Climbing the List
BFW/Marcum entered the awards program three years ago, debuting at #24. The following year, the firm jumped to #9. Now, in its third year, BFW/Marcum has reached #6. But for Mark Workman, Executive Vice President, this achievement is about much more than numbers.
“Winning ‘Best Places to Work’ for the third consecutive year is deeply meaningful to me, but not as a trophy on a shelf, rather as a reflection of something far more important: our people,” says Workman. “When you empower individuals, listen to their ideas, and invest in their growth, they will not only deliver exceptional work, but they will shape a culture worth celebrating.”
Living the Values, Not Just Framing Them
According to Workman, this recognition mirrors the company’s everyday culture. “Our values aren’t just written on the wall; they’re lived out in the way teams support one another, the way we celebrate wins, and how we respond to challenges; with resilience, humility, and a drive to do better.”
At BFW/Marcum, culture isn’t just a buzzword. It’s the way we operate. Employees are encouraged to bring their full selves to work, and leadership is viewed as a shared responsibility. It’s not just about job titles, but about shared accountability and leadership at every level.
Standing Out in the Industry
“What truly sets us apart is our belief that winning isn’t just about landing the next project, it’s about building a culture where people feel trusted, supported, and inspired to lead,” Workman explains. “We don’t chase accolades. We focus on creating long-term value for clients and communities, and that starts with our people.”
The firm’s integrated approach, strong local relationships, and commitment to continuous learning set it apart not just in Kentucky, but across the engineering industry.
Ownership at Every Level
One of the pillars of BFW/Marcum’s workplace philosophy is what Workman calls “Empowered, Engaged, Enabled Ownership.” The idea is simple: everyone, no matter their title, has a stake in the firm’s success.
This mindset has led to cross-office mentoring, open strategic planning sessions, and leadership development programs that encourage initiative. There’s also a clear focus on transparency and knowledge-sharing. “No silos,” says Workman. “Our teams share information freely, support one another, and celebrate each other’s wins.”
Leadership That Listens
Leadership at BFW/Marcum isn’t about telling people what to do. Rather, it’s about creating an environment where people want to grow. From informal coffee chats with senior leaders to structured leadership tracks, the company prioritizes accessibility and employee development.
“When feedback surfaced about inefficiencies and burnout risk, we brought in employees from every level to shape a better system,” says Workman. “That led to real changes, not just in technology, but in how we prioritize work and communicate timelines.”
Adapting and Evolving
In just the past three years, BFW/Marcum has implemented flexible work strategies, launched a firm-wide inclusion initiative, and evolved its strategic planning process to include voices from every level. According to a 2023 McKinsey report, organizations that take a human-centric approach to work design are 1.5 times more likely to report better employee retention (source).
These changes are intentional, says Workman. “We’re constantly evolving and not for the sake of trend, but to remain a place where people want to stay and grow.”
Looking Ahead
So how does BFW/Marcum plan to keep getting better?
“Stay bold, stay humble, and keep building around our people,” says Workman. “We’ll continue to invest in professional development, expand mentoring, and sharpen our focus on purpose-driven work. We’re also launching more feedback loops and leadership labs so employees can see a clear path forward, whether they want to grow vertically, laterally, or lead something brand new.”
Describing BFW/Marcum’s Culture
If Workman had to summarize BFW/Marcum’s culture?
“Empowered, Engaged, Enabled, and Purposeful.”
The Hidden Perk? Access
“At many firms, senior leaders are distant or symbolic. At BFW/Marcum, they’re present, involved, and genuinely care,” Workman says. “If you’ve got an idea, question, or challenge, you’re never more than one call or hallway conversation away from someone who’s ready to help you run with it.”
For the team at BFW/Marcum, being one of Kentucky’s Best Places to Work isn’t just an award. Being the best is a promise to keep building a workplace where people thrive.
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