The article focuses on the strategy implemented by Carter & Burgess, which emphasizes the significance of retaining their architects and engineers, in the U.S. With this strategy, training and development became centralized as a corporate function under chief human resources officer Jim Garman. All of the employees have access to individual development plans, defined sets of competencies for their jobs, and learning activities that feed into annual performance evaluations. It also offers formal learning activities, mentoring and coaching, and knowledge sharing through all employees.