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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.
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■ 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.
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THE ZWEIG LETTER NOVEMBER 10, 2025, ISSUE 1609
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