{
  "articles": [
    
    
      {
        "title": "A September to remember",
        "author": "Zweig Group",
        "date": "2024-10-13",
        "url": "/blogs/news/a-september-to-remember",
        "summary": "
 
Takeaways from Zweig Group’s 2024 ElevateAEC Conference & Awards Gala.
From September 17-19, 2023, Zweig Group hosted the 2024 ElevateAEC Conference & Awards Gala in beautiful Tampa Bay, Florida. This year’s event was a fantastic gathering, bringing together some of the best performing firms in the AEC industry, along with other industry leaders committed to improving their workplaces and those who support these efforts. With a sell-out crowd of more than 400 attendees, the energy at the bayside venue was palpable, filled with inspiration and excitement for the future. Throughout the conference, the crowd engaged in numerous learning sessions and roundtable discussions on important topics such as recruitment and retention, operational excellence, professional development best practices, and the impact of AI and technology.
The theme for this year’s conference was “Return on Investment” and it could be seen throughout every moment of the week. In today’s technology and efficiency-driven society, we must see a return on investment from every moment we take away from our normal operations. The investment of our time and resources are yielding some of the greatest returns in history – even if that investment is in the form of time spent celebrating and learning alongside your industry peers and direct competitors. There can be huge returns from sharing your story and networking with others who share similar interests.
Here are some of my biggest takeaways from this year’s ElevateAEC Conference & Awards Gala:


Everything you know must change. One quote that stuck with me throughout the event was from Zweig Group President and CEO Chad Clinehens’ opening keynote: “Everything you know is wrong MUST CHANGE.” This powerful statement was inspired by U2’s ZooTV Tour in the ‘90s. Bono had this idea that instead of trying to run away from contradictions, such as being a rock star and a devout Christian, he would embrace them. ZooTV was a manifestation of their ideological take on the cyber-media revolution of the ‘90s. U2’s concert stage formed from 36 video screens flashed random collections of images and slogans from pop culture. One of those slogans was, “Everything you know is wrong.” During times of significant change, we must be willing to consider that much of what we know, or possibly everything we know, could be wrong or could become wrong in the future. Those times are upon us now and everything we know must change. Technological and economic forces are changing the way the AEC industry will operate in the future. This applies to things firms are designing and producing as well as how they are operating and growing their businesses. Change is not easy and rarely comes at a convenient time. Luckily, there are problems to solve at the root of this change and our industry has proven to be among the best at solving complex problems.

Technology’s impact on the recruitment and retention crisis. One of the biggest problems to solve is how the AEC industry will position itself to stop falling behind with recruiting and retention. We must start making up ground lost to other industries like technology or consumer products groups, which are gobbling up some of the best available talent at all levels. These high level talent pools have a specific interest in the advancement of AI and how they can embrace these new technologies to better themselves and their work. AI won’t completely solve some of our toughest challenges like recruiting and retention, but it could go a long way as it introduces tools that help design and operations professionals spend more of their time solving the problems they are interested in.

Marketing is a critical investment. A key takeaway from the conference was that award winning firms report operating at a higher profit level than others in the industry. Year after year Marketing Excellence Award winners prove that marketing is a key strategic investment that has a compelling return on investment. Zweig Group’s data shows that 56 percent of Marketing Excellence Award winners were fast-growth (20 percent growth year-over-year for three or more years) compared to 25 percent for all other firms. What this tells us is that firms that invest in their award winning marketing programs are more than twice as likely to be fast-growth firms. Additionally, 71 percent of Marketing Excellence Award winners were “high profit” firms versus 59 percent for all other firms. This message has been a consistent part of Zweig Group’s efforts to elevate the industry, but many firms still view marketing as an expense instead of as a key investment.

Training offers the highest ROI when it comes to employee experience. What can you do with more profits in your firm? You can give your employees what they are asking for. Participating in the Best Firms To Work For survey doesn’t just offer insights into the different sentiments within your firm; it also offers a strategic roadmap into areas that need further investment. The main theme from 2024 and the past several years has been training. The Best Firms To Work For with the top 10 highest employee sentiment scores for professional development had a voluntary turnover rate 27 percent lower than other firms. These same firms grew by almost 15 percent in total number of employees compared to 6 percent for all other firms. There were a number of stats that indicate training is where the highest ROI is in relation to employee experience.

The AEC industry deserves to be celebrated. This year’s black tie awards gala was at full capacity, showcasing the achievements of firms excelling in various categories, including Zweig Group’s Hot Firm Awards, Best Firms To Work For Awards, Rising Stars, Marketing Excellence Awards, and the coveted Jerry Allen Courage in Leadership Award. This celebration was not just about recognizing individual successes; it fostered a sense of community among attendees and celebrated our collective achievements. The AEC industry offers some of the best career paths around, largely thanks to what these award-winning firms are accomplishing.

Everything's bigger in Texas. One final exciting announcement during the gala was that the 2025 ElevateAEC Conference & Awards Gala will be held in San Antonio, Texas. We can’t wait to celebrate with everyone again in a brand-new location! Looking ahead, Zweig Group plans to continue expanding this celebration, with ideas for an even larger awards gala in the future. It’s all about elevating the AEC industry, and we’re excited about what’s next.

Click here for more information about Zweig Group’s upcoming 2025 ElevateAEC Conference & Awards Gala. 
Chad Coldiron is a principal and director of development at Zweig Group. Contact him at ccoldiron@zweiggroup.com."
      },
    
      {
        "title": "The evolving role of mentorship",
        "author": "Zweig Group",
        "date": "2024-10-13",
        "url": "/blogs/news/the-evolving-role-of-mentorship",
        "summary": "
  

Thoughts from both sides of this mutually beneficial relationship over the course of a career.
Mentorship is a bit of a buzzword these days, but with good reason. Having a mentor in the workplace isn’t just nice to have; it’s something that can shape the trajectory of your entire career. And there are different kinds of mentors suited for different stages of your professional life. Over my 30-plus years with Garver, I’ve had mentors who’ve made a big impact on my life both professionally and personally, among them: my father, Earl Sr.; Jerry Holder, Garver’s director of enterprise solutions; and former Garver CEO Brock Johnson. Because of that, I’ve been able to pay it forward and serve as a mentor to others.
Parent as mentor. I started working at Garver as a teenager with my dad who was a surveyor, and his guidance gave me a solid foundation for my career. He not only introduced me to the profession but instilled a strong work ethic in me at a young age. Working beside him during my high school and college years taught me a lot about data collection and the role of a surveyor so that, once I graduated and moved to the engineering side, I already had that knowledge. The experience of being in the field with my dad gave me:

A good grasp of what it took to get the data collected so that we engineers could use it in our designs.
An understanding of what to expect from the level of effort perspective.

We continued working together, many times with him performing the work on my projects, until his retirement in 2003.
Peers as mentors. Jerry Holder and I have enjoyed a peer-mentoring relationship over the years, where there’s a real give and take, learning from each other and sharing expertise. Peer mentorship is also valuable because you can push each other to strive for excellence and offer encouragement just as you would someone who works under you.
We collaborated on projects together that required a lot of interaction, but that ramped up significantly when Jerry asked me to be project manager on 30 Crossing, the Arkansas Department of Transportation’s largest construction project to date and its first design-build project. We were both business line directors: Jerry was director of transportation at the time, and I was director of construction services, now field services. This project introduced me to things that weren’t necessarily within my wheelhouse, and it taught me how to rely on those around me who had other talents.
Leader as mentor. I’ve been lucky to work for six CEOs through my years at Garver and have learned something from each of them. One, Brock Johnson, became a mentor to me at a pivotal point in my career. He was one of many people who I looked up to and probably one of the folks who had the greatest impact on my career, not necessarily as an engineer but as a leader, because I spent 20 years of my life working for him in some form or fashion.
When I joined Garver full-time I eventually ended up in Brock’s group working in aviation. A widely admired and respected leader, he taught me the importance of empowering people and creating trust, not just with clients but with those you work for and supervise. Once I’d earned his trust, he gave me opportunities to grow in my career and empowered me to take ownership of them. One example of that was when Garver decided to build a new headquarters in North Little Rock. Brock picked up the phone and called me to say, “I want you to handle this for me.” It was both humbling and affirming to have him entrust me with that project at that time in my life.
When the mentee becomes the mentor. At some point the mentee transitions to the role of mentor. It’s the way of things, a cycle that benefits everyone involved, cultivating a culture of continuous learning and support. I’ve been fortunate to mentor several people and have learned that the best thing you can do is empower them and give them supervised autonomy. Mentorship isn’t about micromanaging. It’s about encouraging mentees to get out of their comfort zone, seize opportunities, and take on challenges that help them grow.
Mentorship benefits employees and organizations. Mentorship is important for an individual’s own professional or personal development, but it’s also good for your organization – specifically in terms of employee retention and succession planning.
We all know that employee retention is a critical concern right now, and although money and benefits are important in retaining talent, so are relationships. Mentorship is a powerful tool for employee retention because it enhances overall work experience, fosters individual growth, and builds a sense of belonging.
Mentorship also plays a crucial role in effective succession planning by fostering the development of potential future leaders and ensuring a smooth transition of knowledge and skills.
In the end, mentorship is about more than just career advancement; it’s about building meaningful relationships that encourage growth. Whether you’re just starting out or are a seasoned professional, the guidance, support, and wisdom of a mentor can be one of the most valuable assets in your career. So, seek out mentors at every stage of your journey, cherish those relationships, and remember to pay it forward when you can. Your career will be all the richer for it. 
Earl Mott serves director of Field Services for Garver. Connect with him on LinkedIn."
      },
    
      {
        "title": "How one plus one can equal three",
        "author": "Zweig Group",
        "date": "2024-10-13",
        "url": "/blogs/news/how-one-plus-one-can-equal-three",
        "summary": "
 
This is the math that firm owners who pursue mergers and acquisitions use to create a lot of value in their businesses.
People talk about “synergy” in mergers and acquisitions of AEC firms, and for some, the word sounds like a cliche. Cynicism keeps many firm owners out of the business of pursuing M&A as a strategy, but they are missing out.
Aside from the client and talent sharing that can and should occur between the buying and selling companies – which certainly can be real as long as earnouts or internal accounting or reward systems don’t work against it – the real synergy shows up in the valuation of the combined entities.
Consider this example: Firm “A” is a $20 million revenue company that makes a 10 percent profit and is growing by 10 percent a year. They want to buy or merge with Firm “B,” which is a $4 million revenue company that also makes a 10 percent profit and is growing by 10 percent a year.
One might think combining these two companies that are essentially both performing at the same level – although Firm “A” is larger – would result in a company with similar valuation multiples. If each of these firms had a proper appraisal done using the generally accepted principle of discounted future cash flows based on their historic EBIT (earnings before interest and taxes) that resulted in a valuation of one times revenue, then the combined company would also be worth one times revenue, right?
But that answer would be wrong. Here is why. When we combine the two companies (and let’s say for simplicity in our example that it happens on the last day of the year), the acquiring firm (or larger firm in a merger) would have its normal 10 percent growth PLUS the growth of the revenue from the acquired company. Now in this case – a greatly simplified example to make my point – that means that instead of growing from $18.18 million to $20 million in revenue for the year, they would grow to a $24 million company.
Let me explain that. The $20 million company that was growing by 10 percent a year consistently would have its normal 10 percent growth that it achieved throughout the year, plus another 20 percent from the acquired company. So it would have gone from roughly $18.18 million to $24 million in a single year. Now the company had a $5.818 million increase in revenue for the year, or 32.3 percent growth rate.
When the new combined firm is valued, it will suddenly not be a company with just a 10 percent growth rate. It will be a company with a 30 percent plus growth rate. That will impact all predictions of EBIT growth going forward, even if it is not assumed to be the future growth rate going forward it will achieve the greatest weight in any appraisal because it is the most recent performance. Now the combined firm could end up with a valuation of 1.5 times revenue or some other number.
Keep doing these deals every year and you can imagine how the firm will be valued. It transformed from a steady-state, plodding, consistent performer into a high-growth company. Hence, one plus one equals three, or at least something greater than two. And this doesn’t even consider the client and personnel sharing that will hopefully occur, plus the redundant overhead between the two companies and resulting overhead reduction that should lead to better profitability.
Does this make sense now? This is the math people in the know use to create a lot of value in their businesses. THAT is the difference in small business ownership versus entrepreneurship.
Let me know your thoughts at mzweig@zweiggroup.com. 
Mark Zweig is Zweig Group’s chairman and founder. Contact him at mzweig@zweiggroup.com."
      },
    
      {
        "title": "Thriving through rapid growth",
        "author": "Zweig Group",
        "date": "2024-10-13",
        "url": "/blogs/news/thriving-through-rapid-growth",
        "summary": "
  

Growing from a startup to nearly 100 employees, this firm thrives through agility, teamwork, and delivering high-quality solutions at the core of its business.
I have been reflecting on my journey with MKN a lot lately. Maybe it’s because we’re approaching a pivotal point in our growth – nearing 100 employees. MKN & Associates is a rapidly growing water/wastewater engineering consulting firm in California. I joined MKN in 2013 and am thoroughly grateful to be part of this company. I love the people and the work, and I gain a lot of satisfaction in working on water and wastewater projects in our local communities. However, it hasn’t always been easy.
Here’s a glimpse into some of the challenges and the rewards:


Being part of MKN from the beginning. It’s exhilarating to be part of a brand-new company. Watching the growth year after year, developing systems and procedures from the ground up, and celebrating our successes together has been a rewarding experience. Newly back from maternity leave with my first child, I made the leap from a global 30,000-employee engineering firm to brand new MKN. I felt a little crazy, often stopping to do a gut-check (Is this the right choice when I’m now providing for a family?), but I had worked with our CEO previously and I had faith in his ability to build a great engineering firm. Indeed, it was the two of us for only a few months, then four, soon six, and within four years, we were three offices strong. Eleven years later, now with nine offices, we’ve consistently grown by 30 percent year-over-year. Exciting as it was in the beginning, it was a lot of work. We did every part of the project in those early days, from the engineering to the drafting, exhibits, and formatting, to the administrative and billing. The saying, “Learn by doing!” was true.

Working together toward high-quality water solutions. One of the things I really enjoy about our work is also one of the things that can get frustrating at times: every project is a challenge. There is no easy project. Whether it’s an engineering challenge, a tight budget and/or schedule, or difficult stakeholders, something always has us on our toes. We lean on each other for support. Across the company, we’ve fostered a cooperative, supportive culture and we often collaborate on issues and come up with ideas together. By pooling knowledge and skills, we arrive at more efficient and effective solutions and support internal growth. Through it all, we’re driving all our projects toward the goal, and ultimate reward, of delivering high-quality water solutions for our clients and communities.

Finding our agility: crafting roles and systems. We are constantly working to improve; or we’re trying to. While balancing our workload with projects and proposals, we’re simultaneously revamping company systems. What once worked for a company of 30 to 40, needs to be updated at 70. Whether it’s overhauling our mentorship program, reassessing our project management software, streamlining letter and report templates, or developing new project management tools, there is always something to update. As a dynamic, growing company, we encourage everyone to speak up if something isn’t working. If you’re lucky, you may be selected for a committee tasked with finding the solution! We sometimes invest significant time into developing solutions that don’t always work. However, one of our core values is agility; it drives us forward. Staying agile in our internal systems and our external projects is key to our continued growth and success.

Looking ahead with optimism. Looking forward, I am excited about the future of MKN. Partnering with clients on water solutions for our communities and contributing to California’s sustainable future motivates me every day. I am proud of our achievements thus far and look forward to continuing our journey of growth and leadership in water/wastewater engineering consulting. 
Eileen Shields is an operations manager and principal engineer at MKN. Connect with her on LinkedIn."
      },
    
      {
        "title": "Building the business: Randy Elliott",
        "author": "Zweig Group",
        "date": "2024-10-13",
        "url": "/blogs/news/building-the-business-randy-elliott",
        "summary": "
 
President of Pierce Engineers, Inc. (Milwaukee, WI), a structural engineering firm based in the Midwest, working with clients across the nation.
By Liisa AndreassenCorrespondent
He’s been working in the structural engineering field since 1997 and as president of Pierce Engineers, Inc., Randy Elliott shows no signs of slowing down. He thrives on providing guidance to clients and building on those relationships – which he says takes a team approach.
Keep it fresh. “Every staff member is in the business of business development,” he says.
That’s why it’s so important to Elliott to ensure staff get what they need. In addition to the usual benefits such as healthcare and investment programs, the executive team makes sure their people get proper training so they are set up to excel.
“Everyone has different personal and career goals and it can be a challenge to ensure all people are being heard,” he says. “People management – inside the firm and outside the firm – is a daily to-do list item.”
To meet that end, the company has programs in place to help achieve satisfaction among staff. Everyone has a personal career roadmap, so to speak, and there’s a model to follow and expectations to be met. Training is implemented at every stage of a person’s career, so there are no surprises.
Staff also enjoy a flexible work schedule. The company encourages four days in the office and one day work-at-home, but that’s not written in stone.
“As we all learned during COVID, we can continue to work without being in the office. In fact, many people find that they’re even more efficient or productive. There’s no sense being in the office and riding out the clock,” he says. “As long as the work gets done and gets done well, everyone is happy.”
Elliott shares that communication is a very important part of the puzzle and emphasizes that it has to be a two-way street.
As a company, they are always open to hearing new ideas for ways of doing things.
“We can always improve,” he says.
The executive team is in constant communication with staff, and PMs meet every two weeks. There’s also a peer group set up for the rest of the staff and for those not comfortable bringing up concerns or ideas directly to management. It’s an open forum that happens each month and one person is the designated representative to report back thoughts and concerns.
“We don’t want to become stagnant and hearing new ideas is all part of that goal,” he says.
For example, when it comes to technology, there’s a small group of people who are part of a technical group. Once the company has zeroed in on a new technology they would like to try, it’s purchased and this group of three to five people test it out on current projects alongside the old technology for 90 days. After that point, if the technical group gives it the go-ahead, it’s opened up to the whole company to try for another 90 days.
“We started this process about five years ago and it’s worked well,” he says. “On average, we implement a new technology every two years.”
He admits that keeping up with new tech is a top challenge and finds that this process is a good way to handle it.
“Some of this new tech is just amazing when it comes to design and creating 3D models,” he says. “When I started out in the industry, technology was at its infancy, so it’s exciting to see how far we’ve come.”
As a growth-driven firm, Elliott says programs like this one help them to stay fresh.
Building the business. In addition to testing new tech, client management, organic growth, and adding new locations are all top of mind.
Currently, Pierce works mostly in the Midwest, but they’re looking to expand to a few larger cities around the country.
“And, we start new offices with people we know,” he says.
Elliott knows something about starting things too. He started his first business when he was 31 and grew it to a 12-person firm. That firm merged with another which he took over and grew too.
“My greatest driver is to build something,” he says. “To build a business where people can work and feel proud of working means everything to me. I always take time to reflect on where we were, where we are, how we got here and where we’re going. It’s just a cool process.” "
      },
    
      {
        "title": "Managing across generations",
        "author": "Zweig Group",
        "date": "2024-10-13",
        "url": "/blogs/news/managing-across-generations",
        "summary": "
  

While it can be helpful to use generational trends to inform your management practices, it is most important to get to know your employees as individuals. 
In the workplace today, we are fortunate to be able to work with people from a range of generations. According to the U.S. Department of Health and Human Services more than 10,000 people turn 65 every day in the United States. This trend affects generational representation in the workplace.
The generations, as defined by Pew Research Center, are:

Traditionalists or Silent Generation: 1928-1945
Boomers: 1946-1964
Generation X: 1965-1980
Millennials: 1981-1996
Generation Z: 1997-2012

There are currently four generations in the workforce. Most traditionalists have retired, boomers offer deep knowledge and experience, Gen X and millennials are being brought into the ranks of leadership, and Gen Z are new to the formal workplace, but have a firm grasp on technology. This can create an environment ripe for conflict, with differing communication styles, expectations, and values. However, this new generational landscape also presents incredible opportunities for collaboration and growth.
Communication. What seems like a professional way of communicating to a boomer, can read to a Gen Zer as old-fashioned and insensitive, and vice versa. Gen Z’s informal communication style may be read as rude and unprofessional to their older counterparts. Managers must find balance in how they communicate with their teams, but this can be a challenge.
For example, in my team, we currently range from 18 to 65. We use instant messaging for most of our project communication, but occasionally still utilize emails or even, gasp, face-to-face communication. Different members of my team receive information differently. Some prefer to talk face-to-face and make notes to refer to later. Others would prefer I email them so they can search through messages at a later date if needed. Most prefer an instant message or team chat. They are comfortable searching through messages later and prefer the more informal style. 
There is currently not one method that I have found to be effective in communicating to everyone at once. No matter which I choose, someone will miss it. This means for important messages, I must use all three methods, which can be a burden and eats time for everyone. 
Managing mistakes. I prefer a more “hands off” method of managing, typical to my millennial generation. My door is almost always open for walk-ins and I would rather my staff come to me with a problem that I will help them solve than for me to point the problem out. This generally works very well for members of my own generation and Gen X. However, boomers and Gen Z want much clearer, precise directions, and both generations struggle to inform me of issues. They are not as likely to deliver proactive communication. Thus, I occasionally discover mistakes at the eleventh hour. 
For my older staff, it seems to be a matter of pride. Admitting a mistake is hard; even harder when your “superior” is younger than you. For my younger staff, they seem to be afraid – afraid of my reaction or of the consequences, and maybe there is a little pride at stake, too. They need a lot of reassurance from me that mistakes are expected. In the AEC industry, mistakes can be life-threatening and how we manage and fix mistakes is paramount. Managing this difference in generations is one that I am still working on.
Praise and problems. I recently did a personality survey with my entire team. One thing that I learned is that the whole team, myself included, doesn’t really like being “cheerleaded.” As a whole, they don’t want large public displays of praise – but, they do still each want praise in their own way. How I deliver it can be critical.
Gen Z prefers more frequent praise. This is the generation that grew up with lots of award ceremonies and a lack of praise makes them feel unsafe and as if they are under-performing. For boomers, no news is usually good news. They only want to hear from me if there is something to fix. I still give the odd compliment anyway, but I have to watch my frequency or it can be read as disingenuous. And for the middle folks, they want praise, but they want it to be genuine and well-deserved. Praise can come in the form of words and rewards. A team activity is great for some, others would prefer a cash reward. 
For problems, there are similar considerations. The older generations want to hear it in the safety of your office, but want the issue spelled out directly. For the younger generations, some more gentle coaching is required. How you deliver the “news” matters. Shouting accomplishes very little except to make everyone upset, and then the issue still exists. My Gen Zers consider me more of a friend to some degree and upsetting that balance would be detrimental to our relationship and their own work and career. 
Cross-generational collaboration. There are great benefits and challenges in cross-generational work. For every project that comes through our office, we have a team of at least two. When considering those two, I am weighing skill, experience, and personality. Generation factors into those considerations. If I put a face-to-face communicator with an instant-message-only communicator, they are doomed to failure before they even start, unless they can come to an agreement around communication expectations. 
From experience, I like to pair a seasoned engineer with a young drafter, or vice versa. I find that the more seasoned individual will teach something to the younger, but the younger member will introduce a new tool or a new way of thinking that will benefit the project.  
When managing across the variety of generations, it will always be helpful to consider who you are managing and the generation they come from. Of course it is important to consider the individual and not stereotype them, but you may get some important insights when stepping back and thinking about the generation(s) you are working with.
There is great value in fostering relationships amongst employees to leverage their strengths. Chip Conley, cofounder and CEO of Modern Elder Academy, talks about creating “mentern” relationships which are part-mentor, part-intern. These relationships create a dynamic of mutual mentorship between employees of different generations, experiences, skill levels, and expertise. 
Why should you care? Managing people is not easy. We are human – both employees and managers. But making the conscious (or unconscious) decision to have a “hands off” style of management is not always the right approach. You must evaluate your team’s abilities and performance. Why? Because we all need the right feedback and communication to have context for our work, the ability to prioritize effectively, and to catch possible mistakes before they happen. Sometimes a “hands off” approach means there is too little or too much communication or not the right conversation at the right time. 
The workplace generational shift means that we have many new people-leaders who are on their own learning curve acquiring leadership and management skills. Layer on top of that employees who have their own work styles, and we cannot afford to take a laissez faire approach to managing and guiding teams. 
For managers: Put energy towards learning about the leadership and management competencies that best fit your workplace. Pause to reflect on your default approach to various situations and think if you can do things differently for better results. Evaluate how you can get to know your employees' areas of strengths, technical expertise, and work styles. 
All of these suggestions take time and will require you to do some of your own research, but not putting any time or attention to how you manage people can lead to a disengaged team and low morale.
This is not just a nice-to-have. Employee engagement affects the bottom line in terms of productivity, turnover, and cost. According to GALLUP, “employees’ long-term commitment to their organizations is currently the lowest it has been in nine years.” You might think that is not a big deal, but the replacement cost of a good employee can be staggering. Gallup estimates that the replacement of leaders and managers costs around 200 percent of their salary, the replacement of professionals in technical roles is 80 percent of their salary, and frontline employees 40 percent of their salary.
But there is good news. Managers can positively affect employee engagement by having meaningful conversations about work. Let your employees know that you genuinely want to identify how to work together to balance individualization with expectations on the team to deliver.
Get to know the individual. Ultimately, everyone wants to feel that they are a contributor and that their work is meaningful. That will look different for everyone based on personality, preferences, and yes, even their generation. While it can be helpful to use knowledge of generational trends to inform your management practices, it is most important to get to know your employees on an individual basis. 
You may have a boomer who has more in common with millennials or a Gen Z employee who has a lot of shared characteristics as a Gen Xer. This is because our personalities, needs, and wants are not solely determined by the generation to which we belong. That is only one part of the whole. Everyone is shaped by their environment, cultural norms, childhood experiences, and more.
The bottom line is, understanding generational dynamics can be helpful to connect with your employees. However, to be an effective manager, you will need to meet your employees as individuals.
Katherine Wilczek, P.E., is a Senior Associate and Director of Structural Engineering at Cyntergy. Cecilia Martin-Smith is Director of Employee and Organizational Development at Tulsa Community College."
      },
    
      {
        "title": "M&A Weekly Activity Report for 10/7/24-10/13/24",
        "author": "Katelyn Dover",
        "date": "2024-10-11",
        "url": "/blogs/news/m-a-weekly-activity-report-for-10-7-24-10-13-24",
        "summary": "
Zweig Group is the leading AEC Industry advisory service provider. We blend industry and sector knowledge with experience across the M&A lifecycle to help you capture value for shareholders. Reach our Mergers & Acquisitions Advisory team here.
 
 
Domestic Transactions:
10/3/2024Curry & Associates (Danville, IN), a civil engineering firm, joined Fleis & VandenBrink (Grand Rapids, MI), expanding its engineering and construction management services across the state of Indiana. Read More.
 
10/6/2024Feasibility study provider MMCG Invest (San Francisco, CA) and site plan provider Innowave Studio (Wilmington, DE) merged to enhance service offerings and expand market reach. Read More.
 
10/7/2024Environmental and engineering consulting firm Langan Engineering & Environmental Services (Parsippany, NJ) (ENR #55), acquired Robert Stephen Consulting (San Ramon, CA), a leader in Integrated Workplace Management Systems (IWMS) and Geographic Information System (GIS) solutions. Read More.
 
10/7/2024Plunkett Raysich Architects (Milwaukee, WI), an architecture and interior design firm, acquired Align Architecture & Planning (Waterloo, IA), an architecture firm that serves the senior living, commercial, education, and residential markets. Read More.
 
10/8/2024KFM Engineering & Design (Dallas, TX), a civil engineering, design, and land use consulting firm, acquired Balanced Site Design (San Antonio, TX), a civil engineering firm. Read More.
 
10/8/2024Pape-Dawson Engineers (San Antonio, TX) (ENR #93), a leading civil engineering, environmental, and surveying services firm, acquired KSA Engineers (Longview, TX) (ENR #448), a firm that offers municipal engineering, aviation planning and design, architecture, and surveying services. Read More.
 
10/8/2024NV5 (Hollywood, FL) (ENR #24), a leading technology, conformity assessment, and consulting solutions firm, acquired two domestic data center commissioning and energy management companies, Kisebach Consulting (Olympia, WA) and Senergy BCS (Salt Lake City, UT). Read More.
 
10/10/2024Fiduciary and financial advisory services firm, Stapleton Group (Los Angeles, CA), joined one of the AE industry’s most prolific buyers, J.S. Held (Jericho, NY). Read More.
 
International Transactions:
 
10/6/2024Survey Solutions (Ipswich, UK), an engineering, surveying, and monitoring services company, acquired JWG Survey & Engineering (Wirral, UK), a provider of surveying and engineering management services to the rail market. Read More.
 
10/7/2024Bureau Veritas (Neuilly-sur-Seine, France) acquired BIM, project management assistance, and digital twin services provider, IDP Group (Barcelona, Spain). Read More.
 
10/8/2024Woolpert (Dayton, OH) (ENR #47), a leading AEG and strategic consulting firm, acquired architecture firm Greenbox Architecture (Sydney, Australia), that specializes in providing interior and exterior design services for data centers and commercial, health care, and residential clients. Read More.
 
10/8/2024National multi-disciplinary engineering, architecture, design, and consulting firm Colliers Engineering & Design (Holmdel, NJ) (ENR #50), acquired transportation engineering consulting firm TTM Group (Brisbane, Australia). Read More.
 
10/8/2024Provider of utility-scale solar and energy storage engineering solutions, FastGrid (Gilbert, AZ), acquired engineering firm Wisergy (La Paz, Mexico), specializing in high-voltage and substation design. Read More."
      },
    
      {
        "title": "M&A activity report for Q3 2024",
        "author": "Zweig Group",
        "date": "2024-10-11",
        "url": "/blogs/news/m-a-activity-report-for-q3-2024",
        "summary": "
 
This report details some of the biggest trends and movements regarding M&A activity in the AEC industry as of the end of Q3 2024.
Zweig Group tracks every M&A transaction that takes place in the architecture, engineering, and construction (AEC) industry and reports on them on a weekly basis. This process allows us to stay up to date with the latest M&A trends in the AEC industry and report our findings to you. 
An Overview of AEC Deal Activity
As we conclude the third quarter of 2024, Zweig Group is pleased to present a comprehensive analysis of the latest mergers and acquisitions trends within the AEC industry. This report offers a detailed overview of significant market movements, shedding light on the factors driving deal activity and the strategic decisions shaping the sector's future.
The AEC industry has experienced a notable resurgence in M&A activity throughout the first half of the year, with transaction volumes increasing and private equity interest growing. This resurgence follows a period of stagnation in late 2023, underscoring the sector's resilience and adaptability in a dynamic economic landscape.
In this report, we examine key metrics that highlight the high demand for engineering services, particularly in civil and environmental sectors. We explore the effects of regulatory and infrastructure initiatives, such as the Infrastructure Investment and Jobs Act (IIJA) and new national drinking water standards, on M&A activity. We also analyze geographical trends, identifying the most sought-after locations for acquisitions.
Looking ahead, we provide forward-looking forecasts, outlining potential trends and challenges for the remainder of the year. While the market has shown strong growth, uncertainties surrounding the U.S. presidential election, interest rates, and geopolitical factors may influence future deal-making.
The first half of 2024 mirrored previous years in deal activity, with 171 closings in Q1 2023 and 172 in Q1 2024. A slight decline of over 10 percent in Q2 aligned with cyclical trends we've observed. However, Q3 2024 marked a significant deviation, with a 33 percent increase in activity compared to Q3 2023, rising from 129 to 172 closings.

With the uptick in deal activity this year, a significant portion of the momentum has come from serial buyers and large A/E firms backed by private equity. Leading the charge is Verdantas, with eight deals completed through Q3. Following closely are Salas O’Brien, IMEG, SLR, Bowman Consulting Group and Celnor Group, each with seven transactions. Montrose Environmental Group and NV5 have closed six deals, while The SOCOTEC Group, LJA, and WSP have each completed five transactions.
This activity from serial buyers serves as a strong indicator of the AEC M&A market's health, reflecting sustained confidence in the industry's outlook and the strategic importance of consolidation. Large firms are leveraging acquisitions to diversify service offerings, expand geographic footprints, and enhance specialized capabilities. This momentum underscores the sector’s adaptability and growth potential while presenting significant opportunities for firms of all sizes to strengthen their market positions through targeted acquisitions and strategic partnerships.

Key Metrics



“Other” firms represent companies operating in adjacent disciplines to the AEC industry. Company profiles include SaaS or IT services, construction services, geospatial, consulting or other disciplines that do not fall within our primary firm categories.




Surging Demand for Engineering Services Driven by Regulatory and Infrastructure Investments
Through the first three quarters of 2024, the AEC industry has continued to attract increasing levels of capital and interest. Private equity-backed firms and PE funds directly contributed to 40 percent of closed transactions to date, maintaining the upward trend from 2023 (39 percent) as the consolidation of quality firms in key markets becomes more sought after. Not only has the number of deals risen, but the size of the firms involved has grown as well. The median seller size in 2024 is 32 FTEs, up from 25 and 27 in 2023 and 2022, respectively. Similarly, the median FTE size of acquirers has increased, from 605 in 2023 to 837 year-to-date. A key factor behind this trend is the larger firms' growing participation in M&A activity, as previously noted.
Federal spending has been a major external factor driving attention toward engineering firms, particularly with the passage of the Infrastructure Investment and Jobs Act (IIJA) in 2021 and the Inflation Reduction Act (IRA) in 2022. These bills are expected to channel more than $580 billion into the industry from 2022 to 2026. Of this amount, more than 78 percent will be allocated to Surface Transportation, while Energy, Water/Wastewater, Airports, and Ports/Inland Waterways will each receive between 3 percent and 8 percent. These bills have not only added new projects to firms' backlogs but also spurred employment growth, especially in heavy and civil engineering construction. According to a report from the White House, employment in highway, street, and bridge construction averaged 700 new jobs per month from 2011 to 2019. Since the IIJA passed, that number has surged to around 2,800 jobs per month as of 2023.
Private Equity’s Appetite for AEC Firms

Private equity’s involvement in the AEC industry has gained significant momentum, emerging as a driving force in shaping the sector. Through direct investments, acquisitions by platform companies, or deals by PE-backed firms, private equity now accounts for nearly 40 percent of total M&A activity – a slight increase from the previous year. This growing presence is largely driven by PE-backed firms aiming to consolidate the market, expand service offerings, and create long-term value through strategic acquisitions.
Geography


Geography continues to be a defining factor in the AEC industry, particularly in high-demand regions. Texas, California, and Florida remain dominant, accounting for one-fifth of all M&A transactions in 2024, establishing them as the most active markets. Beyond these top three states, a competitive landscape is emerging, with New York, Pennsylvania, Colorado, and New Jersey each recording 15 or more acquisitions this year.
Internationally, cross-border deals are experiencing a resurgence. As of Q3, international transactions represent 35 percent of total deal volume, with 175 deals already completed – just six short of last year’s total of 181. This uptick signals a renewed appetite for global expansion as firms increasingly seek growth opportunities beyond domestic markets.
Outlook
Last month, the Fed cut interest rates for the first time since 2020. Following the decision to cut rates by 50 basis points, the president of the Federal Reserve Bank of St. Louis commented that he supports additional interest rate cuts, stating at a meeting in early October, "Further gradual reductions in the policy rate will likely be appropriate over time." Should this forecast hold true, M&A activity in 2025 could see an even greater volume of deal flow, with access to capital becoming more affordable for firms.
As we move into the final quarter of 2024, AEC leaders must stay agile and proactive amidst a shifting landscape. With regulatory changes, economic uncertainties, and evolving industry demands, the ability to anticipate and adapt will be essential. The focus should be on aligning M&A strategies with long-term goals, leveraging acquisitions to strengthen service capabilities, and exploring new markets for growth. Firms that prioritize strategic integration and remain responsive to broader trends will be best positioned to thrive in the months ahead. A clear vision and decisive action will be key to sustaining momentum and capturing emerging opportunities in this dynamic environment."
      },
    
      {
        "title": "Pape-Dawson Engineers, LLC Acquires Texas-Based KSA Engineers",
        "author": "Zweig Group",
        "date": "2024-10-08",
        "url": "/blogs/news/pape-dawson-engineers-llc-acquires-texas-based-ksa-engineers",
        "summary": "Civil engineering firm continues to expand in home state of Texas and beyond.
Pape-Dawson has acquired Texas-based KSA Engineers, continuing to grow its presence within Texas and across the United States and expanding its service offerings for clients.
Since its founding in Longview, Texas, in 1978, KSA has grown to 170 team members across 11 offices in Texas, Louisiana, and Oklahoma. The firm offers a variety of professional services including municipal engineering, aviation planning and design, architecture, and surveying. 
“KSA has earned a strong reputation in Texas over the years,” said Pape-Dawson Executive Vice President, Trey Dawson. “We are thrilled to join forces in our home state, bringing added capabilities and capacity to Texas project teams. We look forward to building new relationships in Louisiana and Oklahoma as we continue to expand into new markets.” 
“We’re excited to join the Pape-Dawson family. Our combined expertise is underscored by shared values and a commitment to building stronger communities,” stated Mitchell Fortner, President/CEO at KSA. “I am confident that this partnership will bring added value to our  clients and project teams as well as new opportunities for our hard-working employees. Our ability to make an impact will be greater together.” 
Zweig Group advised KSA throughout the transaction. Zweig Group is the leading research, consulting, and mergers and acquisition services resource for firms in the AEC industry. "
      },
    
      {
        "title": "Are you paying enough?",
        "author": "Zweig Group",
        "date": "2024-10-06",
        "url": "/blogs/news/are-you-paying-enough",
        "summary": "
 
Compensation trends reveal critical strategies to boost employee retention and satisfaction.
AEC firms have long faced a recruiting and retention crisis – and our industry isn’t alone. According to recent Gallup polling, one in two U.S. employees is open to leaving their organization. Forty-two percent of employees who voluntarily left their organization in the past year reported their manager or organization could’ve done something to prevent them from leaving. When asked what could have been done to prevent their departure, additional compensation and benefits topped the list at 30 percent. Nearly half (45 percent) of voluntary leavers reported that neither a manager nor another leader proactively discussed their job satisfaction, performance, or future with the organization in the three months before they left.
Compensation and benefits are critical employee retention factors, and engaging employees in conversations about their performance and future with the company can be a game-changer. If issues aren’t addressed, and if your company isn’t offering competitive compensation and benefits, employees are likely to look elsewhere.
In today’s competitive job market, AEC firm leaders need to keep a close eye on their staff salaries through careful budgeting and strategic planning. How does your firm stack up against the rest of the industry? Let’s take a look at some recent compensation trends:


Budgeting for pay increases. According to Zweig Group’s 2024 Policies, Procedures & Benefits Report, a significant majority (89 percent) of firms budget for staff pay increases. The median raise among these firms was 5 percent last year, and this figure is projected to remain the same for the current year. While a 3 to 5 percent increase has traditionally been a safe benchmark, the current economic climate, increased workload due to backlog, and high turnover have prompted many firms to consider more substantial raises to maintain employee satisfaction.

Formal compensation programs. Implementing a formal compensation program can significantly standardize employee pay rates across a firm. These programs typically outline set pay ranges based on job grade and experience level, providing a clear framework for salary decisions. However, only 52 percent of surveyed firms have such a program in place. While formal compensation programs ensure consistency, they may limit the flexibility needed to reward exceptional performance or adjust salaries for those not meeting expectations.

Determining salary raises. Firms employ various methods to determine salary increases. The most common approach is a formal salary/wage review process, used by 70 percent of firms. Other methods include management’s discretion (66 percent) and annual across-the-board increases (32 percent). Among firms using a formal review process, 95 percent conduct these reviews annually, with 78 percent adhering to a pre-set calendar date. This structured approach helps ensure that salary reviews are conducted systematically and fairly.

Criteria for evaluating salaries. Firms use multiple criteria to evaluate salaries, with job performance being the most common (92 percent). Other important factors include salary surveys (87 percent), firm growth or profit (74 percent), inflation (63 percent), attitude (43 percent), and the growth or profit of the employee’s office (38 percent). This multifaceted approach allows firms to make well-rounded salary decisions that reflect both individual and organizational performance.

Retirement plans and contributions. Retirement benefits are a crucial component of total compensation. A substantial majority of AEC firms (91 percent) offer a 401(k) plan, with a median waiting period of three months before new employees can participate. A median of 90 percent of eligible employees participate in their employer’s 401(k) plan. Most firms (85 percent) make fixed or matching contributions based on a formula, while 31 percent offer discretionary contributions as management sees fit. The median matching rate for employee contributions is 75 percent, with a maximum match of 5 percent of an employee’s salary. The median contribution to employees’ 401(k) plans in the last fiscal year was $2,500 per full-time equivalent, or 1.7 percent of net service revenue.

The greatest single expense for AEC firms is their payroll. In many firms, direct labor alone accounts for 30 percent or more of the firm’s net service revenue. The amount of compensation a firm can afford is limited by factors such as the amount of work it sells and the fees it produces. The challenge for design firms is to strike a balance between profits and payroll to ensure both employee satisfaction and the firm’s financial well-being. By benchmarking salaries, implementing formal compensation programs, conducting regular salary reviews, and engaging in meaningful conversations with employees, AEC firm leaders can address dissatisfaction and improve retention rates. As the industry navigates ongoing recruiting and retention challenges, ensuring that compensation aligns with employee expectations will be vital for long-term success. 
Sara Parkman is a content manager at Zweig Group and senior editor and designer of The Zweig Letter. Contact her at sparkman@zweiggroup.com.
2024 Policies, Procedures & Benefits Report The key to growing your firm and reaching your strategic goals often rests with the quality of your employees, and the quality of your firm’s policies, procedures, and benefits is critical to hiring and retaining a top-notch workforce. This report empowers you  to support your policy decisions with hard data. Click here to learn more!"
      },
    
      {
        "title": "Kick the habit",
        "author": "Zweig Group",
        "date": "2024-10-06",
        "url": "/blogs/news/kick-the-habit",
        "summary": "
 
Embracing a results-focused approach liberates us from the constraints of rigid processes, opening up new possibilities and opportunities for problem-solving.
Have you ever watched a group of kids play a game of soccer? One kid, the “self-appointed coach,” insists that everyone follows his meticulously drawn game plan. He yells out instructions, positions players in exact spots, and gets frustrated when things do not go as planned. Meanwhile, another kid just kicks the ball toward the goal every chance he gets. Surprisingly, this free-spirited approach often leads to more goals and more fun. This picture highlights an important lesson: sometimes, focusing on the end goal rather than the process can lead to better outcomes and a more enjoyable experience.
Why is it so hard to change our approach? The answer lies in our nature as creatures of habit. Familiar routines and methods provide a comfort zone where we feel in control and confident. Moreover, there is a tendency to believe that we already know the answers. Phrases like “that won’t work” or “I can’t do that” reflect a mindset resistant to change and new ideas. However, to break free from these limitations, we need to remind ourselves and our teams that flexibility is possible – and necessary.
Embracing a results-focused approach liberates us from the constraints of rigid processes, opening up new possibilities and opportunities for problem-solving:


Flexibility and adaptability. When we prioritize the desired outcome, we become more open to exploring various methods and strategies. And our flexibility allows us to adapt more effectively to changing circumstances and new information.

Encouraging innovation. By emphasizing results, we create an environment that encourages creative thinking and experimentation. Teams are driven to seek out the most effective solutions, even if they vary from the norm.

Improving efficiency. A results-oriented approach can streamline problem-solving efforts by eliminating unnecessary steps and focusing resources on actions that directly contribute to achieving the desired outcome.

Engaging younger staff. Younger employees bring fresh perspectives and are not as entrenched in old ways of thinking. Why restrict that energy with a rigid process when we can harness their innovative ideas and foster their long-term engagement with the company.

So, to that point, one of the most compelling reasons to shift our focus to results is the opportunity to engage younger staff more effectively. Our industry frequently highlights the importance of involving younger employees to ensure long-term engagement and succession planning. However, their involvement goes beyond mere participation. They want to make a difference. They are motivated by opportunities to contribute ideas, solve problems, and see the tangible results of their efforts. By engaging younger staff in a results-focused approach, we empower them to take ownership of their contributions, fostering a sense of purpose and commitment.
Should we ignore all process? No. While there is a clear case for focusing on results, it is essential to recognize that standardization still has its place. In areas that require consistency, such as reporting and quality control, maintaining a standardized process ensures clarity and facilitates efficient information exchange. Watch out for the anarchy I cautioned against in a previous article. The key is distinguishing between tasks that benefit from standardization and those that thrive on flexibility and innovation.
So, how can we encourage a results-focused approach? It requires an intentional effort:


Reframe the problem. Start by stepping back and clearly defining the problem. Identify the variables contributing to it and articulate the desired outcome. This clarity provides a solid foundation for innovative problem-solving.

Encourage experimentation. Foster a culture that celebrates experimentation and sees failure as an opportunity to learn and grow. This mindset shift is crucial for fostering creativity and innovation.

Promote collaborative problem solving. Foster an environment where team members can share ideas and work together on solutions. Encourage cross-functional teams to bring diverse viewpoints and expertise to the table, enhancing the quality and creativity of problem-solving efforts.

Recognition. Acknowledge and reward innovative ideas and successful outcomes. Recognizing contributions reinforces the value of a results-focused approach and motivates continued innovation.

Sure, change is tough. But just like that kid who kicks the ball straight toward the goal, sometimes a little spontaneity and a focus on the end game can score big. So, let’s shake things up, embrace a results-focused approach, and watch as innovation and engagement take us to new heights. After all, who doesn’t love a good success story with a few surprising twists along the way? 
Greg Sepeda was formerly chief engineer and vice president of operations at Sigma Consulting Group, Inc. (a Waggoner Company). Connect with him on LinkedIn."
      },
    
      {
        "title": "Entrepreneurial mergers and acquisitions",
        "author": "Zweig Group",
        "date": "2024-10-06",
        "url": "/blogs/news/entrepreneurial-mergers-and-acquisitions",
        "summary": "
  

Successful mergers and acquisitions require an entrepreneurial mindset focused on growth, branding, and value creation.
There is a tremendous interest in mergers and acquisitions in our industry. More and more private equity is flowing into our industry every day, and the professional service providers that support these transactions are gaining more experience in all of the mechanics of how to do and finance these deals.
That said, if one thing is lacking in so many of those advisors, it is a true understanding of entrepreneurship. The whole idea behind entrepreneurship is about creating value that can be extracted on exit. What creates value? A high revenue growth rate is number one. And having a brand that makes the phone ring and emails come in without outbound sales is another. That brand in turn supports higher prices and makes the firm better able to weather the comings and goings of people versus individuals you hire bringing or taking your business with them. Recurring revenue streams are yet another big value driver. More of that is better than all individual project-driven revenue.
Valuations using multiples of historic EBIT are fine for steady state companies that are flat or barely growing. But for growth companies with a real brand, the EBIT that matters is projected future EBIT based on two things. One, revenue growth rate. And two, what kinds of overhead savings can be realized in the selling company if they become part of the buying company. That will give you an entirely different set of numbers.
Buyers who do enough of these deals with high growth companies that have a real brand soon figure out that they then take on all of the characteristics of the companies that are under their umbrella. Then the whole thing has incredible value because the acquirer has proved they can buy and integrate other companies successfully and are therefore what is called a “platform” company by the private equity crowd. Platform companies are the most valuable ones. And by the way, don’t get too hung up on internal growth versus acquired growth. Who said internal growth is more highly valued? I don’t think you will find the evidence to support this commonly-held misconception.
I don’t believe most people in our business really understand the valuations that are possible today IF you have a growth engine/platform company. Just this week I spoke with an old client of mine whom I have known for 35 years and is receiving a sizable PE investment based on a $1 billion plus valuation of his company. That is billion with a “B.” These kinds of numbers were unheard of 10 years ago. I honestly laugh when people say you can’t make money in our professions/industry. I always think to myself, “YOU can’t make money, but that doesn’t mean someone else can’t!”
The opportunity is tremendous. But make sure if you get into this stuff you find the right advisors who not only know the technical aspects of how to do these deals, but who also understand the big picture aspects of entrepreneurship and what is going to create the most value for you in the future. Learn about Zweig Group’s Transition consulting services here.
Mark Zweig is Zweig Group’s chairman and founder. Contact him at mzweig@zweiggroup.com."
      },
    
      {
        "title": "Boost your business with social media",
        "author": "Zweig Group",
        "date": "2024-10-06",
        "url": "/blogs/news/boosting-b2b-growth-with-social-media",
        "summary": "
 
When employees actively promote themselves, their projects, and their expertise, they enhance their professional credibility and elevate your company’s reputation.
Social media has become an essential tool for B2B, or business-to-business, companies looking to expand their reach, build brand awareness, and engage with potential clients. At its core, social media offers a unique platform for businesses to showcase their expertise, share valuable content, and foster meaningful connections. Leveraging social media can revolutionize your B2B sales strategy; involving your staff in these efforts is crucial.
Why is social media important when it comes to business development? Well, contrary to what you may think, social media is not for you or your leadership. It’s actually for those you’ve met along the way and those you’ve yet to meet, i.e., former and future classmates, colleagues, and clients! Social media platforms provide unparalleled opportunities to reach a wider audience. Unlike traditional marketing methods, social media allows businesses to target specific demographics and industries, ensuring your content reaches the right people. Platforms like LinkedIn are tailor-made for B2B interactions, allowing you to connect with industry leaders, potential clients, and other businesses.
It is a significant tool to help build your professional brand and emphasize your firm’s existing brand. Additionally, it’s a great recruiting tool and can expand your reach as a thought leader and subject matter expert. Building brand awareness and credibility is another significant advantage of social media. Consistent and authentic activity on social platforms helps establish your company as a thought leader in the industry. Sharing insightful articles, engaging in industry discussions, and showcasing your company’s achievements can significantly enhance your brand’s reputation.
In the current social climate, faceless brands are out. Don’t believe me? Take a look at how many followers CEOs of some major U.S. corporations have versus their companies – Apple, Tesla, Facebook, and Microsoft, for example. I’ll wait. The fact is, people want to follow people.
Involving staff in social media efforts is invaluable for numerous reasons. When employees promote themselves, their projects, and their personal brands to their networks, it enhances their professional credibility. It positions them as thought leaders and subject matter experts in their respective fields. This visibility can significantly elevate the company’s reputation as a hub of industry expertise and innovation. Showcasing the knowledge and achievements of your team fosters a culture of excellence and attracts like-minded professionals. This can be a powerful tool for recruitment, as potential candidates often seek to join organizations recognized for their expertise and led by influential industry figures. Social media thus becomes a dual-purpose platform, enhancing brand visibility and serving as a magnet for top talent.
Leveraging social media is no longer optional for B2B companies; it is a necessity. It offers unparalleled opportunities to expand your reach, build brand awareness, and engage with potential clients. More importantly, involving your staff in social media efforts can amplify these benefits. When employees actively promote themselves, their projects, and their expertise, they enhance their professional credibility and elevate your company’s reputation as an industry leader. This approach not only builds a strong, credible brand but also attracts top talent, creating a cycle of continuous growth and innovation. Embrace the power of social media and watch your B2B sales strategy transform, paving the way for a future filled with opportunities and success! 
Bob McGee serves as associate vice president and director of marketing and corporate communications for Pennoni. Connect with him on LinkedIn."
      },
    
      {
        "title": "Embracing data democratization",
        "author": "Zweig Group",
        "date": "2024-10-06",
        "url": "/blogs/news/embracing-data-democratization",
        "summary": "
 
As data proliferates at an exponential rate, firms are increasingly recognizing the importance of leveraging data to enhance decision-making and creative processes.
The growth of technology has created a significant increase in data, sparking a heightened interest in data-informed decisions within fields like architecture and design, where there hasn’t traditionally been an emphasis. Data is crucial for decision-making in any industry, yet its potential remains untapped if only a limited number of people know how to access and interpret the information. To address this, data democratization has emerged as a leading global trend in the data industry.
So, what exactly is data democratization? This initiative aims to ensure that everyone can access and utilize data to make informed decisions. It involves two primary aspects:

Increasing access to data.
Enhancing data literacy.

Both of these elements have a unique application to architects and designers.
The juxtaposition of data and design. In an industry predominantly oriented toward visual thinking and creativity, the concept of data analysis might not seem applicable. During a presentation where data is displayed traditionally as a table, designers will likely find their minds wandering unintentionally since numbers aren’t as intuitive to them as visual elements. Design and data often speak different languages and don’t easily talk to one another. However, the results can be profoundly impactful when successfully integrated – design influencing data visualizations and data informing design decisions.
Figures 1 and 2 below show a comparison of the same information: one version uses numerical data in a table, and the other presents it visually.



Increasing access through visualization. Increasing access to data in the design world often relies heavily on data visualizations. Translating data into a visual representation helps dismantle the barriers associated with traditional data presentation methods such as tables. Data storytelling also plays an important role by highlighting the meaning behind the numbers. This is where the true value exists and will resonate with project teams as they connect the dots between data, design, and project outcomes. Once data is presented in a user-friendly format, technology plays a critical role in facilitating access to the information.
Cultivating data literacy. It’s not enough to simply increase access to data. Individuals must also understand how to interpret and apply these insights effectively in their decision-making processes.
The first step is familiarizing staff with the types of data and data sources they encounter daily, often without realizing it. Data extends beyond just numbers and encompasses both quantitative and qualitative elements used by designers on a regular basis.
Some of the best sources for quantitative data are programming documents, which detail the types, quantities, and sizes of spaces. This data is incredibly informative and valuable during client discussions about spatial requirements for different functions.
As a firm that focuses on serving our communities, we collect substantial qualitative data. Posters full of sticky-notes from a community engagement event (figure 3) or responses from a questionnaire distributed to university students both yield incredibly valuable insights into what matters most to those for whom we are designing. These examples are great sources of qualitative data (figure 4) that our project teams use to inform design decisions.


Starting with data types that architects and designers already use in everyday work helps them comfortably transition to more complex data processes. Layering on the data analysis process to data they are already familiar with will isolate the new content, more effectively educating them on how to collect, analyze, and communicate data.
The next step is to expand these practices to additional data sources within the firm. There are endless opportunities for what we could be doing with data that I’m really excited about. As a data analyst, my goal is to help others recognize this potential and integrate data into their projects with a newly instilled confidence in their ability to collect, analyze, interpret, and apply data.
Data democratization is data empowerment. Building designers’ confidence with data analysis will empower them to more consistently integrate it into the design process. Designers and architects are incredibly creative, and weaving in data-informed insights with their creative ideas can yield powerful results. 
Emily Gaines is a business analyst and strategist at Hanbury. Connect with her on LinkedIn."
      },
    
      {
        "title": "M&A Weekly Activity Report for 9/30/24 - 10/6/24",
        "author": "Katelyn Dover",
        "date": "2024-10-04",
        "url": "/blogs/news/m-a-weekly-activity-report-for-9-30-24-10-6-24",
        "summary": "
Zweig Group is the leading AEC Industry advisory service provider. We blend industry and sector knowledge with experience across the M&A lifecycle to help you capture value for shareholders. Reach our Mergers & Acquisitions Advisory team here.
 
Domestic Transactions:

9/26/2024Carrier Johnson + CULTURE (San Diego, CA), an architecture, interiors, landscape, planning, and graphics firm, merged with Communita | Atelier (Seattle, WA), a sustainable landscape architecture services firm. Read More.
 
9/26/2024Wimberly Allison Tong & Goo (WATG) (Tustin, CA), an architecture firm, acquired SOSH Architects (Atlantic City, NJ), an architecture firm focused on the hospitality, gaming, and entertainment sectors. Read More.
 
9/26/2024Global transportation technology firm, Neology (Carlsbad, CA), acquired P Square Solutions (Mount Laurel, NJ), a tolling services and technology firm, creating a new business division called “Neology PSquare.” Read More.
 
9/26/2024Investment firm KKR (New York, NY) entered into an agreement to sell geohazard mitigation solutions and roadway safety firm GeoStabilization International (Westminster, CO) to private equity firm Leonard Green & Partners (Los Angeles, CA). Read More.
 
9/27/2024H2M (Melville, NY) (ENR #220), a multi-disciplined professional consulting and design firm, acquired environmental firm CA RICH Environmental Consultants (Plainview, NY). Read More.
 
9/30/2024CoolSys™ (Brea, CA), a firm that provides sustainable refrigeration, HVAC, energy, and engineering solutions, acquired mechanical engineering firm, Mechanical Engineering & Construction Corporation (Catonsville, MD), with expertise in institutional, commercial, industrial, and government projects. Read More.
 
9/30/2024Employee-owned industry leader Terracon (Olathe, KS) (ENR #18) acquired environmental planning and cultural resource management services firm Metcalf Archaeological Consultants (Golden, CO). Read More.
 
9/30/2024Leader in the design and management of complex transportation, land development, water resources, and energy projects, David Evans and Associates (Portland, OR) (ENR #109), acquired TranTech Engineering (Bellevue, WA). Read More.
 
10/1/2024Multi-disciplined industrial engineering design firm Innovae (Centennial, CO), joined industry leader IMEG Corp. (Rock Island, IL) (ENR #52). Read More.
 
10/1/2024In its second deal of the week, IMEG Corp. (Rock Island, IL) (ENR #52) merged with engineering firm Atlantec Engineers (Raleigh, NC), serving the commercial, healthcare, sports and recreation, housing, and historic renovation and restoration markets. Read More.
 
10/1/2024In their seventh deal this year, LJA Engineering (Houston, TX) (ENR #67) acquired Gonzalez-Strength & Associates (Birmingham, AL), an engineering, surveying, planning, and design firm. Read More.
 
 
10/1/2024Lochmueller Group (Evansville, IN) (ENR #361), a survey, planning, engineering, and environmental firm, acquired Multatech Engineering (Fort Worth, TX), a civil design and construction administration services firm with experience in railroad infrastructure, transportation, and municipal design. Read More.
 
10/1/2024Surveying, civil engineering, and architecture services firm, Wightman (Benton Harbor, MI), acquired surveying firm Mitchell & Morse Land Surveying (South Haven, MI). Read More.
 
10/2/2024Engineering firm DeSimone Consulting (New York, NY) (ENR #241) acquired structural engineering firm MER Engineers (Dayton, OH), specializing in tilt-up and precast concrete building projects. Read More.
 
10/2/2024Civil Design & Engineering (Phoenix, AZ), a civil engineering and construction management firm, acquired engineering and surveying services firm Mogollon Engineering & Surveying (Flagstaff, AZ). Read More.
 
10/3/2024SLR (Aylesbury, UK), a global environmental and advisory consultancy, acquired Malk Partners (New York, NY), an environmental, social, and governance (ESG) advisory firm specializing in sustainability management services. Read More.
 
10/3/2024RESPEC (Rapid City, SD), an innovative geoscience, engineering, and technology firm, acquired EARTHRES (Pipersville, PA), an engineering and environmental services firm serving private and public clients across the energy, mining, solid waste, and environmentally regulated sectors. Read More.
 
10/3/2024Godspeed Capital Management (Washington, D.C.), through its transportation-focused engineering platform Infrastructure Consulting & Engineering (West Columbia, SC) (ENR #205), acquired engineering firm Robert G. Campbell & Associates (Knoxville, TN). Read More.
 
 
International Transactions:
 
9/27/2024Oil and gas services firm PROPEL GLOBAL BERHAD (Kuala Lumpur, Malaysia), proposed the acquisition of the remaining 39% stake in Best Wide Engineering (Kuala Lumpur, Malaysia), a firm specializing in engineering, procurement, construction, and commissioning (“EPCC”) services. Read More.
 
9/30/2024Veriflo (East Malling, UK), a specialist provider of asset verification, inspection, and validation services to the water infrastructure sector, joined Celnor Group (London, UK), a group of companies that offer services in the testing, inspection, certification, and compliance (TICC) arena. Read More.
 
10/1/2024Surveying, cost, and project management services firm, Johnston Houston (Belfast, UK), joined Drees & Sommer (Stuttgart, Germany), a firm that offers consultation and implementation services for the real estate, industrial, energy, and infrastructure sectors. Read More.
 
10/1/2024Specialist in risk management and environmental consulting services, TÜV Rheinland (Cologne, Germany), acquired Safetec Nordic (Trondheim, Norway), a firm that offers risk management, environmental services, and asset performance. Read More.
 
10/2/2024Colliers International (Toronto, Canada), through its engineering platform Englobe (Quebec City, Canada), acquired engineering consulting firm Goodkey, Weedmark & Associates (Ottawa, Canada). Read More.
 
10/2/2024Civic (Manchester, UK), an engineering, geotechnical and geoenvironmental, and archaeology and heritage services firm, acquired New Practice (Glasgow, UK), an architecture and planning firm. Read More.
 
10/3/2024Attexo (Fortitude Valley, Australia), a provider of advisory and environmental services to the renewable energy sector, joined APEM Group (Manchester, UK), an environmental and geospatial services firm. Read More.
 
 "
      },
    
      {
        "title": "Future-proofing leadership",
        "author": "Zweig Group",
        "date": "2024-09-29",
        "url": "/blogs/news/future-proofing-leadership",
        "summary": "
 
Six skills to succeed for the next five years in an AI-driven world.
As our AEC industry runs the marathon toward an AI-dominated future, the skill set required for firm leaders is evolving at an unprecedented pace. The next five years will bring challenges and opportunities that demand a radical shift in leadership approaches. The integration of AI into everyday business processes will not only redefine how firms operate but also who leads them. Leaders who can adapt, innovate, and inspire will thrive in this brave new world.
To prepare, today’s leaders must cultivate several essential skills that will become non-negotiable in the near future, including:


Openness to difficult conversations. One of the most significant challenges AI brings to the AEC industry is the disruption of established norms. From automating tasks once thought to be the sole domain of human expertise to introducing ethical quandaries around data use and privacy, AI will force firm leaders to navigate uncharted waters. This environment requires a leader who is not only comfortable with difficult conversations but seeks them out.Difficult conversations are no longer just about navigating interpersonal conflicts – they now encompass discussions about AI ethics, job displacement, and the equitable distribution of technological benefits. Leaders who can engage in these conversations transparently and constructively will build trust with their teams and stakeholders, creating a culture where innovation can flourish without fear of retribution or resistance.

Understanding new levels of risk and mitigation. AI’s influence on risk management is profound. On one hand, AI can enhance risk assessment by analyzing vast datasets to predict potential issues before they arise. On the other, it introduces new risks – such as algorithmic bias, cybersecurity threats, and the unpredictability of autonomous systems – that leaders must be prepared to address.AEC leaders must develop a keen understanding of these new risks and how to mitigate them. This involves staying informed about the latest advancements in AI technology, engaging with experts who can provide insights into emerging threats, and developing robust strategies to protect both the firm and its clients. Proactively addressing AI-related risks will not only safeguard the firm’s reputation but also position it as a leader in responsible innovation.

Mentorship and talent development. As AI transforms the AEC landscape, the role of mentorship becomes more critical than ever. Leaders must be committed to nurturing the next generation of talent, equipping them with the skills and knowledge they need to succeed in an AI-driven world. This goes beyond technical training; it involves fostering a growth mindset, encouraging creative problem-solving, and instilling a sense of ethical responsibility.Mentorship in the age of AI also means preparing younger professionals for roles that do not yet exist. Leaders must help their teams navigate ambiguity and uncertainty, guiding them through the complexities of integrating AI into their work. By investing in mentorship, leaders ensure that their firms remain competitive and innovative, with a workforce ready to tackle the challenges of the future.

Focus on flexibility and change management. The pace of technological change right now is unimaginable. AEC leaders must be flexible, adaptable, and capable of leading their firms through constant change, both seen and unseen, preparing for a future that we simply can no longer predict. This requires a deep understanding of change management principles and the ability to implement them effectively.Leaders must be prepared to pivot quickly in response to new developments, whether it is adopting new AI tools, adjusting business models, or rethinking project delivery methods. Flexibility also means being open to experimenting with new approaches and learning from failures. By fostering a culture that embraces change, leaders can ensure their firms remain resilient and relevant in a rapidly evolving industry.

Cultivating creativity and true innovation. AI has the potential to unlock unprecedented levels of creativity and innovation in the AEC industry. However, realizing this potential requires leaders who can think outside the box and encourage their teams to do the same. True innovation goes beyond incremental improvements; it involves reimagining how projects are designed, managed, and delivered.Leaders must be willing to challenge conventional wisdom and take calculated risks to explore new possibilities. This might mean experimenting with AI-driven design tools, exploring new materials and construction methods, or rethinking the entire project lifecycle. By fostering a culture of creativity, leaders can position their firms competitively, setting the stage for long-term success.

Transition of leadership and trust in the younger generation. As the industry evolves, so too must its leadership. The coming years will see a significant transition as older leaders retire and younger professionals step into leadership roles. This transition presents an opportunity for firms to infuse fresh perspectives and innovative ideas into their leadership teams.However, successful leadership transition requires trust. Older leaders must be willing to empower the next generation, providing them with the support and autonomy they need to lead effectively, especially in a business environment that looks nothing like it did even 10 years ago. This also means recognizing that younger leaders may approach problems differently, particularly with their deepening understanding of AI and digital tools. By fostering intergenerational trust, firms can ensure a seamless leadership transition and continued growth.

Looking ahead, AEC leaders must adopt a techno-optimist philosophy. This mindset embraces the potential of AI and other technologies to drive positive change, rather than viewing them as threats. By seeing AI as a tool for enhancing human capabilities rather than replacing them, leaders can inspire their teams to leverage technology for the greater good.
Despite the power of AI, human oversight remains essential. Leaders must establish roles that ensure AI is used ethically and responsibly, with humans in the loop to guide decision-making. This approach will help mitigate risks associated with AI, such as biases in algorithms or unintended consequences, and maintain the trust of clients and the public.
Finally, AEC leaders must foster a community that encourages experimentation. In a rapidly changing world, firms must be willing to try new things, learn from failures, and iterate quickly. By creating an environment where experimentation is valued, leaders can drive continuous improvement and innovation, keeping their firms at the forefront of the industry.
In this new era, the true leaders will be those who recognize that while AI can accelerate progress, it is human wisdom, creativity, and vision that will define the ultimate value of every project and elevate the entire industry.
You might’ve noticed that I like to visualize AI as a marathon. This marathon is in the shape of a mobius strip, so you don’t know the route, and that route is always changing. You don’t know your pace. You don’t know if other runners are ahead of you or behind you. Sometimes you feel upside down. Sometimes you feel like you’re back at square one. You most likely are blindfolded. And there is no finish line. As tiresome as this sounds, you cannot sit out the race. If you would like AI training or consulting for your firm, I can help you get started and moving forward. Reach out to me at kkautz@zweiggroup.com.
Kristin Kautz, CPSM is Zweig Group’s artificial intelligence (AI) consultant and trainer. Learn more about Kristin here."
      },
    
      {
        "title": "Addressing generational differences",
        "author": "Zweig Group",
        "date": "2024-09-29",
        "url": "/blogs/news/addressing-generational-differences",
        "summary": "
 
Team leaders can more effectively manage employees of all ages through strategic communication practices.
Everyone seems to be talking about generational differences and conflicts. Don’t believe me? Simply conduct a quick Google search for news stories, journal articles, blogs, comedy routines, and memes on the subject, and you’ll find an overwhelming rabbit hole of opinion and conflicting viewpoints.
True, the validity of so-called “generational cohorts” (as they’re called) is debated among scholars. But it does stand to reason that there would be some conflict among members of different generations. After all, various generations have had contrasting experiences in their childhoods, coming-of-age years, young adulthood, and beyond. Each generation played with very different toys, enjoyed very different movies and music, used very different technology (or lack thereof), and even watched very different historical events play out on very different media.
Some argue these differences have led to contrasting values – particularly when it comes to the workplace. For example:


Baby boomers (born and raised between the late 1940s and 1960s) have been observed to prize efficiency and a life centered around a stable nine-to-five job.

Gen X, born in the mid-1960s to the late 1970s, tends to prize independence and work-life balance, often citing their own “latch-key kid” upbringing as the source of their values.
The millennial cohort grew up roughly from the early 1980s to the mid-1990s. They emerged from high school and college with new technology and social media at their fingertips. In the workplace, this cohort has been described as progressive, empathetic, eager to learn new skills, and highly communicative.
And then there is Gen Z. Born between the late 1990s and 2010, they’ve grown up in a globally connected digital world. They also endured a global pandemic and experienced interaction with the world via Zoom during their formative years. When it comes to the workplace, they value flexibility, collaboration, and teamwork. They expect management to demonstrate empathy and emotional intelligence. Gen Z prioritizes mental health and rest, and they value authenticity and the rising “gig economy.”

Of course, I’m generalizing here, based on hundreds of think pieces, articles, blogs, and research studies. Some researchers even say perceived generational differences are a moot point when it comes to a satisfying work life experience.
On the other hand, the interest in how different generations function at work speaks to the need for team leaders, managers, and CEOs to think about the same concepts that I share with our clients about writing and overall communication in the business world:


Know your audience. Savvy leaders know that real leadership is about empowering employees to do their best work. The modern workplace has become a melting pot of ideas and norms, of varying values and expectations – regardless of the year employees were born or received their first cell phone. So why wouldn’t you dig deeper to find out what makes the team tick? Find out what tools they need. Set concrete standards about what you need from them, rather than arbitrary expectations. Observe which character traits they value and inspire them by mirroring those same qualities as you hone your own leadership skills.

Minimize any chance of misunderstanding. Effective leadership is also about clear and concise communication with your team. Whether via emails, through reports, or in face-to-face meetings, choose words that have concrete meaning, rather than those that are open to interpretation. Avoid metaphors that may only be understood by those whose life experience mirrors your own. Realize that certain phrases, expressions, pop culture references – and yes, even emojis – will inevitably mean different things to different members of your team.

Consider your tone. The best communication strategies center on keeping your messages simple and direct. At the same time, be aware of how your tone may be interpreted – especially in written communication. Keep in mind that how you phrase instructions, relay feedback, and pose requests really does matter when it comes to morale and team building. As Aristotle once taught, all communication involves persuading the receiver of something. Think about how you want your team to perceive you and the workplace culture you’re creating, and then act accordingly.

As leaders brace for older generations entering their retirement and watch new cohorts enter the workforce every day, new challenges will inevitably arise. But concise communication tools and a strategic approach to understanding your team will go a long way in creating efficient and satisfying work environments where people of all ages feel successful.
Sarah R. Adams-Slominski, M.A. is an executive consultant for Hurley Write and the co-host of The Writing Docs podcast. Connect with her on LinkedIn. For more information, visit hurleywrite.com."
      },
    
      {
        "title": "Competent financial management",
        "author": "Zweig Group",
        "date": "2024-09-29",
        "url": "/blogs/news/competent-financial-management",
        "summary": "
 
This person is at the core of what makes your business successful, however not all financial managers are competent.
As someone who has been an entrepreneur since I was a little kid and started businesses and grown them and bought businesses and sold them, and who teaches entrepreneurship at a major business college, I have always liked the architecture and engineering business because it doesn’t take much to start one of these firms. All you really need is a skill, along with a computer and a client, and voila – you can be in business! That’s great!
As long as your personal overhead isn’t too high, and your client pays their bills, you have the foundation for a business you can build on. But as the years go by, and the business grows with new clients and new people, financial management becomes a bigger and bigger issue. Not all of those clients pay their bills promptly, and cash flow becomes more critical. A line of credit is often necessary and banking relationships become more important to you. The firm becomes valuable, and other employees are added as owners. Leases have to be taken on for equipment and space – maybe a building is even acquired for office space. The accounting system has to be rethought, and information on projects and the business becomes more and more important. Bills have to go out faster and be collected sooner. Overhead increases constantly. Things start to get a lot more complicated.
That’s when you find yourself in need of a competent financial manager – someone who can deal with all of this stuff and make sure you have the capital you need to operate and grow the business. And someone who can take care of all of the business stuff no one else wants to deal with, or has the knowledge to deal with.
The problem is not all financial managers ARE competent. I have worked with a lot of them – really good ones and really bad ones. The bad ones make lots of little mistakes. Their spreadsheets have errors that they don’t see (and they should). They give you too much information and cannot discern what’s most important. They see themselves as reporters of results versus generators of results. That means they are waiting for everyone else to do their job. They don’t know how to work with banks to maximize available credit before it is needed. They don’t understand capitalization and ownership transition and how to raise more capital and finance ownership buybacks. They don’t understand what makes the company more valuable. They don’t understand the tax implications of various decisions. They don’t know how to get landlords to pay for buildouts. They don’t know how important it is to get the owners of the business off any personal guarantees or pledging of other assets they may have for collateral for loans. I could go on here but you probably get the idea.
If I am looking for a top-level financial manager, I am looking for someone who is going to be functioning as a real partner in the business, whether or not they actually become an owner in it. I want someone who is highly engaged and that I will be talking to a lot every day throughout the day – someone with broad-based business knowledge who understands service businesses, cash flow, and working capital really well. I expect accuracy in all things and especially any reporting, because anything less calls into question all of our reporting and jeopardizes our credibility with lenders, investors, and employees. People like this ARE out there. They won’t be the cheapest and they may want to become an owner. Maybe a little grey hair can be valuable, too, for the person in this role. They won’t all be young folks with CPAs and MBAs from Ivy League business schools, either. They could be someone with a bachelor’s degree from a state school who worked their way through college. They have to be highly engaged and involved in everything.
The right financial manager is invaluable. He or she will make your job easier, less stressful, and more fun. So what do you think? Do you have the right person in the job or is it time to make a change? And if you do need to make a change, do you have the courage to confront the problem or are you just going to let it go on? Let me know your thoughts! 
Mark Zweig is Zweig Group’s chairman and founder. Contact him at mzweig@zweiggroup.com."
      },
    
      {
        "title": "The subtle art of cloning yourself",
        "author": "Zweig Group",
        "date": "2024-09-29",
        "url": "/blogs/news/the-subtle-art-of-cloning-yourself",
        "summary": "
 
Delegation is crucial for growth, helping managers shift from doing the work themselves to empowering others effectively.
As AEC professionals develop in their career, there inevitably comes a crucial pivot point where the job transitions from “doing the work yourself” to “doing through others.” Moving up the ranks into a management role (whether project, personnel, or firm related) is a common path, but most of us enter this period with little training on how to handle the role effectively. We also don’t talk enough about why this can be such a struggle.
Consider this: You’ve been a high performer for years as a young professional, putting out excellent work on schedule and on budget. As a result, you’re rewarded with a promotion to a management role, and your success now has nothing to do with you producing awesome work. You’re expected to help others produce awesome work, so the thing that made you special no longer makes you special. Talk about an identity crisis! This conflict of self-worth underlies many of the struggles that new managers have with delegation but make no mistake: delegation is crucial to you and your firm’s future success. The most common reasons I hear against delegation include:


I can do it faster myself. Your years of practice have turned you into a finely honed machine. If you can do a task in one hour that would take someone else three hours, why on earth would you hand that off?

I know it will be correct if I do it. In addition to the extra time someone else would take, you’ll have to spend time checking their work (maybe more than once!).

I don’t want to over-burden my team. Work-life balance has (rightfully) taken on greater importance in recent years, and any good manager wants to make sure they aren’t driving their team too hard.

All those reasons lead managers to just do the work themselves. In the short-term this can feel like the right answer. After all, it’ll be faster, more accurate, cost less, and keep others from getting burned out. From a long-term perspective though, this way of thinking can cause tremendous harm for you, your team, and your company. Mastering the art of delegation allows you to take what has made you special and replicate it throughout the firm, providing a boost in three key ways:


Time. There aren’t enough hours in the day for you to do it all. Delegating work to others can help prevent your own burn out, and allows you to…

Focus. Delegating work that can be done by others will allow you to focus on the work where you provide unique value and contribution. As Michael Hyatt says in his book Free to Focus, “Delegation means focusing primarily on the work only you can do by transferring everything else to others who are more passionate about the work or proficient in the tasks.” Focusing on your unique areas of strength and value will ultimately facilitate…

Growth. If the people under your care are not growing in their skills and abilities, then you aren’t able to grow in yours, which could stifle the growth prospects of the whole firm. When talking about company growth, most firms focus heavily on the revenue portion of the equation, without sufficiently scrutinizing the development of talent required to perform on the increased revenue.

Effective delegation throughout the firm is like a skeleton key that unlocks the firm’s ability to grow, individuals to develop their skills, and young managers to better balance their work and personal lives. So where to begin? Here are some tips to get you started:


If someone can do a task 80 percent as well as you can, hand it off immediately. Too often we hold out for perfection, but that’s an unrealistic framework. Trust the person to do the work, be patient as they work out the kinks of that last 20 percent, and be flexible on the execution; they might think of even better ways to do the task!

Teach the process so you can delegate the outcome. For someone performing a task for the first time, have the patience to walk them through your processes and check in at appropriate milestones along the way. While at first this can seem like micromanaging, once they understand what they’re doing and why your oversight can dial down, and they can take full responsibility for the outcomes.

Know where you provide unique value. Identify the aspects of your job and role that are unique to you, focus your time and energy on those, and find ways to delegate the rest. You might enjoy designing in Revit, but there are likely several people in your firm capable of serving that function.

Delegation is a classic example of something that is simple but not always easy. There is no time like the present to develop this skill for yourself, so that you can unlock the full potential of the firm and the talent in your charge. You’re great at what you do; finding ways to clone those traits in others is like the rising tide that lifts all boats. Good luck! 
Morgan Stinson is chief operating officer at EEA Consulting Engineers. Contact him at morganstinson@eeace.com."
      },
    
      {
        "title": "Ten tips to mitigate scope creep",
        "author": "Zweig Group",
        "date": "2024-09-29",
        "url": "/blogs/news/ten-tips-to-mitigate-scope-creep",
        "summary": "
  

By understanding and addressing the factors that contribute to scope creep, project managers can mitigate its impact.
Engineering consultants see it all too often. An agreed upon project scope expands as the project progresses, putting strain on time and resources. Uncontrolled or unauthorized changes to a project scope can easily compromise a project’s overall success or sour relationships among clients and consultants. At the very least, failing to properly manage project scopes results in a consistently lower return on effort and investment for consultants. Recognizing the specific patterns that lead to a wandering scope allows us to address the situation early and adhere to project targets.
It’s usually just a few small changes – no big deal, right? Slight additions or alterations seem harmless in isolation, but the cumulative effect of these frequent changes takes a toll on project resources, and the resulting impact can lead to distrust or unease among stakeholders. Expanding project requirements without amending the contract increases consultant workload while compensation and timeline remain unchanged. This strains project budgets and may also pull resources from other projects, compress timelines, and compromise the quality of work completed.
How do we end up in this situation in the first place? Scope creep is not all created equal, and it’s not always preventable either. Most often, unexpected changes in project requirements can be traced back to inadequate planning, insufficient communication, failure to implement or uphold change control processes, or legitimate changes in project circumstances. When one or more of these factors exists, it provides opportunity for a scope to drift out of control.
How do we recognize and stop scope creep? Clarity is king when considering potential scope changes. A thorough understanding of project details and clear communication among all parties in the initial phases sets the tone for the duration of the project. When all parties know what is included and not included in the scope, changes can be easily recognized. Establishing change management policies upfront provides a structured process to address future scope changes.
As the project progresses and scope changes emerge, maintaining open communication regarding the project status among all parties is imperative. Project managers should follow change management procedures to assess the necessity, impact, and feasibility of scope changes without delay. With clarity in expectations and procedures, everyone can work in unison to achieve the project goals.
Here are my top 10 tips to mitigate scope creep:


Your approach matters. Respectfully approach the client openly and honestly about the situation. Avoid phrases or renouncing terms like “We are not completing another task until you provide a supplement.”

Do your homework. Never approach a client with a supplement request for additional scope without confirming that the task was not included in the scoping document, contract language, or applicable client manual.

Don’t waste time. Addressing scope creep can be uncomfortable at times; however, avoiding this conversation could lead to a worse outcome. In certain cases, supplements can take time to process. Delaying the discussion could lead to overall project delays.

Clients make mistakes too. Our industry is fast paced. Engineers have a lot on their plates. This includes client contract and project managers. A client’s request for additional work can be made unknowing of the fact that it wasn’t included in the original scope of services.

A detailed scope is invaluable. Spend the front-end project time to clearly define scope, assumptions and exclusions. Your scoping documents should become more detailed each year as you learn from past mistakes.

Additional fee is not the only solution. Keep an open mind when discussing the requested additional work. To the client, it may be of higher value than tasks in the executed contract, and additional fee may not always be available for new tasks. If scope is changed, be sure client acceptance is in writing.

Be a team player. The stakeholders, owner, client and consultant are a team with a shared goal of successful project completion. Being a team player and creating solutions to scope creep will be remembered by clients and may lead to future selections.

Prepare an estimate. When an out-of-scope request is made, price it. Telling a client that an additional request is out of scope will typically lead them to ask, “How much will it cost?” When high-level estimating, be conservative, identify key assumptions, and add contingency.

Don’t be surprised. Projects rarely go precisely according to plan. Additions and variations to scope are normal. Project success relies on how you react and adapt to them.

Not all scope creep is created equal. Too often, scope creep gets a bad rap. When handled properly, it can lead to higher project revenue, more comprehensive designs, and better client-consultant relationships. Be open-minded and reasonable.

Won’t my clients be upset? Clients, consultants, owners, and stakeholders all benefit from clear expectations and properly organized projects. By understanding and addressing the factors that contribute to scope creep, project managers can mitigate its impact to ensure that projects are completed on time, within budget, and most importantly, to the desired quality standards. As an added bonus, strong communication and clear expectations yield the most collaborative and high-quality solutions – strengthening relationships with clients and bringing more work to your firm. 
Matthew Miller, PE, PLS is the Department of Transportation Market Lead at Prairie Engineers. Contact him at mmiller@prairieengineers.com."
      },
    
      {
        "title": "M&A Weekly Activity Report for 9/23/24 - 9/29/24",
        "author": "Katelyn Dover",
        "date": "2024-09-27",
        "url": "/blogs/news/m-a-weekly-activity-report-for-9-23-24-9-29-24",
        "summary": "
Zweig Group is the leading AEC Industry advisory service provider. We blend industry and sector knowledge with experience across the M&A lifecycle to help you capture value for shareholders. Reach our Mergers & Acquisitions Advisory team here.
 
Domestic Transactions:
9/20/2024Hennick & Company (Toronto, Canada), a private investment firm, completed a long-term strategic partnership with architecture, engineering, planning, and interior design firm LEO A DALY (Omaha, NE) (ENR #191). Read More.
 
9/24/2024Architecture firm, Baker Associates (Minneapolis, MN), who specializes in automotive dealerships, acquired Foundation Architects (Minneapolis, MN), a firm that designs dental and eye care clinics. Read More.
 
9/24/2024Architecture firm, Baker Barrios (Orlando, FL), acquired luxury hospitality interior design firm Parker-Torres Design (Sudbury, MA). Read More.
 
9/24/2024BluMetric Environmental (Ottawa, Canada), an environmental consulting and engineering cleantech firm, acquired Gemini Water (Gainesville, FL), a firm that designs, builds, installs, and commissions large-scale desalination and wastewater treatment systems using membrane-based technologies. Read More.
 
9/25/2024Air transportation design and engineering firm, BNP Associates (Denver, CO), received a strategic investment from private equity firm Godspeed Capital Management (Washington, D.C.). Read More.
 
 
International Transactions:

9/4/2024Pemba Capital Partners (Sydney, Australia), an investment management firm, partnered with Sequana (Sydney, Australia), a water-focused advisory and engineering specialist offering project and program management services. Read More.
 
9/20/2024Multinational conglomerate, Adani Group (Ahmedabad, India), operating in the energy, transportation, and mining industries, is set to acquire ITD Cementation (Mumbai, India), an Engineering, Procurement, and Construction (EPC) firm. Read More.
 
9/23/2024SLR (Aylesbury, UK), a global environmental and advisory consultancy, acquired environmental firm MacArthur Green (Glasgow, UK), specializing in delivering ecological and ornithological services to the renewable energy sector. Read More.
 
9/24/2024Global investment firm, KKR (New York, NY), acquired geospatial software developer IQGeo (Cambridge, UK), serving telecommunications, fiber, and utility operators. Read More.
 
9/24/2024OCU Group (Stockport, UK), an energy transition and utilities infrastructure services firm, acquired Purestream Industries (London, UK), a firm with expertise in water design and engineering, environmental process technology, and equipment. Read More.
 
9/25/2024Celnor Group (London, UK), a group of companies that offer services in the testing, inspection, certification, and compliance (TICC) arena, partnered with ecological survey provider Arbtech (Chester, UK). Read More.
 
9/26/2024Global consultancy firm, TRC Companies (Windsor, CT) (ENR #16), acquired Garanzuay Consulting (Dublin, Ireland), an advisory and implementation consulting firm focused on power system operations and optimization, control center operations, and electricity market transformation and operations. Read More."
      },
    
      {
        "title": "Zweig Group announces Tim Schroeder of Neumann Monson Architects as the recipient of the 2024 Jerry Allen Courage in Leadership Award",
        "author": "Zweig Group",
        "date": "2024-09-24",
        "url": "/blogs/news/zweig-group-announces-tim-schroeder-of-neumann-monson-architects-as-the-recipient-of-the-2024-jerry-allen-courage-in-leadership-award",
        "summary": "Zweig Group, the leading provider of consulting services, research, and education for the AEC industry, is proud to announce Tim Schroeder of Neumann Monson Architects as the recipient of the 2024 Jerry Allen Courage in Leadership Award, which recognizes outstanding leadership and exceptional achievements within the AEC industry. 
As president of Neumann Monson Architects since 2018, Schroeder has guided the firm through a transformative period. His 33-year career at Neumann Monson, which began as a summer intern, has positioned him to lead with a deep understanding of the firm's operations and challenges. His humble nature and collaborative leadership style empower his team to deliver excellence in client service, employee experience, and design quality.
Under Schroeder’s leadership, Neumann Monson Architects has achieved significant regional and national recognition, including 42 AIA Iowa Awards, 23 AIA Central States Region Awards, and 4 AIA National Awards. His commitment to fostering a culture of accountability and innovation is evident in the firm’s embrace of performance metrics such as Zweig Group’s Best Firm to Work For survey.
Schroeder's courage in leadership is best demonstrated in his ability to lead Neumann Monson through a period of organizational change, transitioning the firm from a founder-led to a purpose-led entity. His efforts have built a culture of trust, empowering staff to take ownership of the firm’s success. By establishing self-managed teams focused on design quality, client experience, and employee experience, Schroeder has fostered a firm-wide commitment to excellence and collaboration.
“Tim exemplifies the qualities of courageous leadership that the Jerry Allen Courage in Leadership Award represents. His commitment to innovation, transparency, and collective success has not only transformed Neumann Monson but has also had a profound impact on the AEC industry,” said Chad Clinehens, president and CEO of Zweig Group. “Tim’s leadership has positioned Neumann Monson as a national leader in design excellence and client experience, and his ability to navigate challenges with integrity and vision makes him a truly deserving recipient of this award.”
Schroeder's influence extends beyond his firm, with 30 national speaking engagements on topics such as client and employee experience, as well as his service on national AIA boards and design excellence juries. His contributions to the industry were recently recognized with his elevation to the AIA College of Fellows in 2023, the institute's highest honor.
The Jerry Allen Courage in Leadership Award is given each year to a leader in an architecture, engineering, planning, or environmental firm who has made tremendous impacts on their company through courageous leadership. The recipient is someone who has overcome obstacles to advance their firm to new levels of success.
For more information on the Jerry Allen Courage in Leadership Award, click here. "
      },
    
      {
        "title": "M&A Weekly Activity Report for 9/16/24 - 9/22/24",
        "author": "Katelyn Dover",
        "date": "2024-09-24",
        "url": "/blogs/news/m-a-weekly-activity-report-for-9-16-24-9-22-24",
        "summary": "
Zweig Group is the leading AEC Industry advisory service provider. We blend industry and sector knowledge with experience across the M&A lifecycle to help you capture value for shareholders. Reach our Mergers & Acquisitions Advisory team here.
 
Domestic Transactions:
 
9/12/2024MAROTTA/MAIN (Lancaster, PA), an architecture, interior design, and planning services firm, acquired Strosser Baer Architects (Sunbury, PA), an architecture and design firm focused on healthcare, higher education, and commercial markets. Read More.
 
9/13/2024Horrocks Engineers (Pleasant Grove, UT) (ENR #138), a civil engineering and infrastructure firm, acquired CRS Engineers (Salt Lake City, UT), a civil engineering firm offering GIS, environmental, water, transportation, and stormwater services. Read More.
 
9/16/2024Traffic & Mobility Consultants (Orlando, FL), a transportation planning and traffic engineering firm, acquired Propel Engineering (West Palm Beach, FL), a civil engineering firm specializing in highway design, traffic analysis, and structural design services. Read More.
 
9/16/2024Grace Hebert Curtis Architects (Baton Rouge, LA), an architecture and engineering firm, invested in Hastings+Chivetta Architects (Saint Louis, MO), a design and architectural firm focused primarily on the education market. Read More.
 
9/18/2024KCI (Sparks, MD) (ENR #56), an engineering, planning, and construction firm, acquired the construction management and inspection (CMCI) portion of Navarro & Wright’s Pennsylvania region (Mechanicsburg, PA). Read More.
 
9/19/2024Haley Ward (Bangor, ME) (ENR #459), an employee-owned engineering, environmental, and surveying consulting firm, acquired EDC (Port Saint Lucie, FL), a civil engineering, surveying, planning, and environmental consulting firm specializing in land development projects. Read More.
 
 
International Transactions:
9/9/2024Exponent (London, UK), Private equity firm, is bringing in LGT Capital Partners (Schwyz, Switzerland) as a lead minority investor to H&MV Engineering (Limerick, Ireland), a specialist in high-voltage (“HV”) electrical engineering and design for data centers and renewables. Read More.
 
9/13/2024Vysarn (West Perth, Australia), a water services firm, entered into a binding Share Sale Agreement (SSA) for the acquisition of CMP Consulting Group (Mulgrave, Australia), an infrastructure engineering firm focused on the water industry. Read More.
 
9/17/2024Leading CM/PM-for-Fee firm, MGAC (Washington, D.C.) (ENR #34), strengthened its UK presence with the acquisition of Flint + Partners (London, UK), a construction firm providing strategic advisory, project management, and cost management services. Read More.
 
9/17/2024Platform of companies, XPartners (Stockholm, Sweden), in the environmental and civil engineering industries, acquired construction project management firm, Aqvila (Aarhus, Denmark), a serving the life sciences sector. Read More.
 
9/17/2024Independent Design House Group (Kent, UK), a design and engineering firm, acquired Clarkebond (Briston, UK), a structural, civil engineering, hydrology, transportation, and environmental services firm. Read More.
 
9/18/2024Donald Insall Associates (London, UK), an architecture firm, merged with Ferrey & Mennim (York, UK), a historic architectural practice specializing in conservation, residential, and ecclesiastical projects. Read More.
 "
      },
    
      {
        "title": "Lessons from the emergency room",
        "author": "Zweig Group",
        "date": "2024-09-22",
        "url": "/blogs/news/lessons-from-the-emergency-room",
        "summary": "
  Empathy, clear communication, and attentive listening are crucial in building trust and improving client relationships in the AEC industry.
A recent tussle with illness (read: stomach bug) left me badly dehydrated with my kidneys freaking out. Everything is great now, but the episode required a couple of nights in the hospital. It was the first time in my 62 years that I’ve had a hospital stay since I spent the night with my mom when I was born. Seriously. Although I’ve been in emergency rooms as both a patient and a family member, I’ve always managed to escape to my own bed.
My interactions with medical professionals made me think about how we in the AEC industry relate to others as part of our jobs. Both require expertise, both require information, and both have one side of the conversation that doesn’t fully understand what’s going on. My experience made me think about how to have better interactions with our clients:


Be kind, be calm. Whether they’re dealing with emergencies or existing conditions, patients are usually nervous or apprehensive. For some, it’s a rare occurrence. Others have been there before, but there’s still a flutter in their stomachs. Every interaction I had with the hospital staff – ER nurses, CT technicians, physicians, etc. – was met with the same calmness and professionalism, which eased my anxiety. It showed me that they cared about how I was feeling and that they were there to help.As AEC folks, we should do the same with our clients. Let your professionalism and compassion show. Know that not every person understands how to finance a project or build their dream, so it’s your job to help them reach their desired end goal.

Ask questions, listen to the answers. It feels like you’re always answering questions during an ER or hospital stay. “What are we seeing you for today?” “What symptoms are you experiencing?” “How long have they been happening?” These questions are intended to allow medical professionals to drill down, determine what is actually happening and decide the proper course of action. Medical protocols are based on research and are highly formulaic. These personal interactions and the responses they elicit help determine the best course of action.The best interactions in the AEC realm begin with questions. We shouldn’t come into a situation thinking we already know the best course of action. A healthy discussion might show that our initial instincts were correct, but it might also show that there were desires or nuances that we hadn’t anticipated and are personal to the client.Ask and listen. Ask and listen again. Don’t come into a conversation thinking you already know the answers.

Watch the jargon. Medicine is full of technical terms that the average person might not understand. For medical professionals, those terms roll off the tongue without considering whether the patient knows what the heck they’re talking about. For example, my doctors were worried about my creatinine levels. Having never been in acute renal failure, I didn’t know what creatinine was or why it was an issue. So I asked, and they took the time to explain their concerns. Once I understood that, it gave me some idea of what was happening.Hoo boy, do we in the AEC space love our technical jargon. We throw around TLAs – three-letter acronyms – like a Shriner tossing candy in a Memorial Day parade. Too often, we think it conveys competence when all it does is fluster our clients. Take the time to explain what you mean. Don’t get all jargon-heavy. Listen to your explanations through your clients’ ears. It will lead to stronger interactions and better relationships.

Be empathetic. Everything in life comes with some level of anxiety. Some, like medical issues, come with more than others, like picking out a tile color. Still, the nature of any decision is it’s important to the person making it. Regardless of the magnitude of the issue, there are people who need to choose a course and are looking to you to help them on that path. Understand that, and use your knowledge and humanity to help them make a decision that meets their needs and is best for all involved. That’s what it’s about after all, right? 

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": "More marketing involvement",
        "author": "Zweig Group",
        "date": "2024-09-22",
        "url": "/blogs/news/more-marketing-involvement",
        "summary": "
  
AEC firms that restrict their marketing leader’s role greatly impact their success and that of the company.
I saw an interesting post on LinkedIn the other day where the author (rightly) pointed out how marketing people are typically relegated to working on only the promotion aspect of the “four Ps” that make up the firm’s “marketing mix.” This is certainly true for firms in our industry.
As a refresher for those of you who forgot your “Marketing 101” course in college, the four Ps are price, product, physical distribution or “place,” and promotion. How a business manipulates those variables determines your “marketing recipe” and ultimate success. And yet, 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.
Why, you may ask? I think there are several reasons, including:


There is a lack of respect for marketing people in general from technical or design professionals. I have been fighting this battle for years. For whatever reason, many technical and design professionals don’t understand or believe there is a body of knowledge on marketing just like there is for their discipline.

The marketing people firms have in place may not have a broad enough business background to contribute in these other areas. Many of these folks came up through communications or graphic design backgrounds and they don’t have wide-ranging business knowledge, and are therefore not sought out for input on anything beyond promotion.

There’s fear that getting marketing’s involvement could rock the boat and make things more difficult. Maybe marketing will want to lower prices to make a project less profitable? Or maybe they will want to raise prices which will make it harder to sell? Maybe marketing will want to get in front of “your” client and you are afraid of what the client will think? These are all possibilities but you won’t know if their input is valuable unless you listen and try out their suggestions.

What are some specific things you can do to get more out of your marketing people?


Get them to do research on your clients and potential clients. Having real research data gives you unique insight into the clients and markets you serve that could impact your service offerings, proposals, and pricing.

Involve them in every aspect of strategic planning. A lot of big decisions are made at this level. Where will offices be located? What services will the firm provide? What people are needed? What firms to acquire? What client types are going to be pursued? All of this stuff needs marketing’s input.

Get their input on fee proposals and contracts. You may be surprised what fresh eyes can see that you don’t. There may be better ways to win the job or maximize revenue that a marketing person will see than what a technical or design professional sees. Try them out.

Get them involved in project meetings with clients. The marketing people may pick up on things the client is saying that your PMs and other professionals don’t. I can tell you that early in my career I got to sit in on a lot of client meetings and it was not only educational for me as a marketing person, but I got to make suggestions on actual development projects that got used. It was very educational and motivational for me.

Elevate their role to the equivalent of your top finance and operations professionals. You can’t say “marketing is important” and that you value marketing people, and then make their roles second class to the line and finance roles. Elevate ‘em!

So yes – marketing can be a contributor to all areas of the business – IF you let them! 
Mark Zweig is Zweig Group’s chairman and founder. Contact him at mzweig@zweiggroup.com."
      },
    
      {
        "title": "Four benefits of summer internships",
        "author": "Zweig Group",
        "date": "2024-09-22",
        "url": "/blogs/news/four-benefits-of-summer-internships",
        "summary": "
 
Internships provide real-world experience, mentorship, brand recognition, and foster long-term relationships, benefiting both students and organizations.
Summers go by in a flash. The arrival and departure of interns mark the beginning and end of this short season within our professions. Students who take advantage of the three-month break between college years gain valuable work experience in the AEC industry and chosen fields. Although brief, internships provide many mutual benefits to students and organizations.
The benefits may seem obvious – students earn work experience to satisfy a graduation requirement and gain an advantage in the job market, and businesses have extra help on projects throughout the busy summer months. Providing quality internship programs is a beneficial experience for students, professionals, businesses, and our industry as a whole. At Westwood, our internship program benefits participants in four ways:


Real project work and job exposure. Busy summers require additional expertise. Our interns work on real projects for clients and are exposed to many markets and services in all areas of our business. They gain hands-on experience, bridging the gap between academic knowledge and real-world application. Many also get the opportunity to see their work in action, traveling to projects across the country. Beyond project work, the interns also partake in invaluable experiences to learn more about office soft skills and post-graduate financial training.Working cross-functionally to gain knowledge of how teams work together can be invaluable for an internship. Project managers appreciate the increased productivity, new diverse skill sets, and knowledge sharing that will continue to propel our organization forward.

Mentorship and leadership development. The mentorship benefits for interns can be rich and valuable for their education and career. Interns gain confidence working on projects with guidance from their mentors and supervisors, and they can explore other facets of the business to help them find their true passions. Mentors provide additional insight into the workforce after college by being a resource for questions about work-life balance, benefits, and growth.Having an internship program also benefits the cultivation of the talent in existing employees. Allowing current employees to oversee, train, and manage interns is a great way to build leadership and managerial skills without needing to disrupt employees’ current job descriptions or roles. This also gives employers a chance to see how top talent grows and responds to change or increased responsibility, highlighting potential candidates for promotion or development opportunities.

Brand recognition. Whether it’s a LinkedIn post announcing their new internship or a conversation with a friend upon returning to campus in the fall, word of mouth is maybe more important today than ever when it comes to finding and retaining top talent. Student-to-student or even client-to-client positive referrals are the best way to narrow the search for an excellent employer or partnership.Internships also help students build their personal brand. The student returns to the university in the fall with new skills to apply to classwork and clubs. The experience shows students their strengths and weaknesses to continue to build on throughout the semester and potentially helps them further identify paths of study, focuses, or opportunities to take advantage of.

Lifelong relationships. After investing time and effort into our program and interns, it is the ideal scenario to keep those interns around in some capacity. Maybe they accept a full-time role post-graduation, return the following intern season, or explore other areas of the business. The opportunity to return or stay with our team provides the calming assurance graduates and interns look for.

We continue to show the value these individuals bring to our team. We encourage them to take initiative and innovate. Many take these opportunities and our annual growth planning process wholeheartedly and are now leaders, associates, and shareholders in our organization.
Eric Lannen is chief human resources officer at Westwood. Connect with him on LinkedIn."
      },
    
      {
        "title": "Energized growth: Russ Hazzard",
        "author": "Zweig Group",
        "date": "2024-09-22",
        "url": "/blogs/news/energized-growth-russ-hazzard",
        "summary": "
  

President of MG2 (Seattle, WA), a global architecture, design, strategy, construction, and branding studio.
By Liisa AndreassenCorrespondent
Hazzard first joined MG2 in 1993. He says that they’re always looking to grow their shareholder base and to bring younger contributors into the fold – people who want to grow the company and take over when the old guard retires.
“It will be exciting to watch as the next generation leads the firm and the industry into the future,” he says.
Assembling teams. Like many other AEC firms, MG2 is seeing a workforce shortage, not necessarily in the younger generation, but certainly among those with 12 to 15 years of experience. Hiring an in-house recruiter, whose full-time job is to identify good candidates, has helped the company to meet this challenge.
“Our internal recruiter understands the company roles, responsibilities, and skills needed and has taken the burden of screening people and setting interviews off our principals’ plates,” Hazzard shares.
At MG2, leaders work to ensure they’re putting the right people in the right jobs.
“When we’re assembling teams, we’re looking for three distinct skill sets: leadership, project management, and technical acumen,” he says.
For example, the project lead works directly with the client, so it’s essential to be a good communicator. The project lead also works with the project manager and keeps track of the big picture to ensure the project moves in the right direction. Project managers are involved in the details and the project architect, who is on the technical side, makes sure the team delivers quality documents and deliverables that communicate design intent, including the sets of drawings that go out to the contractor.
“So, to be sure we have the right people for the job, training is important,” he says.
MG2 has internal training for project management and the technical side of their work and for up-and-coming leaders, there’s a very specific one-year program – CORE 4. Individuals must apply and be accepted into this training program, the bulk of which incidentally, centers around communication.
A focus on DEI. Hazzard believes that if companies aren’t addressing the fact that they must grow with diversity, equity, and inclusion in mind, then they’re not helping to build the industry.
“There was a time – in fact, I was in school – when there were 90 percent men and only 10 percent women earning architecture degrees. Universities made a big decision in the ‘80s and ‘90s to recruit women, and today the ratio is closer to 50-50. In fact, MG2’s leadership team skews female with women holding the positions of chief financial officer, chief operating officer, and chief branding officer,” he says.
On the flip side, he shares that, as a profession, they have not been very successful with the DEI quotient for Black, indigenous, and people of color.
“To improve that number, we have to start at the base,” he says.
MG2 is involved in the curriculum of Howard University and engaged with recruiting and studio support at Florida A&M University. They have also set up an endowment with Howard.
Supporting client growth. Retail is at MG2’s foundation. The company works with major retail corporations such as Costco, Target, and Home Depot and these major U.S. retailers make decisions that affect huge numbers of people across the country and around the world.
“They have their own corporate goals and growth programs, and we take pride in partnering with them to, for example, introduce innovative ways to be more efficient or offer new design ideas to be more effective, that will help them meet their goals. Supporting their growth is exciting,” Hazzard says.
Its new MG2 Advisory looks at retail programs through a data-driven lens using general and proprietary data, consumer insights, etc. to peer into the future, offering not just who the consumer is and what they want to buy today, but also what, where, and how they will shop down the road.
“We’re constantly evolving and growing and that energizes the whole firm,” Hazzard says.
In its commercial work, which includes multi-family residential, high-rise, hospitality, and mixed-use markets, MG2 contributes to the urban environment. This gives teams in all seven offices the opportunity to contribute to the urban and built environments where they work and live.
“Our employees say there’s nothing like walking down the street with family or friends and pointing to an MG2 project. Whether they’re in marketing or architecture, design or finance, they’re proud to have played a part,” he says.
Acquisition meets national need. MG2 recently acquired Oregon-based Studio C Architecture to expand their housing market. For the next 20 to 30 years, this will be a growth sector.
“We recognize the fact that housing is a nationwide need,” Hazzard says. “And, we wanted to expand our commercial work into affordable and senior housing too. So, in addition to a passion for their projects, Studio C principals Jim Walker, AIA, and Brian Bennett, AIA, bring an expertise that immediately adds depth to the housing market that we are already working in.”
Moving forward, MG2 is prepared to continue to create transformative experiences for its clients and staff, alike."
      },
    
      {
        "title": "The rise of outsourcing",
        "author": "Zweig Group",
        "date": "2024-09-15",
        "url": "/blogs/news/the-rise-of-outsourcing",
        "summary": "
 
The rise of nearshoring can reduce costs, address talent shortages, and enhance growth opportunities for AEC firms.
More and more often, the Zweig Group strategic planning team is being asked about outsourcing within the architecture and engineering industry. Are other firms doing it? How successful has it been? What are the risks involved?
We’ll dig deeper into some of these questions later in this article, but there is one thing we know for sure: some of the largest firms in our industry (AECOM for example) are leveraging outsourced labor. On the opposite end, a significant majority of Zweig Group’s small to midsized clients haven’t been nearly as proactive in leveraging nearshoring opportunities as their much larger counterparts. This leaves smaller firms with lower margins, and therefore less profit to reinvest in future growth. From Zweig Group’s perspective, the rise of nearshoring presents a seismic shift in the way our industry will produce work.
In this article, we’ll talk about why AEC firms are finally becoming more open to nearshoring labor, why some of the previous risks involved in nearshoring have diminished over time, and what everyone wants to know – what you can expect to pay for an overseas employee.
To keep your attention, let’s start with the numbers. Take a look at the table below. These positions provide an idea of what to expect regarding nearshoring cost. Domestic base salary averages come from Zweig Group’s 2024 Salary Report. These numbers don’t include everything a firm pays on top of base salary, so we’ve applied a 1.4x multiplier to estimate the total cost of each United States-based employee. The South American employment data comes from UpStart13, a provider of outsourcing services for the architecture and engineering industry. These estimates include total staffing cost – outsourcing partner fee, employee base salary, benefits such as PTO and healthcare, as well as hardware and tech support expenses. These numbers come from talent based out of Brazil, Colombia, Argentina, and Mexico.

Based on these three titles, architecture and engineering firms can expect close to a 50 percent decrease in cost related to outsourced (South American nearshore) labor. All of these numbers will vary based on years of experience and specialty of the individual.
Next, let’s talk about why outsourcing is a growing trend within the architecture and engineering industry. It goes without saying, but most engineering and architecture firms notoriously weren’t open to remote work up until the pandemic in 2020 – even less so, outsourcing work. This event forced most architecture and engineering firms to reconsider remote work as a viable option. As a result, many firms have been rethinking their opinion on staff augmentation. Since then, the number of Zweig Group clients who ask about outsourcing resources has become more and more common.
Outside of added remote working capability, a combination of factors have caused this shift. To start, the talent shortage within our industry is pervasive. Average backlog remains at an all-time high. Based on Zweig Group data, the average AEC firm has 9.9 months of work waiting to be started. Almost all Zweig Group clients report having more work than their staff can handle – particularly around the project engineer to project manager level. Nearshoring presents an almost immediate option to address gaps in staffing with highly experienced talent that can be very difficult to attract in the U.S. For additional perspective, according to Zweig Group’s 2023 Recruitment & Retention Report, 62 percent of the “most difficult positions” to hire for in the AEC industry take more than five months to fill.
Next, prior to implementing a strategic plan, the percentage of architecture and engineering firms that possess a true competitive advantage over their counterparts is few and far between. This leaves most firms competing on price, which leads to complaints of “commodity-like pricing.” Nearshoring work helps firms in this position increase margins and therefore accelerate growth, which leads to expanded business opportunity.
Finally, with the rise of nearshoring in Latin America, all of your staff remain in the same or similar time zone. This means that interactions and communication with offshore staff should be no different than any other remote employee.
Now, let’s talk about how to diminish the risks involved. Historically, most firms were concerned about quality of work, level of communication, and knowledge of local codes and regulations. These are still areas to keep an eye on, but if you’re working with a quality outsourcing partner, you have flexibility similar to at-will employment. If work quality or communication isn’t up to par, you can release these individuals through your partner with very little friction; they deal with the rest.
There are a few things to consider when looking for an outsourcing partner. First, expect high degrees of experience from the talent provided. Second, ensure they allow you to put their candidates through the same interview process as your domestic hires. Third, confirm the outsourcing partner has a solid understanding of the market. Lastly, check their attrition rates; low attrition typically suggests that they value competitive pay and employee retention over high mark-ups. This approach ensures you continue to work with top-notch talent who are well compensated. A win-win for both sides
Some closing thoughts. No doubt there are elements of nearshoring that will require learning and iteration, but this is an opportunity architecture and engineering firms should take seriously. If you’re a small to midsized engineering or architecture firm that has already started this process, you’re ahead of the curve. You can confidently consider yourself an early adopter at this stage. For those who haven’t, Zweig Group would recommend starting with a pilot project to ensure the process works as expected. As they say, you don’t know what you don’t know.
All of this isn’t to imply we should outsource all functions of our business. There are many aspects of our industry that can’t be done overseas. Nearshoring is meant to supplement our work, make our jobs easier, minimize staffing shortages, increase margins, increase reinvestment, and ultimately grow our organization to reward everyone involved.
If this is an area of interest for your firm but you don’t know where to start, Zweig Group’s strategic planning team is here to help. 
Travis White is a strategy and operations consultant at Zweig Group. Contact him at twhite@zweiggroup.com.
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      },
    
      {
        "title": "Compliance with federal regulations",
        "author": "Zweig Group",
        "date": "2024-09-15",
        "url": "/blogs/news/compliance-with-federal-regulations",
        "summary": "
 
How the Supreme Court’s overturning of the Chevron deference will impact design firms.
For 40 years, federal agencies have interpreted the intent and meaning of the congressional laws they administer and enforce, and courts were required to defer to agency interpretation of ambiguous or silent statutory laws when presiding over legal challenges. In turn, design firms have confidently relied on various federal agencies’ guidelines and interpretations of laws as a routine step of regulatory compliance efforts. A recent U.S. Supreme Court ruling limits agency authority and hands power back to courts, changing the country’s regulatory landscape.
While some view the depowering of federal agencies as a win, others recognize the uncertainty that inevitably results from individual courts, not federal agencies, interpreting ambiguous statutes and the breadth of agency statutory authority. This historic, fundamental shift in our country’s regulatory framework begs the metaphorical question: did the Supreme Court just muddy the waters that some federal agencies are trying to clean up, or did it simply restore the constitutional principle of separation of powers?
Separation of powers. The U.S. Constitution establishes three separate, but equal, branches of government: legislative (makes the law), executive (enforces the law), and judicial (interprets the law). Federal agencies, as part of the executive branch, are responsible for implementing and enforcing laws passed by Congress, i.e. the legislative branch. For decades, under Chevron, federal agencies possessed the power to interpret the laws they administer, and courts, i.e. the judicial branch, were required to defer to agency interpretation of ambiguous laws. Judicial deference to executive interpretation of legislation became known as the Chevron doctrine.
Chevron doctrine overturned: Loper Bright Enterprises v. Raimondo. In prior legal precedent, Chevron U.S.A. Inc. v. Natural Resources Defense Council, Inc., the Supreme Court established a two-step approach to evaluate whether a governing statute permitted federal agency action: if intent is clear in a relevant federal statute, then the legislative intent controls the court’s review of the federal agency’s regulation at issue; if, instead, the federal statute is ambiguous as to intent, then the court defers to the agency’s “permissible construction of the statute.” The courts’ deference to agency interpretation of ambiguous regulatory laws enacted by Congress has since been an established legal doctrine referred to as the Chevron deference (aka Chevron doctrine).
In Loper Bright Enterprises v. Raimondo, a group of herring fishing companies challenged a National Marine Fisheries Service rule requiring fisherman to pay the fees for “observers” that collect data on fishery conservation and management. Federal law is clear that NMFS can require these monitors and lists three categories of vessels that must pay, none of which were Atlantic herring fishing vessels. The Court of Appeals of the D.C. Circuit, applying the Chevron doctrine, held that the federal law was ambiguous and that NMFS’s rule to require the fishing industry to pay for the monitors was reasonable. In a 6-3 vote, Supreme Cout justices overruled the Court of Appeals for the D.C. Circuit and overturned the Chevron doctrine, holding that courts are better suited to resolve ambiguities in federal law than agencies. In this new regulatory era, judges presiding over cases challenging agency interpretations, decisions, and mandates must do so independently, no longer deferring to agency interpretations.
Potential impacts on design firms. What does the overturning of the Chevon doctrine mean for design professionals? First and foremost, it means uncertainty. Ambiguous statutes and questions related to an agency’s statutory authority to implement and enforce regulations will now be subject to the interpretation of a judge or judges, creating risk for a design firm which relies on any agency guidance or interpretation, or even legal precedence. For example, environmental engineering firms should proceed with caution when relying on guidance published by the Environmental Protection Agency. The EPA’s interpretation of a statute no longer binds the courts, and in the post-deference era, judges now have discretion to disagree with the EPA’s analysis and/or resulting guidance.
In addition to uncertainty, the overturning of Chevron creates risk for design firms being exposed to inconsistent interpretation and application of federal law. The federal judicial system is composed of 94 district courts organized into 12 circuits, with each circuit having a Court of Appeal. Independent judicial discretion over disputes related to ambiguous or silent statutory law means a federal agency rule could be upheld in one court and overturned in another. While Congress may amend laws subject to various interpretations and different judiciary holdings, amendments are not drafted and/or approved overnight. In the interim, inconsistent rulings throughout the country could create compliance headaches for design firms with multi-jurisdictional practices, as compliance teams must now monitor state-by-state legal decisions relating to federal regulations.
In the post-Chevron wake, legal challenges to longstanding regulations are expected to ensue, and Congress is likely to consider statutory amendments aimed at clarifying ambiguous statutes in order to avoid judicial scrutiny. While the Supreme Court’s decision in Loper Bright Enterprises is expected to have the greatest impact on the healthcare industry, AEC firms must also be prepared for fallout.
Conclusion. While the ripple effects remain to be seen, the recent landmark decision marks the end of this 40-year-old court required deference, as federal courts are no longer required to defer to an agency interpretation of federal statutes when the statute is ambiguous. As a result, federal judges now have ample discretion to decide Congress’ intent when passing legislation and critique how a federal agency implements laws through administrative regulations and policies. Design firms should monitor developing cases challenging federal regulations applicable to their services, implement compliance procedures to reconcile conflicting court decisions around the country, and work with an attorney to contractually limit risk associated with the reversal of Chevron. 
Taylor Dolan and Nathan Greyard are attorneys at Lee/Shoemaker PLLC, a law firm devoted to the representation of design professionals. Contact them at ttd@leeshoemaker.com or nbg@leeshoemaker.com. The content of this article was prepared to educate related to potential risks but is not intended to be a substitute for professional legal advice."
      },
    
      {
        "title": "Where are the sparkplugs?",
        "author": "Zweig Group",
        "date": "2024-09-15",
        "url": "/blogs/news/where-are-the-sparkplugs",
        "summary": "
 
Sparkplugs are the people in your business who make things happen – and they are essential if you want to grow beyond what you alone can ignite.
We all need them in our businesses – the people I call “sparkplugs.” Sparkplugs ignite fuel. They make combustion. They make things happen. They are essential if you want to grow beyond what you, and the business owner him- or herself (if not you), can ignite.
But where are they? When you get one, is it just luck? Or are there things you can do that will actually increase your probability of getting a sparkplug on your team?
I know it’s hard but it’s not impossible. There are definite signs that someone is going to be a sparkplug versus just another warm body in a chair. But do we all pay attention to those signs when we are hiring? I think not. And do we set the stage for someone who is a sparkplug to want to work with us? Many times, unfortunately, the answer is “no” there as well.
Here are some things I look for in people to find a sparkplug:


Self-employment history. Those who have had their own businesses and made a living from them better understand what it takes to make a business successful than those who have never done it. It’s just that simple. In lieu of this self-employment experience, I would look for selling experience where the person had to kill (make sales) in order to eat. That is second best.

Crazy passion for the work itself. It’s hard to motivate someone when they don’t have to literally pull themselves away from the work because they love it so much. I want people who love the work and the product or service that the business provides. Anything less than that isn’t going to get me a sparkplug.

Other passions outside of work. When people are passionate about the work, they are often passionate about other things. They have passion! They throw themselves into whatever it is they do full-force. And yes, sometimes those other activities actually help the sparkplug’s employer because they meet other people through them and keep the sparkplug centered and balanced. Evidence of commitment and enthusiasm for anything is far better than none of that in any potential employee’s history if you want to hire a sparkplug.

Currently employed. Let’s face it. The best people are NOT unemployed. They have lots of options. Don’t restrict your candidate pool to those who are unemployed or you are automatically giving yourself a lower quality group to choose from. Not to say that good people cannot be unemployed – they can. But all other factors being equal, someone who is still working is likely to be a lower risk choice.

Willingness to do some radical things. Sparkplugs do things like take time off to help people in developing nations. They quit school in their junior year to build a cabin in the woods. They travel across the country on a motorcycle. They change their major in the last semester of college. They are willing to do some big things to change their lives in a big way. Look for this kind of radical action to find a sparkplug for your business.

When it comes to an environment that will attract and keep a sparkplug, here are my thoughts on what’s needed:


Growth vision and plan. The best people want growth. The best way for them to get that is to be part of a growing enterprise that emphasizes growth over profitability. Profitability is great and no doubt essential for any privately-held company, but it doesn’t inspire people. And a growing business makes opportunities for people to get into roles that they would never have if not for being a part of it.

Personal attention and support from leader/manager. High achievers who make stuff happen know they will be pushing limits and making waves, and are going to make some of the existing people upset at some point. They will need to know they have support from management when that happens.

Lack of rigid job titles and pay ranges. No sparkplug wants to work in a rigid kind of structure. If they did, they would work either for the government or a mega-corp.

Chance to become an owner in the business. Promises of ownership are not the same thing as possibilities. Possibility is all that is required from you as an employer. If the company has no plans or intent of ever selling ownership to employees, they really are sending out a message that opportunities for sparkplugs are limited. Sorry if you don’t want to hear this, business owners – but it’s the truth.

Intolerance for low performers. This is a biggie. Many architecture and engineering firms have a very bad record here. We try to keep everyone and find a place for them even if they repeatedly prove they aren’t going to do what is needed. Sparkplugs don’t like working around those who reduce their spark. It’s draining.

So yes. Getting sparkplugs to work in your business isn’t just defined by luck or chance. There are definitely signs you can look for in job candidates that they may be one, and to attract and keep one, you are probably going to have to do some things differently than you have in the past. You know this makes sense!
Mark Zweig is Zweig Group’s chairman and founder. Contact him at mzweig@zweiggroup.com."
      },
    
      {
        "title": "The power of 1 percent",
        "author": "Zweig Group",
        "date": "2024-09-15",
        "url": "/blogs/news/the-power-of-1-percent",
        "summary": "
 
Small, consistent habits and incremental improvements create sustainable long-term success and personal growth.
I absolutely love the start of a year – be it in January or the start of a new school year in September. I spend a lot of time and money finding the right planners, systems, and routines that will help me reach these goals, because once I have the right tools and checklists I cannot fail. And yet after a week or so, when that 5 a.m. alarm rings, I find myself hitting snooze on that workout and looking at more than 600 unread emails in my inbox. Is there a path from the person I am now to the person I want to be? Enter habits.
Habits are in high fashion now, but they are nothing new. Habits are simply a standardized action that occurs after a cue. For example, I log on to my computer (cue) and check my email (habit). Or I enter the door (cue) and put my keys on the hook (habit). It’s almost automatic, but at one point I decided to do this. Atomic Habits by James Clear and other books have been talking about the power of habits to create incremental changes. After rereading Clear’s book, I truly understood why the word “atomic” in the title of that book refers to small (versus explosive) change. His mantra throughout the book is “we don’t rise to the level of goals, we fall to the level of our systems.” Can meaningful things happen with a 1 percent change? Short answer: yes.
Here are the takeaways from his book that have affected me the most:


First you establish a habit, then you optimize it. As a recovering perfectionist, I struggle with doing anything incorrectly. Turns out that a habit “counts” no matter how small or imperfect it is. For example, I want to establish the habit of writing thank you notes as a follow up for meetings. The perfectionist in me requires that each week I send out carefully crafted, multi-paragraphed notes to everyone I meet. That is a lofty goal with lots of room for failure since the task itself requires a series of steps (thinking, then writing, addressing the envelope, finding a stamp, and putting it in the mail).Clear challenges us to start small then improve. A reading practice starts with one page only. A workout routine starts with a five-minute workout. Start, then perfect. My habits can be bare minimum and imperfect, but they will have an impact.

Make the cues easy. All habits are based on the idea that stimuli cause us to act, almost automatically. If you can make the stimulus easy, the habit is more likely to happen, and the reverse is true. I am a very visual person. If I want to write notecards, I need a stack right by my desk, along with those stamps. If I want to exercise, the clothes are laid out the night before. If I want to limit social media, I silence notifications and toss the phone in another room.

Don’t break the chain twice. The comic Jerry Seinfeld has a practice of writing jokes daily. Seinfeld says that occasionally life happens and he misses a day – but he never misses two! You don’t want to create the habit of not writing by missing it twice in a row. And since doing the habit doesn’t have to be perfect, he always finds a way to fix the streak the next day. Remember his habit isn’t to write amazing jokes – just to write jokes daily.

I need bribes, I mean motivation. In the beginning stages, you can’t see the results of the habit and you may need some motivation to keep going. There are a few tricks that can help, including a habit tracker, stacking, and bundling. I mark my calendar every time I work out, noting the progress of consecutive marks even when the scale isn’t moving yet. Stacking is taking advantage of a habit I already have and adding to it. I brush my teeth and, since I’m by the sink, I wash my face too. Bundling is a bit like eating your broccoli and then you get dessert. I answer yesterday’s flagged emails and then I get to check social media.

Be kind to yourself. My biggest takeaway is that 1 percent improvement is steeped in kindness and grace. I don’t shame myself. There is nothing inherently undisciplined or flawed with me. A habit can be missed, and I work toward getting back on track. The action doesn’t need to be perfect or punishing. Instead, each decision I make is a tiny vote for the person I want to be. For example, instead of saying “I need to lose five pounds,” I see myself as “someone who eats healthy.” That means I am constantly making the small choices that back up my identity as a healthy person. A cluster of “better” decisions adds up.

Ultimately small actions make up the sustainable parts of a long-term journey versus a goal. Losing five pounds either happens or it doesn’t. But working out daily, drinking water, and getting my steps in will be a continued pathway. Writing 50 notecards is a goal; the journey is finding ways to deepen relationships.
Naturally I thought, “Why stop at 1 percent? Let’s shoot for 20!” The problem is that 20 percent isn’t sustainable – as we see by the graveyard of planners and notecards I have in my desk. Or what the gym looks like by February 15. Studies show our brains adapt better to smaller changes and are less likely to see missteps as a failure when we keep it small. I’m playing a long-game here.
Though 1 percent seems negligible, the algorithm of growth over time usually yields a 37 percent increase. Adding 1 percent to my daily 30-minute workout could generate nearly 19 hours of exercise!
If you think all you need is to create that intricate, perfect system (hint: it doesn’t exist) and your life will fall into place, I highly suggest you look at small habits instead. You don’t even need to wait until the start of a new year. You can still buy the workout gear and pens, because let’s be honest, they are fun, but give yourself the gift of a few habits that move you on your journey versus fixating on a goal. The 1 percent improvement could just be the things we all need. 
Janki DePalma, LEED AP, CPSM is director of business development at W.E. O’Neil. Contact her at jdepalma@weoneil.com."
      },
    
      {
        "title": "Building a foundation of trust",
        "author": "Zweig Group",
        "date": "2024-09-15",
        "url": "/blogs/news/building-a-foundation-of-trust",
        "summary": "
  Building trust through clear communication, effective management, and personal attention is crucial for successful large-scale project teams.
In my experience leading large-scale projects, I have found that the success of complex, multidisciplinary project teams is built on a solid foundation of trust. While it is the responsibility of leadership to continually manage the interrelated “pillars” of a project – the client’s needs, the schedule, and the overall project goals – a positive dynamic among the larger team is key to this process and delivery. To foster this environment, leadership must prioritize transparent and robust communications through the team’s structure, management tools, and collaboration.
Communication is key. To create confidence among team members from the outset of a project, it is important to establish a clear communication structure and define roles and responsibilities. Complex projects bring together many professionals with a wide range of experience levels and skills, all focused on different, interrelated tasks throughout a project’s life cycle. Managing such a team can be one of the greatest challenges for leaders, particularly in today’s industry climate where staff can be spread across various locations and time zones. Additionally, these projects have long lifespans and as a result routinely experience staff turnover. Regular meetings keep communication channels open and motivate team members by allowing each to have a voice, ownership, and a stake in the responsibility of the project delivery. Providing sub-teams with broad access to information and resources allows them to perform effectively and to feel prepared when unexpected situations arise. Furthermore, leveraging technology and developing processes and protocols to keep information organized across multiple channels eliminates bottlenecks and stopgaps in the process.
Management techniques. As the project develops and the client needs, schedule, and project goals evolve in relation to one another, effective management tactics can not only ensure that a project remains on track, but also promote a sense of stability and confidence within the team. Large-scale projects often take years to design, develop, and complete. Creating detailed work plans that outline goals and the pathways to achieve success are crucial to streamlining the workload, helping team members to instill trust in one another and in the process. Projects of this scale frequently involve multiple clients, each with specific and sometimes conflicting needs. It is important to balance and prioritize these needs while maintaining a holistic view, keeping the team, including the clients, united around the overall project goals. Leadership must also facilitate timely decision-making: pushing clients sufficiently to keep the project moving while providing enough space to consider options.
A personal touch. Encouraging interpersonal relationships is also an important part of a solid team environment. Cross-functional collaboration and knowledge sharing empower team members to deepen their expertise while strengthening bonds with others. Team-building activities (both in and out of the office) promote camaraderie. Celebrating successes, milestones, and contributions helps all team members to feel appreciated throughout the phases of a long-term project. It is also crucial for leadership to welcome feedback and to stay open to continuous adjustments.
The culture of trust. A team culture rooted in trust can serve as an anchor when a large project’s schedule, client needs, and project goals inevitably become fluid. To be successful, this culture must be modeled by leadership and demonstrated by example, focusing on open communication, robust management techniques, and personal attention and collaboration. These practices lead to an atmosphere where team members feel free to voice their opinions, take risks, and appreciate diverse perspectives. 
Amy Patel, AIA, LEED AP BD+C, WELL AP is a principal at FXCollaborative. Connect with her on LinkedIn."
      },
    
      {
        "title": "M&A Weekly Activity Report for 9/9/24 - 9/15/24",
        "author": "Katelyn Dover",
        "date": "2024-09-13",
        "url": "/blogs/news/m-a-weekly-activity-report-for-9-9-24-9-15-24",
        "summary": "
Zweig Group is the leading AEC Industry advisory service provider. We blend industry and sector knowledge with experience across the M&A lifecycle to help you capture value for shareholders. Reach our Mergers & Acquisitions Advisory team here.
 
Domestic Transactions:
9/3/2024BKF Engineers (Oakland, CA) (ENR #196), a civil engineering and land surveying firm, partnered with private equity firm Long Point Capital (New York, NY). Read More.
 
9/5/2024Sanbell (Billings, MT), an infrastructure engineering and design firm, merged with Jensen Design & Survey (Ventura, CA), a land planning and development, water resources, floodplain mapping, and land surveying firm. Read More.
 
9/6/2024Geospatial and GovTech solutions firm Schneider Geospatial (Indianapolis, IN), serving municipal, county, state, federal, and private entities, acquired Systems Development Group (Barneveld, NY), a firm that offers geo-centric property record and analysis solutions for local governments. Read More.
 
9/6/2024Bentley Systems (Exton, PA), an infrastructure engineering software firm, acquired 3D geospatial company Cesium (Philadelphia, PA). Read More.
 
9/6/2024Timmons Group (Richmond, VA,) an engineering and technology firm, acquired Dutton + Associates (Richmond, VA), a cultural resource survey, planning, and management services firm. Read More.
 
9/9/2024Employee-owned industry leader Terracon (Olathe, KS) (ENR #18) acquired archaeology and cultural resources management firm, Flat Earth Archeology (Cabot, AR). Read More.
 
9/9/2024Fast-growing Ardurra Group (Tampa, FL) (ENR #84) acquired infrastructure consulting firm WK Dickson (Charlotte, NC), specializing in airport planning, environmental and water resources engineering, civil infrastructure, and utility support services. Read More.
 
9/10/2024Bartlett & West (Topeka, KS) (ENR #258), a civil engineering firm, joined forces with Krudwig Structural Engineers (Lenexa, KS), an engineering firm that specializes in logistics, distribution, cold storage, and industrial projects. Read More.
 
9/10/24Leading environmental firm, Montrose Environmental Group (North Little Rock, AR) (ENR #40), acquired environmental testing laboratory, Origins Laboratory (Denver, CO), that focuses on measuring the contamination of water, soil, and air for oil and gas clients. Read More.
 
9/10/2024RESPEC (Rapid City, SD), a geoscience, engineering, and technology firm, acquired Geothermal Resource Group (Palm Desert, CA), a firm that provides geothermal exploration and drilling management services. Read More.
 
9/11/2024Fast-growing industry leader Verdantas (Dublin, OH) (ENR #113) acquired geospatial firm Precision Surveying and Mapping (Middle River, MD). Read More.
 
9/11/2024Coalesce Capital (New York, NY) a private equity firm, entered a definitive agreement to acquire Miller Environmental Group (Calverton, NY) from GenNx360 Capital Partners (New York, NY). Miller Environmental Group provides waste, industrial, and environmental services. Read More.
 
9/12/2024In its second deal of the week, Verdantas (Dublin, OH) (ENR #113) acquired environmental health & safety, regulatory compliance, and sustainability firm Aegis Environmental (Richmond, VA). Read More.
 
International Transactions:
 
9/5/2024Origin Enterprises (Dublin, Ireland), a land use solutions firm, acquired two specialist ecological firms: Avian Ecology Limited (Stretton, UK) and Bowland Ecology Limited (Clitheroe, UK). Read More.
 
9/6/2024Leading global design firm, Ramboll Group (Copenhagen, Denmark) (ENR #22), acquired independent regulatory firm, SSC Scientific Consulting Company (Bad Kreuznach, Germany), who assists with the registration of agrochemicals, biocides, chemicals, medical devices, and other products. Read More."
      },
    
      {
        "title": "Celebrate marketing innovation",
        "author": "Zweig Group",
        "date": "2024-09-12",
        "url": "/blogs/news/celebrate-marketing-innovation",
        "summary": "
 
Zweig Group’s Marketing Excellence Awards showcase top creative campaigns that elevate AEC industry branding.
Each year, Zweig Group’s Marketing Excellence Awards shine a spotlight on the most creative, effective, and impactful marketing campaigns in the architecture, engineering, and construction industry. The 2024 edition is no exception, with firms of all sizes demonstrating the power of innovative marketing to drive growth, foster brand recognition, and engage audiences.
Zweig Group's data highlights the clear link between marketing investment and firm success. Firms that invest marketing, such as Marketing Excellence Award winners, experience significantly higher growth rates (56 percent) compared to the industry average of 25 percent. Additionally, 71 percent of these award-winning firms report high or very high profits, surpassing the industry average of 59 percent, demonstrating that marketing investment drives both growth and profitability.
The Marketing Excellence Awards recognize outstanding achievements across 15 categories. From compelling brand overhauls to strategic digital campaigns, the winners of this prestigious award have raised the bar for marketing in the AEC industry. These standout firms have proven that creativity and strategy are key to successful brand communication, positioning their businesses for continued success in an increasingly competitive marketplace.
This year, we received an impressive number of submissions from across the industry, showcasing the diverse talents and strategies firms are employing to elevate their brands. Each entry was carefully evaluated by a panel of expert judges who scored the submissions based on creativity, effectiveness, and alignment with business objectives. The result is a lineup of award-winning campaigns that have set a new standard for marketing excellence.
Introducing the People’s Choice Award winner. As part of our commitment to celebrating industry achievements, Zweig Group is excited to announce the winner of the 2024 People’s Choice Award. This year, we invited the AEC community to vote for their favorite campaign among the top 2024 Marketing Excellence Award winners. Voting closed last week, and McAdams’ “Experience McAdams” campaign, which won first place in the Website category, was selected as the People’s Choice Award recipient. McAdams was honored for their achievement at the 2024 ElevateAEC Awards Gala last week.
The “Experience McAdams” campaign stood out for its innovative approach to user-centered design and its ability to seamlessly bridge the real-world culture of McAdams into the digital space. The website, designed with end-users in mind, serves as a connected hub, offering easy navigation for users to explore projects, services, and career opportunities.
See all the winning 2024 Marketing Excellence Award campaigns. If you’re interested in seeing what the best of the best are doing in AEC marketing, you won’t want to miss the full list of winning campaigns from the 2024 Marketing Excellence Awards. These campaigns represent outstanding creativity, messaging, results, and design, offering insights into how the best firms stand out from the rest with their marketing efforts. Click here to explore the award-winning work and get inspired for your firm’s next big marketing move! 
Mailena Urso is chief marketing officer at Zweig Group. Contact her at murso@zweiggroup.com.

MEA 2024 Voting

Business Intelligence for Project Managers This course builds business intelligence, focusing on project finance, KPIs, forecasting, and value management. Through four modules, attendees will learn how to interpret financial data, evaluate key metrics, and make informed, finance-driven decisions to better align services with fees and drive business performance. Click here to learn more!"
      },
    
      {
        "title": "Zweig Group announces strategic consolidation of consulting services into four core areas",
        "author": "Zweig Group",
        "date": "2024-09-11",
        "url": "/blogs/news/zweig-group-announces-strategic-consolidation-of-consulting-services-into-four-core-areas",
        "summary": "Zweig Group is pleased to announce the strategic consolidation of our consulting services into four core areas: Talent, Transition, Growth, and Performance. This refinement of our service structure is designed to streamline our offerings, providing our clients with a more efficient path to enhanced business performance and optimization.
"This consolidation allows us to leverage our deep industry knowledge and experience more effectively, ensuring that our clients receive the most targeted and impactful solutions possible,” said Chad Clinehens, President and CEO of Zweig Group. “We're excited about this new chapter and the opportunities it brings to further elevate the AEC industry."
With this consolidation, Zweig Group is excited to announce the leaders of these core area:

Jeremy Clarke is Chief Operations Officer and Managing Director of Talent. Under the Talent consulting area, Clarke will oversee Zweig Group’s executive search, board of directors, scalable recruiting, employee experience, retention program development, career pathing, and organization development services.


Tom Godin is Senior Director of Performance. Under the Performance consulting area, Godin will oversee Zweig Group’s financial management, compensation strategies, annual strategic planning, and training and development services.


Ying Liu is Director of Growth. Under the Growth consulting area, Liu will oversee Zweig Group’s market research, growth strategy, marketing, business development, strategic planning, and artificial intelligence services.


Tracey Eaves is Managing Director of Transition. Under the Transition consulting area, Eaves will oversee Zweig Group’s valuation, mergers and acquisitions, and ownership transition services.


Will Swearingen is Vice President and Senior Director of Transition. In this role, he will continue supporting Transition clients in addition to overseeing Zweig Group’s research and analytics services and products.

These changes represent a simplified but comprehensive approach to Zweig Group’s services, ensuring that we can deliver the highest level of service across all areas critical to our clients’ success.
For more information on our consulting services and how we can assist your firm, please visit our website or contact us here."
      },
    
      {
        "title": "M&A Weekly Activity Report for 9/2/24 - 9/8/24",
        "author": "Katelyn Dover",
        "date": "2024-09-10",
        "url": "/blogs/news/m-a-weekly-activity-report-for-9-2-24-9-8-24",
        "summary": "

 
 
Domestic Transactions:
9/2/2024Civil engineering firm, Northern Engineering & Consulting (Bemidji, MN), providing land surveying, right-of-way design, GIS, site development, water, and sewer design services, joined industry leader, IMEG Corp. (Rock Island, IL) (ENR #52). Read More.
 
9/3/2024CLEAResult (Austin, TX), an energy efficiency, energy transition, and energy sustainability services firm, received a majority investment from middle-market private equity firm Kohlberg & Company (Mount Kisco, NY). Read More.
 
9/3/2024Leading environmental firm, Apex Companies (Rockville, MD) (ENR #58), acquired Johnson Engineering (Fort Myers, FL), a firm that provides water supply and quality, utilities, transportation, survey, planning, civil engineering, and environmental services. Read More.
 
9/3/2024Haley & Aldrich (Burlington, MA) (ENR #119), an environmental and engineering firm, acquired The ELM Group (Princeton, NJ), an environmental and engineering services firm. Zweig Group advised ELM through this transaction. Read More.
 
9/3/2024ARM Group (Hershey, PA), an engineering and environmental firm, acquired environmental and geological consulting firm Taylor GeoServices (Newtown Square, PA). Read More.
 
9/4/2024Bureau Veritas (Paris, France), a global lab testing, inspection, and certification services firm, acquired ArcVera Renewables (Golden, CO), a specialized provider in finance-grade consulting and technical services for wind, solar, and battery storage projects. Read More.
 
9/4/2024Leading global design firm Ramboll Group (Copenhagen, Denmark) (ENR #22) acquired data center consulting company i3 Solutions Group (New York, NY). Read More.
 
9/5/2024SAM Companies (Austin, TX) (ENR #86), a geospatial and inspection solutions firm, acquired Construction Survey Technologies (Albuquerque, NM), a geospatial services and facilities/asset management firm. Read More.
 
9/5/2024WallacePancher Group (Hermitage, PA), a firm that offers land development, environmental, municipal engineering, surveying, transportation and structural engineering, and landscape architecture, joined The Mannik & Smith Group (Maumee, OH) (ENR #292), a leading consulting engineering firm. Read More. 
 
 
International Transactions:
 
8/29/2024Riddell Kurczaba Architecture Engineering Interior Design (Calgary, Canada), an architecture and interior design firm, joined multi-disciplinary design firm WalterFedy (Kitchener, Canada). Read More.
 
9/3/2024Global design firm Mott MacDonald (Croydon, UK) (ENR #15) acquired Neo Engineering Consultancy (Auckland, New Zealand), a specialist electrical engineering and strategic advisory firm working across utilities, local government, and primary industry. Read More.
 
9/3/2024Colliers International (Toronto, Canada) entered into a definitive agreement to acquire civil and structural engineering and design firm Pritchard Francis Consulting (Perth, Australia). Read More.
 
9/3/2024Phenna Group (Nottingham, UK), a family of businesses providing testing, inspection, certification, and compliance (TICC) services, acquired Oracle Surveys (Victoria Park, Australia), a land surveying firm. Read More.
 
9/4/2024Multi-disciplined engineering, forensic architecture, and construction services firm Halliwell (East Providence, RI), acquired commercial property surveying firm Quintons (Wellington, New Zealand). Read More.
 
9/5/2024D2Zero (Aberdeen, UK), a decarbonization and clean energy solutions firm, acquired OSL Consulting Engineers (Hull, UK), a firm that offers project development, feasibility, FEED, design, and EPCm services. Read More.
 
9/5/2024Exyte (Stuttgart, Germany), a firm offering design, engineering, and delivery of high-tech facilities, intends to acquire TTP Group (Rosenheim, Germany), a consulting and engineering firm serving the pharmaceutical and chemical industry. Read More."
      },
    
      {
        "title": "Leading through transition",
        "author": "Zweig Group",
        "date": "2024-09-08",
        "url": "/blogs/news/leading-through-transition",
        "summary": "
 
Firm owners need to first be intentional, vulnerable, and transparent in order to make their transition a success.
One of the first questions I like to ask myself when evaluating a client’s succession plan is the context of their exit. Are they tired and ready to leave in two years? Are they checked out and overstaying their welcome? Who is initiating the ownership transition? Do any of the other owners want this individual out? Will the firm still need this individual to function properly?
There are many scenarios I see play out during ownership transition and getting clarity for these questions helps me understand how I can help. There are unique dynamics in each firm. Don’t try to hide them. Those unsaid truths and issues haunt every firm. The ego trips between the partners, power plays from departments, division between the current and incoming owners – these things all affect transition planning in a major way. That is why acknowledging them and bringing them into the limelight makes succession planning smoother. This is where leadership comes into play.
Being an effective leader is like riding a unicycle on the highway. Very few can do it well. Demonstrating leadership during ownership transition goes a long way by setting a standard of how transitions are supposed to occur. Here are three things an effective leader must think about during this time:


Intentions. True leadership is tested during an ownership transition because you get to see people’s true colors. Is it all about the firm’s valuation and everything else is secondary? Does the owner care for their people to succeed beyond them or do they want to cash out and run? Do they care about overburdening the firm with debt? An intentional leader plans ahead and starts building their second-tier leaders up early. I worked with the sole proprietor of a small architecture firm in the South where the owner had been extracting the value of the business by taking a large salary and distributions. Despite this, he was trying to value the firm at 25 percent above its actual worth. Owners need to be realistic with their circumstances and come to grips with the truths of their intentions.

Vulnerability. Showing an upcoming leader how to do your job puts you in a vulnerable place. You are entrusting what you have dedicated your entire life to doing to someone else. You are handing over what you have built into their hands. It is a delicate balance between delegating important responsibilities and not micromanaging. It’s important to recognize that certain decisions regarding the firm’s direction may be made differently from how you would have approached them. That is why building the necessary trust in advance will help you navigate succession planning.

Transparency. What exactly are people buying? Not only as an investment, but culturally as well. There was an architectural firm in the Southwest that was growing gross revenue 6 percent each year for five years and their pre-tax, pre-bonus profit was 25 percent. They were well diversified in different markets. On paper everything was great, but behind that success were the burned-out individuals who could not take it any longer. One of the key employees had left a year before due to lack of transition planning and started his own business, another was dealing with a stroke that impaired his ability to work, and yet another who had significant client relationships was planning to leave in a couple of months. Being transparent with your staff will help you build credibility. This will communicate to the buying shareholders that you have their success in mind and that you have an honest perspective.

These points give you another layer to view the context of your firm. What’s the point in mapping out the financial component, buy/sell agreements, and sell down schedule if you don’t have fundamentals straight? Be an effective leader and the rest will follow. Firm owners need to first be intentional, vulnerable, and transparent in order to make their transition a success. 
Ezequiel Tovar is an analyst within Zweig Group’s ownership transition team. Contact him at etovar@zweiggroup.com.
2024 ElevateAEC Conference & Awards Gala The largest in-person gathering of industry leaders and award-winning firms, this year’s conference promises to be bigger and better than ever, with a jam-packed agenda designed to help you connect, learn, and celebrate like never before. Join us September 18-19 in Tampa Bay, Florida. Click here to learn more!"
      },
    
      {
        "title": "Zweig Group in action",
        "author": "Zweig Group",
        "date": "2024-09-08",
        "url": "/blogs/news/zweig-group-in-action",
        "summary": "
 
Zweig Group experts will present on mergers and acquisitions, AI, compensation, and recruiting and retention at key AEC industry conferences this fall.
This fall, Zweig Group is thrilled to showcase our expertise and insights at several prestigious industry events. Our subject matter experts will be sharing their knowledge on key topics shaping the future of the AEC industry.
Here’s a look at where you can catch them in action:


Environmental Compliance Navigator 2024, September 9-10, Nashville, Tennessee. Jeremy Clarke, Zweig Group COO and managing director of talent, will be presenting on “Salaries and Career Tracks for Today’s Environmental Professionals.” Learn more here.

M&A Next Symposium September 17, Tampa Bay, Florida. Zweig Group’s Chad Clinehens, president and CEO; Tracey Eaves, managing director of transition; Will Swearingen, chief data officer; and Sarah Kinard, market research partner, will dive into the “next” practices in the world of M&A during this highly interactive event designed to provide education and practical application. Learn more here.

ElevateAEC Conference & Awards Gala, September 18-19, Tampa Bay, Florida. Zweig Group’s Chad Clinehens; Chad Coldiron, principal and director of development; Jeremy Clarke; Mark Zweig, founder and chairman; Tom Godin, senior director of performance; Tracey Eaves; Will Swearingen; Ying Liu, director of growth; and Randy Wilburn, podcast strategy consultant, will come together for cutting-edge discussions at the largest in-person gathering of industry leaders and award-winning firms, with a focus on “elevating the industry.” Learn more here.

ACEC Business Development & Marketing Forum, September 22-24 (session on September 23 at 8:30 a.m.), Denver. Kristin Kautz, an artificial intelligence consultant with Zweig Group, will be presenting on the “Current State of AI in AEC.” Learn more here.

ACEC Human Resources Forum, September 22-24 (session on September 24 at 9:45 a.m.), Denver. Jeremy Clarke will be presenting a session on “Proven Compensation Strategies to Drive Recruiting and Retention.” Learn more here.

ACEC Fall Conference, October 20-23 (session on October 21 at 4 p.m.), New Orleans. Kristin Kautz will speak about “Essential AI and Tech Training for AEC Professionals.” With new AI tools emerging at lighting speed, it’s becoming harder to determine which are most useful. This session will help attendees separate what is needed from what isn’t to find the tools that are most aligned with the needs of an AEC firm. Learn more here.

EDConnect24, October 22 (session at noon), virtual. Jeremy Clarke will present a session about “Proven Compensation Strategies to Drive Recruiting and Retention.” How are firms successfully navigating the increasingly competitive recruitment and retention challenges? Through the perspective of a successful AEC recruiting agency, this session demystifies compensation strategies that help drive employee recruitment and retention. Learn more here.

NCSEA Summit, November 5-8 (session on November 6 at 4:00 p.m.), Las Vegas. Kristin Kautz will present a session on “Training Programs to Advance Your Staff’s AI and Tech Skills.” There are seemingly endless AI tools out there, and if technology is not your full time job, you probably have not had a chance to explore and learn which ones are most relevant and helpful to you. In this session, Kristin Kautz will share some of the tools she’s tested extensively and determined to be the most useful for the different roles in an AEC firm. Learn more here.

We’re proud of our experts who continue to lead and inspire through their presentations. If you’re attending any of these events, be sure to catch their sessions for valuable insights and practical strategies. Stay tuned for more updates and highlights from these engagements!
Zweig Group is the No. 1 advocate and trusted partner for top AEC firm leaders, offering consulting solutions in four core areas: Talent, Performance, Growth, and Transition. To learn more about Zweig Group’s consulting services, click here or contact us here.
Mailena Urso is chief marketing officer at Zweig Group. Contact her at murso@zweiggroup.com."
      },
    
      {
        "title": "Connecting in the age of networking",
        "author": "Zweig Group",
        "date": "2024-09-08",
        "url": "/blogs/news/connecting-in-the-age-of-networking",
        "summary": "
 
Networking’s enduring value lies in fostering genuine connections, enhancing career paths, and cultivating meaningful, human-centric relationships.
No matter how things have changed, the value of networking will always stand the test of time. It allows one to find commonalities amongst peers, seek new paths, and most importantly, the opportunity to make true, genuine connections. This is the important part.
Building the foundation of a successful career goes far beyond shaking hands and adding another business card to your ever-growing pile of contacts. I’ve seen that true success comes from fostering connections.
But how can you do it? Based on my experience, I recommend embracing the spirit of a “connector.” Become the person who your clients can lean on – whether that means solving the problem or connecting them to someone who can. Let’s dig a little deeper into what it takes to become a connector of clients and communities.
Person-to-person. First, let your client be human. In the corporate sphere, we tend to start with the spill espoused at the latest sales meeting, only focusing on bottom lines and tight deadlines. As we all know, businesses can’t function without meeting those goals, but to truly thrive, we need to see the humanity in our peers. We all experience life beyond our office walls and computer screens, and sometimes, both you and your client need a reminder. Don’t be afraid to ask.
While it may seem daunting to do when you first meet someone, take the time to get to know them. The first meeting should be nothing more than an initial step in starting to build the relationship. Asking questions like, “How’s your daughter liking college?” or “Did you catch the game last night?” can make all the difference. It shows your client your investment doesn’t end when the paycheck comes in or the profits hit record levels. These small moments let you both step out of your job title and be genuine. It proves that your desire to do business with them is personal.
In reflecting upon the value of these person-to-person conversations, I reached out to one of my colleagues from the Chattanooga Chamber, CEO and President Charles Wood. Wood shared his testament to our efforts here at Croy, saying, “Doing business with Croy is never just business. They stay connected to me personally, as well as to our community. Whether it is asking about my family and upcoming events or strategically thinking about how the projects they work on will impact our community, the team from Croy has embedded community and relationships into every project we’ve worked on. From the start of our business relationship to my many friendships with Croy team members today, they’ve never faltered in showing how much they care.”
A listening ear. Making this kind of impactful connection isn’t an easy task. Like anything worth having, connections take time and effort. As you spend more time with your client, your conversations will naturally evolve beyond small talk and pleasantries – but only if you listen. While this may seem like an elementary concept, listening is a skill you build your entire life. It’s a muscle that needs training to strengthen, especially in an age of constant information. We’re hearing about the latest sales growth, hearing about the newest software, even hearing the voice inside our heads that won’t stop talking about taking a vacation. We do so much hearing in this life that the basic skill we learned long ago is no longer second-nature. To be a connector, you must be a listener. How can we serve our clients if we are only getting a surface-level understanding?
For example, a colleague from Dalton, Georgia, recently reached out to me and Croy’s CEO, Greg Teague, P.E. While speaking with this person and their team, we could tell this wasn’t a simple catch-up call. There was something weighing on them, and we needed to be the people they could lean on. With the right questions, the team eventually opened up. They gave us insight into an incomplete project that needed new direction. Because we listened and showed how much we care, we were able to give them a solution and get the project off the shelf. While we didn’t take on the project ourselves, we quickly connected them with the right people who could. That’s what it’s all about.
Making a conscious effort to seek out the details and ask specific questions shows your client that you care about them beyond business matters. Not only will this put your client at ease knowing they have a trusted partner on their side, but it helps you learn too. You’ll soon see where their drive comes from and realize their personal stake in matters. This understanding fosters a sense of connected motivation, propelling your business together in the process. To listen is to learn, and the more you learn, the stronger your career potential becomes.
Taking care of your connections. As I mentioned, in becoming a connector, you and your client become more human. We as human beings are created for these connections, and we must care about maintaining these connections. In this busy world, it is easy to let relationships fall to the wayside. Sure, you’ve checked on their daily Facebook updates or maybe you had lunch with them a few months ago, but don’t hesitate to reach out and keep in touch. This kind of consistent communication is key to keeping your connection strong.
Recently, Croy hosted a taco truck engagement event at our Chattanooga, Tennessee, office. Being new to the Croy team, I didn’t know what to expect of this event, but I was very impressed by the turn-out! I had the pleasure of seeing old friends and new colleagues alike sharing a meal and having great conversations. Through my own conversations, I soon realized that all these people were here because my colleagues are the kind of people who value connections. Their communication doesn’t stop when the deadline hits, and more importantly, the Croy team makes the effort to bring people together. I can say confidently that we are a company made up of connectors.
Even if the business aspect of your connection is no longer the focus, touch base with them on a personal level. Come alongside them, letting them know you’ll always be someone they can rely on when life gets tricky. In return, they come alongside us when we hit the lows of our lives or careers. They are the people you break bread with, call during the holidays, send condolences to. In the same vein, when they reach the mountaintops, we all celebrate just as they help us. Together, we move forward as humans and in doing so, set an example for the next generation to do the same. And yes, through listening and consistency, you can build these kinds of relationships in the corporate world.
The value of being a connector. While I believe these connections will help you meet your corporate goals, they also create an unbelievable bond with your clients. Yes, there will be bumps in the road; both of you will experience the highs and lows of life. However, the bond will enable you to work through the tough times while maintaining win-win scenarios through solving problems and providing deliverable solutions along the way.
We humans have approximately 4,000 weeks on this planet. When our time to depart arrives, we will not be remembered for what we brought to the bottom line. We’ll be remembered for how we made the people within our corner of the world feel. So, make the connections, and maintain the ones that matter. You never know how it can change things. 
Harry Hawkins joined Croy in March 2024 as the vice president of client services. He is based in the firm’s Chattanooga, Tennesse office and can be reached at hhawkins@croyeng.com."
      },
    
      {
        "title": "The cancer within",
        "author": "Zweig Group",
        "date": "2024-09-08",
        "url": "/blogs/news/the-cancer-within",
        "summary": "
  Negative employees in AEC firms can undermine management, leading to declining morale, productivity, and company performance.
There is a cancer that exists in so many established AEC businesses that no one talks about. That cancer is the negative, cynical, skeptical employee (or employees) who undermine management on a daily basis.
When combined with kind and good-natured, non-confrontational firm management – management that has limited confidence in their own abilities as businesspeople, and who do everything they can to avoid cutting anyone from their team – you end up with a company staffed by people who do the least amount they have to to keep their jobs and one that performs poorly in terms of profitability and growth.
The longer you have been in business, the greater the likelihood you have this problem. Ignored over time, it grows. The financial performance of the company gets worse and worse, and the situation compounds itself. And the resulting employee apathy eventually spreads to management and throughout the entire organization and kills the company from within. It’s not the economy or the market or competitive businesses that ruins it – it is rot from the inside.
None of this happens overnight. It can take years before the full effect of these people becomes evident. And there are plenty of warning signs that the disease is spreading. Here are some of them:


Work hours are declining. You see an across the board decline in hours worked. Never a good sign.

Absenteeism is increasing. When you see a trend for more sick time and vacation time being used, it is not a good sign that morale is high.

You see and hear about more “meetings after the meeting.” Those are the ones in the parking lot or coffee bar where the old-timers (many times those who have been there the longest and are the most negative) are interpreting and editorializing on what management is saying for the rest of the employees. Most of the time in my experience it’s skepticism.

Staff turnover is increasing. The unhappier people get with smaller raises and bonuses from the firm’s declining financial performance, and the more negativity they are exposed to from their fellow workers, the more likely they are to see if things are better somewhere else.

Petty disputes are on the rise. The less people have to do and the less focused they are on growing the firm, the more they fight over the scraps and perceived injustices of management.

So what do you do about this?


Management has to confront the naysayers. Hear them out and then tell them what you are doing immediately. No delay. Delays allow the misconceptions to go on unchecked and make everything worse.

Management needs to show a willingness to move those out who no longer buy into the program. Yes it’s hard to find people. And yes, no one wants to step up to fill their shoes until a replacement is found. But it’s necessary. You cannot wait until those people decide to leave on their own. All that does is reinforce the idea to the rest of the employees that “they (the naysayers) were right,” and their negativity and cynicism was justified.

Better people have to be found. And when they are, you don’t want them to be trained by the negative people who are there (often someone who has already turned in their notice) allowing their minds to get polluted. By the way – those who quit for most reasons need to be moved out immediately. There could be an exception for those whose spouses are being relocated, or those who are retiring, but most of the time getting them out now is best.

Management needs to communicate more. Open-book management. Sharing victories. Sharing stories of heroic behavior from employees. Sharing testimonials from happy clients. Sharing the business plan. Sharing progress toward goals. Positive stuff. More positive information has to be flowing than negative information. The problem usually is management doesn’t think they have time for this – they are busy selling and doing work. But they have to find time to do this.

Management needs to project confidence and optimism themselves. They cannot look or act defeated. They must demonstrate faith daily that the firm is on the right path.

So does any of this sound familiar to you? Are you allowing a cancer to grow from within your firm? Or are you going to surgically remove it and treat yourself with chemo to be sure it hasn’t spread? The choice to act (or not to) is yours and yours alone.
Mark Zweig is Zweig Group’s chairman and founder. Contact him at mzweig@zweiggroup.com."
      },
    
      {
        "title": "It’s time to let this marketing relic die",
        "author": "Zweig Group",
        "date": "2024-09-08",
        "url": "/blogs/news/it-s-time-to-let-this-marketing-relic-die",
        "summary": "
  

By moving beyond outdated tools, we can foster more meaningful connections, better demonstrate our capabilities, and evolve with the needs of our clients.
In the dynamic realm of the architecture, engineering, and construction industry, marketing strategies are pivotal for securing client trust and business sustainability. However, traditional methods such as the one-pager are rapidly losing their effectiveness. The one-pager, once a staple in marketing toolkits, now represents an outdated approach that can potentially limit a firm’s market perception and success.
The service-first conundrum. For decades, one-pagers have been the go-to marketing material, typically leading with a detailed list of services. This method, while straightforward, inherently restricts a firm’s narrative to a narrow scope. Clients, especially in the AEC sector, look for partners, not just service providers. When we lead with services, we risk being pigeonholed, recognized only for specific capabilities rather than as a comprehensive solution provider. This not only diminishes our appeal but also caps our potential engagements.
A crutch for the sales-averse. Sales is an art, particularly in technical fields where the nuances of services are complex and varied. The reliance on one-pagers has inadvertently become a security blanket for those uncomfortable with direct selling. This trend is counterproductive. While a one-pager can neatly summarize a service, it cannot replace the human element crucial in sales – empathy, adaptability, and the ability to engage. By over-relying on these documents, we prevent our staff from fully developing these essential skills, ultimately impacting our firm’s ability to connect and resonate with potential clients.
Misaligned meeting approaches. The most strategic error with one-pagers is their tendency to dictate the flow of client meetings. Successful client interactions are not about inundating prospects with prepackaged information but about listening – understanding their challenges and tailoring our dialogue to address these issues. A one-pager encourages a monologue when the need of the hour is a dialogue. It is imperative that we shift our approach to one that prioritizes listening, thus fostering a more consultative and client-centric relationship.
A strategic shift in approach. Transitioning from the one-pager mentality involves a strategic overhaul. We start by setting clear goals and identifying our target audiences. From there, we develop key messages that resonate deeply with these groups. Only then do we select the appropriate tactics. This comprehensive strategy allows us to utilize the full spectrum of marketing and sales tools at our disposal, effectively moving our clients and prospects to action. By adopting this holistic approach, we ensure that all communications are purpose-driven and tailored, maximizing impact and engagement.
Let the one-pager die. The death of the one-pager is not an end but a beginning – an opportunity to innovate our approach to marketing and client engagement in the AEC industry. By moving beyond these outdated tools, we can foster more meaningful connections, demonstrate our full spectrum of capabilities, and, most importantly, evolve alongside the needs of our clients. In the era of holistic service and partnership, listening and personalized engagement are the keys to unlocking true business potential. 
Val Brennan is director of marketing at WSB. Connect with her on LinkedIn."
      },
    
      {
        "title": "A strategic advantage",
        "author": "Zweig Group",
        "date": "2024-09-08",
        "url": "/blogs/news/a-strategic-advantage",
        "summary": "
 
This investment enhances employee engagement and serves as a powerful tool for recruitment and retention.
 In today’s rapidly changing professional landscape, investing in licensure exam preparation for your employees is not just a perk – it’s a strategic advantage. This investment not only enhances employee engagement but also serves as a powerful tool for recruitment and retention, while providing substantial savings to the company’s budget.
Here are the top reasons your firm should prioritize licensure exam prep:

Boost employee engagement by investing in your employees:


Navigating the changing landscape. Firms that offer licensure exam prep are aiding employees in adapting to significant changes in licensure exams since 2021. These changes include the transition to computer-based testing and modifications in civil specifications. The School of PE (SoPE) is equipped to handle these updates comprehensively.

Challenges in self-study. Unlike in the past, employees today face difficulties in self-study due to these exam changes. Digital options are essential, and SoPE transitions the learning experience from outdated methods (like VHS) to modern, flexible formats akin to Netflix.

Feeling valued across industries. When companies invest in the career advancement and upskilling of their staff, employees feel valued. This investment in professional growth boosts morale and engagement.

Recruiting and retention benefits:


Enhanced performance and loyalty. Engaging in employees’ career development makes them feel valued, leading to increased performance and loyalty. HR Magazine reports that businesses investing at least $1,500 per employee per year in training see profit margins 24 percent higher than those investing less.

Competitive advantage. A significant 78 percent of Zweig Group’s Best Firms To Work For offer tuition and training benefits, highlighting a clear advantage in recruiting and retaining top talent.

Key reasons for employee turnover. According to a Work Institute report, career growth and work-life balance are the top reasons employees leave a company, at 22 percent and 12 percent respectively. Providing licensure exam prep addresses these critical factors, reducing turnover.

Bottom line savings to learning and development and company budgets:


Cost management prior to formal benefits. Without formal licensure exam prep benefits, employers often pay market rates without controlling training quality, incurring high B2C purchase costs for employees.

Savings and quality control post-benefit establishment. Once licensure exam prep is established as a formal benefit, companies save money and monitor training quality. SoPE assists with surveying students, involving benefit administrators, and managing company accounts, ensuring effective training.

Intangible benefits. While the financial benefits of formal exam prep programs are significant, the quality control and employee satisfaction resulting from these programs also enhance overall company performance.


Offering licensure exam prep is a benefit that modern companies cannot afford to overlook. The advantages for the firm, such as improved recruitment, retention, and cost savings, are clear. However, the benefits for employees – enhanced career advancement and upskilling – translate into substantial gains for the company. When employees feel supported, the positive impact on the bottom line is undeniable. Combining this support with the top-rated, flexible course formats and cost savings provided by corporate programs with the School of PE creates a win-win situation for any company. 
Jeff Bornemiss is director of business development at School of PE. Contact him at  jeff.bornemiss@schoolofpe.com. For more information on School of PE courses, please visit www.schoolofpe.com."
      },
    
      {
        "title": "Haley & Aldrich acquires The ELM Group",
        "author": "Zweig Group",
        "date": "2024-09-04",
        "url": "/blogs/news/haley-aldrich-acquires-the-elm-group",
        "summary": "Haley & Aldrich, a national environmental and engineering consultancy, has acquired The ELM Group, an environmental and engineering consultancy based in Pennsylvania and New Jersey. Together, Haley & Aldrich and ELM will offer an expanded slate of services to address pressing environmental, sustainability, and resilience issues.
The acquisition will unite Haley & Aldrich’s nationwide geotechnical engineering and environmental expertise with ELM’s regional contaminated site, sediments, and natural resource practices. This combination strengthens both companies’ capacity to serve industrial, manufacturing, and other clients in the mid-Atlantic region, where there is a high demand for services related to environmental compliance, legacy contamination, and the impacts of climate change.
“Together, Haley & Aldrich and ELM will have deeper regulatory relationships and technical resources for addressing the region’s urgent challenges, from remediating contaminated sites to building resilience as sea levels rise,” said Shawn Fiore, Haley & Aldrich’s president and CEO. “Our commitment to delivering exceptional value and technical excellence will remain unchanged, but our ability to deliver on that commitment will grow.”
Haley & Aldrich clients will benefit from ELM’s New Jersey-licensed site remediation professional expertise, watershed-based and sustainability-focused remedial characterization and planning experience, and expanded natural resources damage assessment and management capabilities. In turn, ELM’s clients will gain access to Haley & Aldrich’s nationwide team of more than 1,000 professionals, which offers new expertise in areas ranging from per- and polyfluoroalkyl substances remediation to deep foundation design and remedial design and construction.
“Both companies share a focus on developing a whole-system, strategic vision for contaminated sites and other projects,” said Peter P. Brussock, Ph.D., ELM managing partner. “We’ll further this vision by uniting our areas of expertise and regional experiences.”
“We look forward to introducing our clients to our expanded teams,” added Mark D. Fisher, also an ELM managing partner. “As one company, we’ll continue to prioritize the approach that we each took separately. That is, we’ll provide outstanding technical service while truly listening to our clients to learn how we can serve them best.”
Zweig Group's Mergers and Acquisitions team advised ELM through this transaction. Zweig Group is the leading research, publishing, and advisory services resource for firms in the AEC industry. "
      },
    
      {
        "title": "M&A Weekly Activity Report for 8/26/24 - 9/1/24",
        "author": "Katelyn Dover",
        "date": "2024-09-03",
        "url": "/blogs/news/m-a-weekly-activity-report-for-8-26-24-9-1-24",
        "summary": "

 
Zweig Group is the leading AEC Industry advisory service provider. We blend industry and sector knowledge with experience across the M&A lifecycle to help you capture value for shareholders. Reach our Mergers & Acquisitions Advisory team here.
 
Domestic Transactions:
 
8/21/2024Ansco & Associates (Norcross, GA), a telecommunication firm and a wholly owned subsidiary of Dycom Industries (Palm Beach Gardens, FL), acquired Black & Veatch’s public carrier wireless telecommunications infrastructure business (Overland Park, KS) (ENR #14). Read More.
 
8/22/2024YOUNG & Associates (Nashville, TN) property damage consulting firm received a majority investment from private equity firm THL Partners (Boston, MA). Read More.
 
8/23/2024Live Oak Engineering (Birmingham, AL), a civil and structural engineering firm, acquired Dunn & Associates (Jacksonville, FL), a civil engineering, planning, and design services firm. Read More.
 
8/26/2024Bowman Consulting Group (Reston, VA) (ENR #87) acquired civil engineering, water resources, and project management firm Robau & Associates (Naples, FL). Read More.
 
8/27/2024Design firm KTGY (Irvine, CA), focused on architecture, interior design, branded environments, and urban design, acquired architectural firm GDA Architects (Dallas, TX), specializing in high-rise residential, hospitality, and industrial design. Read More.
 
8/27/2024Technology, conformity assessment, and consulting solutions firm, NV5 (Hollywood, FL) (ENR #24), reached a definitive agreement to acquire Weston Solutions’ California Water Resources Group (Carlsbad, CA). Read More.
 
8/27/2024TRC Companies (Windsor, CT) (ENR #16), a global professional services firm, acquired Paustenbach & Associates (Jackson, WY), a firm that offers toxicology, exposure science, and risk assessment specializing in high-end health hazard assessments and litigation support. Read More.
 
8/28/2024Qualus (Cincinnati, OH), a power services firm, acquired Planet Forward Energy Solutions (PFES) (Western Springs, IL), a firm that provides program management and strategic advisory services to the power industry and utilities. Read More.
 
International Transactions:
 
8/28/2024CIMA+ (Laval, Canada), an infrastructure, transportation, energy, and PM firm, acquired GTA Hydro (Montreal, Canada), a consulting firm operating in the hydroelectric energy production sector. Read More."
      },
    
      {
        "title": "2024 Recruitment & Retention Report released",
        "author": "Zweig Group",
        "date": "2024-08-27",
        "url": "/blogs/news/2024-recruitment-retention-report-released",
        "summary": "Zweig Group is proud to announce the release of its 2024 Recruitment & Retention Report of AEC Firms, which covers all areas of recruitment and retention from the search process, integrating a new candidate into a firm, HR departments' involvement in the process and even the use of outside executive search firms for finding top talent. 2023 was a year of significant learning in the battle for top talent. In 2024, it’s essential to consider the critical shifts that have shaped the landscape of recruiting and retention.
One of the most significant findings in this year's report is the increase in HR spending, which has risen from 1.3 percent of net service revenue in 2023 to 1.6 percent in 2024. This growth highlights the industry’s ongoing commitment to securing top talent, recognizing the critical importance of investing in human capital to drive business success.
Additionally, the 2024 report reveals a notable shift toward transparency in compensation practices. In 2023, none of the firms surveyed reported that their employees had access to formal compensation data. However, by 2024, 15 percent of firms have taken significant steps to provide all employees with access to this crucial information. This shift reflects a growing emphasis on openness and fairness in the workplace, as firms strive to foster a culture of trust and accountability.
Zweig Group's 2024 Recruitment & Retention Report is an essential resource for AEC industry leaders seeking to stay ahead of the curve in attracting and retaining top talent. The report offers valuable insights and actionable data that can inform HR strategies and support the development of competitive, equitable workplaces.
While 2023 offered valuable lessons, 2024 continues to present opportunities to redefine success. By staying focused on these foundational areas, your firm can adapt to ongoing challenges and secure the talent essential for future growth. Read the full report here!"
      },
    
      {
        "title": "Policy and benefit trends",
        "author": "Zweig Group",
        "date": "2024-08-25",
        "url": "/blogs/news/policy-and-benefit-trends",
        "summary": "
 
The latest data highlights key trends in AEC policies, emphasizing pay, remote work, and transparency for growth.
 The key to growing your firm and reaching your strategic goals often rests with the quality of your employees, and the quality of your firm’s policies, procedures, and benefits is critical to hiring and retaining a top-notch workforce. Zweig Group’s 2024 Policies, Procedures & Benefits Report provides AEC industry leaders with industry statistics on policies and procedures, so they can support policy decisions with hard data.
Here are some of the key trends from the report:


Budgeting for pay increases. A significant majority (89 percent) of firms budget for staff pay increases. The median raise among these firms was 5 percent last year, and this figure is projected to remain the same for the current year. While a 3 to 5 percent increase has traditionally been a safe benchmark, the current economic climate, increased workload due to backlog, and high turnover have prompted many firms to consider more substantial raises to maintain employee satisfaction.

Significance of remote work and unique projects. In Zweig Group’s 2024 Policies, Procedures & Benefits Report, geographic location’s importance for attracting talent dropped significantly from 4.0 in 2023 to 2.8. This shift suggests a growing acceptance of remote work, making it crucial for firms to invest in virtual collaboration tools. At the same time, the appeal of interesting projects has increased from 4.0 to 4.1, highlighting the need for firms to showcase unique and challenging work in their recruitment efforts.

Rise of formal compensation programs. More firms are adopting formal compensation programs, rising to 52 percent in 2024 from 48 percent in 2023, with 33 percent of employees now having access to this data. This trend toward transparency is critical for building trust and recruiting and retaining employees. Raises given at management’s discretion have decreased from 74 percent to 66 percent. A thorough formal salary/wage review process is the No. 1 method to determine raises. Moving to a structured salary review process can help motivate employees and maintain equity.

Shifts in administrative practices. Regarding administrative practices, weekly timesheet collection has reduced from 82 percent to 73 percent, while biweekly collection has increased from 9 percent to 17 percent. Adopting biweekly timesheet collection can streamline processes and reduce administrative burdens. Workplace policies have also evolved, with 94 percent of firms now prohibiting gambling, up from 85 percent in 2023.

By understanding and proactively acting on these trends, firms can better position themselves to attract and retain high-quality employees. This approach ensures long-term success and growth, empowering you to steer your organization toward a prosperous future. Read the full report here! 
Will Swearingen is chief data officer at Zweig Group. contact him at wswearingen@zweiggroup.com.
M&A Next Symposium This highly interactive event is designed to provide M&A education and practical application through interactive roundtable discussions, thought leadership from expert panelists, and focused networking to connect leaders from across the country. You will end the day better informed about the opportunities for M&A as a growth strategy. Join us September 17 in Tampa, Florida. Click here to learn more!"
      },
    
      {
        "title": "Choose your own marketing adventure",
        "author": "Zweig Group",
        "date": "2024-08-25",
        "url": "/blogs/news/choose-your-own-marketing-adventure",
        "summary": "
 
Creating non-traditional peer groups allows AEC marketers to gain fresh perspectives and enhance creativity.
In her article in the August 7, 2023 issue of The Zweig Letter, Julia DeFrances wrote about the value of professional associations. Without doubt, being involved with organizations like Zweig Group or the Society for Marketing Professional Services can enhance your career and introduce you to many established experts in the fields of architecture, engineering, and construction.
However, sometimes breaking away from the establishment can also be beneficial.
In 1979, the concept of choosing your own adventure was introduced to young readers by Edward Packard and R. A. Montgomery. In their beloved series of stories, still available for sale and on library shelves, young readers get to choose what happens next. The choices made throughout the narratives guide the stories and control the outcomes.
The height of popularity for the books was in the 1980s, but the franchise is still going strong today. And in another plot twist, decades later, many other genres and industries have created their own spin on the concept: from cookbooks to date night plans to dinner with the kids – from travel itineraries to recruiting and retention themes. In September 2022, The New Yorker featured an article on the “enduring allure” of the series and in May of this year, The New York Times ran an article about choosing your own cookout salad adventure. Clearly the concept of choosing your own adventure is alive and well in 2024.
For AEC marketers, what I’m proposing is choosing your own marketing adventure by creating your own, perhaps non-traditional, peer group. This can be especially helpful for AEC marketers who work on a small team, or perhaps are a team unto themselves.
The cast of characters. Group members might include marketing professionals from related industries such as your print vendor, photography studio, or promotional giveaways vendor. Maybe you invite your favorite shop owner/independent retailer. What about those professionals you met while staffing your table at your last trade show or conference?
Where are the crossover points between business-to-consumer marketing and business-to-business? How does a [choose one: print vendor, photography studio, promotional giveaways vendor, independent retailer] use social media or email marketing? Are newsletters dead? What about blogs? How has conference attendance, and approaches to it, changed in the last five years? What topics can you explore and what insights can you gain from one another?
Setting the scene. Just as you might have a favorite place to curl up and read, where you choose to meet can also have an impact on your outcomes. You might prefer a formal group meeting to be held in your own private conference room. Or you may feel one-on-one meet-ups in a centrally located coffee shop are more energizing. Some groups may prefer to connect online or even outside. Is there opportunity for an actual meeting adventure – where the group takes to a trail or track?
Julia Webster Ayuso wrote in an article for Atmos Magazine, “Walking has been shown to optimize the inner workings of the brain, promoting new connections between brain cells, improving memory, and increasing the size of the hippocampus. In the same way that songs with a high tempo can help us move faster, the rhythm of our feet on the ground can help organize our thoughts, preventing distraction and boosting creativity. As opposed to sitting in a chair, moving the body can help stimulate the mind.”
The storyline. You may have an existing list of topics you wish you could bounce off of someone. Or you may prefer more open conversation, launched from a marketing blog, conference agenda, or recently published article or book.
In all cases, you need to come prepared. This is a give-and-take arrangement so you’ll need to be ready to share your marketing perspective in hopes of receiving in return.
Show-and-tell is a great way to get started and can also pre-qualify your group members. If someone doesn’t have at least one marketing [choose one: brochure, campaign, email, newsletter, blog, effort] that they are proud of and excited to share with your group, then this might not be the group for them.
What’s next? The power is in the perspectives. Just as with the choose-your-own-adventure books, where the outcome differs depending on the reader, your marketing peer group will be unique to you and your firm’s marketing approaches and brand. As well as the approaches and brands represented by those in your group.
Will everything shared within the group be immediately transferable to your marketing plan? Most likely, no. But by having these kinds of conversations, raising our awareness of different styles, and listening to leaders from outside our usual domain, we can be better informed and expand our creativity and thoughts surrounding what comes next in our world of AEC marketing. After all, don’t we all want to be the creator of our own adventure? 
Jane Lawler Smith, MBA, is the marketing manager at Derck & Edson, LLC. She can be reached at jsmith@derckandedson.com."
      },
    
      {
        "title": "Being an effective manager",
        "author": "Zweig Group",
        "date": "2024-08-25",
        "url": "/blogs/news/being-an-effective-manager",
        "summary": "
 
Anyone who is a design professional and who wants to get ahead is probably going to have to learn to be a manager.
If there’s one thing we can probably all agree on, it’s this: Anyone who is a design professional and who wants to get ahead is probably going to have to learn to be a manager. It’s just the way it is.
Otherwise, you are limited to only what you yourself can personally do, and that’s going to be a big limitation, as most projects design professionals get hired for require a team of people to accomplish. You are going to have to be a manager.
While it may seem obvious to some, as my friend, Matt Lewis, the fourth generation family member to run Lewis Automotive Group says, “Don’t forget the term ‘manager’ has the word ‘manage’ in it.” That means you manage things to get the desired results.
So what kinds of things does a manager in an AEC firm have to do if they want to be effective? There is a lot that goes into the classic definition of management that is “planning, organizing, and controlling resources.” Many subtleties impact how successful one is at doing that. And they aren’t all taught in school, especially colleges of architecture or engineering, although in all fairness, engineering schools usually make some minor attempt at teaching basic management principles.
Here are my thoughts:


Effective managers achieve results through the work of others. This is paramount. While it doesn’t prohibit the manager from also being a good producer themselves (some people in our business DO actually think that), the first priority is making OTHER people productive. The team is more important than the individual!

Effective managers understand people. Everyone who wants to be a manager could benefit from studying psychology and sociology, but unfortunately, most don’t get much of that in school. Management is about people. And design professionals don’t usually go into the design or technical disciplines that they do because they are interested in people. In order to know people, you have to be interested enough in them to want to learn all about them as individuals. And that understanding is critical to your ability to motivate (or avoid demotivating) them.

Effective managers are good at predicting how people will behave in any given situation. This is a crucial skill because the manager decides who will fill each specific role that needs to be filled. The ability to predict individual behavior in a specific situation is a critical management skill. It takes empathy and a real understanding of the individuals involved to be able to do that. A big part of management is understanding probabilities of success or failure. And those probabilities are tied to the individuals involved.

Effective managers build their team. They make the decisions on who goes on the team and who stays on the team. Those can be difficult decisions to make for many reasons. People could get their feelings hurt. Not everyone will agree with those decisions. But that doesn’t mean those decisions don’t have to be made! There have to be performance and behavior standards that are met to remain on the team. Weak managers are not good at this. They want everyone to have a place on the team, so they keep trying to make people “work out” who aren’t going to. That drags down performance and hurts morale for everyone if the manager can’t make the tough calls.

Effective managers resolve conflicts. Not everyone will get along even when they are good people and on the same team. So the manager has to confront these situations. You cannot ignore them and hope things work out on their own. That probably won’t happen and the damage these conflicts cause can spread like a cancer. So just like cancer, it’s best to treat it sooner rather than later.

Effective managers learn to work within the constraints of the system. There will always be constraints in our business. Time constraints. Monetary restraints. Resource constraints. These constraints cannot be an excuse for not accomplishing the goals of the organization. And the larger the organization – be that the client organization, or the AEC firm itself – the greater the likelihood of bureaucratic obstacles that need to be negotiated. Effective managers know what they can change and what they cannot change, and work accordingly.

Effective managers believe they can be effective and get results. Accomplishing anything first requires the belief that you can do it. There is no place for doubt or cynicism on the team. Belief that success IS possible has to start with the manager.

My last point is this. There is a body of knowledge on management just like the body of knowledge that exists on your design or technical discipline. Get into it, and you might be surprised that you can actually learn how to be a better manager! 
Mark Zweig is Zweig Group’s chairman and founder. Contact him at mzweig@zweiggroup.com."
      },
    
      {
        "title": "Networking vs. network",
        "author": "Zweig Group",
        "date": "2024-08-25",
        "url": "/blogs/news/networking-vs-network",
        "summary": "
  Networking is important for your business, but your network can work for you – as long as you stay in front of them and share valuable resources and knowledge.
Networking is a verb. It’s the action of making connections and building relationships. A network is a group of connections you have an existing relationship with. These two words are very closely related, yet still different. Let me explain.
Networking refers to the act of interacting with others to exchange information and develop professional or social contacts, particularly in a business context through events and conferences (both in person and virtually). It’s building relationships and building trust through conversations and problem-solving. Professionals may network to find new job opportunities or to gain insights into their industry or market.
On the other hand, a network includes your existing connections with whom you already have a relationship. Your network is exclusive to only you. No one else has the exact same connections as you. This allows you a unique opportunity to help individuals in your network make connections with others in your network. You have your own built-in referral system. Your network is made up of different levels of connections as well. The individuals you spend the most time with (your core group) probably have a similar network to you, because you do the same things and go to the same places. Those individuals whom you may only see several times a year, however, have a very different network than you. This is where the magic happens! The people who know you but aren’t in your core group are the ones who you’ll often get the most referrals from. Your network can work for you, as long as you stay in front of them consistently and share valuable resources and knowledge.
Throughout the years, my network has continued to help me grow my own business. Recently, a connection I met many years ago through the Society for Marketing Professional Services reached out to me about proposal development for a contractor their architectural firm works with. We have remained connected through LinkedIn and also see one another at various conferences. Let me preface this by saying I have not done work directly with her or her firm. She introduced me to the contractor and told them they needed to work with me, because I was the best and knew the industry. The contractor interviewed me and hired me on the spot to consult for them. This is a prime example of my network helping me obtain a client. Wow! The power of your network is huge.
Fortunately, this isn’t the only success story of how my network has helped me, which motivates me to continue expanding my connections. Networking is important for my business, but I also simply enjoy meeting new people and strengthening the relationships I currently have as well. Let your network help you with your challenges. Life is too short to do it by yourself. Your network (tribe) will come through for you. You just have to ask! 
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": "An operations team to build the future",
        "author": "Zweig Group",
        "date": "2024-08-25",
        "url": "/blogs/news/an-operations-team-to-build-the-future",
        "summary": "
 
Transforming team dynamics and strategies for improved leadership skills, operations, and project implementation, leading to business success.
When I assumed a regional management role after significant company transitions, I was unsure about what to expect. Would I simply fall into the routines the previous manager had used to run our business unit, or develop my own way of leading? He clearly excelled in that role, ultimately rising to the position of CEO. Although we share similar personalities and approaches – he was my mentor for more than 20 years, after all – no two people are exactly alike. My natural inclination toward collaboration made me an excellent “second in command,” always ready to offer my opinion, serve as a sounding board, and assist with implementation. However, when it came time for me to take the lead, I had to learn how to drive initiatives forward independently.
One of my predecessor’s key initiatives was the creation of a performance team aimed at enhancing our business unit’s results. In the mid-2010s, we faced underwhelming performance, with significant project losses and stagnant growth. Although the performance team generated excellent ideas, they struggled with implementation. This was likely because the team was comprised of our business unit’s primary leadership, who already had substantial responsibilities.
As I stepped back to envision our future, I identified two key priorities:

Supporting our employees by providing the necessary resources, guidance, and opportunities for their success.
Developing our staff into capable and successful leaders to fill the roles that would become vacant due to numerous company transitions.

I decided to convert the performance team into a leadership team and add an operations team. The new operations team’s objective is to develop policies, systems, and resources, while increasing alignment across the business unit before implementing changes. The group would brainstorm ideas and prioritize “projects” to work on. An added benefit is that team members gain a deeper understanding of what it takes to lead a business unit, thereby refining their leadership skills.
Because I view the operations team as an avenue to promote collaboration across offices and groups, and a means to provide leadership opportunities for younger staff, I targeted members who would cherish the challenge/opportunity. Ultimately, I selected 10 diverse participants: experienced and young professionals, in-office workers from various locations, remote workers, those with long tenures at SCS, and newcomers to the company. Additionally, three members from the leadership team joined to ensure that the operations team’s activities and projects align with the leadership team’s vision for our business unit.
I wanted the group to develop organically, so I took a backseat role in leading the initial meetings. Our first “project” was to update the annual performance review form to better reflect our vision, goals, and desired culture. The update was successfully implemented in a short time. The next project was to compile lessons learned on complex and high-liability construction oversight projects to streamline future work and allow everyone to benefit from the experiences of a few. Six team members volunteered to take on this project.
While working on the construction oversight project, the team experienced fluctuations in progress, with initial stages being particularly challenging. Feedback indicated the team struggled due to a lack of clear direction and the absence of a designated leader for both the operations team and the project itself. Despite these challenges, the team ultimately delivered a summary document that exceeded my expectations.
I view these initial projects as demonstrations of success. While the team may have felt uncertain as they navigated a vague scope, they ultimately persevered. They found their way and developed effective solutions that have already proven beneficial. Their strong design skills and ability to work collaboratively enabled them to capitalize on their expertise. Learning from this struggle will benefit them and enhance their leadership capacity.
However, initial feedback from the leadership team prompted me to adjust my approach to the operations team. First, I made it clear that this work was important by specifying where team members should charge their time. I also explained how we would evaluate the time spent on these projects throughout the year by assessing the cost/benefit. We also began to treat “projects” more like true projects for clients – I provided specific expectations and defined the project scope, we established goals to achieve by the next planned meeting, and we identified a leader for each of the new projects.
The next meeting went much better, had more structure, and team members walked away from it with a sense of purpose and direction instead of a vague concept of what to do next. I believe the struggle contributed to the sense of accomplishment and is a lesson that will stick with those team members as they move forward with other projects. We have effectively established this unique team, received critical feedback, and implemented changes. I am excited and enthusiastic about our operations team and the benefits they will deliver to our business unit and SCS as a whole. 
Anastasia Welch, P.E. is a business unit director at SCS Engineers. Contact her at awelch@scsengineers.com."
      }
    
  ]
}