TZL 1552 (web)

September 9, 2024, Issue 1552 WWW.ZWEIGGROUP.COM

TRENDLINES

AEC firms’ hiring needs

Needs met with in-house and outside efforts Beyond scope of in- house HR/recruiter Within capabilities of in-house HR/recruiter

Firm owners need to first be intentional, vulnerable, and transparent in order to make their transition a success. Leading through transition

20% 30% 40%

O ne of the first questions I like to ask myself when evaluating a client’s succession plan is the context of their exit. Are they tired and ready to leave in two years? Are they checked out and overstaying their welcome? Who is initiating the ownership transition? Do any of the other owners want this individual out? Will the firm still need this individual to function properly? There are many scenarios I see play out during ownership transition and getting clarity for these questions helps me understand how I can help. There are unique dynamics in each firm. Don’t try to hide them. Those unsaid truths and issues haunt every firm. The ego trips between the partners, power plays from departments, division between the current and incoming owners – these things all affect transition planning in a major way. That is why acknowledging them and bringing them into the limelight makes succession planning smoother. This is where leadership comes into play. Being an effective leader is like riding a unicycle on the highway. Very few can do it well. Demonstrating leadership during ownership transition goes a long way by setting a standard of how transitions are supposed to occur. Here are three things an effective leader must think about during this time: 1. Intentions. True leadership is tested during an ownership transition because you get to see people’s true colors. Is it all about the firm’s valuation and everything else is secondary? Does the owner care for their people to succeed beyond them or do they want to cash out and run? Do they care about overburdening the firm with debt? An intentional leader plans ahead and starts building their second- tier leaders up early. I worked with the sole proprietor of a small architecture firm in the South where the owner had been extracting the value of the business by taking a large salary and distributions. Despite this, he was trying to value the firm at 25 percent above its actual worth. Owners need to be realistic with their circumstances and come to grips with the truths of their intentions. 2. Vulnerability. Showing an upcoming leader how to do your job puts you in a vulnerable place. You are entrusting what you have dedicated your entire life to doing to someone else. You are handing over what you have built into their hands. It is a delicate balance between delegating important responsibilities and not

FIRM INDEX Croy................................................................................. 6 Fehr Graham.............................................................2 Midwest Engineering Associates..............2 MSA Professional Services, Inc................13 Ware Malcomb......................................................11 WSB............................................................................... 11 MORE ARTICLES n MAILENA URSO: Zweig Group in action Page 3 n HARRY HAWKINS: Connecting in the age of networking Page 5 n MARK ZWEIG: The cancer within Page 8 n VAL BRENNAN: It’s time to let this marketing relic die Page 10 n JEFF BORNEMISS: A strategic advantage Page 12 According to Zweig Group’s 2024 Recruitment & Retention Report , 34 percent of survey respondents admit their hiring needs are beyond the scope of their in-house HR/recruitment staff, despite the fact that recruiting/hiring is such an important element of a firm’s success. Participate in a survey and save 50 percent on the final or pre- publication price of any Zweig Group research publication.

Ezequiel Tovar

See EZEQUIEL TOVAR, page 2

THE VOICE OF REASON FOR THE AEC INDUSTRY

BUSINESS NEWS FEHR GRAHAM AS ENGINEERING NEWS-RECORD MIDWEST TOP DESIGN FIRM Fehr Graham, a leading Midwest engineering and environmental firm in the Midwest, announced its debut on the Engineering News-Record Midwest Top Design Firm list, securing the No. 60 position. The list highlights the largest Midwestern-based design firms, ranking them based on design-specific revenue. While Fehr Graham has consistently appeared on the ENR Top 500 Design Firms List, this marks the firm’s first recognition within the Midwest-specific category. This underscores Fehr Graham’s expanding influence and dedication to excellence in engineering. Fehr Graham President Mick Gronewold is proud of the firm’s continuous recognition. “Our team’s commitment to solving our clients’ challenges is at the heart of everything we do,” Gronewold said. “Being RECOGNIZED

listed on the ENR Midwest Top Design Firms shows our technical proficiency and the meaningful impact we have on the communities we serve.” Founded in Freeport, Illinois, in 1973, by Al Fehr and Joe Graham, the firm has rown from a modest office with five employees to 15 offices across three states with 250 people. Growth has come organically and by acquisition. Fehr Graham acquired Midwest Engineering Associates in April. Fehr Graham joined Trilon Group last year. ENR conducts annual surveys and ranks companies within general contracting, specialty contracting, engineering, architecture and environmental services based on annual revenue. These rankings are categorized into specific markets. Fehr Graham partners with private and public clients on projects ranging from water and wastewater treatment facilities to roads, bridges and highways.

Interested in learning more

about the projects and ideas driving the AEC industry forward? Learn more with Civil+Structural Engineer Media.

EZEQUIEL TOVAR, from page 1

micromanaging. It’s important to recognize that certain decisions regarding the firm’s direction may be made differently from how you would have approached them. That is why building the necessary trust in advance will help you navigate succession planning. 3. Transparency. What exactly are people buying? Not only as an investment, but culturally as well. There was an architectural firm in the Southwest that was growing gross revenue 6 percent each year for five years and their pre-tax, pre-bonus profit was 25 percent. They were well diversified in different markets. On paper everything was great, but behind that success were the burned-out individuals who could not take it any longer. One of the key employees had left a year before due to lack of transition planning and started his own business, another was dealing with a stroke that impaired his ability to work, and yet another who had significant client relationships was planning to leave in a couple of months. Being transparent with your staff will help you build credibility. This will communicate to the buying shareholders that you have their success in mind and that you have an honest perspective. These points give you another layer to view the context of your firm. What’s the point in mapping out the financial component, buy/sell agreements, and sell down schedule if you don’t have fundamentals straight? Be an effective leader and the rest will follow. Firm owners need to first be intentional, vulnerable, and transparent in order to make their transition a success. Ezequiel Tovar is an analyst within Zweig Group’s ownership transition team. Contact him at etovar@zweiggroup.com .

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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 2024, Zweig Group. All rights reserved.

2024 ELEVATEAEC CONFERENCE & AWARDS GALA The largest in- person gathering of industry leaders and award-winning firms, this year’s 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 18-19 in Tampa Bay, Florida. Click here to learn more!

THE ZWEIG LETTER SEPTEMBER 9, 2024, ISSUE 1552

OPINION

Zweig Group in action

T his fall, Zweig Group is thrilled to showcase our expertise and insights at several prestigious industry events. Our subject matter experts will be sharing their knowledge on key topics shaping the future of the AEC industry. Zweig Group experts will present on mergers and acquisitions, AI, compensation, and recruiting and retention at key AEC industry conferences this fall.

Here’s a look at where you can catch them in action:

ElevateAEC Conference & Awards Gala, September 18-19, Tampa Bay, Florida. Zweig Group’s Chad Clinehens; Chad Coldiron, principal and director of development; Jeremy Clarke; Mark Zweig, founder and chairman; Tom Godin, senior director of performance; Tracey Eaves; Will Swearingen; Ying Liu, director of growth; and Randy Wilburn, podcast strategy consultant, will come together for cutting-edge discussions at the largest in-person gathering of industry leaders and award-winning firms, with a focus on “elevating the industry.” Learn more here. ACEC Business Development & Marketing Forum, September 22-24 (session on September 23 at 8:30 a.m.), Denver. Kristin Kautz, an artificial intelligence consultant with Zweig Group, will be

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Mailena Urso

■ Environmental Compliance Navigator 2024, September 9-10, Nashville, Tennessee. Jeremy Clarke, Zweig Group COO and managing director of talent, will be presenting on “Salaries and Career Tracks for Today’s Environmental Professionals.” Learn more here. ■ M&A Next Symposium September 17, Tampa Bay, Florida. Zweig Group’s Chad Clinehens, president and CEO; Tracey Eaves, managing director of transition; Will Swearingen, chief data officer; and Sarah Kinard, market research partner, will dive into the “next” practices in the world of M&A during this highly interactive event designed to provide education and practical application. Learn more here.

■

See MAILENA URSO, page 4

THE ZWEIG LETTER SEPTEMBER 9, 2024, ISSUE 1552

■ NCSEA Summit, November 5-8 (session on November 6 at 4:00 p.m.), Las Vegas. Kristin Kautz will present a session on “Training Programs to Advance Your Staff’s AI and Tech Skills.” There are seemingly endless AI tools out there, and if technology is not your full time job, you probably have not had a chance to explore and learn which ones are most relevant and helpful to you. In this session, Kristin Kautz will share some of the tools she’s tested extensively and determined to be the most useful for the different roles in an AEC firm. Learn more here. We’re proud of our experts who continue to lead and inspire through their presentations. If you’re attending any of these events, be sure to catch their sessions for valuable insights and practical strategies. Stay tuned for more updates and highlights from these engagements! Zweig Group is the No. 1 advocate and trusted partner for top AEC firm leaders, offering consulting solutions in four core areas: Talent, Performance, Growth, and Transition. To learn more about Zweig Group’s consulting services, click here or contact us here. Mailena Urso is chief marketing officer at Zweig Group. Contact her at murso@zweiggroup.com .

MAILENA URSO, from page 3

presenting on the “Current State of AI in AEC.” Learn more here. ■ ACEC Human Resources Forum, September 22- 24 (session on September 24 at 9:45 a.m.), Denver. Jeremy Clarke will be presenting a session on “Proven Compensation Strategies to Drive Recruiting and Retention.” Learn more here. ■ ACEC Fall Conference, October 20-23 (session on October 21 at 4 p.m.), New Orleans. Kristin Kautz will speak about “Essential AI and Tech Training for AEC Professionals.” With new AI tools emerging at lighting speed, it’s becoming harder to determine which are most useful. This session will help attendees separate what is needed from what isn’t to find the tools that are most aligned with the needs of an AEC firm. Learn more here. ■ EDConnect24, October 22 (session at noon), virtual. Jeremy Clarke will present a session about “Proven Compensation Strategies to Drive Recruiting and Retention.” How are firms successfully navigating the increasingly competitive recruitment and retention challenges? Through the perspective of a successful AEC recruiting agency, this session demystifies compensation strategies that help drive employee recruitment and retention. Learn more here.

THE ZWEIG LETTER SEPTEMBER 9, 2024, ISSUE 1552

OPINION

N o matter how things have changed, the value of networking will always stand the test of time. It allows one to find commonalities amongst peers, seek new paths, and most importantly, the opportunity to make true, genuine connections. This is the important part. Networking’s enduring value lies in fostering genuine connections, enhancing career paths, and cultivating meaningful, human-centric relationships. Connecting in the age of networking

Building the foundation of a successful career goes far beyond shaking hands and adding another business card to your ever-growing pile of contacts. I’ve seen that true success comes from fostering connections. But how can you do it? Based on my experience, I recommend embracing the spirit of a “connector.” Become the person who your clients can lean on – whether that means solving the problem or connecting them to someone who can. Let’s dig a little deeper into what it takes to become a connector of clients and communities. PERSON-TO-PERSON. First, let your client be human. In the corporate sphere, we tend to start with the spill espoused at the latest sales meeting, only focusing on bottom lines and tight deadlines. As we all know,

businesses can’t function without meeting those goals, but to truly thrive, we need to see the humanity in our peers. We all experience life beyond our office walls and computer screens, and sometimes, both you and your client need a reminder. Don’t be afraid to ask. While it may seem daunting to do when you first meet someone, take the time to get to know them. The first meeting should be nothing more than an initial step in starting to build the relationship. Asking questions like, “How’s your daughter liking college?” or “Did you catch the game last night?” can make all the difference. It shows your client your investment doesn’t end when the paycheck comes in or the profits hit record levels. These small moments let you

Harry Hawkins

See HARRY HAWKINS, page 6

THE ZWEIG LETTER SEPTEMBER 9, 2024, ISSUE 1552

drive comes from and realize their personal stake in matters. This understanding fosters a sense of connected motivation, propelling your business together in the process. To listen is to learn, and the more you learn, the stronger your career potential becomes. TAKING CARE OF YOUR CONNECTIONS. As I mentioned, in becoming a connector, you and your client become more human. We as human beings are created for these connections, and we must care about maintaining these connections. In this busy world, it is easy to let relationships fall to the wayside. Sure, you’ve checked on their daily Facebook updates or maybe you had lunch with them a few months ago, but don’t hesitate to reach out and keep in touch. This kind of consistent communication is key to keeping your connection strong. Recently, Croy hosted a taco truck engagement event at our Chattanooga, Tennessee, office. Being new to the Croy team, I didn’t know what to expect of this event, but I was very impressed by the turn-out! I had the pleasure of seeing old friends and new colleagues alike sharing a meal and having great conversations. Through my own conversations, I soon realized that all these people were here because my colleagues are the kind of people who value connections. Their communication doesn’t stop when the deadline hits, and more importantly, the Croy team makes the effort to bring people together. I can say confidently that we are a company made up of connectors. Even if the business aspect of your connection is no longer the focus, touch base with them on a personal level. Come alongside them, letting them know you’ll always be someone they can rely on when life gets tricky. In return, they come alongside us when we hit the lows of our lives or careers. They are the people you break bread with, call during the holidays, send condolences to. In the same vein, when they reach the mountaintops, we all celebrate just as they help us. Together, we move forward as humans and in doing so, set an example for the next generation to do the same. And yes, through listening and consistency, you can build these kinds of relationships in the corporate world. THE VALUE OF BEING A CONNECTOR. While I believe these connections will help you meet your corporate goals, they also create an unbelievable bond with your clients. Yes, there will be bumps in the road; both of you will experience the highs and lows of life. However, the bond will enable you to work through the tough times while maintaining win-win scenarios through solving problems and providing deliverable solutions along the way. We humans have approximately 4,000 weeks on this planet. When our time to depart arrives, we will not be remembered for what we brought to the bottom line. We’ll be remembered for how we made the people within our corner of the world feel. So, make the connections, and maintain the ones that matter. You never know how it can change things. Harry Hawkins joined Croy in March 2024 as the vice president of client services. He is based in the firm’s Chattanooga, Tennesse office and can be reached at hhawkins@croyeng.com .

HARRY HAWKINS, from page 5

both step out of your job title and be genuine. It proves that your desire to do business with them is personal. In reflecting upon the value of these person-to-person conversations, I reached out to one of my colleagues from the Chattanooga Chamber, CEO and President Charles Wood. Wood shared his testament to our efforts here at Croy, saying, “Doing business with Croy is never just business. They stay connected to me personally, as well as to our community. Whether it is asking about my family and upcoming events or strategically thinking about how the projects they work on will impact our community, the team from Croy has embedded community and relationships into every project we’ve worked on. From the start of our business relationship to my many friendships with Croy team members today, they’ve never faltered in showing how much they care.” “Building the foundation of a successful career goes far beyond shaking hands and adding another business card to your ever-growing pile of contacts. I’ve seen that true success comes from fostering connections.” A LISTENING EAR. Making this kind of impactful connection isn’t an easy task. Like anything worth having, connections take time and effort. As you spend more time with your client, your conversations will naturally evolve beyond small talk and pleasantries – but only if you listen. While this may seem like an elementary concept, listening is a skill you build your entire life. It’s a muscle that needs training to strengthen, especially in an age of constant information. We’re hearing about the latest sales growth, hearing about the newest software, even hearing the voice inside our heads that won’t stop talking about taking a vacation. We do so much hearing in this life that the basic skill we learned long ago is no longer second-nature. To be a connector, you must be a listener. How can we serve our clients if we are only getting a surface-level understanding? For example, a colleague from Dalton, Georgia, recently reached out to me and Croy’s CEO, Greg Teague, P.E. While speaking with this person and their team, we could tell this wasn’t a simple catch-up call. There was something weighing on them, and we needed to be the people they could lean on. With the right questions, the team eventually opened up. They gave us insight into an incomplete project that needed new direction. Because we listened and showed how much we care, we were able to give them a solution and get the project off the shelf. While we didn’t take on the project ourselves, we quickly connected them with the right people who could. That’s what it’s all about. Making a conscious effort to seek out the details and ask specific questions shows your client that you care about them beyond business matters. Not only will this put your client at ease knowing they have a trusted partner on their side, but it helps you learn too. You’ll soon see where their

THE ZWEIG LETTER SEPTEMBER 9, 2024, ISSUE 1552

FROM THE FOUNDER

The cancer within

Negative employees in AEC firms can undermine management, leading to declining morale, productivity, and company performance.

T here is a cancer that exists in so many established AEC businesses that no one talks about. That cancer is the negative, cynical, skeptical employee (or employees) who undermine management on a daily basis.

When combined with kind and good-natured, non- confrontational firm management – management that has limited confidence in their own abilities as businesspeople, and who do everything they can to avoid cutting anyone from their team – you end up with a company staffed by people who do the least amount they have to to keep their jobs and one that performs poorly in terms of profitability and growth. The longer you have been in business, the greater the likelihood you have this problem. Ignored over time, it grows. The financial performance of the company gets worse and worse, and the situation compounds itself. And the resulting employee apathy eventually spreads to management and throughout the entire organization and kills the company from within. It’s not the economy or the market or competitive businesses that ruins it – it is rot from the inside. None of this happens overnight. It can take years before the full effect of these people becomes

evident. And there are plenty of warning signs that the disease is spreading. Here are some of them: 1. Work hours are declining. You see an across the board decline in hours worked. Never a good sign. 2. Absenteeism is increasing. When you see a trend for more sick time and vacation time being used, it is not a good sign that morale is high. 3. You see and hear about more “meetings after the meeting.” Those are the ones in the parking lot or coffee bar where the old-timers (many times those who have been there the longest and are the most negative) are interpreting and editorializing on what management is saying for the rest of the employees. Most of the time in my experience it’s skepticism. 4. Staff turnover is increasing. The unhappier people get with smaller raises and bonuses

Mark Zweig

THE ZWEIG LETTER SEPTEMBER 9, 2024, ISSUE 1552

from the firm’s declining financial performance, and the more negativity they are exposed to from their fellow workers, the more likely they are to see if things are better somewhere else. 5. Petty disputes are on the rise. The less people have to do and the less focused they are on growing the firm, the more they fight over the scraps and perceived injustices of management. So what do you do about this? 1. Management has to confront the naysayers. Hear them out and then tell them what you are doing immediately. No delay. Delays allow the misconceptions to go on unchecked and make everything worse. 2. Management needs to show a willingness to move those out who no longer buy into the program. Yes it’s hard to find people. And yes, no one wants to step up to fill their shoes until a replacement is found. But it’s necessary. You cannot wait until those people decide to leave on their own. All that does is reinforce the idea to the rest of the employees that “they (the naysayers) were right,” and their negativity and cynicism was justified. 3. Better people have to be found. And when they are, you don’t want them to be trained by the negative people who are there (often someone who has already turned in their notice) allowing their minds to get polluted. By the way

– those who quit for most reasons need to be moved out immediately. There could be an exception for those whose spouses are being relocated, or those who are retiring, but most of the time getting them out now is best. 4. Management needs to communicate more. Open-book management. Sharing victories. Sharing stories of heroic behavior from employees. Sharing testimonials from happy clients. Sharing the business plan. Sharing progress toward goals. Positive stuff. More positive information has to be flowing than negative information. The problem usually is management doesn’t think they have time for this – they are busy selling and doing work. But they have to find time to do this. 5. Management needs to project confidence and optimism themselves. They cannot look or act defeated. They must demonstrate faith daily that the firm is on the right path. So does any of this sound familiar to you? Are you allowing a cancer to grow from within your firm? Or are you going to surgically remove it and treat yourself with chemo to be sure it hasn’t spread? The choice to act (or not to) is yours and yours alone. Mark Zweig is Zweig Group’s chairman and founder. Contact him at mzweig@zweiggroup.com .

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THE ZWEIG LETTER SEPTEMBER 9, 2024, ISSUE 1552

faegredrinker.com

OPINION

By moving beyond outdated tools, we can foster more meaningful connections, better demonstrate our capabilities, and evolve with the needs of our clients. It’s time to let this marketing relic die

I n the dynamic realm of the architecture, engineering, and construction industry, marketing strategies are pivotal for securing client trust and business sustainability. However, traditional methods such as the one-pager are rapidly losing their effectiveness. The one- pager, once a staple in marketing toolkits, now represents an outdated approach that can potentially limit a firm’s market perception and success.

Val Brennan

THE SERVICE-FIRST CONUNDRUM. For decades, one-pagers have been the go-to marketing material, typically leading with a detailed list of services. This method, while straightforward, inherently restricts a firm’s narrative to a narrow scope. Clients, especially in the AEC sector, look for partners, not just service providers. When we lead with services, we risk being pigeonholed, recognized only for specific capabilities rather than as a comprehensive solution provider. This not only diminishes our appeal but also caps our potential engagements. A CRUTCH FOR THE SALES-AVERSE. Sales is an art, particularly in technical fields where the nuances of services are complex and varied. The

reliance on one-pagers has inadvertently become a security blanket for those uncomfortable with direct selling. This trend is counterproductive. While a one-pager can neatly summarize a service, it cannot replace the human element crucial in sales – empathy, adaptability, and the ability to engage. By over-relying on these documents, we prevent our staff from fully developing these essential skills, ultimately impacting our firm’s ability to connect and resonate with potential clients. MISALIGNED MEETING APPROACHES. The most strategic error with one-pagers is their tendency to dictate the flow of client meetings. Successful client interactions are not about inundating prospects with

THE ZWEIG LETTER SEPTEMBER 9, 2024, ISSUE 1552

BUSINESS NEWS WARE MALCOMB CHAIRMAN CO- CHAIRS RECORD-BREAKING $383 MILLION FUNDRAISING CAMPAIGN FOR KENT STATE UNIVERSITY Kent State University recently acknowledged Ware Malcomb Chairman Lawrence Armstrong and his wife, Sandra Armstrong for their leadership of Forever Brighter, the school’s most successful fundraising campaign in its 114-year history. The husband-and-wife team co- chaired the three-year campaign and were themselves major donors to the effort, which concluded in June 2024 and raised more than $383.2 million. Forever Brighter was a comprehensive fundraising campaign that launched with an initial goal of raising $350 million to support student scholarships, university initiatives, capital-building projects and global education. Philanthropic support during the campaign has resulted in the construction of Crawford Hall, a new 150,000-square-foot home for the Ambassador Crawford College of Business and Entrepreneurship on the Kent Campus, as well as an expansion to the College of Aeronautics and Engineering building and FedEx Aeronautics Academic Center, and other important capital improvements. “Sandy and I have always been thankful for the role Kent State played in our lives,” said Armstrong, who earned his degrees

from Kent State in 1979 and 1980. “Serving as the co-chairs for the Forever Brighter campaign allowed us to contribute to the long-term success of this awesome university, and it has been exciting to see how devoted our university community is to Kent State and its students. The support raised through this campaign will continue to elevate our reputation as a top university while making a Kent State education accessible to countless students.” A total of 66,310 individual donors contributed during the campaign. With three priorities - Prioritizing Student Success, Expanding University Initiatives and Building the Future – at its core, the campaign would fund projects, programs and initiatives to enhance student experiences and elevate Kent State’s reputation as a national leader in student support, athletics, research and innovation. “The Forever Brighter campaign placed student success, especially scholarships, as its highest priority,” Sandra Armstrong said. “That commitment to student success is one of the special qualities that makes Kent State so amazing, and it’s a commitment that is shared among our enthusiastic supporters. Thank you to our Campaign Executive Committee and everyone else who contributed to the success of this campaign and the

brilliant futures of Kent State students who will serve as the next generation of leaders.” Philanthropy has become a driving force at Kent State, illuminating a brighter future for its students and their communities. The successful campaign demonstrated the success that Kent State has had since 1991, when the university implemented its first fundraising campaign and began promoting a culture of giving among alumni and other supporters. “As we look toward the future, we celebrate the success of the Forever Brighter campaign and continue our commitment to ensuring access and fostering completion,” said Todd Diacon, Kent State’s president. “I’m thrilled that we exceeded our $350 million goal. That’s going to make a difference, right now and long into the future. We are all deeply grateful to the thousands of donors whose generosity is making the university forever brighter.” “As we conclude the Forever Brighter campaign, we are humbled and proud to have surpassed our $350 million goal,” said Valoree Vargo, Kent State’s vice president of philanthropy and alumni engagement. “We are grateful to the many supporters who have given their time and contributions; we have achieved our goal of making our students’ futures brighter.”

can foster more meaningful connections, demonstrate our full spectrum of capabilities, and, most importantly, evolve alongside the needs of our clients. In the era of holistic service and partnership, listening and personalized engagement are the keys to unlocking true business potential. Val Brennan is director of marketing at WSB. Connect with her on LinkedIn. “For decades, one-pagers have been the go-to marketing material, typically leading with a detailed list of services. This method, while straightforward, inherently restricts a firm’s narrative to a narrow scope. Clients, especially in the AEC sector, look for partners, not just service providers.”

prepackaged information but about listening – understanding their challenges and tailoring our dialogue to address these issues. A one-pager encourages a monologue when the need of the hour is a dialogue. It is imperative that we shift our approach to one that prioritizes listening, thus fostering a more consultative and client-centric relationship. A STRATEGIC SHIFT IN APPROACH. Transitioning from the one-pager mentality involves a strategic overhaul. We start by setting clear goals and identifying our target audiences. From there, we develop key messages that resonate deeply with these groups. Only then do we select the appropriate tactics. This comprehensive strategy allows us to utilize the full spectrum of marketing and sales tools at our disposal, effectively moving our clients and prospects to action. By adopting this holistic approach, we ensure that all communications are purpose-driven and tailored, maximizing impact and engagement. LET THE ONE-PAGER DIE. The death of the one-pager is not an end but a beginning – an opportunity to innovate our approach to marketing and client engagement in the AEC industry. By moving beyond these outdated tools, we

THE ZWEIG LETTER SEPTEMBER 9, 2024, ISSUE 1552

OPINION

A strategic advantage

I n today’s rapidly changing professional landscape, investing in licensure exam preparation for your employees is not just a perk – it’s a strategic advantage. This investment not only enhances employee engagement but also serves as a powerful tool for recruitment and retention, while providing substantial savings to the company’s budget. This investment enhances employee engagement and serves as a powerful tool for recruitment and retention.

Jeff Bornemiss

Here are the top reasons your firm should prioritize licensure exam prep: ■ Boost employee engagement by investing in your employees: Navigating the changing landscape. Firms that offer licensure exam prep are aiding employees in adapting to significant changes in licensure exams since 2021. These changes include the transition to computer-based testing and modifications in civil specifications. The School of PE (SoPE) is equipped to handle these updates comprehensively. Challenges in self-study. Unlike in the past, employees today face difficulties in self-

study due to these exam changes. Digital options are essential, and SoPE transitions the learning experience from outdated methods (like VHS) to modern, flexible formats akin to Netflix. Feeling valued across industries. When companies invest in the career advancement and upskilling of their staff, employees feel valued. This investment in professional growth boosts morale and engagement. Recruiting and retention benefits: Enhanced performance and loyalty. Engaging in employees’ career development makes them feel valued, leading to increased performance and loyalty. HR

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THE ZWEIG LETTER SEPTEMBER 9, 2024, ISSUE 1552

ON THE MOVE MSA NAMES NICK WAGNER AS NEXT CEO MSA Professional Services, Inc. announced the appointment of Nick Wagner, PE, to the role of chief executive officer effective January 1, 2025. Wagner will succeed current CEO Gil Hantzsch, PE, who has announced plans to retire. This planned transition will maintain MSA’s success in delivering top-tier client service and quality projects to communities across the country. Wagner first joined MSA as a co-op student in 2004 and as a summer intern in 2005. He was hired full-time in 2006, moving to the company’s Dubuque office location where he was promoted to the role of team leader in 2012. In 2013, growth of the organization’s Quad Cities team led Wagner to relocate to Bettendorf, Iowa, to guide growth and development initiatives in the greater eastern Iowa-western Illinois region, after which he was promoted to the role of Illinois program manager in 2017. In 2018, Wagner was appointed an ESOP trustee for MSA – an acting fiduciary and overseer of the company’s employee- owned S-Corporation trust. In 2019, he was elected to the company’s board of directors, and in 2020, promoted to senior vice president of the Buildings

service line, where he since has guided the strategic growth and pursuits of the firm’s vertical infrastructure division from Kiel, Wisconsin. Wagner holds a bachelor’s degree in environmental engineering from the University of Wisconsin-Platteville, from which he was honored with an Outstanding Alumni Award in 2021. He is a licensed professional engineer in Florida, Georgia, Illinois, Iowa, Michigan, North Carolina, and Wisconsin, a graduate of the ACEC Senior Executives Institute and member of the ACEC Coalition of American Mechanical and Electrical Engineers. Throughout his career, Wagner has demonstrated consistent success through strong client relationships and servant leadership, supporting clients throughout the firm’s footprint and establishing strong professional relationships across the industry. “I am incredibly honored and enthusiastic to take on this role,” commented Wagner, CEO-elect. “Gil has provided exceptional leadership and his contributions have laid a strong foundation for future success. MSA is destined for great things, but nothing greater than continuing to

positively impact the lives of our clients and communities.” Wagner will succeed Hantzsch, who has served in various roles during his 32-year tenure at MSA. Hantzsch joined MSA in 1992 as a wastewater engineer before being promoted to team leader in 1995, and vice president in 2008. In 2013, he accepted the role of president and CEO – a position he held for the next 11 years – and during which he led the firm through impactful organizational initiatives, three successful acquisitions, consistent revenue growth, geographic expansion and many regional and national accolades. Hantzsch also led efforts positioning MSA to become a 100 percent employee-owned company in 2017, and in 2019, was inducted into the ACEC College of Fellows. “I’m pleased to congratulate Nick on being selected as the next CEO of MSA,” commented Hantzsch, current MSA CEO. “He represents the next generation of leadership as one who will serve the organization as a steward of our employee-ownership model, and who will continue our tradition of service excellence to clients.”

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THE ZWEIG LETTER SEPTEMBER 9, 2024, ISSUE 1552

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