TZL 1609 (web)

November 10, 2025, Issue 1609 WWW.ZWEIGGROUP.COM

TRENDLINES

Formal AI policy

Developing AI policy Have formal AI policy

Rethinking first impressions creates fairer decisions, stronger relationships, and lasting benefits for candidates and firms. The snap judgement

No AI policy

FIRM INDEX AECOM......................................................................... 8 Balfour Beatty.......................................................10 Gaskins + LeCraw...................................................4 HP Engineering now IMEG............................8 ISG.................................................................................. 10 Pape-Dawson...........................................................4 Stantec..........................................................................4 Tutor Perini Corporation..................................8 MORE ARTICLES n RICARDO JESUS MAGA ROJAS: The future of talent Page 3 n MARK ZWEIG: Selling your business isn’t a cop-out Page 5 n BRANDON PINKERTON: 911 is not an option Page 7 n TIARA MARCUS: Critical thinking in project delivery Page 9 Zweig Group’s 2025 Information Technology Report highlights a major shift toward structured AI integration in the AEC industry. More than half of firms (54%) now have a formal AI policy in place, while 23% are developing one, signaling growing emphasis on governance and responsible implementation. Participate in a survey and save on a Zweig Group research publication. 0% 20% 40% 60%

S nap judgments are quick decisions we make daily, often without realizing it. They’re shaped by a mix of past experience, instinct, and accumulated knowledge. Whether it’s choosing a brand at the grocery store, deciding what car to buy, or assessing someone in a professional context, we make these judgments constantly. This tendency is hardwired into us. It comes from a time when survival required fast decisions. If someone was bitten by a snake, you avoided snakes: simple, immediate decision-making meant staying alive. While today’s lifestyle may not carry the same life-or-death stakes for many of us (for some, arguably less thrilling), the reflex remains. In modern workplaces, especially in hiring, it can sometimes work against us. HOW SNAP JUDGMENTS SHOW UP IN RECRUITING. Snap judgments can surface in several ways during the hiring process:

Daryl Simons Jr.

■ You scan a resume and immediately rule someone out

■ You have a strong interview and feel ready to make an offer

■ You recognize a candidate’s previous employer and form an opinion based on that ■ You hear secondhand feedback and dismiss someone before meeting them Sometimes, these judgments lead to the right outcomes. But they can just as easily cause missed opportunities. Some of the best hires don’t always present well at first. Candidates might be nervous. They may have nonlinear career paths. Or they may come from unfamiliar firms. But behind that imperfect first impression could be someone who brings real value to your organization. Likewise, a polished resume or confident conversation can mask deeper challenges. Over-reliance on one’s “gut” without thoughtful follow-up can lead to misjudgments. Avoiding snap decisions, when possible, can help ensure you’re giving every candidate a fair chance. It also improves your hiring outcomes.

See DARYL SIMONS JR., page 2

THE VOICE OF REASON FOR THE AEC INDUSTRY

DARYL SIMONS JR. , from page 1

A MORE-THOUGHTFUL JUDGEMENT RESPECTS THE PROCESS (AND THE PEOPLE). Job hunting is often exhausting. Candidates can spend hours researching companies, tailoring resumes, and writing cover letters. Many receive no acknowledgment in return. When firms dismiss candidates without engagement or feedback, it sends a clear signal. Candidates notice. And they talk. Just as firm leaders speak with one another and trade impressions of candidates, candidates also share their impressions of firms. The application process is often the first touchpoint in building (or breaking) a firm’s reputation. A poor candidate experience, whether via a nonresponse, being ignored, ghosted, or dismissed without adequate feedback, does more than lose one hire. It can harm your firm’s brand, weaken your reach, and damage your long-term ability to grow with the right people. The inverse is also true: a thoughtful, respectful process builds goodwill, even among those you don’t hire. And the best part? It costs little more than your time. In many ways, it’s among the most effective brand marketing a firm can do. A CONVERSATION CAN OPEN MORE THAN JUST A ROLE. As the best business development professionals already know, conversations can open doors in a variety of ways. Sometimes the value is immediate. Other times it emerges over years. Recruiting often works the same way. A candidate may not be right for your current need. But they may be a fit down the road. They may refer a colleague, or friend within the industry. Or they may become a leader at another firm, where that early interaction becomes a foundation for a potentially fruitful relationship. Especially with early- to mid-career professionals who will presumably remain within the industry for the next 20-30 years, you’re likely to cross paths again. Respectful engagement now can pay off in unexpected ways later. RECOMMENDATIONS: PAUSE, REFLECT, ENGAGE. If you catch yourself leaning too heavily on a snap judgment, consider asking:

■ Are my concerns based on valid and relevant information?

■ Does this assumption actually qualify or disqualify them?

■ What would I lose by giving them 15 minutes?

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■ Even if they’re not a fit, could this conversation still be valuable?

Chad Clinehens | Publisher cclinehens@zweiggroup.com Sara Parkman | Senior Editor & Designer sparkman@zweiggroup.com Tel: 800.466.6275 Email: info@zweiggroup.com Online: zweiggroup.com/blogs/news LinkedIn: linkedin.com/company/22522 Instagram: instagram.com/zweiggroup Twitter: twitter.com/ZweigGroup Facebook: facebook.com/p/Zweig- Group-100064113750086 Published continuously since 1992 by Zweig Group, Fayetteville, Arkansas, USA. ISSN 1068-1310. Issued weekly (48 issues/year). © Copyright 2025, Zweig Group. All rights reserved.

■ Am I mistaking unfamiliarity for risk? At the end of the day, what’s the worst that could happen?

That’s a question I often ask myself, and of those around me. In most cases, the downside of a quick conversation is negligible. But the upside? You might uncover a great fit, build a new connection, or create a positive impression that circles back in the future. Daryl Simons Jr. is a senior talent consultant at Zweig Group. Contact him at dsimons@ zweiggroup.com .

2025 TOTAL RESEARCH PACKAGE This is the ultimate bundle of AEC industry intelligence, combining all of Zweig Group’s annual reports and data tools into one comprehensive package. From compensation, marketing, and ownership trends, this collection delivers the full picture of firm management and strategy. Learn more!

THE ZWEIG LETTER NOVEMBER 10, 2025, ISSUE 1609

OPINION

The future of talent

T he AEC industry is facing one of its most pressing challenges: attracting and retaining young professionals. The conversation often centers around salaries, but compensation is only part of the equation. Today’s emerging leaders are seeking something deeper – purpose, mentorship, flexibility, and a clear path for growth. To succeed against recruiting and retention challenges, firms must prioritize growth, flexibility, and belonging to empower emerging leaders.

Ricardo Jesus Maga Rojas, Assoc. AIA, NOMA, WELL AP, LEED AP BD+C, PMP

When I reflect on my own journey in architecture and project management, I realize that the moments that kept me engaged and motivated weren’t just tied to a paycheck. They were moments when I felt mentored, trusted, and seen for the unique perspective I bring. That sense of belonging is what will make or break a firm’s ability to retain talent over the next decade. WHY GROWTH AND MENTORSHIP MATTER NOW MORE THAN EVER. Young professionals today are entering an industry at a time of rapid transformation. Technology, sustainability, and the rise of generative AI are reshaping the way we work. But amidst this change, there is one constant: people want to grow. Mentorship is often the missing link. It is not enough to hand a new hire a project and expect them to sink

or swim. Emerging leaders thrive when they have someone who invests in their success – someone who takes the time to explain not only the “how,” but also the “why” behind decisions. This doesn’t need to be a formal mentorship program (though those help); it can be as simple as creating regular check-ins between project managers and younger team members to discuss both technical skills and career goals. By showing a genuine interest in a young professional’s trajectory, firms demonstrate that they see their employees as more than billable hours – they see them as future leaders. I greatly benefited from mentors who did not just assign tasks but gave me room to ask questions, challenge assumptions, and lead. Those experiences

See RICARDO JESUS MAGA ROJAS , page 4

THE ZWEIG LETTER NOVEMBER 10, 2025, ISSUE 1609

ELEVATE THE INDUSTRY®

TRANSACTIONS PAPE-DAWSON ACQUIRES GEORGIA- BASED GASKINS + LECRAW Pape- Dawson has acquired Georgia-based civil engineering and surveying firm, Gaskins + LeCraw, a firm that provides civil engineering, surveying, permitting, landscape architecture, and planning services for a variety of municipal, educational, residential, commercial, and industrial clients in Georgia. With 176 employees across five offices in Georgia and one office in Alabama, Gaskins + LeCraw brings significant regional

expertise that further strengthens Pape- Dawson’s local presence. This acquisition is Pape-Dawson’s third in Georgia, building upon recent acquisitions of Maxwell-Reddick & Associates in 2024 and Eberly & Associates in 2025. These teams bring decades of local experience and robust capabilities to deliver comprehensive solutions across the state. “This acquisition represents another

exciting step in our commitment to serving clients across Georgia,” said Trey Dawson, president of Pape-Dawson. “Gaskins + LeCraw has built a strong reputation for excellence, which aligns with our values and vision for the future, and we’re thrilled to welcome their talented team members to the Pape- Dawson family.” Founded in 1965, Pape-Dawson is a leading provider of engineering and consulting services.

I have seen firsthand how programs like the NOMA HBCU Professional Development Program (PDP) are helping to address these gaps by creating pipelines for Black and other minority students into architecture firms. But these efforts cannot live solely outside the firm – they must be internalized through actionable policies, championship, sponsorship, and cultural accountability. Belonging is the natural result of equity. When people feel safe to show up as themselves, they contribute more meaningfully to the work. It’s not just good for morale – it’s good for business. THREE PILLARS FOR ATTRACTING AND RETAINING YOUNG TALENT. From my perspective, firms that want to succeed in recruiting and retaining emerging professionals must invest in these three pillars: 1. Growth. Clear career paths, ongoing professional development, and mentorship opportunities that help employees see where they’re headed. 2. Flexibility. Adaptive work models that consider individual needs and empower people to produce their best work. 3. Belonging. A culture of equity, authenticity, and inclusion that makes people feel seen, valued, and connected. These pillars may seem simple, but they require intentionality and consistent effort from leadership. They’re not one-time initiatives; they’re the foundation of a resilient firm culture. LOOKING AHEAD. The AEC industry is at a crossroads. Firms that continue to operate with a “this is how we’ve always done it” mindset may risk struggling to attract the next generation of leaders. On the other hand, those that explore new ways to support, mentor, and empower their people may be better positioned to retain and inspire emerging talent. As I see it, the future of our industry will be defined not by the projects we build but by the people we nurture. If we want to shape that future, I believe we must first invest in the individuals who will lead it. Ricardo Jesus Maga Rojas, Assoc. AIA, NOMA, WELL AP, LEED AP BD+C, PMP is an assistant project manager at Stantec. Connect with him on LinkedIn .

RICARDO JESUS MAGA ROJAS, from page 3

have shaped my own leadership style today. I encourage firms to foster mentorship cultures where employees at all levels – junior and senior – are actively learning from one another. FLEXIBILITY AS A COMPETITIVE ADVANTAGE. The pandemic permanently shifted the way we think about the workplace. For younger generations, flexibility is not a perk; it is an expectation. That does not necessarily mean every employee wants to be fully remote. In fact, it is valuable for many younger professionals to spend time in the office for mentorship and collaboration. But they also value autonomy over their schedules and trust from leadership to deliver results without micromanagement. Firms that insist on rigid, outdated structures risk losing talent to industries that offer more adaptable work models. Flexibility can take many forms: ■ Hybrid work schedules that balance collaboration with focused time.

Flexible hours that accommodate personal responsibilities, creative work rhythms, or professional development.

■

■ Results-oriented performance metrics that prioritize output and quality over physical presence. The firms that embrace flexibility will not only attract top talent but also create healthier, more engaged teams. It’s not about giving up control – it’s about empowering employees to bring their best selves to work. EQUITY AND BELONGING ARE NOT OPTIONAL. Beyond growth and flexibility, there’s another critical factor shaping the future of talent in AEC: equity. Younger professionals – especially those from underrepresented backgrounds – are seeking workplaces where they do not have to leave parts of their identity at the door. They want to be able to bring their full selves to work. Equity and inclusion are not abstract ideals. They show up in our hiring practices, promotion opportunities, mentorship structures, and even the way teams are staffed. If your leadership team or project leads do not reflect the diversity of junior staff, that disconnect becomes apparent.

THE ZWEIG LETTER NOVEMBER 10, 2025, ISSUE 1609

FROM THE FOUNDER

There are nine reasons why selling your firm to the right buyer can strengthen opportunities, stability, and growth for your people. Selling your business isn’t a cop-out

I n this business – the AEC business – there are still many firm principals who believe that selling their business to an external buyer is a cop-out. They believe that anything other than an internal sale is somehow the wrong thing to do for their people.

There is no doubt that pop culture portrays the management of every company that buys another company as stupid, evil, and bad. Watch ANY movie or TV show where a business is sold – or read any novel with a business sale as part of the plot – and I challenge you to find a single example where it was a positive event. So how can you blame people who haven’t had any experience buying or selling businesses for thinking it would be bad for their employees? That said, I disagree with this conventional wisdom. I think that many times a firm sale could be the BEST thing you can do for your people, not the worst. Here are nine reasons why I think so: 1. The buyer may make your business more successful than you have, and that may create

opportunities for your employees to earn more money. In general, larger companies pay better salaries for any specific role than smaller ones do (for the same role). And in general, higher profits result in bigger bonuses. 2. Your employees may have new job opportunities in different parts or places of the buying company’s business. They could have offices in other locations. They could have disciplines or specialty service areas that your business doesn’t have. All of these things could create more options for your people. 3. Your employees may have better employment benefits than they currently have. Bigger companies usually have better benefits. More

Mark Zweig

See MARK ZWEIG , page 6

THE ZWEIG LETTER NOVEMBER 10, 2025, ISSUE 1609

ELEVATE THE INDUSTRY®

afford hardware and software you have only been able to dream about. This could be a benefit to your people. 8. The management of the buying company may be more motivated to grow and succeed than you are at this point in time, and that in itself could create more opportunities for your people. This may be the elephant in the room here. And you know it’s true. 9. You may simply need to get out of the business for your mental and physical health reasons. You are not just the owner – you’re an employee, too. Odds are you have lived a lifetime of stress and made plenty of sacrifices for the benefit of your business. Maybe you don’t want your entire retirement to be dependent on your successors being sufficiently competent to run the business well enough to pay you off? And maybe you don’t think your people will be better off if your internal successors are running the business and they are saddled with the debt to pay you off? These could be reasonable concerns. The bottom line? Selling your business could be anything other than a cop-out! Mark Zweig is Zweig Group’s chairman and founder. Contact him at mzweig@zweiggroup.com .

MARK ZWEIG, from page 5

financially successful businesses typically have better benefits. 4. Your employees may have a chance to get ownership in the acquiring company’s business whereas they haven’t had that chance to become an owner in your business. The buying company could be publicly-traded. Or they may have an ESOP. Or they may simply have widespread ownership while your firm is just owned by you or you and a few partners. 5. Your employees may get to work on different types of projects or larger/more complex projects than they can in your business. Odds are, the buying company will be able to offer better projects to your people than you can. 6. Your employees – especially management and key employees – may get employment agreements and/ or retention bonuses if they stay so long with the new company – something they don’t currently have. This could give your best people a chance to get ahead. 7. Your employees may get better technology from the buying company than they have at present. Bigger company means more resources. They may be a able to

THE ZWEIG LETTER NOVEMBER 10, 2025, ISSUE 1609

OPINION

911 is not an option

True leadership means stepping up in crisis, answering the call when no one else will, and without seeking recognition.

I was reading an article recently about a man who spent a day training with a Navy SEAL team. Posted in one of the training facilities was a sign that said, “We don’t call 911.” This really stuck with me and based on what I know about the Navy SEALs, it makes a lot of sense. These are the individuals who are tasked with the most difficult and challenging missions. If they can’t get it done, there really is no one else left. Most of their work is done without recognition, in the shadow of night and we all enjoy the benefits of the protection they provide, even if we aren’t aware of the things they do for us every day.

Brandon Pinkerton

I remember it was a huge moment for me when I started my own business at 29 years old. Finally, I had the freedom to act of my own volition and forge my own path. One of the things that had frustrated me in the past was reporting to leadership that “just didn’t get it,” so the chance to finally do leadership the “right way” was a truly exciting prospect. It was only about six weeks into our fledgling endeavor that we encountered our first real crisis, and for the first time in my life every eye turned to me for answers, and I had nowhere to look but in the mirror. To that point in my career, I had always been under

the protection of another leader who I could rely on to tackle the big issues and guide me to find the right solutions. I suddenly realized that going forward, it was going to be up to me to do the things that no one else could or would be willing to do. How does your leadership measure up in a critical situation? You can’t choose to be the one at the front of the line and then tap out every time an emergency makes its way to your door; that’s not true leadership. When hard times hit, the leader is not the one who calls 911; they are the one who answers the phone.

See BRANDON PINKERTON , page 8

THE ZWEIG LETTER NOVEMBER 10, 2025, ISSUE 1609

ELEVATE THE INDUSTRY®

BUSINESS NEWS LUNDA CONSTRUCTION AWARDED $60.2 MILLION ROTHSCHILD DAM MODERNIZATION PROJECT Tutor Perini Corporation, a leading civil, building and specialty construction company, announced that its subsidiary, Lunda Construction Company, has been awarded a contract by Domtar Paper Company, LLC valued at approximately $60.2 million to provide construction manager/general contractor services for the Rothschild Dam Modernization Project. Domtar’s projected total cost for this project is approximately $84 million, which includes Lunda’s contracted scope of work, as well as other anticipated costs. The project is located in Rothschild, Wisconsin. The scope of work includes the replacement of an existing timber dam with a modern concrete dam that will feature cofferdams for river diversion, as well as demolition of the existing timber dam structure, installation of deep foundations for structural support, placement of reinforced concrete, construction of a new control building, installation of a prefabricated bridge, and installation of the new dam gates. Work on this project began in July 2025 with substantial completion anticipated in early 2029. Lunda’s contract value was added to the Company’s backlog in the second quarter of 2025. Tutor Perini Corporation is a leading civil, building and specialty construction company offering diversified general contracting and design-build services to private customers and public agencies throughout the world. The company has provided construction services since 1894 and have established a strong reputation within our markets by executing large, complex projects on

time and within budget while adhering to strict safety and quality control measures. AECOM SELECTED TO DESIGN MAJOR TRACK IMPROVEMENTS FOR ENGLAND’S BUSIEST PASSENGER RAILWAY CORRIDORS AECOM, the trusted global infrastructure leader, announced that it has been appointed as an ecosystem delivery partner for VolkerRail as part of the Southern Renewals Enterprise for Network Rail’s Southern Region, which hosts approximately 700 million passenger journeys annually across parts of Greater London and the South of England. AECOM will undertake multidisciplinary design services, including conducting topographical surveys, track, and electrical track engineering design, along with project and engineering management services for VolkerRail, the track delivery partner for the SRE. “As the industry’s top rail and mass transit design firm, our integrated expertise across railway design, maintenance and delivery positions us to realise these major improvements for millions of travellers,” said Mark Southwell, chief executive of AECOM’s global Transportation business. “Our experts have a long track record of success supporting commuter and intercity rail projects across the U.K., and we look forward to continuing our role as key enabler of the nation’s rail modernisation efforts well into the future.” The SRE is a model introduced across the Southern Region by Network Rail in April 2024, to deliver its £9 billion renewals portfolio between 2024 and 2034. The model is based on the Institution of Civil Engineers’ Project 13 principles — a delivery approach

for infrastructure projects focused on increased collaboration, long-term planning and delivering better outcomes for customers. “We are excited to take part in this key programme, continuing our strong relationship with VolkerRail and building on our experience delivering major UK rail renewal programmes in recent years,” said Richard Whitehead, chief executive of AECOM’s Europe & India Region. “As one of the UK’s leading multidisciplinary design teams, we take pride in delivering efficient and reliable track renewal outcomes that help prevent delays and disruption for both freight and passengers, ensuring track safety and performance.” Network Rail’s Southern Region runs from Devon in the west to Kent in the east, covering approximately 3,300 miles of track, 544 stations, 4,986 bridges, 895 level crossings and 7,990 signals. The region has three routes – Wessex, Sussex and Kent – and serves channel routes to Europe, major ports, Gatwick and Southampton airports, and the south coast resorts. AECOM is the global infrastructure leader, committed to delivering a better world. As a trusted professional services firm powered by deep technical abilities, we solve our clients’ complex challenges in water, environment, energy, transportation and buildings. AECOM’s teams partner with public- and private-sector clients to create innovative, sustainable and resilient solutions throughout the project lifecycle – from advisory, planning, design and engineering to program and construction management. AECOM is a Fortune 500 firm that had revenue of $16.1 billion in fiscal year 2024.

else has come up short. Today, remind yourself of the calling of true leadership and renew your devotion to always respond when duty calls. Brandon Pinkerton is a project executive at HP Engineering now IMEG. Connect with him on LinkedIn . “When hard times hit, the leader is not the one who calls 911; they are the one who answers the phone.”

BRANDON PINKERTON, from page 7

Take five minutes and consider, have I really counted the cost of true leadership? When everyone runs away from problems, am I the one willing to run into the fire and give my life for the organization? You may not ever get recognition for the many times that you will put your life on the line for the organization; however, it is the duty of the true leader to answer the call when everyone

THE ZWEIG LETTER NOVEMBER 10, 2025, ISSUE 1609

OPINION

Great project delivery goes beyond efficiency, blending precision, clarity, and empathy to build trust and lasting client partnerships. Critical thinking in project delivery

T oo many firms treat project delivery like a checklist: hit the deadlines, control the budget, and call it a win. That’s the bare minimum. The firms that lead the industry know better. Project delivery is more than efficiency – it’s about the entire experience, from the first client handshake and long after a ribbon is cut at a grand opening. Strong delivery combines efficiency with an experience that owners value. Miss either one, and the project falls short.

Tiara Marcus

ISG, an architecture, engineering, environmental, and planning firm, has built a delivery model that treats both as non-negotiable. Projects are managed with high expectations, building in adaptability as needs evolve, and our people are led with the same level of care. This requires educating owners and decision makers to ensure alignment for delivery and consensus on each party’s responsibilities. BUILD TRUST. Owners don’t live in our world every day. They are running cities, schools, or food production facilities that require their full attention. It’s not their job to know

what comes next. That’s where a clear, customized plan comes in. Decision points are established early, with straightforward explanations of what each choice means for design, schedule, and budget. Our project leaders maintain focus on the client and teams’ goals, providing consistency that keeps projects on pace, minimizes surprises, and enables confident, timely decisions to strengthen results. When owners are empowered and understand their role, they stop being passengers and start being partners. They move from watching a project unfold to co-creating it.

See TIARA MARCUS , page 10

THE ZWEIG LETTER NOVEMBER 10, 2025, ISSUE 1609

ELEVATE THE INDUSTRY®

ON THE MOVE BALFOUR BEATTY APPOINTS WILLIAM MOTHERWAY AS VICE PRESIDENT OF RISK FOR U.S. INFRASTRUCTURE OPERATIONS Balfour Beatty announces the appointment of William “Bill” Motherway as vice president of Risk for its U.S. Infrastructure operations. With more than three decades of experience in legal, compliance and enterprise risk management, Motherway brings a wealth of knowledge and leadership to the company’s risk oversight and mitigation strategies. In his new role, Motherway will lead the implementation of Balfour Beatty’s enterprise risk management framework across its Infrastructure business. He will be responsible for guiding the organization in identifying, assessing and managing operational, regulatory and strategic risks. His leadership will also

support the development of fraud risk assessments, internal control reviews, and compliance with our internal control framework. “Bill’s deep expertise in enterprise risk management, compliance and legal background will be instrumental in strengthening our operational resilience and supporting our long-term strategic goals,” said Mark Konchar, Balfour Beatty US Infrastructure president. “His proven ability to lead complex risk initiatives and foster a culture of accountability aligns perfectly with our commitment to Zero Harm safety initiatives and operational excellence.” Motherway’s career includes executive leadership roles throughout the industry, where he founded and managed captive insurance companies, led corporate litigation and compliance programs,

and enterprise-wide risk strategies. He also served as Risk Manager and Ethics & Compliance Officer for Sarasota County Government and held senior legal roles in both public and private sectors. implemented “I’m honored to join Balfour Beatty and contribute to a company that values integrity, innovation and safety,” said Bill. “I look forward to working with our teams to enhance risk awareness, drive compliance, and support the company’s continued growth.” Motherway holds a Juris Doctor from the University of Miami School of Law and a Bachelor of Science in Biology from Manhattan College. He is a Certified Compliance & Ethics Professional, a licensed Property/Casualty Broker in 49 states, and an active member of the Florida and New York State Bars.

PROVIDE CLARITY. Roles, responsibilities, and timelines are never left open to interpretation. Early in discovery, decision makers are identified, responsibilities are defined, and stakeholder engagement is scheduled to avoid costly delays. Every decision is documented, shared, and referenced as the project evolves. This becomes the accountability backbone; without it, scope creeps and alignment crumbles. ■ Manage change. Define how shifts in scope impact schedule and cost. ■ Structure meetings. Clarify who attends, how often, and for what purpose. ■ Design to construction. Set when and how design decisions are made. Owners need to know what’s coming, when it’s coming, and the cost implications of any changes. With this level of clarity and accountability, surprises are minimized, and projects stay on course. DELIVER EXPERIENCE. Great project delivery is about more than the time it took to make it to the finish line, it’s about how you performed along the way and who’s alongside you in the final stretch. Firms that master both experience and efficiency win more work, build stronger teams, and create long-term partnerships. It’s more than a framework. What it really comes down to is building the right relationships and reinforcing the behaviors to create successful and memorable project experiences that clients keep coming back for. Tiara Marcus is a project management practice group leader at ISG. Connect with her on LinkedIn .

TIARA MARCUS, from page 9

Five ways to build trust: 1. Lead with empathy. Understand values, concerns, and priorities. 2. Define the path early. Outline owner responsibilities, set decision points, establish escalation protocols, and agree on timelines so everyone knows what to expect. 3. Speak their language. Ditch the jargon. The goal isn’t to “outsmart” everyone in the room. Make it relatable. 4. Document and share. Every decision. Every milestone. No exceptions. 5. Be available, with boundaries. Set communication expectations and honor them. BE EMPATHETIC. Guiding owners through the project requires active listening to truly understand opportunities, concerns, and challenges. By listening first, ISG identifies what drives each decision maker, what they value most, and where their concerns lie. We can then lead from this fine-tuned perspective. Empathy is a performance advantage. For internal teams, it creates clarity on expectations and allows groups to sprint when needed. With project partners, it builds trust, knowing ISG will represent their interests in every meeting, whether side-by-side or states apart. This reliability turns working relationships into lasting partnerships. The result? Projects stay on track. Deliverables arrive on time. Quality goes up. Profitability follows. Most importantly, the experience leaves a lasting impression – owners carry it with them and continue sharing the results well beyond the ribbon cutting.

THE ZWEIG LETTER NOVEMBER 10, 2025, ISSUE 1609

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