DPK Fortifies Its Environmental Team Through Training Curriculum and Health & Safety Culture

As a one of the most trusted surveyors by environmental consultants for over 20 years, DPK Consulting has developed a deep bench to support its highly valued customers. “In the environmental services arena, there’s no tolerance for challenges that are preventable,” states Ray Hyman, DPK’s COO. It’s the whole basis for a successful Health & Safety program and culture.

“Our philosophy at DPK is to have depth of talent in each primary service area,” continues Ray. “This leads to team members helping other team members and ensures that our environmental customers have optimal scheduling availability. Ultimately, our priority on proactive communication combined with skills development creates a very positive experience when engaging with our operations, and teams in the field”, concludes Ray.

DPK is a leader in supporting the environmental industry with the surveying of monitoring wells, as well as many other services, in a variety of commercial environments. One reason they’ve become a “go-to” source is their basic training curriculum. Field team members must demonstrate the ability to:

  • Consistently use the appropriate PPE
  • Set-up safe work sites, especially in active retail environments
  • Use the correct description codes in their work
  • Correctly mark PVC
  • Accurately measure rim to PVC (with notated field sketches)
  • Correctly shoot PVC, rim, riser, OC, ground and pavement heights
  • Understand and adhere to site map expectations, including buildings, concrete, canopy, curb, pavement and walks.

All DPK field teams participate in bi-monthly Health & Safety training and certification, and are tracked on a comprehensive matrix. Some of the certifications include:

  • 40-Hour OSHA HazWoper
  • Loss Prevention System 2014 (LPS)
  • American Petroleum Institute (API)
  • CSX certified
  • E-railsafe certified
  • NJ Transit Roadway Worker
  • Shell Life Saving Rules
  • Chevron 101
  • Medically monitored Field Crew
  • Fall protection
  • Avetta & ISNetworld registration
  • Transportation Worker Identification Credential (TWIC)

For more information about DPK’s Environmental Services click https://dpkconsulting.net/our-services/environmental/

To learn more about DPK’s training curriculum and health and safety programs, call 732-838-6035 and ask for Ray Hyman

DPK Consulting’s 3D Scanning Division is Growing!

Investing in new equipment and technology is always exciting. Finding talent in technical industries to operate it, can be a far bigger challenge. At DPK, we’re fortunate to have an extraordinary group of people. Some are experienced mentors willing to pass on their knowledge to train and grow our highly capable team. Others are young professionals eager to learn new technology and apply it and contribute towards successful projects for our customers.

Today, DPK has doubled its capacity in 3D Scanning and is applying the technology to a wide array of surveying functions. If you’re interested in how 3D Scanning can enhance your engineering, construction, or environmental projects, call DPK at 732-838-6035 and speak with one of our industry leaders.

If you have a project in mind, email your scope of work to Ray Hyman, and we’ll respond with a proposal promptly

When Training Becomes Continuous Improvement
James Heiser, P.L.S., President and CEO of DPK

Early in my surveying career, I was fortunate to learn from good mentors. The most influential conversation I ever had was with a surveyor who had just retired after more than 60 years. He loved talking about the people who worked for him over the years.

More than training them to perform certain tasks, he took great pride in how he prepared them to be successful. In addition to obtaining their surveyor licenses, many went on to become leaders in our profession.

This conversation helped shape my philosophy on training as CEO of DPK. More than teaching technical skills, culture-driven training is critical to growing the company and creating a strong, sustainable industry.

This growth and strength are achieved not by licenses and certifications, but by people – valued people who are given opportunities to excel and contribute to the success of the organization and the industry as a whole.

The Surveying Talent Void

During the recession of 2008, quite a few surveyors left the industry, taking value knowledge and experience with them. This loss of talent was compounded by the fact that the surveying industry offers a limited number of training opportunities. In other words, there is no talent pipeline unless you create it yourself.

Unfortunately, many leaders in a wide range of industries are afraid top talent will take what they’ve learned to another company. This fear trickles down to experienced professionals who often resist mentoring because they’re afraid of being replaced by younger, less expensive talent.

I’ve always felt this mindset is shortsighted. Training someone and seeing them leave is far less risky to your company than not training them and having them stay. It may sound cliché, but it’s absolutely true.

That said, some people might leave anyway. It happens. Wouldn’t you rather get each individual’s very best while they work for your company and, if they leave, build a reputation as a cultivator of top talent?

The DPK Approach to Culture-Driven Training

Making people want to stay is just the first step. My goal is to create a culture that makes people want to support the growth of the company and groom the next generation of surveyors and leaders. Offering opportunities for advancement, many of which require internal training, is critical to retaining top talent.

Of course, the kind of training you offer, and the goals you set for that training, will determine the success of the company and each individual team member. Most importantly, these efforts will ensure that you deliver a customer experience that meets expectations.

Ray Hyman, COO of DPK, has a unique background in education that includes experience as a teacher, principal, and superintendent. Together, we’ve expanded our training program in a way that reinforces who we are as a company and what our customers expect.

Our first goal is to get the entire team on board with what we’re trying to accomplish. Every new employee is mentored by a more experienced employee. Beyond learning skills and increasing knowledge, every individual at every level needs to be invested in improving themselves and the company. When the entire team buys in, training starts to turn into continuous improvement.

Technical skills and processes are certainly a high priority. People need to learn the right way to set up a job, make a job site safe, take care of equipment, etc. But they also need to understand why customers value our relationship and what they expect from every interaction with DPK. These intangibles are unique to our brand and critical to earning customer loyalty.

For example, one of the first things new employees learn is to tell customers what they can do, not what they can’t do. This doesn’t require any surveying experience or specialized skill. You just need a confident, problem-solving mindset, which is an essential part of the “Service Without Boundaries” culture we have at DPK.

To be clear, training isn’t just for newbies. If we hire a 20-year industry veteran, we might not be teaching new technical skills, but we will certainly spend time explaining the DPK model.

This is how we do things.
This is why we do things.
This is how it benefits the customer.
These are the negative consequences when you don’t follow the DPK model.

Our training program has helped us create a skills matrix for each employee that lays out the specific skills and knowledge of that individual. If the primary person is unavailable, there are always at least two other people who can fill a role, assume responsibility, and perform various tasks. Having this redundancy is essential to meeting customer expectations.

Growth Is a Team Sport

No matter how much knowledge you have or how strong a leader you are, you can’t build a company by yourself.

I encourage you to invest in cultivating talent that can take your organization into the future. Be a mentor. Be willing to train your potential replacement to support company growth without feeling threatened. Follow the example that was shown to me early in my career.

Use this mindset to get beyond standardized, technical training and create an ongoing program that reinforces your culture and focuses on the needs of the customer.

You’ll be able to see when your team is buying into your efforts. You’ll see their eyes light up. You’ll see it in their performance and customer interactions.

This is when training becomes continuous improvement and, in turn, a competitive differentiator.

How a Crisis Can Reveal an Organization’s Resilience
James Heiser is the President and CEO of DPK

Many crises are unavoidable, unpredictable, or outside the control of the average business owner. In recent years, the business community has been forced to deal with the physical devastation of Hurricane Sandy and the financial devastation of the Great Recession of 2008. Many have been crippled by data breaches. Everyone remembers where they were on 9/11 and the challenges that followed.

The coronavirus pandemic is the latest test of the business community’s resilience. The problem with this particular crisis is that we had no idea how bad it would get or how long it would last. We still don’t.

As President and CEO of DPK and a strong advocate of the Entrepreneurial Operating System (EOS), I knew I had to be the lighthouse for my team and our clients. This meant staying focused, communicating clearly, instilling confidence, and maintaining accountability.

Most importantly, my job was to protect the business and enable DPK to emerge from the pandemic on stable footing. After all, if the crisis ends but the business is gone, employees and clients both suffer. Survival was the top priority, but I also needed to focus on activities of value that would continue to drive the company forward.

What Is EOS?

EOS is set of concepts and tools designed to help leaders become better at creating and gaining support for the organization’s vision, building traction towards that vision, and developing a more functional, healthier leadership team.

There are six key components in the EOS model that need to be managed for an organization to be successful.

1)  Vision. Get the entire organization on the same page about the direction of the organization.
2)  People. Identify key positions, or seats, and fill them with the right people.
3)  Data. Use reliable information and metrics to accurately assess the state of the organization.
4)  Issues. Identify and solve problems in a way that prevents chronic issues.
5)  Process. Implement systems and procedures that are consistently followed to reduce risk and enable growth.
6)  Traction. Get better at executing your vision every day.

To be clear, this is very much a high-level summary of the EOS methodology. DPK adopted EOS because it provides us with a foundation and blueprint for sustained improvement and growth. We’ve also seen firsthand during the COVID-19 pandemic how EOS has made our organization more resilient in the face of an unforeseen crisis.

“Great Leaders Are Forged in Crisis”

As the coronavirus hit our area, we were told to stay at home and do nothing. Let the storm pass. I refused to accept that. I had too much motivation to not only keep our business alive but to keep It moving forward.

I started each day by reading the quote above. History has taught us that the world needs leaders in moments of crisis more than ever. As the leader of DPK, I knew I needed to step up and be the aforementioned lighthouse.

This involved everything from monitoring and sharing government updates with employees to inviting them to contact me with questions about their specific circumstances. We kept our lines of communication open and consistent. I personally kept everyone in the company updated on the status of DPK, whether they were still working or furloughed at home.

One of the biggest advantages of EOS is that it allows the CEO to focus on CEO-level responsibilities. It affords leaders the time to reflect and build upon important relationships. I reached out to clients on a weekly basis, not just see how their businesses were doing, but to check on their families. We launched the DPK Cares initiative in which we distributed facemasks and bottles of hand sanitizer to as many employees, clients, and families as we could.

I received emails and texts from clients who said these were the most appreciated, useful packages they had ever received. Will they lead to more business? Honestly, I’m not concerned about that because generating business wasn’t the point. This was an investment in relationships, which are always worthy of our time and resources.

The Road Ahead

It feels somewhat surreal thinking back to where DPK stood in March now that we’re back to managing a full slate of projects. When the pandemic started shutting things down, we were putting in twice the amount of time and effort to keep the business going. We continue to evolve and take advantage of every opportunity that presents itself. We understand the value of keeping our employees working and moving our clients’ projects forward.

We’re able to do this because we keep our vision in front of us and our integration process at our side. You have to stay true to your process and systems, even as you adapt to an unpredictable environment.

Organizations have a choice. Either structure operations and implement systems in a way that can survive a crisis, or simply respond to events as they happen and deal with the chaos that ensues. At DPK, the strength of our culture and our commitment to relationships have kept us on track during the pandemic.

I would encourage all senior executives to evaluate your own systems and processes and explore EOS as a tool that can make the organization more resilient in times of crisis. Most importantly, take action to address areas of weakness and position your organization for stability and long-term growth.






Every Project Is a Story: How the DPK Approach Delivers Value to the Customer
James Heiser is the President and CEO of DPK

Regardless of industry, a project is a project is a project is a project. The formula is rather simple. Put together a checklist and timeline, make sure each task gets done, and provide the deliverable to the client. If the client receives the deliverable on time and on budget, the project is considered a success.

DPK approaches land surveying projects much differently. We view each project as a unique story. By incorporating this philosophy into both day-to-day operations and our larger business culture, we create a stronger connection between what we are doing and how it contributes to our customer’s goals.

Essentially, our story model conveys the “why” that provides deeper context for each person involved in the process. This level of cohesiveness leads to higher quality work and increased productivity and customer satisfaction. It also makes DPK Consulting a more rewarding place to work.

Consider the parallels between a successful project and a highly engaging story. Every story has:

  • A back story.  How did we get here and what is important to know about where we’re going next?
  • Impact. What are we looking to achieve? How will our contributions affect people’s lives or the success of an organization? How do we want to be remembered?
  • Characters. What is the role of each person as the story unfolds? The cast goes beyond our team and your team to include consultants, vendors, and subcontractors.
  • Communication. How are different characters kept informed? What is the collaborative process?
  • Chapters. What sequence of events must happen to take the story from start to finish? Who is responsible for each task and activity?
  • Pace. What is the timeline? What process must be followed to stay on schedule?
  • Conflict. What protocols are in place to resolve issues and minimize disruption? What can be done to prevent these problems from happening in the first place?
  • A desired ending. How should this story end to deliver the intended impact and make the customer happy?

In our fast-paced, unpredictable, and deadline-oriented industry, it might seem counterintuitive to spend valuable time learning the broader context of a project. Wouldn’t it be faster to go the “project is a project” route, run through the checklist, and simply get everything done on time? I mean, that’s why we have processes, right?

Sounds great on the surface, and thousands of companies have been very successful using this traditional model. For me, it was clear that we needed to look at this from a different perspective. We needed to help our talented people see the nuances of a project and how they contribute to the story.

With that knowledge, each “character” gains a broader sense of purpose and ownership, which serve as motivation to play their role to the best of their ability. They can then work together to identify and resolve issues that threaten the desired outcome of the story.

Most importantly, the focus shifts from working through a checklist to providing a more effective and valued solution for the customer.

For a story to be successful and memorable, every component needs to be taken into account. People, process, technology, and planning are critical. At DPK Consulting, our unique approach to land surveying projects brings company-wide alignment and a genuine commitment to helping you reach your goals.

We’re confident that our innovative model will earn your trust and your business. And when your story has a happy ending, we believe you’ll return to us for the sequel.


Leading Surveying and 3D Scanning Firm Extends Its Reach South

Leading Surveying and 3D Scanning Firm Extends Its Reach South

DPK Consulting opens new Southern NJ office and continues to expand its geographic footprint

DPK Consulting, a Land Surveying and 3D Scanning firm well known for their industry experience and commitment to customer service, has opened a southern New Jersey office in Mount Laurel. Their new location provides cost effective mobilization to Philadelphia and Delaware. Pictured above is The Delaware Memorial Bridge heading towards New Castle, DE.

“This move is exciting for us,” states James Heiser, Principal at DPK Consulting. “Establishing this new space is a part our ongoing strategic plan. The benefits are twofold,” continues Mr. Heiser. “We can provide our clients unique services in a much wider geographic range while offering our team members the ability to work from offices closer to their homes. We are continually looking for new ways to help our clients while also improving the work/life balance for our people.”

DPK has expanded its interstate licensing and has been providing services to all boroughs in New York as well as Connecticut. Now, they can better serve Philadelphia, PA regions, Delaware and have even completed projects in Washington D.C.

DPK Principal, Steve Parent is looking to new industry events and conferences to increase awareness of DPK’s solutions. “There are more associations and trade conferences on our radar today than ever before”, comments Mr. Parent. “With our talent, culture of safety, and new technologies, it feels like the opportunities are significant. We want young people beginning their career in surveying to know that DPK provides a perfect balance between learning exciting new technology and having the opportunity to take ownership of their work.”

DPK Consulting is dedicated to its people, safety and leading technology. Individually and collectively, they are committed to providing service without boundaries.

Photo Credit: Éamonn Ó Muirí, via Wikimedia Commons

DPK’s 3D Laser Scanning Solutions a Big Hit at NY Build 2018

DPK’s 3D Laser Scanning Solutions a Big Hit at NY Build 2018

DPK Consulting’s Steve Parent welcomes guest at the Jacob Javits Convention Center. The DPK exhibit illustrated exciting new uses for 3D Scanning and caught the attention of architects, construction managers, engineers and environmental consultants specializing in land development of remediated properties.

“This was our first time at NY Build,” states Steve Parent, Principle at DPK. “We’ve successfully expanded our services to all 5 boroughs of New York which was a key part of our strategic plan and logic for exhibiting at this show. This effort along with our investment in 3D Scanning has steadily increased our geographic footprint. The new technology has enabled us to reach further while maintaining the responsiveness and quality our customers count on,” concludes Mr. Parent.

DPK Consulting is utilizing 3D Scanning technology for a wide variety of projects including: building remodeling, major infrastructure updates, warehouse renovation, water main replacement, utility clearances, fill pile volumes, billboard surveys and more.

Learn more about DPK’s 3D Scanning solutions and commitment to service without boundaries at https://dpkconsulting.net/our-services/geospatial or call 732-764-0100.

DPK Consulting Records Its 5th Consecutive Health & Safety Award

Well-known in the industry for service reliability and top-quality work, DPK also scores high marks in an area few other surveying companies invest in – health and safety.

DPK’s principals, Steve Parent and James Heiser, along with members of the DPK team, accepted a well-deserved Award of Merit at the 2018 Governor’s Annual Occupational Safety and Health Awards Program. This award is presented to organizations with an outstanding safety record throughout 2017 and are considered a pillar of achievement in the prevention of workplace injury and illness. DPK has consistently achieved this important goal each year since 2014.

“Our Health & Safety program has really matured, states James Heiser. “It’s very gratifying to see others at DPK embracing safety and taking the lead to sustain this critical element of our business. As much as it represents a differentiator for our company, I think all companies, especially those who provide field services, should be making this investment in worker health and safety”.

DPK has an impressive list of trainings and certifications, including:
• 40-Hour OSHA HazWoper
• Loss Prevention System (LPS)
• Transportation Worker Identification Credential (TWIC)
• CSX, E-railsafe, NJ Transit Roadway Worker and MTA-NYC Transit Track Safety certified
• American Petroleum Institute (API); Shell Life Saving Rules; Chevron 101­
• Browz & Avetta registration
• And, medically monitored field crews

Established in 1999, DPK Consulting is a Commercial Land Surveying and 3D Scanning Services firm. They provide a deep platform of high-value services to Construction, Commercial and Environmental markets. They are headquartered at 220 Old New Brunswick Road, Suite 201, Piscataway, NJ 08854.  For more information about DPK call 732-764-0100 or request a quick quote.

James Heiser Appointed Director-at-Large of the New Jersey Society of Professional Land Surveyors (NJSPLS)

SurvCon 2018 – Atlantic City, DPK Consulting’s James Heiser (standing 2nd from the right) was sworn in as Director-at-Large of the New Jersey Society of Professional Land Surveyors (NJSPLS).

Mr. Heiser has been an active member of the NJSPLS for over 10 years. As a student recipient of a NJSPLS Scholarship award, Mr. Heiser’s commitment to the organization has been steadfast.

“The scholarship was very helpful to me as a student at NJIT and I will always be grateful for that”, states Mr. Heiser. The best way I can pay it forward is to work hand-in-hand with my NJSPLS colleagues to ensure students learn about the emerging opportunities the professional surveying industry offers. The entire geospatial arena is evolving with new applications and surveying technologies such as 3D Scanning and aerial drone mapping, continues Mr. Heiser. These technologies, and what they make possible, is why our industry will be attractive for the next generation of land surveyors. It is incumbent on us to work with leaders of educational institutions to expand curriculum and expose more young people to our industry”, concludes Mr. Heiser.

In addition to his newly appointed position as Director-at-Large, Mr. Heiser is also the President of the Legislative Committee and member of the Strategic Planning and Executive Committee.

For more information about the NJSPLS and membership opportunities, visit http://www.njspls.org/



DPK Achieves 4th Consecutive Governor’s Health & Safety Award

An unwavering commitment to safety is at the core of DPK Consulting’s record of success in serving environmental engineering markets

Piscataway, NJ. ­– DPK Consulting, one of the Northeast’s fastest growing surveying and 3D scanning firms, is once again honored as one of the region’s safest. DPK’s principal, James Heiser, accepted a well-deserved Recognition Award at the 2017 Governor’s Annual Occupational Safety and Health Awards Program. This award is presented to organizations with an outstanding safety record throughout 2016 and considered a pillar of achievement in the prevention of workplace injury and illness for nearly 90 years.

“The Health & Safety program we’ve invested in at DPK continues to produce extraordinary results, states Mr. Heiser. “Our consistent training and ongoing reinforcement of safe practices has become part of our corporate culture.”

DPK has an impressive list of trainings and certifications, including:
• 40-Hour OSHA HazWoper
• Loss Prevention System (LPS)
• Transportation Worker Identification Credential (TWIC)
• CSX, E-railsafe, NJ Transit Roadway Worker and MTA-NYC Transit Track Safety certified
• American Petroleum Institute (API); Shell Life Saving Rules; Chevron 101­
• Browz & Avetta registration
• And, medically monitored field crews

Established in 1999, DPK Consulting is a commercial land surveying firm with a deep platform of high-value services, including Construction/Commercial, Environmental and 3D Laser scanning. They are located at 220 Old New Brunswick Road, Suite 201, Piscataway, NJ 08854. For more information about DPK, or to request a quote, call 732-764-0100, or visit DPKconsulting.net