST which was developed to help shape future leaders of the company. I worked through several positions at the company and ended up leading what was called a Market Team, which was like a business within a business. I spent 19 years at JCI working in the public sector in the design/build area of construction (performance contracting). I worked with Arif Quraishi, while he was also at JCI, and he left to build a new company (ultimately called ICS). When JCI was going through massive structural changes, I had a desire to have a greater impact on my client’s organizations than was possible working in the confines of JCI.
One day Arif called me out of the blue (he swears he accidentally pocket-dialed me), and we ended up chatting about what he was doing with ICS (at that time called FJJ). Disclosing my personal desire to have greater a greater impact on the communities in which I worked, Arif hatched a crazy plan to build the ‘Mid-Atlantic’ presence of his then very-small-but-growing midwestern company. I joined ICS in October 2016 as a team of one, with the goal to grow and develop that market. Although it hasn’t been the smoothest process, eight years later we are finally achieving that vision.
2. You play a key role in bringing large-scale projects to life. Do you have any advice on trusting the process throughout projects?
We have a simple philosophy of “follow the data and be transparent with our clients.” As consultants working in the public sector, we must always be cognizant of confirmation bias and remain open to the idea that the best solutions may not always be the ones we wish to be true. This openness and humility often show pathways that were not obvious when we first started working on a large initiative, but that approach can lead to innovative solutions to complex problems.
3. What are some of the emerging trends or opportunities that will change the game of strategic operations in the construction management industry?
Buildings are complex operations and along with everything else, AI could be used to optimize a building’s efficiency well beyond what could be done in the past with simple rule-based routines.
4. Being a regional manager often means working through different professional and personal dynamics. What insights can you share on how you cater to such a diverse array of clients?
An open, honest and personalized approach to each client allows us to adapt to a wide array of clients. A one-size-fits-all approach could not possibly be in the best interest of our diverse client base.
5. As a voice in strategic operations, what ways can managers expand upon their high-level strategies to create more welcoming workspaces?
First, we must understand what a welcoming workplace looks like to our teams. When in doubt, ask. I personally like to use technology such as ThoughtExchange to help prioritize what could improve our culture and workspaces. Once that is understood, leaders must find a way to adapt to those drivers while keeping a level of excellence ingrained in the culture.
6. The recent Inflation Reduction Act has opened the door for K-12 schools to sustainably revamp their infrastructure. What changes have you seen in this sector regarding sustainability and energy efficiency priorities?
There are often ingrained beliefs for many clients regarding sustainable infrastructure. The IRA has given us a compelling event (reason) to dig deeper into the possibilities of reaching that next level of efficiency and/or sustainability. Once a client is open to a ‘data driven decision making process’ regarding efficiency, we can then present the case for additional investment in efficiency which often shows both a financial and environmental benefit in a life cycle cost analysis. This is often a win/win/win situation for the client, the community, and environment.
7. The internal Legence Leadership Council (LLC) Connectivity initiative encourages members across Legence to collaborate and provide opportunities for professional development. How do you see this initiative helping to create effective leaders in the company?
I think this initiative can help align leaders within (and between) the BUs by using a common language, common vision and foster an openness to deeper discussions and creative ways to further our business objectives. Most difficult business decisions often have some friction associated with them, so developing trust between business leaders will allow us all to be open to new and innovative ways to utilize the total LEGENCE platform.
8. With your extensive leadership experience in the construction management industry, what do you find most rewarding about your line of work?
There is an overwhelming sense of accomplishment when your team can help align an entire community around a community changing or revitalizing idea and then see it through to completion.
9. Are there any leadership lessons you carry throughout your workday?
Have enough trust and faith in your teams to have difficult conversations when they are needed, but also remember to celebrate achievements (both small and big) together.
10. When you’re not working on impactful projects, what are some of your personal passions or hobbies outside of work?
My wife and I love to travel. There is something inspiring about meeting people from other countries who have different perspectives and different life stories to expand your understanding, joy and gratitude for your own story.
I also love to snowboard, and my 11-year-old daughter loves to ski. I’m looking forward to expanding our ski trips both domestically and internationally!
