TZL 1573 (web)

February 17, 2025, Issue 1573 WWW.ZWEIGGROUP.COM

TRENDLINES

Varying salary increases

10%

The essential structural and tactical elements that underpin successful strategy execution in AEC. Strategy execution essentials

-5%

In Zweig Group’s 2025 Salary Report of AEC Firms , we observed significant salary increase differences in engineering roles and architecture roles. The most notable differences came at the associate/department manager level where those in engineering roles saw an increase of 8.43 percent and those in architecture roles actually saw a decrease of 3.85 percent. Participate in a survey and save 50 percent on the final or pre- publication price of any Zweig Group research publication.

W hy do so many firms stumble or fail during strategy execution? In the AEC industry, while strategic growth planning tends to be a top-down process, execution requires a bottom-up approach – a complex, collaborative effort that demands more than just adherence to tactics and structure. Most failures in execution stem not merely from tactical or structural inadequacies but from not fully engaging the “village” needed to bring strategic visions to life. For strategies to truly materialize and succeed, discipline and a well-defined structure serve as essential foundations, yet they are not sufficient on their own. AEC leaders must go beyond these basics by deeply understanding the core influencers of employee experience. After all, it is these employees, at every level of the organization, who are tasked with turning the firm’s strategic growth plans into reality. Recognizing and enhancing the factors that shape their work environment is crucial for enabling effective strategy execution. In this series, I’m going to break successful strategy execution into two parts: ■ “Strategy Execution Essentials,” this article, addresses the foundational elements critical to implementing and executing strategic growth plans effectively within the AEC industry. ■ “Advanced Strategy Execution,” to be featured in our next issue, will highlight the crucial role of employee experience in maximizing strategic outcomes and how intentionally mobilizing this “village” can transform the execution process. First things first, let’s go back to basics. Before we delve into the complexities of strategy execution, it’s crucial to grasp the fundamental elements from both structural and tactical perspectives that underpin successful outcomes. After the often exciting and yet challenging task of developing, communicating, and implementing a strategic growth plan – a process that can take anywhere from three months to a year for an AEC firm – it’s essential that the firm is well-positioned for effective execution. While specific factors may vary based on each firm’s unique needs and circumstances, the following five universal elements are critical for

Ying Liu, MBA, LEED AP BD+C

FIRM INDEX Balfour Beatty...............................................6

Bowman Consulting Group Ltd....10

FXCollaborative Architects..................4

SCS Engineers..............................................8

Ware Malcomb.............................................8

MORE ARTICLES n GUY GEIER: Lessons learned as a podcast host Page 3 n MARK ZWEIG: A few things I have learned recently Page 5 n TOM MASK: Put on your own oxygen mask first Page 7 n SAM LIAO: The long view on generative AI Page 9

See YING LIU, page 2

THE VOICE OF REASON FOR THE AEC INDUSTRY

Chad Clinehens | Publisher cclinehens@zweiggroup.com Sara Parkman | Senior Editor sparkman@zweiggroup.com Tel: 800-466-6275 Email: info@zweiggroup.com Online: zweiggroup.com/blogs/ news

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for periodic strategic reviews, separate from operational assessments, to ensure a dedicated focus on long-term goals. These sessions, integral to embedding strategic execution into the company’s cultural DNA, should occur at least quarterly for less mature firms. However, high- performing organizations often discuss strategic plans more frequently, integrating these deliberations into monthly or even weekly executive and senior leadership meetings. Having a consistent cadence of strategy review meetings (which are different than operational meetings) is what sets high-performing AEC firms apart by ensuring that strategy is continuously prioritized, not merely addressed sporadically or when time permits. 5. Accountability systems. Implement systems that rigorously track progress and measure outcomes, directly connecting performance with strategic goals. These systems should offer transparent visibility into the success of strategic initiatives and inform future actions. Before making adjustments to your strategic growth plan (such as timelines, KPIs, or responsible owners), the AEC firm should first investigate the underlying reasons for any deviations from the plan. Accountability is a commitment and involves vulnerability and conviction; the objective is not to assign blame or gloss over progress but to responsibly and genuinely identify and address obstacles. What you’re ultimately aiming for is to reinforce a culture of growth and resilience, where challenges are met with proactive solutions, propelling the firm toward continued success and improvement. As mentioned at the beginning of my article, “Strategy Execution Essentials” lays the groundwork for understanding the essential structural and tactical elements that underpin successful strategy execution in the AEC industry. While these components form the backbone of any strategic endeavor, they represent just the beginning of building a robust execution framework. Next week, in “Advanced Strategy Execution,” I will explore a more complex yet intriguing aspect of strategy execution: the integration of employee experience influencers. This discussion will uncover how deeply understanding and actively enhancing these elements can mobilize the “village” to maximize strategic success for the entire organization. Stay tuned for next week’s issue; in the meantime, reach out to me if you need support or are up for a chat. Ying Liu, MBA, LEED AP BD+C is director of growth consulting at Zweig Group. Contact her at yliu@zweiggroup.com.

YING LIU, from page 1

cementing structure, discipline, and sustained momentum throughout the execution phase while ensuring clarity, accountability, and alignment across the organization. These five elements include: 1. Designated strategy champion at the highest level. Ensure there is a company-wide strategy champion (chief strategy officer or equivalent) responsible for orchestrating, managing, and overseeing the entire execution process. This role is crucial for aligning efforts across different departments and teams, ensuring seamless execution. While having dedicated champions for each strategic pillar is important, true advancement in execution efficacy requires a high-level leader. This leader is pivotal in enhancing synergy, eliminating duplicative efforts, breaking down silos, and consistently revealing hidden opportunities, all of which are only achievable with strong, centralized leadership at the top of the organization. 2. Clear role definitions and decision rights. Assign specific roles and decision-making powers to ensure clarity and minimize overlaps or confusion across the firm. Ensure that individuals tasked with driving strategies or initiatives have timely access to the necessary information and fully understand their responsibilities. This clarity extends to the scope of their decision-making authority, ensuring each team member is aware of the decisions and actions they are accountable for. By establishing such a framework, the firm cultivates a culture of trust where decisions, once made, are confidently executed and rarely second- guessed. 3. Structured communication processes. Establish regular and clear communication channels to keep everyone aligned and informed, utilizing both internal and external, digital and physical methods. Strategic communication across the organization is essential for providing timely updates, maintaining momentum, and energizing teams. It plays a key role in celebrating successes, boosting performance, and fostering a culture of growth and continuous learning. Optimize impact by leveraging a variety of channels that suit your firm’s needs, including newsletters, CEO updates, town hall meetings, performance reviews, and one-on-one discussions, just to name a few. The goal is to ensure each message reaches its intended audience through the most effective medium. 4. Regular strategy review meetings. Set a distinct routine

EXECUTIVE ROUNDTABLE RETREAT This one-of-a-kind event creates a unique forum for CEOs, CSOs, and related C-suite officers to participate in facilitated discussions around strategy, growth, and innovation. This small group format event is designed to maximize the opportunity for attendees to connect, share, and gain insights specific to their role. Join us April 22-24 in Boston, Massachusetts. Click here to learn more!

THE ZWEIG LETTER FEBRUARY 17, 2025, ISSUE 1573

OPINION

These conversations challenge conventional thinking, inspire innovation, and foster collaboration. Lessons learned as a podcast host

I n January 2022, I stepped into a new role: host of the podcast architecture 5 10 20 . Now in its fourth season, the show explores the future of the built environment through conversations with thought leaders across design, engineering, construction, real estate, and business. Each episode dives into the critical challenges and innovations shaping our world, with guests sharing their insights and forecasts for the next five, 10, and 20 years.

Guy Geier, FAIA, FIIDA, LEED AP

I am excited to share some of the key themes and predictions that have emerged through these conversations, which both demonstrate where the industry is heading and provide a roadmap for addressing the complex issues of today. From climate resilience to technological integration and the housing crisis, these discussions reveal the bold ideas and collaborative solutions driving the transformation of our cities and communities. EMBRACING THE TRANSFORMATIVE POWER OF TECHNOLOGY. In my conversation with Tom Scarangello , Thornton Tomasetti’s managing principal and senior advisor, he emphasized that technology is reshaping collaboration in the AEC industry. Tom believes that technology has blurred the lines between owners, agencies, and AEC firms. With AI tools gaining traction, Tom predicts they will allow us to spend less time honing small details and more time connecting as a collaborative team to determine

the best big-picture solutions. This shift highlights the role of AI as not merely a tool but a catalyst for deeper, more strategic partnerships. TACKLING CLIMATE CHANGE AND INEQUALITY. In a powerful episode, Miranda Massie, founder and director of the Climate Museum, underscored that climate change and inequality are inextricably linked. “We inhabit these intersecting crises of climate and inequality and right now, both of them are getting worse quickly,” she said. “We can’t address either one of them without addressing both. It’s hitting the most vulnerable people hardest and first, but we are all in it together in the medium- and long-term. We need to recognize that and act accordingly.” Her insights reflect the urgency of designing for resilience, equity, and shared global responsibility.

See GUY GEIER, page 4

THE ZWEIG LETTER FEBRUARY 17, 2025, ISSUE 1573

sites for residential development, increasing density, reforming zoning codes, and creating better financing environments are all essential steps toward solutions. His perspective underscores the need for a holistic approach to building more equitable and livable cities. ADVANCING DIVERSITY, EQUITY, AND INCLUSION. Pascale Sablan, president of the National Organization of Minority Architects, offered a roadmap for meaningful progress on the industry’s diversity, equity, and inclusion efforts. She believes that we are on the right track to meeting NOMA’s 2030 challenge, which aims to double the number of licensed African American architects by 2030, but that we need to extend the conversation outside of the AEC industry to influence education programs and government resources. She also stressed that we cannot rely only on marginalized groups to push these efforts forward; we need wider involvement. Her vision calls for broad-based coalitions to create systemic change within and beyond the industry. A PLATFORM FOR INNOVATION AND ACTION. Hosting architecture 5 10 20 has been more than a professional endeavor – it has been a journey of discovery. These conversations challenge conventional thinking, inspire innovation, and foster collaboration. As we look to the future, I hope that the podcast will continue to inspire listeners to engage in shaping a built environment that addresses our most pressing challenges while embracing the opportunities that lie ahead. Guy Geier, FAIA, FIIDA, LEED AP, is managing partner at FXCollaborative Architects. Connect with him on LinkedIn.

GUY GEIER, from page 3

REIMAGINING SUSTAINABLE INTERIOR DESIGN. John Strassner , chief sustainability officer at the American Society of Interior Designers, challenged the deeply ingrained assumption that each project should include all new interior specifications, advocating for a shift toward circular design and reuse. He said, “I think that as designers, we have a responsibility to move away from that clean white box. Is there an aesthetic to ethics that we need to consider? Is there a different story to be told that’s a lot more substantial and sustainable?” This strategy could both reduce embodied carbon in projects and produce more meaningful narratives about our values and priorities. THE FUTURE OF CENTRAL BUSINESS DISTRICTS. As cities grapple with changing economic dynamics brought on by the pandemic, Emily Badger , a distinguished journalist writing about cities and urban policy for The Upshot from The New York Times Washington bureau, highlighted the transformation of central business districts. She envisions the current downturn of CBDs leading to intentional strategies for diversification of uses. This growth will take a lot of experimentation on the part of cities, elected officials, and property owners, but has the potential to result in more vibrant urban cores that serve broader community needs. CONFRONTING THE HOUSING CRISIS. Dan Kaplan, senior partner at FXCollaborative, addressed the systemic roots of our current housing crisis, while outlining actionable steps for mitigation. “It has taken us a generation to get into this mess, and it will take a generation to get out of it,” he said. Unlocking

THE ZWEIG LETTER FEBRUARY 17, 2025, ISSUE 1573

FROM THE FOUNDER

Embracing curiosity, open-mindedness, and positive thinking leads to personal growth, stronger connections, and greater success in life and business. A few things I have learned recently

I got up this morning as I do each Monday morning thinking about what I wanted to write for my column in The Zweig Letter . While I keep a running list of ideas in my phone, none of them appealed to me. What I decided I really wanted to do instead was tell you about a few of the things I learned or had reinforced to me recently that I thought might help you. They may seem disconnected but they are all important to me.

Mark Zweig

Here they are: 1. Last Friday, I was thinking about one of my former students from a couple years ago. He is an extremely intelligent guy – but has had some problems deciding what he wants to do with his life – and he is one I spent a considerable amount of time with when he was a student and in the year after graduation as well. I had not heard from him in several months but decided to do an experiment. I thought I would just think about him and see if he contacted me. I know that may sound crazy to some of you. I almost told my wife I was doing that just to prove it works but didn’t. Nevertheless, on Sunday he did in fact text me

to check up on me and let me know what he was doing. This reinforced to me how interconnected we all are in ways we don’t understand, and how powerful thought really is. It’s another reason why inputting positive information and staying positive is so important to all of us. Our thoughts can actually influence the outcome. 2. Our individual capability to learn really is unlimited, and some of the tools available to us today make becoming knowledgeable on almost any subject possible. There have been several instances where I proved this to myself recently, with subjects both seemingly simple (but not)

See MARK ZWEIG, page 6

THE ZWEIG LETTER FEBRUARY 17, 2025, ISSUE 1573

BUSINESS NEWS BALFOUR BEATTY WINS PRESTIGIOUS CAGC PINNACLE AWARD FOR INNOVATIVE HARKERS ISLAND BRIDGE PROJECT Balfour Beatty has been honored with a 2024 Pinnacle Award from Carolinas AGC for its exceptional delivery of North Carolina Department of Transportation’s $60 million Harkers Island Bridge Replacement project. The award was presented during CAGC’s 104th Annual Convention in Charleston, South Carolina. The CAGC’s Pinnacle Awards, co- sponsored by CPA firm GreerWalker LLP and the law firm of Johnston, Allison & Hord, recognize construction projects in the Carolinas that enhance their communities and demonstrate excellence in the industry. Entries are judged on unique aspects and challenges, special values, project management, budget and schedule, and safety performance. The Harkers Island Bridge Replacement project involved constructing a new 3,200-foot fixed-span bridge connecting Harkers Island to mainland North Carolina, replacing the aging Earl C. Memorial Bridge and Bridge No. 96. The

new structure eliminates the accessibility challenges that plagued the previous swing-span bridge, which required mechanical opening for marine traffic and experienced periodic breakdowns that isolated the island community. “This project exemplifies innovation in highway and bridge construction, particularly through its pioneering use of non-ferrous reinforcing materials – a first for North Carolina,” said Mark Johnnie, Balfour Beatty US Civils senior vice president and chief operating officer. “This advancement doubles the bridge’s design life to 100 years while significantly reducing future maintenance requirements. I’m incredibly proud of our project team for delivering this critical infrastructure nearly a year ahead of schedule. Their unwavering commitment to operational excellence has provided a transformative transportation solution that will benefit countless travelers and the Harkers Island community for generations to come.” Despite facing significant challenges, including a strict annual in-water work moratorium and the project’s remote location 25 miles from the nearest concrete plant, the Balfour Beatty team

completed the bridge 308 days ahead of schedule. The Harkers Island Bridge Replacement project maintained an impressive safety record, achieving the North Carolina Department of Labor “Building Star Site” status with zero lost-time incidents or environmental infractions. The project’s success was supported by key partners including Coastal Precast Systems, S&W Ready Mix Concrete, and New South Construction Supply. Balfour Beatty is an industry-leading provider of general contracting, at-risk construction management and design- build services for public and private sector clients across the United States. Headquartered in Dallas, Texas, the company performs heavy civil, rail and a broad variety of vertical construction in select local geographies. The company is held by Balfour Beatty plc, who is a global leader in international infrastructure with interests in Hong Kong, U.K., and U.S. Balfour Beatty US is ranked among the top domestic building contractors in the United States by Engineering News-Record.

are cutting your potential employee pool by half, clients by half, suppliers and subcontractors by half – and it’s all unnecessary. We don’t know everyone’s personal experiences that have led to their political orientation and beliefs, but if we don’t want to halve all of our possibilities and cut out people from our lives – people we can learn from and who are helpful to accomplishing our goals – we need to be more open and understanding of their point of view. It’s just that simple. Maybe these three things aren’t that profound to you all – our readers – but they have been to me. I’m just thankful that at my age I am still capable of learning new things! Mark Zweig is Zweig Group’s chairman and founder. Contact him at mzweig@zweiggroup.com. “What I decided I really wanted to do instead was tell you about a few of the things I learned or had reinforced to me recently that I thought might help you. They may seem disconnected but they are all important to me.”

MARK ZWEIG, from page 5

and those overtly complex. One has been trying to help my wife who is suffering through a variety of autoimmune system problems that all started after getting COVID-19 very early on. With so many doctors (eight), and so many different diagnoses it has been very difficult for us to sort out all of it to develop an appropriate treatment plan. Only through continuous research and reading (and considering the credibility of our information sources!), and in several cases, sharing what we have learned with her doctors, is the picture of a multi-faceted approach emerging to address her health issues. Even some of the doctors have been impressed. Neither of us are physicians nor do we have any significant scientific backgrounds. But it would not happen without our intense effort and constant digging. 3. Be careful about being overly judgmental. It really works against your ability to get along with other people, and that will hamper every aspect of your personal and business life. The recent election has proved that to me. So many people I know are willing to write off everyone on one side or the other as being “bad,” “ignorant,” ”stupid,” “evil,” or “ill-intentioned.” If you want to do that you are going to make yourself very unhappy and automatically reduce your chances of success in any endeavor. You

THE ZWEIG LETTER FEBRUARY 17, 2025, ISSUE 1573

OPINION

Prioritizing personal well-being and balance enhances workplace culture, productivity, and presence while preventing burnout and endless to-do list cycles. Put on your own oxygen mask first

P ut on your own oxygen mask before you help others. Whether we are traveling for work or for leisure, for most of us the oxygen mask message has become an insignificant part of the mundane travel script – it’s just background noise. The truth is, it should be anything but. The simple intent of the oft-repeated message is a reminder that if things were to take an unexpected turn during the pending journey, everyone would need to be fully present in order to serve and/or assist others.

Tom Mesk

When we take a moment to visualize the (hopefully never-realized) scenario of an in-air crisis, it is easy to see how following such a commonplace direction would be vital to our survival. The direction of the flight attendant should serve as a reminder to us that being present is quite essential for our continued existence. The same holds true in the workplace. We are all, of course, more than our job titles and work assignments. We have books to read, museums to meander in, walks to take with friends, and children to focus on. These moments, along with many others we enjoy outside the workplace, are what fuel our lives and make us who we are. On the work side of things, a moment to pause and

reflect at the completion of a project – whether successful or not – will help us be present for the next assignment, or more importantly, help us nurture and train up-and-coming staff. We bring all of our experiences, habits and passions to the workplace, and the benefit of our well-rounded and balanced lives is reaped by our colleagues, clients, and our work product. The rightly-celebrated and appreciated diversity in the workplace is a product of the diversity in each of our individual lives. Unfortunately, with the demands of workplace budgets and project deadlines, it is easy to fall into the trap of being so hyper-focused on crossing things

See TOM MESK, page 8

THE ZWEIG LETTER FEBRUARY 17, 2025, ISSUE 1573

BUSINESS NEWS WARE MALCOMB ANNOUNCES CONSTRUCTION COMPLETE ON A ZERO CARBON-READY BUILDING AT 6525 MISSISSAUGA ROAD Ware Malcomb, an award-winning international design firm, announced construction is complete on a new industrial property at 6525 Mississauga Road in Mississauga, Ontario. Ware Malcomb provided architectural design services for the 270,738 square foot industrial building, located on a redeveloped 14-acre site at the intersection of Erin Mills Parkway and Mississauga Road.

“The client’s main goals for this industrial property included creating state- of-the-art, environmentally focused specifications,” says Frank Di Roma, regional vice president, Ware Malcomb. “These sustainable features are not commonly found in a speculative industrial facility and will help the property stand out in the marketplace.” The Meadowvale South project features a 40-foot clear building height, 42 dock-level doors, two grade-level doors, 50-foot- wide by 54-foot-deep bays and a 60- foot staging bay. The site accommodates

parking for 226 cars, including 12 EV charging stations, as well as 37 trailer parking stalls. The project is pursuing LEED Gold certification based on design features such as improved natural lighting and air quality in the warehouse, improved water efficiency inside and outside the building and was engineered to support the installation of solar panels. The project is also considered Zero Carbon-Ready, meaning that the building can operate with net-zero carbon emissions in the future, without requiring significant retrofits.

In 2021, Oliver Burkeman published 4,000 Weeks: Time Management for Mortals , a quick read with the stark reminder that everything on your to-do list will never be completed. Burkeman reminds the reader that completing all the daily tasks and crossing out items on our to-do list is at best a futile venture, where the things that make life most enjoyable are often overlooked and postponed until we “get on top of” all our work-related tasks. Burkeman notes that, “The problem with trying to make time for everything that feels important – or just for enough of what feels important – is that you definitely never will. The reason isn’t that you haven’t yet discovered the right time management tricks or supplied sufficient effort, or that you need to start getting up earlier, or that you’re generally useless. It’s that the underlying assumption is unwarranted: there’s no reason to believe you’ll ever feel ‘on top of things,’ or make time for everything that matters, simply by getting more done.” That said, the only way to be present, of course, is to actually be present. I am as guilty as anyone when it comes to fighting through the day to complete as much as I can on my to-do list. In fact, if a work task pops into my head before I go to sleep, I’ll often pick up my device and send myself a brief email to add just a few more last minute “must do” items to the list. While it’s always a pleasure to see an email from a younger (albeit only eight hours younger) version of myself greeting me at the top of my inbox the next morning, like everyone, these tasks are just prioritized and hit head-on with only the best intent. Of course, between the online meetings, phone calls, and the general unexpected nuances of the day, everything on the list is never crossed off, and many of the items (which looked so darn achievable at 7 a.m.) get bumped to the list for the following day – or weekend. It is simply impossible to be completely present at work, at home, or at the places in-between for clients and/or coworkers if the focus of our days is limited to the unwinnable and unending game of the to-do list. That said, to be present and prepared for the inevitable unexpected turbulence of the work day, there seems to be only one solution. Be sure to put your own oxygen mask on before helping others. Tom Mesk is a project director at SCS Engineers. Contact him at tmesk@scsengineers.com.

TOM MESK, from page 7

off our to-do lists, that days, weeks, and years can be absorbed into the same. Whether it is starting a little bit earlier each day “just until this project is finished” or making a bit of progress “chipping away” on a pending deliverable well into the evening (in hopes of getting a head start on the following day), we routinely find ourselves susceptible to work-related “busyness” and oftentimes wear the badge of the same as if it were a gold star at the top of our spelling test or an extra stripe on the arm of our battle-worn uniform. When this happens, we are clearly neglecting to put on our own oxygen mask before helping others. “Routine tasks that allow for personal growth, reflection, and joy should be part of every day. Everyone around you – in and out of the workplace – will benefit, and it will allow you to be more present in the workplace.” Any company that emphasizes and is intentional about sustaining a healthy culture must, at a minimum, encourage every individual team member to pay attention to the world outside of work. There is a world beyond the billable hour, and supportive leaders should stress the importance for growth outside of the office for every employee. While nothing is guaranteed, if this is put into practice, each employee would continue to bring their individual flavor to the rich company “stew” and it would further allow them to be more present during the work day. Nobody should need to add “take a 20-minute stroll around the neighborhood” to their to-do list, but such routine tasks (add your own) that allow for personal growth, reflection, and joy should be part of every day. Everyone around you – in and out of the workplace – will benefit, and it will allow you to be more present in the workplace. This practice enriches the culture that we AEC professionals desperately rely on to attract and retain team members. Know that there is nothing more important than the needs, cares, and passions of each one of our team members. It differentiates our culture and attracts others to us.

THE ZWEIG LETTER FEBRUARY 17, 2025, ISSUE 1573

OPINION

The long view on generative AI

Like electronic scientific calculators, personal computers, and CAD systems – generative AI is just another new tool in our toolbox.

I am an ancient engineer. Or, perhaps a better term would be a Methuselan engineer. “Ancient,” while not completely inaccurate, might suggest something set in stone, unchanging, while “Methuselan” conveys the sense of a long journey of adaptation and evolution. It implies continuing survival and endurance shaped by the march of technology, and always endeavoring for continuous advancement.

Sam Liao, Ph.D., MBA, PE

When I began my engineering studies in college, computations were a manual ordeal. Addition and subtraction were done by hand, multiplication and division by slide rule, and trigonometric functions and logarithms came from lookup tables. Then, during the summer between my freshman and sophomore years, the Hewlett-Packard HP-35 electronic scientific calculator became an affordable reality. A year or two later, Texas Instruments introduced a competing model, and just like that, the engineering profession ditched the slide rule and hand calculations. The electronic calculator brought speed, precision, and fewer errors – and it freed us from carrying cumbersome paper handbooks filled with trig and log tables.

The productivity boost was undeniable, but it came at a cost. We lost some of the mental math fluency and problem-solving tricks that once defined our craft. Was that entirely bad? What we gained in efficiency, we indeed traded in and gave up some of our other capacities. At the time, our professors cautioned us not to blindly trust the 10-decimal-place precision our calculators provided. With slide rules, we worked with two or three significant digits, forcing us to think thoroughly about the magnitudes of our calculations. From those days in the 1970s, the evolution of technology has been staggering. We’ve moved from mainframe computers to minicomputers, from microcomputers to powerful devices that fit in our

See SAM LIAO, page 10

THE ZWEIG LETTER FEBRUARY 17, 2025, ISSUE 1573

BUSINESS NEWS BOWMAN AWARDED

CONTRACT

eight acres. By capturing and updating asset data in real time, the Company’s deliverables enable the client to meet forthcoming regulatory requirements while improving operational efficiency. This approach enhances the management of gas-controlled and air- driven devices, ensuring the client is well-positioned to meet future regulatory requirements with confidence. “This assignment with a highly respected international operator demonstrates a well-deserved confidence in our survey and asset management capabilities with respect to addressing the evolving regulatory and operational challenges in the energy market,” said Gary Bowman, chairman and CEO of Bowman. “Bowman’s investment in technology and

collection tools enables us to collect, package, analyze and deliver a variety of complex geospatial, remote sensor and survey data in real-time. These multi- modal capabilities differentiate us with respect to our ability to contribute to the operational success of our customers across multiple industries.” Bowman is managing the project both in the field and remotely, utilizing a web- based platform for real-time tracking and geofence creation. By improving alarm recognition, streamlining maintenance processes, and ensuring accurate asset information, Bowman is enabling the client to address immediate operational needs while also laying the foundation for long-term improvements in efficiency, accuracy and asset reliability.

FOR AND REGULATORY COMPLIANCE TRACKING IN DELAWARE BASIN Bowman ASSET MANAGEMENT Consulting Group Ltd., a national engineering services firm delivering infrastructure solutions to customers who own, develop, and maintain the built environment, has entered into a $1.2 million contract from a leading exploration and production company to provide comprehensive asset management and regulatory compliance tracking services for over 1,000 wells in the Delaware Basin, Texas. Bowman’s scope of work includes conducting detailed field surveys of above-ground infrastructure assets across well sites ranging from one to

is slightly off. In one passage, Zhang describes the design of a simple beach house, assisted by an advanced “system” as follows: “I envision a huge expanse of windows… I expand, the system becomes my own memory. I fall through. I feel my mind’s boundaries... the system is there for me, a part of me. To modify the house, I only have to think it and it is so. It hangs there. I am outside it, seeing the long portion of the house that is the kitchen and the great room, off the kitchen the steps down to the beach… the bedrooms are beyond the kitchen, higher to take advantage of the uneven terrain… and I think that this Western building needs a tile roof. Blue Chinese tile. Soften the variation in the roof height, and the roof becomes a wave.” While this passage still remains a flight of science fiction fancy, history has shown that yesterday’s science fiction often becomes the science fact of today and tomorrow. I’ve seen the progressions of information technology time and again in my Methuselan journey. And this, I believe, is the long view of generative AI: Like the electronic scientific calculator, the advent of personal computers, Apple’s graphical user interface replacing IBM’s DOS, and CAD systems replacing hand drafting – generative AI is just another new tool in our toolbox, albeit of a much greater promise and to be rolled out with some caution. But there is a present and soon-to-be future where AI systems can merge seamlessly with our creativity, further enhancing – not replacing – our abilities as engineers, architects, designers, and AEC project and firm managers. Sam Liao , Ph.D., MBA, PE is principal consultant at Strategics, LLC, and adjunct faculty member at the University of New Hampshire. Contact him at sam.s.c.liao@gmail.com. This content was sponsored by BQE.

SAM LIAO, from page 9

pockets. The progression from Intel’s 8-bit processors to Nvidia’s graphics chips capable of super-speed advanced computations is astounding. Today, we hold in our hands smartphones more powerful than IBM’s house-sized computers of the 1970s, and potential access to the entire Earth’s store of knowledge through the internet and web- based applications. Artificial intelligence has been part of this evolution for some time. Early advancements focused on pattern, image, and voice recognition, but what is new and driving the evolution today, is that AI has become “generative.” Where once computer software could be taught to recognize the image of a cat, now it can generate one – even of a cat with green and pink fur – if we so desire. Hence the name of one of the more popularized systems – ChatGPT, where GPT stands for “generative pre-trained transformer.” This shift brings immense potential but also there have been concerns about “hallucinations,” the sometimes unintentional creation of misleading or fabricated information. It’s a cautionary note, similar to that of not blindly trusting the 10-decimal-place precision of our electronic calculators. My first experience with generative AI, specifically with ChatGPT, was reminiscent of the first time I held the HP- 35 calculator in my hand. There was a sense of awe – a recognition of newfound power and possibility, coupled with the thrill of imagining what might be achieved. Productivity, creativity, and quality seemed poised for another leap forward. But then, how to implement generative AI’s fullest capabilities and what comes next? This brings us to an award-winning science fiction novel from 1992: China Mountain Zhang by Maureen McHugh. Its protagonist, Rafael Zhang, is a design professional – a “construction engineer,” as she describes him, though the term

THE ZWEIG LETTER FEBRUARY 17, 2025, ISSUE 1573

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