TZL 1614 (web)

December 29, 2025, Issue 1614 WWW.ZWEIGGROUP.COM

TRENDLINES

Formal AI policy

Developing AI policy Have formal AI policy

Real success depends on alignment, courage, and people ready to own the future. Your firm is growing. Are your leaders?

No AI policy

Zweig Group’s 2025 Information Technology Report highlights a major shift toward structured AI integration in the AEC industry. More than half of firms (54%) now have a formal AI policy in place, while 23% are developing one, signaling growing emphasis on governance and responsible implementation. Participate in a survey and save on a Zweig Group research publication. 0% 20% 40% 60%

G rowth is exciting. New clients, new offices, bigger numbers; it feels like validation. But somewhere between the dashboards and deadlines, something quieter starts to surface: leaders who look tired, stretched, or quietly uncertain about how to keep up with what they have built. One of the most human moments in a firm’s life is when success outpaces readiness, and no spreadsheet can fix it. At Zweig Group, we have seen this moment across hundreds of AEC firms. The pattern is familiar: a brilliant team, ambitious goals, and a plan that makes perfect sense, until execution begins to fray. Not because the plan is flawed, but because the village behind it isn’t fully aligned. As we wrote in “Advanced Strategy Execution,” successful implementation hinges on behavior, belief, and the confidence to move from intention to impact. And often, it’s not frameworks that fail; it’s the Firefighters, the Historians, and the Lone Wolves who subtly sabotage execution without even realizing it. Because firms don’t grow on paper. They grow through people. Here is what we have seen work (time and again) across real firms, real teams, and real results: 1. Begin with alignment, not ambition. Every great plan begins with honesty. Before you chase the next horizon, ask: “Are we truly together in this?” Not just in words, but in trust, understanding, and accountability. For one mid-sized civil engineering and land surveying firm, we paused the traditional planning process to focus on leadership effectiveness. Through strategic interviews, a candid diagnostic, and a highly intentional retreat design, core tensions came to light, not to break the team apart, but to bring them together. It wasn’t always comfortable, but it was transformational. Client testimonial: “I think the retreat helped to build/reinforce trust in each other and in the overall strategic planning process. Being together, learning and doing things together built a collective level of comfort and trust that allows for open and honest conversations. That level of comfort and trust is what helps us all move forward with direction and confidence.”

Ying Liu, MBA, LEED AP BD+C

FIRM INDEX Balfour Beatty...............................................6

EEA Consulting Engineers...................4

Suffolk .................................................................8

Tamarack Grove Engineering............8

MORE ARTICLES n MORGAN STINSON: Bridging the gap Page 3 n MARK ZWEIG: We are all self- employed Page 5 n DUNCAN ROBERTSON: Inspiring loyalty and driving performance Page 7 n LINDSAY YOUNG: Marketing is your growth engine Page 9

See YING LIU, page 2

THE VOICE OF REASON FOR THE AEC INDUSTRY

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just planning; it was leadership in action. The prep, the facilitation, and the tone created space for vulnerability and buy-in. What emerged wasn’t just a plan, but a shared momentum that carried into execution. The energy didn’t fade; it grew louder. Client testimonial: “The impact you made in leading up to and during the retreat made this possible. The team walked away feeling aligned, inspired, and more unified than ever. And the momentum kept building even after the retreat.” Planning is where leadership grows up. When done right, it’s not the end of a process but the beginning of a movement. 5. Build systems that protect your people. Growth shouldn’t come at the cost of peace. If your plan depends on heroic effort, it’s not sustainable. One small, award-winning architecture firm had the right vision but needed scaffolding to make it real. Through Zweig Group’s facilitation, they co-created a growth operating system with rhythms, checkpoints, and messaging tools to support their people as they scale. Client testimonial: “I don’t know what came over me to be so emotional about it, but I was moved by the alignment I was hearing from our team members. You and your team got us to that place.” Structure doesn’t suffocate creativity. It gives your people the space to breathe and believe again. YOU’VE BUILT THE GROWTH. NOW BUILD THE LEADERSHIP. These are real stories from real firms. Each faced the same inflection point: fast growth, mounting expectations, and leaders wondering what’s next and whether they are ready for it. What made the difference wasn’t a better spreadsheet. It was a better process rooted in trust, alignment, and courage. Zweig Group helped guide that journey, not with a cookie-cutter plan, but with strategic facilitation, deep listening, and a bias toward action. If you are thinking about the next chapter of your firm’s strategy and growth and want to make sure your people are ready to own it, let’s connect! Not just to plan, but to build leadership capacity for the long haul. The kind that sustains growth, inspires belief, and anchors your firm’s future. Ying Liu, LEED AP BD+C is senior director of Growth consulting at Zweig Group. Contact her at yliu@zweiggroup.com.

YING LIU, from page 1

Real alignment isn’t just agreement; it’s connection. And alignment without commitment still breaks. Connected commitment is what makes the plan work. 2. Let the next generation in. When firms talk about legacy, they often forget: the next generation is the legacy. But rising leaders won’t believe in a vision they never helped create. At a nationally respected architectural firm, an emerging leader, not yet a principal, helped shape the firm’s long- term vision. Her contribution reframed how leadership saw the future. And because her fingerprints were on the plan, her buy-in became contagious. Client testimonial: “I’ve never been in a room where I felt so energized, connected, and aligned across generations. Seeing the draft 2030 vision statement made me emotional – like I could actually latch onto this and own it. I’m ready to be an ambassador for this firm in ways I never imagined before.” Inclusion isn’t just about voice but about belonging. And belonging creates energy that no incentive program can buy. 3. Coach for courage, not compliance. Growth demands new muscles. And the hardest one to build is courage to let go, delegate, decide, and sometimes, redefine success. A national construction management firm didn’t need more process. They needed permission to lead, to trust, to grow. We paired strategy with coaching, helping each market leader step into their role more fully. They started making better decisions, faster. Not because they had a script, but because they had support. Client testimonial: “The reason our team is still excited about execution and acting collaboratively is because of the clarity, trust, and confidence that came out of the retreat and the strategic planning work you led.” Strategy isn’t about perfection. It’s about progress that people can believe in. 4. Turn planning into a live rehearsal. A plan isn’t a document. It’s a moment and a rehearsal for how your leaders will act when it counts. Every retreat, every workshop, is a stage for practicing how to listen, decide, and lead. At an offsite with a national full-service AEC + CM/PM firm, we structured the experience to feel like more than

THE ZWEIG LETTER DECEMBER 29, 2025, ISSUE 1614

OPINION

Bridging the gap

Winning work in the AEC industry takes teamwork, trust, and humility to bridge gaps between marketing and technical staff.

F or AEC firms, winning work is a team sport. It takes many different types of people in various roles and departments to collaborate on building the firm’s brand, contacting clients, preparing proposals, and closing the deal. I recently had the pleasure of participating in a panel discussion led by my friend Janki DePalma on high performing marketing teams, and a key topic was how friction can develop between staff on the marketing team and staff serving primarily technical roles (the architects, engineers, and contractors that make up our beloved AEC acronym).

Morgan Stinson

In this article, I’ll discuss common reasons this conflict can manifest and offer some suggestions for how to reframe the problem and bridge the gap between our marketing and technical staff. FAULTY ASSUMPTIONS. In any professional services firm, the technical staff (whether they be engineers, lawyers, or accountants) are the firm; the business exists as a vehicle to offer their unique skills to the world at large. They are

the product on offer, and while these positions are obviously important, they are not important to the exclusion of all the other roles and functions within the firm. Venerating these positions at the expense of others, especially the marketing staff, can lead us into a trap of three dangerous faulty assumptions: ■ Assumption 1: Marketing staff doesn’t generate revenue because they are “overhead.”

See MORGAN STINSON, page 4

THE ZWEIG LETTER DECEMBER 29, 2025, ISSUE 1614

ELEVATE THE INDUSTRY®

BRIDGING THE GAP. When we succumb to those faulty assumptions, everyone is frustrated. The conflict between the marketing and technical teams becomes a self-fulfilling prophecy where frustration leads to poor results, which leads to questions of value, which leads to frustration, which leads to continued poor results. So, how do we climb out of the trap of these faulty assumptions and connect our marketing and technical staff? As technical leaders we need to embrace growth in two key areas: 1. Humility. Yes, we’re smart. We’ve got the degrees, licenses, and billing rates to prove it. But as I alluded above, our smarts have a limit. Getting the most out of marketing collaboration means recognizing that engineering expertise doesn’t equal marketing expertise. We might excel at designing chiller plants, but we’re not automatically equipped to craft messages that connect with the facilities teams who hire us to design them. We have to be humble enough to lean on the people who truly understand marketing, how our clients think, what drives their decisions, and how to reach them effectively. Good internal communication and training can help your technical staff get a better understanding of how complex the marketing activities and thought processes are. Giving your marketing team a chance to teach classes internally about topics such as how to craft a buyer profile, customize a LinkedIn profile, or conduct deep market research can give them a platform to demonstrate their expertise and establish credibility with their technical peers. It can also help others in the firm realize how much they don’t know about this unique aspect of the firm. 2. Trust. As I talked about in a previous article in The Zweig Letter based on Stephen M. R. Covey’s book The Speed of Trust , lack of trust is like a tax on the firm. To reduce that friction and create positive outcomes, our marketing and technical staff need to trust that their counterparts: Are well intentioned. We’re on the same team and we all want the firm to win Are competent and skilled. We’re all talented but in different areas; lean into the differences and leverage each other’s strengths Are valuable. Every role in the firm contributes to the value of the company, and every person deserves respect and grace When we successfully bridge the gap between our technical and marketing staff, we create an environment where friction is reduced, creativity can thrive, and effort is put toward generating positive outcomes rather than fighting turf wars. Engaging each other with humility and trust can bring out the best in everyone and drive true value creation for the firm. It’s a win-win for everyone! Morgan Stinson is chief operating officer at EEA Consulting Engineers. Contact him at morganstinson@eeace.com.

MORGAN STINSON, from page 3

■ Assumption 2: Technical staff are highly intelligent, so marketing staff should defer to them. ■ Assumption 3: If we just do high quality work, the phone will ring off the hook, and we don’t need marketing. These faulty assumptions are sadly widespread and cause tremendous amounts of unnecessary friction and wasted effort. Assuming that overhead staff are not valuable, or in any way “less than,” not only robs people of a sense of meaning and purpose in their work, but it also causes them to spend time and energy justifying their existence and value. As anyone opening their Outlook calendar for the week ahead can attest, time is an incredibly precious resource for all of us, and I want our marketing teams spending as much of theirs on producing high quality work, confident that their efforts will be appreciated by their technical peers. A diminished sense of value also stifles creative thinking; why explore new messages, techniques, or graphics when the people reviewing your work see you as an expense instead of a generator of firm value? “When we successfully bridge the gap between our technical and marketing staff, we create an environment where friction is reduced, creativity can thrive, and effort is put toward generating positive outcomes rather than fighting turf wars.” As a degreed mechanical engineer, I can appreciate the sense of pride that comes with earning that status, as well as other professional accolades such as licensure as a Professional Engineer. The accomplishments are difficult to achieve, and engineers and architects are right to see themselves as intelligent. We are! About engineering and architecture! But maybe not about graphic design, the psychology of sales, and web traffic and engagement. I would generally advise against using an “I’m smart, do what I say” approach because it creates a miserable work environment, but it’s especially misguided when dealing with areas outside of our core expertise. Finally, believing that high-quality work alone can replace the need for marketing may sound admirable and customer- focused, but it falls short of what’s required to grow and sustain a business. Generating repeat business from existing customers is the strategic bedrock for virtually all AEC firms, but producing a quality product is table stakes at this point. Most firms generate 80% of their revenue each year from existing clients, but where does that other 20% come from? And what about growth of the firm? I know very few firm leaders who are intentionally stagnant; most want to grow their business and that growth can’t all come from your current clients. A robust marketing strategy paired with solid execution is fundamental to firm growth, the results of which can return tremendous value to firm owners.

THE ZWEIG LETTER DECEMBER 29, 2025, ISSUE 1614

FROM THE FOUNDER

We are all self-employed

Being an employee is like running a one-client business, requiring service, marketing, relationships, and constant value creation.

A few weeks ago on the podcast that I do with my partner (and former Zweig White employee) Eric Howerton, Big Talk About Small Business , the topic was “solopreneurs.” While I have always disliked that label because not everyone who is self-employed is an entrepreneur – some are just small business owners – the conclusion we came to is that being an employee is just like being self-employed and having only one client on retainer.

Mark Zweig

While we could build a case that having only one “client” devalues your “business” due to client concentration risk, thinking about yourself as being self-employed with only one client has certain lessons and implications for you: 1. You better keep your client (i.e., employer) happy, or you are out of business. No doubt that may not always be easy and sometimes you will probably have to do some things for them you don’t want to do or feel you should have to do. But hey – they are your only client. So meeting their needs and exceeding their expectations for the services provided by your firm is essential. 2. It pays to have more than one relationship inside your client company. People come and

go. You don’t want your “business” dependent on a relationship with one person. Too risky. So the implications of that are you need to have a good relationship with your boss, your boss’s boss, and other decision-makers inside the organization. You have to be known to others inside the company to protect your “business.” 3. You need to keep marketing to your client even though they already are a client. They are subject to cognitive dissonance just like anyone is who buys anything. Not to mention you should always be selling them new stuff (the message being that your capabilities are broader than what you are currently used for).

See MARK ZWEIG, page 6

THE ZWEIG LETTER DECEMBER 29, 2025, ISSUE 1614

ELEVATE THE INDUSTRY®

ON THE MOVE BALFOUR BEATTY APPOINTS JUSTIN MALETIC AS BUSINESS UNIT LEADER FOR CENTRAL TEXAS AND ARIZONA BUILDINGS OPERATIONS Balfour Beatty has announced the appointment of Justin Maletic as business unit leader for its Central Texas and Arizona buildings operations. In this role, Justin will lead strategic growth and operational excellence across the company’s Austin and Scottsdale offices, with a focus on expanding Balfour Beatty’s presence in key sectors including K-12 and higher education, mission critical, hospitality, tenant improvements and special projects. Justin brings more than two decades of experience in the construction industry, most recently serving in a dual role as vice president of business acquisition for California operations and national accounts executive. Since joining Balfour Beatty in 2011, he has held a variety of leadership positions, including senior project manager and director of business acquisition in California, where he led strategic pursuits, pipeline analysis and national account development. “Justin’s leadership, strategic mindset and deep industry knowledge make him the ideal choice to lead our Central Texas

and Arizona business,” said Pleas Mitchell, president of Balfour Beatty’s Texas and Arizona buildings operations. “His proven ability to build strong client relationships and drive growth will be instrumental as we continue to expand our presence in these key markets. With his national experience and deep understanding of emerging opportunities, Justin is well- positioned to accelerate our work in high-growth sectors like K-12, mission critical, hospitality and special projects.” Justin’s national contributions include scaling Balfour Beatty’s proprietary project partnering program and facilitating national sales training. He has also been successful in securing major partnerships such as a master service agreement with a life sciences client and positioning Balfour Beatty on the Design-Build Contractor Source List for a client in the federal market. Additionally, he plays a pivotal role in the expansion of the company’s collaboration with Cumming Group on Post-Occupancy Project opportunities for tenant improvement projects across North America and most recently, Justin was involved with establishing a master service agreement with a global financial services client.

A graduate of San Diego State University with a degree in international business and an MBA with a finance specialization, Justin is a Certified Construction Manager and an Associate DBIA. He has served on the Board of Directors for the Construction Management Association of America’s San Diego Chapter since 2012, including a recent term as Chapter President. He is also an active member of the Lean Construction Institute and a frequent speaker at industry events. Balfour Beatty is an industry-leading provider of general contracting, at-risk construction management and design- build services for public and private sector clients across the United States. Headquartered in Dallas, Texas, the company performs heavy civil, rail and a broad variety of vertical construction in select local geographies. The company is held by Balfour Beatty plc, a global leader in international infrastructure with interests in Hong Kong, U.K. and U.S. Balfour Beatty US is ranked among the top domestic building contractors in the United States by Engineering News-Record.

7. You should look for ways to expand your services for your client. If you want to have the capacity to do higher- level, better projects for your client, you first need to know how you will take care of the work you are currently doing for them. Training someone else to do your job so you can expand the services you provide to your client is an essential step. 8. You should always be on the lookout for your next client, because you never know when they may decide they no longer need the services of your company. That said, it should never be at the expense of your current client, as long as your current client is a good one that pays you fairly for what you do and appreciates your work. If they have to be dropped for you to take on a better client, be sure to help them find someone else to do what you do for them so they will say good things about you down the road. So do you think treating your job as if you are self-employed with one client has any merits? If so, what do you need to do differently? Mark Zweig is Zweig Group’s chairman and founder. Contact him at mzweig@zweiggroup.com.

MARK ZWEIG, from page 5

4. Doing business with you should be friction-free for your client at all levels. No one likes to work with a business that is difficult to deal with. If their people are unavailable, prices are too high for the value received, or their systems are too cumbersome and difficult to navigate, they will go elsewhere. So you need to be sure your ”business” is easy. 5. Your “hours of operation” impact client satisfaction. No one likes a business that is closed when you want to go there – be that a restaurant, hardware store, or IT service provider. Most businesses can’t make it by just being open 9 a.m. to 5 p.m. during the week. So don’t be “closed” for business in the evenings or weekends by answering your phone and returning texts and emails when needed by your client. 6. You need competent outside advisors. Just like a small business owner needs competent outside attorneys, accountants, tax advisors, and more, you will need competent people you can go to outside of your client for help and advice. That might be a mentor, peer group, counselor, or career coach. No small business owner is good at doing everything themselves!

THE ZWEIG LETTER DECEMBER 29, 2025, ISSUE 1614

OPINION

Motivational leadership drives loyalty, ownership, and growth by connecting people’s individual goals to the firm’s larger purpose and vision. Inspiring loyalty and driving performance

L eadership is more than setting expectations or tracking performance metrics. It is about understanding people, what drives them, and how to inspire them to align their goals with the broader mission of the firm. When leaders connect motivation to purpose, they don’t just improve output – they build loyalty, create ownership, and cultivate the next generation of leaders.

Duncan Robertson, CPSM

Motivational leadership begins with knowing your team. Loyalty is not automatic; it grows from a sense of belonging and shared commitment. When people feel connected to their team, their goals, and their company, they perform with a stronger sense of ownership. That mindset leads to higher productivity, better client relationships, and long-term retention across the organization. Great leaders also recognize that not everyone is motivated in the same way. Learning how individuals feel valued – whether through words of affirmation, quality time, or tangible recognition – can make all the difference. Emotional intelligence plays a crucial role in this process. By understanding how people think and why they feel the way they do, leaders can

meet them where they are and help them reach their potential. Motivational leadership is not a soft skill. It is a performance strategy that influences revenue, retention, and culture. When people feel seen, trusted, and appreciated, they don’t just stay – they grow, contribute, and lead. RETENTION AND LOYALTY. At the heart of motivational leadership is the ability to create loyalty that extends beyond the job description. Retention doesn’t come from policies or perks – it comes from people who feel a sense of

See DUNCAN ROBERTSON, page 8

THE ZWEIG LETTER DECEMBER 29, 2025, ISSUE 1614

ELEVATE THE INDUSTRY®

ON THE MOVE SUFFOLK HIRES PJ JOHNSON AS EXECUTIVE VICE PRESIDENT, DIVISION MANAGER, TO STRENGTHEN OPERATIONAL EXCELLENCE AND DRIVE STRATEGIC GROWTH ACROSS THE NORTHEAST Suffolk, one of the most innovative and successful builders in the country, announced it has hired PJ Johnson as executive vice president, division manager, Northeast. In this role, PJ will oversee operational performance across Suffolk’s Northeast region, working to strengthen project execution, drive performance across operational teams, and ensure alignment with company-wide priorities. His leadership will be key as Suffolk continues to expand its presence and take on increasingly complex work across sectors, while deepening its use of AI, data and advanced technologies to drive smarter, more efficient project delivery. PJ joins Suffolk after 30 years at Turner Construction, where he most recently

served in a senior leadership role overseeing operations of the Boston Business Unit. His portfolio includes some of the region’s most complex and high-profile developments, including the redevelopment of the historic Commonwealth Pier, MIT’s flagship Lisa T. Su Building for nanotechnology research, Harvard University’s LISE building, and preconstruction for the Pardee School of Global Studies, Boston University’s first fully mass timber high- rise. “We are thrilled to welcome PJ to our leadership team,” said Patrick Lucey, General Manager of the Northeast Division at Suffolk. “PJ brings a wealth of knowledge and experience from decades of successfully leading complex projects and teams. His leadership, operational expertise, and commitment to excellence make him an outstanding addition to our organization as we continue to grow and evolve.”

“I am excited to join Suffolk,” said PJ. “The company’s forward-thinking approach and use of technology to enhance project delivery and collaboration truly sets it apart. I am looking forward to working with our teams and partners to drive operational excellence and support Suffolk’s continued growth across the region.” PJ’s appointment reinforces Suffolk’s ongoing investment in leadership and operational excellence as it delivers complex, high-profile projects that shape skylines and communities across the Northeast. Suffolk is at the forefront of using technology and data to transform how buildings are planned, designed, and constructed. By leveraging AI, predictive analytics and digital collaboration tools, Suffolk empowers clients to make smarter decisions and ensures greater certainty and efficiency across the entire project lifecycle.

it’s about influence. When we focus on developing others, we multiply impact across the organization. This starts by understanding what drives each person. Using principles from Gary Chapman and Paul White’s The Five Languages of Appreciation in the Workplace , we recognize that not everyone feels valued the same way. For some, recognition might come through public praise. For others, it’s private affirmation, professional development, or quality time with mentors. Developing future leaders also requires emotional intelligence. The ability to read a room, to sense when someone is struggling, and to know when to push or when to pause – these are the traits that turn good managers into great leaders. BRINGING IT ALL TOGETHER. Motivational leadership is about creating a culture where people feel connected to a purpose and confident in their role within it. When leaders prioritize understanding, trust, and empowerment, loyalty follows naturally. Productivity becomes the byproduct of engagement, and future leaders rise because they’ve seen what genuine leadership looks like. The most successful firms aren’t just driven by goals – they’re driven by people who believe in those goals and in the leaders who guide them. Duncan Robertson, CPSM, is director of business development and marketing at Tamarack Grove Engineering. Contact him at duncan.robertson@tamarackgrove.com.

DUNCAN ROBERTSON, from page 7

belonging. When team members see how their work connects to the firm’s success, they stay because they believe in what they’re helping to build. True loyalty is built through trust and consistency. Leaders who show up with empathy, who listen, and who follow through on their word create a sense of security that drives long-term commitment. When the team believes that leadership has their back, they return that trust with effort, accountability, and pride in their work. PRODUCTIVITY AND OWNERSHIP. Productivity thrives in an environment of ownership. When individuals feel empowered to take responsibility for their clients, projects, and deadlines, their mindset shifts from compliance to commitment. Ownership creates pride, and pride fuels performance. This doesn’t mean micromanagement or constant oversight. It means creating space for autonomy and accountability. When people understand expectations and feel supported in achieving them, the result is not only higher productivity but also higher engagement. As leaders, we set the tone. The way we communicate priorities, celebrate wins, and respond to challenges directly affects how our teams perform. Encouraging ownership is a choice – it’s an investment that pays dividends in both results and morale. DEVELOPING FUTURE LEADERS. The best measure of leadership success is how many leaders you help create. Motivational leadership isn’t about authority;

THE ZWEIG LETTER DECEMBER 29, 2025, ISSUE 1614

OPINION

Marketing is your growth engine

A s a leader in the architecture, engineering, and construction industry, you have tons of competing priorities. There are always important, urgent tasks begging for your attention. Unfortunately, it can become challenging to focus on anything else when you have a stack of must-do items always waiting for you and fires to put out. Firms that invest in marketing consistently drive growth, credibility, and long-term success.

Lindsay Young, MBA, FSMPS, CPSM

One of the most valuable lessons that any leader must learn is how to delegate. Not only that, but how to trust that the person or team you’ve delegated each responsibility to can handle it. This is ultimately what frees you up to focus on tasks that move the needle in your business. What exactly does this entail? Well, once your team is handling most of the urgent matters and your operation is running like a well-oiled machine, you can shift your focus to important and non-urgent items. These tend to be big-picture activities that directly support the growth and scaling of your business which include:

Strategic planning

■

Marketing

■

Hiring

■

Onboarding

■

Information technology

■

■ Accounting By directing your attention to these areas, your focus will no longer be limited to what’s happening in the present moment with your business (as others are aptly handling that for you). You’ll be able to envision where you want your business to go and to lay down the framework for it today.

See LINDSAY YOUNG, page 10

THE ZWEIG LETTER DECEMBER 29, 2025, ISSUE 1614

ELEVATE THE INDUSTRY®

Historically, marketing has been relegated to proposal writing for many in the AEC industry. Firms that think small when it comes to marketing will see their businesses stay that way. In my experience, smart firms and the ones with the greatest longevity in this industry invest in marketing holistically. They put time, effort, and money into brand awareness, digital marketing, and client relations – not just proposal writing. Just as you’d delegate important, urgent tasks to team members, you’ll need to entrust your marketing efforts to others as well. This is a huge job to handle if you want to see a big payoff. This is where strategic partnerships with consultants come in handy. An outside expert will not only take a lot of this important, non-urgent work off your hands. Their sole goal and responsibility will be to expand your business. With insider knowledge of the trends and direction of the market, they’ll help you pivot your business strategy and marketing accordingly. If you’re ready to turn your attention away from dealing with urgent emergencies and tasks, and to start preparing for the future, marketing is a must. Finding an advisor who can learn the ins and outs of your business as well as you do (or even better) is the key to achieving that vision you have for your business one, three, five, or even 10 years down the line. Lindsay Young, MBA, FSMPS, CPSM is a marketing services advisor with Zweig Group and president and founder of nu marketing. She can be reached at lyoung@zweiggroup.com.

LINDSAY YOUNG, from page 9

All of these areas of your business are important. But the one I want to speak to right now is marketing. Marketing is one of the most underutilized departments in the AEC industry. But just because marketing may feel non-urgent, that doesn’t mean you can afford to put it off for another day. Or to underestimate its value to your company. AEC businesses that invest in marketing see tenfold results. With an active and intentional marketing strategy, firms can reap a multitude of benefits:

■ Get in front of new clients (and higher quality ones)

■ Build credibility in the industry with valuable content (thought leadership)

Stay top-of-mind with clients

■

Retain clients by providing extra value

■

■ Increase profits with strategically-promoted content

■ Gain a greater market share in the digital space (and real world)

Attract and hire the best in the business

■

Boost employee morale

■

THE ZWEIG LETTER DECEMBER 29, 2025, ISSUE 1614

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