{
  "articles": [
    
    
      {
        "title": "The profit behind the percent",
        "author": "Zweig Group",
        "date": "2025-07-06",
        "url": "/blogs/news/the-profit-behind-the-percent",
        "summary": "
 
Firms that are truly boosting profitability aren’t just raising rates; they’re reengineering how they charge.
AEC firms across the country are raising rates, but many are missing a bigger opportunity: rethinking their fee structure. According to Zweig Group’s 2025 Fee & Billing Report, every firm surveyed increased billing rates over the past three years – with a median rise of 11 percent. But the firms that are truly boosting profitability aren’t just raising rates; they’re reengineering how they charge.
Fee structure is your secret weapon.
Think two firms charging the same hourly rate will see the same results? Think again. The difference often comes down to strategy. Firms that win sole-source contracts – those awarded without a fee competition – tend to outperform their peers. Why? They leverage trust, reputation, and relationships, sidestepping price wars and reinforcing their value.
Others are charging for urgency, with 37 percent of firms applying an “emergency” markup of 15 percent for rush work. It’s a simple but powerful adjustment that ensures margins don’t shrink under pressure.
Which pricing models pay off?
Not all fee methods are created equal. AIA Work-on-the-Boards survey data shows that percentage-of-construction-cost fees are considered the most profitable by nearly half of participating firms. As project values increase, so does the firm’s revenue – without renegotiating fees mid-project. By contrast, fixed fees and hourly contracts often limit upside and expose firms to risk if scope shifts.
This insight should prompt every firm to assess whether their current pricing model is maximizing revenue or simply maintaining the status quo.
When you get paid matters.
In addition to how you charge, when you get paid can dramatically impact your firm’s financial health. The data from Zweig Group’s 2025 Fee & Billing Report shows that most firms still bill conservatively in early phases – only 23 percent of a project’s fee is typically collected by the end of schematic design, and 25 percent by the end of design development.
That means more than half of the project’s fee comes later – when project risks increase and upfront work has long been delivered. “Back-dragging” fees in this way limits cash flow and exposes firms to nonpayment if the project is delayed or scaled back.
“Front-loading,” on the other hand, shifts more of the fee to early phases where critical strategic work is done. Firms that allocate more fee to upfront design, alignment, and scope definition are seeing better predictability, improved client communication, and fewer surprises downstream.
Adapting fee allocation to reality.
Top-performing firms don’t follow legacy fee splits. Instead, they adjust allocations based on client type, project risk, and real-time effort. They build flexibility into their contracts – adding rush premiums, scope-change clauses, and milestone billing options that protect both sides.
And they make it a habit. Today, 95 percent of firms review and update their billing rates at least once a year, up from 83 percent just one year ago. It’s part of a larger shift: fee planning is no longer a static task. It’s a strategic, dynamic business discipline.
Ready to shape the future of fee strategies?
Don’t wait until your next project burns a hole in your margin. For Florida firms, take this short survey and see how your fee-setting strategies stack up. Survey results debut at the AIA Florida 2025 Convention & Trade Show taking place at the JW Marriott Tampa Water Street, July 30-August 2. Learn more about the convention classes and schedule, and register to join us here. 
Will Swearingen is senior director of Transition consulting at Zweig Group. Contact him at wswearingen@zweiggroup.com.
ElevateAEC Conference & Awards Gala The largest in-person gathering of industry leaders and award-winning firms, the 2025 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 9-11 in San Antonio, Texas. Learn more!"
      },
    
      {
        "title": "Winning work during uncertain times",
        "author": "Zweig Group",
        "date": "2025-07-06",
        "url": "/blogs/news/winning-work-during-uncertain-times",
        "summary": "
 
To succeed in disruption, AEC firms must refine client focus, target markets, and go/no-go processes.
Disruptions are constant. Inflation, interest rates, politics, tariffs, funding cycles, and demographic changes – these are all areas that can cause uncertainty in the built environment, as owners consider holding back on design and construction projects.
This disruption is happening everywhere. Uncertainty over tariffs has resulted in projects going on hold. Cuts to governmental funding are being experienced throughout the country. Economists are now projecting a 50/50 chance of economic retraction, and first-quarter 2025 results demonstrate current economic challenges.
When facing uncertainty, AEC firms in the past have embraced a reactionary approach to the potential challenges, often rushing to cut overhead, including marketing and business development staff, and proactive efforts. But this is the opposite approach of what firms should be doing.
While it is important to ensure you have the right people in the right roles, focus is critical when facing economic uncertainty or the potential of a downturn.
During busy times, inefficiencies may remain largely unexposed, whether in firm management, project delivery and operations, human resources, or BD and marketing. To build and sustain a resilient business, we must identify inefficiencies and become more focused with our strategies and tactics.
Where do you start in BD and marketing? With the low-hanging fruit. Understanding your existing clients and focusing on the highest-value, highest-opportunity existing clients will help you to weather any downturn. But what about landing new clients? By focusing more on three specific areas, you will improve your efforts and the probability of success. These include developing ideal client profiles (ICP), refining your target markets, and making sound go/no-go decisions.
Understanding your ideal clients.
Every AEC firm understands that some clients are better than others. Ideal clients tend to value your services, pay on time, utilize multiple services, and come back to you.
In the realm of marketing, the term “customer persona” is thrown around a lot, and it allows marketers to focus on targeting individuals based on specific demographic/geographic characteristics. For the AEC industry, it is hard to pigeonhole a specific “persona.”
For instance, a DPW director at one municipal client may be a male baby boomer who did not go to college but worked his way up, beginning in maintenance. He may retire in just a few years. But the DPW director at the adjacent municipality may be a young millennial woman with a degree in engineering, new to the role, and with a long career ahead.
So, how do you create a buyer persona with these characteristics? Well, this is where the ideal client profiles come in. Identify the ideal companies, agencies, or institutions based upon certain variables, then target those prospective clients and individuals with specific roles/titles identified through the ICP process.
It is critical to look at your existing and former clients to help provide context for the ideal clients. Every company has its own definition of ideal clients, but some of the common variables analyzed include market sector, sub-category (if applicable), size (revenues, employee county, population, etc.), AEC selection process, financial position, business objectives, needs we can address, project delivery preferences, and primary contact profile.
Once defined, making ICPs central to your BD and marketing strategy is essential. Use them to score leads, define targets, guide content creation, and prioritize pursuits.
Knowing your (market) strengths.
ICPs must align with target markets. Too often, firms facing uncertainty chase any and every opportunity, hoping that if they throw enough at the wall, something will stick. At the beginning of my career, I experienced a recession. The architecture/engineering firm I worked for was very worried about workload and went after everything.
This reaction included taking a one-size-fits-all approach to pursuing every publicly advertised opportunity. I vividly remember the thrill of the pursuit in the early days of my job, followed by the consistent agony of defeat. After a year of pursuing every federal opportunity in our general region, with no focus or proactive business development, doing the math and learning we were 0-for-100 took the wind out of my sails.
You may have heard the saying, “Don’t fish everywhere.” Perhaps a better saying should be, “Don’t fish everywhere, and bring the correct bait.” In the prior example, we fished where the fish were biting, but our bait was woefully inadequate. When targeting the right markets for your services, internal subject matter expertise and prior experience are absolutely essential to succeed in an uncertain market. There are many different ways to define a target market, but it is really about the intersection of several different components, including:


Historic performance: past revenues, profitability, current backlog, portfolio of project experience

Future opportunity: growth projections, funding sources, legislation that could impact the market

Existing relationships: knowing the decision-makers, having a broad network in the market sector, and geographic region

Company brand: recognition as a legitimate provider of specific services to the specific market in the specific region

Strategic alignment: conformance with strategic plan and company mission, vision, values

Licensing considerations: business license, staff license and certifications, contractor license, etc. – whether in a specific state, geographic region, or having specialized certifications necessary to work in the target market

AEC firms often spread themselves too thin when it comes to target markets. Just because you technically “could” do the work doesn’t mean you will be hired without a robust offering to the target market, as outlined above. In other words, ensure you have the right bait before fishing.
Getting real with go/no-go decisions.
A tale as old as time is the propensity for making “go” decisions for pursuits that are quite obviously “no-go” opportunities. In most firms, there is a “go” process instead of “go/no-go.” An executive, principal, partner, or PM wants to pursue an opportunity, so it automatically becomes a “go” – regardless of the firm’s past experience, existing relationships, capacity of the marketing department, etc.
The opportunity cost of poor “go” decisions is significant. Critical – and often limited – resources are diverted to pursuits with low-to-no probability of success. Sometimes, this comes at the cost of pursuing higher probability opportunities, or avoiding the critical marketing tasks necessary to build your brand, establish name recognition, and generate inbound leads. So it has the double-whammy of essentially doing nothing (pursuing a project you can’t win) and preventing the firm from conducting proactive marketing, which is essential during times of uncertainty.
There are many different types of “go/no-go” forms and processes, but they typically entail responding to several questions and scoring them. However, when they are too subjective, everyone knows how to “cook” the workshop to score it as a go, so being objective here is very critical.
Typical categories or questions for scoring include the strength of your existing relationship with the client, whether pre-positioning occurred before the opportunity or RFP was released, alignment with your firm’s ideal client profiles, target markets, and primary services, and the probability of being shortlisted or winning. Other considerations include the capacity of your marketing and pursuit team members, knowledge of the client’s challenges and pain points, a portfolio of relevant project experience, strength of proposed team resumes, ability to be competitive on fee or bid, potential for profitability, level of competition (including incumbents), the firm’s desire to be associated with the project, and potential risks.
Next steps.
There is of course much more to business development and marketing when developing strategies to generate work in uncertain times, but by focusing first on existing clients and segmenting them, then ensuring that your ICPs are current, target markets are defined, and go/no-go processes are realistic, you’ll be able to focus your marketing and BD efforts and improve your probability of success.
Ready to learn more about these and other strategies to help drive your business development pipeline? Watch the on-demand webinar, Generating Business for Your AEC Firm in Uncertain Times, or reach out to me to discuss how Stambaugh Ness can help you be more intentional and strategic when it comes to BD and marketing. 
Scott D. Butcher, FSMPS, CPSM is managing director, Strategic Growth Advisory at Stambaugh Ness. Connect on LinkedIn."
      },
    
      {
        "title": "The one number to track in your AEC firm",
        "author": "Zweig Group",
        "date": "2025-07-06",
        "url": "/blogs/news/the-one-number-to-track-in-your-aec-firm",
        "summary": "
 
Stop measuring success by utilization – revenue factor reveals what really drives profit in architecture and engineering firms.
It is hard to believe that after almost 45 years of working with architecture and engineering firms, firm owners and managers are STILL arguing about and debating what kinds of chargeability or utilization targets make sense for people or units in the firm.
It’s dumb, and who cares?
I’m sure this sounds like heresy to some of you. “How can Zweig say that? After all, we know if our people would be just 3 percent more chargeable we would make an additional $2 million in profit,” you may say.
Not necessarily.
In truth, all that REALLY matters is how much net service revenue (or labor revenue, if you prefer) you bring in versus how much you spend on labor, billable or not.
If all you do is measure, report, and push utilization, what happens? You get higher utilization. “Yay,” you may say. “That’s the point!” But is it? What if all that happens is your people charge more time to jobs but don’t get anything more done on them? What if they just charge time to jobs and run them over budget? Their utilization looks great. But the labor multiplier on the project erodes. The net result is the same. Same revenue and same labor cost. No change in the bottom line.
So should “Sue” in her job as a PM be 70 percent chargeable? I don’t know. How about “Randy"? He’s a licensed architect. Is 90 percent the right utilization target for him? Again, I don’t know. I certainly don’t know unless I know what kind of labor multipliers each is achieving in their units. Because if Sue is in a unit that gets a 4.2 multiplier and Randy is in one with a 3.0, all other factors being equal and each earning the same pay, we are making far more money on Sue than we are with Randy, even though Randy has much higher utilization. Sue’s revenue factor (utilization times labor multiplier) is .7 times 4.2, or 2.94. Randy’s revenue factor on the other hand is .85 times 3.0, or 2.55.
What does that mean, though? It means for every dollar of labor in Sue’s unit, chargeable or not, we get paid $2.94. And in Randy’s unit we get paid $2.55 for every dollar of labor. Sue’s unit therefore – if both are the same size and have the same non-labor overhead – is doing a lot better than Randy’s.
So the moral of the story is that just talking utilization makes no sense. All that matters – when we look at the firm overall, a unit in the firm, or any individual – is not their chargeability, but rather their revenue factor. How much revenue is generated versus the cost of doing so?
Stop using one-size-fits-all utilization targets. Stop pushing utilization. Start looking at revenue factor. And if you really want to up your game and truly develop an understanding of what makes money and what doesn’t, there is one more twist you could add to the equation. How about tossing in the difference in what you charge and what you pay for your subconsultants as an addition to the net revenue of any unit? Now we can really get a true picture of how much money any unit makes. Some groups may earn more money on subs than they do their labor revenue. Should we measure them the same way that other groups that employ no subs get measured? Should they be penalized for that? I think not. 
Mark Zweig is Zweig Group’s chairman and founder. Contact him at mzweig@zweiggroup.com."
      },
    
      {
        "title": "The case for global talent",
        "author": "Zweig Group",
        "date": "2025-07-06",
        "url": "/blogs/news/the-case-for-global-talent",
        "summary": "
 
Firms that critically consider how best to leverage this tool today are better positioned to win the projects of tomorrow.
In today’s fast-paced global economy and competitive labor market, companies are facing the growing challenge of finding the right candidate to fill their open positions. Attracting and retaining skilled STEM workers is critical to business growth and long-term success.
So while the ACEC Research Institute found that the engineering and design industry grew more than 5 percent and added more than $656 billion to the U.S. GDP in 2023, 51 percent of respondents to their Q4 2024 Engineering Business Sentiment Report stated that they had to “turn down work due to labor shortages,” while 26 percent of firms also indicated they were “turning down good, profitable projects.”
One strategy often overlooked is foreign national talent. For many firms, the cost, time, and challenges of navigating the U.S. immigration system can make this option feel unattainable. Others may not even know what’s possible when it comes to sponsoring an employee or have heard only about long wait times or complicated processes.
In reality, U.S. immigration pathways can be a powerful tool for filling gaps in workforce, recruiting high skill employees, and retaining top performers. When balanced against the costs of prolonged vacancies, turnover, recruiting fees, and the revenue lost from contracts that were turned down, this opportunity can deliver a strong return on investment.
Why AEC firms should consider an immigration strategy.
Recent research from the U.S. Chamber of Commerce found that the U.S. had 8 million job openings as of March 2025, but only 6.8 million unemployed workers available to fill those jobs.
In 2023, a record 1.13 million international students were enrolled at U.S. colleges and universities, according to a report from the Institute for International Education. Almost 25 percent of those students were majoring in math and computer science, and nearly 19 percent were studying engineering.
Further, more than 19 percent of the current STEM workforce in the U.S. and more than 50 percent of doctoral-level computer and mathematical scientists and engineers were foreign born, according to the most recent research from the National Science Foundation.
Firms that strategically leverage immigration options to address labor shortfalls open global hiring channels to attract professionals who are highly qualified and skilled in their fields.
What options are available?


Recruiting talent from U.S. universities: Optional practical training (OPT) allows recent international student graduates to work for up to 12 months. Those with STEM degrees can receive an additional 24 months of OPT, meaning they are authorized to work in the United States for your firm for up to three years. During those three years, your company can consider a skilled visa option like the H-1B as well as long-term green card sponsorship to retain this new talent.

Skilled visas: H-1B visas are available for specialty occupations, which require a minimum of a bachelor’s degree. With a congressionally mandated limit of H-1B visas issued each fiscal year, known as the “cap,” when the demand for these visas exceeds the supply a random, computer-based lottery is required. While 20,000 slots are reserved for foreign nationals with an advanced degree from a U.S. college or university, this process is still uncertain.Additionally, if your firm works with government research organizations, nonprofit research organizations, or institutions of higher education through formal MOUs, there may be an opportunity to leverage these relationships and not be subject to the H-1B visa cap.

Extraordinary ability: The O-1 visa is an option for foreign nationals who possess extraordinary ability or a high level of acclaim that can be achieved through research, patent contributions, adoption of new processes or technologies, business acumen and other documented awards. Advanced degree researchers or scientists align well, in addition to those with real-world technical and business innovations.

Establishing strategic partnerships.
The United States-Mexico-Canada Agreement (USMCA) authorizes work authorization (TN visa) for Mexican and Canadian nationals in professional occupations including engineering, architecture, mathematics, and other scientific careers. With no limit on the number of visas authorized or a maximum number of years held, this option provides significant flexibility.
Strengthening relationships with universities in Mexico and/or Canada who have robust engineering, architecture, and other STEM programs may help create recruiting pipelines leveraging TN visas.
Similar treaties also allow specific work authorized visa classifications for foreign nationals from Australia (E-3), as well as Chile and Singapore (H-1B1).
Leveraging an international footprint.
Companies with overseas entities can transfer talented employees to the U.S. with the L-1 visa. The L-1 allows current employees with at least one year’s experience with the company to transfer from the overseas entity to the U.S. based firm. This relationship can be created through acquisition or even the establishment of a new U.S. entity by a foreign parent company.
The bottom line.
Hiring international talent is not just a solution to workforce gaps, but a strategic investment. A thoughtful immigration strategy aligns workforce planning with business objectives, aimed at identifying highly skilled professionals with niche expertise while driving organization growth.
For proactive planners seeking organizational agility, immigration isn’t just an HR function, it’s a competitive advantage. Businesses that critically consider how best to leverage this tool today are better positioned to win the projects of tomorrow. 
Nam Douglass, Esq., is a N.C. Board Certified Immigration Law Specialist and partner at Garfinkel Immigration Law Firm. Contact her at nam.douglass@garfinkelimmigration.com."
      },
    
      {
        "title": "Unlocking true potential",
        "author": "Zweig Group",
        "date": "2025-07-06",
        "url": "/blogs/news/unlocking-true-potential",
        "summary": "
 
Meaningful employee growth goes beyond trainings and workshops – it takes time, trust, feedback, and a clear path forward.
I’m passionate about employee development, which I define as building up the careers of the people you work with. This goes beyond professional development or training; you can send people to conferences for those things. Real staff development involves a long-term commitment to shaping individuals into better professionals and people.
Having spent nearly 20 years at Garver, where I’ve been given both the autonomy and support to forge my own path, I’ve identified three strategies that are key for effective employee development.


Invest time and be intentional. To truly develop your team, it’s essential to engage in frequent interactions. Within your team, you need to intentionally carve out time for one-on-one conversations, preferably in-person. These interactions allow you to understand an employee’s challenges and thoughts, moving beyond superficial hallway or “Teams” exchanges to build genuine connections.You need to be the one to initiate these meetings, because without your proactive approach they may never happen or won’t occur often enough to make a significant impact. This process is time-consuming, so it’s important to be selective. Assess your workload and theirs to determine if you can dedicate the necessary time. While it’s ideal to spend time with everyone, it’s simply not feasible; there aren’t enough hours in the day.Being intentional means focusing efforts so that you achieve meaningful impacts. I adhere to the one-to-seven rule from the book Love Works, which suggests that six to seven is the optimal number of people you can effectively mentor at any given time. When you sit down for these conversations, delve deep, and ask probing, open-ended questions, such as, “Tell me why you made that decision” or, “What do you think the next step is?” Try not to immediately solve problems but rather discuss the path to future solutions. Discuss strategies for navigating tricky situations or handling difficult contractors or clients. Encourage them to share their issues openly so you can help them problem solve.

Share criticisms and celebrate successes. Early on in my career, we developed an “Expectations” list to review with new hires; one of them is “Be humble enough to accept criticism and courageous enough to give it.”Often, employees feel compelled to share only positive news with their supervisors, fearing that discussing their struggles might reflect poorly on their performance. However, this couldn’t be further from the truth. Open and transparent communication is crucial for identifying and addressing issues and often provides the most value. To encourage open communication, be willing to share your own failures with your team.And if a crisis does arise, employees need to know how to manage it. Clients frequently commend Garver for our ability to step up and take control when things don’t go as planned. By fostering deep relationships with our employees and understanding potential issues, we can address problems before they happen.Of course, it’s also important that employees feel seen and appreciated for their successes. A few months ago, I had to discuss an issue with a team member. I’d noticed that the budget on a project wasn’t being closely monitored, so I challenged the employee to take ownership of that problem moving forward. I also asked him to send me an analysis of how he was going to accomplish our goal. He did that, but he didn’t stop there; he went above and beyond, sending out weekly updates to me throughout the rest of the project. At our next meeting, I publicly acknowledged him in front of our whole team, saying, “I want everybody to know that I challenged him to do this, and he exceeded expectations.” Public praise not only boosts morale, it also contributes to buy-in.Early in my career, one of my mentors taught me that relationships are like piggy banks. When you applaud someone for something positive, it’s like making a deposit. Later, when you need to offer criticism (a withdrawal), you might bruise their ego, but the accumulated goodwill helps cushion the impact.

Encourage and help direct growth. Securing employee buy-in is crucial for successful development. Encourage your employees to create a vision for themselves, helping them see the potential paths their career could take. Without this buy-in, they may be reluctant to tackle complex problems or take on additional responsibilities necessary for career growth.Use semi-annual check-in meetings to discuss goals and career opportunities. Share where you envision them in two to four years, highlight where their skills can be most impactful, and ignite their enthusiasm.It’s important, however, to remind them that achieving this vision requires effort from both parties. Chances are, if you’ve shown your commitment to them, they’re going to be equally committed. Developing their technical skills is only part of the equation. They must also develop the discipline and soft skills needed for advancement.In conversations about next steps, address weaknesses and amplify strengths. Identify what they excel at and enjoy doing and how to align those strengths with their growth. Helping an employee navigate their career path and understand their role in Garver’s growth takes time and can be challenging, but it is good for the individual and the company as a whole. When we make employees aware of the possibilities within Garver, they won’t be tempted to look elsewhere.

Garver opened its first Aviation Design Center in 2017, and since that time we have not had any regrettable departures. In this competitive environment, that’s saying something. I’ve spent my entire career at Garver, but company loyalty is frequently challenged in today’s hyper-competitive labor market. You must make it worth it for employees to stay, and offering employee development opportunities does that. 
Adam White, PE, is the Aviation Operations Leader for Garver. Connect with him on LinkedIn."
      },
    
      {
        "title": "HP Engineering has joined IMEG",
        "author": "Zweig Group",
        "date": "2025-07-02",
        "url": "/blogs/news/hp-engineering-has-joined-imeg",
        "summary": "HP Engineering, a multidisciplinary firm providing MEP, fire protection, structural, lighting, low-voltage, energy modeling, and commissioning services, has joined IMEG, a full-service engineering design firm delivering a powerful combination of expertise and deep client relationships. The acquisition expands IMEG’s footprint into Arkansas and Oklahoma, reinforcing its commitment to strategic growth and client-focused solutions across the Southern U.S.
Founded in 2007, HP Engineering is known for its strong client service and values-driven approach – grounded in problem-solving, purposeful design, sustainability, and innovation. Headquartered in Rogers, Arkansas, with additional offices in Oklahoma City, Tulsa, Dallas, Phoenix, and Kansas City, the firm brings deep expertise across a wide range of markets, including commercial, healthcare, education, industrial, aviation, hospitality, government, residential, and federal (including tribal) sectors.
“The integration of HP Engineering is a significant step forward in our strategic growth,” said IMEG CEO Paul VanDuyne. “Their deep market experience, strong client relationships, and culture of design excellence are a natural fit for IMEG. Expanding into Arkansas and Oklahoma strengthens our national presence and enhances our ability to deliver responsive, high-quality service through strong local connections.”
“This marks an exciting new chapter in our journey,” said Brandon Pinkerton, CEO of HP Engineering. “Partnering with IMEG allows us to continue serving our clients with the same dedication while gaining access to expanded resources, national expertise, and a broader service offering. Together, we’ll deliver even greater value, innovation, and project outcomes.”
As part of the transition, HP Engineering executives Bill Hodge and David Adams will serve as client executives with IMEG, continuing to lead their respective teams and operations. Pinkerton will remain in a leadership role focused on client development and strategic growth. The team will continue to operate from their current locations under the transitional name HP Engineering, now IMEG.
Zweig Group's Mergers and Acquisitions team advised HP Engineering through this transaction. Zweig Group is the leading research, publishing, and advisory services resource for firms in the AEC industry. "
      },
    
      {
        "title": "Zweig Group releases 2025 Financial Performance Report of AEC Firms",
        "author": "Zweig Group",
        "date": "2025-07-01",
        "url": "/blogs/news/zweig-group-releases-2025-financial-performance-report-of-aec-firms",
        "summary": "Zweig Group, the leading provider of management consulting, research, and education for the architecture, engineering, and construction industry, has announced the release of its 2025 Financial Performance Report of AEC Firms. This comprehensive benchmarking resource provides detailed insight into the financial practices, challenges, and performance metrics of firms across the AEC industry, offering financial leaders an invaluable tool for assessing operations and planning for the future.
The 2025 edition includes data from the 2024 fiscal year and covers all major aspects of financial performance, including firm revenue, profitability, chargeability, labor multiplier, overhead rates, financial leverage, and more. It also details how financial departments are structured, challenges they face, and the methodologies firms use to track and manage performance.
This year’s report highlights several key trends:


EBITDA margin on NSR hits new high. Median EBITDA margin on net service revenue reached 19.2%, continuing an upward trend over the last decade. This figure has climbed steadily from 11.8% in 2014, reflecting improved operational efficiency and financial management across the industry.

Revenue factor reaches record level. At a median of 1.9, the revenue factor is at its highest level in the past 10 years, indicating stronger productivity and improved financial outcomes.

Chargeability rebounds. Median chargeability rose to nearly 62%, reversing a slight dip observed in 2024 and suggesting a return to higher staff utilization rates across the industry.

Debt-to-equity ratio increases. Financial leverage metrics are beginning to shift, with the industry’s median debt-to-equity ratio rising from 0.52 in 2023 and 2024 to 0.73 in 2025. This may reflect increased borrowing activity in pursuit of growth and investment opportunities.

As the financial landscape of the AEC industry continues to evolve, the 2025 Financial Performance Report provides essential benchmarking insight to help firm leaders make informed, data-driven decisions. Whether focused on improving profitability, increasing efficiency, or navigating new investment strategies, AEC financial professionals will find this report an invaluable tool for planning and performance optimization.
Learn more or purchase the report at here."
      },
    
      {
        "title": "Zweig Group announces 2025 ElevateAEC Conference & Awards Gala in San Antonio",
        "author": "Zweig Group",
        "date": "2025-06-30",
        "url": "/blogs/news/zweig-group-announces-2025-elevateaec-conference-awards-gala-in-san-antonio",
        "summary": "Zweig Group, the leading provider of management consulting, research, and education for the architecture, engineering, and construction industry, is thrilled to announce the 2025 ElevateAEC Conference & Awards Gala, taking place September 9-11 at the Grand Hyatt River Walk in San Antonio, Texas. The conference is the largest in-person gathering of leaders and award-winning firms in the AEC industry, and this year’s event is set to be the biggest and boldest yet.
With the 2025 theme, “The Speed of Business,” this year’s ElevateAEC Conference focuses on accelerating growth, embracing innovation, and leading with purpose in a rapidly evolving industry. From faster project delivery and expanding firms to transformative technologies like AI, today’s AEC leaders are navigating at high velocity – and ElevateAEC is designed to help them lead the way.
“Our industry is moving faster than ever,” said Chad Clinehens, president and CEO of Zweig Group. “ElevateAEC 2025 is about embracing that momentum. This event brings together the best minds and boldest leaders in AEC to recharge, connect, learn, and celebrate the people and firms who are setting the pace.”
The conference features keynotes, focus sessions, panel discussions, and a black-tie awards gala celebrating all of Zweig Group’s 2025 award winners, including Best Firms To Work For, Hot Firms, Marketing Excellence, Jerry Allen Courage in Leadership, Rising Stars, and the AEC Innovator Award presented in partnership with KP Reddy. This year’s speaker lineup includes leaders from VHB, sa.global, Stambaugh Ness, HED Design, and the American Institute of Architects, among others. Explore the full agenda and speaker list here.
ElevateAEC is designed for firm leaders at all stages of their journey – from fast-growing startups to legacy firms focused on sustained excellence. With its unique blend of inspiration and actionable insight, the event offers an unparalleled opportunity to gain fresh perspective, build strategic connections, and celebrate what’s possible.
Join us a day early for the M&A Next Symposium, September 8-9 at the same venue. Co-hosted by Stambaugh Ness and Zweig Group, this highly interactive event offers deep learning, roundtable discussions, and thought leadership from top M&A minds in the AEC industry. Gain practical insight into today’s market dynamics and discover the next practices shaping M&A as a growth strategy. Learn more here!
Register now to secure your place at the 2025 ElevateAEC Conference & Awards Gala and take your firm to new heights.
Thank you to our 2025 sponsors: BQE, sa.global, KP Reddy Co, RBC Wealth Management, Stonebridge Financial Group, and Unanet."
      },
    
      {
        "title": "The start of celebration",
        "author": "Zweig Group",
        "date": "2025-06-22",
        "url": "/blogs/news/the-start-of-celebration",
        "summary": "
 
Honoring the firms building the future of AEC through culture, creativity, innovation, and smart growth.
Each year, Zweig Group’s awards programs show us that true success in the AEC industry can’t be defined by a single metric. It’s not just about how fast you grow. It’s not just about how flashy and effective your marketing is. It’s not just about how happy your people are. It’s about how all these things come together. It’s about firms delivering great projects, supporting great people, and building a strong, sustainable practice.
This is why we celebrate three core pillars: People, Projects and Practice. This framework is meant to represent not only what firms do, but how they lead. This year’s award winners stand out because they’ve embraced that full picture. They’re doing more than building structures. They’re building cultures, stories, and patterns for sustainable growth. Each Zweig Group award winner tells the story of one (or more) of these pillars in action, proven with data-driven, measurable results.
Practice: Hot Firm, Best Firms To Work For, and BFTWF Legacy Award.
Best Firms to Work For (BFTWF) is all about people. It’s about employee satisfaction, growth, and sentiment. The results of BFTWF are based on comprehensive employee surveys and corporate culture assessments, which cover everything from benefits and work-life balance to professional development and leadership. This award recognizes firms that do more than just say they care about their people. It recognizes firms that prove it. Winning BFTWF is about more than just bragging rights, though. It’s a powerful recruitment tool, a retention boost, and a reflection of what a firm is doing right.
New this year is the Best Firms To Work For Legacy Award, which honors firms that have demonstrated a consistent excellence in workplace culture over time, achieving a top three ranking in Zweig Group’s BFTWF for at least 10 years in a row. The inaugural recipients of this distinction are Bowers + Kubota and Garver, two firms that have consistently set the standard for what it means to be a truly great place to work in the AEC industry. Their commitment to employee satisfaction, professional development, and company culture isn’t a gimmick. It’s who they are. These firms have made a habit out of excellence, and their longevity sets the bar for what it means to be a truly great place to work in AEC. That is a proven legacy.
Hot Firm recognizes the 100 fastest-growing AEC firms in the United States and Canada. These firms are making the biggest moves. They are scaling smart, adapting fast, and proving that growth doesn’t mean growing pains. Hot Firm rankings are based on a combination of percentage revenue growth and dollar revenue growth over a three-year period. That means it’s not just about size. It’s about momentum. Making the Hot Firm List is a clear message for firms on the rise as they attract talent, opportunity, and attention along the way. These are the firms showing that bold growth is possible and sustainable.
Also new this year is the AEC Innovator Award, presented in partnership with KP Reddy Co. This is the first and only innovation assessment and award for AEC firms. The award celebrates firms that make real change through technology, innovative business models, cultural transformation, ecosystem collaboration, or forward-thinking design and construction practices. The award utilizes KP Reddy Co.’s DIAL assessment, which aims to be the reference standard for measuring organizational effectiveness in innovation strategy and return on innovation investment. Similar to the other Zweig Group awards, the AEC Innovator Award utilizes data and insights to award firms that have mastered the practice of true innovation.
Projects: Marketing Excellence Award.
The Marketing Excellence Award (MEA) is a spotlight on the creativity that generates results in the AEC industry. This award showcases the teams that turn technical expertise into compelling stories, eye-catching visuals, and campaigns that connect. MEA honors outstanding marketing in categories like branding, recruitment, social media, proposals, and drone videos. This award proves that great communication isn’t optional. It’s essential. Whether redefining a brand or launching a bold new campaign, MEA winners are showing the industry what’s possible when smart strategy meets good design.
People: Rising Stars.
What makes the Rising Stars award special is that it isn’t just about talent. It’s also about impact. Rising Stars winners are professionals who elevate everything around them: their teams, their firms, and the AEC industry as a whole. The Rising Stars award honors emerging professionals who have demonstrated exceptional technical ability, leadership, drive, and vision. Our 2025 Rising Stars winners have led multi-million-dollar projects, mentored junior staff, started sustainability initiatives, and pushed their firms into new markets. They are setting the tone for what the future of AEC leadership looks like.
These Rising Stars winners are proof that leadership and change aren’t just reserved for corner offices and decades of experience. Rather, leadership and change are there for anyone bold enough to step up, speak out, and take action. Zweig Group’s 2025 Rising Stars winners are filled with passion, creativity, and forward momentum. We are proud to shine a spotlight on the next generation of AEC leaders.
Creating success.
These awards don’t just highlight isolated achievements. They reveal the DNA of firms that are thriving in today’s fast-paced AEC landscape. These firms have demonstrated what it means to lead with purpose, adapt with agility, and invest in the people and ideas that drive long-term success. Each of the winners in this issue represents a unique vision of what it means to be great, but they all share one thing in common: a commitment to doing things the right way. This is what it means to build a truly great firm. Not just for today, but for the future.
The firms featured in this issue are setting the tone for where the AEC industry is headed. They’re not waiting for change. Instead, they’ve shown their willingness to create change. Whether through rethinking employee engagement, accelerating smart growth strategies, or crafting marketing campaigns that resonate, these firms are leading by example. They remind us that innovation in the AEC industry is about more than technology and design trends. It’s about being bold enough to reimagine how firms operate, connect, and grow.
As you explore this week’s issue of The Zweig Letter and meet this year’s winners, take note of the patterns. It’s no accident these firms landed where they did. They asked hard questions, made intentional choices, and invested in the things that matter most. You’ll see firms that prioritize culture without sacrificing growth, firms that communicate with clarity and purpose, and firms that build trust both inside and outside their walls.
For me, that’s what makes these awards so meaningful. They do more than capture a snapshot of success. They spotlight the values and decisions that lead to lasting impact. Each winning firm made deliberate choices like investing in their people, pursuing growth with purpose, and communicating with clarity and creativity. These decisions represent the foundation of good leadership in the AEC industry.
Each award winner has their own unique story, but together they reveal a larger narrative of the industry evolving through innovation, culture, and vision. These firms are doing more than checking boxes. They’re setting standards. They’ve aligned their people, their practice, and their projects in a way that moves them and the AEC industry forward.
We’re proud to recognize their achievements, but the celebration doesn’t stop here. This year’s winners will be honored at the ElevateAEC conference in San Antonio, Texas, September 9-11. We’ll raise a glass (or two) to the firms that are building more than the built environment. They’re building the future of the AEC industry, and we can’t wait to celebrate with them. Learn more here! 
Chad Clinehens is president and CEO of Zweig Group. Contact him at cclinehens@zweiggroup.com."
      },
    
      {
        "title": "Mind the gap",
        "author": "Zweig Group",
        "date": "2025-06-22",
        "url": "/blogs/news/mind-the-gap",
        "summary": "
 
What high-profit 2025 Best Firms To Work For do differently to earn employee trust, loyalty, and performance.
At Zweig Group, we’ve always believed that culture drives performance. But when you dig into the data, the relationship between employee experience and firm profitability becomes even clearer – and more actionable.
We recently analyzed sentiment data from our 2025 Best Firms To Work For survey, zeroing in on the differences in employee sentiment between firms with very high profit (15 percent or higher) and those with low profit/loss (4.9 percent or less). The goal was simple: identify which workplace factors have the biggest perception gap – and therefore the greatest opportunity for firms looking to level up both culture and bottom line.
Job security and trust in leadership.
The largest gap of all came down to one powerful word: security. Employees at very high-profit firms feel significantly more secure in their roles – scoring a full 0.76 points higher than peers in low-profit firms when asked if they feared a downsizing event in the coming year. That level of confidence has ripple effects throughout the organization. When employees aren’t constantly bracing for impact, they’re more willing to take initiative, speak up, and engage meaningfully.
But that sense of security doesn’t exist in a vacuum. It’s closely tied to confidence in leadership – another top-gap factor. Employees at high-profit firms are far more likely to believe their leadership team is steering the firm toward a successful future. This speaks to clear communication, strategic direction, and transparency – things that aren’t always visible on a balance sheet, but are deeply felt inside a firm.
Compensation and recognition.
Unsurprisingly, money matters – but not just in the way you think. Yes, bonus frequency and bonus amount were two of the biggest differentiators, with top firms scoring 0.71 and 0.66 points higher, respectively. But equally important was recognition for extraordinary effort, a metric that had nearly as wide a gap.
High-profit firms have built systems that consistently reward both output and initiative. Employees don’t just feel that they’ll be compensated – they feel seen. They know their contributions are acknowledged and valued, which fuels motivation and retention. In these firms, pay and praise go hand-in-hand.
Training, development, and mentorship.
If there’s one area where top-performing firms are clearly investing, it’s in professional growth infrastructure. Gaps were substantial in factors like quality and frequency of training, mentoring program availability, and the quality of mentorship itself. These firms are not leaving development up to chance – they’re building it into the everyday employee experience.
That support also extends into manager-employee relationships. Employees at high-profit firms are far more likely to report that their manager helps them set goals and holds them accountable. This kind of hands-on leadership creates a culture of progress. People feel like they’re not just filling a seat – they’re moving forward.
What this means for AEC leaders.
The takeaway isn’t simply that high-profit firms offer more pay or better perks. What they do differently is build systems of support – intentional structures that reinforce stability, development, and trust. They don’t wait for healthy margins to justify investing in people. They invest early and often, because they understand that culture drives performance, not the other way around.
If you’re leading a firm in the AEC industry, this data gives you a clear roadmap. Culture isn’t some abstract ideal – it’s a series of daily decisions. How you reward, support, and develop your people shows up in both morale and margin.
If you’re leading a firm in the AEC industry, ask yourself:

Do our employees feel secure and valued – especially in unpredictable times?
Are we consistent and fair in how we reward performance?
Is professional growth built into our day-to-day operations?

These aren’t abstract culture questions. They’re direct predictors of firm health and profitability.
The bottom line.
The firms at the top of the profitability ladder aren’t just more efficient or better at business development. They’re doing the hard work of building trust, investing in people, and creating cultures where employees want to stay and grow.
The good news? That kind of culture isn’t reserved for the few. It’s available to any firm willing to make it a priority. The gap is real – but so is the opportunity. 
Kyle Ahern is manager of Awards and Analytics at Zweig Group. Contact him at kahern@zweiggroup.com."
      },
    
      {
        "title": "Marketing that works",
        "author": "Zweig Group",
        "date": "2025-06-22",
        "url": "/blogs/news/marketing-that-works",
        "summary": "
 
The top 2025 Marketing Excellence Award winners share how strategy, authenticity, and collaboration drive real AEC marketing impact.
By Sara ParkmanSenior Editor
What does successful AEC marketing look like in 2025? For the top winners of Zweig Group’s Marketing Excellence Awards, it’s not just about polished proposals or social media metrics – it’s about connection. Whether through bold campaigns, smart investments, or cross-functional collaboration, this year’s No. 1 winners show that effective marketing starts with understanding who you are, what your audience values, and how to bring those two things together.
Their insights reveal what’s working right now – and how AEC firms can better leverage marketing to build trust, drive growth, and inspire loyalty.
Marketing with heart and humanity.
Great marketing doesn’t just promote – it connects. That connection begins by telling a firm’s story in a way that reflects its values and the people behind the work.
At Gilbert Architects, that meant building a brand rooted in authenticity and shared purpose. “We’ve worked to create a cohesive brand experience across every touchpoint,” says Sara Wolf, director of communication and marketing. “What began as a few small steps has evolved into an energetic, engaging presence that invites connection, fosters collaboration, and reflects the heart of who we are.”
Jason Roberts, marketing manager at Wood Rodgers, describes a similar shift: “We prioritized authenticity using social media to highlight the stories of the people, values, and culture that make Wood Rodgers unique. Our social media feels less like a feed and more like a backstage pass into the everyday moments that connect us.” That focus on internal storytelling and cross-office visibility has helped create a sense of unity across locations while supporting the firm’s growth.
At the core of both approaches is a shared belief: people want to do business with firms that feel human, relatable, and real.
Strategic investments drive impact.
Several winning firms attribute their marketing success to more than good storytelling – they’ve also rethought how marketing is resourced and structured.
“We’ve continued our commitment to strategically invest in marketing, scaling our team into a robust group that operates as an in-house agency,” says Abby Gram, vice president of marketing at ISG. “In an industry where overhead is often seen as nonessential, we prioritize specialized marketers over marketing generalists to support growth.” That structure, she adds, delivers autonomy, creates opportunity, and positions ISG as a high-performing national firm. “It supports technical teams and clients – keeping operations running and delivering ROI that sets ISG apart.”
P2S has taken a similarly bold approach to innovation and user experience. “We’ve centered our efforts around creating accessible, thoughtfully made work – and continually redefining what this can look like,” says marketing strategist Sophia Lin. “P2S+ Studio gave us a platform for more dynamic material, from melding technical topics with a livestream format to enriching campaigns with interviews of our wide-ranging team.” Their redesigned website – highly intuitive and visually driven – was built with the same mindset: to meet the needs of a fast-moving audience and deliver engagement through clarity and creativity.
Experience matters.
While many AEC firms are doubling down on digital, others are reimagining the power of in-person experiences.
“A standout tactic for us is creating an experience that delivers ROE – Return on Emotion,” says Doug Rentz, communication and marketing director at Garmann Miller. Their trade show presence includes custom branded socks, matching green Nike shoes, and a redesigned booth that invites interaction. “We’ve redefined how attendees engage with us. The branded team look delivers a fun, unified presence, while the booth’s energy builds lasting impressions that convert conversations into connections and connections into contracts.”
It’s a reminder that while tactics may evolve, relationships still drive results – and emotion is a powerful differentiator.
Collaboration as a catalyst. One of the most consistent themes among this year’s top winners is the importance of strong internal collaboration.
“At Calibre, we’ve worked intentionally to build trust between our marketing and technical teams – creating a foundation where collaboration isn’t just possible, it’s powerful,” says Wendy Smith, strategic communications manager. Their “Gateway to Adventure” proposal marked a turning point for the firm. “That collaboration sparked more than a standout deliverable – it built trust, broke silos, and lit a fire across the firm. Teams saw each other’s strengths in action, and a new culture of creativity and camaraderie took root.”
Kim Castillo, associate and director of marketing and business development at Bowers + Kubota, says that kind of collaboration has shaped some of their most meaningful work. “Marketing partners with leadership to elevate our brand and connect with clients through standout initiatives,” she says. A recent example: the B+K Women Engineers video, a project inspired by a construction manager’s vision and executed by the marketing team. “This impactful collaboration shared internally and externally with the Engineering Sector Partnership embodies our mission to inspire future generations in engineering.”
These stories reflect a larger trend: when marketing is empowered to lead – and integrated into firm strategy – everyone wins.
Where marketing is headed. The 2025 Marketing Excellence Award winners offer more than inspiration – they offer a roadmap. Their success wasn’t built on flashy campaigns or trendy tactics, but on clear values, smart investment, and a commitment to collaboration.
Great marketing tells a story rooted in authenticity and culture. These firms have invested in specialized talent and platforms to support long-term growth. They blend digital innovation with memorable in-person experiences to create meaningful connections. Marketing teams are no longer working in isolation – they’re collaborating closely with technical staff and leadership to tell unified, strategic stories. Above all, these award-winning efforts reflect a deeper understanding of evolving client needs, community expectations, and internal culture. When done well, marketing doesn’t just reflect what a firm is – it helps define what it becomes. "
      },
    
      {
        "title": "Sustainable momentum: Jesse Kropelnicki",
        "author": "Zweig Group",
        "date": "2025-06-22",
        "url": "/blogs/news/sustainable-momentum-jesse-kropelnicki",
        "summary": "
 
CEO of No. 1 Hot Firm Verdantas (Tampa, FL), an integrated environmental science, engineering, and consulting firm.
By Liisa AndreassenCorrespondent
When Jesse Kropelnicki learned his firm placed No. 1 on Zweig Group’s Hot Firm List this year, he was only a little surprised.
“Of course, anytime you hit the top spot, it’s a thrill, but based on our trajectory over the past few years, we knew we had a shot,” he said. “We’ve made steady progress, placing sixth a couple of years ago and second last year – so this recognition feels like the culmination of a lot of hard work.”
For most companies, rapid growth can be challenging, especially when you’re bringing multiple firms together like at Verdantas. But Kropelnicki says when everyone is aligned around a shared purpose and vision, the journey becomes something people genuinely enjoy.
“It’s not just about acquisitions, plenty of companies can grow that way,” he says. “What matters is how we build trust rapidly, and what opportunities our growth brings to our people after a deal closes. For us, the key has been creating something greater than the sum of its parts that our staff sees value in, and that comes down to culture, alignment, and ownership.”
At Verdantas, its ownership model is somewhat unique. Nearly 25 percent of staff has equity in the company, despite being a private equity-backed firm. That ownership mindset fuels passion, patience, and a long-term commitment to their mission. Verdantas also prioritizes clear communication and transparency to ensure that the culture is a place where trust building is inevitable.
“That’s the glue that holds it all together and it’s why we’ve been able to grow with integrity, momentum, and with voluntary attrition rates well below industry norms,” he shares.
Over the past three years, Verdantas’ growth has been well over 20 percent and it’s been a healthy balance of organic and acquisitive growth.
“What’s important and somewhat rare is that even with a very active acquisition strategy, we’ve maintained robust organic growth,” Kropelnicki says. “Many firms see organic growth stall or even decline when they focus heavily on M&A, but we’ve been disciplined from the start to only acquire firms that we believe will further fuel organic growth. We’re very intentional and look for healthy, growing companies with strong leadership – leaders who are excited about our vision and eager to continue growing as part of our team.”
This healthy growth has led to profits hovering just below 20 percent and most profits are reinvested in the business – always with a long-term mindset.
“One of the keys to this approach is having a private equity partner who shares our vision and understands the realities of managing growth. Our current private equity partner, Sterling Investment Partners, and our former private equity partner, RTC Partners, both supported our commitment to long-term value creation, which allowed us to stay focused on sustained investments in our people, culture, and technology,” Kropelnicki shares.
Profit is also invested in:


The whole staff. Every employee participates in their bonus program and its incentive compensation plan is fully transparent.

Leadership development. There’s consistent training and support for supervisors and emerging leaders across the company.

Digital strategy advancement. A team of more than 15 staff focus on building these tools every day, full-time. They also work closely with educational institutions – not just to recruit talent – but to stay engaged with emerging trends, technologies, and research.

Overall, growth has been achieved through intentional, consistent investment in their people.
“We’ve made it a priority to put the right leaders in place – people who are empathetic, supportive, and forward-thinking,” he says. “When I coached professional IRONMAN athletes, it was the same approach. Let’s focus on what we can control, follow through with a relentless intensity, and be a little bit better every single day.”
Kropelnicki understands that it’s easy to get caught up in short-term pressures, but says that real success comes from staying aligned to your purpose, investing in your people, and resisting the urge to make reactive decisions to make the quarter of monthly results.
“That’s what creates sustainable momentum – and ultimately, long-term value,” he says. "
      },
    
      {
        "title": "What young leaders want",
        "author": "Zweig Group",
        "date": "2025-06-22",
        "url": "/blogs/news/what-young-leaders-want",
        "summary": "
 
Zweig Group’s 2025 Rising Stars share what inspires purpose, loyalty, and change in the AEC workplace.
By Sara ParkmanSenior Editor
Zweig Group’s 2025 Rising Stars are shaping the future of the AEC industry. We asked this year’s class to share their perspectives on workplace values, industry change, and what keeps them engaged. Their insights offer a window into what motivates the next generation of leaders – and what firm leaders need to know to retain them.
A conversation with the 2025 Rising Stars.
The Zweig Letter: What’s something firm leaders might misunderstand about your generation’s values or priorities in the workplace? 
Zach Varwig, Principal, Faith Group LLC: Millennials are the largest generation in the workforce, and will be for at least the next 20 years. While there have been endless articles panning millennials’ work ethic, expectations, and capabilities, I think most of these are edge cases. Millennials are the core of our industry from a production and work standpoint, and many are already in VP or leadership roles. Our generation is shaping the industry for the better.
Jenny Ferman, Assistant Project Manager II, Superior Construction: Our generation is often seen as impatient, but what we’re really looking for is purpose. We’re motivated when we understand how our work contributes to something bigger – and when that connection is missing, it’s harder to stay engaged.
TZL: What change would you most like to see in the AEC industry over the next 10 years – and how are you working toward it?
Stephen Parker, Mental+Behavioral Health Planner, Stantec: I hope the connection between mental well-being and purposeful practice will be better understood in AEC. Fee squeeze is directly related to the long hours and mental health issues of emerging professionals who handle most design production. Mentorship of aspiring architects is as important as educating our firm leaders on the effort required of staff. Once we value our minds as much as our designs, we can defy stigma and drive the development of purposeful practices. 
Rachel Gresham, Senior Director of Professional Practice Programs, AIA – Washington, D.C.: I’d love to see the AEC industry let go of the myth that passion alone should be enough to sustain a career or a business. Let’s collectively agree to stop treating burnout as a status symbol and instead normalize asserting our own value to clients and the public. I want to see an industry where we understand our value and charge accordingly, resulting in a profession where following a passion doesn’t come with self-sacrificing martyrdom.
Alyanna Subayno, Intern Architect, Neumann Monson Architects: I hope to see progress in closing the “missing middle” gap in our industry. As an emerging professional in AEC, I’ve found it challenging to find mentors just a few years ahead of me. These near-peer mentors are incredibly valuable; they can offer relatable guidance without the disconnect that can sometimes come with a larger generational divide. In my role leading onboarding efforts at Neumann Monson, I aim to help bridge this gap by equipping new team members with the tools they need from day one and fostering a culture of wellbeing to support long-term, sustainable careers – ultimately helping prevent burnout and encouraging growth.
Victoria Lorbeer, Liaison Engineer/Project Manager, Redtree: I would like to see more women represented across all levels of the AEC industry, especially in leadership. A more inclusive industry fosters stronger, more innovative teams and leads to better decision-making. As a woman in the AEC industry, I’ve often been the only woman in the room. The shortage of visible female role models can make it difficult to envision a long-term future in the field, and balancing demanding professional environments with caregiving responsibilities can feel isolating without a shared support network. To help change this, I’m actively involved in Women in Energy organizations that empower women in the sector. These networks provide mentorship, skill-building opportunities, and a supportive, multigenerational community. They help women connect, grow, and thrive — paving the way for future leaders. 
TZL: What advice would you give to other young professionals looking to make a meaningful impact early in their careers?
Rucker Simon, Principal, Walter P Moore: Learn deeply, practice deliberately, and stay curious. Making a meaningful impact starts with truly understanding the solutions of past technical or societal challenges. Mastering these fundamentals builds the confidence and creativity to apply them to new contexts and changing conditions. Reflect on your values and how your work can express or fulfill them. Passion shows. If you have it, people notice. If you don’t, they notice that, too. Stay humble. Recognize that you still have much to learn, and see that as an opportunity. When you’re authentic and engaged, have the right mentors, opportunities, and ideas will find you and help you make not just any impact, but one that aligns with your purpose.
Katherine Chan, Project Manager, Walter P Moore: One of my mentors once said, “No one is indispensable.” To which I’ve now added for myself the tagline, “So, make yourself irreplaceable.” While this might sound like a lot of pressure, the spirit really is meant to be a guiding beacon toward developing yourself technically and professionally the best you can. No two engineers or designers are alike, so take initiative to learn as much as you can and to get involved as much as possible not only in project work, but also in industry or firm initiatives that you’re passionate about.
Nicholas Bradley, Project Manager, BrightFields, Inc.: When I started as a junior environmental analyst, my vision of a meaningful impact was working on large, high profile environmental cleanups.  What I have found is that the greatest impact was derived from some of the smallest projects – providing environmental support to non-profits like Habitat for Humanity, individuals, and small businesses.  The impacts seemed small and distributed at the time, but they quickly added up and provided me with tremendous professional development opportunities.  I would advise young professionals to embrace those smaller, diverse clients and project opportunities early, rather than chase one marquee project or a big-name client.  It’s a great opportunity for personal growth and they can see and feel the impact on a more intimate level.
Lauren Underwood, Division Manager, Apex Companies, LLC: Have confidence in yourself. Push yourself out of your comfort zone; that uncomfortable place is where real growth happens. Take initiative. View challenges as opportunities. Never say something is “not within my job description.” Always have integrity, be responsive, and keep your word.
Kaitlin Wright, Infrastructure Assistant Dept. Manager, Baxter & Woodman: Be the hand raiser; say yes to every opportunity, even if it doesn’t feel like one. So often, we doubt ourselves and lean into the “no.” We say, “I don’t know anything about that” or “that’s not my responsibility.” Be humble; learning things that may not seem specific to your career path will always build your network and sharpen your soft skills. Those become far more important later in life than always being the expert. Some of the most pivotal moments in my career were because I said “yes” to something I knew absolutely nothing about.
Catherine Chen, Associate, Arup: Learn as much as you can about topics and disciplines that may not be considered directly within your scope or practice. Learning more about the various disciplines you interact with – what their drivers and constraints are – will help you come to the table with holistic solutions to tackle complex problems on your projects. Also, developing a deep understanding of key issues at the forefront of our industry, like sustainability and resilience, will guide you to pave the way toward positive change in our industry and society.
Colette DiLauro, Senior Project Engineer, LANGAN: Ask questions and be curious – our industry is about constant learning. And also speak up for what you want – if you want a certain experience, or project, or responsibility, tell your supervisor and be persistent.  This will help you to grow into a forever learner and become the best industry professional you can.
TZL: What inspires loyalty to a firm – and what might cause a young professional to leave?
Spencer Pech, Civil Engineer, ISG: Working at a 100 percent ESOP firm, employee owners build a strong “all-in” culture of collaboration and commitment to the firm’s goals, which positively influences our employee ownership.  This amplifies loyalty and the importance of doing great work and delivering successful projects. The employee ownership culture builds stronger teams that inspire loyalty, since our success depends on everyone playing their part. Finally, it’s important that a firm is committed to the growth, development, and career advancement of young professionals.
Emily Mahoney, Associate & Sustainability Leader, LANGAN: Speaking as someone who has spent my entire career at the same firm, my loyalty is inspired by the support and growth opportunities my company offers. I often refer to my firm as a “Choose Your Own Adventure” company – if you have a passion for something, want to learn something new, want to start something new, that entrepreneurial spirit is supported and rewarded. I have developed a specialty in my field, earned a postgraduate degree, earned professional licenses and certificates, and moved across the country, all with the support and encouragement of my firm. Young professionals thrive when they are empowered and have opportunities to evolve, and seek greener pastures when they are stifled.
Carrie Parker, Associate Vice President, CannonDesign: As someone who has been with the same firm since graduation, I became loyal to the people before the firm itself. Loyalty begins with empathetic leaders – those who listen, value your voice, entrust you with growing responsibility, and ensure fair compensation. Over time, that loyalty deepens when you're part of a mission-driven firm, doing meaningful work for clients you respect and believe in. Young professionals may leave when they lack these opportunities for connection, growth, and purpose in their work.
Kush Vashee, Project Delivery Manager, RK&K: Loyalty among young professionals is often rooted in the opportunity to work on meaningful, community-focused projects that make a visible impact – whether it’s improving transportation infrastructure, enhancing water systems, or advancing sustainable development. Young engineers are more likely to stay when they feel supported through mentorship, encouraged to pursue professional licensure, and given a clear path for growth within the firm. RK&K’s collaborative culture, emphasis on work-life balance, and transparent career ladders create an environment where young professionals feel valued and motivated to grow their careers.
Nicholas Halan, Project Engineer, Hampton, Lenzini and Renwick, Inc.: In my interpersonal relationships, trustworthiness is a powerful bond that earns respect and encourages open communication about challenges or issues. This trust cultivates a strong reputation and enduring loyalty, both essential for sustainable growth and long-term success.
Katherine Uhrin, Project Manager, Niles Bolton Associates: Entering the AEC industry involves a steep learning curve, and an emerging professional’s loyalty to a firm often depends on their direct mentors’ commitment to training and developing their team. Emerging professionals have so much to learn as they start their careers. Firms that focus on training managers to support employees, provide adequate training, and give designers the autonomy to make decisions are setting themselves up for success in developing future leaders.
Jorel Sanchez Soto, Senior Project Designer, Michael Graves: Loyalty to employees inspires loyalty to firms. Providing professional growth, financial growth, and transparency makes employees feel included and that they are where they should be. By transparency, firms should offer true transparency on the company’s well-being, expectations, and paths to career progression. Meeting employees' efforts and rewarding them accordingly not only encourages mutual loyalty but also mutual growth. The growth of employees inherently benefits the firm. When a firm falls short in these areas, employees tend to feel disconnected with the firm’s leadership and objectives. Lack of engagement creates a drift that may eventually cause the employee to seek a better opportunity.
Megan Vandervort, Professional Engineer, Martin/Martin Consulting Engineers: Loyalty is a two-way street. Firm and team leaders should take an active interest in what newer engineers want to learn, practice, and get involved with – both within and outside of their projects during those first few formative years. Similarly, young engineers should aim to understand what their company, leaders, and teammates value, in addition to developing their technical skills. On both sides, there should always be room for empathy in conversations – we’re all just people trying our best! I’m grateful my firm has supported my goals and welcomed my perspective as a young engineer. Through my involvement with SE3 (Structural Engineering, Engagement, and Equity), I’ve learned that the top reasons people consider leaving the profession are stress and work-life imbalance—issues that affect young professionals just as much as seasoned ones. Managing stress and maintaining balance in my life are ongoing struggles, but the trust and openness I’ve built with my managers and mentors (both inside and outside my firm) have made those challenges easier to navigate. I’m hopeful that by keeping these ideals in mind throughout my career, I can pay forward that trust and inspire similar confidence in future coworkers.
Nico Redfern, Mechanical Project Manager & Senior Associate, Galloway: Coming from a Legacy Firm, it is advantageous to the employee & employer to invest in Professional Development because they are the future leaders of the Firm. As the individual grows in their career, the more they understand the company culture and can add their contribution. A young professional may see temporary gains in position or benefits and jump to another position/firm, or they don’t have a connection with the team and need to move on. If a young professional does not see opportunity for growth or feels their work is not making an impact, they could also leave."
      },
    
      {
        "title": "Zweig Group announces 2025 Marketing Excellence Award winners",
        "author": "Zweig Group",
        "date": "2025-06-17",
        "url": "/blogs/news/zweig-group-announces-2025-marketing-excellence-award-winners",
        "summary": "Zweig Group, the leading provider of management consulting, research, and education for the architecture, engineering, and construction industry, is proud to announce the winners of the 2025 Marketing Excellence Awards. This program honors outstanding and effective marketing campaigns in the AEC industry, recognizing firms that demonstrate excellence in creativity, messaging, design, and measurable results.
Firms across the United States and Canada submitted entries in 10 competitive categories, including brand identity, integrated marketing, internal marketing, newsletters, publications, websites, video, drone video, social media, and special events. All entries were evaluated by an external panel of senior AEC marketing professionals.
“The 2025 winners represent the best in AEC marketing – firms that understand how to communicate vision, engage audiences, and elevate their brand through strategic storytelling,” said Chad Clinehens, president and CEO of Zweig Group. “It’s always exciting to see the creativity and impact of these campaigns – they reflect the energy and innovation that’s driving our industry forward.”
Winners will be honored at a black-tie gala during Zweig Group’s 2025 ElevateAEC Conference in San Antonio, Texas, September 9-11, 2025. Learn more or register here.
See the full list of 2025 Marketing Excellence Award winners here.
See all 2025 award winners here!"
      },
    
      {
        "title": "Lessons from the deal table",
        "author": "Zweig Group",
        "date": "2025-06-15",
        "url": "/blogs/news/lessons-from-the-deal-table",
        "summary": "
 
Lessons from M&A show that leadership, culture, and client diversity drive sustainable growth and firm value.
Successful firms and leaders are always learning from a variety of sources. One often-overlooked area that provides valuable insights into what drives success is the mergers and acquisitions industry. Many of our M&A clients have successfully expanded through strategic acquisitions, targeting firms positioned for long-term growth. Savvy buyers can quickly assess potential acquisitions based on a set of key attributes that serve as strong indicators of future success.
Understanding these attributes can be extremely valuable for firms preparing for sale as well as those focused on achieving sustainable growth organically. The following are a few of the characteristics that can provide a useful benchmark for assessing how your firm compares to those most sought after in the M&A landscape.
Leadership: the cornerstone of sustainable growth.
One of the most critical elements that buyers assess is leadership – not just the current leadership team but also the firm’s ability to develop future leaders. In a professional services industry, leadership drives sustained growth, innovation, and operational efficiency. A firm with a well-structured system for leadership development is more attractive to potential buyers because it indicates stability and long-term viability.
Developing leaders should not be left to chance. A formalized leadership program that incorporates structured learning objectives, mentorship opportunities, and participation in industry training programs can create a pipeline of capable professionals prepared to step into leadership roles. Firms that invest in leadership development demonstrate a commitment to continuity, resilience, and growth, making them more appealing to potential acquirers.
Client diversity: mitigating risk and ensuring stability.
A diverse client base is another key factor in evaluating a firm’s acquisition potential. Firms that rely heavily on a few key clients are vulnerable to market fluctuations and client-driven revenue changes. On the other hand, those that have a broad client portfolio can maintain steady operations, better absorb economic shifts, and mitigate risks associated with losing a single client.
Client diversification allows firms to weather industry downturns more effectively. By serving various sectors, geographic locations, and client types, firms can ensure a consistent revenue stream and reduce dependency on any one client or industry segment. Integrating a diverse range of clients and markets into an annual revenue plan will safeguard against volatility, making diversified firms more attractive and valuable in the marketplace.
Culture: the invisible yet powerful asset.
Beyond financials and operational efficiencies, company culture plays a significant role in the success of an acquisition. A strong, positive culture fosters employee engagement, productivity, and overall job satisfaction, which in turn leads to lower turnover rates and higher efficiency. Culture is shaped by multiple factors, including leadership, communication, professional development, and the firm’s overarching vision.
Firms that prioritize employee development through training, mentorship, and career advancement opportunities foster a loyal and motivated workforce. A clear strategic vision that is effectively communicated throughout the organization ensures alignment and commitment from employees at all levels. Firms with strong cultures are easier to integrate post-acquisition because their employees are engaged and invested in the company’s success. Buyers recognize the value of an established culture, as it often translates to a smoother transition and sustained performance post-merger.
Consistent backlog: a predictor of future revenue.
The backlog of work under contract but not yet billed serves as a reliable indicator of future revenue and business stability. Firms that consistently maintain a strong backlog demonstrate an ability to secure new work regularly, ensuring predictable cash flow and sustained operations.
Financial success isn’t just about meeting revenue targets; it also involves setting and achieving a monthly “new work” target. Firms that prioritize business development and maintain strong client relationships are better positioned to keep a steady backlog. A proven system to manage and achieve consistent backlog makes a firm highly attractive to potential buyers, as it reduces uncertainty and provides confidence in the firm’s future revenue streams.
Processes: turning potential into profitability.
A well-defined process for converting backlog into revenue efficiently is essential for scalability and operational success. Firms that establish repeatable, trackable, and improvable processes can more easily facilitate expansion, pivot when necessary, and adopt new technologies seamlessly.
The most effective processes are simple and manageable. Companies find success by starting with broad and simple systems that cover the mission critical operations such as project management workflows, client acquisition, or employee development. Initially Each process should have a clear purpose, be easily tracked and be able to be explained in less than five minutes. Complexity can be added, if necessary, once the process has been adopted with successful results.
Elevating the industry through strategic focus.
Whether a firm is preparing for a future sale or simply looking to enhance its organic growth, focusing on these key areas – leadership development, client diversification, company culture, backlog consistency, and operational processes – will position it for long-term success. The more these factors are refined and embedded into standard operations, the more valuable and attractive the firm becomes to potential buyers. By honing these areas, firms not only elevate their own standing but also contribute to elevating industry standards as a whole.
Ready to take the next step? Zweig Group’s M&A consulting team has helped hundreds of AEC firms explore, structure, and execute successful mergers, acquisitions, and sales. Whether you’re pursuing growth through acquisition or planning your exit strategy, our experts offer end-to-end support tailored to your goals. Learn more about Zweig Group's M&A consulting services. 
Steve McAdams, PE is a mergers and acquisitions advisor at Zweig Group. Contact him at smcadams@zweiggroup.com."
      },
    
      {
        "title": "Changeups and curveballs",
        "author": "Zweig Group",
        "date": "2025-06-15",
        "url": "/blogs/news/changeups-and-curveballs",
        "summary": "
 
By taking lessons from the dugout, we can better handle change – turning challenges into opportunities, and transitions into a winning season.
Baseball season is here! As I watch my favorite college team move through the new season, I’m reminded of how baseball offers so many lessons on managing change. Coaches are always reworking lineups and tweaking strategies – that’s just part of the game. Same goes for leaders who must continually adjust and prepare their teams to handle the challenges that come with change. But managing change doesn’t have to be overwhelming – it can be proactive, smart, and even fun if you approach it with the right mindset.
Jeff Angus makes a great point about this in his book, Management by Baseball. He talks about how baseball managers continually adjust their strategies to accommodate new players, shifting game dynamics, and unexpected developments. Angus believes good leaders in business need the same mindset, staying flexible and proactive rather than getting stuck in old ways of thinking.
Jim Collins, the author behind Good to Great, adds that effective leadership means facing tough realities head-on and recognizing challenges before they become bigger problems. He emphasizes the “Hedgehog Concept,” suggesting that while change is important, it should align with what your organization does best, what your team is passionate about, and what makes good economic sense. Collins’s idea of disciplined innovation – testing new strategies slowly and thoughtfully – is a lot like baseball managers trying new player positions or batting lineups during practice games rather than critical matchups.
Patrick Lencioni’s take? It’s all about team health – build trust, stay clear, and keep everyone in the loop. For him, strong communication and a cohesive team culture are nonnegotiable when managing change. According to Lencioni, leaders need to clearly communicate why changes are happening and involve everyone in the process to keep the team aligned and motivated.
And there is no shortage of good baseball quotes. Alvin Dark once said, “There’s no such thing as taking a pitcher out. There’s only bringing another pitcher in.” This is such a powerful reminder that once something has happened, you can’t change it – you can only focus on making the next decision count. Leonard Koppett, the famous sportswriter, put it perfectly: “The whole purpose of every decision is to maximize your chances of making the next thing succeed.”
So, drawing from these insights, here are a few practical tips for effectively managing change:


Stay ahead of the curve. Great baseball coaches always pay attention to the strengths and strategies of their opponents to plan their next moves effectively. They study past games, analyze current performance metrics, and constantly look for subtle signals that can reveal their opponent’s next move. Similarly, successful leaders should continuously monitor industry trends, emerging technologies, and internal developments. By staying informed and alert, we can anticipate shifts and proactively adjust strategies, positioning our organization to not only navigate change effectively but also capitalize on new opportunities.

Try before you fly. Baseball managers never rush important decisions during high-stakes games. Instead, they experiment with new strategies, batting orders, or player positions during spring training or practice sessions. They observe results carefully, adjusting their plans based on performance and feedback. In business, this means leaders should implement small-scale pilot programs to test new ideas, products, or processes before a wider rollout. Gathering real-world data and feedback allows us to refine our approach, reduce risks, and enhance the likelihood of successful outcomes.

Keep communication clear and open. A baseball manager who clearly communicates roles, expectations, and game plans helps players feel confident, aligned, and engaged. Coaches regularly discuss strategies openly, creating an atmosphere of transparency and trust. Similarly, we must prioritize clear, consistent communication during times of change. Explain the “why,” share the likely impact, and make space for questions. People don’t need a speech – they need clarity.

Balance new ideas with stability. While innovation and fresh strategies are crucial in baseball, sudden drastic changes can disrupt a team’s rhythm and effectiveness. Good baseball managers know the importance of balancing innovation with familiar routines and proven strategies, providing stability and maintaining confidence among players. In our companies, leaders should adopt a similar balanced approach when implementing new initiatives or processes. This means carefully timing and phasing changes to avoid overwhelming teams, while preserving essential organizational practices and the core values that employees rely upon for a sense of security and stability.

Build trust and team spirit. Trust and team cohesion are the lifeblood of successful teams, especially during challenging periods. Coaches focus on building strong interpersonal relationships, fostering a supportive culture, and creating an environment where players can openly communicate, share concerns, and contribute ideas. Likewise, we should prioritize building trust and promoting a strong, cohesive team. Creating opportunities for team collaboration, acknowledging individual contributions, and demonstrating reliability through consistent actions helps teams remain resilient, committed, and unified during periods of change.

As I cheer on the Tigers this season, I keep these insights close. Baseball, with all its strategic shifts and surprises, mirrors organizational life beautifully. By taking lessons from the dugout, we can better handle change – turning challenges into opportunities, and transitions into a winning season. 
Greg Sepeda is a former engineering manager and is currently rewired as a management consultant. Connect with him on LinkedIn."
      },
    
      {
        "title": "Vacation time?",
        "author": "Zweig Group",
        "date": "2025-06-15",
        "url": "/blogs/news/vacation-time-1",
        "summary": "
 
Leaders should set clear expectations around vacation planning, approval, and communication to avoid disruption and disengagement.
We are in that time of the year now when everyone starts taking their family (or other) summer vacations. Most companies in this business seem to let their employees decide when they will be gone or not. There is very little thought put into these requests and securing formal approval from supervisors seems to almost be a vestige of the past.
I have a few thoughts on these vacations that I wanted to share:


If people are going to be gone, they should at least clear it with their boss. I don’t think it is too much to expect from an employee – it’s a courtesy if nothing else. I would never just “tell” my boss I’m going to be gone for a week or two.

Scheduling vacations is a lot easier if people plan in advance. Is it too much to ask to at least make these requests 30-60 days before they are supposed to occur? Sometimes you cannot afford to have specific people out at the same time or nothing gets done. Like whomever answers the phone. Or whomever does the SOQs or RFP responses. Or whomever pays the bills. Or a key PM on a job under construction. A little coordination may be necessary.

Is there somewhere in the company people can go to see who is out? A shared calendar? Maybe that would be helpful to those of us who send an email and request a response that we don’t get if we knew someone was out.

What is your policy on “out of office” emails. Personally, I despise them. The out of office assistant says “I don’t care about you” to me. I may be an old fart but I don’t think it is too much to ask for engaged, salaried professionals to look at their emails and texts a couple times a day even when they are on vacation. I can do it. Why can’t they? We all have smartphones with email on them. Do they actually care about their clients, company, and fellow workers, or not?

What is your policy on responding even if out of the office? I think a lot of managers are afraid to say that is their expectation for salaried workers even if it is. Why is that? Is it OK to say that even though you are on vacation we still expect you to check in daily? I think it is.

Do we force people to take their vacation every year or not? Do we think it is best for them to do so? Not to mention the fact that accumulated vacation time can become a major financial liability for the firm. If you do want your people to use their vacation time, make it a policy to use it or lose it.

Let’s stop acting like we are helpless as employers here when it comes to employee vacations. Unplanned vacations with employees who completely disengage are not OK and should not be treated as “normal.” 
Mark Zweig is Zweig Group’s chairman and founder. Contact him at mzweig@zweiggroup.com."
      },
    
      {
        "title": "A company-wide responsibility",
        "author": "Zweig Group",
        "date": "2025-06-15",
        "url": "/blogs/news/a-company-wide-responsibility",
        "summary": "
 
Every employee plays a crucial role in recognizing and attracting top talent, shaping company culture, and ensuring long-term business success.
Attracting the right talent is essential to maintaining a competitive edge and growing your firm. The dynamics of the job market have changed dramatically over the past few years. With the rise in technology and remote work, companies face increased competition for skilled professionals.
To stay competitive, businesses must adopt innovative strategies that reach beyond human resources, extending the responsibility of talent acquisition and recruitment to all staff members. At TPD, our employees are our most valuable asset, so when team members from various departments engage in this process, they help identify candidates who align with the company and department culture, values, and long-term vision.
The benefits.
What can be gained from embracing and implementing initiatives promoting company-wide talent acquisition and recruitment?


Improved retention. Candidates who are referred by employees are known to have a higher retention rate. The greater the sense of belonging for the individual, the less likely turnover will occur.

Higher quality candidates. Employees help tremendously when it comes to identifying candidates with culturally aligned skills and work ethic.

More efficient hiring. If employees are consistently engaged in talent acquisition and recruitment, the vetting process may be somewhat shortened, thereby accelerating the screening and interview process.

Stronger employer branding. A unified effort enhances the company’s reputation as a top employer.

What your people can do.
So, how can individuals contribute to recruitment? Try some of the following:


Refer quality candidates. Don’t forget to be selective – they may become your future coworkers! It’s icing on the cake if your employer offers a referral bonus. If you are unsure of your firm’s policies, ask your HR department.

Act as a brand ambassador. You are your firm’s best advocate! If you’re happy there, say so to anyone who will listen!

Be a mentor. Beyond hiring, you can take on mentorship roles, helping less experienced staff members acclimate, develop skills, and integrate into the company culture. Look into joining your firm’s formal mentorship program, if applicable.

Providing honest feedback. When the opportunity arises, you can and should provide feedback (anonymous or not) on what’s working and what isn’t. This information helps your firm refine hiring strategies, policies and practices to attract and retain the best talent.

What leadership can do.
For talent acquisition and recruitment to become a company-wide initiative, leadership must set the tone. Managers and executives should consider the following:

Clearly communicate that hiring is a shared responsibility.
Recognize and provide positive reinforcement to employees who actively contribute to hiring efforts.
Foster a culture of inclusivity and openness where potential hires feel welcomed.

The bottom line.
Every employee plays a crucial role in recognizing and attracting top talent, shaping company culture, and ensuring long-term business success. By making recruitment a shared responsibility, businesses can build stronger teams, improve retention, and enhance overall company performance. The best hires often come from those who already know and love their firms. 
Megan Valencia, SHRM-CP, is human resources director at Traffic Planning & Design, Inc. Connect with her on LinkedIn."
      },
    
      {
        "title": "Creating a connected tech stack",
        "author": "Zweig Group",
        "date": "2025-06-15",
        "url": "/blogs/news/creating-a-connected-tech-stack",
        "summary": "
 

Solving the silo problem in AEC firms starts with a connected tech stack that boosts collaboration, efficiency, and profit.
The architecture, engineering, and construction industry is undergoing a digital transformation, yet many firms still struggle with disconnected workflows and information silos. Let’s dig into the challenges AEC firms face in adopting and integrating technology, and how creating a connected tech stack can revolutionize operations.
The challenge: disconnected systems, fragmented teams.


Data silos. Many AEC firms still operate in isolated structures, where information is trapped within specific teams, departments, or software tools. These data silos lead to incomplete records, inconsistent documentation, and coordination challenges. According to McKinsey, data silos can increase project costs by up to 25 percent and contribute to significant delays.The root issue is often a lack of interoperability. Tools don’t talk to each other, requiring manual reentry of data or reliance on outdated methods like spreadsheets. As a result, crucial information is either lost or becomes inaccessible at key stages of the project lifecycle.

Resource constraints. Digital adoption requires more than just tools, it needs people. However, only about 1 percent of architecture firms have dedicated in-house technologists or R&D teams, according to a 2023 report by the AIA and the Center for Architecture Science and Ecology.Small and mid-sized firms often rely on peer recommendations, junior staff doing occasional research, or informal exploration of tools, a method that is inefficient and prone to bias. With steep learning curves and limited guidance, many firms fail to integrate technology meaningfully into their workflows.

Limited knowledge-sharing culture. Unlike sectors such as software or aerospace, where open-source collaboration and peer-reviewed research are common, the AEC industry often operates with a “closed” mindset. Sharing project data, processes, or lessons learned is the exception, not the rule.Innovative exceptions do exist. ELEMENTAL, for instance, has openly published project documentation and design strategies. Similarly, the aec+tech platform offers a community-driven Case Study Library, allowing AEC technology providers and firms to share real-world implementation stories.But such openness remains rare. The result? Missed opportunities for peer learning, slow innovation, and redundant efforts across firms facing similar challenges.

The impact and cost of data silos in AEC.
The average AEC project involves dozens of stakeholders, from architects and structural engineers to contractors and sustainability consultants, each using different software tools and platforms. This lack of interoperability forces teams to rely on manual data transfers through spreadsheets or emails. Not only is this error-prone, but it also means that crucial insights are often buried or overlooked.
According to McKinsey and other industry analyses, more than 95 percent of data generated in the construction industry goes unused, largely due to fragmentation. This is not just a missed opportunity; it’s a direct hit to productivity and profits.
What does a connected tech stack look like?
A connected tech stack breaks down these silos by integrating tools across the project lifecycle. Rather than relying on legacy systems that don’t communicate, firms now have access to platforms that sync in real-time, automate workflows, and centralize data.
An effective connected tech stack includes:

Project management platforms that track timelines, budgets, and resources
Design and modeling software that supports collaborative workflows
AI engines that analyze and optimize data in real time
Cloud-based storage and content management for centralized access
Software platforms that have open APIs that can be used to build integrations

The result? A streamlined ecosystem where everyone, from the intern to the executive, works off the same up-to-date information.
Why now?
The built world is the second least digitized sector globally, according to McKinsey. However, the AEC industry is a significant contributor to the U.S. GDP, with an average annual spending of $1.4 trillion. AEC firms’ spending on technology is increasing, driven by the need to improve efficiency, reduce environmental impact (as the AEC industry is a primary contributor to greenhouse gases), and leverage horizontal applications like FinTech, SaaS, Big Data, IoT, AI-ML, and robotics.
Tools leading the integration effort.
In the AEC+Tech community, you’ll find a growing collection of platforms designed specifically to break down silos and encourage connected workflows in AEC firms.
From case studies featured on aecplustech.com, several real-world examples show how integrating the right stack can revolutionize practice. One large engineering firm used Egnyte in conjunction with Autodesk BIM 360 to manage over 20TB of data across 15 global offices. The result? A 40 percent reduction in data retrieval time and better regulatory compliance across jurisdictions. Another startup architecture firm leveraged SWAPP AI to reduce manual drafting time by 60 percent, allowing their designers to spend more time on conceptual work and less on repetitive documentation.
AI and automation: supercharging the stack.
AI is becoming the connective tissue of the modern AEC stack. Whether it’s predictive scheduling, generative design, or automated compliance checks, AI is eliminating friction at every turn.
InspectMind AI, for example, transforms field notes and images into detailed reports automatically, syncing with project records instantly. Tools like this eliminate the need for double-entry or delayed updates from the field to the office. The key advantage? AI can interpret, map, and normalize data across platforms, even when those platforms don’t natively integrate.
Platforms like Arkdesign.ai leverage AI to assist with early-stage design decisions by generating and optimizing floor plan layouts in real-time. Similarly, Qbiq uses data and generative algorithms to automate workplace planning, helping firms produce accurate space plans tailored to specific organizational needs in minutes. Meanwhile, D5 Render uses AI and GPU acceleration to produce photorealistic renderings almost instantly, making visualization an integrated and interactive part of the design process.
Looking Ahead: a blueprint for future-proof firms.
The industry is heading toward interoperability by default. As open standards (like IFC and ISO 19650) become more widely adopted, and tools increasingly offer plug-and-play integrations like those within BQE CORE, the vision of a fully connected AEC stack is becoming more achievable.
To stay competitive, AEC firms should:

Audit current tools and identify where data silos exist
Invest in integration-first platforms that align with firm workflows
Leverage directories like aecplustech.com to explore options and find the best-fit tools
Train staff to embrace digital processes and build data fluency
Identify parts of their workflow that could be automated or improved with integrated tools
Build out the integrations that would give them better insights from their data or save time on their processes

Final thoughts.
Siloed data is no longer just an inconvenience. It’s a liability. With connected platforms, AI integrations, and a culture of collaboration, AEC firms can unlock new levels of productivity, creativity, and profitability. The future is integrated. 
Niknaz Aftahi is CEO and co-founder of AEC+Tech. Contact her at niknaz@aecplustech.com."
      },
    
      {
        "title": "Elevating AEC at top speed",
        "author": "Zweig Group",
        "date": "2025-06-08",
        "url": "/blogs/news/elevating-aec-at-top-speed",
        "summary": "
 
ElevateAEC celebrates high-performance AEC firms moving fast and intentionally in a changing industry.
Is that – is that Kenny Loggins playing faintly somewhere in the distance? Is that Tom Cruise? No, it’s just Zweig Group and the many leaders of the high performing AEC firms of 2025 traveling at Mach 5 toward San Antonio for the annual M&A Next and ElevateAEC events.
The main event, ElevateAEC Conference & Awards Gala, will be this September 9-11 at the Grand Hyatt River Walk in San Antonio. Speed is the theme this year – more specifically, the Speed of Business. Pack your aviator sunglasses, dust off that old leather jacket with the patches, and turn on the after burners. We can’t promise a flyover for the conference (yet), but we can promise there will be plenty of AEC firms flying high.
The Speed of Business is all about capturing that feeling of acceleration and momentum. These are the forces at the center of our ever-changing industry. They are created and driven by things like rapidly growing firms and Rising Stars. We want to celebrate and capture the momentum of the people and firms who are setting the pace for the AEC industry. We’re still working on callsigns, but I’ve got the feeling you’re picking up what we’re putting down.
Speed isn’t just a luxury in the AEC industry. It’s critical for business performance now and in the future. Projects are moving faster and faster. Firms are growing at unprecedented rates. New technologies like AI are developing rapidly. The Speed of Business isn’t just a catchy theme (or a reason for me to knock out a few of my pent-up Top Gun jokes). Speed is the reality for the AEC industry. From navigating mergers and acquisitions, to adopting new AI tools, and finding ways to lead a hybrid workforce – today’s leaders operate in a climate where standing still means falling behind.
This year’s conference is about turning urgency into action. The schedule is packed with sessions designed around high-performance thinking in areas like strategy, leadership, and growth. There will be dynamic and thought-provoking keynotes and workshops that will help you dive deeper into getting your firm up to maximum speed. And, of course, my favorite event every year: Zweig Group’s signature black tie awards gala. After all, what’s speed without a little sparkle?
ElevateAEC 2025 is where ideas take flight. Our panel of speakers includes industry mavericks who’ve turned turbulence into momentum. You’ll sit shoulder-to-shoulder with firm leaders who are navigating the same high speed turns you are. You’ll be able to do things like sharpen leadership skills or fine-tune your growth strategy. This year’s conference is built for AEC firms of every size and shape. It’s meant to help firms develop those practical skills, and, maybe, a bit of swagger, too. While we’ll talk a lot about speed and business performance, the pillars of the event – to recharge, connect, learn, and celebrate – will allow time to focus on you and your firm, leaving you refreshed, inspired, and energized for the future of your firm. The phrase “slow down to speed up” will set the tone as we kick off the event.
No matter the size of your firm, your location, or your specialization, the 2025 ElevateAEC Conference is the place to be. All we ask is that you bring a need for speed. This year in San Antonio you’ll be flying high with an amazing squadron. This conference brings together some of the best and boldest minds from the AEC industry with the means to connect, collaborate, and celebrate. It’s more than a networking opportunity; it’s a launch pad for your firm’s future. The Speed of Business is about more than moving fast. It’s also about moving intentionally. The 2025 ElevateAEC Conference will provide the jet fuel to take your firm toward its goals.
ElevateAEC is more than a conference. It’s where the AEC industry comes to shift gears, plot new courses, and get fired up about the future. Don’t miss out on the 2025 ElevateAEC Conference. If you can add a day to the front end of the event, you can dive deep into M&A with the pre-conference symposium, M&A Next. Both events are certain to provide high ROI on your week. So, get ready, this is your chance to be part of something fast, focused, and unforgettable. 
Chad Clinehens is president and CEO of Zweig Group. Contact him at cclinehens@zweiggroup.com.
ElevateAEC Conference & Awards Gala The largest in-person gathering of industry leaders and award-winning firms, the 2025 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 9-11 in San Antonio, Texas. Learn more!"
      },
    
      {
        "title": "The hidden cost of ghosting",
        "author": "Zweig Group",
        "date": "2025-06-08",
        "url": "/blogs/news/the-hidden-cost-of-ghosting",
        "summary": "
 
Ghosting job candidates damages trust, reputation, and your firm’s future recruitment success.
Though I’m not a recruiter, I have somehow become a match-maker of sorts – helping to connect people and firms. Finding great people is always a struggle, no matter what market. But recently, I’ve been noticing a disturbing trend with hiring managers. They’re “ghosting”– that phenomenon where your main point of contact at the firm (the recruiter or hiring manager) simply stops returning your correspondences.
While this practice isn’t rare, I do think that managers need to be aware of the full costs of this behavior, namely the heavy withdrawal this makes to the candidate’s emotional bank account. One of my favorite parts of Steven Covey’s The 7 Habits of Highly Effective People revolves around the concept of the emotional bank account (EBA). Covey explains that every relationship is strengthened by small “deposits” we make into this metaphorical bank account over time. In today’s quest for talent, hiring managers need to know when they are making deposits, withdrawals, or even overdrawing the account.
Understanding the impact of the EBA.
Unlike a traditional bank account, the EBA is tricky. Withdrawals make a big impact while deposits are taken for granted. A person needs to tend to a relationship constantly to have the EBA grow. As a hiring manager, you are developing a relationship that ideally moves a person from a candidate to a long-term employee. This new hire can even serve as an evangelist for your firm! While you are focusing on benefits and company culture, you may be accidentally slipping your account into the red if you ignore these elements of the EBA.
In today’s digital world, the emotional bank account isn’t limited to just people; it extends to brands as well. The trust we have in a brand (a person, store, or firm) is based on how well it keeps its promises, lives up to expectations, and does the little things well over time.
The impact of ghosting.
Ghosting hits hard because it makes multiple withdrawals in the EBA.
I’ve created an unscientific poll of my LinkedIn friends to gauge this impact. A whopping 49 percent said that a company is “dead to them” if ghosting occurs. Our industry is small. Do you want to have a string of people who actively dislike your firm because you couldn’t afford them common courtesy?
Covey says the EBA starts with “understanding the individual.” A recruiter may be busy, there could be some internal changes regarding the position, or they want to avoid a difficult conversation. However, the withdrawal happens when you look at it from the candidate’s point of view. Ghosting leaves the candidate confused and stagnated. The EBA withdrawal is more impactful the longer you’ve been involved in the recruitment process. Send an application email and didn’t get a reply? Most of us are used to this. What about after that first phone screening? In-person meeting? Multiple in-person meetings? Or after promises that an “offer is on its way”? I’ve heard multiple stories like this. This EBA is now severely overdrawn.
Practical steps for hiring managers.
Ghosting candidates can lead to negative associations with your firm. Covey outlines six steps to maintaining the EBA:


Understand the individual. Recognize that for the candidate, this interaction affects their livelihood. This is always personal for them.

Keep commitments. If you promise an update, follow through, even if it’s to say that the timeline is now unclear.

Clarify expectations. Be as transparent as possible about what everyone needs or wants.

Attend to little things. This is critical. Don’t think that glowing phone call can make up for a series of missed emails.

Show personal integrity. There’s nothing quite like having a recruiter pester you to have an exploratory call and then not bother to respond to your follow-up email.

Apologize for withdrawals. If something goes wrong, acknowledge it and apologize. Explain what happened so the candidate isn’t left guessing.

I had an interview years ago where the hiring manager reached out to me. After two phone interviews he asked if I’d create a 90-day action plan for the position. I wasn’t even looking for a job but after his persistence, I started getting excited. The manager acknowledged receipt of my work, but never responded to my follow-up emails. Perhaps I didn’t have the skills or network for this position? Or worse, did they just steal my work plan and use it with someone else? This one interaction left me questioning the integrity of the entire firm – not just the recruiter.
Was the intent of the hiring manager to make me feel embarrassed? Probably not. However, intent and impact are two very different things. And, as Covey points out, attending to the little things (like my email), personal integrity (like not stealing my unpaid work product), and apologizing for the delay are key. Even then, without a strong basis of trust, a withdrawal can quickly turn into an overdraw. Immediate email replies for every application may be difficult. I do think that as the communication deepens – with phone interviews, in-person meetings, and even compensation discussions – hiring managers should realize that an EBA has been established, and ghosting will absolutely overdraw that account.
The world is busy and everyone is juggling multiple priorities. But don’t forget the EBA. Every time you are interacting with someone, ask yourself, “Am I making a deposit or a withdrawal?” 
Janki DePalma, LEED AP, CPSM is director of business development at W.E. O’Neil. Contact her at jdepalma@weoneil.com."
      },
    
      {
        "title": "Relentless marketing",
        "author": "Zweig Group",
        "date": "2025-06-08",
        "url": "/blogs/news/relentless-marketing",
        "summary": "
 
Success comes from bold, consistent marketing efforts that push visibility, build trust, and attract high-quality clients.
I was talking about marketing the other day with someone who had recently started their own design business when I realized I had come up with a new term for the kind of marketing I was telling them to do and that I know works every time: “relentless marketing.”
When we speak of “relentless marketing,” I am talking about doing so many things that it would make most architects and engineers super uncomfortable to promote that hard. But so what? The few who heed my advice WILL succeed, and no one ever said success comes easily. Do the work – the real WORK of marketing – and watch the opportunities come pouring in.
Here are just some of the ways you, too, can practice relentless marketing:


Get your client and potential client list together and get it on everyone’s desk. Marketing always starts with identifying who your target customers are. What types of businesses, institutions, or government agencies within what geographic area are you trying to sell to? Who in those organizations will either make or influence the buying decision? Put them all in one database and get your people used to adding, deleting, and modifying it continuously throughout the day. Be relentless in insisting this database be maintained.

Send an email to everyone on your list every single day. That’s right – daily. I know this will make a lot of you cringe and you’ll tell me you opt out of companies that do this, but believe me, they do it because it works. For everyone who opts out or complains, 10 or 20 will respond IF your information is helpful and you aren’t just trying to sell services every time. Be relentless!

Send out a unique company newsletter for each market sector you serve every other week. Show that you work with clients like those you are targeting – that you have experience and understand their problems. The absolute worst design firm newsletters aim a shotgun at all of the markets they serve and subtly communicate to potential clients “we do everything for everybody.” They have been burned from companies who sell one way and deliver another and it’s not what they want to hear!

Start a podcast and put it on all major streaming platforms. Podcasts work. They give you a chance to communicate your unique insights and lessons learned. They also make it easy to stroke the egos of the people you are trying to work for by asking them to be on the podcast in the first place. There are many benefits. Whether you listen to these things or not yourself, lots of people do. If you don’t want to do the thing yourself, there are outside providers who can help you affordably. Be relentless and do the podcast every week or every two weeks.

Put out three or more posts a day on each social media platform you use – Facebook, Instagram, and LinkedIn or wherever. Show your work. Comment on things that impact your target clients. Interview your own people. Interview clients. Recycle content from your newsletters, emails, and podcasts. Post relentlessly seven days a week. It can all be scheduled in advance to make it easy.

Send out a press release every week. Build a press list of at least 500 editors, site managers, podcast hosts, etc. And then relentlessly send them stuff that is newsworthy. My experience is about one quarter of 1 percent of your releases will get picked up. That means if you sent out 2,166 a month (4.33 weeks in a month), you should get about five mentions online or in print a month. It’s free. Do it.

Call the client you want to work with every two to four weeks. Nothing wrong with it. Be relentless about showing your interest in working with them. Make friends. Don’t just try to sell. Volunteer to do the worst project they have. You will eventually wear them down.

Put the largest sign you can on every single project you do, and have all company vehicles wrapped or in a unique color with the company name clearly visible. Make up stickers with the company logo on them and give them away everywhere. You want to be seen all over the place so your firm is top of mind whenever the potential client has a need for what you do. Why be so reserved with your branding and signage? What are you afraid of?

Get matching long sleeve 100 percent cotton collared shirts for all employees in one color. Be different from your competitors who have golf shirts – not everyone likes them. I know I don’t. Ditto for T-shirts. But instead get your people some classy pure cotton dress shirts with your logo on them and watch the reaction. Better yet, have a laundry service that picks them up every week from the office and returns them clean, pressed, and starched. You will relentlessly outclass your competitors.

Get the largest trade show booth set up you can afford and schedule at least four trade shows per year per market sector you serve. Be there. Be seen. Do it right, though. A small barren booth may be worse than nothing at all. Spend a few bucks on the stuff that makes your booth worth visiting and creates a good impression.

Have a schedule of all activities and “to-dos” for marketing that covers the entire year. Publish it for all those inside your firm to see what you are going to do to keep them informed and to facilitate accountability. Then relentlessly implement everything on it!

I am completely confident that if you relentlessly market you will succeed. Just do the work and the results will come. The odds are in your favor.
Mark Zweig is Zweig Group’s chairman and founder. Contact him at mzweig@zweiggroup.com."
      },
    
      {
        "title": "Prioritizing for productivity",
        "author": "Zweig Group",
        "date": "2025-06-08",
        "url": "/blogs/news/prioritizing-for-productivity",
        "summary": "
 
Shed the word “busy” from your vocabulary to focus on the priorities that will have the greatest positive impact on your firm.
We’ve all heard it, said it, or felt it: busy. Whether it’s attending an industry organization event, on an internal conference call, or talking with clients, it seems like the leading question tends to be, “How are you?” which is quickly followed by the answer, “Good, but busy.”
This four letter word might be the most common and subjective word in our professional dictionary, because we overuse it and water it down without really considering the actions or tasks behind the “busyness.” In an article published by Fast Company, performative busyness is described as, “Work that isn’t necessary but is done to appear visible.” According to Merriam-Webster, “busy,” as we commonly use it, is described as either being engaged in action or full of activity.
With all of this in mind, what are we doing with our “busyness”? If this is all of our first responses to the question, “How are you?” then we should be able to clearly define what busy consists of. Unfortunately, many of us likely feel busy not because of the amount of items on the to-do list, but rather because of the lack of prioritization to tackle that to-do list.
Rather than searching for meaningless tasks to fill time or appear busy, what if we took advantage of those precious minutes or hours with the energy to tackle the most important problems we’re facing? In their book, Extreme Ownership, by retired Navy Seals and current leadership coaches Jocko Willink and Leif Babin, the authors describe a series of leadership lessons that translate from the battlefield to the boardroom. Willink and Babin emphasize one key idea, known as a Law of Combat, that applies in this situation, called “Prioritize and Execute,” which describes how to narrow your focus in order to be more efficient.
Here are five steps to take back your time and “Prioritize and Execute” the issues that will make the greatest positive impact on your firm’s trajectory – simple on the surface, but powerful in their ability to transform your daily productivity and focus:


Identify the top priority. When thinking about being busy, we often think about the barrage of tasks we need to accomplish in a given day or week, but tend to leave it as a jumbled list rather than ranking each one by priority. When we start by identifying the top priority from our long list, we tackle what will move the needle the most.

Clear and simple communication. Once you’ve started by writing down your to-do list, the next step is to communicate in a clear and succinct manner about anything you need from team members or clients in order to get your tasks completed. Unfortunately when we get busy, our first sacrifice tends to be effective communication. When we focus on clearly articulating what we need to be successful to those who need to know, we are more efficient and end up getting the help we’re often afraid to ask for up front.

Execute with focus and discipline. This means tuning out the noise around you and working until you’ve either made significant progress or completed that task.

Maintain situational awareness. Beware tunnel vision. Although it’s vital for leaders to have laser focus on the task at hand, you must also have keen situational awareness. When we lose sight of other aspects of our role or the firm, those areas begin to suffer. You should continue to focus on the top priority while also being available for questions from others in order for them to be equally successful. This is where the practice of “Delegate and Elevate” comes into play, which happens when we pass various important tasks to team members with capacity, which elevates their role and the overall value of the firm.

Repeat and adapt. After we’ve addressed the top priority, we’re able to move on to the next issue and return to steps one through four. Challenges and curveballs will come your way as you go, so always remember to be flexible and adapt by adjusting your priorities based on what the greatest needs of the firm are at that time.

When you can easily identify productive action versus being busy for the sake of looking busy, you’ll be on track to creating a culture of focused productivity. This doesn’t happen overnight, but when you’re intentional in approaching your days and weeks in this way, it quickly becomes the norm. 
Duncan Robertson, CPSM, is director of business development and marketing at Tamarack Grove Engineering. Contact him at duncan.robertson@tamarackgrove.com."
      },
    
      {
        "title": "Understanding data in AEC",
        "author": "Zweig Group",
        "date": "2025-06-08",
        "url": "/blogs/news/understanding-data-in-aec",
        "summary": "
 

Proper planning, organization, and understanding of data can mean the difference between a project’s success and failure.
In today’s AEC landscape, the importance of data cannot be overstated. As digital technology and building information modeling continue to evolve, our approach to managing and manipulating data has the power to transform how projects are conceived, designed, and executed. While BIM is widely recognized for improving design accuracy and minimizing construction errors, it also delivers significant efficiency gains across all phases of a project’s lifecycle. By clearly defining workflows in the early stages of a project, teams can expect to substantially save time in later phases.
Design and construction are fields driven by constant change. Clients’ needs evolve, codes and regulations shift, and design ideas are refined over time – all while the technology at our fingertips is rapidly changing. This dynamic environment necessitates adaptable deliverables. Consider how the same design can be represented in multiple ways and how quickly teams need to iterate on a set of floor plans, create 3D visualizations, update zoning charts, or even construct 3D-printed models. Each is a different way to visualize the same underlying information, relying on the same dataset. Therefore, the real value of this data alongside BIM is to provide a flexible foundation, allowing teams to quickly make informed decisions as a project evolves.
Understanding how data informs our work can be useful at every level of a project. While coding and scripting are valuable skills, one does not need to be a master coder to contribute meaningfully to a data-driven workflow. Simply understanding how data interacts with current software tools can allow better design and project-management decisions, regardless of project scale. At the end of the day, the goal is to do more with less time and fewer resources – while improving the quality, efficiency, and coordination of designs. When everyone on the team understands how their data will inform the project, seemingly disparate workflows can integrate, advancing the project in a streamlined manner.
The following examples illustrate how all team members can thoughtfully approach the management and manipulation of data:

For those beginning to engage with BIM, grasping the fundamentals of project information can have a significantly positive impact on a project. During the pre-design phase, understanding the data embedded in zoning analysis and building code parameters can streamline early planning. A designer might leverage software tools to track zoning restrictions or building code requirements. This allows teams to quickly evaluate design constraints, aiding both early decision-making and communicating expectations with stakeholders. These constraints usually continue to be referenced throughout the life of a project, so organizing this information correctly from the outset is critical to initializing a team for success.
At a mid-level of proficiency, the ability to manipulate data within a BIM model becomes increasingly valuable to develop smoother workflows. As the design progresses, a team might need to toggle between 2D and 3D views depending on a variety of deadlines. By constructing a digital model using good modeling techniques, the team can quickly generate reports, accurately schedule information, or even export their data for further analysis. At this stage, teams must also make a concerted effort to minimize modeling conflicts and develop consistent design parameters.
For those with more advanced knowledge, scripting and automation offer the ability to further interact with a project’s data. Custom scripts can be developed to automate repetitive tasks, generate parametric designs, or trigger updates across a project when underlying data changes. For example, a Python script in Dynamo could automatically adjust building massing based on site analysis data, ensuring that additional design parameters can be considered in real-time. By developing this expertise, teams create well-structured workflows, improving efficiency while streamlining design process flexibility and accuracy of a project’s outputs.
Finally, integrating advanced technologies like generative design and artificial intelligence allows for entirely new ways of approaching a project. A generative design algorithm might optimize building layout based on environmental data or refine structural components for cost savings. However, if teams are integrating cloud-based technologies, it is important to also consider privacy concerns and understand what is happening with this precious data. It is essential to grasp how your data will be manipulated if being stored beyond your purview.

The ability to organize and utilize information becomes even more crucial as projects advance through later stages, and as our industry continues to evolve using increasingly sophisticated digital tools. Proper planning, organization, and understanding of data flows can mean the difference between a project’s success and failure – or, at the very least, the difference between sleepless nights and a well-coordinated drawing set. Outstanding project teams understand that efficient data management is at the heart of every phase of a project, from design to construction, and even continuing afterward, informing building administration. 
Hal Rosner is director of design technology at FXCollaborative. Connect with him on LinkedIn."
      },
    
      {
        "title": "Back to basics",
        "author": "Zweig Group",
        "date": "2025-06-01",
        "url": "/blogs/news/back-to-basics",
        "summary": "
 
Recruiting is tough, but AEC firms that master the basics gain a serious competitive advantage.
Let’s break down recruiting in the architecture and engineering industry back to some basics. We know that as a design and service industry, we are in the business of selling our firm’s talent. It’s a people business through and through – which means nothing matters more than the skills of the people we hire, at all levels.
So how is it that so many firms overlook the fundamentals of recruiting? It’s because recruiting is difficult, unpredictable, and requires constant attention. Recruiting is also time-consuming, which can make it feel like a distraction from design, production, and client service.
But I promise – if you pay attention to these four basic elements, your firm’s recruitment game will improve markedly:


Leadership sets the tone. Recruiting starts at the top. Your CEO should be a passionate advocate, talking about recruiting regularly and emphasizing that it’s a top, if not the top, firm value. Leaders should teach that recruiting is a shared responsibility across the entire team, from senior leadership to entry-level staff. This consistent emphasis from the top creates a culture where everyone understands that attracting and retaining great people is a strategic imperative for your firm’s growth and success. By framing recruitment as a strategic priority, leadership empowers every employee to help shape the future of the firm. That’s impactful!

First stop, employee networks. The most immediate and warm connections your firm has to talented professionals are through your existing staff. Of course they know other talented people in the industry! If you aren’t pushing heavily on this resource, you are making a big mistake. Start by implementing a system that offers incentives, such as significant hiring bonuses, to incentivize your staff to constantly be recruiting. Offer an amount that will get noticed and inspire action. We have clients who are paying $5,000-$10,00 in bonuses to staff who introduce people who get hired! I have one client with a guy who makes almost $20,000-$30,000 extra every year because he’s constantly introducing good people who get hired by his firm! And they’re not just people he knows; they’re people he meets at conferences and industry events who he intentionally keeps in touch with and pursues.

Recruiting is marketing. Have you heard this before? Just like your firm is aiming to attract clients, you should be doing the same to attract the best professionals. As you gather names of potential hires from your hard-working staff, diligently include them in your firm’s systematized marketing and outreach via direct email, social media posts, etc. Send them individualized and targeted information. Woo them! Smart people are always thinking about building their careers and making good decisions to move forward. If you keep these people aware of your brand and growth, you can be ready when they decide to make a change.

Be decisive. One of the most common mistakes we see is firms requiring either a large committee decision for hiring or a protracted interview process with too many meetings. If your staff know your firms’ culture and mission, making hiring decisions should not be difficult. People who are talented and good at their jobs know it and are aware they have choices. If you’re not able to be decisive in hiring them, they’ll find a better place to go. Streamline decision-making and be ready to move quickly when the right candidate comes along.

Recruiting doesn’t have to be overly complex – but it does have to be intentional. In an industry where people are your greatest asset, building a strong, consistent, and proactive recruitment strategy is essential to long-term success. By reinforcing recruiting as a cultural value, activating employee networks, treating recruiting like marketing, and making swift, confident hiring decisions, your firm can create a competitive edge in today’s talent-driven market. The basics work – if you commit to them.
And if your firm needs support developing or executing your strategy, Zweig Group’s executive search team can help. Our consultants specialize in finding top-tier talent for AEC firms – because we know that great people build great businesses. Learn more about our executive search consulting services. 
Chris Catton is manager of Talent consulting services at Zweig Group. Contact her at ccatton@zweiggroup.com.
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      },
    
      {
        "title": "The hidden risk in ownership transitions",
        "author": "Zweig Group",
        "date": "2025-06-01",
        "url": "/blogs/news/the-hidden-risk-in-ownership-transitions-1",
        "summary": "
 
Proactively address this blind spot early in the process to ensure your firm remains fully compliant, operational, and set for long-term success.
As architecture and engineering firms navigate mergers, acquisitions, and internal succession plans, one critical compliance risk is often left behind: state firm professional licensing. You may successfully transition ownership, only to discover after that your firm no longer meets the requirements to legally operate as an architecture or engineering firm in a state.
The compliance risk you didn’t plan for.
When your firm undergoes an ownership transition, whether through an M&A deal, employee stock ownership plan, or other internal succession, the ownership structure may change in a way that disqualifies the firm from maintaining its firm professional license in one or more states.
By the time you realize it, the consequences can be costly, ranging from delayed projects to penalties and reputational harm or even offers of ownership to key employees that might need to be rescinded.
Every state has its own professional licensing requirements for architects and engineers.
These typically include:

Entity structure requirements
Ownership/officer requirements
Qualified Licensed Professional in Responsible Charge

These requirements are legal prerequisites to provide design services in a state, and without compliance, a firm can subsequently be prohibited from providing these services.
Licensing issues often go unnoticed during ownership planning. Unlike tax implications or deal structures, firm licensing is frequently overlooked. Firm licensing should not be treated as a box to check. It’s a strategic asset that protects your firm’s ability to operate, bid on projects, and maintain credibility.
How ownership transitions can disrupt firm licensing.
As ownership transitions become more common, whether due to retirements, increased M&A activity, employee-led buyouts, or expansion of the firm, it’s important that firm leaders integrate licensing compliance into every stage of the transition process. The popularity of ESOPs in the AEC industry has soared for many reasons. Still, ESOPs bring with them unique challenges regarding licensure that could impact the structure of the ESOP or even the decision to become an ESOP firm.
Ownership transitions are turning points in a firm’s growth story. They must be handled with more than financial and legal accuracy – they require regulatory awareness. Don’t wait for a state board to flag the problem. Proactively address licensing early in the process to ensure your firm remains fully compliant, operational, and set for long-term success.
Ensure your ownership transition advisory team includes professionals who understand both the corporate and regulatory implications of ownership changes. Don’t rely solely on transaction advisors or your corporate lawyer to navigate this minefield of regulations – consult those familiar with architecture and engineering firm professional licensing.
Next steps.
Don’t let firm licensing be the weak link in your ownership transition strategy. Ensuring compliance isn’t just a legal necessity; it’s a business imperative that safeguards your firm’s ability to grow, operate across state lines, and preserve client trust.
Join Stambaugh Ness for our upcoming webinar, AE Ownership Transition & Professional Licensing Challenges, where we’ll break down state licensing requirements and share proactive strategies to help you navigate leadership and ownership changes without putting your licensure or your business at risk.
Karen Poist, CPA, is managing director of State Advisory at Stambaugh Ness. Connect with her on LinkedIn. Brad Wilson, CMA, MBA, is director of Strategic Growth Advisory at Stambaugh Ness. Connect with him on LinkedIn."
      },
    
      {
        "title": "Accomplishing your business plan",
        "author": "Zweig Group",
        "date": "2025-06-01",
        "url": "/blogs/news/accomplishing-your-business-plan",
        "summary": "
 
A business plan only works if leadership builds accountability, relationships, and follow-through into daily operations and culture.
A lot of people in the AEC business – truth be told – think that business planning is just another meaningless “academic” exercise that really isn’t worth doing. As a result, they treat the whole process as such, and it becomes a self-fulfilling prophecy.
Outside of the AEC business, the majority of wannabe business owners see the business plan merely as a vehicle to raise startup capital, and once that goal has been accomplished, pay little attention to it or the process of maintaining it.
The truth is that the business plan should guide daily operation of the business. It’s an articulation of the firm’s reason for existence, what it is trying to accomplish or become, and what the creators’ basic philosophy is about and how they will approach everything they do. It is also a means of establishing goals and action items that will provide individual accountability for their accomplishment. That’s a tall order, but a good plan along with management that uses it will do all of those things.
I used to think (not long ago) that making all information about individual and group performance public inside the company would in itself guide accountability through establishment of the right corporate culture. But I have now come to realize that in itself is not enough. As my friend Matt Lewis, general manager of the large privately-held Lewis Automotive Group based here in Fayetteville likes to say, “Don’t forget ‘management’ has the word ‘manage’ in it.” In other words, managers do need to hold the people who work for them to account to do what they say they will.
That “holding people to account” is rarely fun. It is an art but also a discipline. Some people do it well and some don’t. Some managers try to use threats and fear to do it. While that may have worked in 1900, it rarely works today in a labor market where demand for quality workers generally exceeds supply. I find that some combination of relentless checking (some might say “needling”), combined with expressing disappointment in individuals who fail and celebrating and publicizing the accomplishments of those who succeed generally works best.
For this to work, however, employees must feel that their managers actually care about them as individuals. That requires a significant time investment from managers in really getting to know their people and to form real relationships with them that are not just transactional in nature. Therefore, having these kinds of solid relationships has to be seen as a precedent for accountability, and accountability has to be seen as a precedent for accomplishing what is in the business plan.
Of course, all of this is facilitated by first having all employees participate in the creation of the plan, by sharing the plan openly with all employees, and by periodically revisiting the plan publicly to track performance toward goals and checking of items on the “to-do” lists. On top of it, the firm does need to have a means of truly rewarding those who accomplish their goals, and either reforming or removing those team members who consistently demonstrate they cannot or will not do what they need to do.
Business plans are important. Management is a real job. You are responsible for the success of the enterprise, for your investors’ or lenders’ money, and for the prosperity of all the families who depend on the income of their family members who work for you. No one said it’s going to be easy or always be fun, but if it was, everyone would be doing it! 
Mark Zweig is Zweig Group’s chairman and founder. Contact him at mzweig@zweiggroup.com."
      },
    
      {
        "title": "Make your hours count",
        "author": "Zweig Group",
        "date": "2025-06-01",
        "url": "/blogs/news/make-your-hours-count",
        "summary": "
 
Time is a finite resource, but by effectively managing it, you’ll contribute to your individual success and the long-term prosperity of your firm.
When you think of billable professions, you might think of doctors, lawyers, or accountants – but what about engineers? Yes, many times, engineers bill by the hour, too. The success of both your professional development, and the engineering firm you work for, isn’t just about technical work; it’s also about contributing to making sure the business is healthy. Specifically, managing your billable hours and tracking time.
Engineering goes far beyond design for projects. What we’re really creating – and contributing to our clients – is hours. Embracing this mindset, from day one to retirement, is crucial for setting both you and your firm up for success. Let’s take a deeper dive into what this means for you, your team, your clients, and your firm.
Understanding billable hours and measuring metrics.
I like to tell young engineers to think of your firm as an assembly line. The track starts to run, and everyone must be ready to do their part. If one person on the line takes too long, rushes their process, or drops the ball, the entire operation won’t move efficiently – and may end up costing your firm. Plus, if you don’t spend your hours wisely, the trust you’ve built with your team and with your client could start to be questioned.
So how do you avoid things getting off track? Begin by managing your time effectively. This includes knowing how many hours you can bill to a specific task given the budget and schedule – and sticking to it. It also means consistently communicating with the project manager, department head, and other team members to make sure schedule or scope hasn’t changed to avoid unnecessary work.
Another critical component is to make the most of your hours in each day, coupling your time management efforts with tracking your utilization goal. But what is utilization? Utilization refers to the percentage of time spent on billable tasks compared to non-billable tasks. For example, if you work 40 hours a week, and only 30 of those hours go toward billable work, your utilization rate is 75 percent. Balancing your billable time (on projects) with your non-billable time (business development, professional development, and/or administrative duties), is critical and depends on your role in the company. Being highly utilized with quality hours is the basis for a thriving project, department, and, ultimately, firm.
The life cycle of a project and its impact on billable hours.
To understand how time management and billable hours fit into the broader picture, it’s essential to understand the lifecycle of a project. A well-managed project requires methodical planning, structured execution, and constant attention to timelines and budgets. Let’s look at how a project runs, beginning to end:


Client development and contracting. First, we always encourage our team members to develop strong, lasting relationships with clients which in turn create continuing opportunities. Typically, you’ll receive a formal solicitation in the form of a request for proposals or qualifications. If you’re familiar with the client, you can tailor your response to their unique needs, making you stand out from competitors. Ideally, you’ve known this project was on the horizon and have already established a team, talked with the client on priorities, and are ready to hit the ground running.Once you receive the official “win” notice, you can lay the groundwork for how time and work will get contracted and billed. Familiarity with the client helps provide clear communication of the scope, timeline, and budget and helps prevent misunderstandings. Even if this is a brand-new client, the time and effort you put into familiarizing yourself with them shows your investment in achieving the project goal.

Scope, timeline, and budget. Once you understand your project scope, the client, and their expectations, you can budget out your time with accuracy. If this understanding isn’t complete, it’s unclear how to estimate the time for each task and allocate resources accordingly. Without this clarity, your team’s capabilities become strained as they don’t have a clear path to project completion.

Change orders and scope creep. Once you have your plan in place, watch out for change orders and scope creep. Sometimes, additional requests and unforeseen challenges pop-up during the project execution phase that require you to re-budget your time. When you budget your time out early in the project process, you can easily navigate through these changes, finding areas where time can be reallocated or trimmed. If this isn’t possible, your team is able to confidently approach the client with a revised scope, timeline, or fee.

Project delivery and invoicing. As the project nears completion, review the time you spent on each task and ensure that all hours are billed accurately and appropriately for the type of project. For example, if the project is going to be billed as a “Time and Expense,” each task should be spent and billed as the hours are accrued. Timely invoicing at this stage is also critical because it ensures your firm receives compensation for completed work without any delays. Providing the final deliverable to your client also involves confirming that all tasks have been completed to satisfaction and that it meets their expectations. In this review, you can quickly identify areas of your time management that are effective, strengthening your process for the next project. Invoicing also creates an opportunity to communicate directly with the client about the status of the project and the upcoming phases needed for completion. Communication is key and effective, direct communication will ensure a smoother project delivery.

Working as a team.
While you may manage, track, and report your own time, you also need to understand how indirect time impacts the greater good of your firm through unbillable efforts. A few examples common to most firms include:


Project accounting. Project accountants monitor team members’ time and ensure that billable hours get properly recorded. They set up projects based on contracts, define billing rates, and assist project managers with accurate, timely invoicing. By working closely with project teams, project accountants are a critical part of capturing and billing hours.

Information technology. A key function of IT in a firm is to keep you operating at your maximum efficiency including management of your firm’s time-tracking systems to ensure that they are user-friendly, secure, and accessible. A reliable time-tracking system helps engineers record hours quickly and accurately, reducing errors and improving efficiency. They are much more than the folks you call when you can’t open a file!

Marketing. The final piece to the project puzzle is the marketing team. It’s their job to position the company so that it attracts new business and brings in those projects. They’re often tasked with creating the proposals and qualifications packages sent to clients to help win work. Ensuring that your budgeted time allows for effective communication and collaboration with the marketing team secures your project wins, and in turn, keeps projects flowing into the business.

There are many more key players who contribute to engineering firms, such as corporate accountants, legal representatives, and human resources, but what is important is that you understand the value of their time. When you understand their roles, you can gain a better understanding of how their hours fit into the pie and help drive efficiencies for the engineering technical staff.
Why billable hours and time management matter.
Time management and billable hours directly influence the health of an engineering firm. Accurate billing practices build trust with clients, who expect transparency and fairness. The more you effectively manage your time, the more reliable you become – to both these clients and your firm’s leadership team.
In the business of engineering, the most valuable product we offer clients is our time. By optimizing your billable hours, accurately tracking time, and monitoring project budgets, you can contribute to the financial health of your firm. Time is a finite resource, but by effectively managing it, you’ll contribute to your individual success and the long-term prosperity of your firm. 
Adam Langley is the chief financial officer and an owner at Croy, a more than 100-person full-service engineering firm with offices in Alabama, Georgia, and Tennessee. He can be reached at alangley@croyeng.com."
      },
    
      {
        "title": "Shaping the future: April Barkasi",
        "author": "Zweig Group",
        "date": "2025-06-01",
        "url": "/blogs/news/shaping-the-future-april-barkasi",
        "summary": "
 
President and CEO of Cedarville Engineering Group (Pottstown, PA), a civil and environmental design-build firm that delivers value through innovation.
By Liisa AndreassenCorrespondent
Cedarville Engineering Group is a federally-certified 8(a), woman-owned small business and DBE/WBE certified engineering technology company. April Barkasi, its president and CEO, is also the founder and a civil engineer at the firm.
The crossroads of technology and infrastructure.
“I have a passion for improving people’s quality of life through technology and infrastructure,” she says. “It’s just what civil engineers do.”
Barkasi has a heightened interest in harmoniously using technology in CEG’s infrastructure projects and says that they are not afraid to try new things in order to use the right tools for the job. In fact, the company has been recognized as an industry leader in 3D modeling and digital twin technology. In 2016, Barkasi was the recipient of the Engineering News Record Newsmaker Award for her use of innovative technology for redevelopment of contaminated public lands; and in 2021, she received the Villanova University Professional Achievement for her contributions to technology and entrepreneurship.
“When it comes to the future of the industry, I’m most excited about the technology that’s becoming available,” Barkasi says.
CEG is currently exploring two AI proposal writing tools, but has not made a decision as of yet. One was created by the Department of Defense for its procurement office and the other is more generic in nature, but powerful nonetheless.
Recent projects that used 3D modeling tech include creating a 3D model of Fenway Park where it worked with Aerial Genomics to collect data; and taking a photogrammetric survey by an unmanned aerial system (UAS) to capture photographs for a client that provided an existing conditions model to illustrate manholes, building outlines, curbs, and roadways, helping to identify current infrastructure conditions. Contours were also shown on the model for a better understanding of the terrain.
Meeting growth demands.
In addition to being excited by tech, Barkasi is also motivated to grow the firm and it seems to be happening quickly. CEG’s clients are local, state, and federal government agencies as well as commercial, industrial companies, and educational institutions throughout the country. To meet growth demands they recently brought both IT and HR in-house. They’ve also made some key hires and says they have some real “professional horsepower now.”
“With uncertainty in some other sectors we were in a good position to recruit top people,” she says. “We’re a small business, but we’re growing fast. I’m confident that infrastructure work will continue to be strong.”
She admits that with that growth does come some challenges, but she and her team are facing them head on.
“Strategic hires can put a strain on cash flow for a smaller firm, but it will pay off in the end,” she says.
As she’s grown the firm she’s learned some lessons along the way – one of the most important being, “when a wrong fit is in the wrong seat, don’t wait to make a move.”
“We’ve been through a lot during our 15 years in business,” she says. “But as long as you learn from those mistakes, it’s OK. Years back, I hesitated to let someone go who was in a key role because I was concerned about reallocating staff. It ended up having a detrimental effect on the whole group. We lost clients and staff. We learned that lesson the hard way and it won’t happen again.”
That’s one of the reasons why CEG puts a real focus on training and communication. They have an all-hands-on-DISC training once a year to learn about different communication and behavioral styles.
“It’s so interesting to see the skeptics of this type of training have that ‘aha’ moment,” she says. “Once they realize that they can use this knowledge in their professional and personal lives, they get it and appreciate it even more.”
As a 2024 winner of Zweig Group’s Best Firm to Work For Award, Barkasi says CEG decided to pursue the application for the award designation to get staff feedback.
“Our mission is to be a great place for great people to work,” she says. “The feedback we received from staff during this application process was very helpful. We learned that more junior staff were interested in stronger career path opportunities and more flexible options for time off. We’ve addressed those issues and will continue to pursue this designation in the future to drive the firm forward.”
As part of being a great place to work, Barkasi says that she ensures leaders don’t have too many people to manage. Teams are made up anywhere from five to eight people – no more.
“It’s important that managers not just manage, but lead. I want them to have time to be mentors and coaches too,” she says. “They also work to set professional growth opportunities and have collaborative goal setting between them and their team members. From infrastructure and technology to sustainability and problem-solving, engineers shape our future in countless ways.” "
      },
    
      {
        "title": "Zweig Group releases 2025 Policies, Procedures & Benefits Report of AEC Firms",
        "author": "Zweig Group",
        "date": "2025-05-29",
        "url": "/blogs/news/zweig-group-releases-2025-policies-procedures-benefits-report-of-aec-firms",
        "summary": "
New data shows rising transparency, increased health benefits, and shifting workforce priorities.


Zweig Group , the leading provider of management consulting, research, and education for the architecture, engineering, and construction industry, is proud to announce the release of its 2025 Policies, Procedures & Benefits Report of AEC Firms, a comprehensive look at the evolving workplace standards shaping the AEC industry. 


This year’s report highlights significant developments in employee benefits, compensation transparency, and HR policy implementation – equipping firm leaders with the data they need to benchmark, adapt, and thrive in a competitive labor market. 



Key findings from the 2025 report: 





Remote work continues to reshape talent strategies. The importance of geographic location in attracting talent dropped from 4.0 in 2023 to 2.8 in 2024, signaling a continued move toward flexible work environments and the need for better virtual collaboration tools. 






Health benefits are no longer optional. For the first time, zero firms reported offering none of the standard health spending accounts (FSA, HSA, HRA, or MSA) – a sharp shift from 5 percent in 2024. This marks a major industry-wide commitment to supporting employee well-being. 






Employee health premiums are rising again. After several years of decline, monthly premiums paid by employees have significantly increased in 2025, reversing a downward trend seen since 2022. 






Layoffs remain rare – except at the largest firms. While most AEC firms reported no layoffs, firms with 500+ employees saw a median of 13 layoffs – double last year’s figure – highlighting unique pressures faced by larger organizations. 






Formal compensation programs are gaining traction. Fifty-two percent of firms now have formal compensation programs, up from 48 percent in 2023. Notably, 33 percent of employees now have access to this data, advancing efforts toward compensation transparency and equity. 






A shift in raise strategies. Raises based solely on management discretion are down from 74 percent to 66 percent, with formal salary review processes now leading as the primary method for determining increases. 






Timesheet frequency is changing. Weekly collection is down from 82 percent to 73 percent, while bi-weekly timesheets have nearly doubled – suggesting firms are rethinking administrative efficiency. 






Workplace policies are evolving. Ninety-four percent of firms now prohibit gambling – up from 85 percent last year – as part of broader efforts to define workplace culture and risk management. 




Why it matters.


“These insights reflect a maturing industry that’s adapting to new expectations around transparency, flexibility, and employee support,” said Chad Clinehens, president and CEO of Zweig Group. “The 2025 Policies, Procedures & Benefits Report isn’t just a snapshot – it’s a roadmap for firms looking to lead in both culture and performance.” 


The full report offers detailed analysis, benchmarking tools, and best practices across dozens of operational and HR categories, helping AEC firms make data-backed decisions that drive growth, engagement, and retention. 


Download the full 2025 Policies, Procedures & Benefits Report of AEC Firms today to future-proof your policies and strengthen your firm’s foundation for long-term success. 
"
      },
    
      {
        "title": "Zweig Group unveils national Best Firms To Work For Legacy Award",
        "author": "Zweig Group",
        "date": "2025-05-29",
        "url": "/blogs/news/zweig-group-unveils-national-best-firms-to-work-for-legacy-award",
        "summary": "Zweig Group, the leading provider of management consulting, research, and education for the architecture, engineering, and construction industry, has introduced a new milestone in its 2025 Best Firms To Work For rankings: the Legacy Award. This lifetime designation honors AEC firms that have placed in the top three of any category for 10 consecutive years. The inaugural recipients – Bowers + Kubota and Garver – have consistently demonstrated what it means to be a truly exceptional workplace.
“With employee sentiment being a major driver of recruiting and retention performance, recognizing firms with an extraordinary and long-term commitment to cultural excellence is important in a program as impactful as Best Firms To Work For,” said Chad Clinehens, president and CEO of Zweig Group. “Placing in the top three for a decade is an incredible milestone and we want to acknowledge that accomplishment. Showcasing this level of long-term performance is inspiring and motivating for other firms and leaders of AEC firms.”
This new award marks an evolution in Zweig Group’s effort to spotlight sustained excellence. By recognizing firms that have achieved a decade of top-tier performance, the Legacy Award sets a high bar for cultural leadership and consistency in an increasingly competitive industry.
Winners will be honored at a black-tie gala during Zweig Group’s 2025 ElevateAEC Conference in San Antonio, Texas, September 9-11, 2025. Learn more or register here. 
See the full list of 2025 Best Firms To Work For Award winners.
See all 2025 award winners here!"
      },
    
      {
        "title": "Zweig Group announces the 2025 Hot Firm List",
        "author": "Zweig Group",
        "date": "2025-05-28",
        "url": "/blogs/news/zweig-group-announces-the-2025-hot-firm-list",
        "summary": "
Zweig Group, the leading provider of management consulting, research, and education for the architecture, engineering, and construction industry, is proud to announce the 2025 Hot Firm List, honoring the 100 fastest-growing AEC firms in the United States and Canada. These companies have outperformed the economy and their peers to become industry leaders through a combination of strategic growth, strong leadership, and commitment to innovation. 


Topping the 2025 Hot Firm List is Verdantas, claiming the number one spot for the first time. Certerra makes an impressive debut in second place, followed by Salas O’Brien in third – continuing its streak as one of the industry’s fastest-growing firms. Bowman Consulting Group and Grace  round out the top five, demonstrating exceptional growth and strategic leadership in a competitive market. 


“The 2025 Hot Firms are a reflection of the strength and resilience of the AEC industry,” said Chad Clinehens, president and CEO of Zweig Group. “These companies have achieved remarkable growth while navigating market shifts, talent shortages, and increased competition. Their success highlights the value of strategic leadership, strong culture, and the ability to adapt and innovate.” 


Firms were ranked based on a score that combined three-year revenue growth in both dollar and percentage terms. To be eligible, firms must have earned at least $500,000 in gross revenue in 2021, at least $1 million by 2024, and have derived at least 50 percent of that revenue from the AEC industry. 


Winners will be honored at a black-tie gala during Zweig Group’s 2025 ElevateAEC Conference in San Antonio, Texas, September 9-11, 2025. Learn more or register here. 


See the full list of 2025 Hot Firm winners here. 


See all 2025 award winners here! 
"
      },
    
      {
        "title": "Zweig Group announces 2025 Best Firms To Work For winners",
        "author": "Zweig Group",
        "date": "2025-05-27",
        "url": "/blogs/news/zweig-group-announces-2025-best-firms-to-work-for-winners",
        "summary": "
Zweig Group, the leading provider of management consulting, research, and education for the architecture, engineering, and construction industry, is proud to announce the winners of the 2025 Best Firms To Work For Award – honoring outstanding AEC workplaces across the United States and Canada. These firms are recognized not only for their commitment to the employee experience, but also for setting a new standard for culture, leadership, and organizational health in the AEC industry. See the full list of winners here.


New in 2025, Zweig Group has also introduced the Best Firms To Work For Legacy Award, recognizing firms that have ranked in the top three of any category for 10 consecutive years. This special designation honors an extraordinary, long-term commitment to cultural excellence. Once achieved, firms are granted lifetime status as a Best Firm To Work For Legacy Firm, regardless of future rankings. The inaugural recipients of this distinction are Bowers + Kubota and Garver, two firms that have consistently set the standard for what it means to be a truly great place to work in the AEC industry. 
“The firms honored this year demonstrate what it looks like to invest in people in a meaningful, measurable way,” said Chad Clinehens, president and CEO of Zweig Group. “Their commitment to creating environments where employees feel valued and empowered is what drives innovation, retention, and long-term success.” 


Unlike other workplace awards, Best Firms To Work For is rooted in the largest employee survey in the AEC industry, offering participants access to more than 2 million data points annually. This program not only celebrates excellence – it provides firms with direct, actionable insight into employee sentiment and performance benchmarks tailored to the unique dynamics of the AEC space. 


Firms were evaluated based on a combination score from two surveys: a corporate survey capturing firm-wide policies and practices, and an anonymous employee survey measuring satisfaction, engagement, and feedback in real time. Winners were ranked by firm size and discipline. 


All participating firms received a summary report of employee responses, and insights are used to inform everything from recruiting and retention strategies to internal policy changes and branding efforts.  


Winners will be honored at a black-tie gala during Zweig Group’s 2025 ElevateAEC Conference in San Antonio, Texas, September 9-11, 2025. Learn more or register here. 


See the full list of 2025 Best Firms To Work For Award winners.
See all 2025 award winners here!
"
      },
    
      {
        "title": "Make your firm outlive you",
        "author": "Zweig Group",
        "date": "2025-05-25",
        "url": "/blogs/news/make-your-firm-outlive-you",
        "summary": "
 
You won’t live forever – but with intentional ownership transition, your firm could be immortal.
Many firm owners act as if they will live forever, but that is obviously not the case. Many firm owners also think they will always continue to do the same work they currently do, but that is simply not reality.
Why do we let ourselves believe these things? What is it about transition that makes us want to ignore reality? Transition happens either the hard way or the easy way. It is so easy to do nothing and regret it down the road. It is hard to be consistent in attracting and retaining key leaders for your firm so you can transition – but it is immensely rewarding once you finally do. Ownership transition is a long, tedious process but it is a worthwhile one.
I’ve seen a firm that did a phenomenal job at cultivating a second and third tier of leaders by taking intentional steps in elevating the roles and responsibilities of their people. But I’ve also seen a firm that developed a horrible reputation with future leaders, with people leaving the firm because of personal dynamics and issues with the current owners. These two scenarios paint very different pictures, but the differentiator is clear: intentionality.
Intentionality allows everybody to be aware of what’s happening but it also provides clarity on key business areas such as the financials, valuation, legal, and organizational responsibilities associated with being an owner. By being open from the beginning, you put a stake in the ground that allows everyone in the firm to understand your timeline, conditions, and philosophy.
I know many firm owners get so bogged down with the daily routine of winning work, directly doing work, while trying to run a business – but if you are not intentionally communicating with at least a select group of next gen leaders, internal transition is not for you. There are many factors that lead to a successful internal transition, including time and mentorship – both critical. Some leaders inside your firm may not be ready, but if you show an interest and let them see that you believe in them, that they may one day be ready to take on the role of being an owner, your job becomes so much easier down the road.
Being an owner isn’t just about the change of title status or responsibilities – it is also an obligation to enhance the viability and future of your firm. That includes cultivating the future leaders of your firm. Let us not deny the reality of the situation. Ownership transition will occur. How it will occur is up to you. This article is a reminder that the time we all have is finite. Stay on track and focus on elevating the hard-working people who make your firm successful. They deserve a chance to become owners sooner rather than later. 
If your firm is ready to start the transition conversation – or needs help getting back on track – Zweig Group’s ownership transition experts can guide you every step of the way. From financial modeling and valuation to leadership development and communication planning, we offer tailored solutions to help you build a clear, intentional path to the future. Learn more about Zweig Group's ownership transition consulting.
Ezequiel Tovar is an ownership transition consultant at Zweig Group’s. Contact him at etovar@zweiggroup.com.
ElevateAEC Conference & Awards Gala The largest in-person gathering of industry leaders and award-winning firms, the 2025 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 9-11 in San Antonio, Texas. Learn more about ElevateAEC!"
      },
    
      {
        "title": "Becoming a talent magnet",
        "author": "Zweig Group",
        "date": "2025-05-25",
        "url": "/blogs/news/becoming-a-talent-magnet",
        "summary": "
 
Attracting and retaining top talent in the AEC industry requires adapting to what employees value today.
The architecture and engineering industry is facing one of its toughest challenges in decades: finding and keeping top talent. While the overall national unemployment level in January 2025 stood at 4.2 percent, according to data from industry benchmarking firm LaborIQ the unemployment rate for the architecture, engineering, and construction industry was even lower at 1.2 percent!
With a tight labor market and increased competition from other industries, firms need to be creative and intentional about attracting and retaining talented people. In professional services the people are the product, so it’s imperative to build a roster full of people who can do the work and live the company’s values. This can pay huge dividends for project success, client satisfaction, and firm reputation.
The current landscape.
It seems as though we’ve lived in a tight labor market for the past six to seven years, and in that environment the talent holds the power. Professionals with in-demand skills are evaluating opportunities not just for salary and benefits but also for work-life balance, career growth, and organizational culture.
Consider this scenario: A talented structural engineer is weighing two offers. One is from a firm offering an above-average salary but places little emphasis on personal flexibility or career development. The other firm offers slightly less pay but emphasizes mentorship, career growth, and a supportive work culture. Nine times out of 10, the candidate chooses the latter. Why? Because today’s workforce is increasingly focused on purpose, connection, and opportunity.
Does salary still matter? Of course it does! But providing a competitive salary, benchmarked against industry peers (perhaps using data supplied by Zweig Group), is a baseline expectation. Think of it like the lowest level of Maslow’s Hierarchy of Needs; our people need sufficient wages, benefits, and technology just to accept the position and perform the duties. The most successful firms move up the pyramid toward the psychological and self-fulfillment areas in order to truly unleash the potential of their teams.
Attracting top talent.
So, how do you set your firm apart?


Define and promote your employer brand. Just as firms market themselves to clients, they must also market themselves to potential employees. Your employer brand should communicate why someone should work for your firm. Highlight your values, culture, and what makes your firm unique.For example: Highlight employee testimonials on your website, newsletter, or social media. Highlight projects that demonstrate your firm’s impact, whether it’s designing sustainable buildings or solving complex infrastructure challenges. This helps potential candidates create a vision of what it would be like to work for you.

Expand your talent pool. Traditional recruiting methods often limit your reach. To attract diverse talent, explore untapped avenues:

Partner with universities to establish internship programs.
Attend job fairs outside your immediate geographic region.
Use online platforms like LinkedIn and industry-specific job boards to reach a broader audience.



Streamline your hiring process. In a tight labor market, speed is critical. Talented candidates won’t wait weeks for a response.

Simplify application processes to make it easier for candidates to engage with you.
Use pre-screening tools to find top candidates quickly. LinkedIn has this feature built into their “Recruiter” suite of tools.
Ensure that interviews are efficient yet thorough, with clear communication at every stage.



Offer competitive compensation and benefits. Compensation still matters but benefits often seal the deal. The flexibility associated with a hybrid work-from-office/work-from-home model, and emphasis on work-life balance are highly desirable for today’s workforce. Consider offering:

Flexible working arrangements (remote or hybrid options).
Paid professional development opportunities.
Wellness programs that support mental and physical health.



Retaining talent in a tight market.
Once you’ve attracted the best people, the focus becomes keeping them engaged and loyal. At EEA we have always placed a strong emphasis on company culture and caring for our people, which is one of the reasons we’ve been named a Top Workplace by the Austin American Statesman for the last 12 years in a row. Some of the ways we go about securing this honor are by:


Building a culture of trust. According to Stephen M.R. Covey in The Speed of Trust, trust is the foundation of any successful relationship, including the employer-employee dynamic. Employees who trust their leaders are more engaged, productive, and committed. Be transparent about the firm’s goals and challenges. Involve employees in decision-making processes to show that their input matters. At EEA, we host an all-hands Town Hall each quarter where we review company financials, review interesting projects, and highlight employees who have exemplified our core values. This level of transparency helps connect everyone to the firm’s mission and results and lays the foundation for bonds of trust throughout the team.

Providing growth opportunities. Employees leave when they feel stagnant, so professional growth is essential for retention. Consider mentorship programs that pair junior employees with senior leaders to foster development and knowledge transfer and set aside budgets for both time and expenses related to training and development. It’s an investment in your people that creates a win-win; if the individuals are consistently growing then the firm can too!

Fostering a positive work environment. A toxic culture drives talent away, no matter how competitive the pay. Focus on creating an environment where employees feel valued, respected, and supported. Employees want to feel their work matters and recognition doesn’t always have to be monetary. As noted above, we highlight staff in our Town Hall meetings and in addition to the named recognition in front of their peers, we make a donation to the charity of their choosing as a thank you.

A competitive advantage in talent management.
Attracting and retaining top talent in the AEC industry isn’t about reinventing the wheel – it’s about adapting to what employees value today. By fostering trust, providing opportunities for growth, and creating a supportive culture, your firm can stand out in a crowded market. Firms that invest in their employees don’t just survive in a tight labor market, they thrive. And as leaders, building an engaged, loyal workforce isn’t just good for business, it’s the legacy we leave behind. 
Morgan Stinson is chief operating officer at EEA Consulting Engineers. Contact him at morganstinson@eeace.com."
      },
    
      {
        "title": "Consistently invest in marketing",
        "author": "Zweig Group",
        "date": "2025-05-25",
        "url": "/blogs/news/consistently-invest-in-marketing",
        "summary": "
 
Continuous investment ensures that when the market eventually slows down, your firm remains resilient and well-positioned.
Marketing and business development should be consistent efforts over an extended period of time. You don’t reap what you sow immediately, so for those of us who want to see immediate results (myself included), it’s also an exercise in patience. There are numerous tactics in marketing and business development, each tailored to specific business goals. Whether it’s content marketing, social media campaigns, networking, or strategic partnerships, the approach must align with your objectives.
The joke among marketers is, “Our marketing is working, we just aren’t sure which half.” All joking aside, marketing and business development must be consistently implemented in your firm. Even when your firm is inundated with projects, your marketing and business development should not be neglected or put on the back burner. Why? Because continuous investment ensures that when the market eventually slows down, your firm remains resilient and well-positioned.
In our marketplace today, most firms are busy and looking for talent. That doesn’t mean you shouldn’t be focusing on marketing and business development, because we all know the time will come when things will slow down. Those firms that invest in marketing and business development consistently can be more selective with clients and projects – and many times have a higher profit margin on these projects as well. All that sounds like a great return on your investment, doesn’t it?
A powerful analogy is comparing marketing and business development to investing in your 401(k). If you start investing at the age of 20, you are going to have a lot more money later in life than if you wait to start investing until age 40. My college finance professor told us to put down a 10 percent contribution when we filled out that 401(k) paperwork at our first job. His reasoning was that you’ll never miss it if you just invest it immediately, and you’ll be a lot better off and will have more financial freedom if you invest early. He was right, too. I’m a lot better off today, and my money is making money while I sleep.
Your marketing can do the same thing! With your investment in marketing and business development, it’s much easier to gain market share, increase profits, and hire more talent. Again, that all sounds like a great investment to me. You have to invest consistently in your marketing efforts, so they will pay off for your firm.
Consistent investment in marketing and business development is essential for long-term success. It enables firms to gain market share, increase profits, and hire more talent. This strategic approach ensures your firm will remain competitive and profitable, even during slower periods.
Marketing and business development are long-term commitments that require consistent efforts. By investing early and continuously, firms can achieve significant benefits, including increased market share, higher profits, and the ability to attract top talent. This strategic approach is where early and consistent investments lead to greater rewards over time. 
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": "A few thoughts on organization structure",
        "author": "Zweig Group",
        "date": "2025-05-25",
        "url": "/blogs/news/a-few-thoughts-on-organization-structure",
        "summary": "
 
AEC firms today still struggle with the same old organizational issues that undermine clarity, accountability, and leadership.
Most people probably don’t know it, but my undergraduate degree is actually a management degree with a specialization in organizational behavior. And yes, it proved to be relevant and useful. I have been working with AEC firms on organization structure issues for my entire 45-year post-MBA career and employed every bit of this knowledge over the years.
That said, some of the issues and problems I was helping companies deal with as far back as 1980 – as hard as that may be to believe – are STILL issues in firms today. Let’s take a look at some of these common problems, several of which are unique to firms in our industry:


Project managers working in a matrix organization structure who have no one permanently assigned reporting to them. This is the most common problem I see with organization structures of firms in our business. PMs are supposed to deliver quality work on time and within budget, yet the people they rely on to do the job don’t report to them. They have no control over their time and no ability to reward or punish. Not to mention the fact that any individual could have six different PMs they are working for plus their department manager at the same time. Who sets the priorities? Not the PMs. The matrix organization is a big problem.

Individuals who report to more than one person. I see this frequently in our business, also. It doesn’t work and violates a principle called “unity of command,” one that says each individual reports to only one person. It really creates problems if the two people someone reports to give out conflicting directions. Who is the person with the dual reporting relationship supposed to listen to?

People with titles who have been “promoted” to “senior-somethings” but who have no change in functional role or responsibilities. What’s the point, really, if their job isn’t going to change whatsoever? I have always thought this was a bad practice. Just pay the person more versus giving them what I consider to be a fake promotion!

People with titles that are misrepresentative of their real function and responsibilities. One of the most typical that I frequently see is when “operations” people are dealing with non-operations issues. “Operations” to me should be all about the line functions – i.e., what the firm actually does to make money (architecture, engineering, etc.) – as opposed to support functions.

Confusion over the titles of “principal” and “associate” and all variants of those, and what the functional responsibilities of those roles are. My answer to the questions about what these people are supposed to do is that typically these are not functional roles at all, but instead imply status and/or position in the hierarchy of ownership. Many people don’t understand that.

People who use the term “partner” as synonymous with “principal.” They are not the same thing. While both may be owners, partners are owners in a partnership, and that is quite a bit different from being a stockholder or shareholder in a corporation or member of an LLC. “Partner” may imply rights to some people that principals, shareholders, or members may not have.

Marketing directors who are charged with managing business development when none of those who actually do the business development report to them. It makes the marketing director’s responsibility for selling a joke. Everyone knows they have zero control over the principals who are typically the ones responsible for BD. They (the marketing director) or whomever is the top marketing person in the firm is usually at a lower level in the status/clout hierarchy than a principal is in the same firm. Therefore, how can the marketing manager manage them?

Boards of directors (BOD) whose members are all insiders who also work full-time in the functional organization. If the BOD is supposed to supervise the CEO but all of the BOD members report to the CEO in the functional organization, how in the world is that supposed to work? It doesn’t.

I could probably list 10 more of these organization issues if pressed. These are not academic problems. They are real issues that need to be discussed and dealt with! 
Mark Zweig is Zweig Group’s chairman and founder. Contact him at mzweig@zweiggroup.com."
      },
    
      {
        "title": "How AI can enhance human creativity",
        "author": "Zweig Group",
        "date": "2025-05-25",
        "url": "/blogs/news/how-ai-can-enhance-human-creativity",
        "summary": "
 

Utilizing technology built around your best work can become an inspiration tool for marketing teams.
One of life’s great injustices is that time is finite. When our days are controlled by never-ending to-do lists, it can leave little time for moments of curiosity and discovery that make our work really stand out in a crowded field.
As the marketing team for a design firm, much of our time is spent laboring over content creation and organization, compiling information for a variety of different packages, depending upon the need and audience. Thus, we were intrigued when a partner told us about a new AI platform specifically designed for the AEC industry. The platform – Joist AI – was created by an individual with more than a decade of experience in the general contracting and construction industry, making him keenly aware of our own internal pain points and needs.
Joist AI is a “content enablement platform” that stores marketing content in a private hub, enabling teams to quickly curate and customize content for a variety of different outputs.
While this sounds great, before we snapped into adoption mode, we had to understand what the use of this tool would mean for our firm. AI has been something of a question mark within our industry, and we knew we needed to tread carefully by first deciding how we would navigate the pros and cons of the technology. This meant setting security parameters, expectations, and more. Yes, AI could alleviate some of our work, but it would take thoughtful effort to get the ball rolling.
Acting with intention is one of the most important aspects of embracing new technology, and AI is no exception. After all, AI is only as good as the information it receives. You can think of it as any living creature – if you feed it well, expect it to bloom. Being the strategic and thoughtful designers we are, this process started with building a solid foundation. We only fed the AI platform with our best content. Building that database meant reviewing and editing our existing material, versus dumping everything in. We removed sensitive and outdated information, for example, staying cognizant of what would be nourishing for our collective marketing brain.
To maintain a nutrient-rich input, we also placed guardrails around who can add, edit, and access the information on the platform. Only certain team leaders can upload content or tweak and tailor our systems and preferences.
The platform has become an excellent way to store and search for specific knowledge, greatly improving efficiency and alleviating many sticking points in the proposal process. Unlike a more traditional search function that only points you to a document where a key word or phrase occurs, Joist AI can locate and extract the specific – and relevant! – reference. (It’s like having a very fast, dedicated archivist on the team.) We’re able to find applicable past campaigns, projects, proposals, and resumes that help us build better content.
Not only does AI speed the research process but it also presents opportunities for rediscovering what we did for past projects that worked so well, which we can use to enhance future pursuits. And the faster and more efficient we can make the proposal process, the more time we have to be creative when it comes to developing compelling marketing campaigns, thought leadership, project stories, and other more intricate marketing efforts that can boost our company’s visibility.
So much of what we do as marketers is meant to appeal to human nature. When we can use technology to handle more repetitive and programmed tasks, it leaves more time for us to do the fun stuff. We think of AI as an inspiration tool as it makes the technical side more efficient and allows us to explore the emotional side of our job. We work on meaningful projects that have a real impact on our communities and, when it comes to telling the world about them, they deserve as much of our human touch as we can offer. 
Kate Gray is the marketing team lead at Cushing Terrell. Connect with her on LinkedIn."
      },
    
      {
        "title": "May M&A Transactions in AEC",
        "author": "Bree Sikes",
        "date": "2025-05-23",
        "url": "/blogs/news/may-m-a-transactions-in-aec",
        "summary": "
May 1 – Colliers Engineering & Design (Red Bank, NJ) acquired CST Group (Duluth, GA), a telecommunications engineering firm specializing in wireless infrastructure, fiber network design, and program management. The acquisition expands Colliers’ capabilities in telecom engineering and strengthens its position in the Southeastern U.S. market. More information 


May 6 – Pape-Dawson Engineers (San Antonio, TX) acquired Morris Engineering (Naples, FL), a civil engineering and land surveying firm. The acquisition expands Pape-Dawson’s footprint in Florida and strengthens its capabilities in land development and infrastructure services across the region. More information 

May 12 – Array Architects (Philadelphia, PA) acquired IHR Architecture (King of Prussia, PA), strengthening its healthcare design capabilities and expanding its regional presence. More information 


May 14 – Colliers (Toronto, ON) acquired Higher Ground Consulting (Calgary, AB), an engineering and environmental firm specializing in regulatory compliance, construction inspection, and water resource management. The acquisition expands Colliers’ environmental service offerings and strengthens its presence in Western Canada. More information 


May 15 – QK (Visalia, CA) acquired Terra Technologies (Olathe, KS), an engineering and environmental firm specializing in wetland mitigation, stream restoration, and infrastructure design. The acquisition expands QK’s geographic reach into the Midwest and strengthens its environmental and civil engineering services. More information 


May 16 – Arcadis (Amsterdam, Netherlands) acquired KUA Group (Singapore), a specialist engineering firm focused on data center design and project delivery. The acquisition enhances Arcadis’ capabilities in the fast-growing data center market across Asia, particularly in mission-critical infrastructure. More information 


May 17 – Englobe Corporation (Laval, QC) acquired Herold Engineering (Nanaimo, BC), a multidisciplinary engineering firm known for its work in structural, civil, and building envelope services. The acquisition strengthens Englobe’s presence in Western Canada and expands its capabilities across infrastructure and building sectors. More information 


May 20 – Progressive AE (Grand Rapids, MI) acquired MHAworks (Durham, NC), an architecture firm with expertise in healthcare, higher education, and commercial projects. The acquisition expands Progressive AE’s footprint in the Southeast and enhances its design capabilities across key markets. More information 


May 20 – Ardurra Group (Tampa, FL) acquired Cannon & Cannon, Inc. (Knoxville, TN), a consulting firm specializing in civil and transportation engineering. The acquisition expands Ardurra’s presence in Tennessee and enhances its capabilities in infrastructure and municipal services. More information 


May 20 – TP Bennett (London, UK) acquired Bluehaus Group (Dubai, UAE), a leading design and consultancy firm specializing in architecture, interior design, and engineering. The acquisition expands TP Bennett’s international footprint and strengthens its presence in the Middle East’s commercial and workplace sectors. More information  


May 21 – Black & White Engineering (Newcastle upon Tyne, UK) acquired Homan O’Brien (Dublin, Ireland), a leading MEP consultancy. The acquisition strengthens Black & White’s presence in Ireland and enhances its global capabilities in sustainable building services design, particularly in commercial, life sciences, and mission-critical sectors. More information 


May 21 – Shermco Industries (Irving, TX) acquired R3L Engineering (Edmonton, AB), a power systems engineering firm specializing in electrical engineering, protection and control, and SCADA systems. The acquisition expands Shermco’s engineering capabilities and strengthens its presence in the Canadian market. More information 


May 21 – Langan Engineering & Environmental Services (Parsippany, NJ) acquired NAVIX Engineering (San Juan, PR), a firm specializing in civil engineering and land development. The acquisition strengthens Langan’s presence in the Caribbean and expands its capabilities in commercial, hospitality, and infrastructure projects across the region. More information 


May 21 – Invision Architecture (Waterloo, IA) acquired Studio 8 Design (Atlanta, GA), an architecture firm known for its work in healthcare, education, and commercial sectors. The acquisition supports Invision’s national expansion strategy and strengthens its presence in the Southeast. More information 

May 21 – Johnson, Mirmiran & Thompson (JMT) (Hunt Valley, MD) welcomed the clients and staff of Clark Nexsen’s Virginia Beach office, broadening its multidisciplinary architecture and engineering services in the Mid-Atlantic region. More information 


May 22 – INVISION (Des Moines, IA) acquired MacGregor Associates Architects (Atlanta, GA), a firm specializing in industrial and logistics architecture, marking INVISION’s expansion into the Southeastern U.S. More information 


May 22 – McKim & Creed (Raleigh, NC) acquired Landmark Science & Engineering (Newark, DE), enhancing its water resources, environmental, and site/civil engineering expertise in the Mid-Atlantic region. More information 


May 27 – Trinity Consultants (Dallas, TX) acquired Zanjero (Phoenix, AZ), a water resource management firm, expanding Trinity’s environmental and water consulting services across the Southwest. More information 

"
      },
    
      {
        "title": "Where to find Zweig Group this summer",
        "author": "Zweig Group",
        "date": "2025-05-18",
        "url": "/blogs/news/where-you-can-find-zweig-group-this-summer",
        "summary": "
 
The Zweig Group team is hitting the road to share fresh insights on how AEC firms can stay ahead.
Zweig Group is hitting the road this summer, bringing fresh insights on strategy, performance, innovation, and the future of the AEC industry to some of the profession’s most prominent stages. From fee structures and succession planning to AI and firm performance, our team is sharing what we’re seeing in the market – and how firms can stay ahead.
Here’s where you can find us in the coming months:
AEC Hire Power: Build a Recruiting Engine that Delivers
May 28 from 1 p.m.-2 p.m. CST | Webinar
Speakers: Jeremy Clarke, COO & Managing Director, Talent Consulting, Zweig Group; and Kristi Weierbach, Ph.D., SPHR, SHRM-SCP, Managing Director, Workforce Advisory, Stambaugh Ness
The current talent landscape is shifting rapidly, and for AEC firms, finding and keeping exceptional talent has never been more challenging or more critical. Join our experts and learn how to move beyond reactive hiring and into a proactive, strategic recruitment mindset. Develop a high-impact program that positions your AEC firm for long-term growth, stay ahead of hiring trends, and successfully incorporate tech and AI in your processes.
Learn more or register here!
AIA Conference on Architecture & Design (AIA25)
June 5 | Boston, MA
Session: Seven Strategies of Highly Successful Firms
Speaker: Will Swearingen, Principal & Senior Director, Transition Consulting, Zweig Group
Successful architecture firms embrace strategies to maximize profit and minimize expenses, all while enabling a healthy and prosperous workforce. Using data from firms across the United States, this enlightening session will reveal those aspects that differentiate highly profitable firms from their peers.
Learn how to benchmark your firm’s practices against the most profitable firms in the industry by examining effective fee structures, business decision-making strategies, and the cultural practices – like diversity, equity, and research investments – that set top-performing firms apart.
For more from Will, stop by the AIA Booth on the Exhibit Floor June 5-6 for a free 15-minute Firm Performance Audit. This one-on-one session gives you the chance to evaluate your firm’s performance across key areas like finance, leadership, operations, business development, marketing, sustainability, and firm culture. You’ll receive tailored, expert feedback on how your firm stacks up and will leave with actionable strategies to improve performance and leverage your unique strengths. Pre-register now to reserve your slot – space is limited!
Learn more or register for AIA25 here!
ACEC Virginia Summer Conference
June 18-20 | Hot Springs, VA
Session: AI 101: The Past, the Present, and the Future
Speaker: Kristin Kautz, FSMPS, CPSM, Artificial Intelligence Consultant, Zweig Group
This presentation delves into the transformative journey of artificial intelligence, covering its historical roots, current capabilities, and future possibilities. It combines real-world examples, technical insights, and practical strategies to empower businesses and individuals to navigate AI’s seismic impact on our industry and roles. From understanding narrow AI and generative tools to exploring advanced applications in the built environment, this resource equips attendees to implement AI effectively.
Session: Mobilizing Leaders to Design Great Performance
Speaker: Tom Godin, Senior Director, Performance Consulting, Zweig Group
Great performance doesn’t happen by chance – it’s designed by leaders who shape the systems, culture, and structures that drive success. This session explores the key characteristics of high-performing organizations and how leaders can intentionally design and inspire their teams to achieve exceptional results. Participants will walk away with actionable strategies to transform their organizations, departments, or teams into high-performance environments where people grow and results follow.
Learn more or register here!
ACEC Maryland Annual Conference
June 26 | Stevensville, MD
Session: Leading with Intelligence: How AI and Visionary Strategy Will Shape the Firm of 2030
Speaker: Ying Liu, LEED AP BD+C, Director, Growth Consulting, Zweig Group
Artificial intelligence has the potential to improve efficiency, enhance decision-making, and support innovation – but only when integrated thoughtfully into a firm’s overall strategy. This session provides a clear, structured approach to aligning AI initiatives with business goals, including governance, opportunity assessment, and implementation planning. Attendees will explore a practical framework and engage in a roundtable discussion to share perspectives and challenges. Designed for professionals across disciplines, this session offers actionable insights to help firms move beyond experimentation and adopt AI in a purposeful, organization-wide way.
Learn more or register here!
AIA Florida Convention & Trade Show
July 30-August 2 | Tampa, FL
Session: Setting Fee Structures – Balancing Risk, Trends, and Project Characteristics
Speakers: Will Swearingen, Principal & Senior Director, Transition Consulting, Zweig Group; and Bryce Bounds, AIA, Broward County Construction Management Division
This session explores how to negotiate fees using market data, assess project risk, and adjust for trends and technologies that impact pricing strategies.
Session: The Nuts & Bolts of Succession Planning
Speakers: Tracey Eaves, MBA, CBA, CVA, BCA, CMEA, Managing Director, Transition Consulting, Zweig Group; and Ignacio Reyes, FAIA, Chief Development Officer, DLR Group
Learn the ins and outs of ownership transition strategies – from internal transfers and ESOPs to M&A and private equity – and how to confidently lead through succession.
Session: An Emerging Firm Leader’s Guide to Determining Billable Rates
Speakers: Tom Godin, Senior Director, Performance Consulting, Zweig Group; Bryce Bounds, AIA, Broward County Construction Management Division; and Jaime E. Sobrino, FAIA, LEED AP, PMP, VP and Director of Operations, LEO A DALY
Learn how firms calculate billable rates, breaking down salary, overhead, and profit. Driven by real-world experiences and pricing strategies, attendees will leave equipped with tools to establish competitive and sustainable rates.
Learn more or register here!
Whether you’ll be attending these events in person or following along remotely, we’re proud to contribute thought leadership that empowers AEC firms to succeed. Want to connect with one of our speakers or schedule a meeting onsite? Let us know! 

Mailena Urso is chief marketing officer at Zweig Group. Contact her at murso@zweiggroup.com.
"
      },
    
      {
        "title": "Inside the Executive Roundtable",
        "author": "Zweig Group",
        "date": "2025-05-18",
        "url": "/blogs/news/inside-the-executive-roundtable",
        "summary": "
 
This event is a catalyst for honest conversation, shared wisdom, and renewed focus on ownership, governance, and the future of the industry.
Each year, Zweig Group hosts an Executive Roundtable designed to give senior AEC firm leaders a rare opportunity to step away from the day-to-day to focus on strategic thinking. Thanks to our new partnership, I had the privilege of helping the Zweig Group team “host” the most recent roundtable in Boston.
I put the “host” in quotes because the AEC executives in the room were so eager to share their experiences and strategies with one another that very little facilitation was needed. This openness is a hallmark of the AEC industry and something I deeply admire. I encourage every leadership team to participate in this type of session; you’ll walk away with valuable insights that only peer-to-peer dialogue can offer.
While the conversations touched on a wide array of topics, one surfaced repeatedly: the multi-dimensional issue of ownership. It’s an issue we’ve long advised clients to treat as a continuous process versus an event. And this group reinforced that view in spades. Even firms with several generational transitions under their belts reported new challenges to their ownership and governance models. These challenges fell into three major, but interconnected categories:


Finding young leaders who also want to be owners. At its core, ownership transition is a people issue, and this group of executives knew this well. Several firms shared recent changes they had made to make ownership more affordable or more desirable overall but with negligible results. The risk/reward equation around ownership has shifted for the current 30- and 40-somethings.Several of the roundtable participants expressed frustration at not fully understanding this shift in mindset, and concern that it could undermine the sustainability of their ownership models. The key takeaway here was the need for firms to invest more in business education of future leaders and the practical realities of ownership. None of the attendees reported that they regretted becoming an owner in their own firms, but few had shared their journey with their next-gen leaders.

Private equity is offering a “quick fix” to ownership challenges. Almost every firm leader reported receiving multiple solicitations from PE firms or AEC platform firms backed by private equity. And yes, it sounded like the rumors about how much a private equity firm will pay for an AEC firm are true.The “godfather” of AEC mergers and acquisitions, George Christodoulo, delivered an engaging session about the pros and cons of selling to private equity. He shared real-world examples ranging from remarkable success stories to nightmare scenarios. A key insight many attendees agreed on is that if PE is going to be the right fit, they must bring more than just money.If the high valuations being offered are based on synergistic revenue and profit growth, how that can be accomplished must be part of the offer. If your firm can truly be strengthened by selling to PE, your key people will be more likely to come along. However, if you treat PE as the buyer of last resort and don’t consider the next-gen leaders, things can go badly.

Your shareholder agreement should be a living document. Many attendees shared how their firms had outgrown their governance structure, and in some cases had even outgrown certain key shareholders’ capabilities. This situation was exacerbated by the outdated ownership agreements, making it very difficult to make the necessary changes.I have experienced this myself over the years with many clients. If done well, getting a comprehensive buy-sell agreement in place among a small group of shareholders is a daunting task. Lawyer-fatigue is a real symptom and by the time the agreement is signed, everyone wants to put it in the file drawer and forget about it.Several uneventful years go by but then laws change, shareholders’ roles and responsibilities change, and new shareholders are needed to sustain the firm. The agreement has fallen hopelessly behind the business.The openness of the roundtable setting allowed one attendee to share that a similar situation left their firm vulnerable. The firm found itself between two bad choices: try to enforce an agreement that everyone knew was outdated or try to rewrite their agreement in the middle of a performance issue with a shareholder. The key takeaway here: dust off your shareholder agreement at least every other year, especially as your firm’s ownership and governance grow more complex.

A worthwhile investment of time.
The most valuable insight from the executive roundtable was simple, if you don’t make time to proactively evaluate your ownership structure, you will eventually be forced to react, most likely under pressure.
There was broad consensus at the roundtable that ownership problems are much more difficult to solve in the middle of a crisis, when stress and drama can cloud decision-making. By stepping back, reflecting, and sharing with peers, firm leaders can identify risks early and set a stronger course for the future.
Special thanks to Zweig Group for creating such a valuable space for AEC leaders to come together and engage in meaningful, strategic dialogue. The Executive Roundtable is more than just an event, it’s a catalyst for honest conversation, shared wisdom, and renewed focus. I’m grateful for the opportunity to be part of it and look forward to seeing how these important discussions continue to shape the future of our industry. 
Brad Wilson, CMA, MBA, is director of Strategic Growth Advisory at Stambaugh Ness. Connect with him on LinkedIn."
      },
    
      {
        "title": "More reasons to have outside directors",
        "author": "Zweig Group",
        "date": "2025-05-18",
        "url": "/blogs/news/more-reasons-to-have-outside-directors",
        "summary": "
 
Stop procrastinating on this issue and start searching in earnest for some outside directors to help you be more successful.
I have been a big advocate of having outside directors on the BOD of your privately-held AEC firm for many years. This is especially true if you find people who have been more successful than you have in business and those who can help you win new work.
While I have written about it before, here are some good reasons to have two or three outsiders on your board that I may not have covered:


Mentoring for your CEO and other top managers. This may be the single most important benefit of having outside directors. Where else will you and your top managers go to get input from people with credibility? Sure, there are a bunch of executive coaches out there who are supposed to function as mentors, but how many of them have ever been in the top job before and really know what it’s like? The best outside directors make themselves available when needed to provide mentoring.

Accountability for the CEO. Oftentimes in our business, the CEO is either one of the founders or someone who has been there the longest and/or has the largest ownership stake. They aren’t used to anyone asking them the tough questions that need to be asked, and in many cases, are truly unaccountable, especially if all the other BOD members are people who report to them in the functional organization. The outside BOD members can provide that honest input, however.

“Been there, done that" experience to avoid costly mistakes. Many times, the outside BOD members – besides having very successful careers and entrepreneurial backgrounds – are older and have wisdom that can only be acquired through experiences that the insiders may not have. This applies to so many different areas of the business – from dealing with problem employees, to liability issues, to building ownership or negotiating leases, to company policy, to dealing with mergers and acquisitions – and much more. The outside directors’ experience can be invaluable.

Connections to clients and potential clients. Sometimes these directors may come directly out of client or potential client organizations and have the insider knowledge of how to win work with them. In other cases, they may know people who work in those clients and can help. I have personally witnessed this as an outside director on boards myself more than once where the outside director helped the AEC firm win work they never would have gotten otherwise.

Recruiting assistance. This is not commonly thought of as a benefit of outside directors but the fact is they probably know a lot of other good people who may be candidates for higher level jobs in the company. They can be tapped for those connections and help you find some good people.

Connections to lenders, investors, and other financing sources. Once again, many experienced outside directors have been in the business world for a long time. They worked with banks, insurance companies, the SBA, and other sources of debt capital. Or maybe they had experience with private equity investors in the other companies they owned or worked with. And finally, maybe they themselves will want to invest in the company. This knowledge and these connections to capital sources can be invaluable.

I write this as someone who has been an outside director himself on more than a dozen company boards and who still is in some cases. And some of the other outside directors I have worked with have been immensely helpful – far, far more than they cost – to companies in our industry.
Isn’t it time you stopped procrastinating on this issue and start searching in earnest for some outside directors to help you be more successful? I think so! 
Mark Zweig is Zweig Group’s chairman and founder. Contact him at mzweig@zweiggroup.com."
      },
    
      {
        "title": "The Iron Man framework for innovation",
        "author": "Zweig Group",
        "date": "2025-05-18",
        "url": "/blogs/news/the-iron-man-framework-for-innovation",
        "summary": "
 

Innovation in AEC succeeds when people, processes, and technology work together with purpose and alignment.
How many times have you heard some form of “architecture and engineering firms are slow to adopt technology” or seen a global management consultant produce yet another report about how we are a laggard industry and resistant to change? There is some truth to this, of course. But investing in technology without fully understanding the “who” and “how” of your business is like putting the cart before the horse – a timeless analogy that tells us about the perils of doing things in the wrong order.
Speaking of analogies, I love the phrase “people, process, and technology” to describe innovation in AEC firms. I also love the Iron Man movies, so let’s draw a combined analogy:

People are like Tony Stark – the human visionary behind the innovation.
Process is like J.A.R.V.I.S. – the system quietly powering every decision and action.
Technology is like the Iron Man suit – powerful, yet ineffective without clear direction.

People: Tony Stark at the core. People remain the heart of our businesses, even as increasingly sophisticated technology becomes available. Your team’s expertise, creativity, and motivation drive innovation and growth. From my experience participating in mastermind groups and interacting with AEC professionals at various career stages, I’ve observed that the role technology plays and how it’s perceived varies notably by career level:


Early-career professionals (0-5 years). While these professionals are widely perceived as digitally native, they’re often thinking ahead when it comes to innovation. The perceived innovativeness of your firm significantly influences their decision on where to work, and they naturally gravitate toward workplaces that visibly embrace advanced technology. Beyond operational efficiency, technology serves as a powerful recruitment and retention tool, as early-career professionals seek firms aligned with their comfort and fluency in technology.

Mid-career professionals (5-15 years). Often considered the “workhorses” of a firm, mid-career professionals provide essential guidance, mentorship, and training to the early-career group. Their interaction with technology is frequently practical. They leverage technology tools daily to deliver projects, manage processes, and solve problems. Ensuring these professionals have robust, effective technological resources and appropriate training directly enhances firm productivity and enables them to lead effectively.

Late-career professionals (15+ years). These experienced professionals bring strategic oversight and decision-making capability. While they might not need to understand every technical detail or even use the software themselves, their judgment is vital for evaluating how technology fits within the firm’s broader vision. Their role involves assessing technology investments for their long-term value, operational alignment, and their impact on organizational effectiveness, rather than day-to-day use.

By recognizing these distinct perspectives, firms can strategically integrate technology in ways that engage each career group effectively, enhancing operational efficiency and fostering a culture of innovation.
Process: J.A.R.V.I.S. – the operational backbone. If people are the visionaries, then processes are the nuts and bolts of your firm. This is the operational backbone that enables your team to execute its vision. Business process mapping is an essential practice, providing stakeholders with clarity about exactly how the business operates, from initial client contact to project closeout. This could take many forms, a simple one being a flowchart that maps the process and the individual steps along the way.
After mapping out the processes that make a business run, it’s valuable to conduct baseline studies. The concept of ROI on technology investments is powerful, but only when you know exactly what you’re comparing against. If you suspect a particular process is inefficient, conduct a brief, structured study. Determine precisely how long tasks take and establish clear benchmarks. You may be surprised by the findings. Sometimes, the most profitable decision is simply to maintain the status quo.
Technology: the Iron Man suit. Technology exists to support the processes dictated by your people. It can greatly amplify productivity if it aligns strategically with your business. Like Tony Stark meticulously refining the Iron Man suit based on clear requirements and field testing, AEC firms must thoughtfully evaluate technology solutions against proven business needs and measurable benefits.
When considering technology, firms often face a fundamental choice between two options:


Build. Developing custom software and tools internally can offer tailored solutions aligned precisely to your workflows. But custom solutions come with their own complexities: longer timelines, higher initial investment, and ongoing maintenance responsibilities.

Buy. Commercial off-the-shelf software is generally faster to deploy and comes with vendor support. However, it might require compromises or adaptations in your existing processes and is often not designed to work exactly the way your firm operates.

Neither option is universally superior. Evaluate carefully by weighing your organization’s unique needs, timelines, and budgets. Always choose the path that demonstrably improves your firm’s operations and provides tangible ROI.
Additionally, when evaluating software solutions, consider more than just the price tag. Assess the full scope of impacts, including:


Implementation and integration efforts. Will this tool smoothly integrate with existing software and processes, or will it disrupt workflows?

Training and change management. Do not underestimate training. Lack of proper training is one of the most common reasons technology implementations fail. Ensure the team has dedicated resources and ample time to adapt to new systems.

Support and scalability. Will this solution meet your firm’s growth expectations? Does the provider offer responsive support and a clear development roadmap?

The decision to adopt technology should always be driven by evidence. Only proceed when your studies or pilot projects clearly demonstrate measurable efficiency, productivity, or profitability gains.
Integrating people, processes, and technology isn’t a one-off project. It’s an ongoing process that should be a continual part of managing your firm.
Remember, the true strength of Iron Man isn’t the suit itself but the person inside. Similarly, the real power of your firm lies not in the technology alone, but in the synergy of dedicated people, clearly defined processes, and strategically selected technology. 
Nick Heim, PE is a CORE industry advisory board member at BQE. Connect with him on LinkedIn."
      },
    
      {
        "title": "Reclaim your calendar",
        "author": "Zweig Group",
        "date": "2025-05-18",
        "url": "/blogs/news/reclaim-your-calendar",
        "summary": "
 
Packed calendars hurt productivity, but smarter meeting habits can help AEC professionals reclaim focus time and boost meaningful work.
Let’s be honest – we’re drowning in meetings. Remember when your calendar had actual white space in it? I do. Pre-pandemic, I’d have maybe two to three meetings a week. Now? I’m sitting through 10 of them. And I’m guessing your calendar looks just as packed.
Here’s the thing about working in the AEC industry: yes, we need to collaborate. That’s how great projects happen. But somewhere along the way, we crossed the line from productive teamwork to death by meeting. Microsoft research found that since the pandemic hit, we’re all enduring 252 percent more virtual meetings than before 2020. That’s not a typo: 252 percent!
The real cost of your packed calendar. We’ve all been there – staring at back-to-back meeting blocks and wondering, “When am I supposed to do my actual work?” It’s not just challenging – it’s genuinely impacting our productivity:

We’re now spending 57 percent of our work time just communicating instead of doing. That’s more than half your day gone before you’ve made any real progress.
Zoom fatigue is real. That mental fog after your fourth straight Teams call? That’s your brain signaling it needs a different kind of engagement.
The irony is rich: meetings that were scheduled to speed things up often end up slowing everything down, as decisions get stretched across multiple calls, followed by endless email chains and messaging threads.

For those of us in the creative space, our work requires serious focus. Whether you’re designing a complex wastewater processing system, analyzing revenue data, developing master plans, or creating marketing campaigns and proposal content – the constant ping-pong between meetings just makes everything harder.
Let’s fix this (without breaking what works). I’m not suggesting we torch all our calendars and become meeting hermits. Collaboration matters – it’s how we solve complex problems. But we can be a lot smarter about when and how we meet. Here are some ideas that have worked well at my firm and could work at yours:
1. Ditch the status updates for messaging channels. Consider this – how many of our meetings involve team members taking turns sharing progress updates? This is exactly what Teams channels excel at.
Instead of a 60-minute call where everyone zones out until it’s their turn to speak, try a structured post where team members drop their updates when it makes sense for them. Something like:

What I accomplished this week.
What I’m working on next.
Where I need help.

Then everyone can check in when they actually have the mental bandwidth to absorb it.
2. Create “meeting-free zones” for deep work. My brain needs at least 90 minutes of uninterrupted time to tackle complex creative projects – I bet yours does too, whether you’re working on technical reports, design calculations, analyzing scientific data, or developing an infographic. We could take a page from Spotify’s playbook, where they banned Wednesday meetings completely and saw productivity jump by 40 percent.
What if Tuesday and Thursday mornings became sacred ground at your firm? No meetings before noon – just pure, glorious focus time. Imagine what you could accomplish with those guaranteed blocks of uninterrupted work.
3. No agenda? No meeting. We’ve all experienced meetings that gradually drift off course. “Umm, what were our objectives again?” When we can articulate the purpose in a three-bullet agenda beforehand, our discussions become much more productive and purposeful.
Most calendar applications now offer meeting notes and agenda functionality. Set clear goals, share them beforehand, and stick to them like glue. Your colleagues will thank you for respecting their time.
4. Not every decision needs a meeting. Quick reflection: How often do we gather for a 30-minute meeting to make a decision that could be effectively settled with a 60-second poll?
Instant polling tools are sitting right there in our toolboxes, begging to be used. Need to pick a project timeline from three options? Send a quick poll, let people vote when they have a moment, and boom – decision made without blocking a dozen calendars.
Many collaboration platforms have live polling built in. Teams has a poll option built right into the chat window. Imagine eliminating the back-and-forth emails just asking if a group of people are free on a certain date and time. Just use a poll.
5. Record it, don’t schedule it. Got an important update to share about a new design approach, feedback results, research findings, or client capture strategy? Before you send that meeting invite, ask yourself if it really needs live discussion. Research suggests that humans now have the attention span of a goldfish – look it up.
I’ve experimented with recording quick two-minute tutorial videos on a variety of topics instead of scheduling 30-minute webinars, and the response has been fantastic. People appreciate being able to watch on their own time, at double-speed if they want (we all do it, let’s not pretend), and it’s always available in a video library.
6. Question your recurring meetings regularly. That standing Tuesday meeting that’s been running for six years? Does it still earn its keep? Every quarter, take a hard look at your recurring meetings and ask the tough questions:

Does this meeting still have a clear purpose?
Are the right people attending?
Could we accomplish the same thing in less time or through another channel?

Many productivity tools, like Outlook Insight, can help spot the meetings that are running consistently too long or have people multitasking the whole time (hint: they’ve mentally checked out).
How will we know if this is working? The proof will be in how it feels to come to work. You should see:

More blocks of focused time on your calendar.
Faster movement on decisions.
Fewer “Sorry, I was in meetings all day” messages.
Less of that end-of-day grumpy mental exhaustion from meeting overload.

Research suggests we could gain back 30 percent more time for actual work. Think about that – almost a third of your workday reclaimed for the things that really matter. Technical staff could concentrate on innovative solutions for clients, while marketing teams could focus on strategic initiatives and brand development.
Small changes, big results. Look, change isn’t easy, especially in an industry that values established processes. But this isn’t about throwing out collaboration – it’s about making innovation more intentional.
Let’s start small: talk with your supervisor or project team and maybe try no-meeting Thursday mornings, or commit to moving one recurring status meeting to a messaging channel, and see what happens. I’m betting we’ll find that our best ideas don’t actually happen while staring at a screen full of video tiles – they happen when we have the space to think.
What do you think? Ready to reclaim your calendar? I know I am. 
Kraig Kern, CPSM, is a senior marketing lead at Ardurra. He can be reached at kkern@ardurra.com."
      },
    
      {
        "title": "The high-performance blueprint",
        "author": "Zweig Group",
        "date": "2025-05-18",
        "url": "/blogs/news/the-high-performance-blueprint",
        "summary": "
 
High-performing AEC teams thrive on chemistry, clarity, and control – enabled by integrated systems that eliminate costly friction.
Imagine a project team scrambling to meet a deadline – endless email chains, last-minute fire drills, and meetings that feel like damage control. Sound familiar? Too often, architecture and engineering firms face these challenges, not because of a lack of talent, but because their teams lack the right structure to operate effectively. So, what separates high-performing teams from the rest?
In a recent webinar, industry experts Tom Godin of Zweig Group and Casey Shea of sa.global broke down the blueprint for success: chemistry, clarity, and control. These three elements aren’t just buzzwords – they are the foundation of teams that consistently deliver exceptional results.
The foundation of high-performance teams. Trust isn’t just a feeling. It’s a result of good systems. If people don’t trust their data or their tools, they can’t really trust each other.
This insight cuts to the heart of what makes teams successful in the architecture and engineering industry. While individual performance and enterprise-level decisions receive substantial attention, the real work happens in small teams – and these teams often don’t get the focus they deserve.
Tom Godin frames this challenge through what he calls “the 3Cs” that characterize high-performance teams:

Chemistry isn’t about team members being best friends. It’s about the capacity to have high-quality human interactions and sustain healthy relationships through both successes and challenges.
Clarity involves a shared understanding of objectives, expectations, and individual responsibilities. Everyone knows what the team is trying to accomplish and their role in achieving it.
Control means teams have both the information and authority to understand how they are performing against expectations and to adjust their processes accordingly.

Where friction derails excellence. Despite understanding these principles, many AEC firms struggle with significant operational friction that undermines team performance. These friction points occur when departments operate with different metrics, tools, and data interpretations.
This is a common pattern for many AEC firms. Whether it’s a partner, or the sales and marketing function, and how they define KPIs and view data versus the PMO and their KPIs for being on time and on budget versus the finance team that are looking for completion and understanding margin – this is where the complexity lives.
This siloed approach creates disconnects at critical handoff points:

Sales teams develop energy and understanding around a project only to have it rekeyed into separate systems when passed to project management.
Time tracking and allocation processes that take days or weeks to reach billing, only to return with errors.
Teams forced to hold daily emergency meetings in the final 20 percent of projects because earlier alignment was impossible.

One customer reported losing approximately five hours per person per week to manual workarounds and rekeying efforts – a staggering inefficiency across an organization of hundreds.
From systems of record to systems of collaboration. The path forward lies in moving from fragmented “systems of record” to integrated “systems of collaboration” that enable shared understanding. When you start to flip it and bring an integrated system with live data, it changes the conversation. Teams are engaging with live data, seeing real-time what’s happening in a project. It removes the stigma that you’re only representing your silo.
This shift toward collaborative technology does more than improve efficiency – it fundamentally transforms workplace culture and team dynamics by:

Creating a single source of truth that everyone can trust
Eliminating time-consuming manual processes and workarounds
Enabling teams to focus on high-value work rather than administration
Supporting the chemistry, clarity, and control that define high-performance teams

The Microsoft Industry Cloud for Architecture and Engineering exemplifies this collaborative approach, providing integrated tools that connect every department from sales through delivery and finance.
The risk of inaction. With tighter margins, inefficiency isn’t just a nuisance – it’s a serious threat to your firm’s future. Firms that continue to operate with disconnected systems face substantial risks to their profitability and growth potential.
Ignoring these operational issues doesn’t just slow you down – it puts your projects, profits, and people at risk. The firm faces mounting challenges in scaling operations as friction increases with growth. And perhaps most concerning, you position yourself at a competitive disadvantage against firms embracing transformational technology.
Moving forward: Practical steps. What can AEC firm leaders do today to begin addressing these challenges?


Map your teams and assess their chemistry, clarity, and control. Identify where friction exists, observe it firsthand, and document manual processes and inefficiencies.

Drive better alignment through improved communication. Ensure teams are aligned around mission and focusing on problems rather than internal conflicts.

Rethink the role of technology in your organization. Technology teams should be transformational partners working in lockstep with technical professionals, not just license managers.

Harmonize KPIs across departments. Ensure that teams are working toward shared success rather than competing objectives.

Consider moving to cloud-based integrated systems. Systems like the Microsoft Industry Cloud for Architecture and Engineering provide real-time data visibility and collaboration tools across the organization.

The path to higher performance. The connection between high-performing teams and high-performing systems isn’t coincidental – it’s causal. Legacy business applications force your team to work around the technology, whereas modern platforms like the Microsoft Industry Cloud for Architecture and Engineering let your team work through it together. By combining project management, resource planning, financial controls, and client relationship tools in a unified experience, the platform eliminates the friction points where traditional systems fail.
This isn’t simply about upgrading software; it’s about fundamentally shifting how your organization collaborates, communicates, and creates value. It’s about enabling your teams with the tools they need to build trust, maintain clarity, and exercise appropriate control over their work.
In a world where talent is scarce and margins are tight, can your firm afford the hidden costs of operational friction? The firms that will thrive in the coming years won’t necessarily be the largest or the most established – they’ll be the ones that enable their teams to perform at their highest potential.
If your teams are stuck in a cycle of inefficiency, now is the time to break free. Discover how leading AEC firms are solving these challenges – watch our webinar today. Watch our webinar now to hear directly from Tom Godin and Casey Shea about how leading AEC firms are addressing these challenges. 
Stefanie Richter is a business development and Microsoft partnership manager at sa.global. Connect with her on LinkedIn."
      },
    
      {
        "title": "Zweig Group announces 2025 Rising Stars in the AEC Industry ",
        "author": "Zweig Group",
        "date": "2025-05-15",
        "url": "/blogs/news/zweig-group-announces-2025-rising-stars-in-the-aec-industry-nbsp",
        "summary": "



Zweig Group, the leading provider of management consulting, research, and education for the AEC industry, is proud to announce the winners of the 2025 Rising Stars in the AEC Industry Award, recognizing 25 emerging leaders who are making an early and lasting impact on the built environment. 


Each year, the Rising Stars award honors the most promising young professionals in architecture, engineering, planning, and related disciplines. These are individuals who stand out for their exceptional technical capability, leadership, and commitment to community and industry service. The 2025 class represents a wide range of roles and specialties across the AEC industry, each one united by a clear vision and a passion for driving progress. 


“We are incredibly proud to celebrate this year’s class of Rising Stars,” said Zweig Group president and CEO Chad Clinehens. “These individuals are already elevating the AEC industry through innovation, leadership, and purpose. Their impact is felt not only within their firms, but across their communities and the profession as a whole.” 


The 2025 Rising Stars are mentors, problem-solvers, innovators, and advocates for the future of the industry. From technical excellence to leadership development, public service, and community engagement, their work goes well beyond day-to-day project responsibilities – contributing to a stronger, more forward-thinking AEC landscape. 


The Rising Stars winners will be honored at the 2025 ElevateAEC Conference & Awards Gala in San Antonio, Texas, September 9-11, 2025. Learn more or register here. 


Congratulations to the 2025 class of Rising Stars in the AEC Industry: 


Jorel Sanchez Soto 


Colette DiLauro, PE 


Stephen Parker 


Katherine Uhrin 


Lauren Underwood 


Rucker Simon 


Spencer Pech 


Catherine Chen 


Zach Varwig 


Jenny Ferman 


Alyanna Subayno 


Victoria Lorbeer 


Carrie Parker, AIA, LEED AP BD+C 


Rachel Gresham, AIA, MBA, WELL AP, CDT 


Kush Vashee 


Stephanie Sokolowski 


Nick Halan 


Aaron Kidd 


Kaitlin Wright 


Katherine Chan 


Lyndley Kent 


Nicholas Bradley 


Megan Vandervort 


Nico Redfern, ACP 


Emily Mahoney, PE, CFM, LEED AP, BD+C, CPESC 


"
      },
    
      {
        "title": "ISG acquires JDAVIS, adding expertise and expanding reach",
        "author": "Zweig Group",
        "date": "2025-05-14",
        "url": "/blogs/news/isg-acquires-jdavis-adding-expertise-and-expanding-reach",
        "summary": "Architecture, engineering, environmental, and planning firm, ISG, has acquired JDAVIS, a multi-disciplinary design firm with offices in Raleigh, North Carolina, and Philadelphia, Pennsylvania. JDAVIS brings expertise in planning, landscape architecture, interior design, architecture, and procurement management services, along with significant experience in multifamily housing – from townhomes to high-rises, from surface parked breezeway units to complex high-density and affordable developments. With their focus on placemaking and design quality, the work and people of JDAVIS will complement and enhance ISG’s residential and mixed-use portfolio.
As part of the ISG team, JDAVIS will elevate design quality, creativity, and efficiency – while ISG expands its footprint to include Raleigh and Philadelphia. The acquisition will bolster ISG’s architecture, interior design, planning, and landscape architecture teams, poising the firm to further specialize and strengthen industry partnerships.
“Joining ISG represents an exciting next step for the JDAVIS team,” noted Neil Gray former JDAVIS CEO. “We see strong cultural and design compatibility and are looking forward to bringing our expertise to additional geographies and services as part of a larger team.”
Throughout the acquisition process it was evident that ISG and JDAVIS share a client-first approach that emphasizes the importance of listening to the unique needs of each client and delivering high-quality design solutions. By uniting two firms that share a commitment to exceptional service, ISG is advancing its mission to make a difference. JDAVIS clients will now benefit from ISG’s broad expertise – ranging from engineering and environmental professionals to innovative, value-added technologies – delivering even greater service and insight.
An acquisition by a 100 percent employee-owned firm like ISG reflects a fundamentally different set of priorities than those typical of acquirers with other ownership structures. Rather than focusing solely on maximizing financial return, ISG emphasized shared values, cultural alignment, and long-term, sustainable growth during the process. With JDAVIS also being a 100 percent employee-owned firm, the cultural fit and shared ownership mentality were evident throughout the process.
This acquisition also marks ISG’s continued focus on geographic diversification and carries a unique opportunity for ISG to foster a more resilient future and unlock new growth potential. With offices in six states, including the recent expansion into Arkansas and the opening of two new locations in South Dakota in 2024, ISG will now have offices in North Carolina and Pennsylvania. These new locations will improve access to ISG’s existing clients in the region while also facilitating the ability for locally invested JDAVIS team members to use their deep understanding of community needs to provide unique tailored solutions – backed by ISG’s full-service, in-house capacity and depth of 12 practice groups.
“As JDAVIS joins ISG, we are strengthened by unifying two teams with growth-oriented, owner mindsets that will continue to drive strategic decisions and shared accountability,” shared Lynn Bruns, PE ISG CEO. "In addition, expanding our footprint allows us to provide consistent quality and build deeper, more strategic relationships with our national clients – no matter where they operate."
This pivotal step in ISG’s history allows the firm to focus on its core strengths, eliminate distractions, and continue delivering exceptional design and service to its clients.
Zweig Group's Mergers and Acquisitions team  advised on the transaction between the two companies. Zweig Group is the leading research, publishing, and advisory services resource for firms in the AEC industry. "
      },
    
      {
        "title": "Zweig Group and KP Reddy Company unveil innovation assessment and award for AEC firms",
        "author": "Zweig Group",
        "date": "2025-05-14",
        "url": "/blogs/news/zweig-group-and-kp-reddy-company-unveil-innovation-assessment-and-award-for-aec-firms",
        "summary": "Zweig Group, the leading consulting, research, and training firm serving the AEC industry, is proud to announce the 2025 AEC Innovator Award, presented in partnership with KP Reddy Co. This is the first and only innovation assessment and award for architecture, engineering, and construction (AEC) companies.
The award, a joint collaboration between KP Reddy Co. and Zweig Group, celebrates firms that make real change through technology, innovative business models, cultural transformation, ecosystem collaboration, or forward-thinking design and construction practices. The award utilizes KP Reddy Co.’s DIAL assessment, which aims to be the reference standard for measuring organizational effectiveness in innovation strategy and return on innovation investment.
“This assessment uses years of our data and insights to help firms benchmark themselves on true innovation,” said KP Reddy, founder of Shadow Ventures and KP Reddy Co. “This award will recognize AEC firms that are bold enough to shape the future of the profession and be true leaders in innovation.”
The entry period for the 2025 AEC Innovator Award will open on May 15, 2025 and close on June 30, 2025. AEC firms that enter will be provided a free assessment and score on their innovation effectiveness. The top 10 firms will be shortlisted and will be presented for public vote until July 7, 2025. The shortlisted firms will be recognized at Zweig Group’s 2025 ElevateAEC Conference & Awards Gala in San Antonio, Texas, on September 10, 2025 at the Grand Hyatt San Antonio Riverwalk. The top three firms will be announced live and presented with Gold, Silver, and Bronze awards on stage during the KP Reddy Innovation Awards Luncheon.
“We are excited to partner with KP Reddy on this incredibly powerful business tool. It is truly a groundbreaking program to advance business acumen around innovation and technology,” said Chad Clinehens, president and CEO of Zweig Group. “ElevateAEC is the best platform to celebrate high performing firms. KP’s commitment to elevating the industry is demonstrated through this program and we are excited to share the stage and recognize innovation excellence in AEC.”
The assessment will be initially offered to the industry on a complimentary basis with the goal of helping firms invest and focus on key aspects of their innovation strategy. AEC firms interested in participating in the assessment and inaugural award program can find more information on the KP Reddy website.
The ElevateAEC Conference in September will be themed around the “speed of business” and will have special education sessions on innovation and technology strategy throughout the two-day event. Leaders of AEC firms interested in how technology and innovation will shape the AEC profession are encouraged to take the DIAL assessment and attend the conference as it will provide one of the largest venues for education and discussion on all aspects of driving performance in the AEC firm of the future.
Click here to learn more about the award or enter.
About KP Reddy Co.
KP Reddy Co., spearheaded by the visionary engineer, serial entrepreneur, and venture capitalist KP Reddy, is a catalyst for transformation in the architecture, engineering, construction (AEC), and real estate sectors. With a mission to prepare stakeholders for the challenges of tomorrow, the company offers a suite of programs and resources designed to foster innovation and technological advancement. Through the Integrated Owners Forum, the firm empowers owners to lead the transformation of the built environment. Learn more at https://kpreddy.co/."
      },
    
      {
        "title": "Generationally speaking ... in the workplace",
        "author": "Zweig Group",
        "date": "2025-05-04",
        "url": "/blogs/news/generationally-speaking-in-the-workplace",
        "summary": "
 
How to create a stronger, more dynamic, and future-ready workplace – where everyone has the opportunity to thrive.
It’s a trope at this point for older generations generalizing about younger ones, especially in the workplace. These generalizations in pop-culture and the everyday office chatter have often been negative.
While stereotypes are broad generalizations, they rarely capture the full reality of an individual. And they can be misleading – reinforced by confirmation bias in which we unconsciously notice behaviors that align with our assumptions while overlooking those that contradict them. Some common stereotype examples about younger generations include:

“This generation is lazy and entitled.”
“They don’t know what hard work is, and lack grit.”
“They need constant praise and validation.”
“They have no loyalty to their employers.”
“They don’t show up to work on time.”
“They can’t handle criticism, and expect promotions without putting in the work.”

But these judgments can absolutely cut the other direction as well, with negative stereotypes about older generations being equally pervasive:

“They’re stuck in their ways.”
“They can’t keep up with technology.”
“They’re not forward-thinking and don’t understand younger generations or their values.”
“They are too traditional or hierarchical in their leadership style.”
“They’re nearing retirement, so investing in them isn’t worthwhile.”

If you found yourself nodding along to any of these statements, it might be worth reflecting a bit on potential biases, even if you have personal anecdotes that seem to reinforce them. While these thoughts and beliefs may feel harmless, they subtly shape our perceptions and interactions, often in ways we don’t even realize.
The hidden cost of stereotyping in the workplace. Think about this, when we assume someone will behave a certain way based on their generation, does that change how we treat them?

Do we hesitate to assign them opportunities, even if it means allowing room for failure?
Are we unconsciously judging the quality of their work differently based on their generation?
Are we less likely to consider them for leadership or growth opportunities?
Do our non-verbal reactions – tone, facial expressions, body language – reflect these biases?

Think about how it feels when you enter a room and have a sense that someone there doesn’t like you – even if they haven’t said a word. That discomfort is real, and generational biases can create similar tension in the workplace, leading to division, resentment, and missed opportunities for collaboration.
Beyond personal interactions, these biases influence how we build teams, assign responsibilities, and promote talent – potentially holding back individuals and limiting the organization’s growth.
A more thoughtful approach: Understanding the value and struggles of each generation. Rather than intentionally or unintentionally dismissing one another based on pre-conceived notions of our perceived generational differences, it’s important to consider the context in which each generation grew up, the challenges they navigated, the skills they honed, and the unique strengths they bring to the workplace. While these are still broad generalizations (albeit positive) and not indicative of every individual within that respective generation, recognizing these factors allows us to move beyond negative stereotypes and foster a more inclusive and collaborative environment, and deepening our understanding of the unique qualities an individual brings with them.
For example:


Baby boomers (born 1946-1964). Grew up without personal computers, mastering in-person communication, problem-solving, and hands-on expertise. Many strive to stay relevant in a rapidly evolving workplace, adapting to technology while ensuring their experience and insights remain valued.

Gen X (born 1965-1980). The first to bridge the analog and digital worlds, blending traditional business acumen with tech adaptability. Often mentors to younger employees, they balance leadership with pragmatism but can be overlooked for promotions, caught between experienced boomers and tech-savvy millennials.

Millennials (born 1981-1996). Tech-savvy and adaptable, they entered the workforce during economic instability, struggling with student debt and job scarcity post-2008. Just as they gained career momentum, COVID-19 reshaped workplace dynamics again. As a result, they prioritize flexibility, workplace culture, and purpose-driven work.

Gen Z (born 1997-2012). True digital natives, they experienced disrupted education and an uncertain job market due to COVID-19. They value work-life balance, mental health, and inclusivity more than previous generations, challenging organizations to adapt to new workplace expectations while bringing fresh perspectives and social consciousness.

Building a workplace that works for everyone. It should be clear by this point that members of each generation bring something valuable to the table. The challenge for workplaces isn’t about favoring one over the other, but rather integrating strengths, addressing skill gaps, and fostering mentorship across generations.

Younger employees can benefit from the institutional knowledge, experience, and critical thinking of older colleagues.
Older employees can gain fresh perspectives, tech fluency, and innovative problem-solving techniques from younger generations.
Gen X and millennials often serve as the bridge – able to connect with both older and younger colleagues, creating an environment where knowledge flows in all directions.

Rather than allowing generational stereotypes to create unnecessary friction, the workplace should encourage intergenerational collaboration through mentorship, training, and open dialogue.
The reality is simple: Older generations have decades of skills and experience that remain incredibly valuable in AEC and beyond, even for those approaching retirement. Mentorship and advisory services will continue to be needed and valued. Younger generations aren’t going anywhere – they will soon be stepping into leadership roles, if they haven’t begun to do so already.
By embracing mutual respect, continuous learning, and knowledge-sharing, organizations can create stronger, more dynamic, and future-ready workplaces – where everyone, regardless of age or background, has the opportunity to thrive. 
Daryl Simons Jr. is a talent consultant at Zweig Group. Connect with him at dsimons@zweiggroup.com."
      },
    
      {
        "title": "The clock is ticking",
        "author": "Zweig Group",
        "date": "2025-05-04",
        "url": "/blogs/news/the-clock-is-ticking",
        "summary": "
 
Government contractors must act now to secure CMMC compliance – or risk losing valuable federal contracts.
For government contractors in the architecture, engineering, and construction industry, cybersecurity compliance is no longer an option; it’s a requirement. The Department of Defense’s (DoD) Cybersecurity Maturity Model Certification (CMMC) 2.0 framework is set to take effect on October 1, 2025, and failing to meet its standards could mean losing valuable federal contracts.
If your firm handles Controlled Unclassified Information (CUI) as part of government projects, compliance with CMMC 2.0 Level 2 and NIST 800-171 is mandatory. With the deadline fast approaching, now is the time to assess your cybersecurity posture and take the necessary steps to ensure compliance. Waiting until the last minute will put you at risk.
What is CMMC 2.0 and why does it matter? CMMC 2.0 is the DoD’s response to growing cybersecurity threats, designed to protect sensitive government data across the defense industrial base. This updated framework simplifies compliance by consolidating security requirements into three levels, with Level 2 aligning directly with NIST 800-171, a set of security controls that all contractors handling CUI must follow.

For AEC firms working on federal contracts, achieving compliance means more than just meeting regulations, it’s about safeguarding your business, protecting sensitive project data, and maintaining your eligibility to bid on government work.
The role of the SPRS score in compliance. A crucial component of meeting CMMC 2.0 and NIST 800-171 standards is your Supplier Performance Risk System (SPRS) score. The SPRS score is a numerical representation of your organization’s adherence to NIST 800-171 controls. Before pursuing DoD contracts, contractors must submit their SPRS score, which the government uses to evaluate cybersecurity readiness.


Higher scores provide a competitive advantage. A strong SPRS score demonstrates your commitment to cybersecurity and makes your firm a more attractive partner for government projects.

Low scores can jeopardize contract eligibility. A poor SPRS score can disqualify your business from contract awards, even before CMMC 2.0 is fully implemented.

Regular updates are required. Firms must reassess and update their SPRS score as they implement security improvements, ensuring continuous compliance.

The risks of non-compliance. The consequences of failing to meet CMMC 2.0 standards are severe:


Lost contracts. If you’re not compliant, you may be disqualified from bidding on federal projects.

Financial impact. Remediation costs can skyrocket if you wait until the last minute to address gaps.

Reputation damage. A data breach or non-compliance finding can erode trust with government agencies and partners.

Why you need to act now. Many firms mistakenly believe they can wait to start their compliance journey. However, achieving CMMC 2.0 compliance is a multi-step process that takes time. Here’s why early action is crucial:


Assessments and remediation take time. Conducting a gap analysis, addressing deficiencies, and implementing new security controls can take six to 12 months or more.

Third-party certification will be required. Unlike previous self-attestation models, CMMC Level 2 requires an independent third-party assessment. Certification bodies will be in high demand as the deadline nears.

Federal contracts may require compliance before the deadline. Some contracts may start including CMMC requirements before October 2025, so waiting could mean missing out on lucrative opportunities.

What steps should you take today? You can start today by:


Conducting a readiness assessment. Identify gaps between your current cybersecurity posture and CMMC 2.0/NIST 800-171 requirements. Then, develop a plan of action and milestones (POAM) to address deficiencies.

Strengthening your security controls. Implement multi-factor authentication, endpoint detection and response, and zero trust architecture. Secure your network with continuous monitoring and managed detection response.

Developing and maintain compliance documentation. Create or update your system security plan; establish incident response and data protection policies, and ensure your SPRS score reflects your latest compliance efforts.

Training your team. Conduct cybersecurity awareness training to ensure employees understand their role in protecting sensitive information, implement phishing simulations and security workshops to reinforce best practices.

Engaging with compliance experts. If you’re unsure where to start, working with specialists who understand government contracting cybersecurity requirements can help streamline your path to compliance.

Next steps. The October 1, 2025 deadline is closer than you think. Firms that take action now will not only secure their compliance but will also gain a competitive edge in government contracting.
If you’re uncertain about your firm’s cybersecurity standing or need guidance on the next steps, schedule a CMMC/NIST readiness assessment today. Our team specializes in helping AEC firms navigate cybersecurity mandates and can provide the support you need to meet compliance with confidence.
Secure your contracts. Protect your business. Act now. Contact SN to learn more and take our brief quiz to assess your CMMC readiness. 
Phil Keeney is managing director of Technology at Stambaugh Ness."
      }
    
  ]
}