TZL 1582 (web)

April 21, 2025, Issue 1582 WWW.ZWEIGGROUP.COM

TRENDLINES

Owners’ total compensation

$200,000 $300,000 $400,000 $500,000

Firms that prioritize employee experience data see higher retention rates, improved collaboration, and greater innovation. More than a feeling

FIRM INDEX Bowman Consulting Group Ltd.................. 4 Cove Architecture.............................................. 12 DeSimone Consulting Engineering........ 6 Geosyntec Consultants................................... 8 Merriman Anderson Architects.................. 6 MORE ARTICLES n JENNIFER NELSON: Tariffs, taxes, and turbulence Page 3 n MARK ZWEIG: The difference in a goal vs. a commitment Page 5 n JAVIER SUAREZ: Actions over labels Page 8 n MERCEDEZ THOMPSON: Big game strategy Page 10 n CHUCK MILLER: Hope is not a strategy Page 12 Zweig Group’s 2025 Principals, Partners & Owners Report shows that total compensation for AEC firm owners – including base salary, bonuses, distributions, and overtime – varies widely. The median total compensation is $300,000, with figures ranging from $250,500 at the lower quartile to $485,249 at the upper quartile. Participate in a survey and save on a Zweig Group research publication.

T he world has come a long way since 1976. That was the year Boston released their first studio album, vaulting the band into stardom with an opening track that remains one of the most popular to ever grace the airwaves. Believe it or not, it’s been almost 50 years since “More Than a Feeling” was released, but its chorus still rings as true as ever. Fifty years is a long time, and a lot has changed. One of the biggest changes we’ve seen, particularly in the AEC industry, is that business has evolved far beyond simply managing products and services. How firms handle their people has become as important as the products or services they offer. Now, the most successful firms are the ones that prioritize people. We have seen this evolution in successful AEC firms that have come to view employee experience data as a critical measurement in things like their ability to attract and retain top talent. The firms that develop tools and relationships to track employee experience and sentiment data are more likely to see boosts in productivity and innovation. This success isn’t based on guesswork. It requires real-time insight into how employees feel, what they need, and how engaged they are. A data-driven approach to measuring employee sentiment allows organizations to make informed decisions that will ultimately drive overall business performance. Look at the shift in workplace dynamics even over the last few years. Work environments and expectations have shifted drastically, which means traditional engagement surveys are no longer sufficient in capturing the data necessary to make informed decisions. These shifts will continue to occur. We must also evolve our methods of measuring and tracking employee experience data. We are far beyond annual employee check-in surveys. Success in this evolving landscape means embracing new resources to measure employee sentiment data, including tools like Zweig Group’s Best Firms To Work For program. Best Firms To Work For has evolved far beyond an awards program to become the largest employee sentiment data set in the AEC industry, providing incredible insight to participating firms in how to drive positive employee experience.

Chad Clinehens, P.E.

See CHAD CLINEHENS, page 2

THE VOICE OF REASON FOR THE AEC INDUSTRY

CHAD CLINEHENS, from page 1

Firms that successfully track employee experience and sentiment data are able to actively listen to their teams. This allows them to take meaningful action when the need arises. Firms that leverage employee sentiment data are better able to understand workforce trends, which means they can work proactively to improve in areas like recruitment and retention. This data allows firm leaders to identify coming challenges, improve workplace culture, and align employee needs with business goals. “People-first” is more than a cultural buzzword. It’s more than a warm sentiment. And, forgive me, it’s more than a feeling. Harnessing the power of employee experience and sentiment data presents firms with a strategic advantage. Firms that prioritize and successfully manage employee experience data perform better than those that don’t. Plain and simple. The firms that do prioritize employee experience data see higher employee retention rates, improved collaboration, and greater innovation. Best Firms To Work For data consistently demonstrates this year after year. When employees feel valued and heard, they are more invested in their work, and are more likely to contribute to a stronger organizational culture. Employee experience and sentiment data allows you to track engagement levels, identify pain points, and implement targeted improvements. This data can be used to foster an environment where employees thrive along with the business. Still, this data only has value if organizations act on it. Often, companies conduct employee experience surveys, but fail to follow through for one reason or another. This leads to disengaged and skeptical employees. Rather, to be effective, firms must create a culture of transparency, which allows them to do things like share key findings, outline action plans, and demonstrate a commitment to continuous improvement for the future. The most successful AEC firms are able to go beyond simply collecting employee data. They use tools like the Best Firms To Work For program to make informed decisions that shape policies and refine workplace practices. Being able to see feedback leading to change increases trust among employees while improving engagement and strengthening company culture. Capitalizing on employee experience and sentiment data doesn’t have to be complex. By accessing tools like the Best Firms To Work For program, firms can gain a holistic view of their workforce. Firms that embrace a data-driven approach to employee experience not only enhance workplace satisfaction but also position themselves for sustained growth and success. Like Boston said, it’s more than a feeling. Understanding how employees experience work and respond to their environment opens us to a whole new landscape where the room for growth is vast beyond comparison. I doubt they were thinking about the AEC industry when they were writing “More Than a Feeling” but that’s my interpretation and I’m sticking to it. Chad Clinehens is president and CEO of Zweig Group. Contact him at cclinehens@ zweiggroup.com.

Interested in learning more

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

PO Box 1528 Fayetteville, AR 72702

Chad Clinehens | Publisher cclinehens@zweiggroup.com Sara Parkman | Senior Editor & Designer sparkman@zweiggroup.com Tel: 800.466.6275 Email: info@zweiggroup.com Online: zweiggroup.com/blogs/news LinkedIn: linkedin.com/company/22522 Instagram: instagram.com/zweiggroup Twitter: twitter.com/ZweigGroup Facebook: facebook.com/p/Zweig- Group-100064113750086 Published continuously since 1992 by Zweig Group, Fayetteville, Arkansas, USA. ISSN 1068-1310. Issued weekly (48 issues/year). © Copyright 2025, Zweig Group. All rights reserved.

2025 BEST FIRMS TO WORK FOR AWARD This award is a way of not only celebrating your firm’s successes, but also to benchmark your firm against the largest collection of employee sentiment data in the AEC industry. Top firms are recognized based on workplace practices, employee benefits, retention rates, and other employee sentiment data. The deadline to enter is May 2, 2025. Click here to learn more!

THE ZWEIG LETTER APRIL 21, 2025, ISSUE 1582

OPINION

Tariffs, taxes, and turbulence

With informed planning and strategic flexibility, AEC firms can continue to thrive and deliver, even in turbulent times.

T he architecture, engineering, and construction industry has long been vulnerable to global economic forces, but today’s landscape is more volatile than ever. With ongoing shifts in U.S. trade policy, particularly the evolving stance on tariffs, firms across the country are feeling the pressure. While tariffs were once targeted tools of foreign policy, they are now front and center in shaping material costs, project timelines, and business confidence.

Jennifer Nelson, CPA, MBA

Currently, tariffs on imported construction materials such as steel, aluminum, glass, and specialized components are raising costs across the board. For firms that rely on global supply chains or bid on fixed- cost projects months in advance, these unpredictable spikes can wreak havoc on profit margins and project schedules. Since AEC projects are inherently collaborative, these disruptions affect clients, contractors, and consultants alike. THE CHALLENGE OF A CONSTANTLY SHIFTING TRADE ENVIRONMENT. The reality is: trade policy is changing rapidly. Tariffs are being imposed, lifted, and modified in real time based on global politics, supply chain shifts, and domestic manufacturing agendas. Just this year, we’ve seen new duties imposed on products coming from key trade partners, while others are under review or subject to exemptions.

The challenge? This environment is dynamic and changes almost daily. One day it’s tariffs on Chinese steel; the next, it’s new trade friction with the EU or a shift in domestic manufacturing policy. What we know today may be different next week – and that’s the heart of the issue. Tariffs introduce uncertainty – and with it, risk. Federal and state agencies may delay or downsize projects amid concerns about budget overruns or shifting economic priorities. Government-funded projects rely on stable material pricing and predictable economic conditions. Corporate clients might scale back expansion plans, and private developers could become more cautious

See JENNIFER NELSON, page 4

THE ZWEIG LETTER APRIL 21, 2025, ISSUE 1582

BUSINESS NEWS BOWMAN AWARDED CONSTRUCTION OVERSIGHT CONTRACT BY CITY OF WENATCHEE Bowman Consulting Group Ltd., a national engineering services firm, has been awarded a $1.5 million supplemental contract for construction oversight of bike and pedestrian bridges by City of Wenatchee, Washington. The contract supplement follows Bowman’s successful completion of earlier stage environmental permitting and design work. As part of the construction oversight assignment, Bowman will serve as the engineer of record, providing public outreach and full-service construction management, including inspection and documentation for bike and pedestrian

access bridges along sections of the Apple Capital Loop in Wenatchee, Washington. “This contract highlights the contribution of our total integration approach to acquisitions,” said Gary Bowman, chairman and CEO of Bowman. “By integrating talented teams and leveraging client relationships, we expand our market reach while creating new avenues for long-term organic growth and value creation. Our recent Exeltech acquisition enhanced our ability to deliver high-quality bridge-related transportation solutions nationally and our national construction management practice enables us to extend those relationships. Leveraging our collective

expertise and reputation for quality, we continue to earn the trust of transportation system operators seeking reliable and innovative solutions.” The Apple Capital Loop is an 11-mile multimodal corridor in the Wenatchee Valley. The South End Bike/Ped Access Bridges project, funded in part by an INFRA grant, aims to improve safety and connectivity for pedestrians and cyclists by providing grade-separated crossings over Washington SR 28 and the BNSF railway. The project builds on Bowman’s portfolio in the region while showcasing the firm’s blend of national expertise and local engagement, ensuring long-term value for clients and communities.

another critical area that could significantly impact the AEC industry. Congress has officially launched the process to draft a major new tax package. The House and Senate have approved a budget resolution, authorizing the House Ways and Means and Senate Finance Committees to begin writing the bill. But they’re not working alone – other committees are shaping areas like defense, border security, and proposed cuts to mandatory spending. Those cuts are expected to be a key point of contention, with more support in the House than in the Senate. The Ways and Means Committee is currently aiming to mark up the bill in early May. What comes out of that process could significantly affect AEC firms – especially those structured as pass-through entities or planning capital investments. Meanwhile, the debt ceiling remains a wild card. The Treasury is assessing incoming tax revenues to determine when borrowing authority will run out. A standoff on this front could stall the tax bill or lead to significant compromises. NEXT STEPS: YOUR REACTION IS KEY. Stay informed and stay nimble. Policy shifts – on tariffs, taxes, and spending – aren’t just background noise; they’re levers that can affect profitability, hiring, and the pace of project delivery. Keep a pulse on Washington. Talk to your advisors. And when possible, make your voice heard – through professional associations, local chambers, and industry coalitions. Uncertainty isn’t going away – but with informed planning and strategic flexibility, AEC firms can continue to thrive and deliver, even in turbulent times. Stambaugh Ness will continue to track these developments and what they mean for the AEC industry. Reach out to our team anytime – we’re here to help. Jennifer Nelson, CPA, MBA is managing director of Tax at Stambaugh Ness. Contact her at jnelson@stambaughness.com.

JENNIFER NELSON, from page 3

about launching new office buildings, multi-family complexes, or mixed-use developments. In this environment, firms may need to diversify their service offerings, focus on renovation and adaptive reuse projects, or shift attention to more resilient market sectors to maintain steady work. For the industry, this means adapting designs to accommodate rising costs, managing client expectations, and navigating pricing volatility with suppliers and contractors. Projects already on tight margins may face delays or cancellations, and firms could see increased pressure to value-engineer or redesign around fluctuating material availability. BUILDING RESILIENCE: HOW TO RESPOND TO VOLATILITY. So how can you combat this uncertainty? The answer lies in agility and informed collaboration. You can: ■ Stay informed. Develop a system for monitoring tariff- related news and supply chain disruptions. ■ Diversify suppliers. Wherever possible, avoid overreliance on a single country or supplier. A broader network creates flexibility if tariffs change suddenly or lead times spike. ■ Revisit contracts. Escalation clauses can help manage costs tied to sudden material price hikes. ■ Scenario planning. Model potential material cost increases with your finance team. Prepare for how a 10 percent, 20 percent, or 30 percent change could affect your pipeline. Whether these proposed tariffs materialize or not, the conversation highlights how deeply global trade policy is woven into the business of building. For architects, engineers, and contractors, it’s another reminder that projects don’t happen in a vacuum – they are shaped by the economic, political, and material realities of the moment. THE TAX DEBATE AND WHAT COMES NEXT. Tariffs aren’t the only moving target. The upcoming tax debate in Congress is

THE ZWEIG LETTER APRIL 21, 2025, ISSUE 1582

FROM THE FOUNDER

I n one of the businesses I am a partner in, we recently got into a discussion about the fact that the production people need to tell us what they are going to be able to produce each week before the new week starts. One of the top managers equated establishing this number for production to the goals that their sales people have. There is a big difference between a goal or target, and a commitment or mandate; make sure you don’t confuse the two. The difference in a goal vs. a commitment

Mark Zweig

While that may make sense to most people on the surface, I see a big distinction between production and sales. Sales has goals they HOPE they can meet. There may be factors out of their control. Someone else (the client or customer) has to decide to buy. Sales can have goals, but in reality they cannot make a promise. Production, on the other hand, has complete control over what they produce or don’t produce. There is very little that is not within their control. If they have all the people and resources, they should be able to commit. They don’t need a goal. They need a mandate.

Now don’t get me wrong. I don’t think in most cases that management should impose the mandate. While I do think that the production people need to understand what kind of output from them is generally required, they need to be the ones to say what output they will have during the coming week or month. Obviously, if that number is too low, management will have to figure out why production doesn’t think they can do what they need to do, and clear that roadblock or those roadblocks out of the way for them. My point is there is a big difference between a goal or

See MARK ZWEIG, page 6

THE ZWEIG LETTER APRIL 21, 2025, ISSUE 1582

BUSINESS NEWS DESIMONE ACQUIRES KP ELEVATOR CONSULTING DeSimone Consulting Engineering has acquired KP Elevator Consulting, part of an ongoing strategy to curate and broaden its multi-service platform with specialized expertise to benefit clients worldwide. The acquisition of the San Francisco- based consultancy will enable DeSimone to offer a full range of vertical transportation consulting services. From due diligence and concept development through final construction of vertical transportation solutions for new, renovated, and converted buildings, the merger will enhance and complement DeSimone’s extensive engineering and consulting capabilities. “The exceptional quality of work and professionalism we’ve experienced in our past collaborations with KP Elevator Consulting has truly impressed us,” said Stephen V. DeSimone, PE, Chairman and CEO of DeSimone Consulting Engineering. “KP’s high level of skill and expertise aligns closely with DeSimone’s commitment to providing our clients with superior quality and service. Bringing this recognized leader in vertical transportation in-house enables us to offer an important new service in response to our clients’ needs.” Under the leadership of founder Kelly Houlihan, QEI, a 37-year industry veteran, KP Elevator Consulting brings to DeSimone an impressive track record in delivering complex vertical transportation projects. The consultancy has served as a trusted partner to such industry leaders as The Space Needle in Seattle, Greystar, Hines, Tishman Speyer, the Federal Reserve, and The Orden Company. Going forward, KP will operate under the DeSimone banner, merging with the company’s existing San Francisco office.

Houlihan will lead DeSimone’s new Vertical Transportation team as a firm Principal. He reflected on the merger with DeSimone, saying, “Having collaborated with property managers, owners, architects, developers, and elevator contractors to successfully complete hundreds of complex vertical engineering projects, we’re excited to bring our experience in innovative vertical transportation solutions to DeSimone, and look forward to collaborating on groundbreaking projects with the global DeSimone team.” DeSimone’s acquisition of KP Elevator Consulting is the latest in a series of strategic moves by the global engineering services company aimed at expanding the firm’s capabilities and resources while offering local experience and presence. Since 2020, DeSimone has grown its total workforce to nearly 700, adding new offices in the US, Canada, and the UK. DeSimone prioritizes building long- term client partnerships, while elevating the company’s capacity to provide innovative, resilient, and sustainable engineering solutions. The company’s service offering now includes façade consulting, vertical transportation, wind engineering and vibration mitigation, seismic engineering, risk management, dispute resolution, and a variety of other services. MERRIMAN ANDERSON ARCHITECTS WELCOMES HOSPITALITY INTERIORS TEAM LEADER Merriman Anderson Architects is proud to introduce Theresa Zavala as the firm’s Interiors Hospitality Lead. With 25 years of experience in global hospitality and high-end residential design, Zavala brings a wealth of expertise and leadership to MAA’s growing interiors division.

In this role, Zavala will lead MAA’s hospitality interior design team, overseeing the design and execution of world-class interior spaces in the hospitality sector. She will be responsible for ensuring projects meet the highest design standards, align with client goals, and stay within budget. “Theresa’s experience and creative vision make her an invaluable leader to our interiors team,” says Milton Anderson, President, MAA. “Her guidance will further enhance our ability to deliver exceptional and thoughtfully-designed spaces for our clients.” Over her career, Zavala has worked on high-end hospitality projects, blending luxury and functionality to create immersive guest experiences. Her extensive international travel and significant on-site experience bring a strategic and inspired approach to design. “I am thrilled to join the talented team at MAA and contribute to the firm’s exceptional portfolio of projects,” says Theresa Zavala, Interiors Hospitality Lead, MAA. “I look forward to collaborating with and leading the hospitality interior design team to create memorable experiences in unique spaces.” MAA is an architecture and interior design firm based in Downtown Dallas with offices also in Fort Worth, Austin, and Charlotte. MAA has a significant hospitality interior design portfolio of projects, including AC Hotel Fort Worth Downtown, Cambria Hotel Houston, Dallas Petroleum Club, Hyatt Regency Hill Country Resort & Spa, Marriott Hotel Redmond, The National, The Statler Hilton, and The Woodlands Resort.

“Sales can have goals, but in reality they cannot make a promise. Production, on the other hand, has complete control over what they produce or don’t produce. There is very little that is not within their control.”

target, and a commitment or mandate. Don’t confuse the two. If you let those who should be making a commitment instead set a goal, they will always potentially have an “out” for lack of performance. And when it comes to production in the AEC business, if you have the work and the people to do it, nothing should keep you from making your numbers. Mark Zweig is Zweig Group’s chairman and founder. Contact him at mzweig@zweiggroup.com. MARK ZWEIG, from page 5

THE ZWEIG LETTER APRIL 21, 2025, ISSUE 1582

OPINION

Actions over labels

Companies should focus first and foremost on “doing” and then worry about “saying” what they are doing.

I get it, we need names to refer to each other by something other than, “Hey, you!” We want to know if a movie is a horror flick versus a comedy to decide if it is something in our wheelhouse. The Recording Academy needs genres to give out Grammy awards. Heck, we are obsessed with creating new music subgenres every three years. I guess it helps sell the Grammys broadcast to a wider audience. The same can be said about the compulsion to put labels to categories, initiatives, and trends in business. Although it is true that labels and acronyms can be helpful, in fact they only set the stage; it is a business’s honest approaches and tangible actions and steps that truly makes a difference.

Javier Suarez

Labels produce gut reactions, both positive and negative, stemming in most cases from unconscious and conscious biases. This is especially true in the socio-political landscape of our time where neutral zones and gray areas are hard to come by. Also, our collective failure to have any attention span that surpasses the length of a TikTok video is driving us to only react without anything resembling a pause to read (remember that concept?), research, digest, openly discuss (another lost art), and shape informed opinions. Look at diversity, equity, and inclusion (DEI). OK. Take

a deep breath. I know. It’s a lot. One way or another, you probably had a potent reaction just now. But hang on. Take another deep breath. Hear me out. I am not going to debate DEI as a concept, but rather the impact of the DEI label. But I will give you a break to recover and come back around to this topic. Historically, as with most things in society, businesses go through cycles where we hang on to a particular concept as the new, shiny object we are all focusing on. Although a lot of trends have merit, they can quickly lose value as their label or acronym takes precedence to its substance. Companies should

THE ZWEIG LETTER APRIL 21, 2025, ISSUE 1582

BUSINESS NEWS WARE MALCOMB ANNOUNCES CONSTRUCTION IS COMPLETE ON EDGED CHICAGO DATA CENTER CAMPUS IN AURORA, IL Ware Malcomb, an award-winning international design firm, announced that construction is complete on the initial phase of a new Edged data center and office space project located west of Chicago in Aurora, Illinois. Ware Malcomb provided architecture and interior design services for the new 210,000 square foot building, situated on a 65-acre campus site that will ultimately feature 96MW of capacity powered by renewable energy. Edged, the fast-growing sustainable infrastructure provider, celebrated a major milestone yesterday with the

grand opening of its new ultra-efficient data center in Aurora, Illinois, The Edged campus project is developed by Seefried Industrial Properties, a privately owned, nationally recognized leader in industrial real estate, with more than four decades of development, leasing and management experience in core markets throughout the U.S. “The Edged data center project showcases a forward-thinking approach to technology, innovation, and environmental stewardship,” said Jason Golub, regional director, Ware Malcomb. “Our team worked closely with client, contractor, and consultants to refine the client’s initial prototype drawing, resulting in a code-compliant, permit-ready

design that remained sensitive to the local jurisdiction’s aesthetic preferences.” The Edged Chicago campus was designed to be a model for modern engineering and sustainable infrastructure initiatives and uses significantly less energy than traditional data centers. Among the campus features are an innovative waterless cooling technology that ensures operational efficiency while setting a new industry standard for Power Usage Effectiveness with an average PUE of 1.15 portfolio wide. Other sustainable site highlights will include on-site solar generation, EV charge points, and alternative fuel- powered backup generators.

focus first and foremost on “doing,” and then worry about “saying” what they are doing. Remember when every company was “going green”? Within what seemed like days, every company in the world was waving a flag about their “sustainability” policies. Now, with several years in the rearview mirror, it is easy to distinguish between the entities for which “sustainability” was/is a core value and the ones that merely use(d) the term as the keyword flavor of the month. Are they only saying they are committed or have they effectively embedded sustainable practices into the business? Are their designs and constructions developed and implemented to minimize environmental impacts? Do they have an established process to use renewable sources and reduce waste? Adding a statement on a website and using “green” keywords on social media is easy, the other part – not so much. And what about what seems to be one of marketers’ favorite terms: “Account-based marketing (ABM)”? Maybe it makes folks feel sophisticated when presenting to non-marketing leaders in their companies. Who am I to judge? I have been in the industry long enough to remember when ABM was “the thing.” Chatter in marketing professional associations made it seem like the final frontier – a revelation both revolutionary and game-changing. In reality, ABM is essentially just a strategy to focus resources on target accounts and define personalized communications. Wait. That sounds like a strategy which has been used since – forever? I know I am oversimplifying, but the point is that our marketing community falters by giving more weight to the “trend” than to discussing if and when we deploy strategies which are not customized to high-value target clients. Call it AMB, IBM, or MTV, it does not really matter. Here’s another one of my favorites: content marketing. This concept is defined by the Content Marketing Institute (you read that right, there is a Content Marketing Institute) as “a strategic marketing approach focused on creating and distributing valuable, relevant, and consistent content to attract and retain a clearly defined audience.” Wait, that sounds dangerously

close to ABM. To be clear, I am not disparaging the Institute as they curate meaningful and valuable resources, training programs, and events. They are focused on driving marketers to understand the value of purposeful and intentional strategies. Their “work” is valuable – more so than their name. We could call it the “Best Practices Institute” or the “Don’t Create and Distribute Generic Stuff Institute,” DCADGSI for short. And talking about the DCADGSI, let’s circle back to DEI. If we examine a pool of companies’ websites, the language used to describe their DEI initiatives are interchangeable. This is a red flag that could indicate a superficial take on the topic rather than actionable business processes. The dangerously addictive nature of labels pushed companies to jump on a trendy bandwagon and prioritized delivering canned messages over auditing, assessing, and (re)defining systems, protocols, and methods to improve their business practices. Author, speaker, and DEI consultant Lily Zheng said, “While backlash to DEI has challenged how many companies and practitioners approach creating more equitable workplaces, fewer have considered whether DEI work itself has room to improve.” Yes! Calling something DEI is far less consequential than managing a company which embodies fairness and inclusivity. So, why don’t we forget about labels, buzzwords, and trends and instead work honestly to assess, improve, and measure our actions and initiatives? Let’s truly drive our companies to operate sustainably. Let’s develop and launch focused, targeted, and intentional marketing strategies. Let’s live and breathe workplaces with inclusive and fair processes which truly make a difference. Oh, and should we create the DCADGSI? Who’s in? Javier Suarez is a principal corporate marketing manager with Geosyntec Consultants. Contact him at jsuarez@geosyntec. com.

THE ZWEIG LETTER APRIL 21, 2025, ISSUE 1582

OPINION

Big game strategy

R ecently, I’ve managed some of the most complex pursuits I’ve come across in more than 13 years of professional marketing services. In some ways, I’d thought I’d seen everything, but I suppose that’s the beauty of our jobs. Our industries evolve, the ways our clients choose partners evolve, and thus, the way we win work evolves. As our industry and client expectations evolve, so must our strategies for winning complex, high-stakes project pursuits.

Mercedez Thompson

An integral part of our business development process and commitment to continuous improvement is making sure we debrief and apply lessons learned. So, coming off a busy season with some of our most challenging pursuits, I met with several of my pursuit team members as well as our sales and client-facing account teams to discuss what we learned and what we could have done better. Amid our complaints and opportunities, a common theme emerged: we had wasted significant time and effort – resources that could have been optimized through well-coordinated planning and strong leadership with clearly defined expectations. Here’s what we came up with: ■ Pre-RFP work is important but can be wasteful. Pre-RFP work is essential but can sometimes lead to inefficiencies. Our teams have seen significant returns by investing time in influencing the RFP and refining our win strategy. This includes

highlighting key strengths and differentiators while addressing the customer’s needs effectively. It also involves analyzing the competition, identifying critical customer pain points, and crafting a compelling value proposition. However, we have also wasted considerable time and effort making assumptions about the proposal format and the specific way clients would request information. In some cases, teams spent weeks creating infographics and slide decks that were ultimately unusable. That time could have been better spent documenting the client’s current state and developing resourcing and staffing plans. Moving forward, a key best practice is to focus pre-RFP efforts on strategy – shaping the RFP, identifying differentiation opportunities, and aligning the team for execution. We should avoid spending excessive time on scope-specific deliverables, responses, or visuals that may not

THE ZWEIG LETTER APRIL 21, 2025, ISSUE 1582

be needed. For example, one team spent eight weeks developing an 80-page PowerPoint deck in preparation for an RFP, only to find that the final submission required a 20-page Word document with no supplemental materials allowed. While the preparation helped shape our solution, it also resulted in hundreds of hours of wasted effort. By refining our pre-RFP approach, we can maximize impact while reducing inefficiencies, ensuring our time and resources are used effectively. ■ Once the RFP drops, drive solution first. When an RFP is released, the first priority should be defining the solution based on the scope outlined by the client. How will we solve the client’s problem? What specific benefits will they gain? These two questions are the foundation of every proposal. Moreover, the solution itself dictates all other key elements – schedule, organizational structure, staffing, teaming, subcontracting, and pricing. A common challenge we’ve encountered is the significant rework required when we attempt to answer RFP questions before developing the solution. Why does the most critical information often come last? This misalignment leads to weeks of revisions as we retrofit responses to match the final solution. This issue often arises from a tactical, well-intentioned approach. Leaders see a list of client questions and requirements and immediately assign team members to start drafting responses – understandably aiming to make immediate progress on a quick deadline. However, once the solution and schedule take shape, we find ourselves scrambling. We must revisit completed responses, reassign contributors, and rewrite content to align with the refined solution. This process is time-consuming and frustrating. Once responses are written, there’s a natural resistance to deleting or drastically revising them, leading to cluttered, unclear answers. Additionally, team members who initially worked on the responses are disheartened – why was their work scrapped? Why weren’t expectations set earlier? While proposals will never run perfectly to plan, a key best practice is to drive the solution first and allow it to inform the rest of the proposal. This may mean delaying the start of some requirements or deliverables, but in the long run, it ensures responses are clear, concise, and aligned – ultimately saving time, reducing frustration, and improving proposal quality. ■ Leverage a small leadership review team. One of the most persistent challenges in our proposal process is the issue of too many decision-makers. As our pursuits become increasingly interdisciplinary, more specialists, principals, and executives get involved. While having expertise in every area is beneficial, having multiple final decision-makers working against one another is not. The problems that arise from excessive leadership involvement are significant. Decisions become harder to make and even harder to communicate. Conflicting feedback leads to confusion, causing rework and inefficiency. Reviews turn into endless cycles of revision, with responses being approved by one leader only to be overhauled by another. Instead of thoughtful iteration, we end up in a loop of wasteful and contradictory edits, leaving

nothing truly final. This lack of alignment hinders progress and frustrates teams. While specialist input is essential – especially for complex, high-revenue opportunities – effective leadership requires a small, trusted committee of reviewers and decision-makers. This group should divide responsibilities logically, trust each other’s expertise, and ensure that reviews are efficient rather than redundant. Thorough content review is necessary, but so is moving forward. In my experience, proposals are always stronger when we align on a response, execute, review, approve, and finalize – rather than reworking content seven or eight times under the direction of as many people. When we don’t streamline our leadership structure, our responses often reflect that same lack of clarity. ■ Finish with a strong cover letter or executive summary. A cover letter or executive summary is a crucial component of any proposal. It provides a quick, compelling answer to the fundamental question: Why should we win this work? Designed for executives who won’t sift through every detail of your solution, this is your at-a-glance opportunity to imprint your differentiators in the evaluator’s mind. When done well, your cover letter or summary should be referenced by decision-makers as they justify awarding you the contract. While it’s valuable to start brainstorming this section pre- RFP, it should be the final piece to come together. That’s because it must reflect your fully developed solution, pricing, and execution strategy – elements that evolve throughout the proposal process. However, a common mistake is drafting these documents early and failing to truly revamp them before submission. To get this right, first define your solution. Get clarity on how you’ll deliver, what the client will achieve, and why your approach stands out. Then, review your cover letter and executive summary with fresh eyes: Does it clearly articulate what you are offering? Does it concisely explain how you will execute? Does it make the value to the client immediately apparent? If not, you’ve failed at the most important part of the proposal. These lessons learned and best practices are designed for complex proposals with multiple disciplines managed by sophisticated sales and marketing teams. If your team isn’t facing these exact challenges yet, that’s OK – every organization evolves at its own pace. However, as opportunities grow larger and more intricate, and RFPs reflect that increasing complexity, it becomes essential to learn from past mistakes and refine your approach. By proactively adopting smarter strategies, you can improve efficiency, enhance proposal quality, and ultimately increase your chances of winning in this ever-changing world. Mercedez Thompson is a pursuit manager at PwC. Connect with her on LinkedIn.

THE ZWEIG LETTER APRIL 21, 2025, ISSUE 1582

OPINION

Hope is not a strategy

Y ears ago, a sales mentor handed me a book called Hope Is Not a Strategy by Rick Page. That title stuck with me. Throughout my career, I’ve taken it to heart – especially when it comes to winning complex deals. Selling requires building credibility, showing up consistently, and proving that you’re in it for the long haul.

You can’t just send out a proposal and hope the customer picks it. The old “quote and hope” method? It simply doesn’t work. Over the years, countless sales methodologies have promised to crack the code – Target Account Selling, SPIN Selling, Solution Selling, SNAP Selling, you name it. Each offers valuable insights, but none are a magic bullet. The truth is, no process alone will guarantee success. If I had to sum up the most important principle from Hope Is Not a Strategy , it would be this: common sense. At the end of the day, no one hands over a multimillion-dollar deal to a stranger – especially not one who doesn’t understand their business. If you don’t know the customer’s goals, how your solution helps them, and how to articulate that value clearly, you’re not going to close the deal. And without mutual trust, no amount of slick sales tactics will save you.

That’s where real relationships come in. Sales isn’t just about having the best product or the most compelling pitch – it’s about building credibility, showing up consistently, and proving that you’re in it for the long haul. Customers want to do business with people they trust, not someone who’s just trying to hit their quarterly numbers. Of course, not every customer is upfront. Some are downright misleading, and a key skill in sales is recognizing that early. Not every deal is worth chasing – sometimes, walking away is the best move. But when you find the right opportunity, understanding how decisions are made is critical. Big deals aren’t decided by a single person; they’re often made by committees. That means you need to know not just who your champions are, but who your potential blockers might be. This is where sales processes can help – not as rigid

Chuck Miller

THE ZWEIG LETTER APRIL 21, 2025, ISSUE 1582

BUSINESS NEWS MEET COVE ARCHITECTURE, THE FIRST AI-POWERED FULL-SERVICE ARCHITECTURE SERVICES FIRM FROM COVE cove, the AI for architecture company driving a technology- enabled future, has introduced its full- service architecture practice, Cove Architecture. Designed to spur a new era of architecture, this division is powered by a two-part AI framework that will help reshape how teams design and deliver buildings. The foundations of this AI took nearly a decade to develop, requiring more than $25 million in R&D investment. The cove team has spent years perfecting simulation engines and building robust data sets that serve as the backbone for this new division. Drawing on data-driven insights, Cove Architecture streamlines design, cuts out inefficiencies, and delivers more sustainable outcomes on the projects it designs and manages. The architecture practice has already proven its value as it completed its first project in Atlanta, Georgia. “When we started cove, we began by building software for others to optimize costs, compress timelines, and meet performance standards,” explained Sandeep Ahuja, Co-founder and CEO of cove. “Over time, we realized that the best way to showcase the true potential of our technology was to use it ourselves, end to end. Today, that technology forms the bedrock of our architecture services – rather than just offering tools, we guide projects from concept to completion.” Cove Architecture merges design excellence with real-time intelligence, ensuring that projects are not just

beautiful, but also on budget and on schedule. Additional benefits include reduced risk thanks to built-in compliance checks and rapid iteration, faster delivery with design cycles completed up to 50 percent faster, and lower construction costs with projects seeing a reduction of up to 20 percent in overall expenses. At the core of Cove Architecture are Vitras. ai and ARK_BIM, an AI duo developed to redefine architectural innovation. Vitras.ai functions as the analytical powerhouse for the architectural services team. It sifts through volumes of data that would otherwise take a human team weeks to process and surfaces critical insights in real time. It flags cost variables, highlights code or FEMA compliance issues, and pinpoints potential red flags with over 95 percent accuracy. ARK_BIM takes the intelligence from Vitras.ai and translates it into dynamic 3D models, complete with cost analyses and construction documents. This all happens in a web-based platform designed with a Git-style version control enabling truly parallel collaboration. “Our team spent years perfecting simulation engines and building the robust data sets that now serve as the ‘brain’ for Vitras.ai and ARK_BIM,” explained Patrick Chopson, co-founder and CPO at cove. “We experimented, tested accuracy, and refined algorithms to the point where we could finally embed an AI agent into the process itself. We built our AI from the ground up,

and are applying our breakthroughs to real projects.” Cove Architecture recently completed its first project, designing a multi-family complex located in Atlanta’s West End neighborhood in just 15 days. The project leveraged the power of Vitras.ai and ARK_BIM to set impressive benchmarks in design efficiency, including: a 60% reduction in design timelines, early-stage cost estimates that hit 95% accuracy, and a 40% cut in design iteration expenses. The project includes 15 row houses, with each unit outfitted with smart home technologies and sustainability features. They promote a living experience that is both modern and deeply connected to their surroundings, including the popular Atlanta Beltline. The project is located at 1247 Ralph David Abernathy Boulevard and will set a new standard for urban design and development. cove is the AI for Architecture company, a verticalized AI-powered architecture firm that focuses on the human experience to rapidly drive better design outcomes at lower cost. By pairing proprietary software and AI with decades of expertise, cove transforms how buildings are designed, engineered, and delivered. The company provides both architectural and sustainability consulting services to create purposeful, functional, and enduring projects. Cove Architecture leverages AI to reshape how teams design and deliver buildings, while Cove Sustainability helps architects achieve their project goals through data-driven sustainability solutions.

So yes, hope isn’t a strategy. But persistence? That’s everything. Or as Dory famously said, “Just keep swimming.” Chuck Miller is founder and CEO of NgenX Energy. Connect with him on LinkedIn. solution, mapping out the buying process, and clearing the path to closure. But the real secret weapon? Tenacity.” “Any structured process can help you check the right boxes – aligning your

playbooks, but as guides. They provide structure, keep you organized, and help ensure that every critical step is covered. But no methodology replaces good instincts, patience, and persistence. When it comes down to it, sales is about relationships and resilience. Any structured process can help you check the right boxes – aligning your solution, mapping out the buying process, and clearing the path to closure. But the real secret weapon? Tenacity. Deals die. Then they come back to life. Then they die again. I once worked on a deal that took five years to close – not because I was doing anything wrong, but because leadership changed, companies merged, and priorities shifted. Through it all, I stayed engaged, kept the conversation going, and, eventually, the deal got done.

THE ZWEIG LETTER APRIL 21, 2025, ISSUE 1582

Page 1 Page 2 Page 3 Page 4 Page 5 Page 6 Page 7 Page 8 Page 9 Page 10 Page 11 Page 12 Page 13

Made with FlippingBook flipbook maker