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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®
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