page 1
page 2
page 3
page 4
page 5
page 6
page 7
page 8
page 9
page 10
page 11
page 12
page 13
page 14
page 15
page 16
page 17
page 18
page 19
page 20
page 21
page 22
page 23
page 24
page 25
page 26
page 27
page 28
page 29
page 30
page 31
page 32
page 33
page 34
page 35
page 36
page 37
page 38
page 39
page 40
page 41
page 42
page 43
page 44
page 45
page 46
page 47
page 48
page 49
page 50
page 51
page 52
page 53
page 54
page 55
page 56
page 57
page 58
page 59
page 60
page 61
page 62
page 63
page 64
page 65
page 66
page 67
page 68
page 69
page 70
page 71
page 72
page 73
page 74
page 75
page 76
page 77
page 78
page 79
page 80
page 81
page 82
page 83
page 84

Businessexcellence September 07 60 for this year is a Goldilocks size. “We’re not too big where people feel they can’t have an impact and we’re not too small so the work isn’t interesting or fresh. We’re just right for a lot of people and we’re still very much focused on growth. It still feels like a family if you work here even though we’re one of the top firms in the country.” Three years after formulating the strategic plan the company has doubled in size and more than tripled its earnings. Nevertheless, Petrocelli says Boyle remains a work in progress. There have been numerous changes in financial controls and systems updates aimed at folding in acquisitions and updating the firm overall, and the growth is helping to drive the value of the employees’ ownership in the firm higher. “We’re winning more prestigious projects and attracting high-quality people,” he says. “Above all, we’re growing again and that gets people excited.” instance, Boyle is involved in master-planning future roadway infrastructure in southern California that seeks to anticipate the massive growth expected to hit the state in the next 50 years, is leading a desalination plant study in southern California and is expanding in parts of northern California where agriculture requires extensive irrigation and canal planning and residential housing growth requires expansion of water systems. Being the right size is also part of Boyle’s overall strategy. While a handful of major engineering firms have grown to $1 billion in annual revenues, Boyle is comfortable with its niche strategy. It now appears in numerous national rankings of top engineering firms, especially in its water specialty areas. “We are not trying to set the world on fire,” Petrocelli says, noting that for many engineers, the firm’s $112 million to $115 million revenues Boyle Engineering

September 07 Businessexcellence McGuireWoods 61 Corporate law firm McGuireWoods has seen many changes over 173 years. Executive director Robert Couture told Ruari McCallion how the firm is adapting for the new century 21st The town of Charlottesville, Virginia, may not have the claim to fame of nearby Jamestown, the first permanent English settlement in America, but it is the home of Thomas Jefferson, and the University he founded in 1825. What is a little less well known is that, in 1834, Charlottesville was the birthplace of a partnership that was destined to become one of the leading law firms in the country, McGuireWoods. The firm’s largest office is located in the Commonwealth’s capital of Richmond, which is also home to nine Fortune 500 and thirteen Fortune 1000 companies. “While McGuireWoods has broad expertise in multiple legal specialties, the area we are century law