Who we are
OVERVIEW
3COTECH helps create strategies and partnerships to efficiently and sustainably move people and goods: on land, at sea, and in the air. We evaluate zero-emission technologies and assess risks to support informed decision-making.
Our lifecycle approach to sustainable infrastructure spans from planning through engineering and construction to operations and maintenance. Accomplished in process improvements, our consultants put a premium on lessons learned and continuous improvement.
We have worked with the San Pedro Bay ports, LA Metro, and other public and private sector clients.
3COTECH, Inc. is a certified Small Business Enterprise (SBE), Disadvantaged Business Enterprise (DBE), Women-Owned Business Enterprise (WBE), and Local Business Enterprise (LBE) in the City of Los Angeles.
3 PILLARS OF 3COTECH - 3Es
- Economy
- Energy
- Environment
We believe that sustainable businesses not only reduce ecological footprint and use resources responsibly, but also connect and engage people, embrace equality, leverage innovation, and turn risks into opportunities.
We are committed to sustainability without compromise: the alignment of environment, collaboration, and value.
Sustainability is one of the 3COTECH’s core business values embedded across all operations. We aim to follow and promote good sustainability practices, reduce the environmental impacts of all our activities and help our clients and partners to do the same.
Leadership
Kat Janowicz
A “big-picture” thinker who is redefining sustainability.
Kat Janowicz, MSME, MBA, CEM, ENV SP, LEED GA is a leader and strategist with expertise in business strategy, transformative technologies, and stakeholder engagement. She has more than twenty-three years of international experience in energy, transportation, freight, and logistics real estate. Her expertise includes a holistic approach to the total asset lifecycle and spans from planning through construction to operations and maintenance.
She managed large commercial and industrial facilities, and infrastructure projects. Accomplished in process and performance improvements, international contract negotiations in North America and Europe, as well as multidisciplinary engineering and business consultancy, she coached, mentored, and advised, both start-ups and established firms.
Kat is an active member of trade associations and serves on nonprofit boards, including FuturePorts, Harbor Association of Industry and Commerce, and Metro Sustainability Council.
She maintains strong relationships with key elected and appointed officials and their staff at the international, federal, state and local levels, with a focus on seaports, airports, and transportation agencies. Being involved in the community through volunteering in various non-profit organizations, she advocated for policies and projects to strengthen regional economic development. She organized and participated in coalitions to address energy and emission related issues. She developed business strategies for national and international transportation and energy markets and remains a driving force for energy-related procurements.
Kat frequently speaks at conferences helping her audience think more holistically and expand their perception, encouraging brainstorming, and inspiring new ideas.
Her upcoming book about the green ports’ initiative is intended to serve as an inspiration and guide on sustainable development and stakeholder engagement for ports and communities around the world.
Consultants
Daryle Bailey
Program Management and Business Development Consultant.
Daryle has over 40 years of experience in management of planning, architecture, engineering, construction, land rights and public agency consulting. He has directed strategic planning, business development and implementation of major public infrastructure projects. Business lines include:
- Public Works Infrastructure – rail, port and harbor, water, wastewater
- Surface Transportation – highways, bridges
- Energy – transmission and distribution
- Buildings – operation and maintenance
- Land Rights – acquisition and maintenance
- Department of Defense and other federal agencies
- Essential Services Facilities – Fire and Police Stations, Fireboats
An example of Essential Services Facilities included the Port of Long Beach’s Two New Fireboats. Daryle was responsible to document the construction management team’s and the shipbuilder’s compliance with the Port’s U.S. Department of Homeland security Grant Program. He also performed the Port’s labor compliance program with the Seattle, Washington shipbuilder and provided liaison between the shipbuilder, the Seattle based CM team and the Port.
Most recently, Daryle is providing professional consulting services to the Port of Long Beach. The assignment will update the Ports Risk Analysis, Assessment and Mitigation and Quality Management System manuals. The updates will incorporate the Ports new Integrated Project Delivery Guidance document, Quality System and Continuous Improvement processes.
Strategic Partners
Mark Kempton
Business Development and Government Relations Consultant for City Builders.
Mark has over 25 years of experience managing complex projects and programs related to infrastructure development, corporate strategic performance and private procurement, including 15 for Fortune 500 and Fortune Global 500 companies. Mark has been recognized with a global "Market Maker" award by one of the 10 largest construction companies in the world, and an “Invaluable Project Contributions” award by Europe’s largest engineering conglomerate. In addition, as a Lieutenant Colonel in the United States Air Force Auxiliary, Mark has twice been decorated with the Meritorious Service Award for "achievements and services which are clearly outstanding and unmistakably exceptional."
As founder and principal of Kempton Strategies LLC, Mark leads a team of experts providing business and project development as well as government affairs services to transportation and goods movement sector clients.
Prior to starting Kempton Strategies, Mark was responsible for the development of Public-Private Partnerships (PPPs) in the Western United States and Canada for Skanska, a Fortune Global 500 Company and one of the 10 largest construction companies in the world. In this role, Mark identified and assessed public projects for private partnership potential and then led those projects through to commercial and financial close, significantly contributing to Skanska’s growth objectives in North America. Mark also spent time as Director of Strategic Performance for Skanska’s heavy civil business unit in North America, supporting the executive team in the development and execution of corporate strategy, including the integration of separately-acquired businesses into Skanska’s best performing business unit during a period of global economic downturn.