Zweig Group’s 2025 Rising Stars share what inspires purpose, loyalty, and change in the AEC workplace.
By Sara Parkman
Senior Editor
Zweig Group’s 2025 Rising Stars are shaping the future of the AEC industry. We asked this year’s class to share their perspectives on workplace values, industry change, and what keeps them engaged. Their insights offer a window into what motivates the next generation of leaders – and what firm leaders need to know to retain them.
A conversation with the 2025 Rising Stars.
The Zweig Letter: What’s something firm leaders might misunderstand about your generation’s values or priorities in the workplace?
Zach Varwig, Principal, Faith Group LLC: Millennials are the largest generation in the workforce, and will be for at least the next 20 years. While there have been endless articles panning millennials’ work ethic, expectations, and capabilities, I think most of these are edge cases. Millennials are the core of our industry from a production and work standpoint, and many are already in VP or leadership roles. Our generation is shaping the industry for the better.
Jenny Ferman, Assistant Project Manager II, Superior Construction: Our generation is often seen as impatient, but what we’re really looking for is purpose. We’re motivated when we understand how our work contributes to something bigger – and when that connection is missing, it’s harder to stay engaged.
TZL: What change would you most like to see in the AEC industry over the next 10 years – and how are you working toward it?
Stephen Parker, Mental+Behavioral Health Planner, Stantec: I hope the connection between mental well-being and purposeful practice will be better understood in AEC. Fee squeeze is directly related to the long hours and mental health issues of emerging professionals who handle most design production. Mentorship of aspiring architects is as important as educating our firm leaders on the effort required of staff. Once we value our minds as much as our designs, we can defy stigma and drive the development of purposeful practices.
Rachel Gresham, Senior Director of Professional Practice Programs, AIA – Washington, D.C.: I’d love to see the AEC industry let go of the myth that passion alone should be enough to sustain a career or a business. Let’s collectively agree to stop treating burnout as a status symbol and instead normalize asserting our own value to clients and the public. I want to see an industry where we understand our value and charge accordingly, resulting in a profession where following a passion doesn’t come with self-sacrificing martyrdom.
Alyanna Subayno, Intern Architect, Neumann Monson Architects: I hope to see progress in closing the “missing middle” gap in our industry. As an emerging professional in AEC, I’ve found it challenging to find mentors just a few years ahead of me. These near-peer mentors are incredibly valuable; they can offer relatable guidance without the disconnect that can sometimes come with a larger generational divide. In my role leading onboarding efforts at Neumann Monson, I aim to help bridge this gap by equipping new team members with the tools they need from day one and fostering a culture of wellbeing to support long-term, sustainable careers – ultimately helping prevent burnout and encouraging growth.
Victoria Lorbeer, Liaison Engineer/Project Manager, Redtree: I would like to see more women represented across all levels of the AEC industry, especially in leadership. A more inclusive industry fosters stronger, more innovative teams and leads to better decision-making. As a woman in the AEC industry, I’ve often been the only woman in the room. The shortage of visible female role models can make it difficult to envision a long-term future in the field, and balancing demanding professional environments with caregiving responsibilities can feel isolating without a shared support network. To help change this, I’m actively involved in Women in Energy organizations that empower women in the sector. These networks provide mentorship, skill-building opportunities, and a supportive, multigenerational community. They help women connect, grow, and thrive — paving the way for future leaders.
TZL: What advice would you give to other young professionals looking to make a meaningful impact early in their careers?
Rucker Simon, Principal, Walter P Moore: Learn deeply, practice deliberately, and stay curious. Making a meaningful impact starts with truly understanding the solutions of past technical or societal challenges. Mastering these fundamentals builds the confidence and creativity to apply them to new contexts and changing conditions. Reflect on your values and how your work can express or fulfill them. Passion shows. If you have it, people notice. If you don’t, they notice that, too. Stay humble. Recognize that you still have much to learn, and see that as an opportunity. When you’re authentic and engaged, have the right mentors, opportunities, and ideas will find you and help you make not just any impact, but one that aligns with your purpose.
Katherine Chan, Project Manager, Walter P Moore: One of my mentors once said, “No one is indispensable.” To which I’ve now added for myself the tagline, “So, make yourself irreplaceable.” While this might sound like a lot of pressure, the spirit really is meant to be a guiding beacon toward developing yourself technically and professionally the best you can. No two engineers or designers are alike, so take initiative to learn as much as you can and to get involved as much as possible not only in project work, but also in industry or firm initiatives that you’re passionate about.
Nicholas Bradley, Project Manager, BrightFields, Inc.: When I started as a junior environmental analyst, my vision of a meaningful impact was working on large, high profile environmental cleanups. What I have found is that the greatest impact was derived from some of the smallest projects – providing environmental support to non-profits like Habitat for Humanity, individuals, and small businesses. The impacts seemed small and distributed at the time, but they quickly added up and provided me with tremendous professional development opportunities. I would advise young professionals to embrace those smaller, diverse clients and project opportunities early, rather than chase one marquee project or a big-name client. It’s a great opportunity for personal growth and they can see and feel the impact on a more intimate level.
Lauren Underwood, Division Manager, Apex Companies, LLC: Have confidence in yourself. Push yourself out of your comfort zone; that uncomfortable place is where real growth happens. Take initiative. View challenges as opportunities. Never say something is “not within my job description.” Always have integrity, be responsive, and keep your word.
Kaitlin Wright, Infrastructure Assistant Dept. Manager, Baxter & Woodman: Be the hand raiser; say yes to every opportunity, even if it doesn’t feel like one. So often, we doubt ourselves and lean into the “no.” We say, “I don’t know anything about that” or “that’s not my responsibility.” Be humble; learning things that may not seem specific to your career path will always build your network and sharpen your soft skills. Those become far more important later in life than always being the expert. Some of the most pivotal moments in my career were because I said “yes” to something I knew absolutely nothing about.
Catherine Chen, Associate, Arup: Learn as much as you can about topics and disciplines that may not be considered directly within your scope or practice. Learning more about the various disciplines you interact with – what their drivers and constraints are – will help you come to the table with holistic solutions to tackle complex problems on your projects. Also, developing a deep understanding of key issues at the forefront of our industry, like sustainability and resilience, will guide you to pave the way toward positive change in our industry and society.
Colette DiLauro, Senior Project Engineer, LANGAN: Ask questions and be curious – our industry is about constant learning. And also speak up for what you want – if you want a certain experience, or project, or responsibility, tell your supervisor and be persistent. This will help you to grow into a forever learner and become the best industry professional you can.
TZL: What inspires loyalty to a firm – and what might cause a young professional to leave?
Spencer Pech, Civil Engineer, ISG: Working at a 100 percent ESOP firm, employee owners build a strong “all-in” culture of collaboration and commitment to the firm’s goals, which positively influences our employee ownership. This amplifies loyalty and the importance of doing great work and delivering successful projects. The employee ownership culture builds stronger teams that inspire loyalty, since our success depends on everyone playing their part. Finally, it’s important that a firm is committed to the growth, development, and career advancement of young professionals.
Emily Mahoney, Associate & Sustainability Leader, LANGAN: Speaking as someone who has spent my entire career at the same firm, my loyalty is inspired by the support and growth opportunities my company offers. I often refer to my firm as a “Choose Your Own Adventure” company – if you have a passion for something, want to learn something new, want to start something new, that entrepreneurial spirit is supported and rewarded. I have developed a specialty in my field, earned a postgraduate degree, earned professional licenses and certificates, and moved across the country, all with the support and encouragement of my firm. Young professionals thrive when they are empowered and have opportunities to evolve, and seek greener pastures when they are stifled.
Carrie Parker, Associate Vice President, CannonDesign: As someone who has been with the same firm since graduation, I became loyal to the people before the firm itself. Loyalty begins with empathetic leaders – those who listen, value your voice, entrust you with growing responsibility, and ensure fair compensation. Over time, that loyalty deepens when you're part of a mission-driven firm, doing meaningful work for clients you respect and believe in. Young professionals may leave when they lack these opportunities for connection, growth, and purpose in their work.
Kush Vashee, Project Delivery Manager, RK&K: Loyalty among young professionals is often rooted in the opportunity to work on meaningful, community-focused projects that make a visible impact – whether it’s improving transportation infrastructure, enhancing water systems, or advancing sustainable development. Young engineers are more likely to stay when they feel supported through mentorship, encouraged to pursue professional licensure, and given a clear path for growth within the firm. RK&K’s collaborative culture, emphasis on work-life balance, and transparent career ladders create an environment where young professionals feel valued and motivated to grow their careers.
Nicholas Halan, Project Engineer, Hampton, Lenzini and Renwick, Inc.: In my interpersonal relationships, trustworthiness is a powerful bond that earns respect and encourages open communication about challenges or issues. This trust cultivates a strong reputation and enduring loyalty, both essential for sustainable growth and long-term success.
Katherine Uhrin, Project Manager, Niles Bolton Associates: Entering the AEC industry involves a steep learning curve, and an emerging professional’s loyalty to a firm often depends on their direct mentors’ commitment to training and developing their team. Emerging professionals have so much to learn as they start their careers. Firms that focus on training managers to support employees, provide adequate training, and give designers the autonomy to make decisions are setting themselves up for success in developing future leaders.
Jorel Sanchez Soto, Senior Project Designer, Michael Graves: Loyalty to employees inspires loyalty to firms. Providing professional growth, financial growth, and transparency makes employees feel included and that they are where they should be. By transparency, firms should offer true transparency on the company’s well-being, expectations, and paths to career progression. Meeting employees' efforts and rewarding them accordingly not only encourages mutual loyalty but also mutual growth. The growth of employees inherently benefits the firm. When a firm falls short in these areas, employees tend to feel disconnected with the firm’s leadership and objectives. Lack of engagement creates a drift that may eventually cause the employee to seek a better opportunity.
Megan Vandervort, Professional Engineer, Martin/Martin Consulting Engineers: Loyalty is a two-way street. Firm and team leaders should take an active interest in what newer engineers want to learn, practice, and get involved with – both within and outside of their projects during those first few formative years. Similarly, young engineers should aim to understand what their company, leaders, and teammates value, in addition to developing their technical skills. On both sides, there should always be room for empathy in conversations – we’re all just people trying our best! I’m grateful my firm has supported my goals and welcomed my perspective as a young engineer. Through my involvement with SE3 (Structural Engineering, Engagement, and Equity), I’ve learned that the top reasons people consider leaving the profession are stress and work-life imbalance—issues that affect young professionals just as much as seasoned ones. Managing stress and maintaining balance in my life are ongoing struggles, but the trust and openness I’ve built with my managers and mentors (both inside and outside my firm) have made those challenges easier to navigate. I’m hopeful that by keeping these ideals in mind throughout my career, I can pay forward that trust and inspire similar confidence in future coworkers.
Nico Redfern, Mechanical Project Manager & Senior Associate, Galloway: Coming from a Legacy Firm, it is advantageous to the employee & employer to invest in Professional Development because they are the future leaders of the Firm. As the individual grows in their career, the more they understand the company culture and can add their contribution. A young professional may see temporary gains in position or benefits and jump to another position/firm, or they don’t have a connection with the team and need to move on. If a young professional does not see opportunity for growth or feels their work is not making an impact, they could also leave.
