About Us
At Roebling Strauss, our ensemble team of seasoned experts—speakers, authors, and thought leaders—thrives on hands-on collaboration to bridge your execution gaps. We're client-centered and objective-led, rolling up our sleeves to co-own the delivery process alongside you, ensuring self-sustaining systems that drive measurable results without dependency. From AI implementations and post-merger integrations to organizational development, we partner as accountable doers, not distant advisors.
Bill Sanders re-entered consulting in late 2009 after several years in the advertising industry and incorporated Roebling Strauss, Inc. in 2010. Since then, we've had the privilege of working with startups, small businesses, mid-market enterprises, and household brands in the Fortune 100, and we are excited about helping our clients navigate and execute in the new age of AI.
About Our Name
Roebling Strauss, Inc. is named after the chief engineers of the Brooklyn and Golden Gate Bridges.
Brooklyn Bridge Saga
After his father's death, Washington Roebling led the Brooklyn Bridge project, combating caisson disease—"the bends"—a fatal decompression illness from high-pressure underwater work. Limited by 1870s science, he innovated: over-engineering caissons with multiple airlocks for safe decompression, hiring Dr. Andrew Smith to treat 110+ cases and set protocols, shortening shifts to reduce exposure, and stopping Manhattan digging at 78 feet, choosing stable subsoil over deeper bedrock.
The cost was high. Roebling was paralyzed by the bends in a caisson fire, overseeing from bed for 11 years through wife Emily. Workers faced heavy losses: at least three bends deaths, many paralyzed, plus 27 total fatalities from hazards. Budget tripled from $5M to $15.5M due to delays, care, and upgrades.
Golden Gate Bridge Legend
Chief engineer Joseph Strauss transformed Golden Gate Bridge safety from 1933-1937, making a dangerous endeavor a safety model. Amid fierce winds and hazards, he pledged to "cheat death" with innovations beyond norms, where one fatality per $1M spent was typical.
Key measures: a $130,000 safety net saving 19 ("Halfway to Hell Club"); required Bullard hard hats, respirators for fumes/falls; safety lines with firing for violations; glare-free goggles, protective creams, anti-dizziness diets; headlamps for dark areas.
Human toll: 11 deaths (10 in one scaffold fall), beating 35 predicted on $35M project. Safety costs inflated budgets but saved lives, establishing worldwide standards.
Their commitment to a people-centric approach to execution inspired the name.