Truman C. Edminster, III, PE, grandson to Truman Edminster, Sr., founder of Edminster, Hinshaw, Russ and Associates in 1936, is a true powerhouse in the engineering industry. His leadership and commitment to excellence was shaped by numerous opportunities, challenges and experiences that ultimately led him back to Houston and into a pivotal role in the family business.
Raised by two first lieutenant parents in the United States Army, Truman developed a strong sense of discipline and problem-solving from an early age. He learned to approach challenges both critically and creatively, understanding that if he got himself into a mess, he had to find a way out. “Looking back, what I got from my parents was overachievement,” Truman said. “I grew up with the adage that if something is worth doing, it’s worth doing right the first time.”
When Truman was just 15, his father—who had taken over the family business at only 20—passed away. Determined to forge his own path, Truman deliberately sought opportunities beyond the family company. This decision, however, led to invaluable experience and knowledge gained that ultimately paid in dividends. After graduate school, he began his career in Andrews, Texas, working for Amoco, now BP. This west-Texas experience was complete with sandstorms, tumbleweeds and the occasional tarantula stampedes.
Returning to his civil engineering roots, Truman moved back to Houston to work for his brother-in-law, Keith, who had branched out from EHRA to start his own firm. Under Keith’s mentorship, Truman gained a deeper understanding of the practical side of engineering. “Struggling on my first subdivision, trying to use fancy techniques I had freshly learned, what took me three days, Keith executed in less than three minutes,” Truman recalled. “A lesson I never forgot.”
After five years and earning his PE license, Truman joined PRC Engineering, now AECOM, where he gained extensive experience in land planning. Within nine months, he was transferred to the Dallas office, only to see it close in 1985. He was then hired by Dannenbaum Engineering before a promising lead took him to Chicago in 1997. His time in Dallas, however, left a lasting impact—appointed as an alternate to the Zoning Board of Adjustments, Truman served on every ZBA panel for over a year, gaining invaluable hands-on experience in zoning and land use.
In January of 1998, braving the brutal Midwest winter, Truman quickly found himself immersed in becoming a big-time real estate developer. While he enjoyed the city's urban vibrancy, he found the work environment to be less fulfilling. Then, on March 2, 1999, he received a call from Terry Russ, a pivotal moment that would alter the trajectory of his career. The conversation was direct and meaningful, and as Truman recalls Terry saying, it was time to put the family back in the family business. By the fall of that year, Truman was back in Houston, rejoining a company that was undergoing a transformation.
At the time, the company was still rebuilding from the economic downturns of the 1980s and 90s. When Truman arrived, he became the 33rd employee at the Westoffice location. Alongside Terry, a surveyor, and Jim, with a focus on construction, Truman, the engineer, formed a leadership team that began to restore the company’s foundations.
One of the first challenges Truman faced was retaining key talent. Within his first month, two crucial team members resigned, but he was able to persuade them to stay. He also made a strategic hire by bringing back Bob Atkinson, Sr., an experienced planner and engineer, who played an instrumental role in the company's revival.
Through open communication, dedication and a clear vision, Truman, Jim and Terry reestablished the company’s stronghold in the industry and vowed to maintain a family-first culture. “It was about the experiences that both Jim and I had outside of the family business that we learned and dedicated to the belief that employees are not just numbers but essential contributors to the company’s success,” Truman said.
Truman also recognized the importance of industry involvement. Early in his return to Houston, a respected industry leader advised him to get involved with the American Council of Engineering Companies (ACEC). He took the advice to heart, and so he did. His participation opened doors and strengthened his professional network, leading to a leadership role within ACEC, including serving as president and now as a four-year member of the steering committee. In a region where everyone knows each other, Truman explained how the organization reinforces the collaborative nature of civil engineering in Houston, where professionals—though competitors—work together to advance the region’s infrastructure.
Truman also dedicated five years to teaching at UT Tyler, beginning in 2018, developing a curriculum for a Senior Design course that tied together all aspects of an engineering education. He guided students through real-world engineering projects, helping them understand not just technical concepts but also their practicality. While he eventually stepped away from teaching, he valued the experience and the opportunity to mentor future engineers. “None of us would have learned how to do the things that we do, had it not been for someone else teaching us,” Truman said. “We can now be those people that influence the next generation of folks going forward. We just have to keep the cycle going.”
Thinking about all the time spent working elsewhere, Truman said he never once regretted it. He acknowledged that had he returned sooner, he would have missed out on crucial experiences that helped him contribute more meaningfully to the firm’s growth. When asked what he was most proud of, Truman replied, “What you see here today. Jim, Terry, and I led the charge, but it was the hard work and effort of everyone around us that made it possible—together as a group, a team and a community.”
Today, Truman remains dedicated to the goal of achieving another 80 years and more of the firm’s success. He also emphasizes the importance of mentorship, believing that knowledge and experience should be shared to guide the next generation of industry leaders. His leadership reflects his deep-rooted belief in the value of personal connections. Much like his early mentors, Truman takes the time to support and guide those around him, reinforcing the philosophy that leadership is not just about managing people but about investing in them. He explains, “You can’t calculate the worth of that to people. It’s just the right thing to do. It’s just being human. We’re not perfect, but it is the fabric to keep things going. We are all woven together in our own way.”
As Truman reflects on his 25 years of services to the company his grandfather started, he looks to the future, focusing on the company's growing legacy and continuing to cultivate a culture of excellence, collaboration and respect. His resilience, ability to adapt and commitment to mentoring others have forever left a lasting mark on not only the company but the entire industry.
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