A Framework for Building Scalable Engineering Teams Across Multiple Markets

Hiring Resources - February 16, 2026

engineers in hardhats and high-visibility jackets reviewing a laptop in a factory.

Engineering teams that succeed across multiple markets don’t just happen by accident. They’re built on a foundation of deliberate planning, consistent processes, and strategic foresight that most construction firms overlook until it’s too late.

The difference between companies that scale successfully and those that struggle isn’t talent availability (though that matters). It’s having systems in place that work whether you’re hiring in Austin, Denver, or Jacksonville. Without this foundation, you’ll find yourself reinventing the wheel in every new market, bleeding time and resources while competitors with better frameworks pull ahead.

Defining Scalability Requirements for Multi-Market Construction Projects

Before you can build scalable engineering teams, you need to understand what scalability actually means for your specific projects and markets. This isn’t just about hiring more people faster.

Start by analyzing your project pipeline across all target markets. How many projects do you typically run simultaneously? What’s your average project duration, and how does staffing ramp up and down throughout each phase? Most importantly, what peak capacity requirements do you need to meet without compromising quality?

Document your current engineering talent distribution. If you have 15 structural engineers in Phoenix but only 3 in Nashville, that imbalance will create bottlenecks when Nashville projects scale up. Understanding these gaps helps you prioritize which markets need immediate attention and which can wait.

Consider the seasonal patterns specific to each region. Construction activity in Minnesota follows different rhythms from Florida, and your staffing strategy needs to account for these variations. Teams that ignore regional differences often find themselves overstaffed in winter markets and scrambling for talent when spring hits.

Building Standardized Hiring Frameworks Across Geographic Regions

Consistency is everything when scaling across multiple markets. Your hiring process in Dallas should mirror what happens in Seattle, even if local market conditions differ dramatically.

Create standardized job descriptions that translate across markets while remaining flexible enough for local requirements. A senior structural engineer’s role should have the same core competencies whether they’re working on high-rises in Chicago or industrial facilities in Houston. This consistency helps candidates understand your expectations and ensures hiring managers evaluate talent against the same benchmarks.

Establish uniform interview processes that your hiring teams can execute regardless of location. This means training local managers on your evaluation criteria, creating standardized technical assessments, and developing scorecards that produce comparable results across markets. When you’re competing for top engineering talent, a disjointed interview process signals organizational chaos.

Partner with local recruitment resources strategically. While knowing how to choose the right matters is important, the key is ensuring your external partners understand and execute your standardized approach. They should feel like an extension of your internal team, not a separate entity with different priorities.

Creating Consistent Competency Benchmarks for Engineering Roles

Engineering talent comes in many forms, but your competency benchmarks shouldn’t vary based on which office does the hiring. Standardized benchmarks ensure you’re building teams with predictable capabilities across all markets.

Define technical competencies by role and seniority level. Your junior civil engineers should demonstrate the same foundational skills whether they’re joining your Atlanta or Phoenix team. This doesn’t mean cookie-cutter hiring, but it does mean consistent standards for technical proficiency, software skills, and problem-solving capabilities.

Include soft skills and cultural fit indicators in your benchmarks. Communication skills, project management abilities, and a collaborative mindset matter just as much as technical expertise. These competencies become even more critical in multi-market teams where engineers must collaborate across time zones and regional differences.

Develop assessment tools that objectively measure these competencies. Technical skills tests, portfolio reviews, and structured behavioral interviews should produce comparable data regardless of who conducts them. This systematic approach helps you consistently identify potential employees who meet your standards.

Implementing Cross-Market Communication Protocols and Systems

Scalable engineering teams depend on seamless communication, but geographic distribution creates natural barriers that many companies underestimate. Your communication protocols need intentional design, not wishful thinking.

Establish regular cross-market meetings that focus on project coordination and knowledge sharing. Weekly engineering calls, where teams discuss challenges, solutions, and lessons learned, prevent silos from forming between regional offices. These sessions also help identify when one market has expertise that could benefit projects elsewhere.

Choose technology platforms that support collaboration across time zones and distance. Your project management tools, document-sharing systems, and communication channels should work equally well for engineers in the same building or across different states. Don’t underestimate how much poor technology can undermine otherwise strong teams.

Train leaders on managing distributed teams effectively. Understanding how to communicate confidently becomes more complex when your team spans multiple markets. Regional managers need skills to run virtual meetings, provide feedback remotely, and maintain team cohesion when face-to-face interaction is limited.

The foundation you build now determines whether your engineering teams scale smoothly or struggle with growing pains. Companies that invest in these core principles early avoid the costly mistakes that force others to rebuild their approach mid-growth.

Strategic Engineering Recruitment Framework: From Local to Global

Developing Market-Specific Talent Acquisition Strategies

Building scalable engineering teams starts with understanding that one size doesn’t fit all across regional markets. Each geographic area has its own talent ecosystem, salary expectations, and competitive landscape.

Start by conducting a thorough market analysis for each region you’re targeting. Research local engineering schools, competing firms, and average compensation packages. In Los Angeles, for instance, you’ll face different challenges than in smaller markets, where specialized recruiters understand the nuances of the market.

Your engineering recruitment strategy should adapt to local conditions while maintaining core standards. What works in Texas construction markets might fall flat in Pacific Northwest engineering communities. Consider factors like:

Regional salary benchmarks and benefits expectations
Local engineering specializations and project types
Competition density and talent availability
Cultural preferences for work-life balance

Document these insights into market-specific playbooks that your recruitment teams can reference. This approach prevents costly hiring missteps and accelerates your expansion timeline.

Establishing Regional Recruitment Pipelines and Partnerships

Strong partnerships form the backbone of any successful multi-market expansion. You can’t rely solely on job boards and LinkedIn when you’re scaling across different regions.

Build relationships with local engineering schools, professional organizations, and industry associations. These connections become your early warning system for emerging talent and market shifts. Partner with universities that have strong civil, structural, or mechanical engineering programs relevant to construction projects.

Consider working with specialized engineering recruitment firms that understand local markets. They bring established networks and market intelligence that would take years to develop independently.

Create a systematic approach to pipeline development:

Identify top engineering programs within 200 miles of target markets
Establish campus recruitment relationships
Attend regional engineering conferences and trade shows
Build referral programs with current employees in each region

Remember, the construction labor shortage makes these partnerships even more critical. You’re not just competing for available talent—you’re fighting to attract engineers before they hit the job market.

Creating Unified Candidate Assessment Processes

Consistency becomes crucial when you’re hiring across multiple markets. Your assessment framework needs to maintain quality standards while accommodating regional variations.

Develop standardized technical assessments that evaluate core engineering competencies regardless of location. Focus on fundamentals such as problem-solving, technical knowledge, and project management skills that translate across markets.

But don’t ignore the top skills that vary by region. An engineer in earthquake-prone California needs different expertise than one working on hurricane-resistant structures in Florida.

Structure your assessment process in phases:

Initial screening for core qualifications and cultural fit
Technical evaluation specific to local project requirements
Behavioral interviews focusing on collaboration and adaptability
Final review by senior engineering leadership

Use video interviewing technology to standardize the experience while reducing travel costs. This approach lets you maintain consistent evaluation criteria across all markets while scaling efficiently.

Building Employer Brand Consistency Across Multiple Markets

Your employer brand needs to resonate locally while maintaining a cohesive message. Engineers in different markets respond to different value propositions, but your core identity should remain consistent.

Develop market-specific messaging that highlights local project opportunities and career paths. Engineers want to work on recognizable, impactful projects in their communities. Showcase your portfolio of local work and emphasize growth opportunities within each region.

Create content that speaks to regional engineering communities. Share case studies, employee spotlights, and project highlights that demonstrate your commitment to each market. This builds credibility and helps engineers visualize their future with your organization.

Maintain brand consistency through:

Standardized visual identity and messaging frameworks
Regional employee ambassadors who represent your culture
Local community involvement and professional organization participation
Consistent onboarding experiences regardless of location

Implementing Technology Solutions for Distributed Hiring

Technology becomes your force multiplier when managing recruitment across multiple markets. The right tools streamline processes while maintaining personal connections that engineers value.

Invest in an applicant tracking system (ATS) that handles multi-location workflows. You need visibility into regional pipeline health, candidate progression, and hiring metrics across all markets simultaneously.

Use construction staffing platforms that aggregate talent from multiple sources. This approach expands your reach beyond traditional job boards and taps into passive candidate networks.

Consider implementing:

Video interviewing platforms for initial screening
Skills assessment tools that can be administered remotely
CRM systems to maintain relationships with passive candidates
Analytics dashboards to track regional performance metrics

But remember—technology should enhance human connections, not replace them. Engineers still want to feel valued and understand how they’ll contribute to meaningful projects. Balance automation with personal touchpoints throughout your recruitment process.

Construction Team Building: Structuring for Multi-Market Success

Designing Flexible Organizational Hierarchies for Different Markets

Building scalable engineering teams across multiple markets starts with creating organizational structures that can bend without breaking. The traditional rigid hierarchy that works in one city might completely fall apart when you’re managing teams from Los Angeles to Miami.

Smart construction firms build what we call “hub-and-spoke” structures. Your core leadership sits in a central hub, but each regional office operates with its own decision-making authority for local issues. Think of it as controlled autonomy.

Here’s what works: Give your regional managers full authority over day-to-day operations while maintaining centralized oversight for major decisions. A project manager in Anaheim shouldn’t need approval from corporate headquarters to adjust crew schedules for local weather delays.

The key is defining clear escalation thresholds. Local decisions under $50K? The regional manager handles it. Anything above that threshold goes to the hub for review. This approach prevents bottlenecks while maintaining quality control across your entire operation.

Your organizational chart should look different in different markets, too. High-density urban markets like San Diego need deeper layers of specialists (think separate teams for permitting, environmental compliance, and union relations). Smaller markets can handle these functions with generalists who wear multiple hats.

Creating Specialized Teams for Local Compliance and Regulations

Every construction market has its own regulatory maze. What passes inspection in Texas won’t necessarily fly in California, and the permitting process in Chicago bears no resemblance to the one in Phoenix.

Building compliance into your team structure from day one saves you from expensive mistakes later. Each regional office needs dedicated compliance specialists who know their local codes inside and out. But here’s the twist: these specialists should also cross-train with other regions.

Create rotating assignments where your civil engineering compliance expert from Anaheim spends a month learning Miami’s hurricane codes, while Miami’s specialist learns California’s seismic requirements. This cross-pollination builds organizational resilience and prevents knowledge silos.

Your specialized teams should include:

Local permitting coordinators who know which city officials to call
Environmental compliance specialists familiar with regional regulations
Safety coordinators trained in market-specific OSHA variations
Union liaison specialists (in markets where applicable)

Don’t make the staffing strategy mistake of treating compliance as an afterthought. When you’re recruiting mechanical engineers for a new market, factor in compliance expertise from the start. It’s easier to hire someone who already knows local codes than to train them later.

Establishing Knowledge Transfer Protocols Between Regions

Your Dallas team just figured out a brilliant solution for foundation issues in clay soil. How do you get that knowledge to your Houston office before they encounter the same problem?

Most construction firms handle knowledge transfer terribly. They rely on informal networks and hope information somehow travels between offices. That’s not a system; that’s wishful thinking.

Build formal knowledge transfer protocols into your weekly operations. Every regional office should conduct brief “lessons learned” sessions after major project milestones. These aren’t lengthy presentations (nobody has time for that), but quick 15-minute shares of what worked and what didn’t.

Technology makes this easier than ever. Set up shared project databases where teams can upload photos, documents, and brief explanations of solutions. Your project manager in Phoenix can browse through similar foundation challenges solved by teams in other clay-heavy markets.

Create monthly cross-regional calls focused on specific challenges. This month might focus on permit delays, next month on material sourcing issues. Keep them short, keep them focused, and always end with actionable takeaways.

The real magic happens when you incentivize knowledge sharing. Recognize teams that contribute valuable insights to other regions. Make it part of performance reviews. You want your people to think beyond their local market boundaries.

Building Cross-Functional Collaboration Frameworks

Your best project managers shouldn’t be islands. They should be connected to a network of expertise that spans your entire organization, regardless of geographic boundaries.

Cross-functional collaboration in multi-market construction means breaking down both geographical and departmental silos. Your estimating team in one city should have direct access to field insights from projects running in other markets. Real-time collaboration beats outdated assumptions every time.

Implement “virtual project rooms” where team members across markets can collaborate on similar projects. When your team lands a major aerospace defense project in San Diego, they should instantly connect with colleagues who’ve handled similar work in other defense-heavy markets.

Build collaboration into your project workflows, not as an add-on but as a core process. During project kickoff meetings, identify team members from other markets who’ve handled similar challenges. Make those connections explicit and give people permission to reach out directly.

Your collaboration framework should include regular “project showcases” where teams present their most innovative solutions to colleagues across all markets. This isn’t about bragging; it’s about building your collective expertise and ensuring great ideas don’t stay trapped in one location.

Remember: construction staffing success in multiple markets isn’t just about having enough people in each location. It’s about creating connected teams that amplify each other’s expertise across geographic boundaries.

Talent Pipeline Development and Workforce Planning

Forecasting Engineering Talent Needs Across Expanding Markets

Effective workforce planning starts with understanding your pipeline 18 months out, not next quarter. Construction projects don’t wait for perfect timing, and neither should your talent acquisition strategy.

Smart firms track leading indicators beyond just current headcount. Monitor your bid-to-win ratio, project pipeline size, and client expansion plans. When your preconstruction team lands three major projects in Phoenix, you’ll need structural engineers ready to deploy within 60 days.

Create market-specific demand models that account for regional construction cycles. California’s seismic requirements demand different expertise than Texas wind loads. Your forecasting should reflect these nuances rather than applying blanket hiring formulas across markets.

Build buffer capacity into your projections. The best construction firms hire ahead of confirmed demand because top engineering talent moves fast. Waiting until you’re understaffed preconstruction teams means settling for whoever’s available, not who’s best.

Creating Succession Planning Strategies for Key Positions

Every critical role needs two potential successors identified and actively developed. Not because you expect turnover, but because markets shift rapidly and opportunities emerge without warning.

Focus succession planning on roles that directly impact project delivery timelines. Senior project engineers, lead estimators, and department heads can’t be replaced with LinkedIn posts and hope. These positions require 6-12 months of knowledge transfer to maintain project continuity.

Document institutional knowledge before it walks out the door. Your senior structural engineer knows which suppliers deliver on time and which clients change scope weekly. Capture this intelligence in accessible formats that prepare successors for real-world challenges.

Cross-train across disciplines where possible. A mechanical engineer with knowledge of electrical systems becomes invaluable during integrated project delivery. This approach builds bench strength while creating more engaging career paths for high-performing contractors.

Developing Internal Mobility Programs for Career Advancement

Internal mobility programs solve two critical problems: retaining top talent and reducing external recruitment costs. Engineers who see clear advancement paths stay longer and perform better.

Create structured progression tracks that align with business expansion goals. If you’re entering renewable energy markets, train existing civil engineers in solar foundation design. This builds needed capabilities while rewarding loyalty with growth opportunities.

Establish lateral movement pathways between markets. Your Dallas structural engineer might thrive leading projects in Denver’s challenging mountain conditions. Geographic mobility expands both individual capabilities and organizational flexibility.

Track mobility metrics that matter: internal promotion rates, time-to-advancement, and retention after internal moves. Companies with strong internal mobility see promoted employees have 41% longer tenure than external hires.

Building Relationships with Universities and Technical Institutions

University partnerships require long-term thinking and consistent investment. The engineering students you meet today become your senior hires in five years, but only if you maintain genuine relationships throughout their academic journey.

Target schools that align with your geographic expansion strategy. If Phoenix represents your next growth market, build relationships with ASU’s engineering programs now. Construction project managers often prefer working near their alma mater networks.

Offer meaningful internship experiences beyond coffee runs and filing. Give students real project exposure where they can contribute to design decisions and see their work implemented. These experiences create lasting impressions that influence career choices.

Engage with faculty on industry-relevant research projects. Professors who understand your technical challenges become valuable allies in recruitment. They’ll recommend their best students for positions that match their interests and capabilities.

Implementing Continuous Learning and Development Frameworks

The half-life of engineering skills continues to shrink as technology advances accelerate. What engineers learned in school becomes partially obsolete within five years without continuous updating.

Budget for ongoing education as an operational necessity, not an optional perk. Allocate a minimum of 40 hours annually per engineer for skills development. This investment pays returns through improved efficiency, reduced errors, and enhanced client confidence.

Focus learning initiatives on emerging technologies that impact your markets. BIM software proficiency, sustainable design principles, and automated construction methods represent competitive advantages that should be developed systematically.

Create knowledge-sharing systems that capture lessons learned across projects and markets. Your Houston team’s hurricane-resistant design innovations could benefit earthquake projects in California. Engineering recruitment becomes easier when candidates see commitment to professional growth.

Measure the effectiveness of the development program through project outcomes, not just completion certificates. Engineers who apply new skills to improve project delivery demonstrate real learning that justifies continued investment in their advancement.

Technology Infrastructure and Systems Integration

Implementing Unified Project Management Platforms

Your engineering teams scattered across different markets need more than email chains and spreadsheets to stay synchronized. A unified project management platform becomes the central nervous system connecting your distributed workforce.

The key isn’t picking the fanciest tool (there are dozens out there). It’s choosing one that scales with your growth while handling the unique demands of construction projects. Your platform needs real-time project tracking, resource allocation visibility, and milestone management that works whether your team is in Boston or Phoenix.

Construction firms that implement unified platforms typically see 30-40% improvement in project delivery times. Why? Because everyone can see what’s happening, when it’s happening, and who’s responsible for making it happen.

Don’t make the common mistake of letting each market choose its own tools. You’ll end up with data silos and integration nightmares. Standardize early, train thoroughly, and watch your scalable engineering teams operate like a well-oiled machine.

Creating Centralized Knowledge Management Systems

Your experienced construction talent carries institutional knowledge that shouldn’t leave when they move between projects or markets. A centralized knowledge management system captures this expertise and makes it accessible to every team member, regardless of location.

Think beyond simple file sharing. Your system should include project templates, design standards, best-practice documentation, and lessons-learned databases. When your MEP engineering team in Anaheim solves a complex HVAC challenge, that solution should be available to your team in Denver within hours.

The most successful construction team-building strategies include knowledge-transfer protocols. New hires get up to speed faster because they have access to proven methodologies. Experienced team members spend less time reinventing solutions because they can build on previous work.

Your knowledge management system becomes particularly valuable when scaling across markets with different regulations and requirements. Regional compliance information, local vendor databases, and market-specific insights all live in one searchable location.

Establishing Remote Collaboration Tools and Protocols

Modern engineering projects demand more than occasional video calls between offices. Your teams need robust collaboration tools that support everything from design reviews to daily standups across time zones.

Video conferencing is table stakes now. But scalable engineering teams need screen sharing capabilities, digital whiteboards, and document co-editing features that work seamlessly. Your manufacturing engineering specialists should be able to troubleshoot production line issues with remote team members as if they were in the same room.

Protocol matters as much as technology. Establish clear communication standards: when to use chat versus email, how to structure virtual meetings, and response-time expectations across time zones. Without these protocols, your distributed teams will struggle with coordination issues that slow project delivery.

Smart construction firms are also using collaboration tools for client interactions. When your process engineering team can walk clients through designs virtually, you expand your market reach without increasing travel costs.

Building Data Analytics Capabilities for Team Performance

You can’t manage what you don’t measure. Data analytics capabilities give you visibility into how your distributed engineering teams are performing and where improvements are needed.

Start with basic metrics: project completion rates, budget adherence, and team utilization across markets. But don’t stop there. Advanced analytics can reveal patterns in team productivity, identify skill gaps before they become problems, and predict resource needs for upcoming projects.

The most valuable insights often come from comparing performance across markets. Why is your Dallas team consistently ahead of schedule while your Seattle team struggles with delays? Data analytics helps you identify best practices that can be replicated across all locations.

Your analytics platform should also support engineering recruitment decisions. Understanding which team compositions deliver the best results helps you make smarter hiring choices as you scale.

Ensuring Cybersecurity and Compliance Across All Markets

Distributed teams create expanded attack surfaces for cybersecurity threats. Your technology infrastructure needs robust security measures to protect sensitive project data, regardless of where your team members work.

Multi-factor authentication becomes non-negotiable when teams span multiple markets. VPN access, encrypted file sharing, and secure communication channels should be standard across all locations. One compromised endpoint in any market can jeopardize projects across your entire organization.

Compliance requirements vary significantly between markets, and your systems need to accommodate these differences. What works for California’s data protection regulations might not satisfy Texas requirements. Your infrastructure should support market-specific compliance while maintaining operational efficiency.

Regular security training becomes even more critical with distributed teams. Each market should have designated security champions who understand local requirements and can train team members on best practices. This approach helps maintain security standards while building local expertise.

Remember that cybersecurity isn’t just about technology – it’s about culture. Teams that understand the importance of security protocols are your first line of defense against threats that could derail your scaling efforts.

Performance Management and Continuous Improvement

Developing KPIs for Scalable Engineering Teams’ Performance

Your scalable engineering teams need more than gut instinct to measure success. Without concrete metrics, you’re flying blind when it comes to understanding which markets are thriving and which need attention.

Start with the basics: project completion rates, budget adherence, and timeline performance across different markets. But don’t stop there. Track talent retention rates (losing experienced construction talent costs way more than most firms realize), utilization rates for your engineering staff, and the percentage of projects that require additional resources mid-stream.

Market-specific KPIs matter too. A team performing well in Denver’s commercial market might struggle with Los Angeles’ residential regulations. Track permit approval times, local compliance scores, and client satisfaction ratings by geographic region.

The magic happens when you connect staffing metrics to business outcomes. How many field engineers per project dollar do you think generate the best margins? What’s the optimal ratio of senior to junior engineers for different project types?

Creating Feedback Loops and Performance Review Systems

Traditional annual reviews don’t work for scalable engineering teams. Your people need feedback cycles that match project rhythms, not calendar years.

Implement quarterly check-ins focused on specific competencies. Can your engineers adapt to different market requirements? Are they developing the tech-savvy skills needed for modern construction projects? Regular feedback helps identify skill gaps before they impact project delivery.

Create peer-review systems in which engineers from different markets share insights. A structural engineer who has mastered California’s seismic requirements might help colleagues in other regions understand similar challenges.

Don’t forget upward feedback. Your project managers and team leads need to hear how company policies and resource allocation decisions affect day-to-day work. This intel becomes gold when you’re expanding into new markets.

Implementing Team Optimization Strategies Based on Market Data

Data without action is just expensive spreadsheets. Your performance metrics should drive real changes in how teams operate across different markets.

When data shows certain markets consistently struggle with project scheduling, maybe the issue isn’t individual performance but resource allocation. Perhaps those markets need dedicated schedulers or different project management tools.

Use performance data to identify your star performers and understand what makes them successful. Then replicate those conditions in other markets. If your Phoenix team excels because it has embedded estimators, consider similar structures elsewhere.

Market data should also inform your engineering recruitment strategy. If you’re consistently short-staffed during certain seasons in specific regions, start hiring ahead of demand rather than scrambling to fill gaps.

Building Change Management Processes for Organizational Growth

Growing scalable engineering teams means constant change. New markets, new regulations, new project types. Without proper change management, your teams will burn out from constant adaptation.

Establish clear communication channels for policy updates and procedural changes. When you modify your engineering standards for one market, other teams need to understand why and whether similar changes might affect them.

Create pilot programs for testing new processes. Before rolling out a new project management system across all markets, test it with one team and gather feedback. This approach reduces resistance and improves implementation success rates.

Build change champions within each market. These aren’t necessarily managers but influential team members who can help colleagues adapt to new requirements. Their buy-in makes or breaks major organizational changes.

Establishing Metrics for Recruitment Framework Effectiveness

Your engineering recruitment framework needs its own performance dashboard. Track time-to-fill for different engineering roles across markets, but also measure quality of hires through 90-day retention rates and performance scores.

Monitor your talent pipeline health. How many qualified candidates do you have ready for each market? Are you maintaining relationships with engineering talent even when you don’t have immediate openings?

Measure the effectiveness of different recruitment channels by market. LinkedIn might work well for finding senior engineers in major metropolitan areas, but local industry associations may be better suited to smaller markets. Your construction staffing strategy should reflect these regional differences.

Don’t forget to track the business impact of your recruitment efforts. Projects that start with fully-staffed, experienced teams typically finish on time and under budget. Connect your staffing metrics to project outcomes to demonstrate ROI.

The companies that master performance management for scalable engineering teams don’t just measure everything – they measure the right things and act on what they learn. Your framework should evolve as your markets grow and change.

Ready to build engineering teams that scale successfully across multiple markets? Contact K2 Staffing today to discuss how our engineering recruitment expertise can help you implement these performance management strategies and avoid common talent retention challenges as you grow. Our team understands the unique demands of construction firms expanding into new territories.

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