Brandon Enochs, CEO, Stratus

Brandon Enochs, CEO of integrated engineering, architecture, and consulting firm Stratus, sat down with Invest: to discuss how the firm is scaling through aggressive M&A and strategic hiring, integrating its recent acquisitions, leveraging AI and technology to boost efficiency, and prioritizing workforce development and leadership training. “Part of being in professional services is that you must be very client focused. For us that starts at the top. My clients are our employees and I work for our employees. That servant leadership mindset is permeated down the organization,” Enochs said.

Over the past year, what changes or developments have had the biggest impact on Stratus, and how have you adapted as a company?

Acquiring talent is always demanding. The job market for architects and engineers remains highly competitive, so we’ve needed to be proactive and strategic in our approach to recruiting. We have built out a full recruiting team. We have been very aggressive and have seen much success with that approach. 

From an economics standpoint, we operate across six — soon to be seven — unique markets. One of the key developments this year has been our effort to mobilize our workforce across regions to better align with client needs. Previously, our teams operated more independently, but we’ve worked to create greater integration and flexibility across markets.  We do this by leveraging technology.  We’ve continued to be forward-leaning and innovative, particularly in how we leverage AI across multiple areas of our business.  

With the recent acquisitions of ESI, Killian Engineering and BREC, how are you working to integrate these teams and systems, and what impact do you expect?

We focus on the projects first and foremost. We try to get our teams working together. On day one, we were already working on projects together with BREC and Killian. When we start by focusing on the work itself, integration becomes smoother because trust and relationships are built through shared success. Our back-of-house services really focus on systems and processes, things like benefits and IT infrastructure. 

Each of those companies offer unique opportunities for us. We outsource a lot of MEP (mechanical, electrical, and plumbing) engineering, but now Killian allows us to insource more of that. BREC is in a really great market in stream restoration in North Carolina, and we are able to take that service and apply their work in other parts of the country. ESI has extensive demand in the Atlanta metro area’s wastewater management sector, complementing our existing work there and expanding our wastewater treatment expertise into industrial and other markets. 

Our goal is to unite teams quickly, leverage their strengths, and create new growth opportunities for our partners and employees alike. 

How is Stratus approaching workforce development, and what qualities do you value most in new team members?

Part of being in professional services is that you must be very client-focused. For us, that starts at the top. My clients are our employees, and I work for our employees. That servant leadership mindset is carried down throughout the organization. Recruiting top talent is competitive, but developing and retaining that talent is even more important. We have a leadership training program that teaches our employees more about themselves and how to be leaders. This has been a powerful tool for us. We are also rolling out a full career development program across all of our services to show employees how they can progress throughout their careers with us. As we acquire firms and grow, there is more opportunity for upward mobility within the company. Only about 40% of firms in our space have a structured approach to career development, and we want to be among the best at it. 

What trends are shaping the architecture, engineering, and construction space today, and how are you positioning Stratus to stay ahead?

M&A is having a large effect on the sector. As a private equity-backed firm, we’ve been deliberate and forward-thinking in our M&A strategy. 

We’ve also seen a significant increase in compensation across the industry, and we’re staying proactive in how we reward our people. At the same time, clients recognize the value of quality service and are willing to invest accordingly. 

Knowing what the market will bear for our services and compensating employees competitively are critical, as is using technology to improve efficiency. We remain focused on all of these areas while continuing to grow our talent base and service offerings through M&A. 

Community engagement is often tied to company culture. How does Stratus give back to the communities where it operates?

We strive to be involved both nationally and locally. At Stratus, we encourage our employees to get involved in different organizations and charities that matter to them and their communities.  We value the impact of national organizations, but we believe the greatest difference is often made locally. While we proudly support national partners such as the United Way, we’re especially inspired by the causes our employees care about and the organizations they’re already involved with in their own communities.. That bottom-up approach empowers our teams to support the organizations they care about and helps us stay genuinely connected to the communities we serve. 

Looking at the Pittsburgh market specifically, how would you describe the role Stratus plays in the local economy and development landscape?

While we don’t currently have a large project footprint in Pittsburgh, we’re actively pursuing M&A opportunities in the region and would love to welcome local firms into the Stratus team.

We already work extensively in natural gas, healthcare, commercial, and industrial sectors, and Pittsburgh, and Pennsylvania more broadly, offers tremendous opportunity across all of them. We’re committed to expanding our presence in the region in the near future.

As you look toward the next year, what are your key goals and priorities for Stratus, both nationally and here in Pittsburgh?

No. 1 is ensuring that we are taking care of our employees and clients. We want to do excellent work that our employees and their families can be proud of. Stratus remains focused on growth, both organic and growth through M&A. Partnering with firms that are client- and employee-focused with great culture is key for us. As we grow, our guiding principles remain clear: purpose, culture, and people come first. When those are strong, everything else falls into place.