TZL 1594 (web)

July 21, 2025, Issue 1594 WWW.ZWEIGGROUP.COM

TRENDLINES

Revenue factor

1.78 1.83 1.88 1.93

2021 2022 2023 2024 2025

This strategy is becoming an essential tool for growth, innovation, and resilience, especially in AEC. Strategic partnerships

Zweig Group’s 2025 Financial Performance Report shows that the median revenue factor for AEC firms has steadily improved, reaching 1.9 in 2025. This metric, which combines chargeability and net multiplier, reflects firms’ increased efficiency in generating revenue relative to labor costs. Participate in a survey and save on a Zweig Group research publication.

I n our increasingly interconnected economy, strategic partnerships are becoming essential tools for growth, innovation, and resilience, especially in the AEC industry. But despite their potential, many of these alliances fall short of delivering meaningful financial returns. Why? Because success in a strategic partnership isn’t just about signing a well-crafted agreement; it’s about leadership. The most financially fruitful partnerships are driven by leaders who understand how to lay a solid foundation, invest with intention, and consistently focus on outcomes that benefit all parties. From early alignment on goals and metrics to fostering trust and shared accountability, leadership plays the defining role in creating the structure for a partnership to thrive. These collaborations can unlock substantial returns when done right – not just for the balance sheet, but for employees, clients, and long-term strategic positioning in the marketplace. Laying the foundation for a successful strategic partnership starts long before contracts are signed. Leaders must first have a shared vision and clearly defined goals for the partnership. Creating a framework for the partnership that can be communicated to key stakeholders is paramount. These key activities will help ensure that both firms are prepared to execute on the partnership: ■ Align objectives. Leadership teams of both parties should have a shared vision and clearly defined goals for what success looks like in the partnership. ■ Establish trust. Build a culture of transparency and open communication with your partner. ■ Define roles and responsibilities. Delineate each partner’s contributions and expectations. ■ Develop governance structures. Implement regular meeting times and mechanisms for decision-making. Fleshing these points out together allows leadership teams to develop trust and begin building a relationship by doing real

Stuart McLendon

FIRM INDEX AKS Engineering.........................................8

Ardurra Group Inc....................................10

Balfour Beatty...............................................4

Pennoni.............................................................. 4

Stantec...............................................................8

MORE ARTICLES n ALAN LLOYD: Rethinking leadership in AEC Page 3 n MARK ZWEIG: Advice for architecture or engineering grads Page 5 n RICARDO JESUS MAGA ROJAS: Reclaiming the future Page 7 n MATT COOPER: Speed is your strategy Page 9

See STUART MCLENDON, page 2

THE VOICE OF REASON FOR THE AEC INDUSTRY

STUART MCLENDON, from page 1

work together. By the time the first joint client engagement starts, your firms will already have a sense of how you work together. The success of the leadership teams in creating alignment drives the strategic partnership and its results, as highlighted in a couple of case studies. First, the good: Apple and Nike provide a great view into how large, successful enterprises collaborate to drive growth. In 2006 these well-known brands came together to promote the Nike iPod Sport Kit, integrating fitness tracking with the iPod. This partnership evolved into the Apple Watch Nike+, and these products were key offerings that helped Apple expand its wearable technology offerings into the fitness market. Nike leveraged Apple’s tech innovation to provide advanced fitness tracking to its customers, strengthening its position in the digital fitness space. The firms did an exceptional job aligning objectives and defining roles and responsibilities in the partnership. In contrast the failed partnership between Walgreens and Cooler Screens is an exemplary case of what not to do. Starting in 2018 the firms partnered with a goal of revolutionizing the retail experience by replacing cooler doors with smart screens. While the idea itself may be ill-fated, leadership from both teams failed to drive the key activities they are responsible for in the partnership. First, CEO turnover at Walgreens led to a shift in priorities as their new CEO was not bought into the partnership and vision and may signal a lack of alignment amongst the board and executive leadership team. Technical issues abounded in the rollout and implementation, but roles and responsibilities for maintenance, troubleshooting, and tech support were poorly defined. This led to frustrations and a breakdown in trust between the organizations, eventually culminating in active sabotage of each other and litigation. Regardless of the value proposition for the core technology, the absence of clear governance and resolution structures combined with disinterested leadership led these firms to waste considerable resources with a botched technology rollout and subsequent litigation. The contrast between the partnerships of Apple and Nike to Walgreens and Cooler Screens offers a textbook lesson in strategic alignment and leadership execution. Apple and Nike succeeded because they shared a clear vision, trusted each other’s capabilities, defined their roles precisely, and established a governance model that supported long-term innovation. Their partnership was rooted in mutual respect and sustained by shared accountability. In stark contrast, Walgreens and Cooler Screens stumbled over misaligned priorities, eroded trust, vague responsibilities, and poor decision-making structures. Leadership changes, technical failures, and a lack of strategic clarity turned a promising innovation into a legal standoff. These two cases make one thing clear: the financial success of a strategic partnership depends not just on the idea, but on the discipline of execution. Leadership must steward the relationship with consistency, foresight, and structure – or risk turning potential into friction. The difference is not the technology – it’s the trust and the teamwork behind it. Stuart McLendon is a fractional executive at Zweig Group. Contact him at smclendon@zweiggroup.com.

PO Box 1528 Fayetteville, AR 72702

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.

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!

THE ZWEIG LETTER JULY 21, 2025, ISSUE 1594

OPINION

Rethinking leadership in AEC

H ave you ever actually stopped to think about your leadership style? No, seriously – between back-to-back meetings, tight deadlines, and the never-ending email vortex, it’s easy to forget that how we lead matters just as much as what we’re leading. In a fast-paced AEC world, servant leadership empowers teams, boosts outcomes, and shapes a culture people want to join.

Leadership styles are like favorite CAD shortcuts; everyone’s got one, even if they don’t realize it. There’s the autocratic “my way or the highway” type, the hands-off “let me know if it’s on fire” manager, the democratic leader who crowdsources every decision, and the visionary who talks in big-picture metaphors and forgets where the team parked. But let’s talk about one style that doesn’t get as much spotlight as it should: servant leadership. And no, it’s not about fetching coffee or saying “yes” to every request like you’re trapped in a never-ending RFI loop. Servant leadership flips the script: it’s not about people serving the leader, it’s about the leader serving the people. In the AEC industry, where collaboration is everything and the only constant is change, servant leadership isn’t just a feel-good philosophy; it’s a strategic advantage. Servant leaders listen first, empower their teams, and create environments where people

feel trusted and supported. And when engineers, architects, and scientists feel seen and heard? That’s when innovation, accountability, and genuine team culture thrive. Picture this: instead of micromanaging a project into oblivion, the servant leader asks, “How can I help you do your best work?” They clear roadblocks, advocate for resources, and occasionally, just occasionally, bring donuts to the morning meeting. The result? Lower turnover, stronger project outcomes, and teams that don’t dread Monday

Alan Lloyd, CIH, CSP, ENV SP, WELL AP

mornings (well, not as much). So, here’s a little homework:

■ Are you leading in a way that lifts your team up or just pushing them forward?

See ALAN LLOYD, page 4

THE ZWEIG LETTER JULY 21, 2025, ISSUE 1594

BUSINESS NEWS BALFOUR BEATTY NAMED TOP- PERFORMING US CONSTRUCTION COMPANY BY ABC Balfour Beatty announced that as part of Associated Builders and Contractors’ 2025 Top Performers list, the company ranked No. 9 on ABC’s Top General Contractors list. The national trade association’s list is an annual publication that recognizes its contractor members’ outstanding achievements in safety, quality, merit, project excellence, and special designations ranked by hours worked. “We are incredibly proud of our team’s unwavering commitment to operational excellence and our Zero Harm safety practices, which have earned us this distinguished recognition,” said Eric Stenman, Balfour Beatty US president and CEO. “This achievement reflects the dedication, expertise and collaborative spirit of our teammates across the country. We’re pleased to be among the top-performing companies in our industry and remain committed to delivering exceptional value for our clients while maintaining the highest standards of safety and quality in everything we do.” As an ABC Top Performer, Balfour Beatty achieved Gold status or higher in ABC’s STEP Safety Management System®, which helps industry-leading contractors achieve incident rates nearly six times safer than the U.S. Bureau of Labor Statistics industry average. Balfour Beatty also earned ABC’s Accredited Quality Contractor credential, which recognizes excellence in quality, safety performance, talent management – including inclusion, diversity and merit – craft and management education and community relations.

The seventh annual ABC Top Performers lists include diverse merit shop businesses large and small, from women-, veteran- and minority-owned businesses and service-disabled firms to disadvantaged business enterprises across the country. “Competition is a healthy constant in the ever-evolving world of construction, and Balfour Beatty believes fair and open competition based on merit fosters innovation, increases value and delivers results for the betterment of the individual, the industry and the nation,” said Michael Bellaman, president and CEO of ABC. Balfour Beatty’s operations are also recognized among ABC’s Top Performers by market sector, ranking:

No. 7 on the Top Sports Complex Contractors list No. 8 on the Top Entertainment Contractors list No. 14 on the Top Airport Contractors list

■

Through robust programs like STEP and AQC, Balfour Beatty demonstrates it: sustains and grows its businesses, financially and economically; offers market-competitive compensation, benefit, and retirement packages; commits to industry-leading safety; commits to workforce development, education and creating career opportunities; commits to work environments that are inclusive and diverse; develops opportunities for their employees to achieve their career dreams; and cultivates committed leadership. The ABC Top Performers lists identify the Top 250 Performers, Top General Contractors, Top Trade Contractors, Top Electrical Contractors, Top Plumbing/ HVAC Contractors, Top Specialty Contractors and Top Performers by Market, all of which have earned the elite Accredited Quality Contractor credential. The Top Performers with Special Designations hold one or more special designations. The Top Performers were ranked by the number of hours worked in 2023, as reported in their 2024 STEP applications. The rankings also include lists of top-performing companies in 19 market segments, such as airports, data centers, education, health care, industrial, infrastructure, military and sports complexes.

No. 1 on the Top Education Contractor list No. 2 on the Top Hospitality Contractors list No. 2 on the Top Office Contractors list No. 3 on the Top Retail Contractors list No. 4 on the Top Mixed-Use Contractors list No. 5 on the Top Residential Contractors list No. 6 on the Top Museums/ Monuments/Parks Contractors list No. 7 on the Top Government Contractors list

■

ALAN LLOYD, from page 3

“In the AEC industry, where collaboration is everything and the only constant is change, servant leadership isn’t just a feel-good philosophy; it’s a strategic advantage. Servant leaders listen first, empower their teams, and create environments where people feel trusted and supported.”

■ When did you last ask your team what they need from you? ■ If leadership is about influence, how are you using yours? In a field full of specs, standards, and schedules, don’t forget the human side of the blueprint. Because in the end, buildings aren’t the only things we’re designing; we’re shaping culture, one project team at a time. Alan Lloyd, CIH, CSP, ENV SP, WELL AP, is regional vice president – Northern New Jersey, New York and New England at Pennoni. Connect with him on LinkedIn.

THE ZWEIG LETTER JULY 21, 2025, ISSUE 1594

FROM THE FOUNDER

Y ou got that degree. One you worked hard for. It’s either a four- or five-year degree in architecture, or an engineering degree in civil, mechanical, or electrical. Or maybe you are one of the rare birds who graduated from one of the handful of A/E programs we have in this country. Practical career advice for new AEC graduates on landing a great job and accelerating early career success. Advice for architecture or engineering grads

Mark Zweig

Your first task is to find a job. Where? My advice to all students, regardless of discipline, is the same. Decide where you want to live and what type of firm you want to work for and start developing options. I say “where you want to live” because once you start putting down roots and developing local knowledge and a local network it’s hard to reestablish yourself somewhere else. I’m not saying we all can’t change our minds about where we want to live, but give it your best shot early to get there instead of wasting time somewhere you know you don’t want to live. And as far as what type of firm you want to work for, I would check out winners of Zweig Group’s Hot Firm List (rapidly growing firms) and Best Firms To Work For. A rising tide lifts all ships and those deemed

“best places to work” are probably better than those not. Another resource for identifying firms is the Inc. 500/5,000 list of fastest-growing privately- held companies that comes out every year. I think we could all agree that rapidly growing businesses probably create more opportunities for people than stagnant or slow-growth firms. Once you get that first post-graduation job in the location you want and in a firm that seems like it would be a good place to work, here are some of my recommendations. Most of these were written in my 2019 Walton Insights blogpost, “Confessions of an Entrepreneur: What New Graduates Should Do in Their First Job to Be Successful ,” and still hold true today:

See MARK ZWEIG, page 6

THE ZWEIG LETTER JULY 21, 2025, ISSUE 1594

passionate you are about it – can easily backfire as we live in a divided and polarized society. Gross or bad taste humor can reflect poorly on you. Too many posts showing the parties you have been to or vacations you are going on can look bad to your superiors. And if you are having doubts about your career or problems at work, don’t put that out there! 6. Don’t post to social media during the work day. I know for a fact that managers notice and comment about their employees who post on social media during work hours, and the comments aren’t positive. Don’t be someone who looks like they aren’t working while you are being paid to work. 7. Stay off your cell phone at work (unless it is work related). I have waited in the office of a newer graduate to speak to them about a critical work matter while they stayed on a personal phone call way too long. I have also walked clients through the office while an employee was on a personal call within earshot and who knew we were standing there, and the employee didn’t get off the phone. It was not a good impression! 8. Form relationships outside of your department or work unit. Some people (those who probably won’t get ahead) might call it “brown-nosing,” but the fact is you need relationships with people outside of your work group, especially those at a higher level. You need to be known as someone who is friendly, smart, and willing to put yourself on the line – and having relationships with other people outside your immediate supervisor and work group is crucial to that. Plus, you will have a more well-rounded view of the company you work for. 9. Show you are a team player. Help others even when you don’t need to. Don’t complain about the other guy. Give credit to your coworkers when you get recognized. All of this and more is critical to being viewed as someone who is a team player, and management wants more people who can get along with the other people in the firm. 10. Learn about business. Yes, it is important to keep up with what’s happening in your professional discipline, but building your business skills will probably get you ahead faster in your career as they are more rare in people with educations in technical and design disciplines. 11. Join your professional societies such as AIA and ASCE or ASME, IEEE, and ASHRAE, and get involved in trade groups such as ULI and NAOIP. Each of these organizations and others can provide you with continuing education and networking opportunities. Volunteer. Get on a committee. Pursue a leadership role. So there you have it. If you think this list would be helpful to anyone you know, please pass it on. Or supplement it with your own best advice! Mark Zweig is Zweig Group’s chairman and founder. Contact him at mzweig@zweiggroup.com.

MARK ZWEIG, from page 5

1. Learn about the company you work in. It is shocking to me how many new employees don’t know anything about the business they are working for. When was it founded and by whom? What are the major strategies? What is the firm’s history and what events inside and out shaped what the firm is today? Where is the firm going now? Who are the people at the top and what are their backgrounds? Knowing all of this information will help you be more engaged and informed, both good signs to an employer. 2. Be willing to learn how the company wants you to do something before making suggestions on how to change things. This is a hard but necessary lesson to learn. There may be good reasons things should change. But there may also be good reasons for why they are being done the way they are currently. When you are new, you lack the perspective that comes from experience. It takes time to gain that experience. New grads who are too quick to find fault with the ways they are being told to do things may look arrogant to supervisors. I have observed this problem in a number of entry-level college graduates. You don’t want to look arrogant. “I would check out winners of Zweig Group’s Hot Firm List (rapidly growing firms) and Best Firms To Work For . A rising tide lifts all ships and those deemed “best places to work” are probably better than those not.” 3. Be responsive. Return all calls and emails promptly, including those that come in after hours. I have found often, the higher up you go in the organizational hierarchy, the quicker people respond. There is little those in management appreciate more than someone who responds quickly and seems like they are more conscientious and interested in their work than other employees. 4. Work a lot of hours and put in your face time. Even though most of us can work from afar thanks to the electronic tether of our cell phones and computers, there’s no substitute for being there. Being the first person in the office and one of the last to go shows that you are all-in and want to get ahead. While I am aware there is much more to life than work, lots of hours early in your career can pay huge dividends later. Chances are, this is the point in life when you have fewer outside obligations and can put in the hours. Take advantage of that time because there will come a day when you can’t work so much. Work ethic – and perhaps even more importantly, the impression of it – are critical to your early recognition and success. 5. Watch what you put on social media. Remember that your boss or bosses are probably on social media just like you. Sharing your political ideology – no matter how

THE ZWEIG LETTER JULY 21, 2025, ISSUE 1594

OPINION

Reclaiming the future

NOMA’s HBCU Professional Development Program is reshaping architecture by expanding opportunity, building networks, and investing in underrepresented talent.

W hen I think about the future of architecture, I don’t just see buildings – I see people. I see untapped potential in classrooms, communities, and cultures that have long been excluded from shaping the built environment. The NOMA HBCU Professional Development Program is a direct response to this exclusion. It’s not just a program – it’s a movement grounded in equity, mentorship, and the intentional development of underrepresented talent.

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

I’ve spent the past decade navigating this profession – its triumphs and its trials – and one thing is clear: access to opportunity is still not equitably distributed. Programs like the HBCU PDP aren’t just a good idea; they’re essential. They provide critical touchpoints between architecture firms and students attending Historically Black Colleges and Universities (HBCUs) – students whose brilliance, creativity, and lived experiences can reshape the field if given the right platform. Co-founded by Melvalean McLemore-Catina, Anzilla Gilmore, and Zhetique Gunn, and inspired by Jonathan Moody’s charge for direct action, the HBCU PDP was built to close the opportunity gap in architecture. The goals are straightforward but

powerful: build networks to award-winning firms, help students secure entry-level positions, and establish lasting mentorship rooted in support, not charity. That last part is key: this isn’t about charity – it’s about justice. As someone who attended an HBCU, Tuskegee University, and has deep roots in Black and Afro-Caribbean culture, I recognize the unique environment HBCUs provide: cultural belonging, community strength, and academic excellence in the face of systemic adversity. Today, only seven HBCUs have NAAB-accredited architecture programs,

See RICARDO JESUS MAGA ROJAS, page 8

THE ZWEIG LETTER JULY 21, 2025, ISSUE 1594

TRANSACTIONS ALIGN PARTNERS WITH ENGINEERING SERVICES FIRM AKS Align Capital Partners has announced that it completed the recapitalization of AKS Engineering, a multi-disciplinary consulting firm providing civil engineering, surveying, natural resources, permitting, planning and design services to a wide range of private and public clients throughout the Pacific Northwest. AKS has more than 350 employees and is headquartered in Tualatin, Oregon, with six additional locations across Oregon and Washington. AKS management and employees retain a significant stake in the firm and will continue to lead through its next phase of growth. “The partnership with ACP marks an exciting new chapter for AKS. As our business has grown over the years, we determined it was the right time to

partner with the ACP team to help AKS tap into additional resources, continue serving clients at the highest level and create more opportunities for our employees,” said CEO Blair Carlson. “In ACP, we are confident that we’ve found a firm with the same core values, who recognize the value of the relationships we’ve built with our clients, employees, and local communities and shares our growth vision for the future.” “We’re excited to partner with the AKS team to continue to grow the Company in the Northwest. Through key organic growth initiatives and the completion of four add-on acquisitions to date, the team has already done a tremendous job growing AKS and establishing a burgeoning leader. We look forward to helping expand on that momentum through continued investment and

complementary acquisitions,” added ACP Partner Jack Parks. The partnership with AKS evolved from an investment theme ACP developed in the AEC industry. With its talented team, top quality service offering in a complex and highly regulated geography and numerous growth opportunities, AKS represents a unique opportunity to partner with a top performing team within the AEC industry. AKS is a multi-disciplinary consulting firm that has served the Pacific Northwest since 1996. Through seven office locations and over 350 employees trained across multiple disciplines, AKS provides in-depth expertise and resources in civil engineering, surveying, natural resources, permitting and land use planning.

they’re expected to hire, sponsor, and invest. And students aren’t just expected to observe; they’re encouraged to lead, ask questions, and shape the culture of the profession itself. I’ve personally been moved by how this program redefines mentorship. It’s not top-down; it’s mutual. I’ve learned as much from mentees as I have from peers and mentors. The students who participate in HBCU PDP are not just looking for jobs – they’re looking to make an impact. They bring a clarity of purpose and a hunger that is contagious. If you’re a student reading this, I’ll offer the same advice I wish someone had told me earlier: take the leap. Show up to that info session. Apply for the cohort. Be prepared with questions. Your presence matters. And if you’re a professional or firm leader: get involved. This is where the profession is going – toward justice, toward equity, toward impact. But we can’t get there if we leave people behind. The work isn’t done. We need more touchpoints, more funding, more institutional support. But we also need more belief – in programs like the HBCU PDP, in students from HBCUs, and in the possibility that this profession can reflect the richness of the world it’s meant to serve. The future of architecture is here. It’s in our classrooms, our studios, our communities. And it looks like Jayden. It sounds like Ron. It motivates like Ricard. It leads like the founders of the HBCU PDP. And if we keep showing up, supporting each other, and holding the door open – we just might build something truly revolutionary. 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 7

making up just 5 percent of all such programs in the U.S. Yet these institutions are bursting with talent. One-third of all Black architecture students attend an HBCU. When I first learned about the HBCU PDP, I was immediately struck by the thoughtfulness of its design. This is a program built on relationships – between students and professionals, firms and schools, mentors and mentees. It’s not about checking a DEI box. It’s about investing in people who have always had the potential but not always the access. Don’t take it from just me. Jayden Woullard, a Tuskegee University student, said: “Before Tuskegee, I had limited exposure to architecture. As a Black woman, that access was even more limited. The HBCU PDP changed everything – it gave me mentorship, exposure, and confidence. It’s more than a program. It’s a village.” Ricard Charles, from Morgan State University, shared: “The HBCU PDP was my stepping stone. Coming from community college, I lacked connections. This program gave me mentors who guided me into my first full-time role. The support is real – and lasting.” Ronald Caldwell, a student at Howard University, reflected: “Despite the odds, we’re here – riding the ripples of those before us and creating waves for those who follow.” We often talk about the “pipeline problem” in architecture, but the truth is, the talent exists. The problem lies in limited efforts in recruitment and failure to expand beyond comfort and familiarity. What the HBCU PDP does differently is that it expands access in recruitment by connecting firms directly with the seven NAAB-accredited HBCU programs across the country. The program is also offered to firms at no cost, with the option to support financially through the Prescott Reavis Grant. Learn more here! Firms aren’t just invited to mentor;

Click here to learn more about NOMA’s HBCU professional development program.

THE ZWEIG LETTER JULY 21, 2025, ISSUE 1594

OPINION

Speed is your strategy

In 2025, faster firms win – optimize key processes from proposal to payment to stay competitive in AEC.

Technology update brought to you by

“I started running an engineering firm, and my plan to win was that we’d respond to emails in less than a week.” This is some hyperbole from one of our customers, but the statement contains a nugget of truth. Speed matters in an AEC industry not known for its pace. This is especially true in 2025. Client demands, generational workforce shifts, macroeconomic trends, and technology are all changing at an accelerating rate. The firms moving quickly are the ones succeeding, while most firms are feeling squeezed.

Matt Cooper

As Larry Fabbrioni of Practice of Architecture put it, “If it feels like it’s become more challenging to maintain the same levels of prosperity, that’s because it has.” With lower fees for bigger scopes and faster turnarounds (among plenty of other challenges for architecture and engineering businesses), firms need to prioritize speed. Not only for project delivery, but across all aspects of the firm’s operations. So how do AEC firms move faster? A good framework helps. Start by breaking down the “proposal to paid” process for firms: ■ Win new clients and projects. How quickly are you responding to leads? A Harvard/InsideSales

study suggests that conversion rates drop by eight times after only five minutes following submission of a lead. Further, responsiveness can set the tone for the client relationship. A firm that follows up on a lead quickly indicates to a prospective client that they will be responsive and engaged partners during the project. That’s why “speed to lead” can be such an important metric. Time to submit proposals also matters. Firms are often held back when employee bio/project data isn’t well organized and accessible. Historical data

See MATT COOPER, page 10

THE ZWEIG LETTER JULY 21, 2025, ISSUE 1594

TRANSACTIONS ARDURRA ACQUIRES CRM FIRM, JANUS RESEARCH, INC. Ardurra Group Inc. has announced the acquisition of Janus Research, Inc., a cultural resource management firm that has served Florida clients for more than 40 years. Ardurra, ranked No. 75 on Engineering News-Record’s Top 500 list, is known for delivering complex engineering and design services to public and private entities across the United States. Founded in 1979 and based in Tampa, Florida, Janus Research helps protect and preserve important historical and cultural sites through comprehensive

assessment, planning, and compliance services. Their 21-person team ensures development projects meet federal and state preservation requirements while balancing progress with cultural stewardship across Florida’s diverse communities. The acquisition makes Ardurra a top- three cultural resource management provider in the state of Florida. “Janus Research, Inc. has earned an exceptional reputation over four decades in Florida’s cultural resource management market. As we continue building our CRM capabilities, their expertise and long-

standing relationships will significantly strengthen what we can offer clients,” said Ernesto Aguilar, PE, president and CEO of Ardurra. “Building our reputation for excellence and ethical research as a small firm hasn’t been easy, but our team has always maintained the highest professional standards,” said Ken Hardin, President of Janus Research. “Ardurra shares our values and approach to quality work. We’ve collaborated on projects before and have great respect for their colleagues. This partnership allows us to take our commitment to excellence to the next level.”

way to minimize all the paper checks traveling through snail mail). Firms that send electronic invoices with the ability for clients to pay electronically see a 14 percent decrease in the time to collect. And the more clients pay electronically, the more significant the decrease. firms need the right data at the right time to make decisions. How long does it take your firm to close the books each month? Do project status and staffing reports emerge at the click of a button, or after compiling spreadsheets for a few weeks (or never)? Are the reports and dashboards you use generated with live data, or are they relying on stale information? ■ Generate results and insights. Perhaps most important, For each of these steps, as with everything, improvement requires measurement – what speed-based metrics are most important? Where can firms cut time out of their processes? SPEED MATTERS, AND TECHNOLOGY IS CRITICAL TO DRIVING SPEED. I’m a big fan of simple prototyping for data collection or workflows before systematizing it. But by the time firms hit any real scale, most need technology to enable a consistent, fast process. For example, lead response and data management for proposals likely require a CRM system. Real- time data around projects or firm performance isn’t possible unless projects, time or progress tracking, and invoicing are all linked together seamlessly. And paper checks won’t go away without a means to invoice and collect payment electronically. Many firms have been reticent to invest in firm management tools in the same way they’ve invested in design tools, but the former is required for firms to move fast to meet the challenges of a quickly changing industry. One closing caveat: Building process and measuring results is not free. Trying to optimize across all phases simultaneously will mean sub-optimal results and may mean other areas of the firm suffer. Especially if you’re a small or midsized firm, pick one or two processes to optimize, and a couple of metrics to start tracking. You’ll get a quicker win and build momentum to improve speed across the rest of your firm. Matt Cooper is CEO of BQE Software, Inc. Connect with him on LinkedIn.

MATT COOPER, from page 9

on projects – to better understand how to price – can also help make fee-setting a more systematic rather than an ad hoc (and time-consuming) exercise. ■ Set up and staff projects. By the time firms grow to the point where firm leadership can no longer look around the room and know what everyone is working on, staffing becomes a challenge. And because people are the most valuable resource for AEC firms, there’s high leverage to being able to flex resources quickly. Even more important is moving fast enough to forecast work in the future. If firms don’t have visibility into their project pipeline and their staffing, they run into situations where they’re under-delivering for clients (understaffed) or giving away work (overstaffed) to drive up utilization. ■ Deliver great projects. For an industry where time and materials is unfortunately still the most common billing method, project delivery speed hasn’t always been a priority. However, speed matters. Faster delivery matters to clients and increases the value of the services you provide. Driving internal efficiencies will almost certainly pay off in the long run. Firms can track metrics like hours or days per phase (or appropriate unit). Tracking speed-plus-accuracy measures like percentage of on-time deliverables can help encourage firms to move faster as well. ■ Invoice and collect. Our 2025 Benchmarking Report suggests that firms take 57 days on average to get paid, but many firms take 50 percent to 100 percent longer than this. Time is money, and cutting your collection period has real cash flow and cost implications. Firms ought to be looking at their time to invoice and invoice-to-payment timing. We tend to see the former move slowly when firms have ill-defined invoicing processes and struggle to collate disparate data sources (i.e., across multiple systems). For invoice-to-payment, firms benefit from structured data around outstanding invoices and a client reminder system (and of course, a

THE ZWEIG LETTER JULY 21, 2025, ISSUE 1594

Page 1 Page 2 Page 3 Page 4 Page 5 Page 6 Page 7 Page 8 Page 9 Page 10

Made with FlippingBook flipbook maker