{
  "articles": [
    
    
      {
        "title": "What I wish I would’ve known",
        "author": "Zweig Group",
        "date": "2025-03-23",
        "url": "/blogs/news/what-i-wish-i-would-ve-known",
        "summary": "
 
The path toward success is shaped by your courage, curiosity, and resilience.
It’s Rising Stars season once again – the time when firms throughout the AEC industry are putting their final touches on applications and recognizing the tremendous accomplishments their young professionals have made.
As I look through nearly 20 years of Rising Stars, I can’t help but reflect on my own path. I have struggled and misstepped at times, but the lessons and advice I received along the way made all the difference. As we prepare to evaluate and select the 2025 class of Rising Stars from amongst a growing list of applicants, I wanted to offer some of the wisdom I was given along the way – for future Rising Stars and all young AEC professionals:


Fake it until you make it. This is a cliche, but it truly works. Confidence is a major key to growth. My first role as a director came at a start-up in my 20s. I was nervous and didn’t necessarily feel ready, leading to feelings of imposter syndrome. In hindsight, the promotion was a vote of confidence from the founders. They saw something in me that I didn’t yet feel in myself. I was forced to make a decision. Either I was going to let these feelings get the best of me, or I was going to rise up and prove I was the right person for the job. That process started with proving it to myself. I had to act as confidently as possible until I actually gained that confidence. I balanced this confidence by working as hard as I could, and before I knew it, I was sure I could do it.

If you don’t ask, you may not receive. A mentor once told me that no one is really looking out for you but you. While they had obviously been burned in the past, I think there is a lot of wisdom in this sentiment. Every substantial raise and every promotion I’ve received has come as a result of me taking the initiative to ask. I took my mentor’s advice and started planting seeds when I saw an opportunity. That promotion I mentioned earlier? That came from me asking about growth opportunities at the company. How was I doing? Where did they see me adding the most value? When it comes to career growth, it’s your responsibility to speak up and ask for what you want. Be your own advocate.

Step outside of your comfort zone. Don’t be afraid to try new things. Diversify yourself. Take every opportunity to gain new skills and establish new relationships with different groups of people. If it feels unnatural or makes you a bit anxious, it’s probably a good thing. This is where growth happens. For example, I participated in a 12-week Dale Carnegie course on Effective Communications and Human Relations. This course changed my perspective completely, both professionally and personally. In this short time, I was able to hone better communication skills, develop as a public speaker, and learn to influence people in an authentic and caring way. I still use these skills on a daily basis, so don’t be afraid to learn new skills and try something new.

Lead by example. We’ve all had a bad boss or two. It’s a horrible but seemingly universal experience. However, there are lessons to be learned. My first experience with a bad boss taught me what type of leader I didn’t want to be. Similarly, we’ve all had bosses and leaders we’ve loved, and there is just as much to learn from them. The point is: take what you’ve loved, admired, and hated and shape yourself into the leader you wish you had.

Participate, communicate, and have fun. I believe these are things we must all do every single day. In fact, this is the advice we leave our kids with in the morning at school drop off. These three simple things allow us to not only elevate ourselves, but everyone else around us. As a young professional, it’s important to engage with your coworkers and the company to stand out and express your commitment. Likewise, communication helps you build your network within your firm. There is no such thing as too much communication. And finally, once you are participating and communicating, try your best to have fun. Having fun makes the rest of it worth it.

The path toward success is not always a straight one, and we should keep that in mind as we prepare to celebrate another generation of young AEC professionals. This journey is shaped by your courage, curiosity, and resilience. Whether it’s asking for what you deserve, stepping into the unfamiliar, leading with intention, or simply just showing up with a good attitude, these actions and principles can help guide young professionals into a fulfilling and impactful career. Take the leap. Trust your instincts. And, don’t forget to enjoy the ride.
Do you know a Rising Star? Nominate a young professional in your firm who exhibits great leadership and always goes above and beyond. Submit your Rising Stars nominations today, and recognize their accomplishments and hard work. Learn more here!
Mailena Urso is chief marketing officer at Zweig Group. Contact her at murso@zweiggroup.com."
      },
    
      {
        "title": "Demystifying ownership transition",
        "author": "Zweig Group",
        "date": "2025-03-23",
        "url": "/blogs/news/demystifying-ownership-transition",
        "summary": "
 
Ignoring the elephant in the room won’t make it go away, but it might be what pushes your top talent to leave.
It’s no secret that ownership transition is a hot topic in our industry. If you’ve attended any AEC conference in the past few years, you’ve undoubtedly seen plenty of content centered on ownership transition and succession planning. It’s a complex issue that is inextricably tied to workforce shortages, and one that has an even more significant impact on small to mid-size firms. As company leaders are approaching retirement age, many employees are left with the question of who takes the wheel once they’re gone.
The good news is that there are a variety of options available to firm owners. The less-than-ideal news is that there’s no one-size-fits-all approach that guarantees success. Not to mention it’s a sensitive topic that can breed uncertainty and fear amongst your employees if not handled well. Which begs the question – what can we do to address ownership transition to our people in a productive way?


Make no mistake – no news is not necessarily good news. If you or the leaders in your company are in a position where you are starting to think about about ownership transition, it is undoubtedly going to be top of mind for your employees – whether they’re telling you directly or not. Engagement surveys such as Zweig Group’s Best Firms To Work For survey are great tools for collecting anonymous feedback on topics employees otherwise may not feel comfortable discussing. Keeping a pulse on the concerns of your people is critical in creating strong, consistent communication to staff about where you are in the process. In the absence of clear communication, people begin to invent their own narratives, which can lead to incongruous or detrimental messaging about the subject.

Transparency without context doesn’t create understanding. As stated before, there are a variety of options available for ownership transition. Whether you’re considering private equity, internal ownership transition, an ESOP, or mergers and acquisitions – all of those options will create significant change and unknowns, which will heighten anxiety for your employees. While there will be plenty of things you can’t share under NDA, you can (and should!) educate your staff about the pros and cons each of these options offer. Are there any you’ve ruled out for certain, and why? Do your employees understand the significant investment needed to start an ESOP, rather than joining one that’s fully matured? Providing context helps to demystify ownership transition. It also empowers your employees to ask the tough questions and give you an opportunity to provide answers on your terms.

Evaluate your options through a values-based lens. Along with your team that is focused on ownership transition, outline the factors that are of the highest importance when determining which route to take. How do they align with your core values? With the wants and needs of your employees? Is it important to you to have geographic expansion, or service expansion? What option will be most effective at helping your employees build their personal wealth? Once you’ve identified what is most important to you and your employees, create a framework with which to assess the options available to you. Being open about the things you value most with your employees will go a long way in building trust and help them understand what they can expect from an ownership transition outcome regardless of which route you take.

We will never be able to anticipate every worry or concern that employees will have around ownership transition – but we can be proactive in our communication, intentional with our transparency, and genuine in our reassurance that all options will be vetted through a lens of shared values. 
Shelby Harvey is director of talent development and HR at BHC, Contact her at shelby.harvey@ibhc.com."
      },
    
      {
        "title": "Inefficiencies are costing you",
        "author": "Zweig Group",
        "date": "2025-03-23",
        "url": "/blogs/news/inefficiencies-are-costing-you",
        "summary": "
 
Why most architecture and engineering firms overspend on design software and underinvest where it matters.
Most architecture and engineering firms invest heavily in design software but neglect business management tools, often at the cost of efficiency and profitability. I learned this lesson firsthand when I co-founded my own firm in 2013 with a couple of partners. We left larger firms because we wanted to have more control over the work we did and flex our design muscles. We started working from our living rooms with laptops, a subscription to Revit LT, and a dream. We slowly started to bring in work and grow the team.
Although we were confident in our ability to design and deliver projects for our clients, we were lacking in business knowledge, underinvested in planning for growth, and neglected building systems and processes as we focused on the creative work. We grew our tech stack by adopting more design tools from SketchUp and Revit to Adobe CC, Bluebeam, and more.
Yet the biggest weakness of the business wasn’t design. It was making sure the team was billable and efficient, that we hit deadlines and kept each project on budget. The more tools we adopted the worse this got as our design workflow jumped between software tools and often necessitated duplicating work. Instead of a streamlined, repeatable, and efficient design process, we made things up as we went and each project was executed differently.
At the same time, with the goal of saving money, we resisted investing in software that helped with managing the business. We used QuickBooks Online for financial management and then folders full of spreadsheets that we custom built for various aspects of the business. Our thinking at the time was to save money with “free” spreadsheets. We felt we were already spending too much on software and didn’t want to increase our budget. We didn’t have a clear enough financial picture to understand that the biggest cost by far was time, and that investing in software that could cut down on firm management, reduce manually building and updating disconnected spreadsheets, and having to enter the same data in multiple places was costing us hundreds of billable hours each year.
It took us a few years operating like this before we pulled the trigger to move from spreadsheets to a more integrated firm management tool. The financial impact was significant. We were able to better manage our team, visualize project schedules and deadlines, get up-to-date reports for individual projects, team members, and firm-wide performance, and most importantly we saved hours of administrative time each week. Time we then were able to spend doing business development and serving our clients.
In short, the investment in software on the business side of the practice was more impactful for our financial stability than investing in new design tools. The management tools gave us better data about how we were spending our time, where we were going over budget, and when we were wasting effort, so we could make smarter management decisions. Firms that reassess their software stack often uncover redundancies in design tools. By optimizing our workflow, we cut unnecessary software costs, saved valuable time, and improved overall efficiency and quality of our work deliverables.
After moving on from running the firm, I started consulting with architecture and engineering firms on operations and firm management. While working with dozens of small firms, I saw many of the same mistakes that I made. There was a resistance to investing in business software and an overreliance on custom built spreadsheets and other tools.
Spending cash was carefully analyzed while spending time was overlooked. Leaders more quickly invested in design tools but would second guess the value of tools that would improve financial management, marketing efforts, or resource planning. The passion for designing great projects and impacting communities drew attention away from thinking about the right balance of tools for all aspects of the firms.
Most firms I consulted with were underinvesting in marketing, task management, project management, and financial management software, while the bulk of resources were spent on design software. It might make sense at first glance, but design wasn’t where firms were having problems. Challenges were almost always related to project management, team management, and cashflow management. Yet firms weren’t willing to invest in the tools that could address these parts of their business. They were blinded by their passion for design. It was easy for an architect to decide they needed the latest design tool, because that is what they were passionate about. It was difficult for them to justify tools to address the challenges that were outside their area of expertise.
Some metrics to consider, using data pulled from the 2024 BQE Benchmarking Report, BQE CORE user data, and the 2024 AIA Firm Survey Report:

Firms that invest 3-6 percent of revenue in software, including design and management tools, see higher operational efficiency.
Firms using integrated business management tools saw a 20 percent increase in profitability compared to industry averages (15.9 percent vs. 13.2 percent profit margin).
Automating billing and invoicing coupled with e-payments lead to 30 percent faster client payments, improving cash flow.
Architecture and engineering firms using all-in-one management software generated $13,000 more revenue per employee, a more than 9 percent increase ($159,000 vs. $143,000 revenue per FTE).

What I conclude from my personal experience running a firm, consulting with firms, and from the statistics above is that many firms over-invest in design tools, creating redundancies and wasted money. Meanwhile they underinvest in tools to improve their operations and make their team more effective. Staff salaries are by far the biggest expense at every firm, and architecture and engineering firms that underinvest in software often compensate with higher labor costs and operational inefficiencies. Investing in tools that can save admin time, and make your team more billable, will have a huge return on investment.
You should have software tools for each aspect of your business: marketing and business development, project management, team management, financial management, and of course design services. But these should be balanced. If your firm isn’t investing in business software as much as design tools, it’s time to rethink your strategy. Take a close look at where inefficiencies are costing you billable hours and invest in solutions that will save time and maximize your firm’s profitability and long-term success. 
Lucas Gray is director of content and community at BQE. Contact him at lucas.gray@bqe.com.
"
      },
    
      {
        "title": "Relationships",
        "author": "Zweig Group",
        "date": "2025-03-23",
        "url": "/blogs/news/relationships",
        "summary": "
 
The ability to maintain long-term relationships, both personal and professional, is one of the keys to business success.
One of the keys to any success I have had over the years has been that I have been pretty good at maintaining long-term relationships. For example, I still know and communicate periodically with the couple who owned the first bike shop I started working in at age 12 or 13, and with some of the earliest clients I had in the architecture and engineering business going back to 1980. But it dawned on me this morning that I have gotten so busy and so overcommitted that I simply cannot keep up with all of the relationships I have as well as I would like to. I just don’t have the time to do it!
My relationship order of priority is family members first, then work, and then students. Friends, potential friends, neighbors, acquaintances, and people I may want to do business with at some point are suffering as a result. That makes me feel guilty and I don’t like it.
I got a call this weekend from an 85-year-old rabbi/entrepreneur friend of mine whom I haven’t spoken with in months. He and his wife have been having a variety of health and financial problems and even though I have thought about him, I didn’t check up on him (a fact he reminded me of!). The truth is that thanks to the invention of the smart phone, it is easier than ever to send a quick text or email to check up on someone even if you don’t have time to pick up the phone and call them. But he doesn’t text and doesn’t do email. And I realized that the only reason I am so delinquent in checking up on him is because of that. I still felt guilty, though.
So what is the answer to my relationship maintenance “opportunity?” I’m not sure. I am keeping up with my family, work, and students pretty well. And while I do feel pretty good about my order of priorities, I would like to do better with the people who don’t fit into one of those three groups. I think the answer probably needs to be in scheduling – making a better use of my calendar and phone than I am now. It would probably be smart to plug 20-30 minutes into my calendar every day for outreach efforts to those who unfortunately (for me) fall into this “second tier” group. The other thing I can do is have more breakfast meetings with local folks than I am having now. It will force an old guy like me to get cleaned up and out of the house early, and it’s a meal time that isn’t already completely booked. I have to do better.
Not every relationship you have should be one that benefits you in some way. I don’t want to be one of those people that you only hear from when I want something from you! I can’t stand that and it just isn’t a quality or characteristic I aspire to be known for. Sometimes you will give more than you get. That’s OK, and part of the human experience. And besides that, who doesn’t want to be loved? But the fact is, you never know where those relationships will lead you. Sometimes they can be life-changing.
How about you? What are you doing to keep up with your long-term relationships? 
Mark Zweig is Zweig Group’s chairman and founder. Contact him at mzweig@zweiggroup.com."
      },
    
      {
        "title": "Prioritizing performance over perception",
        "author": "Sara Parkman",
        "date": "2025-03-23",
        "url": "/blogs/news/prioritizing-performance-over-perception",
        "summary": "
 
True leaders tune out the noise and let their expertise, talent, and technical understanding speak for itself.
Success in engineering and design should be defined by capability, innovation, and results – not assumptions or labels. Through my experience working with dynamic teams, I’ve learned the most effective ones thrive on expertise, collaboration, and a shared commitment to excellence. Whether in engineering, architecture, planning, or environmental design, ISG values personal strengths as the driving force behind meaningful, lasting solutions for our clients and communities.
The workplace should be guided by expertise, driven by effort, and measured by the impact it creates – not by outdated narratives or assumptions. Time and again, my belief in hard work has proven true.
Early learning. In pursuit of an industrial engineering career with a 9:1 ratio of men to women in my college courses, personal identity wouldn’t overshadow success. Through technical expertise, resilience, and the determination to succeed, people in these fields prove time and again that their focus is on one thing: excellence.
Over the next 15 years, my career spanned mining, foundries, manufacturing, and heavy industry. It’s a non-traditional background for architecture and engineering design, but one that built a deep technical foundation in quality, operations, and leadership. Each role came with its challenges – learning from some of the toughest people on earth, leading multimillion-dollar investments, and presenting growth strategies to CEOs and board members.
Becoming a metric. At one point in my career, I attended a leadership meeting about upcoming bonus changes. The system was being redesigned to incentivize leaders to promote diverse candidates for additional increases.
As a female leader who would have met the criteria, I didn’t feel advantaged – I felt undermined.
Another female leader and I spoke up, asking how this policy might impact our credibility. If our male peers believed we were promoted just to fulfill a quota, how could we effectively lead? Would our hard work and qualifications be overshadowed by a statistic?
Leadership assured us that only the most talented and capable individuals would still be promoted. But I wasn’t convinced. I approached my boss and told him plainly: “If I’m ever promoted because I’m a woman rather than because I earned it, I will quit.” I refused to let my abilities be questioned or my career reduced to a checkbox.
The outcome. Over time, this policy created a wedge within the team. In a male-dominated environment, being a woman became even harder – not because of bias, but because of the unintended consequences of a diversity metric. Some colleagues still recognized my capabilities, but doubt lingered for others.
Seeking a career move driven by purpose, I looked for an opportunity to challenge myself – one that embraced continuous improvement, curiosity, and personal growth. I wanted to be part of a company where respect, togetherness, and empathy are more than principles; they shape the way people deliver the work. Today, I feel truly valued and can make a meaningful impact on my local community and the Midwest region ISG serves.
Breaking perceptions. The true measure of success is based on merit and skill. A person’s excellence can be defined by a commitment to growth, adaptability, technical skill, and the ability to create positive change. For those in male-dominated fields, breaking down barriers doesn’t mean fitting into a mold or adhering to quotas – it means consistently performing at the highest level, building resilience, and embracing challenges.
Embracing the opportunity for improvement is what shapes leaders, and true leaders are driven by their skills, vision, and ability to make an impact. Many individuals in these industries, like those at ISG, tune out the noise and let their expertise, talent, and technical understanding speak for itself.
Empowering people to lead. ISG has benefited from an #ISGAllin employee-owned culture: one where everyone is given the opportunity to contribute meaningfully, and we feel the weight of responsibility by having a stake in the game. Every day, our team shows up with the intention to make an impact – as leaders and owners committed to performance, excellence, and delivering results. Whether that’s how we think, lead, and solve problems, we’re committed to making a difference. 
Tiara Marcus is a project management practice group leader at ISG. Connect with her on LinkedIn."
      },
    
      {
        "title": "Free to go",
        "author": "Zweig Group",
        "date": "2025-03-23",
        "url": "/blogs/news/free-to-go",
        "summary": "
 
The benefits of modal diversity and alternative transportation.
When it comes to cars, we all know that the true value is freedom. Freedom to go anywhere, anytime, just you and the open road. That is, until your ride comes to a screeching halt. Suddenly, you’re swimming through a stagnant sea of vehicles with no end in sight. Stuck in traffic once again – but you don’t have to be. As cars remain an efficient method of transportation, alternative transportation methods are also rising in popularity. When communities invest in alternative transportation designs, even the most loyal car commuters can reap the benefits of the resulting reduced congestion, economic acceleration, and community development. Buckle up and keep reading to discover all the advantages of alternative transportation.
Curbing congestion. While there are many advantages to alternative transportation, one of the most noticeable is reduced traffic congestion. According to the U.S. Department of Transportation, 52 percent of trips are three miles or less, but when communities introduce buses, bicycle lanes, and pedestrian-friendly infrastructure, people no longer need to rely on their cars to make these quick trips. To put this in perspective, the average public bus lane can transport up to 8,000 passengers per hour (National Association of City Transportation Officials), meaning all those folks who would have been in traffic are saving both the time and effort of getting on the road! For those who are dedicated drivers, these options free up the roads, reducing time in traffic and making for a smoother commute.  
For example, the City of Chattanooga, Tennessee saw 8,600 trips on its public bikeshare in March 2024? alone – that’s 8,600 fewer trips by car, meaning less congestion and better air quality. Putting an emphasis on forms of alternative transportation such as bike lanes and sidewalks – like Croy did when it worked with the City of Chattanooga on updates to its comprehensive plan – will give people the freedom to choose the mode that best suits their needs. 
Economic benefits. Not only do alternative transportation methods alleviate congestion for drivers, but they boost the economy in the process too. From a short-term perspective, these investments create a plethora of job opportunities. As more bus and bicycle lanes are approved, the need for people to build these lanes inevitably increases. Once completed, opportunities arise for maintenance crews, bus drivers, mechanics, and more. Even on the more corporate end of the job spectrum, these efforts necessitate positions like project management and administration. The bottom line: investing in alternative transportation methods catalyzes job creation across various fields.
Zooming out, the bigger picture reveals an even more critical component – access to the local economy. Many people don’t always have a reliable form of transportation, and without this, they are greatly restricted to jobs and resources. In creating alternative methods, these barriers to access fall away. Another considerable factor is that these alternatives not only improve commutes, but they allow for drivers to have a reliable back-up plan if road closures or car troubles stand in the way of getting to work. Ultimately, alternative transportation options provide people with more than one reliable option for commuting each day.
In addition to area residents, tourist-heavy cities and towns can also benefit from transportation alternatives. With the incorporation of bus and pedestrian/cyclist access, visitors don’t have to rely solely on a car to explore the area. 
Again, the City of Chattanooga, in partnership with Chattanooga Area Regional Transportation Authority (CARTA), have made several moves to support their economy through alternative transportation options. Chattanooga is currently conducting a walkability study to improve pedestrian traffic downtown, and they worked with Croy to identify critical corridors across the city where transportation alternatives could be best utilized to create a complete and connected bike network. Why does this matter? Research suggests that people who walk and bike frequent food and retail establishments more often and spend more money than those who drive.
CARTA has also begun to revamp both downtown parking management and its downtown and Northshore electric shuttles in order to allow commuters and tourists to “park once, go anywhere” downtown. This move will connect the densest population area in the City to a robust mix of transportation alternative choices for those who work, play, or live downtown.
Community connectivity. With reduced congestion and economic stimulation comes community connectivity. In the day and age of digital dominance, connecting with one’s community becomes even more essential for an area to thrive. Transportation alternatives create access to community resources equitable for everyone. They establish a sense of place in these areas, accommodating both vehicles and pedestrians. 
One of Croy’s projects that demonstrates this initiative is our work on Windy Hill Boulevard in the City of Smyrna, Georgia. The ever-busy thoroughfare is flanked by multiple businesses, restaurants, and shops that were not easily accessible to pedestrians, cyclists, and drivers. With this in mind, we knew this area needed a complete transformation. Our team incorporated several community-boosting elements, including four express lanes to provide mobility for through traffic and one-lane frontage roads in each direction to accommodate local traffic; improved pedestrian crossings; bicycle lanes; and pedestrian trails. The project also includes two bridges strategically placed, allowing local vehicles and pedestrians to safely cross the express lanes.
Also included on these bridges are two pedestrian-friendly roundabouts with seating areas so that those who choose to walk or bike can safely take a break. Additionally, Croy worked alongside the local public transportation agency, CobbLinc, to accommodate bus routes and ensure that the roadway is accessible to all. Now nearing completion, Windy Hill Boulevard is delivering numerous benefits to the community, including:

Enhanced safety by separating local residential and pedestrian traffic from commuter traffic.
New redevelopment opportunities along the corridor, thanks to a safer, more attractive, pedestrian-friendly environment.
Improved mobility and reduced congestion for commuters.
Safer pedestrian crossings, with single-lane crossings instead of multi-lane, enhancing student safety at the nearby high school.
Protected bus stops for elementary and middle school students along the frontage roads.
Better pedestrian connections to CobbLinc along the corridor.
Improved connectivity between neighborhoods north of Windy Hill Road and key city destinations to the south, including parks, schools, and local amenities.

This award-winning project not only addresses current infrastructure needs, but also creates lasting improvements for everyone in the community no matter if they are a daily driver or prefer pedestrian/cyclist routes.
The advantages of alternatives. While cars are here to stay and continue to impact improvements in infrastructure design and traffic engineering, the future of transportation looks bright for alternatives as well. From reducing traffic to boosting economies to strengthening communities, alternative transportation has the power to truly transform areas and make several positive, long-lasting impacts along the way. The vision is more than just a few added bus lanes here and there. It’s bigger than that. It’s an investment in equity and access for everyone to get to where they need to be, without limitations. 
With alternative transportation, you still have the freedom to go places – you just now have plenty of reliable options to choose from for how you’ll get there.
Ethan Greene, AICP serves as a senior planner at Croy’s Chattanooga, Tenn. office. He can be reached at egreene@croyeng.com. "
      },
    
      {
        "title": "AEC valuations remain strong",
        "author": "Zweig Group",
        "date": "2025-03-16",
        "url": "/blogs/news/aec-valuations-remain-strong",
        "summary": "
 
The latest data reveals rising firm values, stable key metrics, and the impact of market forces on AEC valuations.
Valuation is a crucial indicator of a firm’s financial health, and in the architecture, engineering, and construction industry, it serves as a benchmark for ownership transitions, acquisitions, and long-term strategic planning. Zweig Group’s 2025 Valuation Report of AEC Firms reveals key trends that are shaping firm valuations and how companies are navigating the evolving market landscape.
The latest data shows that firm values are continuing to rise, with internal transition pricing and pro-rata valuations beginning to align more closely. This suggests that firm leaders are becoming more disciplined in how they approach valuation, ensuring that their businesses remain competitive and attractive to both internal successors and external buyers.
Key metrics in AEC firm valuations. The 2025 Valuation Report provides a snapshot of the median AEC firm, which consists of 45 full-time equivalents, six owners, and holds a book value of $2.6 million. Financially, these firms reported a net service revenue of $7.7 million, pre-bonus profit of $1,204,104, EBITDA of $1,357,946, and a backlog of $7.6 million. These figures indicate not only growth in human capital but also in overall firm value compared to last year’s data.
One of the most watched valuation metrics, the value/EBITDA ratio, saw a slight increase from 4.23 to 4.28, while the value/NSR ratio remained relatively stable, shifting marginally from 0.64 to 0.63. These ratios underscore the long-term consistency of valuation trends in the AEC industry, despite fluctuations in market conditions. Similarly, the value/backlog ratio held steady, moving from 0.65 in 2024 to 0.63 in 2025.
This data suggests that while firms are navigating higher interest rates and tighter lending conditions, the overall financial health of the AEC industry remains robust. Engineering firms, in particular, have experienced significant backlog growth, while architectural firms continue to see stability in institutional and healthcare-related projects, which have remained reliable revenue drivers.
How the market is shaping valuation expectations. The report highlights a shift in how firms are evaluating their valuation methodologies. Outside investment in the AEC industry is influencing owners to reassess internal pricing methods alongside external market demands. As a result, there is a growing emphasis on revenue recognition, contract profitability, and risk management in M&A and transition planning.
One of the key valuation drivers in today’s market is hard backlog – the portion of contracted work that is guaranteed. Buyers are increasingly scrutinizing work-in-progress and backlog when evaluating a firm’s value, reinforcing the importance of strong contract management, effective cash flow strategies, and precise project execution. Firms that can demonstrate stability in these areas are positioning themselves more favorably for both internal ownership transitions and external acquisitions.
Industry growth and the role of public sector investments. Another factor supporting firm valuations is continued investment in infrastructure and energy-related projects. The equity value/profit ratio stabilized at 3.8 after peaking at 3.91, reflecting a more sustainable pace of growth for the industry. Even with challenges such as rising material costs, workforce shortages, and increased borrowing costs, the expansion of public sector investments is keeping AEC firms on solid footing.
The demand for infrastructure improvements, energy projects, and alternative energy developments continues to be a major catalyst for firm growth. In response, firms are focusing on financial discipline, leveraging automation, and adopting alternative project delivery methods to maintain profitability and efficiency in an uncertain economic environment. These strategies are proving essential for firms looking to safeguard their valuations while remaining competitive in an evolving marketplace.
Understanding firm value in a shifting market. With firm valuations remaining strong but market conditions shifting, AEC leaders need reliable data to navigate ownership transitions, strategic acquisitions, and long-term growth planning. Zweig Group’s 2025 Valuation Report provides a comprehensive analysis of the financial metrics that matter most, offering insights into trends that influence firm valuation and the factors shaping future growth.
For firm leaders, investors, and stakeholders looking to benchmark their business against industry standards, understanding these valuation trends is essential. Whether planning for an internal transition, considering external investment, or simply assessing financial health, having a data-driven approach is key. Firms that prioritize financial discipline, risk management, and strategic growth initiatives will be best positioned to sustain and enhance their value in the years ahead.
Zweig Group’s 2025 Valuation Report of AEC Firms is a vital resource for anyone seeking to stay informed on industry trends and make informed decisions about firm value. To learn more or purchase the full report, click here. 
Kyle Ahern is manager of Awards and Analytics at Zweig Group. Contact him at kahern@zweiggroup.com.
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      },
    
      {
        "title": "From imposter to Rising Star",
        "author": "Zweig Group",
        "date": "2025-03-16",
        "url": "/blogs/news/from-imposter-to-rising-star",
        "summary": "
 
Early to mid-career professionals can overcome burnout and imposter syndrome with support from leadership, mentorship, and proactive career engagement.
I’ve decided to write this article to speak directly to the embattled early to mid-career professionals. Congratulations – you are recently promoted, being given larger project responsibilities, and supervising staff! You are often the face of your firm for a project or a specific client. As the responsibilities increase, the walls seem to push in as well. With all that success you’ve seemingly had, you are not yet in a position to influence hiring decisions or team assignments. However, you are expected to meet the next deadline and deliver exceptional services, it seems as if your career and your ability to gain influence within your firm depends on it.
If I am describing you, trust me you are not alone. I was recently exactly where you are. I had success early in my career by meeting and exceeding manager and client expectations, always setting the bar higher for myself than it was ever set for me. I received great performance reviews with the raises and promotions that followed.
As I found myself being a manager of multiple projects for our firm, I discovered challenging schedules and the need to manage construction problems. The realization that the larger the project, the more problems that come with it, was a tough pill to swallow for someone so focused on chasing perfection. Eventually the burnout and reduced confidence followed. Despite all the success I had, imposter syndrome set in.
Fast-forward to early 2024 – I received an email from our marketing team telling me that members of our firm leadership wanted to nominate me for Zweig Group’s Rising Stars Award! The nomination alone was an accomplishment that helped me improve my mindset. A few months later I found out I was selected as a Rising Star in the AEC industry, and my firm leadership invited me to attend Zweig Group’s ElevateAEC Conference. I was able to spend multiple days with one of our founders and other key leaders as we sought ways to improve our business.
That experience allowed me to strengthen my relationship with those key firm leaders. As we have entered a new year of planning and growth opportunities, I have found myself in a different place than I was one year ago. I am more routinely invited to performance discussions; my input is given consideration around hiring decisions and many more challenges. I’ve been offered the opportunity to be a leader in our company for key initiatives. The respect I’ve earned within our firm is felt daily. With that respect I found comfort in bringing attention to the challenges I often face in my role and seeking advice on how to address them.
To that embattled mid-career professional I mentioned earlier, you don’t have to wait for an award, or even a nomination, to seek the support you need in your career. I have the following advice for you:

Seek feedback from your leaders.
When you have something to contribute, make sure you ask to have a seat at the table.
Don’t be afraid to say you are overstretched and in need of additional resources.
Add to your circle of mentors. You have grown in your career, so should your circle of mentors.
Remember learning is ongoing, you don’t have gaps in your knowledge, just opportunities to refine your expertise.

For firm leaders considering nominating members of the team, I have this request for you:

Nominate, but don’t wait for an award to recognize your Rising Stars.
Offer mentorship.
Ask and offer additional resources and support to those who are likely overstretched.
Celebrate the accomplishments of your Rising Stars.

It took roughly one year for these changes in my own mindset, and the encouragement of leaders within my own firm, to set me up for more growth than I had before. I found myself with a much less embattled view of my day to day. Hang in there – change is close. If your mindset can change and your leadership will support you, the trajectory of your career has only just begun to show itself. You belong in the AEC industry. Learn more about Zweig Group's Rising Stars Award here.
Michael Makris, P.E. is a project manager at BHC and a 2024 Rising Star Alumni. Connect with him on LinkedIn.
2025 Rising Stars Award This award is designed to recognize those younger professionals who have set themselves apart by demonstrating exceptional technical capability, leadership abilities, effective teaching or research skills, and a passion for community and industry service. Through these capabilities and skills, our Rising Stars have made a tremendous impact on the design professions, their employers, project owners, and the public. Learn more or nominate someone here!"
      },
    
      {
        "title": "Get out of doing everything you can – mostly",
        "author": "Sara Parkman",
        "date": "2025-03-16",
        "url": "/blogs/news/get-out-of-doing-everything-you-can-mostly",
        "summary": "
 
As a leader or manager, you are probably super busy and will get stuck if you cannot offload a lot of what you have to do.
If you are a leader/manager, one key to your success is that you need to get out of doing everything that you can delegate to someone else. I have never been worried about giving all my work away and having nothing to do. My experience is that you will always find something new to work on that is a better use of your time.
Some engineers and architects who have become managers because they were good engineers or architects really struggle with this. Those who struggle either think they can do a better job than anyone else at something or don’t want to invest the time it takes to train someone else. So they get onto the virtual hamster wheel of not having enough time to do what they have to do and because of that not having the time they need to train someone else, either.
That said, I’m going to contradict myself now. Sometimes you need to do work that is way below your pay grade just to show your people that you are willing to do so. Trash needs to be emptied – no problem. Toilet unclogged – you can do it. Drawing needs to be fixed – done. You are setting an example. It’s just that you don’t want to be doing this sort of thing all of the time. The key is to only do it sporadically to demonstrate you aren’t above doing real work. It helps break down the communication barriers between you and everyone else, and this is critical to your ability to lead.
No doubt, proper delegation does take some finesse that only comes from practice. I don’t have any secrets there. I’m inclined to give someone an assignment with a date and answer any questions they may have and tell them to “go to it.” I would also say, “If you have problems or other questions just ask. But otherwise, I am counting on you to get this done.”
Those who prove they can get done what I asked them to do will be asked to do it again. Those who don’t may never be asked again. Just depends on the situation.
You can find a lot of instruction on proper delegation techniques online. Most of the time I think they are making it harder than it has to be. Smart people will figure out how to get things done if they know that’s what you want.
No matter what your tendencies as a leader and manager are, you are probably super busy, and going to be stuck if you cannot offload a lot of what you have to do. What do you all think about this subject? 
Mark Zweig is Zweig Group’s chairman and founder. Contact him at mzweig@zweiggroup.com."
      },
    
      {
        "title": "In the driver’s seat",
        "author": "Sara Parkman",
        "date": "2025-03-16",
        "url": "/blogs/news/in-the-driver-s-seat",
        "summary": "
 
By collaborating closely, marketing and business development can craft stories that will steer your firm toward success.
Imagine a car. The engine is the powerhouse, providing the energy and drive that propels the vehicle forward. Similarly, the marketing team is the engine of a business, generating momentum through branding, proposals, and content creation.
Meanwhile, the headlights light the way ahead, illuminating opportunities and guiding the journey. Business development plays a vital role in identifying trends, forging partnerships, and paving the road to growth and expansion.
Just as a car needs a powerful engine and effective headlights to navigate the road ahead successfully, a business thrives when a strong marketing team works in tandem with a skilled business development team. Consider this: according to Zweig Group, 56 percent of Marketing Excellence Award winners were fast-growth firms – compared to 25 percent of other firms. Moreover, 71 percent of these winners were high-profit firms. The message is clear: in addition to business development, effective marketing can double your firm’s chances of achieving rapid growth and success.
As a marketer and content creator, I’ve witnessed firsthand how the synergy between marketing and business development transforms businesses. Here are three key strategies your firm can adopt to maximize this impactful partnership:


Selling through storytelling. Storytelling is a powerful sales tool, especially for business development. According to the National Storytelling Network, storytelling is “the interactive art of using words and actions to reveal the elements and images of a story while encouraging the listener’s imagination.” It forges connections and makes your message memorable. Most importantly, it drives results.Research supports this: A 1969 Stanford study asked students to memorize a list of 12 words. One group used general memorization, while the other created a narrative incorporating the words. The result? Ninety-three percent of the storytelling group remembered the words, compared to just 13 percent of the memorization group. Framing information within a compelling narrative made it nearly seven times more memorable.For firms in the AEC industry, storytelling is equally impactful. Instead of simply listing capabilities, consider creating narratives that teach your audience and invite them into the story. Transforming project descriptions into engaging Q&A responses or holding interviews with engineers or project managers allows clients to visualize how your firm overcomes unique challenges. This personalized approach helps clients see themselves in your story, making your expertise unforgettable.

Leveraging social media. Social media is an indispensable tool for building trust and driving business development. According to Visual Objects, 76 percent of consumers check a company’s online presence before engaging in-person. In addition to your firm’s website, platforms like LinkedIn and Instagram allow you to showcase your firm’s value and expertise, keeping your brand top-of-mind.For smaller firms, where individuals may be juggling both marketing and business development roles – using social media can be incredibly beneficial. Regular posts about projects, team highlights, and client successes can build brand recognition and credibility. Authentic captions and reposting industry content with proper credit can further amplify your digital presence.When selling professional services, you’re ultimately selling your people – their creativity, expertise, and relationships. Social media reinforces this by creating meaningful touchpoints. For example, a LinkedIn post highlighting a school project, paired with a quote from the project manager, strategically positions your firm as a leader in the K-12 sector, while also fostering connections with the technical staff and potential clients.Additionally, social platforms help maintain and strengthen connections. After meeting a prospective client at an event, a quick LinkedIn connection can spark ongoing conversations. Sharing updates, interacting with posts, and messaging directly helps ensure your relationship remains active and productive.

Enhancing client engagement. A strong partnership between marketing and business development creates tailored, client-focused content. Marketing teams gain insights into client needs and trends, while business development ensures the message resonates with the right audience.The key is knowing who you’re speaking to. If your firm targets K-12 projects, are you addressing architects or superintendents? While both are essential stakeholders, their priorities differ – architects may focus on innovative design, while superintendents seek cost-saving solutions. Crafting tailored narratives for each audience ensures your message lands effectively.By collaborating closely, marketing and business development can craft stories that position your firm as an industry leader. Sharing these narratives through website articles, social media, and targeted email campaigns not only engages clients but also showcases your firm’s expertise in a dynamic and memorable way.

The collaboration between marketing and business development is essential for a firm’s success. By leveraging storytelling, staying proactive on social media, and understanding the unique strengths of each team, firms can create memorable content and interactions that resonate with clients and drive growth. With the right approach, even the smallest firms can keep the car running smoothly and the headlights shining brightly, guiding them to success on their unique journey. 
Sara Grayum is a digital content specialist and associate at Dunaway. Connect with her on LinkedIn."
      },
    
      {
        "title": "Building trustworthy relationships",
        "author": "Sara Parkman",
        "date": "2025-03-16",
        "url": "/blogs/news/building-trustworthy-relationships",
        "summary": "
 
When we intentionally build connections focused on authenticity, we create healthy, long-lasting relationships that drive a return-on-investment.
The ability to build trust has been a focus point for many organizations over the past decade or two as new generations enter and take over the modern workforce. Gone are the days of “My way or the highway” or “We have the best product or service, and people will buy it regardless of how we treat them” because the concept of trustworthiness has entered the conversation.
Trust vs. trustworthiness: What’s the difference? The chasm between trust and trustworthiness might seem nonexistent, however, as we look deeper, we realize there are nuances that significantly differentiate the two. As put clearly by Ludmila Praslova of FastCompany.com, trust has become a buzzword within modern businesses. Praslova goes on to state that only 50 percent of employees trust their employer, and more than 60 percent of people “feel that business leaders use deception.”
It is an important distinction to make, because just as building trust is the foundation of any great relationship, trustworthiness is a long-term effort that lasts over time, shows a consistent, genuine concern for others, and is part of all aspects of a relationship. While trust can be taken away in a fraction of the time it took to build it, trustworthy relationships rely on years of authenticity in words, actions, and behaviors to stand the test of challenges or conflicts.
Trustworthy relationships create positive cultures. The pandemic changed the way we operate in business since 2020. During the pandemic, people took to LinkedIn and other social networks to stay connected in a time of isolation and loneliness. It was during that time when the revolution of authenticity took over the business world. Everyone wants to build genuine relationships with one another, but what does it look like to develop these deep, meaningful relationships over time? To build healthy, sustainable business relationships, you must start with genuine curiosity and care for others. So, what does it take to get to the point of a trustworthy relationship?
In Patrick Lencioni’s The Five Dysfunctions of a Team, the author describes five key principles that must be overcome to create a healthy team dynamic. The five dysfunctions are:

Lack of trust
Fear of conflict
Lack of commitment
Avoidance of accountability
Inattention to results

These principles are set up in a pyramid, with the lack of trust at the foundation. Trust is a foundational principle and when it is missing, there is often nothing to build off. When seeking to build genuine workplace relationships with colleagues and clients, it is important to start with trust. Focusing first on internal connection within your firm, trust is the core of any peer-to-peer relationship. When peers trust each other on a personal level, they are far more likely to support each other in times of need on projects and personal matters. Whether you work for a large or small firm, in-person, hybrid, or fully remote, connection is vital to the success of your role at your firm. An increase in trust not only leads to deeper connections between people but also translates to greater efficiency and productivity. Eliminating the need to constantly check on the status of a task or project with a peer because of the presence of trust means there is more time to tackle bigger issues.
CEO disease. Another issue that rises to the surface when there is a lack of trust is a term called “CEO disease,” which was coined by Daniel Goleman et al in the book, Primal Leadership. As described in Primal Leadership, “CEO disease” refers to an information vacuum around the leader when there is a climate of fear to share negative news. Fortunately, “CEO disease” does not happen out of the blue; it is the result of trust being absent for a long time. There are steps you can take to make sure you avoid this negative effect on your team:

Actively seek out honest feedback from diverse perspectives
Cultivate a culture of open communication
Be mindful of your own limitations by actively seeking constructive criticism and being receptive to different viewpoints

With our time and attention being pulled in many directions, we must be intentional as leaders to seek constructive criticism that will make ourselves and our firms better.
Creating healthy client relationships. Just as it is important to build trustworthy relationships within internal teams, it is equally important to build those same genuine connections with the partners and firms you are hoping to work with. Building trust comes in many shapes and sizes when dealing with external relationships, but here are some discussion topics to consider when reaching out to someone before talking about project specifics:


Personal interests. Whether we realize it or not, people love talking about themselves. When you can connect with someone about a hobby, sports team, or music genre, it is easier for that connection to become a trusted industry partner.

Family. If you have some background on their family, ask about the kids’ recent achievements or upcoming family vacations. Most of people’s time spent outside of work is with their families.

Upcoming industry events. The AEC industry is full of various organizations and groups, and it is likely that your firm is a member of similar organizations or attends some common events.

Connecting with potential teaming partners or subconsultants first on a personal level makes the person on the receiving end of the conversation more of a friend and less of just another name in the rolodex. When we are intentional about building connections focused on authenticity, we create healthy relationships that lead to opportunities to work together later. Doing this not only leads to increased satisfaction in positions of leadership but also adds fulfillment in the ability to add value to our firms to create working relationships that drive a return-on-investment. 
Duncan Robertson, CPSM, is director of business development and marketing at Tamarack Grove Engineering. Contact him at duncan.robertson@tamarackgrove.com."
      },
    
      {
        "title": "March M&A Transactions in AEC",
        "author": "Zweig Group",
        "date": "2025-03-12",
        "url": "/blogs/news/march-m-a-transactions-in-aec",
        "summary": "01/03/2025


INVISION Architecture (Waterloo, IA), an architecture and interior design firm, expanded to the Southeast with a strategic merger with RDB Design Associates (Jacksonville, FL), strengthening its presence in Florida and enhancing its design expertise. (INVISION Architecture)


01/06/2025


AKRF (New York, NY) expanded its capabilities by acquiring Philip Habib & Associates (New York, NY), a transportation and civil engineering firm. (AKRF)


Greenprint Partners (Chicago, IL) enhanced its design and planning services by acquiring Omni Workshop (St. Louis, MO), an urban design and landscape architecture firm. (Greenprint Partners)


Michael Baker International (Pittsburgh, PA) strengthened its Sustainable and Resilient Solutions by merging with Akela Engineering and Consulting (San Diego, CA), an engineering firm specializing in water resources and environmental services. (Michael Baker International)


Contollo (London, UK) expanded its engineering capabilities by acquiring Engineering Services Partnership (ESP) Ltd (Horsham, UK), a firm specializing in control and automation systems. (Contollo)


TowerPinkster (Kalamazoo, MI) merged with Comprehensive Engineering (Grand Rapids, MI), creating West Michigan's largest and most advanced engineering team. (TowerPinkster)


01/07/2025


Mainstay Engineering Group (Blue Bell, PA) expanded its services by acquiring Professional Engineering Associates (Hatfield, PA), a firm specializing in civil engineering and land development. (Morrissey Goodale)


SOCOTEC (New York, NY) expanded its U.S. presence by acquiring Ninyo & Moore (San Diego, CA), a geotechnical and environmental sciences consulting firm. (SOCOTEC)


Electric Power Engineers (Austin, TX) received a strategic growth investment from Berkshire Partners (Boston, MA) to enhance its services and expand its market reach. (BusinessWire)


Impact Environmental Consulting (Bohemia, NY) expanded its expertise by acquiring PT Consultants (New York, NY), a firm specializing in environmental site assessments and remediation. (Impact Environmental)


VHB (Watertown, MA) expanded its services by merging with CJM Engineering (Orlando, FL), enhancing its transportation and infrastructure capabilities. (VHB)


DB3 Group (Leeds, UK) expanded its services by acquiring TTG Architects (Aberdeen, UK), enhancing its architectural offerings in the healthcare and education sectors. (DB3 Group)


1/8/2025


McAdams (Raleigh, NC) expanded its presence by acquiring the Carolina Operations of TPD (Transportation Planning and Design), enhancing its transportation services. (Morrissey Goodale)


Mancini Duffy (New York, NY) expanded its services by acquiring Design Styles Architecture (Tampa, FL), enhancing its residential and commercial design capabilities. (Mancini Duffy)


SAM (Austin, TX) expanded its geospatial and construction services by acquiring S. Nelson & Associates (Houston, TX), a land surveying firm. (SAM)


True Environmental (Denver, CO), backed by Halle Capital, expanded its environmental consulting services by acquiring Ensero Solutions (Golden, CO), a firm specializing in environmental assessment and remediation. (True Environmental)


SGS (Geneva, Switzerland) expanded its sustainability expertise by acquiring Aster Global Environmental Solutions (Houston, TX), a firm focused on greenhouse gas validation and verification. (SGS)


ENTRUST Solutions Group (Warrenville, IL) expanded into Canada by acquiring Maskwa High Voltage Ltd. (Calgary, Canada), a company specializing in electric transmission and distribution engineering services. (Entrust Solutions)


01/09/2025


Palm Beach Capital (West Palm Beach, FL) launched an architecture-focused investment platform with a strategic investment in MBI Companies, Inc. (Knoxville, TN), an architecture and engineering design firm. (BusinessWire)


Sweco (Stockholm, Sweden) expanded its geotechnical services by acquiring a Sipti Consulting (Kerava, Finland), enhancing its expertise in the Nordic region. (Sweco)


1/10/2025


Resolution Group, Inc. (Indianapolis, IN) expanded its services by acquiring Little River Consultants (Seymour, IN), an environmental consulting firm. (Resolution Group)


1/13/2025


Baker Engineering and Risk Consultants (BakerRisk) (San Antonio, TX), an employee-owned risk management consulting firm, expanded its fire protection services by acquiring Haines Fire and Risk Consulting (Medford, NJ), integrating Haines' engineers and consultants into BakerRisk's Fire Protection division. (Baker Risk)


BBA (Mont-Saint-Hilaire, QC), a consulting engineering firm, enhanced its renewable energy portfolio by acquiring Kilo Power (Calgary, AB), a consulting firm specializing in utility-scale solar energy projects across North America and New Zealand. (BBA)


01/15/2025


Spheros Environmental (Denver, CO), an environmental consulting firm, expanded its portfolio by acquiring EcoAnalysts, Inc. (Moscow, ID), a leader in aquatic and terrestrial biological consulting services. This acquisition enhances Spheros Environmental's capabilities in biological monitoring, ecological impact analysis, and ecological risk assessment. (Sphero Environmental)


01/16/2025


ZenaTech, Inc. (Vancouver, BC), a technology company specializing in AI drones and Drone as a Service (DaaS), expanded its operations in the Northwest U.S. by acquiring Weddle Surveying Inc. (near Portland, OR). This acquisition establishes a base for ZenaTech's DaaS business in the region, focusing on drone swarms and wildfire applications. (ZenaTech)


Incline Equity Partners (Pittsburgh, PA), a private equity firm, invested in Mostardi Platt (Elmhurst, IL), a provider of environmental air testing and compliance services. This partnership aims to bolster Mostardi Platt's operations through investments in technology and infrastructure, supporting high-quality service standards and growth. (Incline Equity Partners)


01/17/2025


Cumming Group (Los Angeles, CA), an international project management and cost consultancy, acquired Lafferty (Dublin, Ireland), a leading Irish project management company. This strategic acquisition strengthens Cumming Group's position in Ireland's construction market, particularly in the life sciences, multi-family residential, mixed-use, and commercial sectors. (Cumming Group)


Waterland Private Equity (Barcelona, Spain) acquired a majority stake in INCOSA (Spain), an engineering consulting firm specializing in energy, infrastructure, building, and environmental management. The partnership aims to accelerate INCOSA's growth by expanding its services and technical capabilities while broadening its market presence. (Waterland Private Equity)


1/18/2025


OHK Energy (Dublin, Ireland), a solar panel and heat pump installation company, completed its fourth acquisition since partnering with Crest Pro Power and Pro-Ex Engineering (Little Island, Ireland), bringing the total value of its acquisitions to over €30 million. This latest deal strengthens OHK Energy’s position in the renewable energy sector. (The Irish Times)


1/20/2025


SGS (Geneva, Switzerland), a global leader in inspection, verification, testing, and certification, acquired RTI Laboratories (Livonia, MI), strengthening its environmental and PFAS testing capabilities as part of its Strategy 27 initiative. (SGS)


Bureau Veritas (Neuilly-sur-Seine, France), a global testing, inspection, and certification firm, acquired Contec AQS (Italy) and its subsidiaries, Exenet and PMPI, to expand its leadership in the Buildings and Infrastructure sector as part of its LEAP | 28 strategy. (Bureau Veritas)


Wallace Whittle (Glasgow, UK), an ESG, Sustainability, and MEP engineering consultancy, expanded its capabilities by acquiring Davie + McCulloch (Glasgow, UK), a building services consultancy and M&E engineering firm. This strategic acquisition aims to enhance Wallace Whittle's expertise and deliver greater value to clients across the UK. (Wallace Whittle)


1/21/2025


Benesch (Chicago, IL), an engineering and professional services firm, expanded its rail services in the Northeast by integrating Fair Dermody Consulting Engineers (Portland, ME), a firm specializing in heavy transportation infrastructure design and repair. This addition enhances Benesch's Railroad Division and establishes its first office in Maine. (Benesch)


SAM Companies (Austin, TX), a provider of professional geospatial and inspection solutions, expanded its presence in the Northeast by acquiring Doucet Survey (New England), a firm specializing in land surveying and geospatial services. This acquisition enhances SAM's capabilities in delivering comprehensive geospatial solutions to clients in the region. (SAM Companies)


1/22/2025


Goodwyn Mills Cawood (GMC) (Montgomery, AL), an architecture and engineering firm, expanded its services by acquiring South Coast Engineers (SCE) (Fairhope, AL), a firm renowned for coastal engineering, resilience, and nature-based solutions. This strategic acquisition enhances GMC's engineering team and adds coastal engineering to its service offerings. (GMC)


Atwell (Southfield, MI), a consulting, engineering, and construction services firm, expanded its presence in the Southeast by acquiring SEI Engineering, Inc. (Marietta, GA), strengthening its expertise in mixed-use developments, public transportation, commercial projects, and aviation. (Morrissey Goodale)


CPL (Rochester, NY), a full-service design firm, expanded its reach in northeast Ohio by acquiring Clark & Post Architects Inc. (Lorain, OH). This acquisition enhances CPL's ability to provide integrated design solutions across the state. (Rochester Business Journal)


MGAC (Washington, DC), a global project and cost management consultancy, expanded its Luxury Living practice by acquiring Stonemark Construction Management (Los Angeles, CA), a firm specializing in high-end residential and luxury home projects. This acquisition enhances MGAC's capabilities in delivering complex, architecturally distinct residences across the U.S. and Europe. (MGAC)


1/23/2025


Hunt, Guillot & Associates (HGA) (Ruston, LA), a full-service program management and engineering firm, expanded its power distribution capabilities by acquiring Reliable Power Consultants (RPC) (Fort Collins, CO), an engineering firm specializing in power distribution design, staking, right-of-way, and inspection services. (Morrissey Goodale)


ZenaTech, Inc. (Vancouver, BC), a technology company specializing in AI drones and Drone-as-a-Service (DaaS) solutions, acquired KJM Land Surveying LLC (Pensacola, FL), a land survey engineering firm with a longstanding client base. (GlobeNewswire)


Levine Leichtman Capital Partners (LLCP) (Los Angeles, CA), a private equity firm, acquired ALL4 (Philadelphia, PA), an environmental consulting firm specializing in air quality, environmental compliance, and permitting services. (PR Newswire)


Scheid Architectural, PLLC (Buffalo, NY), an architecture firm specializing in industrial, manufacturing, financial, office, and educational markets, acquired Schneider Architectural Services, PC (Buffalo, NY). (Scheid Architectural)


Ayesa (Seville, Spain), a global technology and engineering services firm, expanded its project management and data center capabilities by acquiring CORE (Madrid, Spain), a project management consultancy known for its Lean Construction methodologies. (Ayesa)


1/27/2025


Michael Graves Architecture (Princeton, NJ), an award-winning global leader in planning, architecture, and interior design, expanded its reach into hospitality architecture by acquiring Kollin Altomare Architects (Long Beach, CA), a firm specializing in hospitality design. (Michael Graves Architecture)


Scovan Group Inc. (Calgary, Alberta), an engineering, procurement, fabrication, and construction management firm, expanded its carbon capture capabilities by acquiring Delta CleanTech (Calgary, Alberta). (Scovan)


1/28/2025


Tikehau Capital (Paris, France), a global alternative asset management group, expanded its portfolio by acquiring TTSP HWP (Germany), a company specializing in impact-based services. This strategic acquisition aims to enhance Tikehau Capital's presence in the German market and strengthen its impact-driven investment capabilities. (DC Advisory)


1/29/2025


DLR Group (Omaha, NE), a global integrated design firm, expanded its healthcare and life sciences expertise by acquiring Tsoi Kobus Design (Boston, MA), a firm renowned for designing advanced proton therapy facilities and possessing an award-winning portfolio in life sciences, higher education, and commercial design. (DLR Group)


DGT Associates (Boston, MA), a leading surveying and engineering firm in New England, expanded its presence in the Greater Boston area by acquiring R.E. Cameron & Associates (Massachusetts), a surveying firm known for its accuracy and community dedication. This acquisition integrates over 4,000 survey records into DGT's extensive archive, enhancing its ability to deliver comprehensive surveying and engineering services. (Business Wire)


1/30/2025


UES (Orlando, FL), a national leader in geotechnical engineering, environmental consulting, and materials testing, expanded its subsidence and geoforensic engineering capabilities by acquiring Marino Engineering Associates (St. Louis, MO), a firm specializing in risk mitigation for underground and surface mines, subsidence assessment, and geoforensic investigations. (GlobeNewswire)


Phenna Group (Nottingham, UK), a company specializing in testing, inspection, certification, and compliance services, expanded its Infrastructure division by acquiring STM Environmental (Twickenham, London, UK), an environmental consulting firm offering geo-environmental, flood risk, and drainage services, as well as environmental data management systems for local authorities. (Phenna Group)


DBA Group (Villorba, Italy), an engineering and project management firm, expanded into the Spanish market by acquiring a 60% stake in Proyectos IFG (Las Rozas de Madrid, Spain), an engineering company. (DBA Group)


1/31/2025


Veris (Australia), a fully integrated digital advisory and consulting firm, expanded its spatial and GIS capabilities by acquiring Spatial Vision (Melbourne, Australia), a company specializing in spatial, GIS, and application development services. (Spatial Source)

"
      },
    
      {
        "title": "Navigating economic uncertainty",
        "author": "Zweig Group",
        "date": "2025-03-09",
        "url": "/blogs/news/navigating-economic-uncertainty",
        "summary": "
 
In uncertain waters, let strong financial leadership be your north star.
As we look forward into 2025 and beyond, one thing is clear: uncertainty is the new normal. Unlike prior disruptive cycles, there is no clear thesis on whether we face more upside or downside risk – in either the near-term or long-term. Some specific threats for AEC leaders can be imputed:

Rising material cost and supply chain disruptions make budgets and project timelines unpredictable.
Labor shortages and wage inflation challenge hiring decisions and constrain production.
Regulatory and market volatility create new pressure to stay nimble and adapt.

In times like these, CFOs must cultivate the right processes and priorities to ensure their firms remain financially strong:


Prioritize cash flow forecasting and stability. CFOs need to prioritize cash flow stability amid rising costs and economic uncertainty. Labor shortages, material price volatility, and delayed client payments can create liquidity challenges that disrupt operations. To mitigate risk, CFOs must enhance cash flow forecasting, optimize working capital, and negotiate favorable payment terms with both clients and suppliers. Diversifying revenue streams – balancing public and private sector projects – can also create more predictable cash inflows. By implementing rigorous financial controls and proactive liquidity management, AEC firms can maintain operational flexibility, ensuring they can fund payroll, sustain project momentum, and seize growth opportunities. Thirteen-week cash flow forecasts can be an especially effective tool at highlighting financial turbulence.

Use real-time job costing and manage to success. Managing costs effectively is crucial for AEC firms facing rising material prices and unpredictable supply chains. Real-time job costing allows CFOs to track expenses as they occur, identifying overruns before they impact margins. Inflation-adjustment clauses in contracts help protect against price volatility, ensuring firms aren’t locked into outdated cost assumptions. Additionally, price discrimination between clients – adjusting pricing based on project complexity, risk exposure, and client payment history – can maximize profitability while maintaining competitiveness. By leveraging accurate cost tracking and strategic pricing models, AEC firms can maintain financial stability and mitigate the risks of inflation and market fluctuations.

Invest in strategic growth and technology. To remain competitive, AEC firms must invest strategically in technology and innovation that enhance efficiency and profitability. Automation, building information modeling (BIM), and AI-driven project management can streamline workflows, reduce rework, and improve cost predictability. Prefabrication and modular construction offer opportunities to cut labor costs and mitigate supply chain delays. CFOs should evaluate capital expenditures based on ROI, leveraging tax incentives and financing options to minimize upfront costs. Firms that proactively adopt high-impact technologies will gain a competitive edge, improving project speed, accuracy, and profitability in an industry facing increasing pressure on margins and operational efficiency.

Develop a workforce strategy for long-term stability. Labor shortages and wage inflation are pressing challenges for AEC firms, making proactive workforce planning a financial priority. CFOs must integrate labor cost projections into project pricing, ensuring contracts reflect rising wages and potential skill gaps. Investing in employee retention programs, including competitive pay, training, and career development, can reduce turnover and long-term hiring costs. Exploring alternative labor models – such as subcontracting, trade school partnerships, or automation – can help fill critical gaps. Additionally, firms should engage in policy advocacy to support immigration and workforce development initiatives, securing a steady pipeline of skilled professionals for sustained operational success.

Strong financial leadership has never mattered more, and CFOs are steering their firms through unpredictable terrain. Cash flow discipline keeps projects moving, cost control protects margins, smart investments drive growth, and workforce planning ensures stability.  By staying agile, balancing risk with opportunity, and focusing on long-term financial health, you can position your firm to thrive. In uncertain waters, let strong financial leadership be your north star. 
Stuart McLendon is a fractional executive at Zweig Group. Contact him at smclendon@zweiggroup.com.
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      },
    
      {
        "title": "It’s not me, it’s you",
        "author": "Zweig Group",
        "date": "2025-03-09",
        "url": "/blogs/news/it-s-not-me-it-s-you",
        "summary": "
 
Building true, long-lasting professional relationships with your clients takes a lot of work – but will pay off for you in the end.
I recently made a move that my wife has been trying to talk me into, and friends swore would be good for me. I’ve resisted for years because, as an engineer-turned-marketer who is more-than-moderately OCD, consistency makes me happy. (Author’s note: What I call consistency is often called procrastination by others.) But there comes a point in some relationships where a change is best.
So, after nearly 40 years with the same company, I canceled my cable TV service.
When is enough enough? My final straw was the latest “There’s been a change in your billing” email that raised my monthly rate to three times the monthly payment on my first car. No advance notice, no little note that said a hike was coming. Just, “Here you go, we appreciate your business!”
A quick Google search showed that one of this company’s corporate values is “customer focus.” Uh, huh. And, I know, I could have called and asked if there was a way they could lower it. And they would have done it with a two-year commitment, after which the increase cycle would begin once again. Not my first cable rodeo.
But here’s the deal. Rather than saying, “You’ve been a loyal customer since the Reagan administration and, as our thanks, we’d like to offer you the deal that we offer our new customers to lower your payment,” they put the onus on me to initiate the ask. It’s a one-way, transactional relationship. I pay, they provide service, end of story.
However, the AEC industry is about relational relationships built on respect, trust, and empathy. Right? Hmm.
Do these emails sound familiar? “Hey, Brad, I’m Ross with ABC Widgets. I took a look at the great projects on your website and it looks like you’re responsible for widgets at Wallace Design Collective. I think ABC would be a fantastic partner for you in your widgeting needs. Here’s a link to my calendar. Please take a look and let me know when you can meet. Looking forward to it!”
“Hey, Brad, I just wanted to bump this up to the top of your inbox. I’m convinced that ABC can help Wallace achieve their widget goals. Would you have time for a 15-20 minute call this week? Click the calendar link and let me know.”
“Hey, Brad, I don’t want to pester you. Since you haven’t replied to my previous emails, there might be a better person at Wallace to talk to about widgets. Let me know who that might be, and I’ll reach out to them. Thanks!”
“Hey, Brad. I get it if this isn’t a good time to talk widgets. Please reply and let me know when a good time in the future would be to reach out again.”
Put the relation in relationship. I’m sure there are a lot of people who think this is a great approach to business development. Maybe it is for some. But to my mind, importing a list of mined contacts into a lead-generating email program lacks effort. It’s automated spam-calling without the charm of a recorded message. Ross has absolutely no idea if I’m the best person at Wallace to discuss widgets. He’s electronically throwing stuff at a wall to see what sticks. There’s no investment there. The only way things move forward is if I respond. If I don’t, I just receive the next email.
The AEC industry should be based on real relationships. But real relationships take work. A lot of work. Way more work than purchasing a contact list. As I noted above, this involves:


Respect. It starts with putting in the time to research who you want to reach out to. Learning what their firm does and what makes it tick. Digging into common histories, values, and vision. Determining if there’s mutual opportunity in the relationship for both parties. Then, it takes a commitment to making both companies better for the long term. It takes time to build, but the reward is worth it. Done well, relational relationships last for years because both parties like working together.

Trust. Really great relationships are built on trust. They go way beyond simply exchanging services. Great relationships are those where each side knows that the other has its back. There’s a healthy give-and-take, and both sides are committed to the other’s success.

Empathy. Participants in a relational relationship each care about the well-being of the other; not simply financial, but for the longevity and success of the other’s team. They genuinely like working together and take the slings and arrows that come with caring. But, again, it has to be reciprocal. If one side takes too much, the relationship will suffer.

I encourage all of you to work on building true, long-lasting professional relationships with your clients. It’s not easy and takes a lot of work. But it’s worth it. 
Brad Thurman, PE, FSMPS, CPSM, is a principal and chief marketing officer at Wallace Design Collective, PC. Contact him at brad.thurman@wallace.design."
      },
    
      {
        "title": "Trust is the foundation",
        "author": "Zweig Group",
        "date": "2025-03-09",
        "url": "/blogs/news/trust-is-the-foundation",
        "summary": "
 
Building trust is not only good business practice but essential for the long-term growth and success of your firm.
Trust is the cornerstone of every relationship and interaction, both personally and professionally. As engineering professionals, we recognize the significant responsibility we bear in shaping communities and impacting lives through our projects. Whether designing bridges, offering consulting services, or developing sustainable energy solutions, we understand that our clients depend on us to deliver honest, technically sound work that aligns with both ethical and environmental goals.
To foster genuine trust in our business and our products, I focus on the following principles:


Ethical standards. It’s crucial to be committed to integrity in all your projects, ensuring honesty, fairness, and accountability at every stage. It’s important to avoid shortcuts and adhere to the highest standards of safety, quality, and responsibility. By embodying these values, you demonstrate your trustworthiness – both as individuals and as a firm.

Culture. A culture of trust within your firm is essential for success. By nurturing an environment where employees are treated fairly, offered opportunities for professional development, and led by ethical leadership you create an engaged, motivated team that produces exceptional work and, in turn, build trust with clients.

System development. System development encompasses both external and internal processes. Externally, focusing on robust process management, quality assurance, risk management, and technology integration to ensure reliable results. Internally, strengthening trust and a sense of belonging by reinforcing your firm’s values and fostering a cohesive culture, which enhances client relationships.

Communication. Clear, honest communication is at the heart of trust-building. By prioritizing open dialogue with clients, partners, and your team members, actively listening to concerns and providing regular updates. By keeping stakeholders informed and addressing issues proactively, you ensure projects stay on track, and clients feel confident in our capabilities.

Transparency. Transparency is vital for fostering trust. In a transparent organization, information flows freely, decisions are made openly, and feedback is used to improve processes. This openness – both internally with employees and externally with clients ensures that trust is built on honesty and integrity, strengthening the relationships we have with those we serve.

At my firm, Pennoni, we understand that building trust is not only good business practice but essential for the long-term growth and success of our firm. Trust has a positive impact on our business by helping us build lasting client relationships, enhancing our reputation, and increasing brand recognition. It also enables us to better understand and collaborate with stakeholders, improve employee satisfaction and retention, strengthen corporate resilience, and foster sustainable growth.
By integrating these principles into your operations, you not only build trust but also ensure the continued success of your firm and the satisfaction of our clients! 
Mike Danko is a business development manager at Pennoni. Connect with him on LinkedIn."
      },
    
      {
        "title": "Creating opportunities: Ciro Cuono",
        "author": "Zweig Group",
        "date": "2025-03-09",
        "url": "/blogs/news/creating-opportunities-ciro-cuono",
        "summary": "
  Founder and principal of Cuono Engineering, an engineering firm dedicated to renewing the past and building the future through structural engineering design.
By Liisa AndreassenCorrespondent
A 2024 winner of Zweig Group’s Best Firm to Work For award, Cuono, founder and principal of Cuono Engineering (White Plains, NY), says his life circumstances at the time first pushed him to start his own firm and now he’s so glad he did. He had young kids and a long commute and wanted to spend more time with family, so he launched the company in his hometown, White Plains, New York, in 2012. He now has a second location in Manhattan.
Taking a deep dive into firm management. It was during the early days of COVID when everyone was sitting at home that Cuono and his staff decided to really dig in and focus on “designing” the firm. They treated it like a design project and at the end of the process emerged with two comprehensive documents for overall firm management:


A position matrix. This outlined every position in the firm and included technical and managerial responsibilities. This was done for staff level engineers up to principals and everything in between, including all current and future anticipated administrative positions.

A “path to principalship.” This became their defining document and outlines company culture and serves to demystify the career path process. Once these documents were developed, they shared them with the team and began a new strategic planning process centered around the company values defined in the core document.

“This well-defined company culture and clarity on career path has given us an edge in hiring some of the best and brightest and helped make us shine even more,” he says.
Creating opportunities. At the same time, they also started working on an ownership transition plan. While it’s likely earlier than most companies, Cuono says one of the main reasons behind it was to create opportunities for its current leadership team and to make sure a pipeline of future leaders is ready to step in when the time comes. He also teaches a course at Manhattan University (formerly Manhattan College) and finds this has been a mutually rewarding experience. He’s honed his presentation skills and learned a lot through the student interaction while also developing a pipeline of potential recruits.
“Working on the ownership transition plan has forced our leadership to think more strategically, because when you become an owner your mindset changes and you focus on your greatest assets,” he says. “In an engineering consulting firm, our books, desks, and computers are virtually worthless. The value is the sum total of the people in the firm.”
So, by opening up real opportunities for leadership they’re putting together the ingredients needed for great people managers.
“Leadership also works to set an example and has created a system of accountability from the staff level up to the top,” he says.
A new world of possibilities. Cuono says he’s most excited about this post-COVID world.
“We’ve emerged into a world of seamless technology that has opened up possibilities of hybrid and remote work, paperless offices, and the ability to do more with less,” he says. “A really good Revit model (which takes a lot of effort to build) can allow fewer people to manage the construction administration process than before.”
While generally leery of AI in design work, he says he’s seen clients use it for things like meeting minutes and some architects use it to accelerate the initial conceptual design process. So, the promise that technology has for the next generation is exciting.
Managing organic growth. Aside from incorporating AI, a top challenge now is managing growth experienced in 2023. The company went through an organic growth spurt from being just him 13 years ago, to a steady five to six for several years and then a jump to 25. This forced them to make some changes to their internal operations that would allow for more scalability.
“When we only had five to six people on board, it was easy to make quick decisions and adjustments on the fly,” he says. “Now, with 25 people in two offices (with a hybrid component) and different layers of responsibility, adjusting to these changes is taking time.”
And, he shares, all this is happening while the market still seems to be uncertain. The company’s first quarter in 2024 was slow, but the second and third were quite busy.
“We’re handling it through constant communication and remaining focused on our core values and strategic planning,” he says. “Our current goal is 10-15 percent growth year-over-year.” "
      },
    
      {
        "title": "Break the rules and do something different",
        "author": "Zweig Group",
        "date": "2025-03-09",
        "url": "/blogs/news/break-the-rules-and-do-something-different",
        "summary": "
 
Too many firm owners want different results and want to be more successful, yet keep doing things the same way they always have.
I am now entering my 46th year of working in the AEC business, which seems absolutely crazy to me. I cannot believe it has been so long.
Now – more than ever before – it is clear to me that many firms are stuck; their owners want different results and want to be more successful, yet they are anchored in the past and keep doing things the same way they always have. It is just so hard to change. Change seems risky or uncertain. And too many owners of firms in this business lack perspective on how things are done outside of this industry.
If this sounds like you and your business, it’s time to break the “rules” and start doing something different! Here are a few of the things I would be looking at:


Marketing list. If you want more business, you have got to be more aggressive! Do you have an email list for marketing? How large is it? Do you have the names and addresses for all of the potential clients you want to serve? If not, get them! Build your list. Track it and report on the list size to everyone in the firm. Recognize those who add the most names publicly.

Email marketing. Use your list! Give people helpful information in small bits at a time. Tips, success stories, short videos, interviews, survey results, podcasts, discoveries from the field, reviews of conferences, reviews of products, etc. Send out an email to your list every other day at a minimum!

Social media. Are you on Facebook, Instagram, YouTube, and LinkedIn? If not, why not? Are you adding to your networks and followers by finding people you want to do business with and connecting with them? If not, why not? Are you posting two or three times a day on each platform you are on? You need to be! And get your people all doing the same thing. You will overwhelm your target clients (and current clients) so they never forget about you. You will be top of mind when they have any need for what you do.

Ownership. Are you still stuck in the idea of having a certain ratio of owners to employees? Why? Where did that idea come from? Have you thought about opening up your ownership to everyone in the company? If not, why not? You don’t need a special class of stock. The amounts they will own will be small anyway. And no, not all owners have to be on your board of directors, and not all owners have to be managers. That is a self-imposed rule. You want to be less dependent on your bank? You want more liquidity for your own ownership stake? Sell more stock!

Financial reporting. Has anyone ever really looked at the firm’s financial reports? Do they make sense? Do your managers understand them? Or are they being overwhelmed with too much information such that it obscures what is really crucial? I see this situation almost daily. Fix the reports! Is cash flow an issue? If so, are you sending daily cash reports of what came in and went out to everyone who can impact the cashflow? If not, why not? Put the spotlight on what is important for you to accomplish! Won’t happen with a once a month financial report emailed out.

Recruiting. Are you being aggressive recruiters – “selling” those you want to hire on joining your firm? Or are you still acting like your job is to keep bad people out? Are you upgrading your staff when the opportunity to do so presents itself, or are you only looking at candidates when you have an established vacancy? Do you call people you have heard about working in competitors’ offices and try to set up a meeting with them? Probably not. Most firms are not continuously recruiting and miss opportunities to upgrade daily. Recruiting is a critical function, equal to marketing and selling.

You want an omelet? Break some eggs! Make it happen, people! 
Mark Zweig is Zweig Group’s chairman and founder. Contact him at mzweig@zweiggroup.com."
      },
    
      {
        "title": "Zweig Group Releases 2025 Valuation Report of AEC Firms, Highlighting Industry Growth and Resilience",
        "author": "Katelyn Dover",
        "date": "2025-03-07",
        "url": "/blogs/news/zweig-group-releases-2025-valuation-report-of-aec-firms-highlighting-industry-growth-and-resilience",
        "summary": "Fayetteville, AR – Zweig Group, a leading provider of advisory services, research, and education for the architecture, engineering, and construction (AEC) industry, has released its 2025 Valuation Report of AEC Firms. This latest edition continues the firm’s more than three-decade commitment to delivering comprehensive valuation data and analysis to the industry.
The 2025 Valuation Report highlights a notable upward trend in firm values, as internal transition and pro-rata pricing begin to converge. The median firm surveyed consists of 45 full-time equivalents (FTE), six owners, and holds a book value of $2.6 million. Additionally, the data reveals a net service revenue (NSR) of $7.7 million, pre-bonus profit of $1,204,104, EBITDA of $1,357,946, and a solid backlog of $7.6 million. Compared to last year’s median firm profile, these figures reflect growth not only in human capital but also in overall firm value.
The value/EBITDA metric rose slightly from 4.23 to 4.28. Meanwhile, the value/NSR ratio remains relatively stable, moving from 0.64 to 0.63—keeping in line with its decade-long trend. Revenue growth and firm valuation are intrinsically linked and this metric continues to shows stability. The value/backlog ratio, also remained relatively stable, sliding to 0.63 from 0.65 in 2024. Despite higher interest rates and tighter lending conditions, many firms delivering engineering services have experienced significant backlog growth. On the architectural side, institutional and healthcare related projects have remained consistent contributors to higher margins over the last few years. Outside investments in the AE industry continue to shake-up valuation expectations as owners are starting to evaluate their internal pricing methods next to the demands of the outside market. We are finding that the market is placing greater scrutiny on revenue recognition, contract profitability, and risk management in deal making negotiations. Much of this can be defined, to a degree, when a buyer is evaluating a targets WIP and backlog. Hard backlog remains a key valuation driver, reinforcing the importance of contract management, cash flow management, and project execution strategies.
The equity value/profit ratio stabilized at 3.8 after peaking at 3.91, reflecting a more sustainable pace of industry growth. While rising material costs, tighter lending conditions, and workforce shortages pose challenges, strong demand for infrastructure and energy-related projects continues to drive firm valuations. Public sector investments and the expansion of energy infrastructure remain key growth catalysts. In response, firms are tightening financial discipline, leveraging automation, and adopting alternative project delivery methods to safeguard profitability. These strategies are helping firms maintain stability and resilience amid broader economic uncertainties.
Zweig Group’s 2025 Valuation Report serves as a crucial resource for firm leaders, investors, and stakeholders seeking to understand the latest trends in AEC firm valuations. For more information or to purchase the report, visit zweiggroup.com."
      },
    
      {
        "title": "February M&A Transactions in AEC",
        "author": "Zweig Group",
        "date": "2025-03-04",
        "url": "/blogs/news/february-m-a-transactions-in-aec",
        "summary": "

February 1 - IMEG Corp. (Rock Island, IL) acquired Warner Larson Landscape Architects (Boston, MA), a firm specializing in Architecture, expanding its capabilities in landscape architecture and site design and strengthening its presence in civic, aerospace, commercial, education, healthcare, industrial, transportation, and water/wastewater sectors. [More information]


February 1 - IMEG Corp. (Rock Island, IL) acquired SSI Consulting (Columbus, OH), a Civil Engineering firm, expanding its capabilities in structural audits, engineering design, and reinforced concrete silo solutions and strengthening its presence in multiple infrastructure sectors. [More information]


February 2 - Parsons Corporation (Chantilly, VA) acquired TRS Group (Indianapolis, IN), an Environmental firm, expanding its expertise in remediation, PFAS treatment, and environmental consulting and strengthening its presence in transportation, water/wastewater, federal, infrastructure, and energy markets. [More information]


February 3 - Houston Engineering (Fargo, ND) acquired Hansen Thorp Pellinen Olson (Eden Prairie, MN), a Civil Engineering firm, expanding its capabilities in land surveying, landscape architecture, and construction management. [More information]


February 3 - Catalyst Partners (Grand Rapids, MI) acquired Energy Studio (Omaha, NE), expanding its capabilities in energy modeling, LEED documentation, and measurement and verification services. [More information]


February 3 - David Evans and Associates (Portland, OR) acquired Elcon Associates (Beaverton, OR), an Electrical Engineering firm, strengthening its presence in power, water/wastewater, infrastructure, and transportation markets. [More information]


February 3 - Godspeed Capital Management (Washington, D.C.) acquired InSite Engineering (Hoover, AL), a Water Engineering firm, expanding its expertise in water/wastewater engineering and strengthening its presence in federal and defense sectors. [More information]


February 4 - RSK Group (Helsby, UK) acquired Pegasys (Cape Town, South Africa), an Environmental firm, expanding its capabilities in water strategy, climate finance, and sustainable infrastructure projects. [More information]


February 4 - IK Partners (London, UK) acquired HSL Compliance (Herefordshire, UK), an Environmental firm, enhancing its expertise in Legionella control, water hygiene, and asbestos surveys. [More information]


February 4 - Atwell (Southfield, MI) acquired Terrascape Consulting (Phoenix, AZ), a Civil Engineering firm, strengthening its expertise in urban planning, surveying, and water/wastewater design. [More information]


February 4 - Wildan (Anaheim, CA) acquired Alpha Inspections (Minneola, FL), expanding its capabilities in fire protection engineering and strengthening its presence in multifamily, utilities, healthcare, and education sectors. [More information]


February 4 - LaBella Associates (Rochester, NY) acquired Compass 5 Architects (Cayce, SC), an Architecture firm, strengthening its expertise in commercial, education, healthcare, and infrastructure design. [More information]


February 4 - McKinley Architecture and Engineering (Wheeling, WV) acquired MCF Architecture (Pittsburgh, PA), expanding its capabilities in architecture, planning, and interior design. [More information]


February 4 - Provost & Pritchard Consulting Group (Clovis, CA) acquired Ruettgers & Schlerer Civil Engineers (Bakersfield, CA), a Civil Engineering firm, strengthening its expertise in transportation and public works facility design. [More information]


February 4 - Infrasense (Woburn, MA) acquired Advanced Bridge Inspections (Pleasant Grove, UT), expanding its capabilities in bridge deck inspection and structural assessment. [More information]


February 5 - Coopers Hill (Singapore, Singapore) acquired Scape Design (London, UK), an Environmental firm, strengthening its landscape architecture services. 


February 5 - HVD Group (Stockholm, Sweden) acquired Chisa A/S (Copenhagen, Denmark), a Construction Management firm, enhancing its expertise in industrial and infrastructure projects. [More information]


February 6 - CONSOR Engineers (Houston, TX) acquired Murfee Engineering Company (Austin, TX), a Water Engineering firm, strengthening its capabilities in civil, water infrastructure, and environmental engineering. [More information]


February 6 - Tokio Marine Group (Tokyo, Japan) acquired Integrated Design & Engineering Holdings (Tokyo, Japan), expanding its expertise in urban and spatial development, water supply, surveying, and power generation projects. 


February 7 - BESTECH (Sudbury, Canada) acquired Sivret Engineering (Sudbury, Canada), a Civil Engineering firm, strengthening its capabilities in electrical engineering, process control, and project management. [More information]


February 10 - Lochner (Chicago, IL) acquired Green International Affiliates (Tewksbury, MA), a Structural Engineering firm, expanding its expertise in transportation and water resources engineering. [More information]


February 10 - Stratus (Coraopolis, PA) acquired BREC (Wilkesboro, NC), a Civil Engineering firm, strengthening its expertise in environmental services and infrastructure planning. [More information]


February 10 - Drees & Sommer (Stuttgart, Germany) acquired VVA (New York, NY), a Consulting firm, expanding its capabilities in constructability review, logistics planning, and project management. [More information]


February 10 - SLR (Aylesbury, UK) acquired Responsible Mining Solutions (Sudbury, Canada), enhancing its expertise in mining engineering, dewatering, and tailings management. [More information]


February 11 - Larson Engineering (White Bear Lake, MN) acquired Fagen Engineering (Granite Falls, MN), a Civil Engineering firm, strengthening its infrastructure development expertise.


February 11 - PBK Architects (Houston, TX) acquired Craig Gaulden Davis Architecture (Greenville, SC), expanding its expertise in higher education and K-12 architecture. [More information]


February 12 - Mare Group (Pomigliano d’Arco, Italy) acquired La SIA (Rome, Italy), a firm specializing in Architecture, expanding its capabilities in mechanical and industrial engineering, thermography, energy efficiency, BIM, construction site safety, and telecommunication engineering, strengthening its presence in various sectors. 


February 12 - Aventia (Lakewood, CO) acquired St.Germain (Westbrook, ME), an Environmental firm, expanding its capabilities in energy and petroleum management, waste management, environmental site assessment, compliance, and natural resources management. [More information]


February 13 - TYPSA (Madrid, Spain) acquired Clifton Scannell Emerson Associates (Dublin, Ireland), a Civil Engineering firm, expanding its expertise in traffic management, feasibility studies, public transport, flood assessment, and sustainable transport infrastructure. [More information]


February 14 - The Mannik & Smith Group (Maumee, OH) acquired True Inspection Services (Urbana, OH), a Civil Engineering firm, expanding its capabilities in coatings inspection, bridge inspection, road inspection, and general construction inspection services. [More information]


February 14 - Pure Architects (Grand Rapids, MI) acquired r.o.i. Design (Grand Rapids, MI), a firm specializing in planning, interior design, and graphic design, strengthening its presence in various sectors. [More information]


February 17 - Colliers International (Toronto, Canada) acquired Ethos Urban (Sydney, Australia), an Architecture firm, expanding its expertise in urban design, community engagement, property economics, strategic planning, and government advisory. [More information]


February 17 - Egis (Guyancourt, France) acquired Overhead Line Engineering (Solihull, UK), a firm specializing in transportation, logistics, supply chain, and storage, expanding its presence in corporate, transportation, power/energy, water/wastewater, and infrastructure sectors. [More information]


February 18 - Bowman Consulting Group (Reston, VA) acquired UP Engineering (San Antonio, TX), a Civil Engineering firm, strengthening its expertise in hydrology, civil design, feasibility reports, and land surveying. [More information]


February 18 - AtkinsRéalis (Montreal, Canada) acquired David Evans and Associates (Portland, OR), expanding its capabilities in civil engineering, environmental planning, structural engineering, and transportation infrastructure projects. [More information]


February 18 - DRG Architects (Somerset, NJ) acquired Vitetta (Philadelphia, PA), an Architecture firm, enhancing its expertise in court facilities design, educational facilities, historic preservation, and interior design. [More information]


February 18 - Align Capital Partners (Dallas, TX) acquired AKS Engineering (Tualatin, OR), a Civil Engineering firm, expanding its expertise in land surveying, flood elevation surveying, industrial measurement, and forestry/forest engineering. [More information]


February 18 - RSK Group (Helsby, UK) acquired N-Able Group (London, UK), an Architecture firm, strengthening its expertise in retrofit, building safety, and fire safety. [More information]


February 19 - Crafton Tull (Rogers, AR) acquired Laneshift (Bentonville, AR), a firm specializing in consulting services, expanding its presence in municipal development. [More information]


February 19 - MJM Architects (Nashville, TN) acquired Entech Engineering (Brentwood, TN), a Civil Engineering firm, enhancing its capabilities in construction management and infrastructure development. [More information]


February 20 - CONSOR Engineers (Houston, TX) acquired Park Engineering (Orinda, CA), a Civil Engineering firm, expanding its capabilities in construction management, project controls, and contract administration services. [More information]


February 26 - Stratus Team, LLC (Marietta, GA), an integrated engineering, architecture, and consulting firm, expanded its water resources expertise with the strategic acquisition of Engineering Strategies, Inc. (Marietta, GA), enhancing its presence in the southeastern United States and strengthening its capabilities in municipal and industrial water resources design. [More information]

"
      },
    
      {
        "title": "A roadmap for future growth",
        "author": "Zweig Group",
        "date": "2025-03-02",
        "url": "/blogs/news/a-roadmap-for-future-growth",
        "summary": "
 
A well-thought-out, proactive plan is essential for ensuring the long-term success and sustainability of your firm.
In my conversations with potential clients, I’ve noticed a recurring theme: many owners of design firms, particularly in the architecture and engineering sectors, are often unaware of the variety and magnitude of options available for transitioning their businesses. It’s become clear to me that business owners frequently operate under the assumption that the current rules of engagement – whether culturally established or legally prescribed – are the only path forward for business transition. In many instances, the traditional methods passed down through generations no longer align with the current market realities or, more importantly, the future needs of the company. This phenomenon can be likened to rummaging through your parents’ closet in search of a nice outfit for a night out: the clothes might be outdated, the fit may be off, and the style isn’t as flattering as it once was.
When it comes to transitioning a business, many owners fail to realize that the options available to them are far broader and more nuanced than they might think. The key to understanding the range of choices and making informed decisions lies in actively engaging with the market and being open to new perspectives. Business owners should be actively “window shopping,” so to speak, to gain a better understanding of the current landscape, which includes exploring the various structures, financial models, and opportunities that align with their vision for the future of the firm.
Engaging in open discussions with private equity firms, strategic partners, and industry peers is crucial for any business owner seeking to transition their firm. Learning from others’ experiences – what’s worked and what hasn’t – can provide invaluable insights into how they might approach the process. It’s not just about gaining information; it’s about developing a strategic plan to position the business for its future, whether that means selling to an external party, transferring ownership internally, or exploring other exit strategies.
The lifestyle business trap. One of the more interesting challenges I’ve encountered during these conversations is that many owners of smaller design firms view their businesses primarily as lifestyle enterprises, rather than as vehicles for long-term value creation. For these owners, the firm provides personal fulfillment, financial stability, and a sense of purpose, but they may not see it as a scalable asset that can be sold or transitioned. This mindset, while understandable, can ultimately limit the firm’s growth potential and its ability to adapt to market changes.
At some point, however, every business owner must confront the inevitable question: how will the company transition leadership and ownership in the future? This is not just a matter of the business’s financial well-being, but also of the livelihoods of the employees, the communities the firm serves, and even the personal legacy of the owner. Failing to plan for the future could result in unnecessary disruptions that affect everyone involved. The truth is that every business owner needs to develop a long-term strategy for transition that goes beyond day-to-day operations and lifestyle considerations.
The emotional challenge of transition. Shifting from a lifestyle mindset to one that prioritizes long-term business planning can be an emotional hurdle for many owners. Transitioning leadership is a deeply personal decision, and many owners are understandably attached to their firms, which have often been built over many years or even decades. The process of preparing for a sale, passing the reins to a successor, or seeking outside investment can seem daunting, especially when it involves letting go of control and embracing vulnerability.
This is where the value of external perspective becomes clear. Having someone who isn’t emotionally attached to the firm can be incredibly helpful in taking the emotions out of the equation and providing practical, objective advice. Outside advisors – whether they are financial consultants, business brokers, or industry experts – can help owners see the bigger picture and identify viable paths forward. This objectivity can be critical for helping owners confront difficult decisions and overcome the emotional barriers that often hold them back from making the best choices for the future of their business.
Aligning goals with market expectations. The key to a successful business transition is alignment – specifically, aligning the goals and objectives of the firm’s owners with the expectations of the market. One of the most common issues I encounter in my work is the mismatch between the valuation expectations of firm owners and what the market is willing to pay. As business owners, it’s natural to view their companies through a lens of emotional attachment and personal value, which can lead to inflated expectations about the business’s worth. However, market realities often paint a different picture, and it’s essential for owners to understand these dynamics.
In today’s market, firm valuations are driven by a combination of factors, including profitability, market position, growth potential, and the quality of leadership. As firms evolve, so too do the expectations of buyers and investors, who are looking for firms that are not only financially stable but also well-positioned for future growth and innovation. For owners who may have built their business with a more traditional approach, it’s critical to reassess how the firm fits into the current and future business landscape.
Owners who are proactive in discussing these issues with industry experts, private equity, or strategic partners are better positioned to gain a clear understanding of what is realistic, both in terms of valuation and exit strategies. These conversations can also provide valuable insights into the types of buyers who might be interested in the firm, whether they are financial buyers, competitors, or even employees.
Conclusion. Ultimately, the transition process for design firms isn’t just about numbers on a balance sheet – it’s about understanding the broader context in which a business operates and preparing for a future that aligns with both the owner’s goals and market expectations. Business owners who are open to seeking outside advice, engaging in difficult conversations, and exploring all available options will be better equipped to transition their firms successfully. Whether the goal is to sell, merge, or transition leadership internally, a well-thought-out, proactive plan is essential for ensuring the long-term success and sustainability of the firm.
Transitions in leadership, ownership, or strategy can make or break an AEC firm. Without careful planning and execution, these pivotal moments can lead to uncertainty, loss of direction, and even jeopardize your firm’s legacy. At Zweig Group, we guide AEC firms through transitions with confidence and clarity. Our Transition consulting services are designed to ensure that your firm navigates these critical periods smoothly. Learn more about Zweig Group’s Transition consulting services here.
Will Swearingen is senior director of transition services at Zweig Group. Contact him at wswearingen@zweiggroup.com.
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      },
    
      {
        "title": "Staying optimistic",
        "author": "Zweig Group",
        "date": "2025-03-02",
        "url": "/blogs/news/staying-optimistic",
        "summary": "
 
There are things you can do to stay positive and prevent pessimism from ruining your ability to lead.
I hope we can all agree that being an optimist is a critical characteristic of strong leadership. That said, it isn’t always easy. There are a million problems that can drag us down and mire us in a creeping darkness. Sometimes it feels like what is happening in the kids’ movie, The NeverEnding Story, when the “Nothing” threatens to take over Fantasia, for those of you who remember it.
We all have problems and frustrations at work and at home. And if we are business owners in an AEC firm, the line between those two tends to be very fuzzy. We take work problems home and we bring home problems with us to work. But there are things you can do to stave off the “Nothing” and not let it steal your optimism and ruin your ability to lead.
Here are a few of them:


Limit your news intake. The news is mostly negative, sensational, and divisive. That’s what sells and gets the most attention. And the news sources aren’t just TV news or newspapers like they used to be. It’s also in the form of social media and podcasts and more. I’m not suggesting you bury your head in the sand and blissfully ignore what is going on in the world, but find your sources, check in with them on a schedule, and then get out. The more of this negativity you take in, the more helpless you will feel. And that isn’t a good place to be if you want to lead other people who are probably feeling like their lives are out of control.

Hang out with other optimistic and successful people. These positive people can be found in your list of friends, mentors, clients, neighbors, and even employees of your own business. They will inspire you and motivate you and help prop you up when you need it. I have found positive people in all of these groups, plus students because I teach at the university level. Young people tend to be more optimistic because they haven’t been beaten down by life yet.

Have hobbies. Hobbies get you out of your work and family modes, and give you a chance to do something or create something that gives you positive feedback. I have always had houses to renovate, old cars to modify or restore, motorcycles, bicycles, and, at various times, RVs as my hobbies. Each of them gives me a different kind of satisfaction and puts me in touch with different people. Each lets me feel like I am improving something and/or doing something good for my physical or mental health.

Keep your physical health up. I am not the best at this one, particularly in terms of my diet (I love to eat!), but have been lucky enough to be blessed with good genes. But the bottom line is you have to keep moving! Exercise or physical work is good for the mind and body. Get a good night’s sleep, also – don’t stay up too late. And you don’t really need three cocktails or beers every day to relax, either. Your body condition really does impact your mental attitude.

Do something good for other people. This one is always a good way to keep your mental state healthy. It feels good to help other people. It will make you more optimistic about life in general if you do! Volunteering, mentoring, coaching, working on your neighbor’s yard, teaching, advising aspiring business owners – there are a million things you can do for other people if you want to, and they will all give you the potential for a positive mental boost!

Focus on your relationships. Be forgiving. Be the one who says you are sorry. Be considerate. Share. Be generous with your time and money. These things will all help your relationships and when they are solid, you will feel more settled, less stressed, and more optimistic. Try it and tell me if I am wrong!

I’m sure I could keep adding to this list of things to do to stay positive and optimistic. But the important thing is not what works for me but what works for you. What are those things, and are you doing them? Your people need you to be an optimistic leader. Don’t let them down.
Mark Zweig is Zweig Group’s chairman and founder. Contact him at mzweig@zweiggroup.com."
      },
    
      {
        "title": "Night at the museum",
        "author": "Zweig Group",
        "date": "2025-03-02",
        "url": "/blogs/news/night-at-the-museum",
        "summary": "
 
Success comes from creating a space where people feel comfortable asking questions, helping each other out, and wearing different hats when needed.
Last year, I started volunteering at a local museum and I am thoroughly enjoying the experience. It has been a refreshing shift, walking through an ancient Egyptian gallery and uncovering a world I had never explored. After years in leadership roles, where I was often the one answering questions, it’s a change of pace to be the one asking for guidance and learning from others.
Navigating the ins and outs of art exhibits and museum operations has given me a fresh perspective on what it means to be part of a team – lessons that feel as timeless as the hieroglyphs on display. And these insights? They are just as relevant in the workplace as they are in a museum:


I am the new guy. This is an art and science museum. While I understand a majority of the science, the art exhibits and the overall museum operation are new to me. Therefore, I have to be open to learning. The museum has wonderful staff who are knowledgeable about all the exhibits. When one gallery is renovated, they quickly adapt and learn information about the new exhibits.As the new guy, I have made myself open to learning. As leaders, this is not always our comfort zone. We need to remember that continuous learning not only expands our knowledge but also helps us make better decisions by seeing different perspectives and hearing other ideas.

This staff welcomed me with open arms and has never dismissed me as an outsider. They have shared tips and stories about the exhibits, all to make me a better volunteer. And this isn’t just with me. As new exhibits opened, I watched them exchange knowledge with each other. If they learn an interesting trivia fact about a particular artifact, they gladly share it with colleagues, who are equally open to hearing it.Ask yourself, are you open with your coworkers? Some managers fall into a competitive trap of withholding information to make themselves look better. As company leaders, have you created a competitive environment, or have you encouraged collaboration and a “we succeed together” culture?

It took me a while to learn the names of the staff. But what was harder was learning everyone’s title. No one was limited to one particular role. Yes, I am sure they all have daily responsibilities. But everyone is willing to do anything to help and make guest experiences better. I have watched directors help school kids find the bathrooms. I have seen managers “guard” the back door to the loading dock while security personnel dealt with something else. And I cannot say enough about the all-hands-on-deck attitude for the annual fundraising event.How does your office behave? When that occasional late night comes around to finish a project, who is ordering pizza and turning the music up? And who is heading out the door because it is not “their” project? Does anyone pick up that piece of trash blowing around the parking lot?

I’ve learned to be more patient and know my audience. Like a lot of museums, summer camps and school trips make up a significant portion of the guests. I have learned how to be patient with these young children, watch their attention spans, and how to speak at their level. Obviously, first graders don’t know as much as the fifth graders or as the teenagers. When I explain an exhibit to them, I modify the information to their level, not the other way around. I use analogies or comparisons they can relate to: “This meteorite weighs as much as three of their classmates. This dinosaur was as long as a school bus.”I see a language barrier in some offices. I recently heard a group of young project managers complain that listening to company leadership was like seeing a group of hieroglyphs without the Rosetta stone. “We need to increase the NSR and DLM to fix the OH and EBITDA on the P&L for the FY.” Make sure everyone involved in a project understands the terminology at the beginning of an assignment.

Looking back on my time at the museum, I am reminded of how powerful a team can be when everyone is willing to share, pitch in, and keep learning together. Whether it is a museum or an office, success comes from creating a space where people feel comfortable asking questions, helping each other out, and even wearing different hats when needed. These experiences have shown me that when we focus on building a team that values openness and flexibility, everyone benefits – and we all get a little better at what we do. 
Greg Sepeda is a former engineering manager and is currently rewired as a management consultant. Connect with him on LinkedIn."
      },
    
      {
        "title": "A business development grand slam",
        "author": "Zweig Group",
        "date": "2025-03-02",
        "url": "/blogs/news/a-business-development-grand-slam",
        "summary": "
 
Publishing an article with a client strengthens relationships, enhances visibility, and fosters long-term collaboration while showcasing project success.
Client relations are critical to solidifying business relationships, which are hopefully converted to future projects. One frequently overlooked aspect of client development is pursuing publication of an article. Whether celebrating a successful assignment, detailing an innovative design, or highlighting cost or time savings, having an article written in concert with a client is not merely a business development home run – it’s a grand slam.
Full disclosure, there are numerous reasons being published is valuable, from positioning as a thought leader/industry expert to brand recognition to describing for all readers the competitive advantages brought to an assignment. However, for this exercise, the focus is the underrated benefits of interacting with a current client.
Just the initial “ask” about publishing an article sends a client multiple positive signals. First, it indicates satisfaction and caring about an achievement accomplished in partnership with them. Second, by investigating where an article can be published, plotting the strategic pitch, and facilitating this ancillary work for the client’s benefit, it is a step competitors are not offering. Finally, the client can’t help but notice the industry connections required to secure an article’s publication.
Engaging with a client for an article provides increased facetime, bolstering interaction, and does so in a significantly less stressful arena than the typical day-to-day challenges of a project. This interaction is easier. It is free-flowing. There are no budget or schedule concerns. Stripped down to the core, it is two people working together to celebrate a common triumph. It is also where uncommon bonds can be formed. Bonds that last.
Another important factor is that at virtually all AEC firms, the heavy lifting for articles is handled by marketing or corporate communications staff. These departments not only have the resources available to ghostwrite these articles on behalf of technical professionals, but they are always eager to do so.
For example, let’s say one of the firm’s projects was acknowledged by an industry association for an award. The marketing staff should contact the project manager and encourage them to ask the client about developing an article. If the client approves, the marketing staff then reviews the project files, interviews the project manager, and conducts market research to uncover nuances of the project and what mattered most to the key stakeholders. In less than a week, an article should be drafted, reviewed, and a final version sent to the client for final consent with a detailed explanation of where the article would be pitched for publication. My experience is that almost immediately, the client will respond with well wishes for getting the article published, and gratitude for the effort.
An effort that will continue to reap rewards. Aside from the clear positive outcomes of free advertising of a successful project, it is crucial to encourage the client to share and proliferate the article on its website and social media channels. In doing so, a current client is demonstrating, in fact trumpeting to others, the team’s triumph – theirs and yours. 
Andrew Cushman is director of business development and proposals at Urban Engineers. Contact him at acushman@urbanengineers.com."
      },
    
      {
        "title": "Helping future me",
        "author": "Zweig Group",
        "date": "2025-03-02",
        "url": "/blogs/news/helping-future-me",
        "summary": "
 
Small actions today can reduce stress, improve efficiency, and make life easier for your future self.
Sitting on the corner of my desk is a sticker that says, “Do something today that your future self will thank you for.” Every time I see it, I imagine a world where present-me has done something monumental for future-me. Will it be maxing out my 401(k) so 76-year-old me is traveling the world? Or hitting those 10,000 steps a day so 80-year-old me is limber? Maybe it’s all the kale I eat – hopefully, that finally pays off.
I’ve been thinking about how future-me can benefit from the small things I do, due to my obsession with the concept of the 1 percent incremental improvement from Atomic Habits. Are there baby steps I can take now that my future self will appreciate? And, is that future-me only decades away?
When I asked my friends on LinkedIn to share the things they do for their future selves, I learned a few things. One, my friends are very clever and creative. Two, the things they do often help them just days (or hours) in the future and fall into a few categories:


Reduce decision fatigue. We’ve all heard the stories of tech whizzes like Mark Zuckerberg and Steve Jobs who employ a work uniform – pretty much copies of the same outfit every day. Turns out President Obama had a similar philosophy – either blue or gray suits (except for that one tan suit that caused a ruckus).These decisions aren’t just about opting out of fashion choices. Every day, our brain makes countless decisions. Various studies have looked at the relationship between the number of decisions you make and the quality of those decisions. In the medical field, studies have observed that surgeons were less likely to recommend surgery to patients they saw at the end of the day versus the start. Some have theorized that after all the minute decisions, these doctors had reached a cognitive and emotional threshold that made making decisions harder – so they would push off recommending treatment.Many of my friends suggested removing the less important decisions at the start of the day to make space for the big ones. Their ideas included picking out clothes the night before and mapping out meals for the week. Basically, keep as many things as “brainless” as possible.

Time nearsightedness. Several friends commented on the things they had done the night before to make mornings easier. For me, it’s always getting gas the night before if my car is running low. Too many times I’ve thought, “Oh, I’ll grab it in the morning,” and inevitably that’s the day I’m running late and see that I don’t even have enough gas to make it to work. My friend Rachel said she always makes lunches the night before, for her and her kids. The chaos of the morning is minimized by this small act.Even if your mornings are not chaotic, this concept relies on a bigger idea of time nearsightedness. I use the term time nearsighted (or myopia) versus time blindness because for many of us, it isn’t that we have no sense of time. We may not always be able to gauge how long a task will take in various conditions. It’s like my actual visual myopia. I can see, just not clearly when things are far away.For example, in my head, I think getting gas will take about five minutes – just roll up to an empty gas pump and go. However, that’s based on a scenario of an empty gas station with little traffic. A more realistic morning may entail waiting at the pump and more cars on the road in the morning on the way to the station, which could bump gas time to more like 20 minutes. Rachel commented that making lunches the night before takes five minutes versus 20 minutes in the morning. She’s not exaggerating, because mornings may also include helping those children with their day preventing uninterrupted sandwich making time. For those of us who are always running late to meetings, we need to embrace the reality of worst-case scenario time. Trust me, the days of making it across town in 30 minutes are over!

Rewriting the script in your head. Somehow, I make these rules that certain things must happen at a certain time, which causes me so many headaches. I was inspired by Liz, who talked about her nighttime skincare routine that she does right after dinner versus immediately before bed. Just because something needs to be done by a certain time doesn’t mean it needs to be done at a certain time. My friend Sarah uses a similar concept in her home: each person does their laundry on a specific weekday, which frees up their weekends. Needing clothes by Monday doesn’t mean laundry has to done on Sunday.I have a monthly expense report that typically involves me gathering all the expenses on the 30th. Using this script change, I started a running entry in real time which snap shots after every expense, making the final days of the month much less hectic. And I don’t miss those random email receipts.

Ask the magic question. Kendra Adachi, the author of The Lazy Genius Way, coined the “magic question,” which revolves around the phrase, “What’s something I can do now that will make this easier later?” I started looking at this in my own world, thinking about one small action I can do to make something easier later. For example, over the holidays we adopted a rescue puppy (Hazel). During the first days of acclimation, she had a few bathroom accidents. I realized that I could pre-fill the tank of the steam cleaner so it would be ready when needed. It’s a very small action, but when we need to use the green machine, future-me was so happy to have the tank ready to roll.This same “magic question” could be used at work. What can I do now to make this networking event easier? Answers include looking over the attendee list, packing my name badge, or replenishing my stack of business cards. My friend Andrew uses this technique for his in-office days – he pre-packs his security badge.My friend Necia’s husband showcases the “magic question” for her by washing out her teapot and placing an empty bowl, spoon, and napkin to make her 4 a.m. morning routine smoother. Turns out his future self always wants his wife to know she is loved! My own husband makes a cup of coffee for me – waiting as I run out the door.

Think of these small acts like a little gift you’re giving to someone special – you! Whether it’s reducing decision fatigue by planning, overcoming time nearsightedness by preparing for the unexpected, rewriting the script in our heads to tackle tasks earlier, or asking the magic question to simplify, these incremental improvements can make our lives easier. When the world pushes us to be productive and efficient robots, it’s helpful to remember that our future selves may not always have it together. We can gift ourselves grace by taking one thing off their proverbial plate. 
Janki DePalma, LEED AP, CPSM is director of business development at W.E. O’Neil. Contact her at jdepalma@weoneil.com."
      },
    
      {
        "title": "Zweig Group announces key dates for 2025 awards, events, and research reports",
        "author": "Zweig Group",
        "date": "2025-02-27",
        "url": "/blogs/news/zweig-group-announces-key-dates-for-2025-awards-events-and-research-reports",
        "summary": "Zweig Group, the leading provider of business consulting, research and benchmarking data, and learning and development for the AEC industry, has released its 2025 calendar, highlighting essential deadlines for award submissions, research survey participation, and must-attend learning and networking events.
This calendar serves as a one-stop resource for AEC professionals looking to engage with industry-leading research, gain recognition through prestigious awards programs, and participate in transformative learning experiences.
Key dates to mark on your calendar:
Awards & Recognition:

Rising Stars Award  – Entry deadline: March 28, 2025
Best Firms To Work For Award – Entry deadline: May 2, 2025
Hot Firm Award – Entry deadline: May 16, 2025

Marketing Excellence Award – Entry deadline: June 2, 2025


Research & Benchmarking


2025 Valuation Survey:

Report release in early March 2025



2025 Principals, Partners & Owners Survey:

Participation deadline for 25% off: February 28, 2025
Report release: March 27, 2025



2025 Fee & Billing Survey:

Participation deadline for 75% off: March 22, 2025
Participation deadline for 25% off: March 31, 2025
Report release: April 30, 2025



2025 Policies, Procedures & Benefits Survey

Participation deadline for 75% off: April 19, 2025
Participation deadline for 25% off: May 2, 2025
Report release: May 28, 2025



2025 Financial Performance Survey:

Participation deadline for 75% off: May 22, 2025
Participation deadline for 25% off: May 30, 2025

Report release: June 23, 2025




Compensation & Salary Survey: 

Participate year-round for 50% off
Mid-year report release: July 2, 2025



2025 Recruitment & Retention Survey:

Participation deadline for 75% off: August 2, 2025



Learning & Events

The High-Performance Blueprint Webinar – March 26, 2025, 1PM CST
Executive Roundtable Event – April 22-24, 2025, in Boston, MA
The Principals Academy – May 7-8, 2025, in Fort Worth, TX
M&A Next Symposium – September 9, 2025, in San Antonio, TX
ElevateAEC Conference & Awards Gala – September 9-11, 2025, in San Antonio, TX

"As the AEC industry continues to evolve, it’s more important than ever for firms to benchmark their performance, celebrate their successes, and invest in leadership development,” said Chad Clinehens, president and CEO of Zweig Group. “This calendar is designed to ensure firms don’t miss these critical opportunities to elevate their business."
Download the full calendar here!
For more information or to participate, visit zweiggroup.com."
      },
    
      {
        "title": "Advanced strategy execution",
        "author": "Sara Parkman",
        "date": "2025-02-23",
        "url": "/blogs/news/advanced-strategy-execution",
        "summary": "
 
Employee experience plays a crucial role in maximizing strategic outcomes.
As I mentioned in my article released in last week’s issue of The Zweig Letter, “Strategy Execution Essentials,” the development of strategic growth plans in the AEC industry often follows a top-down approach, where visions and goals are crafted at the highest levels of leadership, and the successful execution of these strategies typically unfolds in a bottom-up manner. This dichotomy underscores the critical need to deeply understand and effectively manage the factors that influence the employee work environment.
Integrating foundational tactics with employee experience influencers – mobilizing the “village.” After laying the tactical and structural groundwork for executing strategic initiatives, it becomes crucial to consider how these methods are perceived and experienced by those who bring them to life.
Let’s now turn our attention to a more nuanced dimension that can significantly amplify these execution efforts. These are the four primary influencers that shape employee experience:


Stories that are told and the questions that are asked (driving motivation through vision and strategy). The interplay of compelling storytelling and open communication forms the backbone of a successful strategy execution culture. AEC leaders play a crucial role by articulating the firm’s big, bold vision and strategic objectives through powerful stories that not only inform but also inspire. They need to clearly communicate the “what,” “how,” and “why” of the firm’s strategies, ensuring every team member understands their role within the broader mission. This narrative clarity motivates individuals to align with and actively pursue collective goals. Simultaneously, fostering a culture where openness and trust prevail is equally essential. Such an environment promotes psychological safety, encouraging team members to express ideas and concerns without fear. This openness not only fuels innovation but also enhances the firm’s ability to tackle complex challenges effectively. When leaders welcome questions, they are not eliciting doubt about the plan itself, but instead are cultivating a workforce that is curious, committed, and aligned with the firm’s strategic objectives. Employees are encouraged to ask how they can contribute at an individual level and seek ways to continuously improve, directly enhancing firm-level performance. Together, strategic storytelling and a culture of inquiry create a dynamic where narratives set the direction and questions drive the engagement, both crucial for navigating the path to successful strategy execution.

Formal mechanisms that govern how work gets done. To ensure strategic growth plans translate into successful outcomes, it is essential to govern how work gets done through meticulously designed structures, processes, systems, and incentives. These formal mechanisms act as the backbone of strategy execution in AEC firms, providing a clear framework that guides daily operations and decision-making. A streamlined and optimized organizational structure defines clear pathways for information flow and accountability to help all team members understand their roles and how they contribute to broader strategic goals. Robust processes and systems facilitate efficient project management and coordination across various components and teams. Moreover, aligning incentives with strategic objectives ensures that all efforts are directed toward achieving set targets, motivating employees to perform at their best by linking their achievements to tangible rewards. This comprehensive governance of how work is conducted is crucial not only for maintaining operational efficiency but also for ensuring that every step taken is a stride toward the firm’s strategic ambitions.

Role modeling observed (leadership in action). Leadership behavior is pivotal in setting the cultural tone and driving effective strategy execution within AEC firms. The role modeling employees observe from the CEO, senior team, and others they consider influential is a crucial and yet often overlooked factor that shapes employee experience. AEC leaders must be more than just decision-makers; they need to be role models who not only advocate for the firm’s values and strategic goals but demonstrate these principles daily through both actions and words. This visible commitment inspires teams to internalize these values and go the extra mile to achieve unprecedented growth. A lack or absence of clear and consistent role modeling can lead to disengagement and a lack of alignment with strategic initiatives, ultimately risking the firm’s ability to achieve its goals.

Building confidence in desired behaviors. The importance of building confidence in one’s ability to behave in desired ways under the firm’s strategic framework cannot be overstated. Arguably, this is the most challenging factor as it requires perseverance, patience, and trust from both leaders and employees. AEC firms should prioritize training and development that equips employees not only with technical or functional skills but also with essential “soft skills,” which have transitioned from being nice-to-have to must-have for professional success. These tailored development programs should also promote effective execution practices aligned with the firm’s strategic growth plan, allowing employees to enhance their adaptability and creativity in a world shaped by AI and technological advancement. That said, it is more practical and helpful to start these programs with top performers or star players to allow them to later extend these practices throughout the firm. It is also important to create an environment where employees can safely fail and learn from their experiences to help build their confidence through internal and external interactions. As people grow more accustomed to this rhythm, their energy becomes contagious and scalable, positively impacting individual careers and the firm’s overall strategic success.

As I conclude this series on successful strategy execution, it’s clear that the journey toward successful strategic outcomes is multifaceted. It begins with establishing foundational tactical and structural elements, extends to fostering a holistic effort that embeds cultural and motivational practices among employees, and culminates in mobilizing the entire organization (the “village”).
In short, integrating tactical elements of strategy execution with the broader influencers of employee experience will streamline organizational processes, enhance employee engagement and satisfaction, and unlock new levels of innovation, efficiency, and growth for AEC leaders. Feel free to drop me a line if you’re looking for some support, a sounding board, or just want to chat. 
Ying Liu, MBA, LEED AP BD+C is director of growth consulting at Zweig Group. Contact her at yliu@zweiggroup.com."
      },
    
      {
        "title": "Four questions",
        "author": "Sara Parkman",
        "date": "2025-02-23",
        "url": "/blogs/news/four-questions",
        "summary": "
 
Finding a mentor can provide direction, accelerate career growth, and offer valuable insights, but it requires commitment and openness.
Finding a mentor could be one of the best decisions you ever make in your life and career – I know it was for me.
About three years ago, I started meeting monthly with a mentor I met through LinkedIn. Since then, I’ve made some huge life and career moves that I may not otherwise have made. It’s been such a fulfilling and productive relationship!
In talking with construction professionals around the country, I’m finding that many do not have a mentor they can lean on. If you have ever wondered if you should find a mentor, try asking yourself these four questions to determine if it would be worth your time. Obviously, I highly recommend it, but is having a mentor really for you? Let’s find out:


Are you feeling a lack of direction and fulfillment in your life and/or career? I found my mentor when I was 28 years old. At that time, I had recently accomplished a lot of things that should have been considered positive: I was promoted to vice president at 28 years old, just finished getting my master’s degree part-time, recently got engaged to the love of my life, and was gaining notoriety on LinkedIn for writing construction-based content. But the truth is, I wasn’t happy.This misalignment of my “success” and my happiness helped me to see that something was missing. With the benefit of time and space, I now realize that what I was missing was fulfillment and direction on how to find it. Fortunately, I had been meeting with someone I trusted already, and we naturally stepped into a mentor/mentee relationship.If you are ever going through that same confusion about success versus direction/fulfillment, then it may be time to consider getting a mentor to help you through it.

Do you want to accelerate your career growth? On the other hand, you can be totally successful and happy, and still be a good candidate for pursuing a mentor relationship. Why? Because mentors can help you accelerate your career much more quickly than you can on your own.One of my mentors, a serial entrepreneur and Zweig Group founder Mark Zweig, always says, “Failure sucks! Don’t fail just to learn from it. Find people who have failed to teach you so you don’t have to fail as much yourself.” Such wise and simple words, but they are so often lost on people growing their careers.I think our egos tell us we are “supposed to figure it out on our own”, and I have found that this couldn’t be further from the truth! So, if you want to accelerate your career growth, getting a mentor is probably for you. But be sure to consider questions No. 3 and No. 4 before you do.

Are you willing to make a commitment outside of work? It is not easy to be a mentee. Even more, it’s not easy to be a mentor!So, before you consider asking someone to be your mentor, you really need to ask yourself: Are you willing to make this commitment? Are you going to show up bright eyed and bushy tailed at each call/lunch? Are you going to put in the work that your mentor incites you to put in? Are you going to be insanely respectful of their time?If you don’t feel confident about all of those answers, then you may not be ready to be in a mentor/mentee relationship.

Are you willing to open your mind and apply other people’s perspectives? One of the benefits of a mentor is that they can help you see the world – whether that is yourself, your job, your personal relationships – in a different way. If you have trouble opening your mind and applying other people’s perspectives, then you may need to work on that before you pursue a mentor.I can tell you from experience that it is extremely frustrating for someone to continually ask for your advice, then ignore it and do things their way regardless. Change is one of the fundamental benefits to mentoring under someone, and most mentors don’t want to work with someone who is close-minded and unwilling to change.

How to find one. If you find yourself going through this exercise and getting excited about your desire for a mentor, then great! Now, you just need to find one. While there are so many ways you could go about this, this is how I have had the most success:

Identify a potential mentor.
Schedule a call or lunch to get to know them.
Repeat three times.
Ask them to be your mentor.

I think it’s important to meet multiple times with someone before asking them to be your mentor because you need to figure out if you are really a fit for each other, and you need to figure out if they are willing to commit time to you as their mentee. Both of these things seem to naturally work themselves out over time. You will know if you are in the right position to ask for a more formal mentor/mentee relationship.
I hope this helps someone out there, and if you have more questions about how or why to get a mentor, reach out any time. 
Matt Verderamo, MS is a consultant at Well Built Construction Consulting. Connect with him on LinkedIn."
      },
    
      {
        "title": "Uncertain times will test leadership",
        "author": "Zweig Group",
        "date": "2025-02-23",
        "url": "/blogs/news/uncertain-times-will-test-leadership",
        "summary": "
 
These qualities will be essential for entrepreneurial leaders in the AEC business to have in the coming months and years ahead.
We will not get into politics on these pages. All that accomplishes is to divide and alienate people, and we believe that most people have more in common than the media would have us believe. That said, regardless of whether you support or oppose the current administration, there is a lot of change and uncertainty in the air.
It is times like these that will test your leadership capabilities. Here are some of the qualities I believe will be essential for entrepreneurial leaders in the AEC business (or any business, for that matter) to have in the coming months and years ahead:


Be relentlessly focused on the mission and vision. To keep everyone directed and motivated, the leaders have got to continuously live and promote the mission (why the business exists) and the vision (what the business is trying to become). Let me add that the mission should be something worthwhile and the vision one of growth. Missions to make a certain profit percentage and visions to stay the same size won’t cut it.

Project optimism. Leaders have to be optimistic. This does not, however, mean they should bury their heads in the sand and ignore reality. But it does mean that even if things aren’t going well they project a belief that they can be turned around AND they have a plan for how to do so. Blind optimism is different from optimism combined with a plan for what needs to happen.

See problems as opportunities. We have all heard there is some Chinese philosophy around this one. And it makes sense. Everything that goes wrong presents an opportunity for improvement. Some things that go wrong even present opportunities to demonstrate to clients that your business is superior to anyone else’s because of how you handle those things! That could be how you win them over for life.

Delegate everything you can. The best leaders are the best delegators. That is how they multiply their effectiveness. They aren’t worried that they won’t have anything to do if they give something up, or that someone else will do it better than they do. That is the goal! And when they (the leader) does have more time, they will figure out how to use it in new ways to advance the goals of the company.

Constantly upgrade the team. The best leaders are doing two things: confronting non-performance and recruiting new talent. No one likes dealing with people who aren’t performing up to standard – it’s not fun. But it is essential. And so is looking for and hiring new team members to improve capabilities and move things ahead to the next level. It’s just like being the manager of a sports team. They never rest on the critical responsibility of upgrading the team, even when the team is winning games.

Keep their priorities straight. Ineffective leaders get pulled in many different directions and devote their days to fire-fighting. Effective leaders can fight fires but they don’t fight every fire. They know which ones can spread. And at the same time they are also still working on building the firm of the future. That takes real discernment of what the priorities are and concentration of effort over extended periods of time versus the immediate gratification that comes from solving a problem, no matter how small.

Stay calm under fire. This may be an extension of No. 2 above, but seems worthy of some individual attention. Being able to remain calm under fire is something that gets easier with age and experience. You know you have survived everything. I don’t know how to impart this serenity to those who don’t have it other than to personally demonstrate it yourself and hope that they can model your behavior.

Set a good example for everyone else. Expecting others to do what you say but not what you do never works. I have been saying this for years. If you want your key people to make sales calls, you have to be willing to do it yourself. If you want people to do their timesheets on time, you have to do yours on time. If you want people to be responsive to calls and emails after normal working hours, you need to be yourself. This is fundamental and there’s no way around it.

Business hates uncertainty. There’s no doubt that change creates winners and losers in the pool of firms that make up our industry. The quality of your leadership will make the determination of which side of the line your firm ends up on. 
Mark Zweig is Zweig Group’s chairman and founder. Contact him at mzweig@zweiggroup.com."
      },
    
      {
        "title": "Find your North Star",
        "author": "Sara Parkman",
        "date": "2025-02-23",
        "url": "/blogs/news/find-your-north-star",
        "summary": "
 
Leading with purpose helps firms navigate uncertainty by reinforcing values, fostering trust, taking ownership, and turning challenges into opportunities.
There’s an old saying, paraphrased from the Greek philosopher Heraclitus, which goes, “The only constant in life is change.” Now more than ever, it can feel as though not only is more changing around us than we’re used to, but the pace of change seems to be accelerating as well. Our brains evolved over hundreds of thousands of years, and for 98 percent of that time day-to-day life really didn’t change all that much. If you could survive as a hunter-gatherer 50,000 years ago, the odds are good that you could survive as a hunter-gatherer 3,000 years ago. Now, pluck someone off the streets of New York City from 1925 and plop them in Times Square today and their brain might literally explode.
The power of purpose. It is in this world of relentless change and uncertainty that firm leaders find themselves today. In professional service firms, the challenges are multiplied as clients, teams, and entire industries grapple with rapid shifts in the marketplace. Amid this turbulence, a clear and unwavering sense of purpose serves as a beacon for decision-making and a powerful motivator that rallies teams and strengthens resilience. Knowing your organization’s purpose allows you to create a vision that inspires action and aligns teams, even in the face of uncertainty.


Start with why. Purpose is the “why” behind every decision, strategy, and action. It transcends financial goals or operational metrics; it is the core belief that drives a leader’s vision and inspires others to follow. In Start With Why, Simon Sinek argues that people are drawn to leaders who can articulate a clear and compelling “why.” This is especially critical in professional service firms where the people are the product. This purpose also connects to your firm’s core values, which if properly articulated and aligned throughout the organization will give everyone the same lens through which problems can be viewed and solved.During periods of uncertainty, reconnect with your firm’s purpose. Ask yourself: Why does this organization exist? In The Infinite Game, Sinek reminds us that leaders playing the infinite game focus on building lasting impact rather than short-term wins. Aligning decisions with the overarching purpose ensures every move strengthens the long-term viability of your firm.

Foster trust through vulnerability. Brené Brown’s Dare to Lead highlights the importance of vulnerability in leadership. During uncertain times, transparent communication builds trust. Share not only your vision but also your concerns and uncertainties. This openness fosters psychological safety, inviting your team to join you in solving the problems your organization faces. There’s an African proverb that states, “If you want to go fast, go alone; if you want to go far, go together.” Transparent communication about your purpose, values, and challenges can rally others to the cause.

Take extreme ownership. Getting buy-in and engagement from the team to join you in the journey does not absolve leaders of their responsibility for the outcomes. In their book Extreme Ownership, Jocko Willink and Leif Babin relay lessons learned from their decorated military careers serving as Navy Seals. They assert that leaders must take full responsibility for their team’s success and failure. In uncertain times, this means stepping up, making tough decisions, and ensuring alignment across all levels of the organization. By owning the mission and removing obstacles, leaders empower their teams to execute with confidence.

Case study: Leading with purpose. What might this look like in practice? Let’s take the example of a professional service firm navigating a sudden change that upends a significant portion of its revenue. Maybe a key client has decided to put a major project on hold, or a public sector entity has had its budget slashed and can no longer roll out the full portfolio of project opportunities. The firm’s leaders could panic, reactively reducing headcount through layoffs or furloughs (as often seen in large, publicly traded companies). Alternatively, a purpose-driven approach might look like this:


Reenforcing purpose. Remind everyone why you exist, and the values by which you operate. Most companies don’t exist to “maximize profit in the current quarter,” but rather to serve their customers in a way that uniquely meets their needs and leans into personal connection and relationships to drive value. Mass layoffs remove those value drivers from the company, likely leaving both you and your client worse off than before.

Proactive communication. Host an “all hands” meeting to outline the challenge and invite input, demonstrating vulnerability and fostering trust. When bad things happen, the team is likely already aware, so discussing it openly and with candor lets everyone know that you’re aware of the problem and committed to solving it. Engage a broader audience in finding other clients and projects to pursue to help back-fill the lost revenue; they’ll be more willing to be part of the solution if you’re clear about the problem.

Taking ownership. Even with an engaged team eager to solve the issues, it’s very likely that some pain will be felt. In a purpose driven organization, leaders need to own the consequence first. Before removing good people from the organization or asking them to take pay cuts, leaders of the firm must be willing to step up and go first, sacrificing in the short-term for the long-term health of the company. To quote Sinek yet again, from his book Leaders Eat Last: “Great leaders truly care about those they are privileged to lead and understand that the true cost of the leadership privilege comes at the expense of self-interest.”

This approach not only mitigates fear but also channels energy into purposeful action.
Turning turbulence into opportunity. Leading with purpose doesn’t mean having all the answers – it means having clarity on what truly matters. By staying grounded in core values, fostering trust, and empowering others, leaders can transform uncertainty into an opportunity for growth. Success is not about winning today but building a legacy that lasts. In the end, professional service firms that lead with purpose aren’t just weathering the storm – they’re charting a new course, one guided by vision, trust, and the steadfast belief that uncertainty is a chance to innovate, connect, and excel. 
Morgan Stinson is chief operating officer at EEA Consulting Engineers. Contact him at morganstinson@eeace.com."
      },
    
      {
        "title": "Client experience starts within",
        "author": "Sara Parkman",
        "date": "2025-02-23",
        "url": "/blogs/news/client-experience-starts-within",
        "summary": "
 
A strong employee experience leads to a stronger client experience, ensuring sustainable success and differentiation in the market.
Repeat business is vital for the bottom line, and it often stems from exceptional project execution and an outstanding customer experience. But here’s the secret: it becomes almost effortless when you have happy, engaged employees. Did you know that companies with highly engaged employees experience 21 percent higher profitability and are 17 percent more productive? It’s no coincidence – engaged employees deliver exceptional client experiences.
A powerful tool for measuring both employee and client satisfaction is the Net Promoter Score. This is a success metric that measures both customer and employee satisfaction and loyalty. It was created by Bain & Company in 2003 and is widely used by both B2B and B2C businesses. Client’s answer, “How likely are you to recommend our firm to a friend or colleague?” while employees respond, “How likely are you to recommend this organization as a great place to work to your family or friends?” on a scale from 0 to 10.
NPS responses fall into three categories:


Promoters (9-10). Enthusiastic supporters.

Passives (7-8). Satisfied but not necessarily loyal.

Detractors (0-6). Unhappy and likely to discourage others.

NPS benchmarks range from -100 to 100, with scores from -100 to 0 indicating a negative experience, and 1 to 30 being acceptable but with room for improvement. Scores from 31 to 50 are typical for most companies, while 51 to 70 shows above-average performance, and 71 to 100 reflects industry leaders who significantly outperform competitors. However, NPS varies by industry, so you’ll want to take that into consideration when measuring success.
Why have a client experience program? Client experience encompasses the entire customer journey, beginning with how clients first interact with your firm – your brand, or what people say about you. Remarkably, 92 percent of people trust word-of-mouth recommendations over advertising. CX includes everything from navigating your website and the ease of hiring you for a project to how you handle project closeouts and follow-ups. Despite its importance, only 14 percent of large B2B companies are client-focused versus product-focused, according to Blake Morgan, author of The Customer of the Future. Companies with superior customer experiences generate 5.7 times more revenue than their competitors.
In the AEC industry, firms typically differentiate themselves in one of three ways: lowest price, offering a niche service, or delivering exceptional customer service. Since most firms don’t aim to compete on price, and true niche services are rare in a crowded market, the most viable path is focusing on CX. Differentiation lies in anticipating your clients’ needs before they even realize them, making their lives easier, and delivering outstanding service. Some examples could include acting as an extension of their team by working out of their offices or offering to be available 24/7. A McKinsey study found that 70 percent of the customer journey is shaped by how clients feel they are treated. To truly excel in CX, ask your clients: What would exceed your expectations when working with us? Their answers will often surprise you – and provide the insights needed to stand out.
How to track client experience? Tracking client experience ensures your firm is meeting and exceeding client expectations. Here are a few effective methods to gather and measure feedback:


Client focus groups. Gather direct feedback in a collaborative setting, allowing for in-depth conversations about your firm’s strengths and areas for improvement.

In-person check-ins. Regular, personal check-ins provide an opportunity to engage with clients and thank them for their business while gaining valuable feedback.

Surveys. Surveys are flexible and can be customized to specific points in the client journey, such as after proposal submissions or key project milestones. Always include the net promotor question.

Why have an employee experience program? Employee experience encompasses everything an employee encounters at work – from onboarding and daily interactions with colleagues and supervisors to the tools and technologies they use to perform their job. While a positive employee experience is great for morale and culture, it has significant financial benefits. Companies that invest in strong EX programs experience improved performance, innovation, productivity, and higher retention, all contributing to increased profitability.
Every aspect of your business should be optimized to create the best possible employee experience. One often-overlooked area is technology. Since CX is closely related to EX, it’s important to consider the technology that employees have at their disposal. Employees with zero-friction experiences at work are more likely to deliver seamless service to clients. As Blake Morgan writes, “Culture isn’t just about feelings – it’s about optimizing efficiency so employees face fewer struggles and can focus on delivering exceptional work.”
How to track employee experience. Measuring employee experience is critical to ensuring you’re meeting your team’s needs and expectations. Here are several effective ways to gather feedback from your employees:


Stay interviews. These one-on-one conversations help identify what keeps employees engaged and what could be improved in their experience.

Exit interviews. Insights from departing employees can uncover opportunities for growth or changes in your firm’s culture or processes.

Affinity groups. Create employee groups, such as an early-career professionals’ group, to gauge the pulse of specific segments of your workforce.

Employee surveys. Pulse surveys are an effective way to gather quick, actionable feedback. For example, Amazon asks employees daily questions like, “Do you have the tools you need to do your job?” or “Rate how well your manager listens to your ideas.” This kind of constant feedback helps drive continuous improvement.

Walking the employee experience talk. One impactful way to prioritize employee experience is by hiring an employee experience manager, a role that signals to employees that their feedback matters. This person is dedicated to improving the work environment, and at our firm, we’ve seen firsthand how this role has helped cultivate a positive, supportive culture.
When I spoke with our employee experience manager, Victoria Verlezza, Ph.D., she shared the following: “Employee experience starts with relationships. To truly understand how folks are being impacted by the company culture, developing relationships is key. Culture is about how folks feel on a Sunday night before the start of the work week. If that feeling is dread, you know something in their experience is off and it could be anything from negative clients, to micromanagement, to negativity about whatever topic. If they don’t feel some type of way on a Sunday night, most likely, they are experiencing a culture that is developing them and keeping them satisfied. When our employees feel like they are seen, valued, and heard at work, their satisfaction is translated to positive client experience, therefore, increasing positive impact regardless of the business or organization. A key element of that is fostering psychologically safe environments that all employees feel like they belong in their environment.”
What’s next? To improve both employee and client experience, start by establishing a baseline for your firm’s NPS scores and setting goals for year-over-year improvement. While happy employees don’t always guarantee happy clients, engaged employees are more likely to anticipate client needs and deliver exceptional service, building trust and loyalty.
Employee and client experiences should no longer be treated as separate initiatives. Our client survey revealed that responsiveness was the most important quality they sought in a consultant. Many of us have gained clients after competitors failed to deliver excellent service. Recognize that a strong employee experience leads to a stronger client experience, ensuring sustainable success and differentiation in the market. 
Kathy Nanowski, MBA, CPSM is vice president and director of marketing and business development at Fuss & O’Neill. Contact her at knanowski@fando.com."
      },
    
      {
        "title": "January M&A Transactions in AEC",
        "author": "Katelyn Dover",
        "date": "2025-02-18",
        "url": "/blogs/news/january-m-a-transactions-in-aec",
        "summary": "Zweig Group is the leading advisory firm for the AEC industry, providing expert guidance across the entire M&A lifecycle. With deep industry knowledge and decades of experience, we help firms navigate transactions, maximize value, and create long-term growth opportunities for shareholders. Whether you're buying, selling, or planning for the future, our Mergers & Acquisitions Advisory team is here to support you every step of the way.
 
 
01/03/2025


INVISION Architecture (Waterloo, IA), an architecture and interior design firm, expanded to the Southeast with a strategic merger with RDB Design Associates (Jacksonville, FL), strengthening its presence in Florida and enhancing its design expertise. (INVISION Architecture)


01/06/2025


AKRF (New York, NY) expanded its capabilities by acquiring Philip Habib & Associates (New York, NY), a transportation and civil engineering firm. (AKRF)


Greenprint Partners (Chicago, IL) enhanced its design and planning services by acquiring Omni Workshop (St. Louis, MO), an urban design and landscape architecture firm. (Greenprint Partners)


Michael Baker International (Pittsburgh, PA) strengthened its Sustainable and Resilient Solutions by merging with Akela Engineering and Consulting (San Diego, CA), an engineering firm specializing in water resources and environmental services. (Michael Baker International)


Contollo (London, UK) expanded its engineering capabilities by acquiring Engineering Services Partnership (ESP) Ltd (Horsham, UK), a firm specializing in control and automation systems. (Contollo)


TowerPinkster (Kalamazoo, MI) merged with Comprehensive Engineering (Grand Rapids, MI), creating West Michigan's largest and most advanced engineering team. (TowerPinkster)


01/07/2025


Mainstay Engineering Group (Blue Bell, PA) expanded its services by acquiring Professional Engineering Associates (Hatfield, PA), a firm specializing in civil engineering and land development. (Morrissey Goodale)


SOCOTEC (New York, NY) expanded its U.S. presence by acquiring Ninyo & Moore (San Diego, CA), a geotechnical and environmental sciences consulting firm. (SOCOTEC)


Electric Power Engineers (Austin, TX) received a strategic growth investment from Berkshire Partners (Boston, MA) to enhance its services and expand its market reach. (BusinessWire)


Impact Environmental Consulting (Bohemia, NY) expanded its expertise by acquiring PT Consultants (New York, NY), a firm specializing in environmental site assessments and remediation. (Impact Environmental)


VHB (Watertown, MA) expanded its services by merging with CJM Engineering (Orlando, FL), enhancing its transportation and infrastructure capabilities. (VHB)


DB3 Group (Leeds, UK) expanded its services by acquiring TTG Architects (Aberdeen, UK), enhancing its architectural offerings in the healthcare and education sectors. (DB3 Group)


1/8/2025


McAdams (Raleigh, NC) expanded its presence by acquiring the Carolina Operations of TPD (Transportation Planning and Design), enhancing its transportation services. (Morrissey Goodale)


Mancini Duffy (New York, NY) expanded its services by acquiring Design Styles Architecture (Tampa, FL), enhancing its residential and commercial design capabilities. (Mancini Duffy)


SAM (Austin, TX) expanded its geospatial and construction services by acquiring S. Nelson & Associates (Houston, TX), a land surveying firm. (SAM)


True Environmental (Denver, CO), backed by Halle Capital, expanded its environmental consulting services by acquiring Ensero Solutions (Golden, CO), a firm specializing in environmental assessment and remediation. (True Environmental)


SGS (Geneva, Switzerland) expanded its sustainability expertise by acquiring Aster Global Environmental Solutions (Houston, TX), a firm focused on greenhouse gas validation and verification. (SGS)


ENTRUST Solutions Group (Warrenville, IL) expanded into Canada by acquiring Maskwa High Voltage Ltd. (Calgary, Canada), a company specializing in electric transmission and distribution engineering services. (Entrust Solutions)


01/09/2025


Palm Beach Capital (West Palm Beach, FL) launched an architecture-focused investment platform with a strategic investment in MBI Companies, Inc. (Knoxville, TN), an architecture and engineering design firm. (BusinessWire)


Sweco (Stockholm, Sweden) expanded its geotechnical services by acquiring a Sipti Consulting (Kerava, Finland), enhancing its expertise in the Nordic region. (Sweco)


1/10/2025


Resolution Group, Inc. (Indianapolis, IN) expanded its services by acquiring Little River Consultants (Seymour, IN), an environmental consulting firm. (Resolution Group)


1/13/2025


Baker Engineering and Risk Consultants (BakerRisk) (San Antonio, TX), an employee-owned risk management consulting firm, expanded its fire protection services by acquiring Haines Fire and Risk Consulting (Medford, NJ), integrating Haines' engineers and consultants into BakerRisk's Fire Protection division. (Baker Risk)


BBA (Mont-Saint-Hilaire, QC), a consulting engineering firm, enhanced its renewable energy portfolio by acquiring Kilo Power (Calgary, AB), a consulting firm specializing in utility-scale solar energy projects across North America and New Zealand. (BBA)


01/15/2025


Spheros Environmental (Denver, CO), an environmental consulting firm, expanded its portfolio by acquiring EcoAnalysts, Inc. (Moscow, ID), a leader in aquatic and terrestrial biological consulting services. This acquisition enhances Spheros Environmental's capabilities in biological monitoring, ecological impact analysis, and ecological risk assessment. (Sphero Environmental)


01/16/2025


ZenaTech, Inc. (Vancouver, BC), a technology company specializing in AI drones and Drone as a Service (DaaS), expanded its operations in the Northwest U.S. by acquiring Weddle Surveying Inc. (near Portland, OR). This acquisition establishes a base for ZenaTech's DaaS business in the region, focusing on drone swarms and wildfire applications. (ZenaTech)


Incline Equity Partners (Pittsburgh, PA), a private equity firm, invested in Mostardi Platt (Elmhurst, IL), a provider of environmental air testing and compliance services. This partnership aims to bolster Mostardi Platt's operations through investments in technology and infrastructure, supporting high-quality service standards and growth. (Incline Equity Partners)


01/17/2025


Cumming Group (Los Angeles, CA), an international project management and cost consultancy, acquired Lafferty (Dublin, Ireland), a leading Irish project management company. This strategic acquisition strengthens Cumming Group's position in Ireland's construction market, particularly in the life sciences, multi-family residential, mixed-use, and commercial sectors. (Cumming Group)


Waterland Private Equity (Barcelona, Spain) acquired a majority stake in INCOSA (Spain), an engineering consulting firm specializing in energy, infrastructure, building, and environmental management. The partnership aims to accelerate INCOSA's growth by expanding its services and technical capabilities while broadening its market presence. (Waterland Private Equity)


1/18/2025


OHK Energy (Dublin, Ireland), a solar panel and heat pump installation company, completed its fourth acquisition since partnering with Crest Pro Power and Pro-Ex Engineering (Little Island, Ireland), bringing the total value of its acquisitions to over €30 million. This latest deal strengthens OHK Energy’s position in the renewable energy sector. (The Irish Times)


1/20/2025


SGS (Geneva, Switzerland), a global leader in inspection, verification, testing, and certification, acquired RTI Laboratories (Livonia, MI), strengthening its environmental and PFAS testing capabilities as part of its Strategy 27 initiative. (SGS)


Bureau Veritas (Neuilly-sur-Seine, France), a global testing, inspection, and certification firm, acquired Contec AQS (Italy) and its subsidiaries, Exenet and PMPI, to expand its leadership in the Buildings and Infrastructure sector as part of its LEAP | 28 strategy. (Bureau Veritas)


Wallace Whittle (Glasgow, UK), an ESG, Sustainability, and MEP engineering consultancy, expanded its capabilities by acquiring Davie + McCulloch (Glasgow, UK), a building services consultancy and M&E engineering firm. This strategic acquisition aims to enhance Wallace Whittle's expertise and deliver greater value to clients across the UK. (Wallace Whittle)


1/21/2025


Benesch (Chicago, IL), an engineering and professional services firm, expanded its rail services in the Northeast by integrating Fair Dermody Consulting Engineers (Portland, ME), a firm specializing in heavy transportation infrastructure design and repair. This addition enhances Benesch's Railroad Division and establishes its first office in Maine. (Benesch)


SAM Companies (Austin, TX), a provider of professional geospatial and inspection solutions, expanded its presence in the Northeast by acquiring Doucet Survey (New England), a firm specializing in land surveying and geospatial services. This acquisition enhances SAM's capabilities in delivering comprehensive geospatial solutions to clients in the region. (SAM Companies)


1/22/2025


Goodwyn Mills Cawood (GMC) (Montgomery, AL), an architecture and engineering firm, expanded its services by acquiring South Coast Engineers (SCE) (Fairhope, AL), a firm renowned for coastal engineering, resilience, and nature-based solutions. This strategic acquisition enhances GMC's engineering team and adds coastal engineering to its service offerings. (GMC)


Atwell (Southfield, MI), a consulting, engineering, and construction services firm, expanded its presence in the Southeast by acquiring SEI Engineering, Inc. (Marietta, GA), strengthening its expertise in mixed-use developments, public transportation, commercial projects, and aviation. (Morrissey Goodale)


CPL (Rochester, NY), a full-service design firm, expanded its reach in northeast Ohio by acquiring Clark & Post Architects Inc. (Lorain, OH). This acquisition enhances CPL's ability to provide integrated design solutions across the state. (Rochester Business Journal)


MGAC (Washington, DC), a global project and cost management consultancy, expanded its Luxury Living practice by acquiring Stonemark Construction Management (Los Angeles, CA), a firm specializing in high-end residential and luxury home projects. This acquisition enhances MGAC's capabilities in delivering complex, architecturally distinct residences across the U.S. and Europe. (MGAC)


1/23/2025


Hunt, Guillot & Associates (HGA) (Ruston, LA), a full-service program management and engineering firm, expanded its power distribution capabilities by acquiring Reliable Power Consultants (RPC) (Fort Collins, CO), an engineering firm specializing in power distribution design, staking, right-of-way, and inspection services. (Morrissey Goodale)


ZenaTech, Inc. (Vancouver, BC), a technology company specializing in AI drones and Drone-as-a-Service (DaaS) solutions, acquired KJM Land Surveying LLC (Pensacola, FL), a land survey engineering firm with a longstanding client base. (GlobeNewswire)


Levine Leichtman Capital Partners (LLCP) (Los Angeles, CA), a private equity firm, acquired ALL4 (Philadelphia, PA), an environmental consulting firm specializing in air quality, environmental compliance, and permitting services. (PR Newswire)


Scheid Architectural, PLLC (Buffalo, NY), an architecture firm specializing in industrial, manufacturing, financial, office, and educational markets, acquired Schneider Architectural Services, PC (Buffalo, NY). (Scheid Architectural)


Ayesa (Seville, Spain), a global technology and engineering services firm, expanded its project management and data center capabilities by acquiring CORE (Madrid, Spain), a project management consultancy known for its Lean Construction methodologies. (Ayesa)


1/27/2025


Michael Graves Architecture (Princeton, NJ), an award-winning global leader in planning, architecture, and interior design, expanded its reach into hospitality architecture by acquiring Kollin Altomare Architects (Long Beach, CA), a firm specializing in hospitality design. (Michael Graves Architecture)


Scovan Group Inc. (Calgary, Alberta), an engineering, procurement, fabrication, and construction management firm, expanded its carbon capture capabilities by acquiring Delta CleanTech (Calgary, Alberta). (Scovan)


1/28/2025


Tikehau Capital (Paris, France), a global alternative asset management group, expanded its portfolio by acquiring TTSP HWP (Germany), a company specializing in impact-based services. This strategic acquisition aims to enhance Tikehau Capital's presence in the German market and strengthen its impact-driven investment capabilities. (DC Advisory)


1/29/2025


DLR Group (Omaha, NE), a global integrated design firm, expanded its healthcare and life sciences expertise by acquiring Tsoi Kobus Design (Boston, MA), a firm renowned for designing advanced proton therapy facilities and possessing an award-winning portfolio in life sciences, higher education, and commercial design. (DLR Group)


DGT Associates (Boston, MA), a leading surveying and engineering firm in New England, expanded its presence in the Greater Boston area by acquiring R.E. Cameron & Associates (Massachusetts), a surveying firm known for its accuracy and community dedication. This acquisition integrates over 4,000 survey records into DGT's extensive archive, enhancing its ability to deliver comprehensive surveying and engineering services. (Business Wire)


1/30/2025


UES (Orlando, FL), a national leader in geotechnical engineering, environmental consulting, and materials testing, expanded its subsidence and geoforensic engineering capabilities by acquiring Marino Engineering Associates (St. Louis, MO), a firm specializing in risk mitigation for underground and surface mines, subsidence assessment, and geoforensic investigations. (GlobeNewswire)


Phenna Group (Nottingham, UK), a company specializing in testing, inspection, certification, and compliance services, expanded its Infrastructure division by acquiring STM Environmental (Twickenham, London, UK), an environmental consulting firm offering geo-environmental, flood risk, and drainage services, as well as environmental data management systems for local authorities. (Phenna Group)


DBA Group (Villorba, Italy), an engineering and project management firm, expanded into the Spanish market by acquiring a 60% stake in Proyectos IFG (Las Rozas de Madrid, Spain), an engineering company. (DBA Group)


1/31/2025


Veris (Australia), a fully integrated digital advisory and consulting firm, expanded its spatial and GIS capabilities by acquiring Spatial Vision (Melbourne, Australia), a company specializing in spatial, GIS, and application development services. (Spatial Source)


 "
      },
    
      {
        "title": "Strategy execution essentials",
        "author": "Zweig Group",
        "date": "2025-02-16",
        "url": "/blogs/news/strategy-execution-essentials",
        "summary": "
 
The essential structural and tactical elements that underpin successful strategy execution in AEC.
Why do so many firms stumble or fail during strategy execution? In the AEC industry, while strategic growth planning tends to be a top-down process, execution requires a bottom-up approach – a complex, collaborative effort that demands more than just adherence to tactics and structure.
Most failures in execution stem not merely from tactical or structural inadequacies but from not fully engaging the “village” needed to bring strategic visions to life. For strategies to truly materialize and succeed, discipline and a well-defined structure serve as essential foundations, yet they are not sufficient on their own.
AEC leaders must go beyond these basics by deeply understanding the core influencers of employee experience. After all, it is these employees, at every level of the organization, who are tasked with turning the firm’s strategic growth plans into reality. Recognizing and enhancing the factors that shape their work environment is crucial for enabling effective strategy execution.
In this series, I’m going to break successful strategy execution into two parts:

“Strategy Execution Essentials,” this article, addresses the foundational elements critical to implementing and executing strategic growth plans effectively within the AEC industry.
“Advanced Strategy Execution,” to be featured in our next issue, will highlight the crucial role of employee experience in maximizing strategic outcomes and how intentionally mobilizing this “village” can transform the execution process.

First things first, let’s go back to basics. Before we delve into the complexities of strategy execution, it’s crucial to grasp the fundamental elements from both structural and tactical perspectives that underpin successful outcomes.
After the often exciting and yet challenging task of developing, communicating, and implementing a strategic growth plan – a process that can take anywhere from three months to a year for an AEC firm – it’s essential that the firm is well-positioned for effective execution.
While specific factors may vary based on each firm’s unique needs and circumstances, the following five universal elements are critical for cementing structure, discipline, and sustained momentum throughout the execution phase while ensuring clarity, accountability, and alignment across the organization. These five elements include:


Designated strategy champion at the highest level. Ensure there is a company-wide strategy champion (chief strategy officer or equivalent) responsible for orchestrating, managing, and overseeing the entire execution process. This role is crucial for aligning efforts across different departments and teams, ensuring seamless execution. While having dedicated champions for each strategic pillar is important, true advancement in execution efficacy requires a high-level leader. This leader is pivotal in enhancing synergy, eliminating duplicative efforts, breaking down silos, and consistently revealing hidden opportunities, all of which are only achievable with strong, centralized leadership at the top of the organization.

Clear role definitions and decision rights. Assign specific roles and decision-making powers to ensure clarity and minimize overlaps or confusion across the firm. Ensure that individuals tasked with driving strategies or initiatives have timely access to the necessary information and fully understand their responsibilities. This clarity extends to the scope of their decision-making authority, ensuring each team member is aware of the decisions and actions they are accountable for. By establishing such a framework, the firm cultivates a culture of trust where decisions, once made, are confidently executed and rarely second-guessed.

Structured communication processes. Establish regular and clear communication channels to keep everyone aligned and informed, utilizing both internal and external, digital and physical methods. Strategic communication across the organization is essential for providing timely updates, maintaining momentum, and energizing teams. It plays a key role in celebrating successes, boosting performance, and fostering a culture of growth and continuous learning. Optimize impact by leveraging a variety of channels that suit your firm’s needs, including newsletters, CEO updates, town hall meetings, performance reviews, and one-on-one discussions, just to name a few. The goal is to ensure each message reaches its intended audience through the most effective medium.

Regular strategy review meetings. Set a distinct routine for periodic strategic reviews, separate from operational assessments, to ensure a dedicated focus on long-term goals. These sessions, integral to embedding strategic execution into the company’s cultural DNA, should occur at least quarterly for less mature firms. However, high-performing organizations often discuss strategic plans more frequently, integrating these deliberations into monthly or even weekly executive and senior leadership meetings. Having a consistent cadence of strategy review meetings (which are different than operational meetings) is what sets high-performing AEC firms apart by ensuring that strategy is continuously prioritized, not merely addressed sporadically or when time permits.

Accountability systems. Implement systems that rigorously track progress and measure outcomes, directly connecting performance with strategic goals. These systems should offer transparent visibility into the success of strategic initiatives and inform future actions. Before making adjustments to your strategic growth plan (such as timelines, KPIs, or responsible owners), the AEC firm should first investigate the underlying reasons for any deviations from the plan. Accountability is a commitment and involves vulnerability and conviction; the objective is not to assign blame or gloss over progress but to responsibly and genuinely identify and address obstacles. What you’re ultimately aiming for is to reinforce a culture of growth and resilience, where challenges are met with proactive solutions, propelling the firm toward continued success and improvement.

As mentioned at the beginning of my article, “Strategy Execution Essentials” lays the groundwork for understanding the essential structural and tactical elements that underpin successful strategy execution in the AEC industry. While these components form the backbone of any strategic endeavor, they represent just the beginning of building a robust execution framework.
Next week, in “Advanced Strategy Execution,” I will explore a more complex yet intriguing aspect of strategy execution: the integration of employee experience influencers. This discussion will uncover how deeply understanding and actively enhancing these elements can mobilize the “village” to maximize strategic success for the entire organization. Stay tuned for next week’s issue; in the meantime, reach out to me if you need support or are up for a chat. 
Ying Liu, MBA, LEED AP BD+C is director of growth consulting at Zweig Group. Contact her at yliu@zweiggroup.com.
Executive Roundtable Retreat This one-of-a-kind event creates a unique forum for CEOs, CSOs, and related C-suite officers to participate in facilitated discussions around strategy, growth, and innovation. This small group format event is designed to maximize the opportunity for attendees to connect, share, and gain insights specific to their role. Join us April 22-24 in Boston, Massachusetts. Click here to learn more!"
      },
    
      {
        "title": "Lessons learned as a podcast host",
        "author": "Sara Parkman",
        "date": "2025-02-16",
        "url": "/blogs/news/lessons-learned-as-a-podcast-host",
        "summary": "
 
These conversations challenge conventional thinking, inspire innovation, and foster collaboration.
In January 2022, I stepped into a new role: host of the podcast architecture 5 10 20. Now in its fourth season, the show explores the future of the built environment through conversations with thought leaders across design, engineering, construction, real estate, and business. Each episode dives into the critical challenges and innovations shaping our world, with guests sharing their insights and forecasts for the next five, 10, and 20 years.
I am excited to share some of the key themes and predictions that have emerged through these conversations, which both demonstrate where the industry is heading and provide a roadmap for addressing the complex issues of today. From climate resilience to technological integration and the housing crisis, these discussions reveal the bold ideas and collaborative solutions driving the transformation of our cities and communities.
Embracing the transformative power of technology. In my conversation with Tom Scarangello, Thornton Tomasetti’s managing principal and senior advisor, he emphasized that technology is reshaping collaboration in the AEC industry. Tom believes that technology has blurred the lines between owners, agencies, and AEC firms. With AI tools gaining traction, Tom predicts they will allow us to spend less time honing small details and more time connecting as a collaborative team to determine the best big-picture solutions. This shift highlights the role of AI as not merely a tool but a catalyst for deeper, more strategic partnerships.
Tackling climate change and inequality. In a powerful episode, Miranda Massie, founder and director of the Climate Museum, underscored that climate change and inequality are inextricably linked. “We inhabit these intersecting crises of climate and inequality and right now, both of them are getting worse quickly,” she said. “We can’t address either one of them without addressing both. It’s hitting the most vulnerable people hardest and first, but we are all in it together in the medium- and long-term. We need to recognize that and act accordingly.” Her insights reflect the urgency of designing for resilience, equity, and shared global responsibility.
Reimagining sustainable interior design. John Strassner, chief sustainability officer at the American Society of Interior Designers, challenged the deeply ingrained assumption that each project should include all new interior specifications, advocating for a shift toward circular design and reuse. He said, “I think that as designers, we have a responsibility to move away from that clean white box. Is there an aesthetic to ethics that we need to consider? Is there a different story to be told that’s a lot more substantial and sustainable?” This strategy could both reduce embodied carbon in projects and produce more meaningful narratives about our values and priorities.
The future of central business districts. As cities grapple with changing economic dynamics brought on by the pandemic, Emily Badger, a distinguished journalist writing about cities and urban policy for The Upshot from The New York Times Washington bureau, highlighted the transformation of central business districts. She envisions the current downturn of CBDs leading to intentional strategies for diversification of uses. This growth will take a lot of experimentation on the part of cities, elected officials, and property owners, but has the potential to result in more vibrant urban cores that serve broader community needs.
Confronting the housing crisis. Dan Kaplan, senior partner at FXCollaborative, addressed the systemic roots of our current housing crisis, while outlining actionable steps for mitigation. “It has taken us a generation to get into this mess, and it will take a generation to get out of it,” he said. Unlocking sites for residential development, increasing density, reforming zoning codes, and creating better financing environments are all essential steps toward solutions. His perspective underscores the need for a holistic approach to building more equitable and livable cities.
Advancing diversity, equity, and inclusion. Pascale Sablan, president of the National Organization of Minority Architects, offered a roadmap for meaningful progress on the industry’s diversity, equity, and inclusion efforts. She believes that we are on the right track to meeting NOMA’s 2030 challenge, which aims to double the number of licensed African American architects by 2030, but that we need to extend the conversation outside of the AEC industry to influence education programs and government resources. She also stressed that we cannot rely only on marginalized groups to push these efforts forward; we need wider involvement. Her vision calls for broad-based coalitions to create systemic change within and beyond the industry.
A platform for innovation and action. Hosting architecture 5 10 20 has been more than a professional endeavor – it has been a journey of discovery. These conversations challenge conventional thinking, inspire innovation, and foster collaboration. As we look to the future, I hope that the podcast will continue to inspire listeners to engage in shaping a built environment that addresses our most pressing challenges while embracing the opportunities that lie ahead. 
Guy Geier, FAIA, FIIDA, LEED AP, is managing partner at FXCollaborative Architects. Connect with him on LinkedIn."
      },
    
      {
        "title": "A few things I have learned recently",
        "author": "Sara Parkman",
        "date": "2025-02-16",
        "url": "/blogs/news/a-few-things-i-have-learned-recently",
        "summary": "
 
Embracing curiosity, open-mindedness, and positive thinking leads to personal growth, stronger connections, and greater success in life and business.
I got up this morning as I do each Monday morning thinking about what I wanted to write for my column in The Zweig Letter. While I keep a running list of ideas in my phone, none of them appealed to me. What I decided I really wanted to do instead was tell you about a few of the things I learned or had reinforced to me recently that I thought might help you. They may seem disconnected but they are all important to me.
Here they are:

Last Friday, I was thinking about one of my former students from a couple years ago. He is an extremely intelligent guy – but has had some problems deciding what he wants to do with his life – and he is one I spent a considerable amount of time with when he was a student and in the year after graduation as well. I had not heard from him in several months but decided to do an experiment. I thought I would just think about him and see if he contacted me. I know that may sound crazy to some of you. I almost told my wife I was doing that just to prove it works but didn’t. Nevertheless, on Sunday he did in fact text me to check up on me and let me know what he was doing. This reinforced to me how interconnected we all are in ways we don’t understand, and how powerful thought really is. It’s another reason why inputting positive information and staying positive is so important to all of us. Our thoughts can actually influence the outcome.
Our individual capability to learn really is unlimited, and some of the tools available to us today make becoming knowledgeable on almost any subject possible. There have been several instances where I proved this to myself recently, with subjects both seemingly simple (but not) and those overtly complex. One has been trying to help my wife who is suffering through a variety of autoimmune system problems that all started after getting COVID-19 very early on. With so many doctors (eight), and so many different diagnoses it has been very difficult for us to sort out all of it to develop an appropriate treatment plan. Only through continuous research and reading (and considering the credibility of our information sources!), and in several cases, sharing what we have learned with her doctors, is the picture of a multi-faceted approach emerging to address her health issues. Even some of the doctors have been impressed. Neither of us are physicians nor do we have any significant scientific backgrounds. But it would not happen without our intense effort and constant digging.
Be careful about being overly judgmental. It really works against your ability to get along with other people, and that will hamper every aspect of your personal and business life. The recent election has proved that to me. So many people I know are willing to write off everyone on one side or the other as being “bad,” “ignorant,” ”stupid,” “evil,” or “ill-intentioned.” If you want to do that you are going to make yourself very unhappy and automatically reduce your chances of success in any endeavor. You are cutting your potential employee pool by half, clients by half, suppliers and subcontractors by half – and it’s all unnecessary. We don’t know everyone’s personal experiences that have led to their political orientation and beliefs, but if we don’t want to halve all of our possibilities and cut out people from our lives – people we can learn from and who are helpful to accomplishing our goals – we need to be more open and understanding of their point of view. It’s just that simple.

Maybe these three things aren’t that profound to you all – our readers – but they have been to me. I’m just thankful that at my age I am still capable of learning new things! 
Mark Zweig is Zweig Group’s chairman and founder. Contact him at mzweig@zweiggroup.com."
      },
    
      {
        "title": "Put on your own oxygen mask first",
        "author": "Zweig Group",
        "date": "2025-02-16",
        "url": "/blogs/news/put-on-your-own-oxygen-mask-first",
        "summary": "
 
Prioritizing personal well-being and balance enhances workplace culture, productivity, and presence while preventing burnout and endless to-do list cycles.
Put on your own oxygen mask before you help others. Whether we are traveling for work or for leisure, for most of us the oxygen mask message has become an insignificant part of the mundane travel script – it’s just background noise. The truth is, it should be anything but. The simple intent of the oft-repeated message is a reminder that if things were to take an unexpected turn during the pending journey, everyone would need to be fully present in order to serve and/or assist others.
When we take a moment to visualize the (hopefully never-realized) scenario of an in-air crisis, it is easy to see how following such a commonplace direction would be vital to our survival. The direction of the flight attendant should serve as a reminder to us that being present is quite essential for our continued existence. The same holds true in the workplace.
We are all, of course, more than our job titles and work assignments. We have books to read, museums to meander in, walks to take with friends, and children to focus on. These moments, along with many others we enjoy outside the workplace, are what fuel our lives and make us who we are.
On the work side of things, a moment to pause and reflect at the completion of a project – whether successful or not – will help us be present for the next assignment, or more importantly, help us nurture and train up-and-coming staff. We bring all of our experiences, habits and passions to the workplace, and the benefit of our well-rounded and balanced lives is reaped by our colleagues, clients, and our work product. The rightly-celebrated and appreciated diversity in the workplace is a product of the diversity in each of our individual lives.
Unfortunately, with the demands of workplace budgets and project deadlines, it is easy to fall into the trap of being so hyper-focused on crossing things off our to-do lists, that days, weeks, and years can be absorbed into the same. Whether it is starting a little bit earlier each day “just until this project is finished” or making a bit of progress “chipping away” on a pending deliverable well into the evening (in hopes of getting a head start on the following day), we routinely find ourselves susceptible to work-related “busyness” and oftentimes wear the badge of the same as if it were a gold star at the top of our spelling test or an extra stripe on the arm of our battle-worn uniform. When this happens, we are clearly neglecting to put on our own oxygen mask before helping others.
Any company that emphasizes and is intentional about sustaining a healthy culture must, at a minimum, encourage every individual team member to pay attention to the world outside of work. There is a world beyond the billable hour, and supportive leaders should stress the importance for growth outside of the office for every employee. While nothing is guaranteed, if this is put into practice, each employee would continue to bring their individual flavor to the rich company “stew” and it would further allow them to be more present during the work day. Nobody should need to add “take a 20-minute stroll around the neighborhood” to their to-do list, but such routine tasks (add your own) that allow for personal growth, reflection, and joy should be part of every day. Everyone around you – in and out of the workplace – will benefit, and it will allow you to be more present in the workplace.
This practice enriches the culture that we AEC professionals desperately rely on to attract and retain team members. Know that there is nothing more important than the needs, cares, and passions of each one of our team members. It differentiates our culture and attracts others to us.
In 2021, Oliver Burkeman published 4,000 Weeks: Time Management for Mortals, a quick read with the stark reminder that everything on your to-do list will never be completed. Burkeman reminds the reader that completing all the daily tasks and crossing out items on our to-do list is at best a futile venture, where the things that make life most enjoyable are often overlooked and postponed until we “get on top of” all our work-related tasks.
Burkeman notes that, “The problem with trying to make time for everything that feels important – or just for enough of what feels important – is that you definitely never will. The reason isn’t that you haven’t yet discovered the right time management tricks or supplied sufficient effort, or that you need to start getting up earlier, or that you’re generally useless. It’s that the underlying assumption is unwarranted: there’s no reason to believe you’ll ever feel ‘on top of things,’ or make time for everything that matters, simply by getting more done.” That said, the only way to be present, of course, is to actually be present.
I am as guilty as anyone when it comes to fighting through the day to complete as much as I can on my to-do list. In fact, if a work task pops into my head before I go to sleep, I’ll often pick up my device and send myself a brief email to add just a few more last minute “must do” items to the list. While it’s always a pleasure to see an email from a younger (albeit only eight hours younger) version of myself greeting me at the top of my inbox the next morning, like everyone, these tasks are just prioritized and hit head-on with only the best intent. Of course, between the online meetings, phone calls, and the general unexpected nuances of the day, everything on the list is never crossed off, and many of the items (which looked so darn achievable at 7 a.m.) get bumped to the list for the following day – or weekend. It is simply impossible to be completely present at work, at home, or at the places in-between for clients and/or coworkers if the focus of our days is limited to the unwinnable and unending game of the to-do list.
That said, to be present and prepared for the inevitable unexpected turbulence of the work day, there seems to be only one solution. Be sure to put your own oxygen mask on before helping others. 
Tom Mesk is a project director at SCS Engineers. Contact him at tmesk@scsengineers.com."
      },
    
      {
        "title": "The long view on generative AI",
        "author": "Sara Parkman",
        "date": "2025-02-16",
        "url": "/blogs/news/the-long-view-on-generative-ai",
        "summary": "
 
Sponsored by BQE
Like electronic scientific calculators, personal computers, and CAD systems – generative AI is just another new tool in our toolbox.
I am an ancient engineer. Or, perhaps a better term would be a Methuselan engineer. “Ancient,” while not completely inaccurate, might suggest something set in stone, unchanging, while “Methuselan” conveys the sense of a long journey of adaptation and evolution. It implies continuing survival and endurance shaped by the march of technology, and always endeavoring for continuous advancement.
When I began my engineering studies in college, computations were a manual ordeal. Addition and subtraction were done by hand, multiplication and division by slide rule, and trigonometric functions and logarithms came from lookup tables. Then, during the summer between my freshman and sophomore years, the Hewlett-Packard HP-35 electronic scientific calculator became an affordable reality. A year or two later, Texas Instruments introduced a competing model, and just like that, the engineering profession ditched the slide rule and hand calculations. The electronic calculator brought speed, precision, and fewer errors – and it freed us from carrying cumbersome paper handbooks filled with trig and log tables.
The productivity boost was undeniable, but it came at a cost. We lost some of the mental math fluency and problem-solving tricks that once defined our craft. Was that entirely bad? What we gained in efficiency, we indeed traded in and gave up some of our other capacities. At the time, our professors cautioned us not to blindly trust the 10-decimal-place precision our calculators provided. With slide rules, we worked with two or three significant digits, forcing us to think thoroughly about the magnitudes of our calculations.
From those days in the 1970s, the evolution of technology has been staggering. We’ve moved from mainframe computers to minicomputers, from microcomputers to powerful devices that fit in our pockets. The progression from Intel’s 8-bit processors to Nvidia’s graphics chips capable of super-speed advanced computations is astounding. Today, we hold in our hands smartphones more powerful than IBM’s house-sized computers of the 1970s, and potential access to the entire Earth’s store of knowledge through the internet and web-based applications.
Artificial intelligence has been part of this evolution for some time. Early advancements focused on pattern, image, and voice recognition, but what is new and driving the evolution today, is that AI has become “generative.” Where once computer software could be taught to recognize the image of a cat, now it can generate one – even of a cat with green and pink fur – if we so desire. Hence the name of one of the more popularized systems – ChatGPT, where GPT stands for “generative pre-trained transformer.” This shift brings immense potential but also there have been concerns about “hallucinations,” the sometimes unintentional creation of misleading or fabricated information. It’s a cautionary note, similar to that of not blindly trusting the 10-decimal-place precision of our electronic calculators.
My first experience with generative AI, specifically with ChatGPT, was reminiscent of the first time I held the HP-35 calculator in my hand. There was a sense of awe – a recognition of newfound power and possibility, coupled with the thrill of imagining what might be achieved. Productivity, creativity, and quality seemed poised for another leap forward. But then, how to implement generative AI’s fullest capabilities and what comes next?
This brings us to an award-winning science fiction novel from 1992: China Mountain Zhang by Maureen McHugh. Its protagonist, Rafael Zhang, is a design professional – a “construction engineer,” as she describes him, though the term is slightly off. In one passage, Zhang describes the design of a simple beach house, assisted by an advanced “system” as follows: “I envision a huge expanse of windows… I expand, the system becomes my own memory. I fall through. I feel my mind’s boundaries... the system is there for me, a part of me. To modify the house, I only have to think it and it is so. It hangs there. I am outside it, seeing the long portion of the house that is the kitchen and the great room, off the kitchen the steps down to the beach… the bedrooms are beyond the kitchen, higher to take advantage of the uneven terrain… and I think that this Western building needs a tile roof. Blue Chinese tile. Soften the variation in the roof height, and the roof becomes a wave.”
While this passage still remains a flight of science fiction fancy, history has shown that yesterday’s science fiction often becomes the science fact of today and tomorrow. I’ve seen the progressions of information technology time and again in my Methuselan journey.
And this, I believe, is the long view of generative AI: Like the electronic scientific calculator, the advent of personal computers, Apple’s graphical user interface replacing IBM’s DOS, and CAD systems replacing hand drafting – generative AI is just another new tool in our toolbox, albeit of a much greater promise and to be rolled out with some caution. But there is a present and soon-to-be future where AI systems can merge seamlessly with our creativity, further enhancing – not replacing – our abilities as engineers, architects, designers, and AEC project and firm managers. 
Sam Liao , Ph.D., MBA, PE is principal consultant at Strategics, LLC, and adjunct faculty member at the University of New Hampshire. Contact him at sam.s.c.liao@gmail.com."
      },
    
      {
        "title": "The real value of a CFO",
        "author": "Zweig Group",
        "date": "2025-02-09",
        "url": "/blogs/news/the-real-value-of-a-cfo",
        "summary": "
 
A seasoned financial executive plays a pivotal role in enhancing profitability, growth, and market value.
"Does my firm need a chief financial officer?” This is a question we hear a lot. While it’s a valid question, it may not be the right one. A CFO, typically a seasoned financial executive, plays a pivotal role in enhancing profitability, growth, and market value – and who doesn’t need that? So, the better question is, “How can I afford a CFO?”
The math is straightforward: If hiring a competent CFO costs $150,000 per year, then their financial contributions must surpass that amount in value. But most firms usually have a controller, so how is a CFO different?
Controller vs. CFO: A strategic difference. In general, a controller focuses on operational financial tasks, such as maintaining accurate financial records, ensuring compliance, and producing timely reports. The CFO, on the other hand, operates at a strategic level, shaping the financial direction of the organization. Their responsibilities include developing financial strategies, analyzing business performance, advising on mergers and acquisitions, and maximizing return on investment. A CFO often leads or significantly contributes to strategic initiatives, making their role indispensable for long-term success.
Here are five typical areas where a CFO adds value beyond the typical controller role:


Return on investment analysis. ROI is the cornerstone of sound financial decision-making. It involves evaluating the cost of an action or investment against the expected financial benefits and a simple way to evaluate diverse initiatives competing for the same funds. Whether it’s adopting new software, expanding office space, or hiring talent, understanding ROI ensures informed decisions and helps uncover hidden costs that could impact profitability.

Budgeting and forecasting. CFOs leverage their expertise to create accurate revenue, expense, and cash flow forecasts. This financial modeling supports executive decisions on issues such as debt management, ownership transitions, office expansions, staff size, etc. Proactive forecasting allows firms to address potential issues before they become a problem and stay ahead of market trends.

Effective reporting. A CFO delivers actionable reports that focus managers’ attention on the most impactful tasks. They also provide executive leadership with key performance indicators and benchmarks that drive company growth and performance.

Strategic planning. CFOs play a central role in strategic planning, as financial performance underpins most business goals. By breaking down initiatives into financial comparisons, they guide the organization on where to invest for the best likelihood of achieving its vision.

Internal analysis. CFOs also add value by refining internal systems and operations. For example, a company facing high recruitment costs might benefit from analyzing its employee turnover rate. Investing in retention programs could be a more cost-effective solution. Optimizing internal processes is a vital aspect of the CFO’s role, especially in the architecture and engineering industry, where profitability can range to 35 percent or more and is dependent upon a variety of factors.

Assessing the value of a CFO. Quantifying the exact value of the specific skills and benefits provided by a CFO can be complex, but it can be simplified into three primary areas to develop a general understanding:


Profit. By optimizing the five skills listed above, a CFO can significantly boost a firm’s profitability. A firm can start by estimating a target increase in profit as a baseline for evaluating value added by a CFO.

Growth. A CFO enhances a firm’s scalability and a 10 percent growth in revenue translates directly to a 10 percent increase in profit dollars.

Market value. Eventually, all owners exit their firms, either through internal or external sales. The sale value is tied to earnings and heavily influenced by scalability and sound financial processes. A 10 percent increase in both profit and growth translates to a 21 percent increase in market value, that could result in millions of dollars. Experienced financial management optimizes a firm’s sale position, maximizes its value, and streamlines options, enabling the executive team to make confident, informed decisions.

A simple formula for assessing potential value: Potential Value = CFO expense x 1.25 (This assumes a 25 percent ROI on the CFO investment. All investments should have an ROI.)
Fractional CFOs: A cost-effective solution for smaller firms. Smaller firms, especially those under $5 million in revenue, may find it challenging to justify a full-time CFO, since their profit dollars are less and their smaller operations may only require a fraction of a CFO’s time. However, they can still benefit from financial expertise by hiring a fractional CFO. Fractional CFOs work 10 to 80 hours per month, costing $5,000 to $10,000 monthly, without the need for fringe benefits. While fractional executives are cost-effective up to about 80 hours per month, firms requiring more time should begin to consider a full-time hire.
Conclusion. Regardless of firm size, leveraging the skills and expertise of a financial expert is a valuable investment. A firm needs to weigh the potential benefits of profit, growth, and market value to determine the appropriate investment in financial leadership. Relying on outdated methods or the philosophy “it’s the way we’ve always done it” can hinder growth and performance. 
Steve McAdams, PE is a mergers and acquisitions advisor at Zweig Group. Contact him at smcadams@zweiggroup.com.
Executive Roundtable Retreat This one-of-a-kind event creates a unique forum for CEOs, CSOs, and related C-suite officers to participate in facilitated discussions around strategy, growth, and innovation. This small group format event is designed to maximize the opportunity for attendees to connect, share, and gain insights specific to their role. Join us April 22-24 in Boston, Massachusetts. Click here to learn more!"
      },
    
      {
        "title": "The forest and the trees",
        "author": "Sara Parkman",
        "date": "2025-02-09",
        "url": "/blogs/news/the-forest-and-the-trees",
        "summary": "
 
Step back and check in on how your employees are doing, learn what they care about, and discover what helps them stay engaged in their work.
It goes without saying that most leaders want productive employees who care about their work and about the organization at large. But all too often, leadership is so focused on outcomes that they lose sight of how to reach those goals – the proverbial “missing the forest for the trees,” if you will.
If this sounds familiar, it’s time to step back and check in on how your employees are doing, learn what they care about, discover what helps them stay engaged in their work, and ask what they need more of – in a word, it’s time to think about your company culture.
Company culture. “Company culture” is becoming more and more relevant in business circles. For example, in 2019, business publications referenced the idea 500,000 times. But by 2021, that count had soared to more than 2 million!
The idea behind the phrase revolves around shared values and group attitudes in the workplace. In fact, company culture is the collective beliefs employees share about their individual roles, their overall value in the big picture, and how they view the company’s goals at large.
These factors might seem like a moot point when it comes to productivity and profit, but consider these facts:

The average person spends 90,000 hours of their life at work.
Actively engaged employees are 13 percent more productive than disengaged employees.
Employee disengagement can result in trillions of dollars in profit loss.

The numbers don’t lie. Company culture and employee engagement are concepts worth looking into!
Creating a positive company culture. Fortunately, there are some simple strategies team leaders can use to give the company’s culture a boost:


Conduct a “listening tour.” This is a simple act that goes a long way. Team members often wish that management would ask about their ideas, observations they’ve made, and things they wish to see happening within the organization. Why not schedule an annual check-in?This gesture also adds a human touch to the corporate landscape. In fact, make it a regular habit to ask how your team members are doing. Modeling empathy and so-called “soft skills” in workplace communication can have a lasting impact on employee morale and productivity in general.

Show, don’t tell. As a leader within the organization, you set the tone for your team and how they function. Take some time to think about a company culture that you yourself would thrive in. In fact, think about how you operated before taking on a management role. Make a list of what you valued in your supervisors and team leaders at the time. Then, embody those traits.Living out your goal for the workplace atmosphere you want to create will set the stage for others to follow in your footsteps.

Invest in your team. As a consultant, I get excited when team leaders reach out to schedule one of our workshops for their teams! This act demonstrates the leader’s desire to empower employees to use their own critical thinking skills for solving organizational problems and designing new, innovative solutions for workplace challenges. When leaders set aside time for their team to hone their day-to-day best practices, it shows that management wants to help everyone improve and grow. Team members receive the message that they are valued and that the company wants to invest in them.

As a leader, you have a lot of responsibility to think about the big picture. But taking time to focus on the process of reaching your organization’s goals is also a key component of successfully reaching those goals. By setting out to strategically improve your company culture, you will ensure positive outcomes for yourself and for your team for years to come. 
Sarah R. Adams-Slominski, M.A. is an executive consultant for Hurley Write, Inc. and the co-host of The Writing Docs podcast. Connect with her on LinkedIn. For more information, visit HurleyWrite.com."
      },
    
      {
        "title": "10 things to make you more successful",
        "author": "Zweig Group",
        "date": "2025-02-09",
        "url": "/blogs/news/10-things-to-make-you-more-successful",
        "summary": "
 
Simple, intentional habits like time management, strategic investments, and effective communication can significantly enhance personal and professional success.
Self-help books take up one of the largest sections of shelves at any major bookstore. But you don’t always need to read another book before you can make small changes that will help. Fifty years of business ownership, more than 40 years in management consulting, and 20 years teaching at a large business school have taught me that there is always something one can do to be more successful.
Here are my thoughts:


Get up early every day. No later than 6 a.m. – 5 a.m. or earlier is better. This is a time you can get work done that takes intense concentration because you will have fewer interruptions.

Work off of a to-do list. Do what you least want to do first every day. That way you will get something done that needs to be done and feel better all day.

Buy a good battery case for your cellphone. That way it will always make it through the day on a single charge. I don’t know why everyone doesn’t do this.

Return all phone calls promptly. Leave a message when you do. If you cannot leave a message, send a text that you returned the call. It shows people you care.
Return all emails and texts promptly. See above.

Any time you might need an audit trail for something, put it in an email. Then you know it’s there and can always go back to it. This can save untold grief later.

Send thank you notes. Everyone loves them and if you get some personalized stationary you will look like you have some class.

Put 10 percent of what you make into the stock market. Even if you change investments, don’t ever pull money out of that account. Keep reinvesting.
Buy a single family house in the best neighborhood you can afford that is close to the center of town where you live. These always hold their value and will appreciate the most over time.

In business, spend your money on things that make you money. In the AEC business, my experience is that is people, IT, and marketing. Most everything else is just a cost that raises overhead.

I don’t know everything. The older I get the more aware I am of all the things I don’t know. That said, I have complete confidence that if you will just do these 10 things, you will be more successful! 
Mark Zweig is Zweig Group’s chairman and founder. Contact him at mzweig@zweiggroup.com."
      },
    
      {
        "title": "Disagreeable agreements",
        "author": "Sara Parkman",
        "date": "2025-02-09",
        "url": "/blogs/news/disagreeable-agreements",
        "summary": "
 
Design firms need to be vigilant about clauses and language that have the potential to significantly expand their risk while undermining their insurance protection.
As project managers, owners, and their attorneys have become more aggressive in their efforts to reengineer contractual agreements with project participants, AEC firms need to be increasingly vigilant about language being inserted and omitted in their contracts. Without careful review, they may be taking on significantly more risk while losing the critical financial protection otherwise available under their professional liability insurance policies.
In the past, the process of reviewing design contracts was fairly straightforward; owners, contractors, and design firms typically relied on the standard AIA or EJCDC documents, which have proven over time to provide fair and equitable treatment of all parties. Although under certain circumstances some revisions may have been needed, they typically were minor. These changes usually involved relatively easy to spot adjustments that rarely required the issuance of reservation of rights letters.
Those contracts were negotiated among all parties involved to be fair and balanced, as well as fully insurable. Design contracts and the construction contracts associated with the projects were coordinated so that responsibilities were clear. In situations where agreements didn’t use the standard professional association documents, they were typically brief with balanced terms that didn’t even contain indemnity clauses (as all indemnity is owed without a contract). In some cases, they were essentially simple letters of agreement.
Today, however, contracts often present several potential coverage issues. By and large, the challenges inherent in these modified agreements stem from blurring of responsibilities, the misidentification of design professionals as contractors or venders, and payment provisions that allow for the withholding of payment for unadjudicated issues.
Beware of elevated standard of care. The coverage issues can put designers in a difficult position with their insurance carrier, lead to substantial uninsured costs, and make the resolution of claims more challenging. Frequently, the standard of care definition is elevated with clauses throughout the contract that imply perfection. The words “negligence” and “negligent” have virtually disappeared from many new design contracts even though the only thing your professional liability policy provides coverage for is your negligence.
In many current contracts, the definitions of standard of care often include superlatives. Notably, warranty language and other clauses imply perfection that redefine the standard of care. Express warranties are not covered under professional liability insurance policies, so claims involving “Breach of Warranty” may not be covered. When reviewing any proposed contract, be sure to watch for and avoid words like “complete,” “all,” “highest,” and “strict,” and phrases like “fit for intended the purposes” or “to the satisfaction of the client.”
Watch broad indemnification language. Another issue: Today, nearly every contract requires indemnity of parties other than the client. However, if those parties demand indemnity, those costs will not be covered under a professional liability insurance policy. In addition, prevailing party clauses appear in many design contracts, and attorney fees awarded as a result of these clauses will not be covered. These issues alone can result in six- or seven-figure awards that are not covered by professional liability insurance.
AEC firms also need to be aware of potential issues surrounding dispute resolution clauses. They often have resolution requirements for laws and venues in the jurisdiction of the home office location of the client. Although this is not necessarily a coverage issue, it can cost time and money should a dispute arise.
Furthermore, jury waivers are present in nearly every design contract these days; although not a coverage issue, having a jury increases the potential for appeal or settlement. Juries often want to hear the perspectives of design professionals so removing them from the process is tantamount to agreeing to one, unpaid, arbitrator.
Last, but not least, be sure to review the payment provisions. Is there a pay when paid provision? Can the owner withhold fees for issues they perceive as errors or omissions without adjudication? What is the stated time-period for payment following submission of the invoice? If the client doesn’t pay you in a timely manner, are you entitled to charge and receive interest or reimbursement for the cost of recovering your fees? Requiring payment can be instrumental in avoiding claims, so don’t let your account receivables get too large or too old.
As their clients continue to move away from standard contracts, design firms need to be vigilant about clauses and language that have the potential to significantly expand their risk while undermining their insurance protection. The time is right for design firms to sharpen their focus on contract hygiene and, if necessary, to seek assistance of experienced attorneys and insurance advisors to make sure their agreements are fair, equitable, and insurable. 
Lauren Martin is a risk manager and claims specialist at Ames & Gough. She can be reached at lmartin@amesgough.com."
      },
    
      {
        "title": "Standout leadership: Tim Schroeder",
        "author": "Sara Parkman",
        "date": "2025-02-09",
        "url": "/blogs/news/standout-leadership-tim-schroeder",
        "summary": "
 
President of Neumann Monson Architects (Iowa City, IA), a firm that creates exceptional spaces for living, working, learning, and playing.
By Liisa AndreassenCorrespondent
Zweig Group established the Jerry Allen Courage in Leadership Award in 2013 to honor AEC professionals who have made a difference in their company dynamics through courageous leadership. From overcoming obstacles to leading change, these leaders have worked to bring their firms to new heights. The 2024 award went to Tim Schroeder, president of Neumann Monson Architects, and here’s why.
Standout leadership. Over the course of his nearly 35-year career with Neumann Monson, Schroeder went from summer intern to president. His dedication to organizational change was evident and, when colleagues were asked why he should receive this award, his efforts toward creating a forward-looking succession plan with an eye to maximizing staff engagement topped the list.
Under his leadership, Neumann Monson’s profile has risen significantly, garnering regional and national recognition. The company has far outpaced other firms in Iowa and the AIA’s Central States region in earning AIA design recognitions, solidifying its position as a leader in architectural excellence.
Ten years ago, Neumann Monson (established in 1977) had 40 employees, but without unified leadership. Six principal-led studios had inconsistent practices yielding disparate results. However, Schroeder’s studio stood out, producing the firm’s first award-winning projects, attracting talented recruits, and elevating staff expectations.
His colleagues say that because of him, today, Neumann Monson Architects is an excellent example of how to prioritize trust, collective success, client satisfaction, and design excellence – all while thriving as a business.
Schroeder first learned he had won the Jerry Allen award through a video.
“Until I heard familiar voices playing in the video, I had no idea what was coming. It was an emotional moment to see and hear my colleagues sharing their thoughts on video – I felt an overwhelming sense of gratitude for being part of this journey with them,” he says.
Where change began – and continues to evolve. It was during Neumann Monson’s first firmwide retreat in 2012, where overall staff dissatisfaction reared its ugly head. Their critical concern was that the firm was not capable of change. This was Schroeder’s call to action. The other principals, fearful of a mass exodus, acknowledged the staff’s trust in Schroeder and tapped into him to guide the organizational change effort as the firm’s first head of operations.
He recognized the importance of shifting retention efforts away from convincing dissatisfied staff to stay and toward building a culture where they wanted to grow and thrive. Building a culture of shared trust was a radical shift – one that decentralized power from the top and embraced grassroots, staff-led initiatives that had real meaning and impact on the practice. Schroeder forged into the unknown and built processes that engaged staff at every opportunity, instilling curiosity, and openness in the next generation.
Drawing inspiration and direction from John Kotter’s Leading Change, he formed coalitions throughout the firm, articulated an aligning vision based on staff input, empowered others to act on the vision, and orchestrated short-term wins. Not only did staff begin to develop key initiatives and help tackle challenges, they became more engaged – demonstrating a clear sense of ownership over the firm’s success.
The key was to reset the operational model and performance expectations for the firm (at the time 35+ years old) while transitioning beyond the leadership of Neumann Monson’s founders. As the firm’s first head of operations, he was tasked with aligning the siloed culture.
Through organizational change, research, and staff interviews, he developed and executed a series of interdependent initiatives that dramatically changed the firm’s trajectory, standardized processes, and empowered a new generation of leaders. The first wave of initiatives emphasized teamwork, shared accountability, and high expectations for quality.
He incrementally implemented internal feedback loops and traded top-down reviews for bottom-up reviews where each employee anonymously critiqued firm principals. This proved enlightening for the principals and cathartic for the team. He introduced transparent 360 reviews where all team members, including leadership, are critiqued by a cross-section of staff. By introducing this process, he changed the culture of feedback and critique within the firm, but did so incrementally, allowing everyone involved to move at the speed of trust. The process continues to evolve toward real-time feedback loops.
Schroeder also engaged a voice-of-the-customer program – Client Feedback Tool – and project managers began sending short surveys to clients at project milestone. As initial feedback uncovered shortfalls in client relationships, he moderated monthly all-staff meetings where feedback was reviewed and improvement strategies discussed. As he coached staff to react without defense and build understanding, results steadily improved, as did client trust and loyalty.
Schroeder’s leadership realigned the staff’s perceptions to empathize with the client and favor successful partnerships over autonomy to such an extent that Neumann Monson has become a national leader in client experience among professional service firms.
When asked what changes he’s proud of most, Schroeder says, “the team.”
“We’ve embraced a culture of openness and experimentation, where all voices could be heard, and took steps to decentralize decision-making, empowering leadership across all levels of the firm. This approach has made us more agile, aligned with our values, and effective in creating meaningful design outcomes,” he shares.
He’s also incredibly proud of the succession plan, not just for its success, but for how it came together as a cocreated vision.
“As leaders, we put our trust in the next generation and collectively built frameworks that emphasized trust, staff empowerment, and engagement. These principles have guided our evolution, ensuring both continuity and innovation. The key to our success has been a commitment to question the status quo – even if that means challenging our own past innovations,” he says. "
      },
    
      {
        "title": "Owner follies",
        "author": "Zweig Group",
        "date": "2025-02-02",
        "url": "/blogs/news/owner-follies",
        "summary": "
 
These common leadership mistakes hinder the growth and success of your business.
As an owner, you set the stage for your firm – the brand, the environment, and, most importantly, the culture. No matter if you own all of the firm, 33 percent, 10 percent, or even just 1.967 percent. Once you become an owner there is a higher expectation of performance and ability to endure pain, because we all know that running a business, however big or small, is a tough endeavor.
Despite our best intentions in wanting to improve our business, sometimes we mess up some crucial things that are necessary for its growth and continued success. Here are some follies I have observed:


Not knowing your employees. Having a keen interest in the success of your employees starts by engaging with them on a human level. Simple things like remembering their birthday or asking them if their kid’s baseball team won allows you to build trust with them and show you care beyond the work they do for you. After you establish this type of relationship, you’ll be better able to understand your people’s motivations, fears, and future aspirations. You may think this sounds silly, but it’s true. We worked with an architecture firm owner who admitted that some of his fellow partners didn’t even know the names of their employees! They had 40 employees and were a well-respected, established firm. So please owners, don’t kid yourselves. Walk around and get to know your people. If you create intentional, genuine conversations, you’ll have their ear and they will have yours. This allows them to voice concerns about the business that will help you, and will help you avoid superficial, plastic relationships!

Creating a divide. This is especially common when a firm has more than one discipline. The engineers and the planners don’t communicate with one another. The architects blame the engineers for not bringing in work. When principals participate in this type of us versus them mentality, it further drives the stake into the heart of the culture. What are you trying to create? Do you really think your firm will grow to its full potential with an environment like this? Whether it be egos in a purely architecture firm, or discipline heads in an A/E firm, the result is the same – this type of divide results in individuals undermining each other, cementing disfunction.

Lack of clear communication to key talent. If AEC firms are having such a hard time keeping and hiring people, why not be direct and clear with your people that you want them there and build a case of why they will be successful at your firm? This applies to interns and senior PMs. Owners need to participate in this activity. Before the time comes that they graduate or become licensed, they need to know that you want them there. The amount of time you go through interviewing, looking at resumes, etc., you better make sure the individuals you let in stay and flourish. This requires intentionality from the owners themselves. Distinguish your firm and be different!

Being so damn busy. I know, I know. You can’t help it. But what you can help is seeing what is occupying your time. Have you learned to delegate? If so, have you learned to be a mentor? If so, why isn’t the transition completed yet? It’s all about priorities. The things on the horizon that don’t seem important now will be one day. It is better to be proactive before you spend unnecessary time putting out fires that resulted from your failure to prioritize.

Hypocrisy. I can bet you there are certain things you do for your clients that you do not do for yourself or your employees. You have a process for clients that is spelled out clearly, but internally your own firm is disorganized. Or even better, your client does it better than you do! Our own practices often fail to meet the same high standards. How can you expect others to believe in your expertise if you’re not willing to live by it yourself? Time to practice what you preach!

I am certain there are countless other follies, but these have stood out to me the most. Firm owners, you have started your business or bought it and are now a second, third, or fourth generation owner. You are running an entity that employs individuals, and all those people depend on you. The work you do benefits society because we need good design everywhere. You have been entrusted with a great responsibility – create opportunities for younger people and do good work. The payoff will come once we fix our follies! 
Ezequiel Tovar is a senior transition analyst at Zweig Group’s. Contact him at etovar@zweiggroup.com.
The Principals Academy Elevate your ability to lead and grow your firm with this program designed to inspire and inform existing and emerging AEC firm leaders in key areas of firm management leadership, financial management, recruiting, marketing, business development, and project management. Join us February 12-13 in Hilton Head, South Carolina. Click here to learn more!"
      },
    
      {
        "title": "Boost success with marketing and BD",
        "author": "Zweig Group",
        "date": "2025-02-02",
        "url": "/blogs/news/boost-success-with-marketing-and-bd",
        "summary": "
 
AEC firms that invest in marketing and business development enjoy higher profitability, attract aligned clients, and foster top talent.
Marketing, business development, and sales aren’t usually the top priorities for an AEC firm. Most firms simply don’t have the expertise or know where to start. Many principals don’t even think they need to market themselves, because clients and prospects will just call for their exceptional design, right? In reality, this type of scenario is few and far between. Think about how many firms are out there to choose from – if you aren’t reaching out to prospects in multiple ways, someone else is!
With the current market conditions, it’s difficult for people to understand why they need to invest in marketing and business development right now. They are so busy that they don’t think they need it. I often hear, “I’m so swamped right now, I can’t keep my head above water.” I understand their pain. But as a principal, you must have the foresight to realize the fire hydrant is going to close – and probably sooner than you think. By investing in marketing and business development now, you can select the clients you want to work with and the ones that align with your company’s core values. It gives you the ability to work with the clients you want, request higher fees, and design projects your team wants to work on. By the time the market does slow down, you have already set up your pipeline and your company for success.
Principals are also challenged with knowing what works and what doesn’t work as it pertains to marketing and business development, so as a result they do nothing. Putting together a marketing and business development plan helps firms see where and what is getting them results. By implementing a plan, they can see where their time and money is being spent. Once it’s determined where your investments are seeing results, then you can invest more in those things and eliminate the things that aren’t producing results. The plan doesn’t need to be 30 pages either. It can be a one page document to help you obtain and retain clients and projects.
Success in marketing and business development is almost always due to a combination of things occurring over time. It’s sponsoring a chamber event, attending networking events with your prospects, following up with an email requesting a one-on-one meeting, building that relationship, seeing them at a community event, submitting a project proposal, interviewing for the project, and then getting the signed contract. It takes months, and many times years, for these investments to create a return, but it’s always worth it. There are so many touch points and all of them make a positive (hopefully) impact on your prospect. It’s hard to decide which one to cut because they all helped you land that project! That’s what marketing and business development is all about – building a relationship.
It’s also about education. AEC firms often struggle to understand the difference between marketing, business development, and sales. Most principals just lump them all together, but that’s a mistake. Let’s clear up the confusion:

Marketing is everything that happens before you have a personal connection with someone. This includes your branding, website, word of mouth, content marketing, social media, marketing collateral, advertising, and sponsorships.
Business development is when you start to build that relationship, face-to-face, with a prospect. This includes trade shows, association involvement, community and civic organizations, networking events, and presenting at conferences and workshops.
Sales is when you get you and your team interview for that project, and the prospect signs your contract to work with your firm on their project.

These three areas each require a unique set of skills to achieve success. If you can find someone who possesses knowledge of all three, they are a rare gem! Understanding these pieces of the puzzle is instrumental in identifying where and how to invest time and money into marketing and business development. Once you understand the difference between the three, your life will become much easier.
Firms that invest in marketing and business development are more profitable, get to work with clients who align with their company values, and recruit and retain great talent. Every firm desires these things, so investing in marketing and business development just makes sense for your firm. If you struggle with the first step to putting together a marketing plan, contact us today. 
Lindsay Young, MBA, FSMPS, CPSM is a marketing services advisor with Zweig Group and president and founder of nu marketing. She can be reached at lyoung@zweiggroup.com."
      },
    
      {
        "title": "Some things we need to get straight on",
        "author": "Zweig Group",
        "date": "2025-02-02",
        "url": "/blogs/news/some-things-we-need-to-get-straight-on",
        "summary": "
 
These misleading statements often stem from naivety and perpetuate harmful conventional wisdom.
I’m sure I spend too much time on LinkedIn and reading AEC business-related stuff. I can’t help it. It’s the industry I have spent my last 45 years working in. Let’s just say I have a lot invested in it!
That said, I sometimes see things written that I think mislead people and perpetuate “bad” conventional wisdom. Many of these are just borne out of naivety. Here are a few examples of that:


You should always have X percent utilization rate or higher. Wrong. It completely depends on the services you are providing and the market sector you are serving. The single most profitable company I ever worked with in this business did $60 million in revenue and made a 40 percent profit three years running. Their company-wide utilization rate was 50 percent. But their effective labor multiplier was 4.6, with some people working at a 6.0 or higher. They also had highly billable principals including a CEO who was about 75 percent billable.

You should always have an X or higher effective multiplier. Not true. Once again, it depends on the services provided and markets served. If you are providing construction administration services to a state DOT you might be doing it at a 2.3 multiple and it’s still a good project because your people are 90 percent billable. CRS corporation – they used to be one of the big firms in our business years ago until they were broken up and sold in pieces – had a Spanish-style inquisition committee that line managers had to appear in front of if their units fell below that number. It didn’t work. They would work on jobs and not charge time to them so they looked profitable. Then the utilization rate declined.

You can’t make money on hourly work. I love it when I hear this. It’s just not true at all. You have to be naive to think all work can be done on a fixed fee. There is absolutely no way to tell how long some things will take, and hourly is fine if your billing rates are high enough. If my billing rate is $500 an hour no one can tell me hourly work isn’t profitable.

Every project has to be profitable for the firm to be profitable. Again, wrong. Not true. There are times you have to do favors for clients out of a desire to provide real service to them. Not every project will be profitable. View it as a marketing cost. Don’t do too many of them and everything will be OK!

Management’s goal should be to minimize overhead. Not necessarily the case. There is good overhead and bad overhead. Good overhead gives you a competitive advantage. It could be better IT, or better marketing, or better employee benefits that give you a lower staff turnover rate. Bad overhead is the boss who spends a half million dollars annually at his favorite bar and charges it all to the company. I will never forget when I was at a birthday dinner for a friend, sitting next to the late Jerry Sincoff who was chairman of HOK at the time, when Jerry told me that the two most profitable revenue-generating units of their firm – sports and healthcare – had the highest overhead of any of their other line units. What does that tell you?

An AEC business is only worth what you can extract from it annually. Not true. That is what the old accountants used to tell their clients. These companies – if designed properly – are becoming increasingly valuable. Maximizing value usually requires forgoing personal extractions to reinvest in the firm. The long-term result of having a growing firm may be more valuable than the sum of excess extractions from a smaller firm over the same time period.

Book value is the best way to value stock internally. It’s one way and it’s easy. But the best way? Not hardly. One problem with book value is that it rarely reflects the real value of the business. That means management is not necessarily going to be doing what is best for the business in the long-term. It also encourages management to strip all profits from the firm because why leave a dollar in there now to get paid a dollar 20 years from now when you retire or leave? Makes no sense.

Internal transition is always better for your people than an external sale. No it isn’t. The reason is the buying firm could be better managed and have more resources and opportunities for its employees than the selling firm has. Working for an undercapitalized, no-growth or slow-growth company with little to no ownership opportunities is not necessarily the best way to maximize one’s career.

I could probably come up with 10 or 20 more of these, but am out of real estate here and have to get on my lengthy “do” list for the day! 
Mark Zweig is Zweig Group’s chairman and founder. Contact him at mzweig@zweiggroup.com."
      },
    
      {
        "title": "Sustainability as a new business line",
        "author": "Zweig Group",
        "date": "2025-02-02",
        "url": "/blogs/news/sustainability-as-a-new-business-line",
        "summary": "
 
Building sustainability into an AEC firm requires passion, patience, collaboration, and a focus on business value and long-term impact.
When I joined Cushing Terrell in 2006, I was excited that sustainability was already part of the company’s values. Since then, the firm has expanded its commitments in this area. We’re part of an industry-wide movement pushing for all new buildings and major renovations to be carbon neutral by 2030. Along the way, I’ve expanded my knowledge as well. In 2012, I earned a master’s degree in sustainable design from the University of Texas, School of Architecture.
Our firm’s sustainable design initiative, aligned with the AIA Design Excellence Framework, provides our teams with baseline best practices for application to our projects. It includes 10 measures that cover integration, community, ecology, water, economy, energy, wellness, resources, change, and discovery.
We also expanded our commitment with a new sustainability business line, which I’m proud to have helped develop and launch in 2022.
Here’s some of what I’ve learned in the past few years about the challenges and opportunities that this path poses:


It helps to spend time establishing a firm-wide team and buy-in for sustainability. At my firm, much of this concentrated effort began when a grassroots group of multidisciplinary designers got together several years ago and formed a Green Advocacy Council. This really set us up to engage with leadership and point to the ways we were making a difference and how our teams were engaged in moving the needle forward on sustainability. In the last few years with so much growth and change, it was really important to research and present on the industry imperatives and business opportunities for sustainable and carbon-neutral building design.

There is no clear roadmap for building sustainability into your firm’s structure. The AEC industry is not alone in that we will need to be inventive and creative to transform our practices into a long-term carbon-neutral approach centered on holistic sustainability. At my multidisciplinary firm, our Green Advocacy Council essentially became a community of practice, and we accomplished tremendous things in that space. But at a certain point, it felt like we needed to formalize it to be more directly responsive to industry demands and client needs. We considered several models, including working groups and studios. After investigation and research, we landed on forming a sustainability “service sector.” This enables us to operate as a firm-wide internal consulting group with the capabilities to do direct consulting for clients who are strictly seeking sustainable design services.

Get comfortable talking business and finance. As director of sustainability, I’m still learning about the business side of AEC as we’ve sought to promote this work and embed it into our design process. My advice is to invite some skeptics onto your team so they can bring up questions you might not have thought of. Get with the CFO of your company. Find out what information you’ll need to collect and analyze. Learn how to be responsive to questions at a business level.  Most likely, you’re not only going to need to show how sustainability fits in with your company’s mission, vision, and values, but also show ROI and how it makes business sense.

Progress can be slow – but it’s so powerful to see the work in action. We’ve just recently celebrated our first full year operating our sustainability service sector. Currently, our team is in a beta testing phase on a new internal sustainable design excellence framework tool. Two of our team members presented their findings of this analysis to a project team, and it was a beautiful thing to witness. This is something we’ve aspired to have for so long and my team members are killing it. It gives us motivation and hope for the future of these efforts and provides case studies demonstrating success for our leadership, project leads, and clients.

Bring passion, because you’ll need it. I’ll be very honest that this business model is still in an early phase, and it takes patience to see things through! I won’t deny that plenty of challenges are ahead as we try to continue to find ways to measure our success and drive progress forward. If you don’t believe in this work at a bigger picture and larger scale, you’re not going to last as a changemaker. But I can tell you, it has been worth it for me and for our team, and we are excited to see just how impactful we can be.

I’ve learned a lot since we launched this business line in 2022, and I hope these lessons I’ve learned in that time are helpful for any other architecture or engineering professionals who are interested in promoting sustainability-focused operations and design solutions at their company. 
Ashleigh Powell is an associate, LEED AP BD+C, WELL AP, and director of sustainability at Cushing Terrell. Her academic emphasis was energy-efficient building design, construction and operations. She is based in Austin, Texas. Connect with her on LinkedIn."
      },
    
      {
        "title": "Culture as a catalyst for success",
        "author": "Sara Parkman",
        "date": "2025-02-02",
        "url": "/blogs/news/culture-as-a-catalyst-for-success",
        "summary": "
 
Take the time to define your culture, engage your team, and make this a central part of your operational strategy – the rewards are well worth the effort.
According to ASCE’s 2023 Salary Report, 86.7 percent of civil engineers are satisfied or very satisfied with their job, 66.3 percent are satisfied or very satisfied with their financial compensation, and they report having opportunities for career growth. Although these numbers are optimistic, it’s important to focus on retaining employees throughout the year. Culture is key and firms can build on that by creating avenues that help foster relationships for employees with their peers and encourage people-centered change by providing adequate support and genuine communication to help employees feel seen and valued.
“Culture eats strategy for breakfast.” This famous quote from management consultant Peter Drucker resonates with many business leaders, including me. As a business unit director at SCS Engineers, I have always prioritized maintaining a strong organizational culture, yet I recently noticed something was amiss. Despite solid financial performance, our high turnover rates indicated a disconnect that needed to be addressed.
In search of solutions, I turned to Matt Mayberry’s insightful book Culture is the Way. What struck me was not the need for change but the necessity of clearly defining our culture. We needed a framework to guide our efforts and enhance our environment. We accomplished this by:


Empowering our team. To start this journey, we empowered our team to help define our culture. We conducted a survey across our business unit, asking employees to describe what they believed our culture to be. The responses were compiled into a word cloud, highlighting common themes: the larger the word, the more frequently it was mentioned. While many of the words reflected a healthy, high-performing culture, we also noticed inconsistencies among different groups. This disparity highlighted a need for clarity.My leadership team and I carefully reviewed the survey results, distilling the feedback into its purest form. From this process emerged our culture statement: “Trust, Care, Grow.” This statement was simple, memorable, and resonated with the sentiments expressed in the survey.

Validating our culture statement. To ensure this message truly captured our essence, we conducted a follow-up survey. The feedback confirmed that “Trust, Care, Grow” encapsulated our culture perfectly. This statement became our guiding principle, a tangible goal for all employees to strive toward.We officially launched our culture statement during an all-business unit meeting, integrating it into our internal communications. Now, at the beginning of each meeting, we dedicate a “culture minute” where team members share stories that exemplify our values in action. This practice reinforces our commitment to living out our culture daily.

Recognizing the impact of our cultural shift. The results of this cultural recalibration have been striking. Since implementing the “Trust, Care, Grow” framework, our financial performance has reached record levels, employee retention has improved significantly, and morale is at an all-time high. In fact, our turnover rate has decreased by more than 5 percent year-over-year, showcasing a direct correlation between our defined culture and employee satisfaction.We recognized the importance of not keeping our culture statement to ourselves. It has become a key element in our recruiting efforts, client meetings, and proposals, serving as a source of pride and a testament to our shared values.

Maintaining momentum. As we reflect on this journey, it’s clear that defining and actively promoting a culture isn’t a one-time effort. It requires consistent engagement and commitment. We’ve learned that open communication and camaraderie among team members are crucial for fostering a supportive environment.

Defining and nurturing a strong culture can transform an organization. By involving our team in the process and continuously reinforcing our values, we have seen tangible results: reduced turnover, increased revenues, and enhanced profitability. If you want to elevate your organization, take the time to define your culture, engage your team, and make it a central part of your operational strategy. The rewards are well worth the effort. 
Carlo Lebron, PE, is a senior vice president and the business unit director of the Southeast Business Unit for SCS Engineers. Connect with him on LinkedIn."
      },
    
      {
        "title": "Growth without growing pains",
        "author": "Zweig Group",
        "date": "2025-01-26",
        "url": "/blogs/news/growth-without-growing-pains",
        "summary": "
 
High-performing firms that embrace technology solutions are seeing transformative results across their operations.
In the architecture and engineering sector, bigger doesn’t always mean better – unless you have the right foundation. As projects grow more complex and client expectations evolve, industry leaders are discovering that technology infrastructure makes the critical difference between scaling smoothly and struggling under their own weight.
The leadership dilemma: Managing scale without sacrifice. Firm boardrooms face a complex balancing act today. They must drive growth while retaining top talent, maintain profit margins while investing in innovation, and reduce business risk while expanding operations.
In our recent webinar, Unlocking Growth and Margin: The Advantage for AE Firms, Zweig Group and sa.global explored how leading firms are addressing these challenges.
When success becomes your stress test. Growth presents dual challenges of volume and complexity that can strain even the most well-established firms. As organizations expand, they face an exponential increase in HR demands, from recruitment cycles to retention programs. Operations become more intricate, with multiplying contracts, project setups, and invoicing processes requiring careful coordination. Meanwhile, the need for consistent proposal development and thought leadership intensifies, all while managing an ever-growing IT infrastructure.
Technical leaders often find themselves navigating increasingly complex business requirements. This complexity manifests in more sophisticated rules, diverse project opportunities, and the need for enhanced business support capabilities that can quickly overtake traditional management approaches.
High-performing firms that embrace advanced technology solutions are seeing transformative results across their operations. According to Service Performance Insight's 2023 Professional Services Maturity™ Benchmark, these organizations report a 28 percent increase in bid-win ratios and a substantial 26 percent reduction in project overruns. Perhaps most notably, they’re achieving 50 percent improvements in margins and EBITDA, while new hires reach full productivity 19 percent faster than their competitors.
From theory to practice. Consider the transformation of a 400-person engineering firm who found themselves constrained by legacy systems that created data silos and forced reliance on manual processes. Their growing project volume demanded better visibility across financials, project progress, and customer trends, while manual workflows between systems added complexity and risk. Recognizing the need to stay competitive and prepare for an AI-driven future, they embarked on a comprehensive modernization initiative with the Microsoft Industry Cloud for Architecture and Engineering. Their journey demonstrates the tangible benefits of integrated technology solutions. They experienced:

A 30 percent reduction in overhead expenses
Improved operational efficiency
Enhanced security measures
Real-time visibility into project performance

This success story illustrates how strategic technology investment can create immediate operational improvements while building a foundation for sustained growth.
The AI advantage: Preparing for tomorrow. The Microsoft Industry Cloud for Architecture and Engineering includes AI capabilities like Copilot that enhance operational efficiency and predictive analytics. Forward-thinking firms are implementing data-driven project delivery systems and integrating AI into daily workflows. By establishing strong technology partnerships, these organizations are positioning themselves to maintain their competitive advantage as the industry continues to evolve.
Building a culture that scales. Technology transformation succeeds when paired with cultural evolution. Progressive architecture and engineering firms are adopting transparent management practices and sharing data to align teams and boost engagement. This approach proves especially valuable during leadership transitions, where clear communication and data visibility become crucial for maintaining organizational momentum.
Take the next step. Our on-demand webinar offers deeper insights into how leading firms are transforming their operations through technology. You’ll discover practical solutions for consolidating fragmented systems, strategies for building scalable operations, and implementation insights from successful firms. Most importantly, you’ll gain step-by-step guidance for your own technology adoption journey.
Ready to learn how the Microsoft Industry Cloud can support your firm’s growth journey? View the webinar to learn more or schedule a complimentary consultation to discuss your specific needs. Also, connect with our experts on LinkedIn to continue the conversation about scaling your firm effectively. 
Chad Coldiron is a principal and director of development at Zweig Group. Connect with him on LinkedIn. Casey Shea is a service-centric industry GTM strategist at sa.global. Connect with him on LinkedIn. Stefanie Richter is a business development and Microsoft partnership manager at sa.global. Connect with her on LinkedIn.
The Principals Academy Elevate your ability to lead and grow your firm with this program designed to inspire and inform existing and emerging AEC firm leaders in key areas of firm management leadership, financial management, recruiting, marketing, business development, and project management. Join us February 12-13 in Hilton Head, South Carolina. Click here to learn more!"
      },
    
      {
        "title": "Baby steps for managing content",
        "author": "Zweig Group",
        "date": "2025-01-26",
        "url": "/blogs/news/baby-steps-for-managing-content",
        "summary": "
  
Instead of trying to fix “the big problem,” we should handpick issues that we could have a decent chance of addressing successfully.
The concept of managing data in the second decade of this century can be daunting. As a society, we are living, breathing, eating, and sweating information. Overload may be too nice of a word to describe the daily data consumption for folks in all walks of life, even more so for marketers in the AEC industry.
Two quotes come to mind, one by Nobel Memorial Prize winner Herbert A. Simon who said, “a wealth of information creates a poverty of attention,” and the other from American writer, consultant, and professor Clay Shirky who said, “It’s not information overload. It’s filter failure.” Both statements narrow down the main issue to noise reduction so we can successfully assimilate a manageable amount of data.
In the data game, we are both culprits and victims. We complain constantly about being overwhelmed by so much information but often ignore the fact that we are addicted to sharing as much content as possible and thus contributing to “the problem.” But can we afford to scale back on both sides – share less content and consume less content – and how much are we affected by the fear of missing out, or FOMO?
Push – our contribution to the noise. Looking through an ethical lens, we should address content development and sharing as nothing short of intentional. It must be our responsibility to only push content that has a valid and specific purpose and provides value to the intended audience. In the AEC industry, we are failing in this regard as we treat this process as transactional: “I have one piece of content, therefore I must put this out there as soon as possible.” Why shouldn’t we stop to consider if we are saying something worthy of consumption? Why shouldn’t we stop to figure out if this piece of content can and will be filtered through the noise? Why shouldn’t we scale back and only contribute impactful messages that transcend the passive threshold and are actually “actionable”? Why shouldn’t we stop sharing the same type of content as everyone else? Maybe this is the way we become good neighbors and work toward the common goal of sharing information we can all consume without feeling stressed – and bored. Like my stance with SOQs, I say we stop sharing content you could just replace the logo with any other and the message would be the same.
Pull – filtering out the noise. “Less is more,” at face value, may not be an alluring strategy but still applicable at some degree. We are compelled to be, at the very least, “in the know” in this industry. This leads to a movie-like scenario; did you watch Everything Everywhere All at Once? That is exactly what it feels like when discussing the reading/browsing habits of marketers; it literally seems everyone is engaging with the exact same things. Why? I think it’s FOMO and you should stop. One thing I admire about the more recent generations is that they do not wait to step out of a situation they do not want to be a part of. When a millennial starts a new job, if it is not the right fit, they do not waste time before looking for a new one. Older generations functioned on the premise that they had to stick it out for a significant amount of time. Applying this approach, if you engage with sources which are not providing meaningful and actionable information, stop! I promise you will not miss anything. Be picky, selective, and intentional, not a hoarder and archivist. I know it feels good to save that 100-page report on social media trends on your OneDrive folder that you will never fully read. I must have done this many times, but I stopped – and I am still here successfully functioning as a marketer in the AEC industry.
Baby steps – conquering the overwhelming system. We are all too close to the action to see things clearly. Too much information, a drowning influx of data, and an overbearing amount of content. Taking a few steps back to have a different perspective is warranted. A common mistake we all make is trying to fix “the big problem.” We should handpick issues that we could have a decent chance of addressing successfully. Basically, taking baby steps to travel a short distance from point A to point B instead of trying to travel around the world in 80 days.
In the movie What About Bob?, Bill Murray’s character (Bob) suffers from several debilitating phobias. In a pivotal scene, Bob has a hard time picturing going from the doctor’s office to his apartment. His therapist suggests he takes baby steps focusing on one small goal at a time. Bob takes baby steps to the door, then baby steps down the hallway, etc.
In the massive web of algorithms, let’s be Bob, pick one thing, address it, then move on to the next. When we add a bunch of baby steps they amount to a decent trek. Start walking! 
Javier Suarez is a principal corporate marketing manager with Geosyntec Consultants. Contact him at jsuarez@geosyntec.com."
      },
    
      {
        "title": "Recruiting and hiring more effectively",
        "author": "Zweig Group",
        "date": "2025-01-26",
        "url": "/blogs/news/recruiting-and-hiring-more-effectively",
        "summary": "
 
If you want the best people, you have to sell – the company, the role, and the location – and move fast when you get a good one!
I regularly stay in touch with a young fellow who works for one of our competitors whom I met about four years ago when he was working for a different company.
I have been impressed with the guy since I first spoke with him. He’s a very talented and capable individual who is also very introspective. And he is also a great writer who is unusually capable at expressing himself through his writing. Exactly the kind of person we like to hire on our consulting/advisory team – especially when you combine that with significant work experience in a firm that is part of the market we serve. And he has been very successful in his new job over the past year and brought in a bunch of new clients.
The point is this: We could have hired him ourselves had we moved faster. And there have been other situations like this that I have experienced over my long career, both in businesses I am involved with and even those I ran. A big part of leadership and creating a successful company comes down to building the right team. Recruiting and hiring processes have to be designed in recognition of that fact and work to create a favorable impression on the best people in the industry – those looking for new roles and those who aren’t. That takes SELLING. And effective selling means you take the friction out of the process and strike when the iron is hot.
I have long felt that too many AEC firms have a hiring process designed to keep bad people out moreso than to get good people in. I can – at least in part – blame the involvement of HR people who often have a negative bias (probably because they have to deal with all the problem people). In any case, I have always felt marketing people need to be more involved in recruiting than they typically are. It’s just too important of a function to ignore their input entirely as is typically the case.
In my role at The Walton College, where I teach entrepreneurship and have done so for more than 20 years, I am part of a new, growing department. We are constantly recruiting new professors. I’m honored that they have allowed me to be the person who gets to show these prospects around town. I know this area and can sell it. I think I have been helpful to our hiring efforts. Too much is at risk to let job candidates see whatever they see when here without someone who really knows the housing market and schools.
The bottom line is this: If we want the best people we have to act like a sports team. We need to sell – the company, the role, and the location – and move fast when we get a good one! 
Mark Zweig is Zweig Group’s chairman and founder. Contact him at mzweig@zweiggroup.com."
      },
    
      {
        "title": "Marketing for the win",
        "author": "Zweig Group",
        "date": "2025-01-26",
        "url": "/blogs/news/marketing-for-the-win",
        "summary": "
 
Marketing professionals are the unsung heroes of the AEC industry, driving synchronization, strategy, and success in securing projects.
I celebrated 25 years in marketing for an AEC-industry firm this year. This is a significant achievement and certainly brings some positive feelings along with it.
However, as I was fielding congratulations, I was also hit with current industry news that diminished the moment. The overall sentiment was reflected in recent articles from The Zweig Letter and can be summed up by these snippets:

“Skeptics still view marketing professionals as just overhead expenses. It’s time to view our marketing team not as a line item cost but as a pivotal resource driving substantial ROI.” (From “Building Value” by Kraig Kern.)
“We tend to restrict our marketing leader’s role to promotion, and not get their involvement in any of these other areas that greatly impact their success and/or that of the company.” (From “More Marketing Involvement” by Mark Zweig.)

What is going on in the AEC industry where we are still questioning the value that our marketing professionals bring to our firms and industry?
One of the very first articles I wrote for The Zweig Letter (“What’s New?”) recognized the restrictions that were placed on architectural firms regarding promotion and specifically, advertising. I said it then and I’ll say it now – that was in 1909!
These restrictions are long gone but the shadow they cast still looms over many firms.
As an architect, engineer, landscape architect, or planner, there are myriad skills required to take a project from concept to completion. That is the core work of the AEC industry – creating technical plans to enable projects to be built. And that is a massive undertaking!
However, there is a whole other set of skills required to secure those projects in the first place. That’s where your marketing professionals thrive.
Consider another passage from a recent article: “Work consistently to reinforce the idea that those who get it have the right mindset and to ‘convert’ those who don’t. That means you have to keep sharing the vision of what the promised land looks like and how you will get everyone there. You need role models inside the organization for everyone else. And you need lots of education on business, why growth is necessary, how to sell, marketing, billing and collection, recruiting, project management, people management, and how to manage the firm.” (From “Getting Your People to See the Big Picture” by Mark Zweig.)
By and large, these are your marketing people! From where I stand, we are the unsung heroes of the AEC industry which immediately led me to think of the coxswain.
During the 2024 Summer Olympics, the event that most captured my attention was rowing. They call each team “the eight” – but there are actually nine. The coxswain is the non-rowing member of an eight-person rowing team.
Never heard of a coxswain? I’m not surprised.
Taking a look at the role of this ninth, officially unnumbered, teammate, I learned the coxswain keeps the rowers in sync. They are responsible for steering around obstacles and responding to the movement of the other boats around them. They coordinate the movements of all the other team members as well and are charged with motivating them to optimum performance. In addition, when out of the boat, the coxswain often takes the lead in regard to coaching and rowing styles, equipment, and technology. All this responsibility is on the shoulders of the only person in the boat who doesn’t row.
Does this sound like someone in your organization?
Marketers synchronize. Marketers troubleshoot. Marketers keep track of the competition. Marketers coordinate. Marketers motivate.
Just as your licensed technical professionals must adapt to advances and changes in their fields, marketers stay abreast of their own collection of best practices, trends, and creative approaches.
Marketers handle all the details, before and after events, so the rest of the team can focus their time only on the event itself.
Going further, the best marketers are also experts on AEC projects: project processes, project schedules, and the details of the actual projects in-pursuit, in-process, and completed by the firm. Principals and project managers know their own projects – those they have worked on and have responsibility for. Multiply that project load by the number of principals and project managers you have – current and past. That is the realm of your marketers.
Now let’s talk about your project imagery and final photos, your client references, all of your outreach activities, and your firm culture with its stories and lore. Your marketers get it. And they have ways and means of communicating the big picture both externally and internally. This includes acting as an important conduit between technical staff and clients, supplying important translation services to best communicate from the realm of technical expertise to the world of the client. Sometimes this work is behind the scenes – when crafting proposals or collateral. In other cases, it is forward-facing, at conferences, trade shows, and sponsored events.
If this is the point when you are tempted to proudly tell me that at your firm, your AIA, PE, PLA, and AICP staff handle all of these activities completely, I’ll direct you back to those eight-person teams. Picture them in the water, with their boats. One team with a coxswain and one without. Who do you think has the better chance of winning the race? 
Jane Lawler Smith, MBA, is the marketing manager at Derck & Edson, LLC. She can be reached at jsmith@derckandedson.com."
      }
    
  ]
}