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Our first, and probably most important goal involves the generational leadership transition we’ve
spoken about in previous reports. We continue to work on this through training, discussion, and
promotion of individuals within the company as well as recruitment of external staff. In the spring
of 2017, we gathered Vice Presidents and Principals together to discuss our current management
structure and suggest changes or improvements. Our Board held three retreats this summer to
discuss changes to our structure as well as transitions in leadership. In 2018 we will roll out some
important changes outlined as follows:

• President and CEO positions will be separated, with the President assuming primary
responsibility for Operational leadership and CEO concentrating more on Strategic Initiatives.
• Regional Managers assume new, broader, responsibilities and will be re-titled as Managing
Directors
• Practice Leaders will now report to Managing Directors to achieve a more appropriate
regional approach to their Practice Area
• Practice Leaders (who will also wear dual PIC hats) will assume more responsibility for internal
knowledge management and thought leadership and will pass primary responsibility for
business development to Principals

We believe these changes will allow us to put more focus on our Strategic Initiatives, provide a
structure that can be more responsive to local conditions, and be more appropriate to
geographic expansion.

Next, we aspire to be sought after as experts and thought leaders in our Practice Areas. I won’t
steal too much thunder from the Practice Leaders reports here, but we have actively been
speaking at conferences, publishing and participating in professional organizations. To name just
a few: Ron Richardson serves as the Chair of the IASBO Sustainability Committee, Carol Stolt is the
Chair of the Government Affairs Committee of the Illinois Chapter of ASID, Joe Chronister is the
Chair of the Professional Development Committee for SCUP North Central Region, Dan Purpura is
the President of the NE Illinois AIA Chapter, Steve Raskin is an AIA Missouri Board of Director, a
member of the AIA Missouri QBS Committee and a member of the STEM Outreach Committee for
the St. Louis Construction Forum. I could probably go on for quite a while, but I think you get the
idea- we are providing leadership in many areas and can legitimately claim the title of “expert”.

FGM wants to be recognized as a best place to work. Tiny Pulse, which we mentioned above, is
a monthly survey tool that has provided valuable input on subjects such as flex time, office
environment and benefits. Employee input has led directly to change; Introduction of new
benefits, Construction of the Oak Brook Commons and Implementation of flex time hours. Tiny
Pulse also provides a forum for recognition of peers through the Cheers for Peers feature. Speaking
of benefits- this year we went through an extensive due diligence process and brought on a new
Health Insurance broker, Axion, who offers quite a few value-added services such as the total
compensation summary that was presented to each employee during their review. Southern
Region launched a new committee to focus on workplace culture this year, and our Professional
Development Committee continues to provide lunch & learn opportunities on a regular basis. FGM
was recognized by the AIA with the 2017 Emerging Professionals Outstanding Friendly Firm Award
in the Central States Region which includes Iowa, Kansas, Missouri, Nebraska and Oklahoma. The
goal to be a good place to work is one that has no specific end, rather it is a continual process
toward improvement.

Earning at least 30% of net revenue from one of our new strategies, and 20% of net revenue from
outside of Illinois are linked goals. In 2017 we earned just shy of 20% of revenue from new strategies
and 16% of net revenue outside of Illinois. We are working on multiple fronts with these goals, but