495 Growing Through Change in Water Treatment with Mark Lewis, Part 1

Change is unavoidable, but uncertainty does not have to control how water treatment professionals respond to it. Mark Lewis returns to share what he learned when Southeastern Laboratories was acquired by CRB Water—and how employees can remain valuable, informed, and open to opportunity during a business transition.    Navigating an Acquisition from the Employee's Perspective  Southeastern Laboratories began exploring a buyer because its owners wanted to protect the company and approximately 30 employees. When CRB Water entered the picture, employees naturally wondered what would change and how those decisions would affect their careers.  Mark explains how CRB Water's "do no harm" approach helped employees navigate the transition. Although changes to compensation, insurance, expenses, and operating practices required adjustment, the acquisition also brought additional resources and access to larger corporate accounts that may not have been available through a smaller organization.  His practical advice is direct: ask questions, understand the business, examine the available data, and keep an open mind. A change in ownership can create discomfort, but it may also expand what employees and their territories can accomplish.    Becoming an Asset Before Change Arrives  Professionals cannot always control when a company is sold, but they can control the value they bring to the organization. Mark encourages water treaters to strengthen their technical knowledge, return from training with something useful, understand how the business operates, and close gaps in their performance.  That mindset makes an employee valuable to both the current organization and any future owner. It also replaces fear with preparation. Instead of waiting for uncertainty to pass, professionals can become better account managers, technical resources, and business contributors.    Leadership Through Service and Preparation  Mark also reflects on his years of service with the Association of Water Technologies, including committee leadership, board service, and his term as AWT president. Effective association leadership, he explains, requires preparation, sound judgment, and a willingness to do the work behind every meeting and decision.  His receipt of the Ray Baum Memorial Water Technologist of the Year Award reinforces another leadership lesson: professional success is rarely built alone. Mark credits the people who taught, challenged, and trusted him throughout his career.  The conversation closes with lessons from rebuilding AWT's Fundamentals and Applications training. Strong instruction begins with a sound foundation, a clear explanation of why, and the confidence to speak from experience rather than simply read from a slide.<span data-ccp-props= "{"1342