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Value You Can Feel: How The Primestone Group’s Core Values Shape the Client Experience
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When Values Impart Value: How Culture Creates a Competitive Edge at Lowe Engineers
Case Study
When Values Impart Value: How Culture Creates a Competitive Edge at Lowe Engineers
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By Nicole Ramsey
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At Lowe Engineers, we don't just talk about value—we live it through our values. In an industry where technical qualifications and project lists are often viewed as the ultimate differentiators, we believe our greatest asset is something deeper: the culture that drives how we deliver our work.
Our values—Go the Extra Mile, Bleed Black and White, Value Relationships, Promote Professionalism, Do What You Say You're Going to Do, and Believe in the Glass Half Full—aren't just part of onboarding. They're part of our daily operations, client relationships, and internal decision-making. And over time, they've become one of the most powerful and enduring sources of value we offer—both to our clients and our team.
“The strength of our culture today is because of those values. They've shaped how we do business and how we treat people—for years. Whether you're in a client meeting or a field crew, you're going to feel the same consistency. That's the impact.”
— Jon Drysdale
Values in the Field—and in the Details
A great example of our values in action came during our work on the City of Dunwoody's Stormwater Rehabilitation project. The scope called for the rehabilitation of two miles of stormwater pipe over two years, funded through ARPA. Our team didn't just meet expectations—we exceeded them. We coordinated with residents, worked weekends when needed, and introduced a real-time photo documentation system to streamline communication and accelerate response times. These efforts weren't spelled out in the scope. We did them because they reflected who we are.
That instinct to "go the extra mile" becomes part of our brand. And when our brand reflects our culture, it delivers measurable value in the form of trust, loyalty, and repeat business.
That same commitment shows up in how we respond to unexpected events. When Hurricane Helene disrupted operations, one of our engineers, Steve Osborn, stepped in without hesitation to support recovery efforts. No one asked. He showed up because that's what it means to "bleed black and white." At Lowe, people take ownership not just of their tasks—but of their role in the greater mission. That mindset isn't trained. It's lived. And clients notice.
Relationships as Infrastructure
We also know that technical excellence means little without strong, lasting relationships. That's why one of our most meaningful projects—Fulton County's Animal Services Facility—stood out not just for its complexity but for the collaboration that made it possible. From the earliest design phases, our team worked closely with the County and the shelter's future operators to ensure the building reflected its operational needs and mission.
By fostering open communication and aligning priorities across agencies, consultants, and users, we delivered more than a building—we delivered a shared vision. This didn't happen by chance. It happened because we don't treat relationships as transactions. We treat them as the foundation of every successful project.
"There's value in every detail, but the real long-term value comes from relationships. When clients know you're listening and that you care about their mission—not just the plans—it changes the dynamic. That's when trust forms and trust is what keeps projects—and partnerships—moving."
—Sameer Patharkar, PE, Senior Transportation Engineer, Lowe Engineers
Sameer's insight speaks to the heart of how we work: when relationships are prioritized, collaboration is stronger, solutions are more creative, and outcomes are more impactful.
Professionalism as a Promise
Whether leading a stakeholder workshop, presenting at a city council meeting, or submitting a report, we bring professionalism to the table—every time. That means showing up prepared, communicating clearly, and representing both our firm and our clients with confidence and care.
For example, when working on the Arnold Mill Corridor traffic study in Cherokee County, our team faced added scope and tight deadlines. Instead of requesting extensions, we delivered the full benefit-cost analysis on time and without compromise. That follow-through didn't just meet expectations—it reinforced our reputation. Because when you do what you say you're going to do, clients remember.
Optimism as a Competitive Advantage
Not every challenge can be solved with effort alone. That's where attitude comes in. During our pedestrian safety study for the University of West Georgia, we encountered significant ADA limitations tied to historic infrastructure. But rather than getting bogged down in what wasn't possible, our team reframed the challenge. We proposed creative, cost-effective design alternatives that balanced accessibility with preservation and budget.
That "glass half full" mindset doesn't just keep projects moving forward—it keeps teams aligned and clients encouraged. It's a value that shows up in how we approach design, how we lead conversations, and how we find a way through when others might stall.
What If Our Values Changed?
What if we traded our current values—not for less—but for something simply different? What if Lowe Engineers redefined itself around values like innovation, resilience, or growth? These are powerful drivers in many organizations, and rightly so. But they're not the foundation of who we are.
If innovation became our primary lens, we might start prioritizing disruption over consistency. Resilience might shift our focus toward recovery and adaptation rather than preparation and follow-through. And if growth took center stage, we might chase expansion over relationships.
Our differentiators would change. Instead of being known as the team that shows up, follows through, and brings optimism into every room, we might become known for rapid scalability or bold experimentation. But in the process, we might lose what our clients value most: reliability, responsiveness, and the personal commitment we bring to every partnership.
Internally, our culture would shift, too. The deep sense of trust that empowers employees at every level to lead from where they are might give way to a faster, more performance-driven rhythm. The mentorship, collaboration, and consistency that define our day-to-day would be replaced by a new—and possibly more competitive—dynamic. We'd still be a firm. But we wouldn't be this firm.
It's not that these alternative values are wrong. They're just not ours.
Our current values weren't chosen because they're trendy or marketable. They were chosen because they reflect who we are at our best—and who we want to be in every client interaction, every team meeting, and every project we take on.
The Real Value
What makes our values impactful isn't just what they say—it's how they show up. They show up in the extra effort. In the calm during the storm. In the follow-through and the follow-up. They shape a culture where people stay, clients return, and quality remains uncompromised.
We believe the most powerful form of value isn't just in outcomes—it's in the experience of getting there. It's in the peace of mind a client feels knowing we're two steps ahead. It's in the satisfaction an employee feels after seeing their idea make an impact. It's in the quiet confidence that comes from a culture where people show up, follow through, and care.
At Lowe Engineers, value isn't something we deliver at the end of a project. It's something we create every day—by living our values out loud.
And when you work with us, you'll feel it.
Nicole Ramsey is the Marketing Director for Lowe Engineers and the 2024–2025 Programs Committee Director for SMPS Atlanta. With nearly 20 years of experience in AEC marketing, she leads brand strategy, employee engagement, and proposal development for one of the Southeast's most trusted engineering firms.
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