The Zweig Letter

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.

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

By Mailena Urso | When everyone has access to the same AI tools, strategy and a recognizable voice become the real competitive advantage.

By Steve Jarmon | Modern AEC firms need technology leadership that connects IT decisions to growth, profitability, and long-term business performance.

By Mark Zweig | Real transformation begins when AEC leaders stop managing around known problems and start making the hard decisions that solve them.

By Brian Diehl | Leadership transitions succeed when firms communicate clearly, transfer knowledge intentionally, and protect trust through periods of change.

By Kristin Kautz & Troy Parkinson | AI is already reshaping AEC, and firms need leaders who can guide adoption with intention, training, and trust.