TZL 1591 (web)

June 23, 2025, Issue 1591 WWW.ZWEIGGROUP.COM

TRENDLINES

Parental leave

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Honoring the firms building the future of AEC through culture, creativity, innovation, and smart growth. The start of celebration

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Zweig Group’s 2025 Policies, Procedures & Benefits Report shows that AEC firms are increasingly adopting more

E ach year, Zweig Group’s awards programs show us that true success in the AEC industry can’t be defined by a single metric. It’s not just about how fast you grow. It’s not just about how flashy and effective your marketing is. It’s not just about how happy your people are. It’s about how all these things come together. It’s about firms delivering great projects, supporting great people, and building a strong, sustainable practice. This is why we celebrate three core pillars: People, Projects and Practice. This framework is meant to represent not only what firms do, but how they lead. This year’s award winners stand out because they’ve embraced that full picture. They’re doing more than building structures. They’re building cultures, stories, and patterns for sustainable growth. Each Zweig Group award winner tells the story of one (or more) of these pillars in action, proven with data-driven, measurable results. PRACTICE: HOT FIRM, BEST FIRMS TO WORK FOR, AND BFTWF LEGACY AWARD. Best Firms to Work For (BFTWF) is all about people. It’s about employee satisfaction, growth, and sentiment. The results of BFTWF are based on comprehensive employee surveys and corporate culture assessments, which cover everything from benefits and work- life balance to professional development and leadership. This award recognizes firms that do more than just say they care about their people. It recognizes firms that prove it. Winning BFTWF is about more than just bragging rights, though. It’s a powerful recruitment tool, a retention boost, and a reflection of what a firm is doing right. New this year is the Best Firms To Work For Legacy Award, which honors firms that have demonstrated a consistent excellence in workplace culture over time, achieving a top three ranking in Zweig Group’s BFTWF for at least 10 years in a row. The inaugural recipients of this distinction are Bowers + Kubota and Garver, two firms that have consistently set the standard for what it means to be a truly great place to work in the AEC industry. Their commitment to employee satisfaction, professional development, and company culture isn’t a gimmick. It’s who they are. These firms have made a habit out of excellence, and their longevity sets the bar for what it means to be a truly great place to work in AEC. That is a proven legacy. Hot Firm recognizes the 100 fastest-growing AEC firms in the United States and Canada. These firms are making the biggest moves. They are scaling smart, adapting fast, and proving that growth doesn’t mean

MORE CONTENT n KYLE AHERN: Mind the gap Page 3 n 2025 Best Firms To Work For Award winners Page 5 n Marketing that works Page 6 n 2025 Marketing Excellence Award winners Page 8 n Sustainable momentum: Jesse Kropelnicki Page 9 n 2025 Hot Firm List Page 11 n What young leaders want Page 12 n 2025 Rising Stars in the AEC Industry Award winners Page 13 inclusive parental leave policies. On average, firms offer 4 weeks of paid and 11.2 weeks of unpaid leave overall, with maternity leave averaging 6 weeks paid and 10 unpaid, and paternity leave averaging just 2 weeks paid and 12 unpaid. Participate in a survey and save on a Zweig Group research publication.

Chad Clinehens, P.E.

See CHAD CLINEHENS, page 2

THE VOICE OF REASON FOR THE AEC INDUSTRY

Chad Clinehens | Publisher cclinehens@zweiggroup.com Sara Parkman | Senior Editor sparkman@zweiggroup.com Tel: 800-466-6275 Email: info@zweiggroup.com Online: zweiggroup.com/blogs/ news

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CHAD CLINEHENS , from page 1

CREATING SUCCESS. These awards don’t just highlight isolated achievements. They reveal the DNA of firms that are thriving in today’s fast-paced AEC landscape. These firms have demonstrated what it means to lead with purpose, adapt with agility, and invest in the people and ideas that drive long-term success. Each of the winners in this issue represents a unique vision of what it means to be great, but they all share one thing in common: a commitment to doing things the right way. This is what it means to build a truly great firm. Not just for today, but for the future. The firms featured in this issue are setting the tone for where the AEC industry is headed. They’re not waiting for change. Instead, they’ve shown their willingness to create change. Whether through rethinking employee engagement, accelerating smart growth strategies, or crafting marketing campaigns that resonate, these firms are leading by example. They remind us that innovation in the AEC industry is about more than technology and design trends. It’s about being bold enough to reimagine how firms operate, connect, and grow. As you explore this week’s issue of The Zweig Letter and meet this year’s winners, take note of the patterns. It’s no accident these firms landed where they did. They asked hard questions, made intentional choices, and invested in the things that matter most. You’ll see firms that prioritize culture without sacrificing growth, firms that communicate with clarity and purpose, and firms that build trust both inside and outside their walls. For me, that’s what makes these awards so meaningful. They do more than capture a snapshot of success. They spotlight the values and decisions that lead to lasting impact. Each winning firm made deliberate choices like investing in their people, pursuing growth with purpose, and communicating with clarity and creativity. These decisions represent the foundation of good leadership in the AEC industry. Each award winner has their own unique story, but together they reveal a larger narrative of the industry evolving through innovation, culture, and vision. These firms are doing more than checking boxes. They’re setting standards. They’ve aligned their people, their practice, and their projects in a way that moves them and the AEC industry forward. We’re proud to recognize their achievements, but the celebration doesn’t stop here. This year’s winners will be honored at the ElevateAEC conference in San Antonio, Texas , September 9-11. We’ll raise a glass (or two) to the firms that are building more than the built environment. They’re building the future of the AEC industry, and we can’t wait to celebrate with them. Learn more here! Chad Clinehens is president and CEO of Zweig Group. Contact him at cclinehens@zweiggroup.com.

growing pains. Hot Firm rankings are based on a combination of percentage revenue growth and dollar revenue growth over a three-year period. That means it’s not just about size. It’s about momentum. Making the Hot Firm List is a clear message for firms on the rise as they attract talent, opportunity, and attention along the way. These are the firms showing that bold growth is possible and sustainable. Also new this year is the AEC Innovator Award , presented in partnership with KP Reddy Co. This is the first and only innovation assessment and award for AEC firms. The award celebrates firms that make real change through technology, innovative business models, cultural transformation, or forward-thinking design and construction practices. The award utilizes KP Reddy Co.’s DIAL assessment, which aims to be the reference standard for measuring organizational effectiveness in innovation strategy and return on innovation investment. Similar to the other Zweig Group awards, the AEC Innovator Award utilizes data and insights to award firms that have mastered the practice of true innovation. PROJECTS: MARKETING EXCELLENCE AWARD. The Marketing Excellence Award (MEA) is a spotlight on the creativity that generates results in the AEC industry. This award showcases the teams that turn technical expertise into compelling stories, eye-catching visuals, and campaigns that connect. MEA honors outstanding marketing in categories like branding, recruitment, social media, proposals, and drone videos. This award proves that great communication isn’t optional. It’s essential. Whether redefining a brand or launching a bold new campaign, MEA winners are showing the industry what’s possible when smart strategy meets good design. PEOPLE: RISING STARS. What makes the Rising Stars award special is that it isn’t just about talent. It’s also about impact. Rising Stars winners are professionals who elevate everything around them: their teams, their firms, and the AEC industry as a whole. The Rising Stars award honors emerging professionals who have demonstrated exceptional technical ability, leadership, drive, and vision. Our 2025 Rising Stars winners have led multi-million-dollar projects, mentored junior staff, started sustainability initiatives, and pushed their firms into new markets. They are setting the tone for what the future of AEC leadership looks like. These Rising Stars winners are proof that leadership and change aren’t just reserved for corner offices and decades of experience. Rather, leadership and change are there for anyone bold enough to step up, speak out, and take action. Zweig Group’s 2025 Rising Stars winners are filled with passion, creativity, and forward momentum. We are proud to shine a spotlight on the next generation of AEC leaders.

THE ZWEIG LETTER JUNE 23, 2025, ISSUE 1591

OPINION

Patel, Greene & Associates, LLC celebrating their No. 1 Best Firms To Work For win in the 100-199 Employees cateogry at the 2024 ElevateAEC Awards Gala.

Mind the gap

A t Zweig Group, we’ve always believed that culture drives performance. But when you dig into the data, the relationship between employee experience and firm profitability becomes even clearer – and more actionable. What high-profit 2025 Best Firms To Work For do differently to earn employee trust, loyalty, and performance.

We recently analyzed sentiment data from our 2025 Best Firms To Work For survey , zeroing in on the differences in employee sentiment between firms with very high profit (15 percent or higher) and those with low profit/loss (4.9 percent or less). The goal was simple: identify which workplace factors have the biggest perception gap – and therefore the greatest opportunity for firms looking to level up both culture and bottom line. JOB SECURITY AND TRUST IN LEADERSHIP. The largest gap of all came down to one powerful word: security. Employees at very high-profit firms feel significantly more secure in their roles – scoring a full 0.76 points higher than peers in low-profit firms when asked if they feared a downsizing event in the coming year. That level of confidence has ripple effects throughout the organization. When employees aren’t constantly bracing for impact, they’re more willing to take initiative, speak up, and engage meaningfully.

But that sense of security doesn’t exist in a vacuum. It’s closely tied to confidence in leadership – another top-gap factor. Employees at high-profit firms are far more likely to believe their leadership team is steering the firm toward a successful future. This speaks to clear communication, strategic direction, and transparency – things that aren’t always visible on a balance sheet, but are deeply felt inside a firm. COMPENSATION AND RECOGNITION. Unsurprisingly, money matters – but not just in the way you think. Yes, bonus frequency and bonus amount were two of the biggest differentiators, with top firms scoring 0.71 and 0.66 points higher, respectively. But equally important was recognition for extraordinary effort, a metric that had nearly as wide a gap. High-profit firms have built systems that consistently

Kyle Ahern

See KYLE AHERN, page 4

THE ZWEIG LETTER JUNE 23, 2025, ISSUE 1591

If you’re leading a firm in the AEC industry, this data gives you a clear roadmap. Culture isn’t some abstract ideal – it’s a series of daily decisions. How you reward, support, and develop your people shows up in both morale and margin. If you’re leading a firm in the AEC industry, ask yourself: ■ Do our employees feel secure and valued – especially in unpredictable times?

KYLE AHERN , from page 3

reward both output and initiative. Employees don’t just feel that they’ll be compensated – they feel seen. They know their contributions are acknowledged and valued, which fuels motivation and retention. In these firms, pay and praise go hand-in-hand. TRAINING, DEVELOPMENT, AND MENTORSHIP. If there’s one area where top-performing firms are clearly investing, it’s in professional growth infrastructure. Gaps were substantial in factors like quality and frequency of training, mentoring program availability, and the quality of mentorship itself. These firms are not leaving development up to chance – they’re building it into the everyday employee experience. That support also extends into manager-employee relationships. Employees at high-profit firms are far more likely to report that their manager helps them set goals and holds them accountable. This kind of hands-on leadership creates a culture of progress. People feel like they’re not just filling a seat – they’re moving forward. WHAT THIS MEANS FOR AEC LEADERS. The takeaway isn’t simply that high-profit firms offer more pay or better perks. What they do differently is build systems of support – intentional structures that reinforce stability, development, and trust. They don’t wait for healthy margins to justify investing in people. They invest early and often, because they understand that culture drives performance, not the other way around.

■ Are we consistent and fair in how we reward performance?

■ Is professional growth built into our day-to-day operations? These aren’t abstract culture questions. They’re direct predictors of firm health and profitability. THE BOTTOM LINE. The firms at the top of the profitability ladder aren’t just more efficient or better at business development. They’re doing the hard work of building trust, investing in people, and creating cultures where employees want to stay and grow. The good news? That kind of culture isn’t reserved for the few. It’s available to any firm willing to make it a priority. The gap is real – but so is the opportunity. Kyle Ahern is manager of Awards and Analytics at Zweig Group. Contact him at kahern@zweiggroup.com.

THE ZWEIG LETTER JUNE 23, 2025, ISSUE 1591

2025 BEST FIRMS TO WORK FOR AWARD WINNERS Zweig Group’s Best Firms To Work For Award honors outstanding workplaces at AEC firms, evaluates them on culture, workplace practices, employee benefits, employee retention rates, professional development, and more – from both management and staff perspectives. Awards were given in multiple categories based on firm size and discipline. This program also produces the largest employee experience survey in the AEC industry. Click here to see the full list of winners!

10 TO 49 EMPLOYEES 1. Comprehensive Environmental Inc. 2. Above Group, Inc. 3. Shear Structural 4. Peralte-Clark, LLC 5. Fitzemeyer & Tocci Associates, Inc 6. BASE 7. proHNS LLC 8. CWE 9. e2 engineers

50 TO 99 EMPLOYEES 1.

100 TO 199 EMPLOYEES 1.

200+ EMPLOYEES 1.

Campos Engineering Calibre Engineering Windsor Engineers Choice One Engineering

Patel, Greene & Associates, LLC

Bowers + Kubota Consulting Baxter & Woodman, Inc.

2. 3. 4.

2. ANS 3. Pure Power Engineering 4. HLB Lighting Design 5. Harper Houf Peterson Righellis Inc 6. Mulhern & Kulp Structural Engineering, Inc. 7. TETER, Inc. 8. Taylor Design 9. Chen Moore and Associates 10. EHS Support LLC 11. Nitsch Engineering 12. Kleinschmidt Associates 13. DB STERLIN CONSULTANTS, INC. 14. KL&A, Engineers & Builders 15. raSmith 16. RJN Group 17. Burdette, Koehler, Murphy, and Associates (BKM) 18. Matrix Design Group, Inc. 19. Passero Associates 20. Schaefer 21. WestLAND Group, Inc 22. MacKay Sposito 23. Bennett & Pless 24. Foresite Group, LLC 25. Baird, Hampton & Brown, Inc. 26. O’Connell Robertson 27. SWBR 28. EAPC Architects Engineers 29. Haworth Meyer Boleyn Professional Engineers, LLC 30. EMC Engineering Services, Inc. 31. RRM Design Group 32. Vierbicher Associates, Inc. 33. BHC 34. CMTS LLC

3. MBP 4. AE2S 5. SME 6. LJA Engineering 7. TPD 8. Wade Trim 9. McAdams 10. Dunaway 11. Atwell, LLC 12. Morrison-Maierle 13. DBR 14. Provost & Pritchard Consulting Group 15. Barton & Loguidice, D.P.C. 16. BSA 17. TowerPinkster 18. KEITH 19. CEC 20. Langan Engineering and Environmental Services 21. RRC Companies 22. TLC Engineering Solutions 23. ISG 24. BinkleyBarfield | DCCM 25. Grace 26. DLB Associates Consulting Engineers, PC 27. Haley Ward, Inc. 28. Galloway & Company, Inc. 29. EMA Engineering & Consulting 30. Colliers Engineering & Design 31. Fehr Graham Engineering & Environmental 32. GATE Energy 33. RTM Engineering Consultants, LLC 34. VLK 35. The Mannik & Smith Group 36. EDR 37. Cushing Terrell

5. Zephyr Rail 6. MWM DesignGroup, Inc. 7. Garmann Miller 8. Faller, Davis and Associates, Inc. 9. Wright Engineers 10. EMCS, Inc. 11. ARS Engineers, Inc. 12. Pierce Engineers 13. EKFox 14. Gale Associates, Inc. 15. Prairie Engineers, P.C. 16. Shield Engineering 17. Traffic & Mobility Consultants 18. Crabtree Rohrbaugh & Associates 19. EDG 20. Coleman Company, Inc. 21. Environmental Design Group 22. R&M Consultants, Inc. 23. MKN 24. Cedarville Engineering Group 25. Croy 26. Lea & Braze Engineering, Inc 27. NMR Architects + Engineers 28. Geotechnical and Environmental Services, Inc. 29. HASTINGS Architecture, LLC 30. Baisch Engineering 31. Entellus, Inc. 32. Architectural Design Consultants, Inc. 33. J2 34. RLG Consulting Engineers 35. Better Communities Collaborative

10. McKinney York Architects 11. Southern Steel Engineers 12. ARRIVE Architecture Group 13. Performance Engineering 14. Catalyst Environmental Solutions Corporation

15. Axiom PLLC 16. Affinis Corp 17. DY Consultants 18. S. Tipton Studio 19. Caldwell Architects 20. Neumann Monson Architects

21. CORE Consultants, Inc. 22. Redtree Engineering 23. Fulcrum Environmental Consulting, Inc. 24. Method Engineering Group 25. SMA Architecture and Design

38. BB&E, Inc. 39. OWN, Inc.

THE ZWEIG LETTER JUNE 23, 2025, ISSUE 1591

PROFILE

Zweig Group’s Jeremy Clarke and Ying Liu announcing winners of the Marketing Excellence Awards last year at the 2024 ElevateAEC Awards Gala.

Marketing that works The top 2025 Marketing Excellence Award winners share how strategy, authenticity, and collaboration drive real AEC marketing impact.

By SARA PARKMAN Senior Editor

W hat does successful AEC marketing look like in 2025? For the top winners of Zweig Group’s Marketing Excellence Awards, it’s not just about polished proposals or social media metrics – it’s about connection. Whether through bold campaigns, smart investments, or cross-functional collaboration, this year’s No. 1 winners show that effective marketing starts with understanding who you are, what your audience values, and how to bring those two things together. Their insights reveal what’s working right now – and how AEC firms can better leverage marketing to build trust, drive growth, and inspire loyalty. MARKETING WITH HEART AND HUMANITY. Great marketing doesn’t just promote – it connects. That connection begins by telling a firm’s story in a way that reflects its values and the people behind the work. At Gilbert Architects, that meant building a brand rooted in authenticity and shared purpose. “We’ve worked to create a cohesive brand experience across every touchpoint,” says Sara Wolf, director of communication and marketing. “What began as a few small steps has evolved into an energetic, engaging presence that invites connection, fosters collaboration, and reflects the heart of who we are.” Jason Roberts, marketing manager at Wood Rodgers,

describes a similar shift: “We prioritized authenticity using social media to highlight the stories of the people, values, and culture that make Wood Rodgers unique. Our social media feels less like a feed and more like a backstage pass into the everyday moments that connect us.” That focus on internal storytelling and cross-office visibility has helped create a sense of unity across locations while supporting the firm’s growth. At the core of both approaches is a shared belief: people want to do business with firms that feel human, relatable, and real. STRATEGIC INVESTMENTS DRIVE IMPACT. Several winning firms attribute their marketing success to more than good storytelling – they’ve also rethought how marketing is resourced and structured. “We’ve continued our commitment to strategically invest in marketing, scaling our team into a robust group that operates as an in-house agency,” says Abby Gram, vice president of marketing at ISG. “In an industry where overhead is often seen as nonessential, we prioritize specialized marketers over marketing generalists to support growth.” That structure, she adds, delivers autonomy, creates opportunity, and positions ISG as a high-performing national firm. “It supports technical teams and clients – keeping operations running and delivering ROI that sets ISG apart.”

See MARKETING THAT WORKS , page 8

THE ZWEIG LETTER JUNE 23, 2025, ISSUE 1591

EARLY BIRD PRICING ENDS 6/27!

2025 MARKETING EXCELLENCE AWARD WINNERS Zweig Group’s Marketing Excellence Awards recognize outstanding, results-driven marketing in the AEC industry. Marketing Excellence Award entries were judged by a team of marketing professionals and evaluated based upon overall creativity, messaging, results achieved by the campaign, and level of design. For more information about the Marketing Excellence Awards or to see past winners of the award, click here.

BRAND IDENTITY 1. Gilbert Architects 2. EDG Architecture + Engineering 3. Above Group, Inc. DRONE VIDEO 1. Gilbert Architects 2. McKim & Creed, Inc. 3. Baxter & Woodman, Inc.

EVENT 1. Garmann Miller 2. HFA 3. J2 INTEGRATED MARKETING/BRAND AWARENESS 1. Garmann Miller 2. WSB 3. CPH Consulting, LLC

INTERNAL MARKETING

PUBLICATION 1. Calibre Engineering 2. Bolton & Menk, Inc. 3. Kleinschmidt Associates SOCIAL MEDIA 1. Wood Rodgers, Inc. 2. BHC 3. McAdams

VIDEO 1. Bowers + Kubota Consulting, Inc. 2. LandDesign 3. Colliers Engineering & Design

1. Garmann Miller 2. LJA Engineering, Inc. 3. ISG NEWSLETTER 1. ISG 2. Kleinschmidt Associates 3. Syska Hennessy Group

WEBSITE 1. P2S LP 2. Baxter &

Woodman, Inc.

3. ISG

“Gateway to Adventure” proposal marked a turning point for the firm. “That collaboration sparked more than a standout deliverable – it built trust, broke silos, and lit a fire across the firm. Teams saw each other’s strengths in action, and a new culture of creativity and camaraderie took root.” Kim Castillo, associate and director of marketing and business development at Bowers + Kubota, says that kind of collaboration has shaped some of their most meaningful work. “Marketing partners with leadership to elevate our brand and connect with clients through standout initiatives,” she says. A recent example: the B+K Women Engineers video, a project inspired by a construction manager’s vision and executed by the marketing team. “This impactful collaboration shared internally and externally with the Engineering Sector Partnership embodies our mission to inspire future generations in engineering.” These stories reflect a larger trend: when marketing is empowered to lead – and integrated into firm strategy – everyone wins. WHERE MARKETING IS HEADED. The 2025 Marketing Excellence Award winners offer more than inspiration – they offer a roadmap. Their success wasn’t built on flashy campaigns or trendy tactics, but on clear values, smart investment, and a commitment to collaboration. Great marketing tells a story rooted in authenticity and culture. These firms have invested in specialized talent and platforms to support long-term growth. They blend digital innovation with memorable in-person experiences to create meaningful connections. Marketing teams are no longer working in isolation – they’re collaborating closely with technical staff and leadership to tell unified, strategic stories. Above all, these award-winning efforts reflect a deeper understanding of evolving client needs, community expectations, and internal culture. When done well, marketing doesn’t just reflect what a firm is – it helps define what it becomes.

MARKETING THAT WORKS, from page 6

P2S has taken a similarly bold approach to innovation and user experience. “We’ve centered our efforts around creating accessible, thoughtfully made work – and continually redefining what this can look like,” says marketing strategist Sophia Lin. “P2S+ Studio gave us a platform for more dynamic material, from melding technical topics with a livestream format to enriching campaigns with interviews of our wide- ranging team.” Their redesigned website – highly intuitive and visually driven – was built with the same mindset: to meet the needs of a fast-moving audience and deliver engagement through clarity and creativity. EXPERIENCE MATTERS. While many AEC firms are doubling down on digital, others are reimagining the power of in-person experiences. “A standout tactic for us is creating an experience that delivers ROE – Return on Emotion,” says Doug Rentz, communication and marketing director at Garmann Miller. Their trade show presence includes custom branded socks, matching green Nike shoes, and a redesigned booth that invites interaction. “We’ve redefined how attendees engage with us. The branded team look delivers a fun, unified presence, while the booth’s energy builds lasting impressions that convert conversations into connections and connections into contracts.” It’s a reminder that while tactics may evolve, relationships still drive results – and emotion is a powerful differentiator. COLLABORATION AS A CATALYST. One of the most consistent themes among this year’s top winners is the importance of strong internal collaboration. “At Calibre, we’ve worked intentionally to build trust between our marketing and technical teams – creating a foundation where collaboration isn’t just possible, it’s powerful,” says Wendy Smith, strategic communications manager. Their

THE ZWEIG LETTER JUNE 23, 2025, ISSUE 1591

PROFILE

Sustainable momentum: Jesse Kropelnicki CEO of No. 1 Hot Firm Verdantas (Tampa, FL), an integrated environmental science, engineering, and consulting firm.

By LIISA ANDREASSEN Correspondent

W hen Jesse Kropelnicki learned his firm placed No. 1 on Zweig Group’s Hot Firm List this year, he was only a little surprised. “Of course, anytime you hit the top spot, it’s a thrill, but based on our trajectory over the past few years, we knew we had a shot,” he said. “We’ve made steady progress, placing sixth a couple of years ago and second last year – so this recognition feels like the culmination of a lot of hard work.” For most companies, rapid growth can be challenging, especially when you’re bringing multiple firms together like at Verdantas. But Kropelnicki says when everyone is aligned around a shared purpose and vision, the journey becomes something people genuinely enjoy. “It’s not just about acquisitions, plenty of companies can grow that way,” he says. “What matters is how we build trust rapidly, and what opportunities our growth brings to our people after a deal closes. For us, the key has been creating something greater than the sum of its parts that our staff sees value in, and that comes down to culture, alignment, and ownership.” At Verdantas, its ownership model is somewhat unique. Nearly 25 percent of staff has equity in the company, despite being

a private equity-backed firm. That ownership mindset fuels passion, patience, and a long-term commitment to their mission. Verdantas also prioritizes clear communication and transparency to ensure that the culture is a place where trust building is inevitable. “That’s the glue that holds it all together and it’s why we’ve been able to grow with integrity, momentum, and with voluntary attrition rates well below industry norms,” he shares. Over the past three years, Verdantas’ growth has been well over 20 percent and it’s been a healthy balance of organic and acquisitive growth. “What’s important and somewhat rare is that even with a very active acquisition strategy, we’ve maintained robust organic growth,” Kropelnicki says. “Many firms see organic growth stall or even decline when they focus heavily on M&A, but we’ve been disciplined from the start to only acquire firms that we believe will further fuel organic growth. We’re very intentional and look for healthy, growing companies with strong leadership – leaders who are excited about our vision and eager to continue growing as part of our team.”

See SUSTAINABLE MOMENTUM , page 10

THE ZWEIG LETTER JUNE 23, 2025, ISSUE 1591

HEADQUARTERS: Tampa, FL

NUMBER OF EMPLOYEES: 1,950 (as of May 2025)

YEAR FOUNDED: 2020 rebranded as Verdantas in 2022

OFFICE LOCATIONS: 89 (currently)

MARKETS: Government/ Municipalities, Power/Power Delivery, Renewable Energy, Water, Real Estate, Industrial, Oil and Gas, Transportation, and Technology. SERVICES: Engineering & Environmental Support with the following disciplines – Architecture, Automation Engineering, CERCLA/RCRA & Multiparty Remediation, Digital Technologies, Electrical Engineering, Environmental Assessment and Remediation, Environmental Health & Safety, Geotechnical & Geological

Some of the Verdantas team with donations for a local Salvation Army.

Leadership development. There’s consistent training and support for supervisors and emerging leaders across the company. Digital strategy advancement. A team of more than 15 staff focus on building these tools every day, full-time. They also work closely with educational institutions – not just to recruit talent – but to stay engaged with emerging trends, technologies, and research.

SUSTAINABLE MOMENTUM, from page 9

■

This healthy growth has led to profits hovering just below 20 percent and most profits are reinvested in the business – always with a long-term mindset. “Based on our trajectory over the past few years, we knew we had a shot. We’ve made steady progress, placing sixth a couple of years ago and second last year – so this recognition feels like the culmination of a lot of hard work.” “One of the keys to this approach is having a private equity partner who shares our vision and understands the realities of managing growth. Our current private equity partner, Sterling Investment Partners, and our former private equity partner, RTC Partners, both supported our commitment to long-term value creation, which allowed us to stay focused on sustained investments in our people, culture, and technology,” Kropelnicki shares. Profit is also invested in:

■

Overall, growth has been achieved through intentional, consistent investment in their people. “We’ve made it a priority to put the right leaders in place – people who are empathetic, supportive, and forward- thinking,” he says. “When I coached professional IRONMAN athletes, it was the same approach. Let’s focus on what we can control, follow through with a relentless intensity, and be a little bit better every single day.” Kropelnicki understands that it’s easy to get caught up in short-term pressures, but says that real success comes from staying aligned to your purpose, investing in your people, and resisting the urge to make reactive decisions to make the quarter of monthly results. “That’s what creates sustainable momentum – and ultimately, long-term value,” he says.

Engineering, Hydrology, Hydraulics and Fluids, Mechanical Engineering, Natural Resources &

Environmental Planning, Site and Roadway Civil Engineering,

Structural Engineering, Surveying, Sustainability Advisory and Water and Wastewater Systems Engineering, etc.

The whole staff. Every employee participates in their bonus program and its incentive compensation plan is fully transparent.

■

THE ZWEIG LETTER JUNE 23, 2025, ISSUE 1591

2025 HOT FIRM LIST Zweig Group’s 2025 Hot Firm List honors the fastest-growing firms in the architecture, engineering, planning, environmental and construction industry. Firms are ranked based on three-year growth in revenue, by both percentage and dollar growth. This year’s winners have outperformed the economy and competitors to become leaders in their chosen fields. For more information about the Hot Firm List or to see past winners of the award, click here.

Verdantas

35. Bartlett & West 36. ARM Group Enterprises Inc. 37. AE Works Ltd. 38. LJA Engineering, Inc. 39. Galloway & Company, Inc 40. EDG 41. Larson Design group 42. The Mannik & Smith Group, Inc. 43. TLC Engineering Solutions 44. Wade Trim 45. Cedarville Engineering Group 46. ALRA Engineers, P.C. 47. Above Group, Inc. 48. Syska Hennessy Group 49. Drummond Carpenter, PLLC 50. Engineering Consulting Services, Ltd. 51. Envision Consultants, Ltd. 52. Pure Power Engineering 53. Hanbury 54. Zephyr Rail 55. Miyamoto International 56. Chen Moore and Associates 57. Horner & Shifrin, Inc. 58. Parametrix 59. McKim & Creed 60. Fehr Graham Engineering & Environmental 61. TPD 62. McAdams 63. CROFT & Associates 64. Lawrence Group 65. Method Engineering Group 66. WithersRavenel 67. INFOTRAN ENGINEERS & ARCHITECTS PC

68. Langan 69. The Lexis Group LLC 70. Woodard & Curran 71. H2B Engineering | Design 72. O’Connell Robertson & Associates, Inc. 73. Vierbicher Associates, Inc. 74. Geo-Hydro Engineers, Inc. 75. Gonzalez Companies, LLC 76. ThinkForm Architects 77. Prairie Engineers 78. Alta Science and Engineering, Inc. 79. Passero Associates 80. Marstel-Day 81. ISG 82. French & Parrello Associates (FPA) 83. ARS Engineers, Inc. 84. Erdman Anthony 85. Barton & Loguidice, D.P.C 86. HASTINGS Architecture, LLC 87. WestLAND Group 88. Hurt & Proffitt Inc 89. CEC 90. Performance Engineering 91. Tectonic Engineering Consultants, Geologists & Land Surveyors, D.P.C. 92. HLB Lighting Design 93. SGA Design Group 94. DB Sterlin Consultants, Inc. 95. Southern Steel Engineers, LLC 96. Haworth Meyer Boleyn Professional Engineers, LLC 97. Cyntergy 98. G2 Consulting Group, LLC

2. Certerra 3. Salas O’Brien 4. Bowman Consulting Group 5. Grace Hebert Curtis Architects 6. WSB 7. Earth Systems 8. VLK 9. Westwood Professional Services 10. RTM Engineering Consultants, LLC 11. Fleis & VandenBrink Engineering, Inc. 12. Pape-Dawson 13. Colliers Engineering & Design 14. ANS 15. DLZ Corporation 16. NEI Electric Power Engineering, Inc. 17. Michael Graves 18. DLB Associates Consulting Engineers, PC 19. Ulteig 20. SSOE Group 21. ALL4 LLC 22. Dunaway Associates, LLC 23. DRMP, Inc. 24. BSA 25. GSI Environmental Inc. 26. ZMM Architects and Engineers 27. Pacifica Engineering Services, LLC 28. DBR 29. Ardurra Group 30. Atwell, LLC 31. GARVER LLC 32. Enovate Consulting, LLC 33. Patel Greene and Associates LLC 34. Haley Ward

99. TETER, Inc. 100. BB&E, Inc.

THE ZWEIG LETTER JUNE 23, 2025, ISSUE 1591

PROFILE

Zweig Group’s Shirley Che announcing winners of the Rising Stars award last year at the 2024 ElevateAEC Awards Gala.

What young leaders want Zweig Group’s 2025 Rising Stars share what inspires purpose, loyalty, and change in the AEC workplace.

By SARA PARKMAN Senior Editor

Z weig Group’s 2025 Rising Stars are shaping the future of the AEC industry. We asked this year’s class to share their perspectives on workplace values, industry change, and what keeps them engaged. Their insights offer a window into what motivates the next generation of leaders – and what firm leaders need to know to retain them. A CONVERSATION WITH THE 2025 RISING STARS. The Zweig Letter: What’s something firm leaders might misunderstand about your generation’s values in the workplace? Zach Varwig, Principal, Faith Group LLC: Millennials are the largest generation in the workforce, and will be for at least the next 20 years. While there have been endless articles panning millennials’ work ethic, expectations, and capabilities, most of these are edge cases. Millennials are the core of our industry, and many are already in VP or leadership roles. Our generation is shaping the industry for the better. Jenny Ferman, Assistant Project Manager II, Superior Construction: Our generation is often seen as impatient, but what we’re really looking for is purpose. We’re motivated when we understand how our work contributes to something bigger – and when that connection is missing, it’s harder to stay engaged. TZL: What change would you like to see in AEC over the next decade? Stephen Parker, Mental+Behavioral Health Planner, Stantec: I hope the connection between mental well-being and purposeful practice will be better understood. Fee squeeze is directly related to the long hours and mental health issues emerging professionals face. Mentorship of aspiring architects is as important as educating our firm leaders on the effort required of staff. Once we value our

minds as much as our designs, we can defy stigma and drive the development of purposeful practices. Rachel Gresham, Senior Director of Professional Practice Programs, AIA – Washington, D.C.: I’d love to see the AEC industry let go of the myth that passion alone is enough to sustain a career or a business. Let’s agree to stop treating burnout as a status symbol and instead normalize asserting our own value to clients and the public. I want to see an industry where we understand our value and charge accordingly, resulting in a profession where following a passion doesn’t come with self-sacrificing martyrdom. Alyanna Subayno, Intern Architect, Neumann Monson Architects: I hope to see progress in closing the “missing middle” gap in our industry. As an emerging professional, I’ve found it challenging to find mentors just a few years ahead of me. These near-peer mentors are incredibly valuable; they offer relatable guidance without the disconnect that can come with a larger generational divide. Victoria Lorbeer, Liaison Engineer/Project Manager, Redtree: I would like to see more women represented across all levels of AEC, especially in leadership. A more inclusive industry fosters stronger, more innovative teams and leads to better decision-making. The shortage of visible female role models can make it difficult to envision a long-term future in the field, and balancing demanding professional environments with caregiving responsibilities can feel isolating without a shared support network. TZL: What advice would you give to other young professionals looking to make a meaningful impact early in their careers? Rucker Simon, Principal, Walter P Moore: Reflect on your values and

THE ZWEIG LETTER JUNE 23, 2025, ISSUE 1591

how your work can express or fulfill them. Passion shows. If you have it, people notice. If you don’t, they notice that, too. Recognize that you still have much to learn, and see that as an opportunity. When you’re authentic, engaged, and have the right mentors, opportunities will find you and help you make not just any impact, but one that aligns with your purpose. Katherine Chan, Project Manager, Walter P Moore: One of my mentors said, “No one is indispensable.” To which I’ve added for myself the tagline, “So, make yourself irreplaceable.” This is meant to be a guiding beacon toward developing yourself technically and professionally the best you can. Take initiative to learn as much as you can and get involved not only in project work, but also in industry or firm initiatives that you’re passionate about. Nicholas Bradley, Project Manager, BrightFields, Inc.: Embrace smaller, diverse clients and projects early, rather than chase one marquee project or big- name client. When I started as a junior environmental analyst, my vision of a meaningful impact was working on large, high profile environmental cleanups. What I found is that the greatest impact was derived from some of the smallest projects – providing environmental support to non-profits like Habitat for Humanity, individuals, and small businesses. The impacts seemed small at the time, but they quickly added up and provided me with tremendous professional development opportunities. Lauren Underwood, Division Manager, Apex Companies, LLC: Push yourself out of your comfort zone; that uncomfortable place is where real growth happens. Take initiative. View challenges as opportunities. Never say something is “not within my job description.” Kaitlin Wright, Infrastructure Assistant Dept. Manager, Baxter & Woodman: Be the hand raiser; say “yes to every opportunity. So often, we doubt ourselves and lean into the “no.” We say, “I don’t know anything about that” or “That’s not my responsibility.” Learning things that may not seem specific to your career path will sharpen your soft skills. Those become more important later in life than always being the expert. Some of the most pivotal moments in my career were because I said “yes” to something I knew nothing about. Catherine Chen, Associate, Arup: Learn as much as you can about disciplines that may not be directly within your scope or practice. This will help you come to the table with holistic solutions to tackle complex problems. Also, developing a deep understanding of key issues at the forefront of our industry, like sustainability and resilience, will guide you toward positive change in our industry and society. TZL: What inspires loyalty to a firm – and what might cause a young professional to leave? Spencer Pech, Civil Engineer, ISG: Working at a 100 percent ESOP firm, employee owners build a strong “all-in” culture of commitment to the firm’s goals, which positively influences our employee ownership. This amplifies loyalty and the importance of doing

great work and delivering successful projects. This culture builds stronger teams that inspire loyalty. Emily Mahoney, Associate & Sustainability Leader, LANGAN: Speaking as someone who has spent my entire career at the same firm, my loyalty is inspired by the support and growth opportunities my company offers. I have developed a specialty in my field, earned a postgraduate degree, earned professional licenses and certificates, and moved across the country, all with the support and encouragement of my firm. Young professionals thrive when they are empowered and have opportunities to evolve and seek greener pastures. Carrie Parker, Associate Vice President, CannonDesign: As someone who has been with the same firm since graduation, I became loyal to the people before the firm. Loyalty begins with empathetic leaders – those who listen, value your voice, entrust you with responsibility, and ensure fair compensation. Over time, that loyalty deepens when you’re part of a mission-driven firm, doing meaningful work for clients you respect and believe in. Young professionals may leave when they lack these opportunities for connection, growth, and purpose. Kush Vashee, Project Delivery Manager, RK&K: Loyalty among young professionals is often rooted in the opportunity to work on meaningful, community-focused projects that make a visible impact. Young engineers are more likely to stay when they feel supported through mentorship, encouraged to pursue professional licensure, and given a clear path for growth within the firm. RK&K’s collaborative culture, emphasis on work-life balance, and transparent career ladders create an environment where young professionals feel valued and motivated to grow their careers. Nicholas Halan, Project Engineer, Hampton, Lenzini and Renwick, Inc.: In my interpersonal relationships, trustworthiness is a powerful bond that earns respect and encourages open communication about challenges or issues. This trust cultivates a strong reputation and enduring loyalty, both essential for sustainable growth and long-term success. Katherine Uhrin, Project Manager, Niles Bolton Associates: Starting in AEC involves a steep learning curve, and an emerging professional’s loyalty to a firm often depends on their mentors’ commitment to training and developing their team. Firms that focus on training managers to support employees, provide adequate training, and give designers the autonomy to make decisions are setting themselves up for success in developing future leaders. Megan Vandervort, Professional Engineer, Martin/ Martin Consulting Engineers: Loyalty is a two-way street. Firm and team leaders should take an active interest in what engineers want to learn, practice, and get involved with – both within and outside of their projects – during those first few formative years. Similarly, young engineers should aim to understand what their company, leaders, and teammates value, in addition to developing their technical skills.

2025 RISING STARS IN THE AEC INDUSTRY AWARD WINNERS This award recognizes younger professionals whose exceptional technical capability, leadership ability, effective teaching or research, or public service has benefited the design professions, their employers, project owners, and society. The full list of 2025 winners includes: ■ Jorel E. Sanchez Soto ■ Colette DiLauro, PE ■ Stephen Nickolas Parker ■ Katherine Uhrin ■ Lauren E. Underwood ■ Rucker Simon ■ Spencer Pech ■ Catherine Chen ■ Zach Varwig ■ Jenny Ferman, PE ■ Alyanna Subayno ■ Victoria Lorbeer ■ Carrie L Parker, AIA, LEED AP BD+C ■ Rachel Gresham, AIA, MBA, WELL AP, CDT ■ Kush Vashee ■ Stephanie Sokolowski ■ Nick Halan ■ Aaron Kidd ■ Kaitlin Wright ■ Katherine Chan ■ Lyndley Kent ■ Nicholas S. Bradley ■ Megan Vandervort, P.E. ■ Nico Redfern, ACP ■ Emily Mahoney, P.E., CFM, LEED AP BD+C, CPESC

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