TZL 1578 (web)

TRENDLINES Value/net service revenue ratio March 24, 2025, Issue 1578 WWW.ZWEIGGROUP.COM

0.64

0.59

0.54

The path toward success is shaped by your courage, curiosity, and resilience. What I wish I would’ve known

2021 2022 2023 2024 2025

FIRM INDEX BHC....................................................................... 4 CBT Architects ............................................ 11 DLR Group .......................................................6 Eberly & Associates .................................. 2 ISG........................................................................ 11 Maxwell-Reddick ........................................ 2 Pape-Dawson................................................ 2 Suffolk ............................................................... 11 Tsoi Kobus Design .....................................6 MORE ARTICLES n SHELBY HARVEY: Demystifying ownership transition Page 3 n MARK ZWEIG: Relationships Page 5 n LUCAS GRAY: Inefficiencies are costing you Page 8 n TIARA MARCUS: Prioritizing performance over perception Page 10 Zweig Group’s 2025 Valuation Report shows a steady rise in the value/net service revenue ratio over the past five years, increasing from 0.55 in 2021 to a peak of 0.64 in 2024 before slightly adjusting to 0.63 in 2025. This ratio, a key valuation metric in the AEC industry, highlights the strong correlation between a firm’s revenue generation and overall business value. Participate in a survey and save 50 percent on the final or pre- publication price of any Zweig Group research publication.

I t’s Rising Stars season once again – the time when firms throughout the AEC industry are putting their final touches on applications and recognizing the tremendous accomplishments their young professionals have made. As I look through nearly 20 years of Rising Stars , I can’t help but reflect on my own path. I have struggled and misstepped at times, but the lessons and advice I received along the way made all the difference. As we prepare to evaluate and select the 2025 class of Rising Stars from amongst a growing list of applicants, I wanted to offer some of the wisdom I was given along the way – for future Rising Stars and all young AEC professionals: ■ Fake it until you make it. This is a cliche, but it truly works. Confidence is a major key to growth. My first role as a director came at a start-up in my 20s. I was nervous and didn’t necessarily feel ready, leading to feelings of imposter syndrome. In hindsight, the promotion was a vote of confidence from the founders. They saw something in me that I didn’t yet feel in myself. I was forced to make a decision. Either I was going to let these feelings get the best of me, or I was going to rise up and prove I was the right person for the job. That process started with proving it to myself. I had to act as confidently as possible until I actually gained that confidence. I balanced this confidence by working as hard as I could, and before I knew it, I was sure I could do it. ■ If you don’t ask, you may not receive. A mentor once told me that no one is really looking out for you but you. While they had obviously been burned in the past, I think there is a lot of wisdom in this sentiment. Every substantial raise and every promotion I’ve received has come as a result of me taking the initiative to ask. I took my mentor’s advice and started planting seeds when I saw an opportunity. That promotion I mentioned earlier? That came from me asking about growth opportunities at the company. How was I doing? Where did they see me adding the most value? When it comes to career growth, it’s your responsibility to speak up and ask for what you want. Be your own advocate. ■ Step outside of your comfort zone. Don’t be afraid to try new things. Diversify yourself. Take every opportunity to gain new skills and establish new relationships with different groups of people. If it

Mailena Urso

See MAILENA URSO, page 2

THE VOICE OF REASON FOR THE AEC INDUSTRY

TRANSACTIONS PAPE-DAWSON LLC ACQUIRES GEORGIA-BASED EBERLY & ASSOCIATES Atlanta-based Eberly & Associates has joined Pape-Dawson. Founded in 1982, Eberly & Associates provides land planning, civil engineering, and landscape architecture services in Atlanta. The firm’s team members have delivered a variety of development projects for both private- and public-sector clients, garnering a strong reputation for developing sound engineering solutions with a focus on environmental awareness. ENGINEERS,

Eberly second acquisition in Georgia, following Maxwell- Reddick in 2024. With offices in Alpharetta and Statesboro, Maxwell-Reddick’s is Pape-Dawson’s portfolio is underscored by residential development. Eberly excels in crafting innovative designs for commercial projects. Together, they will leverage their diverse experience and combined expertise in planning, surveying, landscape architecture, and engineering to offer comprehensive solutions for our clients in the Atlanta and wider Georgia market.

Interested in learning more

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

MAILENA URSO, from page 1

feels unnatural or makes you a bit anxious, it’s probably a good thing. This is where growth happens. For example, I participated in a 12-week Dale Carnegie course on Effective Communications and Human Relations. This course changed my perspective completely, both professionally and personally. In this short time, I was able to hone better communication skills, develop as a public speaker, and learn to influence people in an authentic and caring way. I still use these skills on a daily basis, so don’t be afraid to learn new skills and try something new. ■ Lead by example. We’ve all had a bad boss or two. It’s a horrible but seemingly universal experience. However, there are lessons to be learned. My first experience with a bad boss taught me what type of leader I didn’t want to be. Similarly, we’ve all had bosses and leaders we’ve loved, and there is just as much to learn from them. The point is: take what you’ve loved, admired, and hated and shape yourself into the leader you wish you had. ■ Participate, communicate, and have fun . I believe these are things we must all do every single day. In fact, this is the advice we leave our kids with in the morning at school drop off. These three simple things allow us to not only elevate ourselves, but everyone else around us. As a young professional, it’s important to engage with your coworkers and the company to stand out and express your commitment. Likewise, communication helps you build your network within your firm. There is no such thing as too much communication. And finally, once you are participating and communicating, try your best to have fun. Having fun makes the rest of it worth it. The path toward success is not always a straight one, and we should keep that in mind as we prepare to celebrate another generation of young AEC professionals. This journey is shaped by your courage, curiosity, and resilience. Whether it’s asking for what you deserve, stepping into the unfamiliar, leading with intention, or simply just showing up with a good attitude, these actions and principles can help guide young professionals into a fulfilling and impactful career. Take the leap. Trust your instincts. And, don’t forget to enjoy the ride. Do you know a Rising Star ? Nominate a young professional in your firm who exhibits great leadership and always goes above and beyond. Submit your Rising Stars nominations today, and recognize their hard work. Learn more here! Mailena Urso is chief marketing officer at Zweig Group. Contact her at murso@ 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.

EXECUTIVE ROUNDTABLE RETREAT This one-of-a-kind event creates a unique forum for CEOs, CSOs, and related C-suite officers to participate in facilitated discussions around strategy, growth, and innovation. This small group format event is designed to maximize the opportunity for attendees to connect, share, and gain insights specific to their role. Join us April 22-24 in Boston, Massachusetts. Click here to learn more!

THE ZWEIG LETTER MARCH 24, 2025, ISSUE 1578

OPINION

Demystifying ownership transition

Ignoring the elephant in the room won’t make it go away, but it might be what pushes your top talent to leave.

I t’s no secret that ownership transition is a hot topic in our industry. If you’ve attended any AEC conference in the past few years, you’ve undoubtedly seen plenty of content centered on ownership transition and succession planning. It’s a complex issue that is inextricably tied to workforce shortages, and one that has an even more significant impact on small to mid- size firms. As company leaders are approaching retirement age, many employees are left with the question of who takes the wheel once they’re gone.

Shelby Harvey

The good news is that there are a variety of options available to firm owners. The less-than-ideal news is that there’s no one-size-fits-all approach that guarantees success. Not to mention it’s a sensitive topic that can breed uncertainty and fear amongst your employees if not handled well. Which begs the question – what can we do to address ownership transition to our people in a productive way? ■ Make no mistake – no news is not necessarily good news. If you or the leaders in your company are in a position where you are starting to think about about ownership transition, it is undoubtedly going to be top of mind for your

employees – whether they’re telling you directly or not. Engagement surveys such as Zweig Group’s Best Firms To Work For survey are great tools for collecting anonymous feedback on topics employees otherwise may not feel comfortable discussing. Keeping a pulse on the concerns of your people is critical in creating strong, consistent communication to staff about where you are in the process. In the absence of clear communication, people begin to invent their own narratives, which can lead to incongruous or detrimental messaging about the subject.

See SHELBY HARVEY, page 4

THE ZWEIG LETTER MARCH 24, 2025, ISSUE 1578

build their personal wealth? Once you’ve identified what is most important to you and your employees, create a framework with which to assess the options available to you. Being open about the things you value most with your employees will go a long way in building trust and help them understand what they can expect from an ownership transition outcome regardless of which route you take. “As company leaders approach retirement age, many employees are left with the question of who takes the wheel once they’re gone. The good news is that there are a variety of options available to firm owners.” We will never be able to anticipate every worry or concern that employees will have around ownership transition – but we can be proactive in our communication, intentional with our transparency, and genuine in our reassurance that all options will be vetted through a lens of shared values. Shelby Harvey is director of talent development and HR at BHC, Contact her at shelby.harvey@ibhc.com.

SHELBY HARVEY, from page 3

■ Transparency without context doesn’t create understanding. As stated before, there are a variety of options available for ownership transition. Whether you’re considering private equity, internal ownership transition, an ESOP, or mergers and acquisitions – all of those options will create significant change and unknowns, which will heighten anxiety for your employees. While there will be plenty of things you can’t share under NDA, you can (and should!) educate your staff about the pros and cons each of these options offer. Are there any you’ve ruled out for certain, and why? Do your employees understand the significant investment needed to start an ESOP, rather than joining one that’s fully matured? Providing context helps to demystify ownership transition. It also empowers your employees to ask the tough questions and give you an opportunity to provide answers on your terms. ■ Evaluate your options through a values-based lens. Along with your team that is focused on ownership transition, outline the factors that are of the highest importance when determining which route to take. How do they align with your core values? With the wants and needs of your employees? Is it important to you to have geographic expansion, or service expansion? What option will be most effective at helping your employees

THE ZWEIG LETTER MARCH 24, 2025, ISSUE 1578

FROM THE FOUNDER

Relationships

The ability to maintain long-term relationships, both personal and professional, is one of the keys to business success.

O ne of the keys to any success I have had over the years has been that I have been pretty good at maintaining long-term relationships. For example, I still know and communicate periodically with the couple who owned the first bike shop I started working in at age 12 or 13, and with some of the earliest clients I had in the architecture and engineering business going back to 1980. But it dawned on me this morning that I have gotten so busy and so overcommitted that I simply cannot keep up with all of the relationships I have as well as I would like to. I just don’t have the time to do it!

Mark Zweig

My relationship order of priority is family members first, then work, and then students. Friends, potential friends, neighbors, acquaintances, and people I may want to do business with at some point are suffering as a result. That makes me feel guilty and I don’t like it. I got a call this weekend from an 85-year-old rabbi/ entrepreneur friend of mine whom I haven’t spoken with in months. He and his wife have been having a variety of health and financial problems and even though I have thought about him, I didn’t check up on him (a fact he reminded me of!). The truth is that thanks to the invention of the smart phone, it is easier than ever to send a quick text or email to check up on

someone even if you don’t have time to pick up the phone and call them. But he doesn’t text and doesn’t do email. And I realized that the only reason I am so delinquent in checking up on him is because of that. I still felt guilty, though. So what is the answer to my relationship maintenance “opportunity?” I’m not sure. I am keeping up with my family, work, and students pretty well. And while I do feel pretty good about my order of priorities, I would like to do better with the people who don’t fit into one of those three groups. I think the answer probably needs to be in scheduling – making a better use of

See MARK ZWEIG , page 6

THE ZWEIG LETTER MARCH 24, 2025, ISSUE 1578

TRANSACTIONS DLR GROUP ACQUIRES BOSTON- BASED TSOI KOBUS DESIGN DLR Group CEO Steven McKay announced that Boston-based healthcare and life sciences planning and design firm Tsoi Kobus Design has joined DLR Group. Bringing Tsoi Kobus to DLR Group significantly elevates the firm’s design acumen and accelerates access to more sophisticated healthcare clients and design opportunities. Tsoi Kobus is recognized as the leading designer of healthcare and advanced proton therapy facilities at academic, clinical, and research hospitals around the world. It also brings an award- winning portfolio of life sciences, higher education, and commercial design to complement DLR Group practices in those markets. “As we evaluated firms specializing in healthcare and life sciences that could be a growth agent for DLR Group, Tsoi Kobus was at the top of that list,” said DLR Group CEO Steven McKay. “We have cultural alignment in design; in client service based on Principal level involvement in leading projects; and a collaborative, purposeful, and bold belief in the power of design to elevate the human experience.” The merger ensures the 40-year design legacy and continuity of Tsoi Kobus for its employees and clients, providing the firm with an expanded global platform to influence the next generation of healthcare and life sciences design. The firm will operate as DLR Group | Tsoi Kobus Design in Boston, and the

50 Tsoi Kobus employees will have the opportunity to invest in DLR Group stock and become employee-owners. “I have invested my entire career in Tsoi Kobus, and it was time to activate a transition plan,” said Tsoi Kobus Co- Founder Rick Kobus. “The way DLR Group does business, and its commitment to design and collaborative culture mirrors ours. This is the ideal solution for the employees, clients, and partners of Tsoi Kobus Design. I am excited about the future and eager to collaborate with DLR Group leadership to grow the healthcare, higher education, and life sciences studios in the coming years. I will be active within these teams mentoring the next generation of designers dedicated to healthcare and life sciences design excellence.” The cultures of DLR Group and Tsoi Kobus are a philosophical match with a commitment to deliver design excellence to clients through integrated design, as well as shared beliefs and approaches to sustainability, business operations, and career development. The opportunity to be part of a 100 percent employee-owned firm was a deciding factor for Tsoi Kobus to join DLR Group. “As we collaborated with Steven McKay and others at DLR Group, it was clear that our firms share a commitment to a firm culture, career growth for designers, an integrated design practice, and sustainability,” said Kobus. “The opportunity for all our people to become owners within DLR Group’s 100 percent

employee-owned culture is the ideal platform to ensure the design legacy of Tsoi Kobus into the future.” By joining DLR Group and its national and global footprint, the reach and influence of Tsoi Kobus in medical planning, and healthcare, proton therapy, and life sciences design will significantly expand. The designers of Tsoi Kobus will impact and grow healthcare, life sciences, and higher education at DLR Group, and be able to pursue other design careers in building types or specialty disciplines. In Boston, Tsoi Kobus provides DLR Group with an established location to serve its existing clients including Bucknell University, Columbia University, Marist College, SUNY, Swarthmore College, University of Pennsylvania, and Yale University; Boston Public Schools and Cambridge Public Schools; and a variety of commercial clients including Vista Equity Partners, the General Services Administration, and global technology firms. “Working with Rick, George Takoudes, Anne Garrity, and the design studio at Tsoi Kobus, we will build a thriving, growing healthcare practice in DLR Group offices across the country,” said McKay. “Our intent is to grow DLR Group into a recognized leader in healthcare design.” DLR Group is an integrated design firm delivering architecture, engineering, interiors, planning, and building optimization for new construction, renovation, and adaptive reuse.

who doesn’t want to be loved? But the fact is, you never know where those relationships will lead you. Sometimes they can be life-changing. “Not every relationship you have should be one that benefits you in some way. I don’t want to be one of those people that you only hear from when I want something from you!” How about you? What are you doing to keep up with your long-term relationships? Mark Zweig is Zweig Group’s chairman and founder. Contact him at mzweig@zweiggroup.com.

MARK ZWEIG , from page 5

my calendar and phone than I am now. It would probably be smart to plug 20-30 minutes into my calendar every day for outreach efforts to those who unfortunately (for me) fall into this “second tier” group. The other thing I can do is have more breakfast meetings with local folks than I am having now. It will force an old guy like me to get cleaned up and out of the house early, and it’s a meal time that isn’t already completely booked. I have to do better. Not every relationship you have should be one that benefits you in some way. I don’t want to be one of those people that you only hear from when I want something from you! I can’t stand that and it just isn’t a quality or characteristic I aspire to be known for. Sometimes you will give more than you get. That’s OK, and part of the human experience. And besides that,

THE ZWEIG LETTER MARCH 24, 2025, ISSUE 1578

OPINION

Inefficiencies are costing you

Why most architecture and engineering firms overspend on design software and underinvest where it matters.

M ost architecture and engineering firms invest heavily in design software but neglect business management tools, often at the cost of efficiency and profitability. I learned this lesson firsthand when I co-founded my own firm in 2013 with a couple of partners. We left larger firms because we wanted to have more control over the work we did and flex our design muscles. We started working from our living rooms with laptops, a subscription to Revit LT, and a dream. We slowly started to bring in work and grow the team.

Lucas Gray

Although we were confident in our ability to design and deliver projects for our clients, we were lacking in business knowledge, underinvested in planning for growth, and neglected building systems and processes as we focused on the creative work. We grew our tech stack by adopting more design tools from SketchUp and Revit to Adobe CC, Bluebeam, and more. Yet the biggest weakness of the business wasn’t design. It was making sure the team was billable and efficient, that we hit deadlines and kept each project on budget. The more tools we adopted the worse this got as our design workflow jumped between

software tools and often necessitated duplicating work. Instead of a streamlined, repeatable, and efficient design process, we made things up as we went and each project was executed differently. At the same time, with the goal of saving money, we resisted investing in software that helped with managing the business. We used QuickBooks Online for financial management and then folders full of spreadsheets that we custom built for various aspects of the business. Our thinking at the time was to save money with “free” spreadsheets. We felt we were already spending too much on software and didn’t want to increase our budget. We didn’t

THE ZWEIG LETTER MARCH 24, 2025, ISSUE 1578

have a clear enough financial picture to understand that the biggest cost by far was time, and that investing in software that could cut down on firm management, reduce manually building and updating disconnected spreadsheets, and having to enter the same data in multiple places was costing us hundreds of billable hours each year. It took us a few years operating like this before we pulled the trigger to move from spreadsheets to a more integrated firm management tool. The financial impact was significant. We were able to better manage our team, visualize project schedules and deadlines, get up-to-date reports for individual projects, team members, and firm- wide performance, and most importantly we saved hours of administrative time each week. Time we then were able to spend doing business development and serving our clients. “Staff salaries are by far the biggest expense at every firm, and firms that underinvest in software often compensate with higher labor costs and operational inefficiencies. Investing in tools that can save admin time, and make your team more billable, will have a huge return on investment.” In short, the investment in software on the business side of the practice was more impactful for our financial stability than investing in new design tools. The management tools gave us better data about how we were spending our time, where we were going over budget, and when we were wasting effort, so we could make smarter management decisions. Firms that reassess their software stack often uncover redundancies in design tools. By optimizing our workflow, we cut unnecessary software costs, saved valuable time, and improved overall efficiency and quality of our work deliverables. After moving on from running the firm, I started consulting with architecture and engineering firms on operations and firm management. While working with dozens of small firms, I saw many of the same mistakes that I made. There was a resistance to investing in business software and an overreliance on custom built spreadsheets and other tools. Spending cash was carefully analyzed while spending time was overlooked. Leaders more quickly invested in design tools but would second guess the value of tools that would improve financial management, marketing efforts, or resource planning. The passion for designing great projects and impacting communities drew attention away from thinking about the right balance of tools for all aspects of the firms. Most firms I consulted with were underinvesting in marketing, task management, project management, and financial management software, while the bulk of resources were spent on design software. It might make sense at first glance, but design wasn’t where firms were

having problems. Challenges were almost always related to project management, team management, and cashflow management. Yet firms weren’t willing to invest in the tools that could address these parts of their business. They were blinded by their passion for design. It was easy for an architect to decide they needed the latest design tool, because that is what they were passionate about. It was difficult for them to justify tools to address the challenges that were outside their area of expertise. Some metrics to consider, using data pulled from the 2024 BQE Benchmarking Report , BQE CORE user data, and the 2024 AIA Firm Survey Report : ■ Firms that invest 3-6 percent of revenue in software, including design and management tools, see higher operational efficiency. ■ Firms using integrated business management tools saw a 20 percent increase in profitability compared to industry averages (15.9 percent vs. 13.2 percent profit margin). ■ Automating billing and invoicing coupled with e-payments lead to 30 percent faster client payments, improving cash flow. ■ Architecture and engineering firms using all-in-one management software generated $13,000 more revenue per employee, a more than 9 percent increase ($159,000 vs. $143,000 revenue per FTE). What I conclude from my personal experience running a firm, consulting with firms, and from the statistics above is that many firms over-invest in design tools, creating redundancies and wasted money. Meanwhile they underinvest in tools to improve their operations and make their team more effective. Staff salaries are by far the biggest expense at every firm, and architecture and engineering firms that underinvest in software often compensate with higher labor costs and operational inefficiencies. Investing in tools that can save admin time, and make your team more billable, will have a huge return on investment. You should have software tools for each aspect of your business: marketing and business development, project management, team management, financial management, and of course design services. But these should be balanced. If your firm isn’t investing in business software as much as design tools, it’s time to rethink your strategy. Take a close look at where inefficiencies are costing you billable hours and invest in solutions that will save time and maximize your firm’s profitability and long-term success. Lucas Gray is director of content and community at BQE. Contact him at lucas.gray@bqe.com.

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THE ZWEIG LETTER MARCH 24, 2025, ISSUE 1578

OPINION

True leaders tune out the noise and let their expertise, talent, and technical understanding speak for itself. Prioritizing performance over perception

S uccess in engineering and design should be defined by capability, innovation, and results – not assumptions or labels. Through my experience working with dynamic teams, I’ve learned the most effective ones thrive on expertise, collaboration, and a shared commitment to excellence. Whether in engineering, architecture, planning, or environmental design, ISG values personal strengths as the driving force behind meaningful, lasting solutions for our clients and communities.

Tiara Marcus

The workplace should be guided by expertise, driven by effort, and measured by the impact it creates – not by outdated narratives or assumptions. Time and again, my belief in hard work has proven true. EARLY LEARNING. In pursuit of an industrial engineering career with a 9:1 ratio of men to women in my college courses, personal identity wouldn’t overshadow success. Through technical expertise, resilience, and the determination to succeed, people in these fields prove time and again that their focus is on one thing: excellence. Over the next 15 years, my career spanned mining, foundries, manufacturing, and heavy industry.

It’s a non-traditional background for architecture and engineering design, but one that built a deep technical foundation in quality, operations, and leadership. Each role came with its challenges – learning from some of the toughest people on earth, leading multimillion-dollar investments, and presenting growth strategies to CEOs and board members. BECOMING A METRIC. At one point in my career, I attended a leadership meeting about upcoming bonus changes. The system was being redesigned to incentivize leaders to promote diverse candidates for additional increases.

THE ZWEIG LETTER MARCH 24, 2025, ISSUE 1578

BUSINESS NEWS SUFFOLK CELEBRATES TOPPING OFF FOR A GAME-CHANGING NEW TAKEDA FACILITY IN KENDALL SQUARE WHERE SCIENCE, ART AND COMMUNITY WILL CONVERGE Suffolk, one of the largest and most innovative real estate and construction enterprises in the country, recently celebrated topping off 585 Kendall. Designed by CBT Architects, 585 Kendall is a mixed-use lab/office building and performing arts center in the Canal District of Kendall Square. The event recognized the construction teams that played a vital role in reaching this significant milestone. Takeda has leased the property’s approximately 600,000-square-foot of lab and office space, creating a purpose- built research and development facility to deliver life-transforming therapies for patients that will be the home of Takeda’s Global R&D center. Lexington will remain Takeda’s suburban campus. Maintaining the neighborhood’s reputation as a hub for science and the arts, the 16-story structure developed and owned by BioMed Realty is poised to establish a new cultural landmark for the community.

Suffolk’s approach to building the new facility is rooted in its commitment to quality and the latest advancements in construction technology, data and sustainable practices. Suffolk increases efficiencies and productivity on jobsites that allow its teams to build functional, sustainable buildings and research labs at the forefront of global biomedical innovation and deliver those buildings on schedule and on budget. “We are honored and privileged to celebrate this important milestone in the construction of this complex facility,” said John Fish, Chairman and CEO, Suffolk. “Building a sophisticated project in the heart of the innovation district of Cambridge requires vision, dedication, innovation and collaboration. Thank you to BioMed and Takeda for their close partnership, for their investment in this community, and for their faith in Suffolk to deliver this game-changing project for the life sciences community, the City of Cambridge and the Commonwealth of Massachusetts.” Set for occupancy in 2026, 585 Kendall is designed to support the diverse needs of

the Cambridge community. The building’s 30,000-square-foot performing arts center with a 400-seat performance space, flexible multipurpose rooms for workshops and meetings, and an indoor garden developed in partnership with Global Arts Live will provide much-needed rehearsal, performance and gathering spaces for artists and community members. This performing arts center will complement the existing, ongoing community activations at Canal District Kendall. BioMed Realty and Takeda are also partnering to achieve key sustainability goals in the building’s development and operation, including LEED Gold or higher, as well as additional healthy building certifications. The building will be water and energy efficient and supplied with 100 percent renewable electricity to reduce greenhouse gas emissions. Enhanced ventilation strategies, avoiding chemicals of concern like volatile organic compounds, and applying biophilic design principles, will improve occupant wellbeing, comfort, and productivity.

As a female leader who would have met the criteria, I didn’t feel advantaged – I felt undermined. Another female leader and I spoke up, asking how this policy might impact our credibility. If our male peers believed we were promoted just to fulfill a quota, how could we effectively lead? Would our hard work and qualifications be overshadowed by a statistic? Leadership assured us that only the most talented and capable individuals would still be promoted. But I wasn’t convinced. I approached my boss and told him plainly: “If I’m ever promoted because I’m a woman rather than because I earned it, I will quit.” I refused to let my abilities be questioned or my career reduced to a checkbox. THE OUTCOME. Over time, this policy created a wedge within the team. In a male-dominated environment, being a woman became even harder – not because of bias, but because of the unintended consequences of a diversity metric. Some colleagues still recognized my capabilities, but doubt lingered for others. Seeking a career move driven by purpose, I looked for an opportunity to challenge myself – one that embraced continuous improvement, curiosity, and personal growth. I wanted to be part of a company where respect, togetherness, and empathy are more than principles; they shape the way people deliver the work. Today, I feel truly valued and can

make a meaningful impact on my local community and the Midwest region ISG serves. BREAKING PERCEPTIONS. The true measure of success is based on merit and skill. A person’s excellence can be defined by a commitment to growth, adaptability, technical skill, and the ability to create positive change. For those in male- dominated fields, breaking down barriers doesn’t mean fitting into a mold or adhering to quotas – it means consistently performing at the highest level, building resilience, and embracing challenges. Embracing the opportunity for improvement is what shapes leaders, and true leaders are driven by their skills, vision, and ability to make an impact. Many individuals in these industries, like those at ISG, tune out the noise and let their expertise, talent, and technical understanding speak for itself. EMPOWERING PEOPLE TO LEAD. ISG has benefited from an #ISGAllin employee-owned culture: one where everyone is given the opportunity to contribute meaningfully, and we feel the weight of responsibility by having a stake in the game. Every day, our team shows up with the intention to make an impact – as leaders and owners committed to performance, excellence, and delivering results. Whether that’s how we think, lead, and solve problems, we’re committed to making a difference. Tiara Marcus is a project management practice group leader at ISG. Connect with her on LinkedIn.

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