TZL 1544 (web)

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July

2024,

Issue

1544

TRENDLINES

Staff turnover rate

8% 10% 12% 14% 16%

Can AI consulting and development be used for state and federal R&D tax credits? AI and the R&D tax credit

2020 2021 2022 2023 2024

FIRM INDEX Bowman Consulting Group Ltd. ...... 6 Cyntergy............................................................ 4 Fluor Corporation.......................................4 GradyMinor...................................................... 2 Moore Consulting Engineers............. 6 Pape-Dawson Engineers ...................... 2 WK Dickson.................................................... 8 MORE ARTICLES n SAM GRAVES: Lessons from the parenting trenches Page 3 n MARK ZWEIG: Helping employees become owners Page 5 n KRAIG KERN: Building value Page 7 n DAWN LANDRY: Embracing relationship building Page 9 According to the 2024 Financial Performance Report , the staff turnover rate was 14.1 percent in 2024, which represents an increase from the reported 12.3 percent in 2023. Staff turnover rate is the annual rate at which employees leave a firm, including voluntary and involuntary. Participate in a survey and save 50 percent on the final or pre- publication price of any Zweig Group research publication.

A t this point, I sound like a broken record, “Get started today using AI!” It’s not too late, I promise. AI is a marathon, so lace up your trainers, cross the starting line, and get in the race. Every step you take – small shuffles or big, long strides – will give you and your firm a competitive advantage next week, next month, and next year. And the ROI of current AI technology is not just qualitative. It can be quantified too – give me a shout, and I’ll talk you through my equation of expenditures and time savings. Right now, for every $3.62 I spend on AI, I get back one hour of time. I recently found out it can also be a boost to your business bottom line! Listening to Jordan Wilson of Corporate Tax Advisors, Inc. at Zweig Group’s AI & AEC Tech Summit, I learned something interesting that might incentivize AEC firms even further to kickstart their AI journey. An added benefit and by-product of developing your own software and/or AI products is a state and federal R&D tax credit. Based on our agreement when you hire us for AI consulting, the qualified expenses in developing new AI code and/or products belong to you based on rights and risk rules. By engaging with us, the expenses associated with development are eligible as QREs and create a tax incentive for your company. In effect, this reduces the overall cost of the project. This can be accomplished because: ■ Qualification is defined as the design and development of new AI code and/or software. ■ A contractor is defined as having a contract for engagement, with an hourly rate, and the rights are owned by the client. ■ Qualified expenses are defined as 65 percent of W2 and contractor spend related to the development of new AI code and/or products. ■ The R&D tax credit is equal to 8 percent of the qualified expenses.

Kristin Kautz, CPSM

See KRISTIN KAUTZ, page 2

THE VOICE OF REASON FOR THE AEC INDUSTRY

ON THE MOVE MICHAEL KELEMAN JOINS WILSON & COMPANY AS CLIENT ACCOUNT LEAD FOR THE COLORADO DEPARTMENT OF TRANSPORTATION Wilson & Company, Inc., Engineers & Architects announces Michael Keleman has joined the firm as a client account lead, serving as the singular point of contact for the Colorado Department of Transportation. Keleman is a well-known transportation expert with decades of experience with the design and construction of highway projects for the citizens of Colorado. Before joining Wilson & Company, Keleman worked for CDOT in Region 1 as a resident engineer and as the West Program Engineer, where he was responsible for planning and delivering projects specifically related to high volume, high visibility corridors located in Denver, Douglas, Jefferson and Clear Creek counties. His diversified background includes the widening of the Veterans Memorial Tunnels, the expansion of C-470 from I-25 to Wadsworth and numerous bridge replacements along the I-70 corridor. During his 24 years with CDOT, he developed entrusted working relationships within CDOT while fostering relationships with local, federal and other state agencies. “Mike’s extensive background at CDOT,

coupled with his seamless integration into Wilson & Company’s culture, opens doors for us to deliver enhanced, targeted support to CDOT while improving our organizational growth,” said Scott Waterman, Senior Vice President, Public Infrastructure, Rocky Mountain Region. “His expertise and alignment with our purpose bolsters our commitment to excellence and client-centric solutions.” For more than four years, Wilson & Company has deliberately invested in targeted growth initiatives, engaging employees at every level to promote its unique culture and advance the organization. This strategic approach creates unique opportunities for the team and clients, amplifying the firm’s motivation to become more client-centric within a competitive industry landscape. In 2021, recognizing the significance of expanding its presence in Colorado, a phased investment strategy focused on staff, services, and client service improvements. Beginning with establishing a Loveland office, which has grown from four to 20 employees, Wilson & Company now delivers a broad range of services to clients across Northern Colorado. In 2023, the company furthered its commitment to Colorado by adding local construction administration capabilities.

Interested in learning more

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

KRISTIN KAUTZ, from page 1

As an example, if a firm spent $100,000 with a contractor to develop new AI code and/or products, the qualified expense would be $65,000. Applying 8 percent of that for the tax credit equals $5,200. If you want to know more, reach out directly to Jordan for information on the R&D tax credit and to me for AI engagement and developer recommendations . We are both here to help you get the most value and return from creating and implementing AI in your business. You can also learn more at Zweig Group’s upcoming Minds & Machines event in Chicago. Whether you’re just beginning your AI journey or seeking to expand your existing AI initiatives, this symposium equips attendees with the knowledge and understanding needed to chart decisive next steps and navigate the ever-evolving landscape of AI implementation. Learn more here! Kristin Kautz, CPSM is Zweig Group’s artificial intelligence (AI) consultant and trainer. Learn more about Kristin here .

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MINDS & MACHINES Zweig Group’s T(AI)SK FORCE will be hosting a deep dive into AI integration and operations. This training provides a high-impact, hands-on learning experience that is designed to help emerging and current leaders be at the forefront of the AI technological revolution. Join us July 30-31 in Chicago, Illinois. Click here to learn more!

THE ZWEIG LETTER JULY 8, 2024, ISSUE 1544

OPINION

Effective team management involves setting clear expectations, equipping and empowering members, and fostering engagement and evaluation. Lessons from the parenting trenches

W e all work hard to create effective teams composed of motivated people, so when an initiative or project fails it can be easy to lay blame on the team. But I suggest we take a look in the mirror first.

As a fairly newly-minted senior associate at Cyntergy, one could say my experience at people management is in its “infancy.” But I do have a lot of kids (five under the age of 8), and I’ve learned some important lessons from the parenting trenches that I think apply well to work life. So indulge me, if you will, as I lay out a proposal – the five Es for how we can best cultivate our team members: 1. Expect. Upon opening the play room door, I experience a familiar spike in blood pressure. I specifically remember telling the 5-year-old, “Clean the room before snacks,” and yet here is the room, a complete mess, and here he is, happily munching away on carrots and hummus (or, to be honest, Teddy Grahams or worse). Is he a monster? A manipulative glutton? No, he’s just a 5-year-old. And when I say, “Clean your room,” the expectation isn’t translating.

How often have we experienced something similar at work? We set the table for our teams and what comes back is not what we wanted. Queue the blood pressure spike. Are they monsters? Manipulative layabouts? No, they’re just not inside our brains. We have to learn to set better expectations: crystal clarity, good examples, and periodic checks are all essential. We can’t blame others for not doing what we didn’t effectively tell them. 2. Equip. Our family goes through two gallons of milk per week. Do you know how much milk a large Target-brand cereal bowl will hold? I do. It’s about a half-gallon. I learned this one day after instructing my eldest son to, “Get yourself a bowl of cereal so I can finish napping.” Twenty minutes later I entered the kitchen to find him on the floor spoonlessly lapping at a bowl of milk and cereal.

Sam Graves, PE

See SAM GRAVES, page 4

THE ZWEIG LETTER JULY 8, 2024, ISSUE 1544

BUSINESS NEWS RENEWABLE FUELS PROJECT IN CANADA BEGINS PRODUCTION A Fluor Corporation project reached a major milestone recently with the production startup of the Braya Renewable Fuels facility in Come by Chance, Newfoundland and Labrador, Canada. Fluor provided engineering and procurement services to convert the idled petroleum refinery into a modern facility that produces renewable diesel fuel from soybean oil and other low carbon intensity feedstocks.

“The transformation of this facility into a sustainable asset improves Canada’s global climate impact by supporting the decarbonization of hard-to-abate sectors such as heavy-duty transportation and aviation,” said Jason Kraynek, President of Fluor’s Production & Fuels business. “Fluor was proud to be part of this exciting renewable fuels project and I commend the Braya team for its safe startup.” In addition to EP services, Fluor provided construction support services through startup.

Fluor Corporation is building a better world by applying world-class expertise to solve its clients’ greatest challenges. Fluor’s 30,000 employees provide professional and technical solutions that deliver safe, well-executed, capital- efficient projects to clients around the world. Fluor had revenue of $15.5 billion in 2023 and is ranked 303 among the Fortune 500 companies. With headquarters in Irving, Texas, Fluor has provided engineering, procurement and construction services for more than 110 years.

meeting with each of our children wherein we review their recent performance and discuss any warranted increases in freedoms, allowance, etc. The baby did especially poorly last quarter, as his Whining Index (WI) was way up while his Steps Per Minute (SPM) just didn’t meet quota. Just kidding – we would never give our kids an allowance. What does your evaluation process look like? Does your mind go straight to that perfunctory quarterly (or annual, or bi-annual, or “when we get around to it”) meeting? That’s certainly part of the picture. But are lessons-learned sessions a common practice in your organization? Do you have an internal QC process before the drawings even hit the multi-discipline QC stage? And (gulp!) can you be honest enough to give and take feedback as a normal course of business? 5. Engage. The backyard had never been so clean, for Mom had offered a prize so magnificent as to be almost unbelievable. Ice cream. And a cookie. And a movie! The children were a whirlwind, and the deck box bulged with toys that had until recently given the backyard such a nice, homey junkyard feel. Engaging my children at this stage mainly involves snacks, desserts, and screen time. But over time, we are aiming to develop young people who, Lord willing, might care about others enough to work hard for the team with nary a Twizzler or Mickey Mouse in sight. In today’s extremely mobile world of remote work, simply throwing money at a team member may not be enough to earn their long-term loyalty and engagement. The reality is that most of the professional world can trawl LinkedIn for the next great remote position and climb the ladder from the comfort of their home office. Engagement is tough to build. Each person is different, and knowing what will best motivate takes careful study and intention. But when a leader shows real understanding and real care, the result is a more tenured, more productive team motivated for the next challenge. Sam Graves, PE is a senior associate and senior mechanical engineer at Cyntergy. Contact him at sgraves@cyntergy.com.

SAM GRAVES, from page 3

“I couldn’t move it without spilling,” he grunted between slurps. Meanwhile the milk jug, our last milk jug, stood empty on the counter. Is he a monster? A milk-guzzling fiend? No, I just didn’t equip him properly. A pre-poured portion of milk or a quick training on handling the big jug may have spared us a trip to the store. What do our teams need to get their jobs done? How receptive are we to their requests? And how often do we ask them, “What else do you need?” Is it a faster computer, targeted training, or a better remote setup? Are our people equipped for the job? 3. Empower. “You mean, I can just turn on Looney Tunes ? Like, by myself?” my daughter, our only child truly proficient in the use of the remote control, asked in wide- eyed disbelief. “Yes, as long as you don’t wake us up on Saturday mornings.” A bargain was struck, the big sister had become the bringer of Bugs Bunny, and Mom and Dad now enjoy the small luxury of an extra 20 minutes of weekend sleep (which is approximately how long Elmer Fudd and Daffy Duck can hold the 3-year-old’s attention). Maybe this seems obvious to other parents out there, but for type A parents who typically closely regulate the use of the TV, empowering our daughter to keep the peace via the glowing rectangle on the wall was both a departure from the norm and a great decision. Permission seems like a bad word in business, but a great way to stymie a team member’s development and see projects fall flat is to withhold empowerment. Handing over the reins can be anxiety-inducing, but without intentional empowerment (accompanied by carefully applied guardrails and manager backing) we’ll never release the team’s full potential. 4. Evaluate. Like all good parents, we hold a quarterly

THE ZWEIG LETTER JULY 8, 2024, ISSUE 1544

FROM THE FOUNDER

M any owners of firms in this business come to the conclusion at some point that they would like to bring in certain people in their employ to ownership. Firm owners should consider adding key employees to ownership for motivation, transition planning, and financial strength – before it’s too late. Helping employees become owners

There are a wide variety of reasons to do so. Becoming an owner in the firm you work for certainly is a goal or career milestone the most motivated people tend to have. It is part and parcel of the culture of the industry. So if you own a business you are going to be aware of this expectation and of course don’t want to lose anyone over it. Other reasons include a desire for founders to plan for transition. They realize they must start selling down over time and get others involved in management and leadership so the firm can go on. In some cases, selling ownership to employees is also a way to ensure the firm is adequately capitalized. New equity beefs up the balance sheet and helps the firm be stronger financially. It can increase borrowing capacity and/or reduce the need for debt financing. And of course, there is the whole issue of motivation. Hopefully when people have an ownership stake they will be more motivated to do whatever it takes to make the firm succeed. So clearly, there are lots of

reasons to add additional owners over time. But then the big question is, “How?” How should one do it? Do you give the ownership to these key people? If you sell it, how much do you sell it for? How do you expect your people to afford it – most of whom are probably living paycheck-to-paycheck and don’t have a lot of discretionary funds to invest? These are big questions and not easily answered without considerable thought and study. Giving shares or ownership interest to people may make sense from the standpoint of affordability for the employee, but is that really the best way to make them think like an owner needs to think? Many would say “no.” You also have to consider the tax consequences of that gift. The employee is getting something and the government wants to get their share of that gift by taxing the value of it at ordinary income rates. How will the employee afford to pay those taxes?

Mark Zweig

See MARK ZWEIG, page 6

THE ZWEIG LETTER JULY 8, 2024, ISSUE 1544

TRANSACTIONS BOWMAN ACQUIRES MEP AND FIRE PROTECTION ENGINEERING FIRM MOORE CONSULTING ENGINEERS Bowman Consulting Group Ltd., a national engineering services firm delivering infrastructure solutions to customers who own, develop, and maintain the built environment, announced the acquisition of Moore Consulting Engineers, a mechanical, electrical, plumbing, and fire protection engineering firm based in Shamong, New Jersey. Moore provides comprehensive MEP/ FP engineering services to private and public sector clients throughout the United States. Founded in 2003 by current president Jeffrey Moore, PE, LEED AP, the firm provides specialized and generalized expertise in the areas of heating, ventilation, and air systems planning; electrical, lighting, photovoltaic, and low voltage systems design; and fire protection and alarm system engineering. With multiple LEED-accredited professionals on staff, Moore designs projects that meet the highest standards of environmental focus, energy efficiency, and long-term sustainability. “Moore Consulting Engineers adds additional depth to our growing MEP

and fire protection practices,” said Gary Bowman, chairman and CEO of Bowman. “Jeff has built a great business over the past 21 years, and we are proud to be partnering with the entire Moore team as they move to the next chapter in their story. Their focus on LEED standards brings additional expertise to our portfolio of services, and I am confident they will integrate quickly and add value immediately.” “I am happy to share that our next step will be to join Bowman. Several of Bowman’s recent acquisitions demonstrated to us their commitment to building a national MEP, fire protection, and sustainability practice,” said Jeffrey Moore, president of Moore. “Like Bowman, we are growth- oriented and are excited about the opportunity to contribute to their efforts to build a full-service national MEP/FP practice. Having gotten to know Bowman well, I feel confident that this is the right move for all the families that make up the Moore team. Our employees will benefit in many ways from Bowman’s extensive professional development opportunities, and our clients will benefit from the extensive network of people and resources we now have at our disposal.” Financed with a combination of cash,

seller notes, and equity, the acquisition falls within previously discussed target multiples and operating metric ranges. The company anticipates the acquisition will initially operate at an annualized net service billing run rate of approximately $4.0 million and be immediately accretive. Moore Consulting Engineers has been providing mechanical, electrical, plumbing, and fire protection engineering since 2003. The firm has grown over the past 21 years from only serving clients in the Philadelphia and south New Jersey markets to serving clients throughout the United States. Headquartered in Reston, Virginia, Bowman is a national engineering services firm delivering infrastructure solutions to customers who own, develop, and maintain the built environment. With more than 2,100 employees and more than 90 offices throughout the United States, Bowman provides a variety of planning, engineering, geospatial, construction management, commissioning, environmental consulting, land procurement, and other technical services to customers operating in a diverse set of regulated end markets.

All of these questions are good questions and how each firm answers them and addresses them will create opportunities and problems for them to deal with in the future. There is no one “stock” answer or best practice. There are too many variables to consider. Every firm is different, and every founder is different. This is certainly one area where qualified consultants or advisors can be helpful. It’s not something you do every day, yet there are people out there who do work on these problems daily who can provide you with some good advice. Your clients need you to do what you do because they can’t do it themselves. So, why would you try to do this stuff by yourself? If you are grappling with some or all of these questions, we are here to help. Drop me a line at mzweig@zweiggroup.com and I will put you in touch with the right people here. It’s important that you don’t wait too long to do something. I cannot tell you how many 70-year-olds we talk to who have no plan to transition and want to get out. Shutting down a business that has ongoing commitments is costly and difficult. And there is no pot of gold at the end of that rainbow! So don’t wait too long! Mark Zweig is Zweig Group’s chairman and founder. Contact him at mzweig@zweiggroup.com.

MARK ZWEIG, from page 5

If it is sold to the employee, should they be expected to pay for it all at once, or should the company provide some kind of financing so the employee can pay over time? Should those payments come out of regular payroll or should they come from bonus payments? There are pros and cons of each approach. Then there is the issue of roles and additional responsibilities for these new owners. Should they all be charged with bringing in new work to the firm? Do they all have management jobs? Do they all automatically sit on the firm’s board of directors? How will that be dealt with if the firm adds more and more owners because at some point the board can’t be that large? Or should ownership be simply that – an investment in the place one works with potential for profit distributions and appreciation, and a vote for who is on the board of directors, and nothing else? Who should be offered ownership is a big source of debate. Should it only be key people? Should they all be registered professionals? That’s an issue in some states. Should people have to be there a certain length of time? Or should it be anyone who wants to invest their money in the firm regardless of position or tenure?

THE ZWEIG LETTER JULY 8, 2024, ISSUE 1544

OPINION

Building value

Shift your perspective to view your marketing team as a strategic asset that constructs the very pathways through which your business grows.

W ith more than 30 years in the trenches of AEC industry marketing, I’ve witnessed the transformative power of strategic marketing. From behind-the-scenes crafting of winning proposals to the front lines of brand management, the contributions of marketing professionals are not just essential – they’re an investment in our firm’s future.

Kraig Kern, CPSM

At its core, marketing in AEC firms is about building relationships and reputations as much as constructing buildings and infrastructure. Even as modern and sophisticated as we have become in business, skeptics still view marketing professionals as just overhead expenses. It’s time to view our marketing team not as a line item cost but as a pivotal resource driving substantial ROI. Here are just a few of the ways marketers are building value in your firm: ■ Proposals that win business. Every proposal is a strategic endeavor, blending market insights with compelling narratives that showcase our unique capabilities. The ROI here is clear: a well- executed proposal secures contracts, drives revenue, and expands our business reach. Think of each successful proposal as a direct

contribution to our bottom line – this is marketing that doesn’t just pay for itself; it pays dividends. ■ Branding that builds business. Consistent and strategic branding extends beyond logo placement and conference sponsorships. It’s about carving a niche in a competitive market and positioning your firm as the go-to expert in your field. For instance, when my firm’s name is associated with resilient engineering solutions, it attracts and retains more clients and reduces the cost and effort required to win new contracts. Here, marketing ROI is measured by increased market share and a stronger, more recognizable brand.

See KRAIG KERN, page 8

THE ZWEIG LETTER JULY 8, 2024, ISSUE 1544

and enhanced productivity through a motivated, engaged workforce. Marketing personnel can play a big role here. ■ Enhancing client engagement and satisfaction. Marketing extends into client engagement and satisfaction, ensuring your firm wins projects and builds lasting relationships that lead to repeat business and referrals. By understanding client needs and consistently delivering value, your marketing team enhances client loyalty and satisfaction, critical for long-term success in our industry. This aspect of marketing contributes to a sustainable business model where client retention rates are as important as new acquisitions. Marketing teams in the AEC industry should be seen as a collaborative partner in achieving strategic objectives. It’s not just about keeping the firm in the public eye but strategically positioning us to seize opportunities and mitigate challenges. Your marketing initiatives should be designed to align closely with business development goals, ensuring that every dollar spent is an investment in your firm’s future. To my fellow executives and project leaders, I encourage a shift in perspective. See your marketing team as architects of opportunity – a strategic asset that constructs the very pathways through which our business grows. Together, let’s build on this foundation to elevate our firm’s position in the industry and achieve new heights of success. Kraig Kern, CPSM is vice president and director of marketing at WK Dickson. Contact him at kckern@wkdickson.com.

KRAIG KERN, from page 7

■ Networking and event coordination. When we host or participate in industry events, each handshake and exchange opens doors to new partnerships and opportunities. Facilitated by your marketing team, these interactions are critical for business development. A well- executed client dinner can be the difference between reselection and rejection during the next GEC renewal period. Investing in well-organized events means investing in the growth of your professional network, directly correlating to new business leads and enhanced industry positioning. ■ Recruitment and retention through marketing. Our marketing efforts also play a crucial role in attracting and retaining top talent. A robust onboarding experience and strong internal brand draws the best in the field. They inspire loyalty, reduce turnover, and foster a healthy culture. The ROI is twofold: reduced recruitment costs marketing team not as a line item cost but as a pivotal resource driving substantial ROI.” “Skeptics still view marketing professionals as just overhead expenses. It’s time to view our

THE ZWEIG LETTER JULY 8, 2024, ISSUE 1544

OPINION

Embracing relationship building

By leaning into our self-awareness to understand diverse personalities, we can transform challenges into opportunities for growth and success.

D o you ever get pushback from your team members when you ask them to help with business development, client account management, or networking connection responsibilities? Or maybe it’s you who feels like you don’t want to sell, didn’t go to school for marketing or communications, and a myriad of other objections.

Dawn Landry

As an AEC industry executive, I have heard the rumblings of my colleagues and their peers regarding business development. However, I have also witnessed that when these technical experts discovered and owned their relationship-building styles, they engineered the foundation for a future that impacted their career trajectory and beyond. For nearly a decade, I have worked in my consulting and training practice helping architects, engineers, and construction professionals at all levels identify, hone, and articulate their value to their clients, organizations, and, most of all, themselves. The first step in this process, and the concept that can be the most challenging, is realizing that sales is all about relationship building. We build relationships in various ways. Our connection capabilities depend

upon not only who we are but also on who the client is on the other side of the table. But so many of us (myself included earlier in my career) believe that everyone communicates the same way that we do. Only when we throttle back do we realize that when our messages aren’t “landing,” the recipient may be different from us. By leaning into our self-awareness to understand diverse personalities, we can transform challenges into opportunities for growth and success. To do this, though, requires mindfulness, empathy, and a willingness to change. This becomes easier when we can visualize our audience.

See DAWN LANDRY, page 10

THE ZWEIG LETTER JULY 8, 2024, ISSUE 1544

ON THE MOVE MATT MANGES, PE, CFM, ENV SP, PROMOTED TO BUSINESS GROUP DIRECTOR AT LOCKWOOD, ANDREWS & NEWNAM, INC. Lockwood, Andrews & Newnam, Inc. announces the promotion of Matt Manges, PE, CFM, ENV SP, vice president, to stormwater business group director. As the leader of LAN’s stormwater team, Manges has pioneered advanced stormwater modeling and led critical watershed studies, contributing to LAN’s expertise and leadership in stormwater management statewide.

“Matt has led numerous notable projects, including the use of two-dimensional stormwater modeling in the Houston region. This is the kind of talent LAN entrusts to help take our company to the next level,” said Steve Gilbreath, vice president, chief operations officer at LAN. Now as business group director, Manges will leverage his extensive experience and strategic vision to oversee LAN’s expansion initiatives. “Across Texas, there is a significant need to provide better drainage solutions to

communities. The public deserves cost- effective solutions to improve long-term community resilience. It is an honor to take on the responsibility of enhancing our stormwater services to better serve our clients and communities state-wide,” said Manges. LAN is committed to sustained growth, innovation and success as it continues to deliver cutting-edge solutions to its current and prospective clients. Manges was among four practice leaders at LAN promoted to business group director.

a business fable with a giraffe, robot, entertaining sea lion, workhorse, and loyal, older dog? Of note, each character (yes, even the robot) has whiskers. By leveraging our awareness of which character(s) best resembles us, we are able to identify how we relate to others and where our blind spots for client interactions and communications may appear. Winning with Whiskers™ is also a book, released in June 2024. It is a must-read for professionals across all industry sectors and levels eager to advance their careers, expand their internal and external business connections, and enhance their workplace environments. Learn more here. Dawn Landry is CEO and founder of Authentizity. Contact her at dlandry@authentizity.com.

Meet the Winning with Whiskers™ characters, as found in Landry’s training framework and latest book.

DAWN LANDRY, from page 9

In my work in the AEC sector, I have found that the most impactful way for participants to receive and apply these valuable insights is to provide them with practical tools for assessing their individual drivers and effectively reading the interpersonal cues of others. For that reason, I created the Winning with Whiskers™ fable framework. In a world filled with lots of interesting characters, what better way to demonstrate how we all have hardwiring that we use to create, cultivate, and deepen long-lasting relationships than

THE ZWEIG LETTER JULY 8, 2024, ISSUE 1544

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