The Zweig Letter

By Chad Coldiron | Strong firms know what they must own internally and where outside expertise can accelerate progress.

By Brad Wilson | An ESOP can solve ownership transition, but it cannot replace strong leadership, healthy cash flow, or an ownership-minded culture.

A firm’s parking lot can reveal more about its culture than any mission statement posted inside the office.

By David Coyne | New technology rarely eliminates professional demand, because greater efficiency creates new ways for experts to add value.

By Mark Felici | Top AEC candidates move fast, and firms with slow hiring processes are losing talent before they can make an offer.

The leading source of business management insights, research, and strategies tailored specifically for leaders of AEC firms.

By Tom Godin | The most expensive mistake a growing firm can make is waiting for a crisis to recognize the need for financial leadership.

By Jeremy Zick | The smartest AEC firms are treating nearshoring as a compensation strategy, not simply a way to cut costs.

By Mark Zweig | The little things become dangerous when leaders give minor inconveniences more attention than the business problems that actually matter.

By Rachel Gresham | When expectations align with reality, both recruitment and retention become substantially easier.

By Lindsay Young | Engineers may want a formula for business development, but lasting client relationships are built through patience, trust, and connection.

By John Tsun & Diane Samuels | AI can process data in seconds, but experienced professionals still provide the judgment that makes decisions trustworthy.

The leading source of business management insights, research, and strategies tailored specifically for leaders of AEC firms.

By Kyle Ahern | AEC firms risk falling behind when workforce policies stay the same while employee expectations keep moving.

By Mercedez Thompson | Letting go of control helps new leaders build stronger teams, reduce bottlenecks, and create more room for growth.

By Mark Zweig | Future AEC leaders are built when firms stop guarding the numbers and start teaching people how business works.

By GinaRenee Autrey | Real strength is not carrying everything alone, but knowing when to pause, accept support, and let yourself heal.

By Emily Boyd | A strong internship program can help AEC firms build culture, strengthen recruiting, and turn early-career talent into long-term employees.

The leading source of business management insights, research, and strategies tailored specifically for leaders of AEC firms.

Will Swearingen & Jeff Adams | Preparing your firm early can strengthen value, build buyer confidence, and make an eventual merger or acquisition far less disruptive.

By Michael Sanderson | The firms that truly put people first pair high standards with genuine support instead of empty promises.

By Mark Zweig | Your firm is not worth what you think it is, but what a buyer is actually willing to pay.

By Rachel Gresham | Organizational structure often determines who gains visibility, sponsorship, and leadership opportunities – and who doesn’t.

By Sarah Kinard | Market shifts are inevitable, but firms that recognize them early can turn disruption into opportunity.