Jacobsen Construction Company  has made significant changes in its corporate structure to respond more effectively to industry dynamics—and, most importantly, to better serve its clients.

Douglas C. Welling, president and chief operating officer since 2006, has been appointed as Jacobsen’s chief executive officer. Doug received the mantle from Lonnie M. Bullard, who served as CEO for 15 years as well as Jacobsen’s chairman of the board. Bullard will retain his post as board chairman and continue his involvement in strategic planning, business development and community affairs. He will continue as a member of key public and private boards, and as Jacobsen’s chief public spokesman.

“This is a natural transition—and, where Doug is concerned, it is an excellent one for our company,” Bullard says. “Doug began his career at Jacobsen on the seismic upgrade of the Salt Lake City and County Building, which marked the first base isolation of a historical building in the world. Twenty-four years later, Doug’s passion and leadership continue to add great value to our company and the industry as a whole, as demonstrated by Jacobsen’s  timely completion of City Creek Center in downtown Salt Lake City. I know I speak for the entire board of directors when I say we look forward to an exciting future with Doug at the helm.”

“I have always embraced the values on which Jacobsen Construction was founded,” Welling says. “We will continue to honor the Jacobsen legacy by providing an experience marked by integrity and quality, in both the projects and the relationships we build. As Jacobsen enters its 90th year, I am excited to join with our 500 owner-employees and continue exceeding our clients’ expectations.”

A second change within Jacobsen’s executive ranks places Gary Ellis as chief financial officer. Ellis joined Jacobsen as company controller in 2000 and was made a vice president in 2006. Ellis succeeds Richard Kirkham, who served as CFO for 23 years. Kirkham, a senior vice president, will continue in his role as corporate secretary and treasurer.

Jacobsen has also reorganized its operating units—each headed by a project executive team—to focus more effectively on its market segments and, ultimately, better serve Jacobsen clients.  “If the past three years have taught us anything in our industry, it’s that we must adapt to thrive,” Welling adds. “Our recent realignment makes for a more efficient approach and, ultimately, a much better company.”

According to Welling, Jacobsen has adapted well in these uncertain times, and looks forward to brighter days ahead.  “Our solidified vision, combined with our new corporate structure, positions us for great success in 2012 and well into the future. As employee-owners, we couldn’t ask for more than that!”