TZL 1596 (web)

August 4, 2025, Issue 1596 WWW.ZWEIGGROUP.COM

TRENDLINES

Target multiplier

2.9 3.0 3.1 3.2 3.3

Ownership transition is all about trust, so develop leaders early and communicate clearly to ensure lasting success. Who will lead your firm next?

2021 2022 2023 2024 2025

Zweig Group’s 2025 Financial Performance Report shows that the median target multiplier for AEC firms has held steady at 3.13 over the past two years. This indicates that firms aim to generate $3.13 in revenue for every dollar of direct labor on their projects, reflecting consistent financial goals across the industry. Participate in a survey and save on a Zweig Group research publication.

H aving dealt with dozens of ownership transitions has made me realize how crucial trust is – especially if the firm is transitioning for the first time. The firm owner has never done this before, and it is a signal for new leadership to come into the picture. It is a sign that shows the firm is entering into a new lifecycle and is preparing for change down the road. That is why it can be nerve-racking. Who do you make principal? How long must they have been in the firm? What is the criteria for ownership? How many shares should you sell? These are all valid and good questions, but in order to make an overwhelming process less stressful, you must first start with who. Who do you trust will effectively lead the future of your firm? That is the million-dollar question. If you have cultivated and developed the next generation of leaders in your company, you should have several options. Even if there is a pool of able, competent individuals ready to take on ownership, there will still be that lingering sense of losing control of your firm. Even if you lose your controlling stake in the firm within the next decade, there is a feeling of your life’s work coming to an end. When you sell your controlling stake of the firm you will feel like you are giving away something that has been yours, but remember this: not giving up control at the right time to the right leaders is tough, but not as difficult as dying at your desk! What eases this feeling is the fact that you trust the people you are selling ownership to. These individuals have proved they are worthy of ownership and that they think and act like owners. Trust is cultivated by time and experiences. Communication will be your ally throughout this process because your second tier must know that they could one day directly impact the future of the firm. It is essential that the high performers of your firm be made aware of the ownership opportunities. If they are unaware that they are being considered to be future owners, they may leave. Once you have communicated, the next step is to make the prospect of ownership attractive. Remember, you are selling a piece of your firm. It must be a worthwhile investment; if it isn’t, it will be a harder sell. Taking your time in each of these steps will ensure everyone keeps a cool head. Rushing is one of the worst things you can do during an

Ezequiel Tovar

FIRM INDEX Balfour Beatty..........................................................4

DeSimone Consulting Engineering........8

HP Engineering now IMEG............................8

Skidmore, Owings and Merrill.....................8

MORE ARTICLES n LISA LEE: Making the most of Deltek Page 3 n MARK ZWEIG: Yes, you are busy… Page 5 n BRANDON PINKERTON: Insufficient Page 8 n ALYSSA WAGNER: Elevating internship experiences Page 10

See EZEQUIEL TOVAR, page 2

THE VOICE OF REASON FOR THE AEC INDUSTRY

BUSINESS NEWS STANTEC WINS

INTERNATIONAL

vision – one that supports renewal and resilience while fostering hope for current and future generations,” said Dathe Wong, design director for Stantec. “It is a privilege to contribute to a project that will heal, inspire, and imagine a brighter future through the power of education, community, and design.” Stantec’s entry embraced the spirit of city of Irpin, known as the “City of Parks” – rooted in community, strengthened by nature, and emboldened by the pursuit of knowledge. Stantec’s design reimagines the university not merely as a rebuilt institution, but as a catalyst for academic, social, and ecological regeneration. The destroyed main building is not simply replaced – it is reimagined as a central gathering space, a regenerative civic and academic hub where collaboration, research, and cultural exchange can flourish. More than a building, it becomes an open framework for the future: a platform for learning, a landmark of resilience, and a symbol of Irpin’s renewal. “Today, we join with the city of Irpin in rebuilding our community and university to demonstrate the strength of our nation,” said Dymtro Serebrianskyi, acting rector for the State Tax University.

ARCHITECTURAL COMPETITION TO REBUILD STATE TAX UNIVERSITY OF UKRAINE Stantec, a global leader in design, has been selected as the winner of an international competition to redesign the State Tax University, located in Irpin, 12 miles from Ukraine’s capital of Kyiv. The university was partially destroyed in the early phases of the regional conflict. The STU International Architectural Competition was sponsored by the U.S.- based nonprofit, Center for Innovation, in partnership with the State Tax University of Ukraine, the Ministry of Finance of Ukraine, and Ukrainian NGO “Dobrobat,” a volunteer construction organization that assists with the restoration of housing and social infrastructure. The international competition received 49 entries from 18 countries and was juried by Ukrainian, European, and American architects seeking entries that achieved broad ranging goals including, sustainability, equity, and accessibility. “This prestigious opportunity resonated with our Canadian, European, and American design team members. With our hearts and minds, we embraced the call for a bold, forward-looking design

EZEQUIEL TOVAR, from page 1

ownership transition. Giving this process the time it deserves allows you to think ahead enough to consider your people, your firm’s finances, and transition philosophy, but also gives you the opportunity to take steps right now to make your transition as seamless as possible. The future is bright for the AEC industry! At least it should be if you have been consistently creating a culture that people want to work for, but most importantly, become an owner in. Zweig Group has helped thousands of AEC firms build successful ownership transition strategies that preserve legacy, enable leadership succession, and align with long- term goals. Whether you’re just beginning to explore options or are ready to map out a comprehensive plan, our team can help you evaluate internal and external transition models, develop financial scenarios, and build a roadmap for your firm’s next chapter. Let us guide you through the unknowns of ownership transition with clarity, experience, and a proven framework for success. Learn more about Zweig Group’s ownership transition consulting services. Ezequiel Tovar is a strategic planning consultant at Zweig Group. 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 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 AUGUST 4, 2025, ISSUE 1596

OPINION

Making the most of Deltek

Outsourced accounting helps AEC firms boost efficiency, reduce risk, improve visibility, and scale financial operations strategically.

M ost AEC firms today find themselves asking the question: how do we use our time, talent, and technology more effectively? With the increasing complexity of managing projects, clients, and adhering to financial standards, firms often find that their accounting function becomes stretched – or even stagnant.

Lisa Lee

That’s why more AEC firms are turning to outsourced accounting services, not as a stopgap, but as a long-term strategy for improving operations, gaining financial clarity, and maximizing their Deltek investment. THE EVOLVING ROLE OF ACCOUNTING IN AEC FIRMS. Accounting in AEC firms is far more than back- office number crunching. From project budgeting and revenue recognition to meeting all financial requirements and forecasting, the accounting function directly supports firm performance and leadership decision-making. Yet many firms struggle to keep up. It’s not uncommon for firms to rely on a lean accounting team, or even a single person, to manage their entire finance function. But when that person takes a new job, retires, or simply can’t keep up with the increasing demands, the result can be late

reports, limited insights, and a growing risk of costly errors. Even firms with strong internal teams can reach a ceiling when it comes to maximizing Deltek’s capabilities. Achieving the maximum return on investment requires not only accounting knowledge but also in-depth expertise with project-based financials, timekeeping, workflows, and reporting structures that are unique to the AEC industry. UNDERSTANDING THE VALUE OF OUTSOURCING. Outsourced accounting doesn’t mean giving up control. In fact, for many firms, it’s a way to regain control by ensuring that the right processes, people, and expertise are in place to support the business. Here’s how outsourcing can directly benefit firms using Deltek Vision or Vantagepoint:

See LISA LEE, page 4

THE ZWEIG LETTER AUGUST 4, 2025, ISSUE 1596

BUSINESS NEWS BALFOUR BEATTY-LED JV ACHIEVES PRESTIGIOUS PLATINUM ENVISION CERTIFICATION FOR RDU’S PARK ECONOMY 3 EXPANSION Balfour Beatty, in joint venture with Metcon, announces that the Raleigh-Durham Airport Authority’s Park Economy 3 Expansion project has earned Platinum Envision verification from the Institute for Sustainable Infrastructure, the highest level of recognition for sustainable infrastructure development. As the construction partner on this

groundbreaking project, the Balfour Beatty and Metcon joint venture team collaborated with RS&H, North Carolina State University, and the North Carolina Department of Environmental Quality to implement innovative sustainability practices throughout the 7,000-space parking expansion. “This prestigious certification represents our unwavering commitment to sustainable construction practices,” said Trent Johnson, Balfour Beatty operations director in the Carolinas. Key

sustainable elements of the project include state-of-the-art solar panels and electric vehicle charging infrastructure, carefully designed site plans to minimize environmental impacts on surrounding land, and North Carolina’s first submerged gravel wetland stormwater management system The Park Economy 3 project marks the third infrastructure development in North Carolina to receive Envision verification and the first to achieve Platinum status.

only when supported by accurate, timely inputs. With outsourced accounting, firms benefit from routine and reliable financial reporting that enables more confident decision-making. This includes up-to-date KPIs, margin tracking, backlog and pipeline visibility, and clearer forecasting that helps you plan strategically for growth or course-correct when necessary. WHEN DOES OUTSOURCING MAKE SENSE? Outsourcing isn’t right for every firm, but there are some clear signals that it’s time to consider it: ■ Your current staff is overwhelmed, and key tasks are falling through the cracks. ■ You’re not getting timely financial reports, or you don’t trust the numbers. ■ Your firm has grown, but your accounting capabilities haven’t kept pace. ■ You’re investing in Deltek but not seeing the return in productivity or insight. ■ You’re anticipating leadership changes, ownership transitions, or increased compliance demands. In these situations, outsourcing can provide a steady head, expert guidance, and a path forward that supports your firm’s growth and sustainability. ACCELERATING SUCCESS WITH OUTSOURCED ACCOUNTING. For project-based firms in the AEC industry, the accounting function is both essential and complex. And when Deltek Vision or Vantagepoint is part of your financial ecosystem, that complexity only increases. Outsourcing provides a practical approach to enhancing your accounting operations, mitigating risk, and maximizing the value of your software investment. It’s not about replacing your team; it’s about supporting your firm with the expertise and capacity you need, when you need it. If you’d like to learn more about how SN’s outsourced accounting team can help your firm achieve better results, reach out today . Lisa Lee is managing director of Outsourced Accounting Services at Stambaugh Ness. Connect with her on LinkedIn.

LISA LEE, from page 3

■ Specialized expertise without the hiring headaches. Finding professionals who understand accounting, the AEC industry, and Deltek is a tall order. Outsourcing gives firms instant access to that rare combination of skills, without the time and costs associated with hiring, training, and retraining staff. This is especially valuable when dealing with turnover, extended absences, or transitions in leadership or firm ownership. ■ Optimized use of Deltek functionality. Many firms only scratch the surface of what Deltek Vision and Vantagepoint can do. An experienced outsourced accounting team does more than just data entry and reporting; they help you uncover opportunities to make your Deltek system work better for you. By providing deep financial clarity and operational insights, they enable your firm to pursue initiatives like building better dashboards, streamlining billing and collections, and automating key workflows which help ensure your system’s configuration truly reflects how your firm operates. The result? Fewer workarounds, more efficient operations, and better data for decision-making. ■ Scalable support that grows with you. Outsourced accounting models are inherently flexible. Whether your firm is in rapid growth mode or simply trying to stabilize operations after a leadership change, you can scale services up or down based on what you need, from transactional support like AP/AR to controller or CFO-level insight. This is particularly useful for firms going through mergers, expanding geographically, or shifting strategic direction. ■ Stronger internal controls and reduced risk. Having an external team support your accounting processes can enhance segregation of duties, minimize the risk of fraud, and ensure that your internal controls are both documented and adhered to. It also adds an extra layer of consistency during periods of change, something that’s particularly valuable for firms navigating ownership transitions, audits, or compliance requirements tied to government contracts. ■ Better visibility into financial performance. Ultimately, Deltek Vision and Vantagepoint are powerful tools, but

THE ZWEIG LETTER AUGUST 4, 2025, ISSUE 1596

FROM THE FOUNDER

Yes, you are busy…

Pick and choose what you will say “yes” or “no” to wisely – and do it early and guilt- free – if you want to maintain your sanity.

W e ALL know how busy we are. We have a million things to do and cannot get all of them done. I almost dread when people ask me how I am doing or what I’m doing, or worse, that they want to have a meeting on something. I either have to get into a too-long explanation of everything so I seem credible or tell them nothing. It’s easier nine times out of 10 to just say, “I’m super busy,” or, “It’s crazy right now.”

Mark Zweig

For example, I have three board meetings/company events all colliding at the same time this September combined with teaching that week. I will not get out of my teaching obligation unless I can’t get out of bed from illness. I cannot do all of these meetings, each in a different place in the country. Something will have to give. When we are this busy, we have got to be extremely careful in terms of the things we say we can do or the commitments we will make. It’s all about priorities. What is the most important use of our time? And who can we let down by not being there? How understanding will they be? Sure, we are all adults.

But will they get their feelings hurt or be mad at us? And keep in mind, I’m not talking about balancing work and family stuff here. It’s all work and only work I am talking about. I think many of us who are owners and leaders in our businesses find ourselves in this situation too often. Many times we exacerbate it by not confronting the problem straight away. We delay making a decision on what we can and can’t do and that just increases the odds someone will be upset with us and makes the stress of it all worse. So one piece of advice is

See MARK ZWEIG, page 6

THE ZWEIG LETTER AUGUST 4, 2025, ISSUE 1596

ON THE MOVE WILSON & COMPANY PROMOTES ASSOCIATE VICE PRESIDENTS Wilson & Company, Inc., Engineers & Architects has promoted eight accomplished professionals to Associate Vice President positions. These individuals exemplify the company’s commitment to delivering technical excellence while fostering lasting Higher Relationships with clients, partners, and colleagues. By empowering internal talent and creating meaningful opportunities for advancement, the firm continues to build a strong foundation for future success. Stephen Bryan, PE, has been promoted in recognition of his purposeful leadership and decades of transportation experience. With 25 years of managing complex highway and safety improvement projects, including traditional, design-build, and CMGC delivery, Bryan consistently brings depth, strategy, and quiet intensity to every role. His ability to turn thoughtful conversations into actionable improvements reflects the steady leadership driving Wilson & Company forward. Ryan Fleck leads by example, building internal and external relationships to help create an environment where Wilson & Company can efficiently and securely deliver to clients by progressing the use of advanced technology. Fleck has more than 20 years of experience in information technology within the architecture, engineering, and construction industry. He excels in his craft, including implementing cybersecurity strategies, diversified infrastructure design software, and administering the company’s computer

systems. His industry experience, leadership, and personality influence Fleck’s ability to advance the firm’s tools, and help employees embrace the change. Garrett Hummel, PE, DBIA, ENV SP, consistently demonstrates his technical leadership and strategic project delivery. With deep expertise in roadway design and 3D deliverables, Hummel has built a reputation for driving schedules, eliminating delays, and guiding teams toward innovative, client-focused solutions. Will Knight, PLS, has made a lasting impact expanding Wilson & Company’s survey practice through his leadership. With over 25 years of experience across a wide range of surveying services, Knight combines deep technical knowledge with a natural ability to lead teams and build strong client relationships. His charisma, client commitment, and strategic vision have helped grow the survey team and expand the firm’s reach into new markets. Conrad Ley’s, PE, promotion is a testament to his proven leadership and consistent delivery of quality infrastructure projects. Since joining Wilson & Company in 2008, Ley has guided multi-disciplinary teams through complex roadway, drainage, and utility projects, always focusing on client goals and community impact. His ability to lead with precision, build trusted relationships, and uphold the highest standards has strengthened client partnerships and the firm’s reputation. Whit Lynn is a leader in geospatial services and is committed to delivering

value to clients. With deep experience in LiDAR, photogrammetry, GIS, and image processing, Lynn has successfully led complex mapping and scanning efforts across infrastructure, energy, and water projects. His ability to balance technical precision with business insight, refining workflows, ensuring quality, and managing resources strategically has propelled the geospatial team forward. Cody Porter, PE, has been promoted for his two decades of dedication to Wilson & Company and his leadership in delivering complex municipal infrastructure projects. With expertise in roadway and drainage design, dam and levee systems, and stormwater management, Porter brings technical depth and a collaborative spirit to every project. His experience in both design and construction observation equips him with a comprehensive understanding of project execution. Known for his steady leadership and commitment to client-focused solutions, he continues to advance our culture of Higher Relationships. Corey Williams has more than 20 years of marketing experience and brings strategic industry insight to Wilson & Company where his leadership is instrumental to the company’s growth and brand reputation. His strategic and forward-looking mentality has resulted in Wilson & Company securing high- profile, competitive contracts across diverse sectors. With a refined approach to pursuit strategy and development, Williams fosters a dynamic, collaborative environment and empowers his team and colleagues to think creatively and push the boundaries of innovation.

Pick and choose what you will say “yes” or “no” to wisely – and do it early and guilt-free – if you want to maintain your sanity! Mark Zweig is Zweig Group’s chairman and founder. Contact him at mzweig@zweiggroup.com. “When we are this busy, we have got to be extremely careful in terms of the things we say we can do or the commitments we will make. It’s all about priorities. What is the most important use of our time?”

MARK ZWEIG, from page 5

don’t mislead anyone and if you know you can go, state that right away. Another piece of advice is you have to ask yourself if you really are essential to this proposed gathering or not. Maybe you don’t want to feel left out but really don’t need to be there? Or maybe your ego says you want to feel wanted but really don’t need to be there? Or maybe the people you think will be upset if you say you can’t do it are really only asking you because they don’t want you to feel left out but would be just as happy if you didn’t come? You have to be honest with those asking as well as yourself here. In any case, human cloning isn’t happening yet (to our knowledge, at least), so you can only be in one place at a time.

THE ZWEIG LETTER AUGUST 4, 2025, ISSUE 1596

OPINION

Insufficient

People-first leadership demands balance and recognition that caring for individuals shouldn’t come at the cost of organizational purpose.

I write often about people being the primary driver behind my leadership. I care more about the people than I do the money, even though as a CEO I have had to make difficult decisions at times to keep the business solvent and move the organization forward. A “people first” leadership philosophy sounds like a great idea, but as with any human construct, the leader must be aware of the pitfalls that come with this approach.

Brandon Pinkerton

If you’ve been in leadership for any amount of time you know that very quickly along the journey problems will start making their way to your feet. You are expected to solve these problems as they relate to the pursuit of the vision. However, inevitably the problems you are asked to solve are not so much organizational as individual. The more individuals you have in an organization, the more opinions you have, and consequently the more needs you will get pressure to resolve. I think this is a pivotal moment for the direction of your leadership as you move forward. It’s easy for your heart to lead you down the path of trying to cater to the needs of the individual. But, if you take on the mindset that you must be the one to provide for every personal need that comes up in an organization, you will find yourself in an unwinnable battle.

I was talking to a new mother recently who was struggling with self-doubt and thoughts of inadequacy. Her new baby wasn’t gaining enough weight, and she felt that it was all her fault. “Why can’t I be everything my child needs?” It’s an understandable reaction, and I immediately began to think about my own experience as a young leader. I really wanted to be this paragon of leadership. Someone for whom nothing was impossible. A leader who would make even the most difficult challenges seemingly trivial. As our organization grew and the requisite problems along with it, I began to doubt my ability. “Why can’t I be everything my organization needs?” The answer of course is simple: The leader can’t be everything to everyone. It was only my pride and ego that led me to believe I could be anything more than a consistent coach and guide.

THE ZWEIG LETTER AUGUST 4, 2025, ISSUE 1596

ON THE MOVE DESIMONE HIRES AWARD-WINNING ENGINEER TO UK LEADERSHIP TEAM Global engineering services leader DeSimone Consulting Engineering announced that award-winning structural engineer Dmitri Jajich, PE, SE, CEng, FIStructE, LEED AP, has joined the firm as a principal. Jajich will leverage his 25 years of experience in leading DeSimone’s structural engineering teams in London, further amplifying the company’s reputation for exceptional quality and innovation across the region. Known for employing engineering strategies that reach beyond conventional, code-based approaches, many of Jajich’s projects realize structural solutions that push the physical limits of span and slenderness. As a Fellow of the Institution of Structural Engineers in the U.K., he has been recognized for his expertise in tall building design, wind engineering, and long-span and architecturally exposed structures, as well as his industry leadership and contributions to the profession. Jajich joins DeSimone from KPM, where he served as global director of Structures following an illustrious 24- year career with Skidmore, Owings and

Merrill. Jajich’s internationally notable and award-winning projects include Manhattan Loft Gardens in London, Denver Union Station in Colorado, and Gothenburg’s Karlatornet – the tallest tower in Scandinavia at 807 feet tall – which features a unique structural engineering system that addresses wind motion issues without dampers. In announcing the news, Chairman and CEO of DeSimone Consulting Engineering, Stephen DeSimone, PE, praised the new principal, remarking, “A standout structural engineer and visionary leader, Dmitri Jajich’s ability to analyze structural challenges and devise fresh solutions will elevate the work of our London team across project types. We welcome Dmitri to DeSimone with anticipation for the creativity and initiative he will bring to our clients in the U.K., Europe, and Middle East.” Jajich has collaborated with architects and artists on projects characterized by elegantly integrated structural design, clear, hierarchical structural expression, and carefully crafted details. His projects have won more than a dozen structural engineering awards.

“Joining DeSimone as a principal represents an unparalleled opportunity for me as a structural engineer to collaborate with some of the most imaginative, expert minds in the industry,” said Jajich. “Together, we’re empowered to push beyond conventional engineering solutions and exceed expectations in service to DeSimone’s clients in the U.K. and beyond.” Jajich has developed structural engineering solutions for several projects by artist James Turrell. For “Twilight Epiphany,” a permanent outdoor installation at Rice University in Houston, the innovative use of tapered and skewed structural steel cantilevers allowed the artist to push the outer limits of cantilever span and slenderness in the design while concealing the structure. Jajich holds an master’s degree in structural engineering from the University of Minnesota and a bachelor’s degree in physics from Macalester College in Minnesota. A licensed Professional Engineer in New York, a Structural Engineer SE in Illinois, and a Chartered Engineer in the U.K., Jajich was elevated by IStructE in 2022 to the prestigious Fellow grade.

Take five minutes and consider, am I on a fruitless journey to become a leader who can solve every problem within my organization? Do I feel guilt and self-doubt about my leadership when individuals in my organization aren’t happy? Am I spending too much time creating boutique solutions for individuals that have taken me off path from organizational success on the journey? “If you take on the mindset that you must be the one to provide for every personal need that comes up in an organization, you will find yourself in an unwinnable battle.” The leader is a critical role in the organization. It is unique and therefore only a qualified few are fit for the role. However, the leader can’t be everything. While you must continue to improve your organization and listen to your team, you can’t go

so far as to believe that you must be the all-sufficient paragon of leadership. Instead, understand that people, their problems, and their opinions will come and go along the journey. The true leader will continue to pursue the vision with the humility that comes from the wisdom of knowing their station well. CATCH BRANDON PINKERTON LIVE AT ELEVATEAEC! Join Brandon Pinkerton – founder of Now Go Lead, CEO of HP Engineering now IMEG, and visionary leadership voice – at the ElevateAEC Conference in San Antonio, Texas, September 9-11. Brandon will be leading a dynamic session on the Now Go Lead philosophy, offering an unfiltered look at what it means to lead with purpose, resilience, and conviction in today’s AEC world. This is your chance to learn directly from a leader who doesn’t just talk about change – he builds it. Don’t miss the opportunity to experience Brandon’s bold, practical approach to leadership in person. Learn more here ! Brandon Pinkerton is a project executive at HP Engineering now IMEG. Connect with him on LinkedIn .

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 here!

THE ZWEIG LETTER AUGUST 4, 2025, ISSUE 1596

OPINION

Elevating internship experiences

How to offer interns the chance to explore professionally and refine their passion into a fulfilling, long-term career.

I nternship programs are often encouraged in professions like architecture and engineering, especially given the growing competition for top STEM students. But like any aspect of business strategy, internships shouldn’t exist merely to check a box. A truly impactful internship program not only introduces the next generation to the industry; it guides them in shaping their aspirations into a sustainable, fulfilling career path.

Alyssa Wagner

Students entering internship programs are often at a pivotal moment in their academic journey. They’re eager to translate classroom knowledge into real- world applications and explore where their passion can lead. A well-designed internship program meets them at that moment, providing both hands-on experience and exposure to the broader professional context of the industry – from project management and business development to leadership and communication. PROVIDE THE BUILDING BLOCKS. Interns naturally expect to gain experience in the day-to-day responsibilities of a professional in their chosen field. But many of the skills and insights

critical to success in the AEC industry aren’t fully covered in the classroom. Questions like: What does project management look like in practice? How does business development align with design teams? Why is professional networking – yes, even LinkedIn – so important? Providing structured opportunities to answer these questions helps interns connect academic theory with industry applications. A proven approach is to host a “lunch and learn” series, featuring weekly sessions with firm leaders, technical experts, and even past interns. These sessions can cover a wide range of topics: industry trends, emerging software, business strategy, and professional development. Done right, this empowers interns to build confidence, sharpen

THE ZWEIG LETTER AUGUST 4, 2025, ISSUE 1596

their soft and hard skills, and begin forming a vision for their future within the industry. ENCOURAGE EXPLORATION. While most interns arrive with a declared major or area of focus, many are still in the process of refining what they want their careers to look like. Your program can support this exploration by exposing interns to other areas of your firm. A “job swap” day allows interns to immerse themselves in a different department, offering them insight into roles they might not have considered but may find alignment with. To tailor the experience, use a short pre-program survey to match interns with departments that fit their expressed interests. Even a single day spent shadowing another team can deepen an intern’s appreciation of how various disciplines within a firm collaborate – and might even plant the seed for a more well- rounded or cross-functional career. This kind of exposure can be the deciding factor between an intern who simply completes your program and one who

in a shared learning experience by assigning a short reading, video series, or even a collection of TED Talks. Then, schedule recurring discussions where interns can reflect on key takeaways, challenge ideas, and strengthen critical thinking skills. Appoint a facilitator, ideally a trusted leader or mentor, who can guide these discussions through thoughtful prompts and keep the tone collaborative and inclusive. This structure gives interns more than professional development – it gives them a voice in how they experience the internship and learn from one another. In the process, they also gain exposure to communication dynamics, teamwork, and leadership – skills that are just as critical as technical ones. A standout internship program doesn’t just fill a seasonal seat. It cultivates talent, builds connections, and offers early insight into what a lasting, successful career in AEC can look like. By giving interns the opportunity to explore, engage, and reflect, you position your firm not just as a place to learn – but a place to grow. Alyssa Wagner is director of human resources for LDG. Connect with her on LinkedIn .

returns as a full-time team member. KEEP CONVERSATION FLOWING.

Meaningful intern engagement also depends on a sense of community and reflection. Encourage interns to participate

The ESOP Group is proud to sponsor the M&A Next Symposium and ElevateAEC Conference & Awards Gala Please visit our booth and attend our round table discussion on September 9 at 10:15–11:45 a.m. (CT).

Rebecca T. Glasgow, CEPA ® , CFP ® Managing Director – Private Wealth Advisor Senior Portfolio Manager – Portfolio Focus (404) 260-8761 | rebecca.glasgow@rbc.com Leslie Lauer, CEPA ® , CFP ® , ChFC ® Managing Director – Private Wealth Advisor Senior Portfolio Manager – Portfolio Focus (404) 260-8809 | leslie.lauer@rbc.com

Curt Rubinas, CEPA ® Managing Director – Private Wealth Advisor Senior Portfolio Manager – Portfolio Focus (404) 260-8762 | curt.rubinas@rbc.com

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THE ZWEIG LETTER AUGUST 4, 2025, ISSUE 1596

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