TZL 1580 (web) real

TRENDLINES Decreased financial autonomy April 7, 2025, Issue 1580 WWW.ZWEIGGROUP.COM

$- $500,000 $1,000,000 $1,500,000

2024 2025

The key to embracing growth without giving up what made your firm great in the first place. Growing pains

Median Mean

FIRM INDEX Atwell...................................................................8 Cushing Terrell..............................................4 Dunaway...........................................................9 ISG..........................................................................8 O’Donnell & Naccarato...........................6 Terrascape Consulting...........................8 MORE ARTICLES n TRACEY EAVES & WILL SWEARINGEN: AEC M&A activity heats up Page 3 n MARK ZWEIG: Focus on the clients for success Page 5 n LYNN BRUNS: Coaching over counting Page 7 n Unlimited opportunity: Chris Wilde Page 9 Zweig Group’s 2025 Principals, Partners & Owners Report highlights a significant drop in the predetermined financial commitment limits principals can authorize on behalf of the firm. The median amount fell from $500,000 in 2024 to $150,000 in 2025 – a 70 percent decrease. The mean dropped even more dramatically, from $1.4 million to $662,143. These downward adjustments suggest firms are tightening financial controls, possibly in response to economic uncertainties or a growing emphasis on collaborative decision-making.

A t the risk of boring you with a personal anecdote, when my daughters were young, they both used to say that growing up seemed “spooky” to them. Growing up wasn’t an entirely exciting proposition – the increased complexities of it came with some fear and anxiety. Getting a driver’s license, having a bank account, voting, college, taxes, etc. – all these grown-up milestones felt like heavy, dark rights-of-passage. They weren’t against growing up, but they sure didn’t want to rush it either – and let’s face it, who can blame them? I think there’s a vivid parallel struck between my daughters’ experience and what it feels like for an AEC firm when it starts to look down the barrel of real growth. The firm feels small, safe, familiar, and cozy. Things are straightforward, with minimal hierarchy and little organizational complexity. The CEO might still be running the latest proposal meeting and might still bring a couple dozen donuts to the office on Fridays. The “mom and pop” atmosphere is almost nostalgic. And it works. For a while. But, like my daughters discovered with growing up, you can’t live in the same pajamas forever. At some point, what was once warm and fuzzy becomes untenable. Firms face the inevitable growing pains – expanding their geographic footprint, adding new hires, and, with that, the necessity of sophisticating; of adopting more formal processes and structures. What used to feel like a cozy family business becomes a full-fledged organization, and it can feel … spooky. The struggle is real, and the research confirms it. Data from Zweig Group’s 2024 Best Firms To Work For employee survey reports that 69 percent of firms struggle to preserve a cohesive company culture through growth. A 2024 ACEC survey reports that 57 percent of firms with more than 100 employees cited “maintaining core identity while scaling” as one of their top challenges. Clearly, this is a daunting issue for firms that were once small enough for everyone to share recipes. It’s no longer feasible for the CEO to personally oversee every detail. You need structure to survive. Holding onto the nostalgic, scrappy startup mentality of the past isn’t a viable strategy. Trying to keep that small firm, warm-and-fuzzy culture alive while growing – it’s a bit like trying to squeeze into those jeans you wore in college. Sure, they might still fit (sort of), but is it really comfortable (and should you be trying)?

Jeremy Clarke

See JEREMY CLARKE, page 2

THE VOICE OF REASON FOR THE AEC INDUSTRY

JEREMY CLARKE, from page 1

So how can firms embrace their inevitable growth and maturity without losing the essence of what made them special in the first place? I suggest leaning into these four principles: 1. Define your core values – and stick to them. Listen, growth doesn’t mean abandoning the principles that made your firm successful. If anything, you need to double down on them. The passion, commitment to client service, and integrity that made your firm great should still be your foundation. The difference is that these values need to be clearly articulated and integrated into a more structured framework as your firm expands to ensure everyone in your scaling organization is aligned with it. 2. Build layers of leadership, not layers of bureaucracy. As your firm grows, you’ll be tempted to fall into the trap of creating bureaucratic red tape. Some bureaucracy is needful, but you don’t need excess layers of it slowing down decision-making and sapping the life out of your people. What you need are layers of good leadership. Appoint and empower leaders to take ownership of their own teams and responsibilities. These are the people who should embody your firm’s values and culture while helping to scale operations. They’re the ones with some modicum of emotional intelligence who can help sustain the familial vibe by fostering strong relationships and keeping the human element at the heart of the business. These leaders create the space for growth while still holding onto your firm’s core identity and essence. 3. Invest in systems, not just people. In the early days of your firm, everything was pretty informal. Structure was minimal and people wore lots of different hats. And it all worked because the firm was small enough to manage the chaos. But as you scale, that chaos becomes a big (and growing) liability. Investing in good, proportionate systems is what will allow your firm to thrive. Whether it’s to aid with expanding HR, accounting, or project management needs, systems not only create efficiency, but critical solidarity around processes. Having these systems in place will free up your teams to focus on what matters most: growing your firm and building your brand. 4. Start fostering a growth mindset now (kill “this is how we’ve always done it” mentality). People need to embrace the inevitable changes that come with growth. It’s a fact of business because it’s a fact of life. It’s easy to fall into the trap of sticking to the familiar, but growth demands adaptability. This means shifting the mindset from “this is how we’ve always done it” to “this is how we can do it better.” Rid your firm of the toxic, incessant complainers and encourage a culture where everyone – from new hires to senior leadership – sees change as an opportunity for improvement. Growth isn’t about losing who you are; it’s about becoming something even better. Yes, growth can feel like a “spooky” transition – and it can be a bit messy. But growth isn’t something to fear, it’s something to celebrate. The key is to allow yourself to mature without giving up what made you great in the first place. So just get in front of it. And when you look back, you’ll see that while you’re not the same firm you were when you started, the heart and soul of the firm is still there, just with a bit more polish and strength. Jeremy Clarke is COO and managing director of Talent consulting at Zweig Group. Contact him at jclarke@zweiggroup.com.

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THE ZWEIG LETTER APRIL 7, 2025, ISSUE 1580

OPINION

AEC M&A activity heats up

T he AEC industry came out swinging in the first quarter of 2025. From architecture to environmental consulting, firms across the board have been busy making deals: big ones, strategic ones, and a whole lot of them. If the start of the year is any indication, we’re in for a very active 2025. The first quarter of 2025 saw big moves, bold strategies, and a clear shift toward specialization.

Tracey Eaves

So, what’s driving all this movement? In a nutshell: firms are looking to grow smarter, not just bigger. They’re after new geographies, new capabilities, and in many cases, very specific expertise that sets them apart in a competitive market. Let’s break it down. CIVIL ENGINEERING IS WHERE THE ACTION IS. If there’s one clear takeaway from Q1, it’s this: civil engineering firms are hot commodities. They topped the list when it came to acquisitions this quarter. Why? Because infrastructure is booming. Whether it’s roads, water systems, or utilities, civil engineering is the backbone of so many projects in motion right now. Just look at LJA Engineering, which picked up Florida- based Peters and Yaffee to beef up its traffic and transportation design services. Or CPH Consulting, which expanded its water and wastewater capabilities with the acquisition of Mittauer & Associates. These aren’t just regional plays. They’re strategic bets on where the work is heading. Architecture firms weren’t far behind, especially those with a strong portfolio in sustainability, restoration, or urban planning. The deals here show that design is

still a big priority, especially as clients look for spaces that are both beautiful and future-ready. U.S. AND CANADA: THE M&A HOT ZONES. When it comes to where the deals are happening, the U.S. is leading the pack. States like Texas, California, Florida, and New York saw a flurry of activity. These regions already have strong pipelines of public and private sector projects, so it makes sense that firms want to double down there. Canada was a close second, with a ton of action in cities like Toronto, Calgary, and Montreal. The Canadian deals were a mix of engineering and architecture, reflecting a balanced push into both infrastructure and design-forward development. And don’t count Europe out. Firms from the U.K., Germany, Denmark, and the Netherlands made some smart cross-border plays, often targeting niche capabilities or entry points into the North American market. Global reach is clearly becoming more important.

Will Swearingen

See TRACEY EAVES & WILL SWEARINGEN, page 4

THE ZWEIG LETTER APRIL 7, 2025, ISSUE 1580

in areas tied to sustainability, infrastructure, and high- performance design. Stantec’s recent agreement to acquire Page might be a signal of the scale and ambition we are likely to see throughout the rest of the year. This massive move by Stantec will make them the second largest architecture firm in the US in addition to strengthening its position as the largest integrated engineering and architecture firm in North America. As other large firms pursue similar strategic moves, we can expect a rise in high- impact, integrative deals that align with long-term growth and specialization strategies. We’ll likely see even more cross-border deals, continued interest from private equity, and a growing number of firms zeroing in on niche capabilities that help them stand out. Bottom line: the AEC world is changing fast. The firms making moves now are the ones preparing to lead it. Need help? Have questions about the M&A process? We’re here to help. Zweig Group’s M&A consultants are a cross- functional team of industry leaders who are driven to find solutions for business owners when it comes to strategic and capital challenges. Our extensive network spans North America, allowing us to blend industry and sector knowledge with experience across the M&A lifecycle. We also love answering your questions, so don’t hesitate to reach out. You can find more information about what we do, as well as a link to contact our team, on the Zweig Group website. Tracey Eaves is managing director of Transition consulting at Zweig Group. Contact her a teaves@zweiggroup.com. Will Swearingen is senior director of Transition consulting at Zweig Group. Contact him at wswearingen@zweiggroup.com.

TRACEY EAVES & WILL SWEARINGEN, from page 3

BIG FIRMS ARE LEADING THE CHARGE (WITH SOME HELP FROM PE). Most of the acquisitions this quarter came from larger firms looking to round out their services or expand into new regions. Companies like NV5, Greenman-Pedersen, and Trinity Consultants were particularly active, scooping up firms that filled gaps in their portfolios – whether that was MEP engineering, commissioning, or environmental services. Private equity was also in the mix. Signal Hill Equity Partners’ acquisition of MM Architects and Engineers, for example, shows that investors still see a lot of value in AEC firms with diverse capabilities. It’s a clear signal that the market is shifting toward comprehensive, one-stop-shop service models. Clients want partners who can do it all, and firms are responding by building those platforms through acquisition. SPECIALIZATION IS THE NEW SUPERPOWER. Here’s where things get really interesting: a good chunk of the deals this quarter were about acquiring very specific, high-value expertise. Think lighting design, acoustics, biosafety, even human factors engineering. Why? Because as projects become more complex and technology-driven, that kind of niche knowledge becomes incredibly valuable. HLB Lighting Design added serious depth with its acquisition of CS Design, while Trinity Consultants went after acoustics and AV capabilities with Jaffe Holden. These are firms positioning themselves not just to compete, but to lead in areas where very few others can. WHAT TO EXPECT FOR THE REST OF THE YEAR. If Q1 is the warm-up, Q2 and beyond could be even busier. Firms are looking ahead and seeing bigger, more integrated projects on the horizon. And that means more M&A activity, especially

THE ZWEIG LETTER APRIL 7, 2025, ISSUE 1580

FROM THE FOUNDER

Focus on the clients for success

I t’s been said there is no reason for any business to exist without filling a want or need of a client or customer. AEC firms are no exception. They have to meet the wants or needs of their clients. Yet sometimes I think we forget how important to our success that really is. Firms with owners who really understand how powerful this idea is don’t do things like all the other firms in our business.

Everyone says they are client-focused, but saying it and doing it are two different things. Firms with owners who really understand how powerful this idea is don’t do things like all the other firms in our business. Here are some ways they make it real: 1. They organize themselves differently. I have been preaching about the benefits of organizing based on client type or market sector for nearly four decades now. This organization structure is contrasted with the geographical-based or discipline-based organization structures that are most typical in our industry. My experience is that the owners of most AEC firms organized by geography or discipline will resist this idea and give me a million reasons why it won’t for them. But client-focused firms get it. And they tend to perform better as a result.

2. They hire people out of the client organizations they serve, or ones in the same industry. That means that the companies that serve state DOTs hire people who worked in the state DOTs that the firm serves. Or AEC firms that work for auto industry or retail clients hire people out of those or other automakers, or those who worked for similar retailers. I could go on with specific examples but you get the idea. 3. They have outside board of director members who came from client organizations or regulators of the clients they serve. Most AEC firms don’t even have outside BOD members at all, and when they do, it’s either their accountant or attorney. But the client-focused ones get it. They want the insight and connections they can

Mark Zweig

See MARK ZWEIG, page 6

THE ZWEIG LETTER APRIL 7, 2025, ISSUE 1580

ON THE MOVE O’DONNELL &

NACCARATO

engineering, particularly his work with existing buildings and tall structures, has earned him the respect of clients and peers alike. Franco’s commitment to innovation and mentorship continues to drive the success of our New York office and beyond.” Franco’s expertise includes a diverse range of landmark projects across the healthcare, residential, and institutional sectors, where he seamlessly integrates technical acumen with creative problem- solving. A Licensed Professional Engineer in five states, Franco has also contributed to shaping industry standards as a Structural Subject Matter Expert for the NYC Department of Buildings in the development of the upcoming NYC Existing Building Code, and a member of the Structural Code Committee developing the 2026 NYC Building Code. His expansive portfolio includes Multiphase Renovations at The Brearley School, NY Presbyterian Service Building Conversion, Station Yards Mixed-Use Development, Support for Multiple Exhibits at the 9/11 Museum, and the Northwell Health New Emergency Department Expansion at Peconic Bay Medical Center.

As principal, Franco will continue to lead the firm’s New York office, focusing on strategic growth and delivering high- quality structural engineering solutions tailored to the needs of clients and the community. He remains devoted to advancing O’Donnell & Naccarato’s mission by fostering strong partnerships, promoting innovation, and delivering technical excellence to enhance the built environment. Franco holds a bachelor’s degree in civil engineering from the Polytechnic Institute of New York University. He is a member of the Structural Engineers Association of New York and holds certifications as a Qualified Parking Structures Inspector and Qualified Exterior Wall Inspector. O’Donnell & Naccarato is an employee- owned structural engineering firm operating nationally from our offices in Philadelphia, Mountainside, New Jersey, New York City, Indianapolis, Miami, Orlando, Columbus, and Cleveland. With strong experience in every major vertical construction sector, O’Donnell & Naccarato supports the entire lifecycle of a building, starting with the initial structural design to renovations and ultimately to restoration.

ANNOUNCES OF ROBERT J. FRANCO, PE TO PRINCIPAL O’Donnell & Naccarato, a leading structural engineering firm specializing in innovative and client-focused design solutions, proudly announces the promotion of Robert J. Franco, PE, to the position of principal. Franco brings more than 25 years of structural engineering expertise and leadership to his expanded role with the firm. PROMOTION Since joining O&N in 2018, Franco has been instrumental in establishing and growing the firm’s presence in the competitive New York City market. Under his leadership, the New York office has delivered an array of impactful projects, ranging from new construction and adaptive reuse to complex renovations and restorations. Franco’s ability to mentor and collaborate, drive innovative solutions, and address complex challenges has been a cornerstone of the firm’s success in the New York market. “Rob’s promotion to principal is a reflection of his outstanding contributions to both the firm and the profession,” said Dennis Mordan, president of O’Donnell & Naccarato. “Rob’s deep expertise in structural

smells, and looks different, and each has completely different employee types. Why should our industry be any different? 6. They do their business planning based around the clients they serve. Because they are organized around client types, have people from those client types working for them and serving on their BODs, and are constantly polling those clients and then marketing to them differently, it just makes sense to do business planning based on those client types as well. The AEC firm needs to understand their unique strengths, weaknesses, opportunities, and threats as it relates to each client type they serve, and then build their business plan around that. 7. They are open-minded about the services they provide versus defining themselves as only providing a certain discipline (i.e., “we are structural engineers”). Client- focused AEC firms don’t put themselves in such a narrowly-defined box that limits how client-focused they can actually be. Does all of this make sense to you? Can I motivate you to do more than pay lip-service to the notion that you really are client-focused? I hope so – for your sake! Mark Zweig is Zweig Group’s chairman and founder. Contact him at mzweig@zweiggroup.com.

MARK ZWEIG, from page 5

get by having the right outside BOD members who know and understand their client base to help them sell work. 4. They continuously poll their clients and potential clients. It’s not just a “once every three years” market research project. It’s an ongoing effort. And they share what they are learning with everyone in their firm. They realize just how critical it is to understand their clients’ needs and what the problems are that they are dealing with. This practice helps the AEC firm to get more aligned with their clients and fine tune their processes and services. 5. They don’t practice “one size fits all” marketing. Many AEC firm principals and marketing people have this notion that all marketing materials should be standardized. Sure, standardization can make responding to RFPs and RFQs easier, but who says that is the most likely way to actually sell work? Maybe everything needs to be completely different based on the client types the AEC firm is pursuing work with. These client types can vary widely. It (the client type) impacts everything from graphic design and colors to content and writing style. Just think about the retail industry and how different stores are clearly aiming at different customer types, and how different they are from each other. Is going into a Claire’s any different from going into an Ann Taylor? Of course it is! Each sounds,

THE ZWEIG LETTER APRIL 7, 2025, ISSUE 1580

OPINION

Coaching over counting

T he AEC industry thrives on measurable outcomes. Performance metrics help firms track project deadlines, financial performance, and operational efficiency. But when metrics become the primary management tool, they create a narrow, short-term focus that can stifle engagement and innovation. If we want to create workplaces where people thrive, innovate, and stay, we must go beyond managing to metrics.

Lynn Bruns, PE

ISG takes a different approach. We focus on coaching behaviors rather than just tracking metrics. This shift doesn’t eliminate performance metrics; instead, we use them as a tool to guide professional development, build trust, and drive long-term success. Here’s how: 1. Focus on progress, not just outcomes. Good behavior begets good results. While hitting targets is important, true success comes from developing the skills, habits, and critical thinking abilities that lead to sustainable performance. Coaching emphasizes the process behind success, helping employees build the foundation and self-awareness for long-term growth. As an employee-owned multi-disciplinary firm, we encourage an ownership mindset where professionals take the lead on challenging

projects and focus on continuous improvement, not just task completion. This commitment to partnership strengthens our team, making us more resilient and adaptable. 2. Engagement and trust: The key to retention. AEC firms are facing talent challenges. Burnout and disengagement are real risks when employees feel managed by numbers rather than developed as professionals. Coaching builds trust and engagement by focusing on individual growth, not just performance metrics. Project-based mentorship models are dynamic and hands-on, ensuring employees feel mentally fit, valued, and motivated. When professionals see their own progress, they stay engaged, energized, and committed to their work.

See LYNN BRUNS, page 8

THE ZWEIG LETTER APRIL 7, 2025, ISSUE 1580

TRANSACTIONS ATWELL ACQUIRES TERRASCAPE CONSULTING, EXPANDING RESOURCES AND EXPERTISE IN THE SOUTHWEST Atwell has continued to extend its reach by acquiring the operations of Terrascape Consulting, adding expertise in engineering and surveying to its resources in the Southwest. Terms of the transaction were not disclosed. Terrascape, founded in 2006, is based in Phoenix, Arizona. The company is deeply committed to client service and brings knowledge of the region’s unique style and landscapes. It offers a comprehensive set of engineering and surveying services spanning both the public and private sectors. Terrascape brings expertise in multi-family, affordable housing, single-family, build- to-rent, industrial, and retail projects. “We’re excited to join a strong team

of professionals at Atwell,” said Dave Soltysik, principal and founding member of Terrascape. “We’re very proud that a strong majority of our business is from returning clients. Our long-term relationships and commitment to high- quality results match well with Atwell’s approach. Alignment of mission and values is incredibly important to us.” “Terrascape’s values and experience align tremendously well with Atwell,” said Ted Northrop, Senior Vice President at Atwell. “Our continued growth nationally and in the Southwest region makes the addition of Terrascape an outstanding fit. With Terrascape, we’re expanding our reach while continuing to provide expert service to our land development clients.” This acquisition follows on the heels of Atwell acquiring SEI Engineering in January 2025 and is the sixth strategic

addition in just over a year. Four other additions that Atwell made in 2024 were: Karins and Associates in Delaware, Banks Engineering and Biscayne Engineering in Florida, and Hydro Consultants in Louisiana. Atwell, LLC is a national consulting, engineering, and construction services firm with more than 1,700 professionals located across the country. Creating innovative solutions for clients in industries such as real estate and land development, power and energy, hydrocarbons, and infrastructure, Atwell provides comprehensive turnkey services including land and right-of- way support, planning, landscape architecture, engineering, land surveying, environmental compliance and permitting, natural resources consulting and project and program management.

Momentum matters, and if you aren’t winning, you probably aren’t having fun. Employees take responsibility for their own growth and the firm’s success, reinforcing a culture where excellence is expected, encouraged, and contagious. Remember: it doesn’t take talent to have a good attitude. USING PERFORMANCE METRICS FOR COACHING, NOT JUST MEASUREMENT. Performance metrics are valuable, but only when used effectively. We don’t manage to metrics; we use them to strengthen performance by: ■ Linking metrics to behaviors. Instead of just tracking billable hours, assess how employees communicate with clients – strong relationships drive repeat business. ■ Pinpointing strengths and opportunities. Coaching provides the tools and support for growth, ultimately improving profitability. ■ Knowing when to act. If coaching isn’t driving improvement, it’s time to decide – either help them grow or let them go. THE LONG-TERM IMPACT OF COACHING. Coaching- driven organizations don’t just hit metrics – they build high- performing, engaged teams that sustain success over the long run. Employees take responsibility for continuous improvement, developing the skills and relationships that shape the future of ISG and ultimately, the industry. Numbers will always matter. But if we want to create workplaces where people thrive, innovate, and stay, we must go beyond managing to metrics. We must coach, develop, and inspire. The result? Better engagement, stronger teams, and lasting success. Lynn Bruns, PE is chief executive officer of ISG. Connect with him on LinkedIn .

LYNN BRUNS, from page 7

3. Problem-solving over micromanagement. Over- reliance on performance metrics can lead to a culture of micromanagement. Employees may hesitate to take risks, fearing that change could negatively impact their metrics. Coaching, however, fosters a problem-solving mindset, empowering professionals to take ownership and adapt to unexpected challenges. According to a Gallup study, workers who know and use their strengths average 10 percent to 19 percent increased sales and 14 percent to 29 percent increased profit, among other bottom-line results. If teams are equipped with strategies to excel under pressure, it builds an “own-it” mentality. Rather than simply checking boxes, professionals develop the skills to think critically, make informed decisions, and drive meaningful impact. 4. A dynamic approach to leadership. Performance metrics are static. People are not. Coaching allows leaders to tailor their approach, recognizing that employees have different strengths, weaknesses, and can improve their self-awareness. This adaptability leads to stronger teams and more effective leadership. ISG reinforces this approach by leveraging strengths across 12 public and private sectors and 14 offices, exposing professionals to diverse challenges and workloads. The result? An agile, well-rounded workforce that finds the balance between direction and autonomy and is ready to shift when needed. 5. Coaching fuels cultural motivation. Performance metrics set benchmarks, but they don’t inspire innovation. Coaching does. When employees are coached – not just measured – they challenge assumptions, propose creative solutions, and push the firm forward.

THE ZWEIG LETTER APRIL 7, 2025, ISSUE 1580

PROFILE

Unlimited opportunity: Chris Wilde CEO of Dunaway (Fort Worth, TX), a leading independent multi-discipline design firm in Texas.

By LIISA ANDREASSEN Correspondent

W ilde started his career as a civil engineer at Dunaway in 2003. In 2021, he became the firm’s CEO – taking over the reins from 35-year Dunaway veteran, Tom Galbreath. The two worked together for a few years before Wilde was ready to set loose and lead the company through its next critical growth stage. Wilde likes to talk about “The Dunaway Difference” and interprets this to mean that the company works together to match clients with the right expertise at the right time on every project. “We have shared goals and allocate our top resources and people across markets to provide the best outcome for our clients,” he says. Dunaway also knows that in order to best serve its clients it has to best serve its staff. And, it appears that’s happening as it won Zweig Group’s 2024 Best Firms To Work For award as well as a Hot Firm award. “We believe that we are one team with one heart,” Wilde says. “This mentality permeates throughout our entire organization

from the way we are structured to the way we share the financial profits. This approach has proven to be successful from both a culture and profitability standpoint.” TRAINING AND OTHER OPPORTUNITIES. Dunaway’s vision is to be recognized as the leading independent multi-discipline design firm in Texas and one of Wilde’s first acts as CEO back in 2021 was to open a Dallas office. With a strong presence in Texas, they have a unique opportunity to deliver integrated solutions to their clients by cross-selling their various service lines and enhancing collaboration between regions and lines of business. For example, Dunaway is highlighting the deep-rooted partnership between their firm and Texas Christian University and the significance of the Burnett School of Medicine, which marks TCU’s first educational building outside its main campus in Fort Worth. They are also proud to announce that the school has recently achieved LEED Gold Certification, underscoring its commitment to sustainability and excellence.

See UNLIMITED OPPORTUNITY, page 10

THE ZWEIG LETTER APRIL 7, 2025, ISSUE 1580

HEADQUARTERS: Fort Worth, TX NUMBER OF EMPLOYEES: 375

YEAR FOUNDED: 1956

OFFICE LOCATIONS:

Fort Worth, TX

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Dunaway’s Burnett School of Medicine project at TCU in Fort Worth, TX.

Austin, TX

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stronger company and community. Their goal is for every team member, regardless of background, education, or role, to have equal access to resources and the opportunity to grow and discover their full potential. Right now, Dunaway’s primary challenge is sourcing the right talent to achieve a 15 percent annual growth rate. “We offer a well-defined path to ownership that is accessible to all team members and our main objective is to remain independent and gradually transition ownership to our team over time, aiming for around 10 percent of our workforce to become full equity owners,” he says. LEARNING LESSONS; MAKING IMPROVEMENTS. In January 2024, Dunaway experienced a ransomware attack on their IT infrastructure and digital data. This disruption caused multiple days of downtime and rework on projects. Post-attack, they decided to do a total refresh of their IT infrastructure across all office locations. This included enhanced employee training, an improved backup strategy, mandatory multi-factor authentication, and increasing their cyber insurance coverage. In 2025, Dunaway is focused on streamlining internal processes, improving project delivery, and using cutting-edge technology to optimize workflows. Wilde says he’s extremely excited about 2025 and shares that the company has three times the new project opportunities compared to 2024. It’s also invested in a brand- new IT infrastructure which allows it to be more nimble, flexible and reliable across all offices. “We’re also diving deep into AI,” Wilde says. It looks like that’s a given.

UNLIMITED OPPORTUNITY, from page 9

Dunaway is proud to have provided planning and landscape architecture, civil and structural engineering, and surveying services to the school, which aims to extend TCU’s strong community brand to the Near Southside, where they will train the next generation of physicians. In house, various teams across Texas have unlimited opportunities to lead through their culture and strategic committees, can share knowledge and resources across regions, and get to enjoy the additional compensation that this creates. Dunaway strives to be as transparent as possible because they believe that every team member makes a difference. Training plays a large role at Dunaway and they have a series of homegrown training courses that their team members go through. This training includes technical, project management, and leadership training led by company senior leaders. In addition, Dunaway has created several cultural committees, including Good Works, Fun, and One Heart, and several strategic committees that are focused on making them a better company. This provides leadership opportunities outside of the team members’ job roles and exposure to leadership across the state. Specifically, the “One Heart” culture at Dunaway emphasizes unity and collaboration. It means everyone passionately works toward a common goal as a unified team. “We value a diverse team working together in an inclusive environment, bringing unique backgrounds, experiences, and ideas to solve problems, encourage innovation, and enhance the communities we live in and serve,” Wilde shares. It’s this approach that makes Dunaway a

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MARKETS:

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Energy

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SERVICES:

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Planning and landscape architecture

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Subsurface utility engineering (SUE)

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