TZL 1602 (web)

September 22, 2025, Issue 1602 WWW.ZWEIGGROUP.COM

TRENDLINES

External recruiters

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An ownership transition plan must combine the right strategy on both the human and financial side. People and money

Yes

Zweig Group’s 2025 Recruitment & Retention Report shows that 67% of AEC firms now use external recruiters, reflecting a growing reliance on outside partnerships to address staffing needs. This trend highlights firms’ focus on filling roles more quickly and effectively in a competitive labor market. Participate in a survey and save on a Zweig Group research publication.

I f I could boil down ownership transition into two words, it would be: people and money. That’s quite the combination! ON THE PEOPLE SIDE. Do the next generation of owners have a vision of where they want to take the firm? Do they have a mindset that they will be successful? Are they truly ready to run an actual business, and can they keep the engine running by winning work? It’s crucial to have up-and-coming leaders who are ready and able to run a business effectively. That is why there are firms out there that consistently mentor and intentionally provide their future owners with executive education classes to better prepare and enhance their skills so they can lead the firm of the future. There have also been cultural changes in the last decades in how each generation views work. Work-life balance has been a prominent topic of conversation in recent years. Younger generations may not want to burn the midnight oil as previous generations have done in the past. This results in many not being intentional with obtaining ownership. A proper ownership transition plan eliminates ambiguity and allows everyone to know where they stand in the midst of transition. ON THE FINANCIAL SIDE. As the firm continues to be successful – growing in markets, employees, and revenues – the valuation of the firm increases. That presents itself as a great benefit for the retiring shareholder, but it looks like a mountain of debt to incoming buyers. If the firm’s owner’s priorities are its legacy and leaving it to the next-tier leaders, he or she will have to make a discount on the firm’s fair market valuation on a minority interest level instead of on a fair market value through the external market. This discount ranges from 15%-45%. That is why going the external route may be more attractive to other owners because they are able to get fair market value for their firm. There are always upsides and downsides with internal and external ownership transition. In all these components you must think 10 years ahead if you are a mature, sophisticated firm or are aspiring to be one. Planning carefully

Ezequiel Tovar

FIRM INDEX Dunaway...........................................................8

OBMI.....................................................................9

Tetra Tech, Inc...............................................8

MORE ARTICLES n JEFF ADAMS: How wealth advisors unlock M&A value Page 3 n MARK ZWEIG: You need the right attorney Page 5 n SARA GRAYUM: More than a hashtag Page 7 n Shaping the future: Mike Wilson Page 9

See EZEQUIEL TOVAR, page 2

THE VOICE OF REASON FOR THE AEC INDUSTRY

BUSINESS NEWS AECOM AWARDED A MORE THAN $80 MILLION ENVIRONMENTAL REMEDIATION CONTRACT FOR VANDENBERG SPACE FORCE BASE IN CALIFORNIA AECOM, the trusted global infrastructure leader, today announced that it has been awarded an Optimized Remediation Contract by the U.S. Army Corps of Engineers Los Angeles District to provide environmental remediation services at Vandenberg Space Force Base on California’s Central Coast. The 10-year, $81.3-million single award is one of the largest optimized remediation contracts awarded by the USACE Los Angeles District, reinforcing AECOM’s position as a trusted partner in delivering mission- critical solutions. “We are honored to expand our long- standing relationship with the Department of Defense and lead this critical work at Vandenberg Space Force Base,” said Frank Sweet, chief executive of AECOM’s global Environment business. “Through innovative, sustainable remediation

solutions, we’re helping to restore natural systems and deliver impactful environmental outcomes that align with our clients’ long-term goals.” The contract includes a range of remediation and management activities at 60 sites throughout the base. Additionally, state-of-the-art digital tools will be utilized to enhance data collection, analysis, and reporting, resulting in an optimized approach to site remediation. “As the sole contractor for this project, our team’s deep experience delivering complex environmental solutions across California and for the U.S. Army Corps of Engineers uniquely positions us to support this mission,” said Matt Crane, Chief Executive of AECOM’s U.S. West Region. “By leveraging the principles of our Sustainable Legacies strategy and applying cutting-edge digital innovations, we are accelerating progress toward lasting restoration at Vandenberg Space Force Base.”

EZEQUIEL TOVAR, from page 1

means having the right buy/sell provisions, such as mandatory sell-downs once you reach a certain age, a cap on ownership percentages, valuing the firm fairly for all parties, and having enough cash flow. This is crucial for the sustainability of the firm. In other words, you must have a system (both legal and financial) in place for when owners start selling their shares. Another financial factor: Younger generations today are experiencing increased inflation in housing and overall cost of living, with many graduating from college with student loan debt. These factors all culminate in many young leaders who might want to invest in the firm being unable to do so when the time comes. This has further diminished the affordability aspect of being an owner. THE BOTTOM LINE. It is a tricky landscape that owners must deal with. Despite the many uncertainties of life and the times, the AEC industry continues to grow and improve people’s lives. That is why an ownership transition plan that combines the right strategy on both the human and financial components will not only benefit you and your future owners, but also influence the DNA of your firm. Plan your firm’s future with confidence. Zweig Group’s ownership transition consulting services help AEC firms align people and money to build lasting, sustainable transitions. Learn more here! Ezequiel Tovar is a strategic planning consultant at Zweig Group. Contact him at etovar@ zweiggroup.com.

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

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THE ZWEIG LETTER SEPTEMBER 22, 2025, ISSUE 1602

OPINION

Maximizing AEC M&A potential requires proactive financial planning, risk management, and trusted advisors to secure lasting success beyond the deal. How wealth advisors unlock M&A value

A re you maximizing the financial potential of your AEC M&A transactions? It’s not just about closing the deal; it’s about building a lasting financial legacy. In our latest episode of AEC Unscripted: M&A Edition , we explored this critical aspect with Brian McCarver, CFP, CIMA, and Jonathan Freeman, CFP, CIMA, CFA , managing directors at Stonebridge Financial Group. Their insights illuminated the often-overlooked financial considerations that extend far beyond the transaction, providing invaluable guidance for buyers and sellers.

Jeff Adams, CPA, CM&AA

Brian and Jonathan’s diverse backgrounds uniquely position them to understand the complexities of wealth management in M&A. Jonathan’s experience on the fast-paced trading floors of Fidelity in Manhattan, combined with Brian’s transition from military service to financial strategy, has forged a powerful approach to financial planning. They’ve built Stonebridge on a foundation of personalized advice, recognizing that each client’s financial goals are distinct and emphasizing how strategic, long-term financial planning can transform an M&A deal into enduring success. THE STRATEGIC IMPORTANCE OF PRE-SALE PLANNING. A successful M&A transaction requires

proactive planning and thorough preparation, especially when it comes to your financial strategy. Selling your firm without a well-thought-out plan and the right team of advisors can be one of the most daunting experiences for a business owner. To maximize the value of your transaction and avoid leaving money on the table, it’s essential to work with experienced professionals – including a CPA , M&A advisor, wealth management advisor, and attorney. This team can guide you through critical aspects such as pre-sale planning, tax strategies, and estate and retirement projections, ensuring a smooth and financially optimized transition.

See JEFF ADAMS, page 4

THE ZWEIG LETTER SEPTEMBER 22, 2025, ISSUE 1602

ELEVATE THE INDUSTRY®

When selecting a wealth advisor, seek out someone with deep experience in the AEC industry, a proven track record, and a commitment to aligning their strategies with your unique goals. YOUR STRATEGIC PARTNERS FOR AEC M&A SUCCESS. At Stambaugh Ness, we recognize that navigating the intricacies of M&A in the AEC industry requires a comprehensive and collaborative approach. That’s why we’ve partnered with Stonebridge Financial Group, combining our deep AEC industry expertise with their specialized financial strategy to ensure your M&A transactions are successful and contribute to your long-term financial vision. Stambaugh Ness provides an array of services, including advisory, tax, and technology solutions, while Stonebridge Financial Group offers wealth management expertise and retirement planning, creating a holistic partnership to support your business throughout its full lifecycle. Secure your financial future. If a merger or acquisition is part of your future, and especially if you are considering selling your business, the best step you can take is to partner with a wealth advisor early in the process. Listen to the full episode of AEC Unscripted now to learn more about the benefits of a wealth advisor partnership. Ready to discuss your M&A strategy? Schedule a consultation with Stambaugh Ness today to discover how we can help you achieve your financial goals. Jeff Adams, CPA, CM&AA, is director of Mergers & Acquisitions at Stambaugh Ness. Connect with him on LinkedIn.

JEFF ADAMS, from page 3

Additionally, when a sale results in more cash than a seller has ever managed, having a plan in place beforehand can be the key to achieving long-term financial security rather than facing unexpected challenges in retirement. NAVIGATING RISK AND ENSURING FINANCIAL SECURITY. Financial risks are an inherent part of M&A transactions, so it makes sense to partner with a wealth advisor for strategic guidance on identifying and mitigating these risks. By applying strategies such as establishing corporate retirement plans, building a strong leadership team to ensure continuity, and diversifying business lines to reduce reliance on a single revenue stream, a wealth advisor can help de-risk a transaction and set you on a pathway toward your future. PRACTICAL FINANCIAL ADVICE FOR AEC BUYERS AND SELLERS. Timing is everything, especially when it comes to wealth management. The best approach is to start with the end in mind. Having a clear vision of your financial goals is essential for creating a strategic pathway to success. While mergers and acquisitions can be a powerful exit strategy, they also come with complexity and uncertainty. Partnering with a wealth advisor provides invaluable guidance that simplifies the M&A process and reduces stress. From long- term tax planning to minimize liabilities to risk management strategies after a liquidity event and developing early planning and cash flow projections for informed decision-making, a skilled advisor can help you navigate every stage with confidence.

THE ZWEIG LETTER SEPTEMBER 22, 2025, ISSUE 1602

FROM THE FOUNDER

You need the right attorney

W hen it comes to the need for an attorney for your AEC business, I tell my entrepreneurship students the same thing I tell firm principals – find someone who is specialized in the issue you need help with. The right attorney with specialized expertise can save AEC firms significant costs, mitigate risks, and protect their business.

Not all attorneys are equal – it’s just like architects and engineers. You wouldn’t hire a structural engineer for a high-rise project who had only done bridges. And you wouldn’t hire an architect to design an elementary school who had only done strip malls. But don’t think there aren’t plenty of attorneys out there who won’t take your work even if they have no experience in that problem. Getting the right attorney on board can be extremely valuable to you. For example, don’t sign any lease without running it past an attorney who knows what they are looking at. I will never forget how years ago we had a new lease to sign for a larger office space in the mixed-use complex we were already leasing space in for our Natick, Massachusetts, office. I took it to our attorney, a wizened old New Yorker who spent 20 years as in-house counsel for an office developer. He told me to grab a tape measure and meet him at the new space. The lease was for 10,000 square feet of space

at about $25 per square foot. What we found was the space actually only 8,800 square feet. In less than an hour, our attorney saved us roughly $180,000 – 1,200 square feet less, at $25 per square foot, over six years. The same scenario was repeated here in Fayetteville years later. When I came back to Zweig White after the lender took the company from its private equity owners a year earlier, we relocated the business to Fayetteville. The lesson learned in Massachusetts was not forgotten. Again, we started in a smaller space in a multi-tenant building that we quickly outgrew. Our landlord had a (supposedly) 3,600-square- foot space we could expand into. So I had a young intern architect who worked for my other business, a design/build/development company, put the floor plan we were provided by the owner into AutoCAD where it turned out to be only 2,700 square feet.

Mark Zweig

See MARK ZWEIG, page 6

THE ZWEIG LETTER SEPTEMBER 22, 2025, ISSUE 1602

ELEVATE THE INDUSTRY®

There is also the issue of actually selling stock or ownership interest to people inside or outside of the company. There are all kinds of rules requiring the filing of legal forms with the SEC or state secretaries of state that most of us are completely unaware of. Plus legal disclaimers must be written properly to be sure that any investor knows their money is completely at risk and can’t claim the ownership opportunity was misrepresented. And if you sell ownership outside of your employees, there are qualified investor requirements that must be met. Get an attorney who is experienced in these matters! Mergers, acquisitions, and external sales are yet another area that you should not get into without experienced legal counsel on board. Everything from whether or not the transaction will be a stock sale or asset purchase, or what the non-compete provisions for sellers are going to be, or what sellers are committing to in their warrantees and representations is critical. There is no place for an inexperienced attorney in these deals – just way too much is at risk for all parties involved. I could go on here but will conclude by saying that while I know many of our readers are self-reliant, “do-it-yourself” types and I respect and admire that, these issues and more are not where you want to go it alone or just get your regular business attorney’s input. You need specialized help. Mark Zweig is Zweig Group’s chairman and founder. Contact him at mzweig@zweiggroup.com.

MARK ZWEIG, from page 5

Again, big savings for us. As sensible as that is, I never would have thought to do it without the right attorney’s original advice. “Don’t think there aren’t plenty of attorneys out there who won’t take your work even if they have no experience in that problem. Getting the right attorney on board can be extremely valuable to you.” Another area that requires specialized legal advice is internal ownership transition. Your LLC operating agreement or corporate shareholder agreement and bylaws just have too many ways to go wrong. I’m not an attorney myself, and I have zero interest in reading legal documents, but I can tell you that rarely have I looked at one of these agreements that I couldn’t find problems with (many times BIG problems). You cannot just keep using the old agreements you have that were drafted 20 years ago, or worse – something you pulled from an online source such as Rocket Lawyer or LegalZoom. The cost of good legal advice is minuscule compared to what the wrong documents could cost you.

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THE ZWEIG LETTER SEPTEMBER 22, 2025, ISSUE 1602

OPINION

More than a hashtag

A ccording to OpenAsset’s 2024 State of AEC Marketing Overview , 94 percent of AEC marketers reported using social media as a key channel for generating leads and building brand awareness. It’s no longer enough to produce great work. That work must be seen, shared, and humanized. In a world where perception drives engagement, the AEC industry is waking up to a new kind of visibility.

Sara Grayum

The shift is happening on two fronts: in the physical realm, where projects are judged not just by function but by photogenic appeal, and in the digital realm, where a firm’s most influential brand touchpoint is not only its homepage but its people’s LinkedIn profiles. Together, these trends paint a clear picture: if your work isn’t Instagram-worthy, and your team isn’t LinkedIn-ready, you’re missing out on your most powerful marketing assets. THE POWER OF “INSTAGRAM-WORTHY” DESIGN IN AEC BRANDING. The phrase “Instagram-worthy” might sound superficial, but its impact is anything but. It reflects a powerful mix of design, emotion, and shareability – and a significant branding opportunity for a technically driven industry. For architects, engineers, and construction

professionals, these photogenic moments are strategic touchpoints. A well-framed structural detail, a thoughtfully lit pedestrian bridge, or a bold material palette can become a visual signature that elevates a firm’s brand. Design elements like splash pads that enhance playfulness or signage that doubles as sculpture don’t just invite interaction on-site – they live online, amplifying the project and the expertise behind it. Here’s the key: it’s not about doing more. You’re already creating these moments. The texture of a retaining wall, the way light moves through a space – these elements are inherently photogenic. They’re being noticed, shared, pinned, and remembered. TAG, YOU’RE IT. Want proof? Look up one of your

See SARA GRAYUM, page 8

THE ZWEIG LETTER SEPTEMBER 22, 2025, ISSUE 1602

ELEVATE THE INDUSTRY®

BUSINESS NEWS TETRA TECH SELECTED AS LEAD DESIGNER FOR $990 MILLION MULTIPLE-AWARD PACIFIC ENGINEERING DESIGN CONTRACT Tetra Tech, Inc., a leading provider of high-end consulting and engineering services in water, environment, and sustainable infrastructure, announced Naval Facilities Engineering Systems

Command Pacific has selected the company, as part of the MVL USA Inc. team, for a $990 million, multiple-award contract to provide architect-engineer services for accelerated infrastructure delivery across the Indo-Pacific region. As MVL USA’s lead designer of record, Tetra Tech will support NAVFAC Pacific in the swift delivery of resilient infrastructure

projects for the Pacific Deterrence Initiative. Tetra Tech will provide engineering and technical services for design-build projects for new facilities, repair and renovation, and upgrades to buildings, bridges and roads, airfield runways and hangars, fuel storage, and other critical base infrastructure across more than 15 countries.

Visually stimulating: Instagram is not the only space to prioritize visuals. If you’re proud of the work you’re doing, share it! Your audience also wants the opportunity to work on impactful projects in their communities. Employee pages should be: Authentic vs. airbrushed: Don’t let your posts sound like fluff. Share candid team moments, wins, or quick reflections on something that makes you feel proud. Compelling: Help people imagine themselves at your firm. Don’t just tell them you are seeking “x, y, and z” – empower them. Reflect on your growth or highlight the people around you who are thriving – let them see how they could succeed if they worked there.

SARA GRAYUM, from page 7

recent projects on Instagram. Click the “tagged” tab. Are people gathering near the bridge with dramatic lighting? Or standing under the exposed glulam beams you sustainably incorporated? If you see a pattern, you’ve found your Instagram-worthy sweet spot. And now, there’s even more reason to share. Instagram recently introduced Google indexing for professional accounts, meaning your firm’s public posts and project visuals can now appear directly in Google search results. This is a game- changer: it means your social media posts can now boost your visibility far beyond the platform, extending the reach of your firm to potential clients, collaborators, and talent through organic search. The question is: Are you showcasing these features on your firm’s social channels? In the AEC industry, utilizing social platforms to showcase projects can become a powerful tool for storytelling, community engagement, and future work. It’s not about chasing trends – it’s simply about celebrating the resonance of the work you’re already doing. LINKEDIN IS THE NEW LOBBY. If Instagram is your firm’s gallery wall, your firm’s LinkedIn is your (virtual) office. And your firm’s employees’ personal LinkedIn pages have become the new front door. When clients or recruits search your firm, they aren’t just looking at your projects, your website, or your firm’s LinkedIn. They’re also looking at the employees who work there. And we’re not just talking titles and credentials – they want sincerity, clarity, and presence. For employees and employers, a strong, up-to-date LinkedIn profile is no longer optional. It’s the professional equivalent of eye contact and a firm handshake. If Instagram-worthy places create brand moments in the wild, then well-tended LinkedIn profiles go beyond showcasing your firm – they are aiding in a job seeker’s decision-making process and fostering recruitment without HR even uttering the words “we’re hiring.” Here is how to use this platform to your advantage:

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WHY THIS MATTERS FOR AEC FIRMS. Together, social media platforms like Instagram and LinkedIn signal a broader truth: your brand is living in the wild, in real-time, through real people. Every photo is taken in a space you designed. Every profile view of a rising leader on your team. These are modern- day impressions – and they matter more than ever. So, what can you do? ■ Design with shareability in mind. Think about the kinds of details people love to photograph and post. ■ Empower your team online. Provide guidance, support, and even headshots or training for staff to improve their digital presence. ■ Connect your marketing dots. Use photos from the field and staff posts to reinforce your brand story across platforms. ■ Track what’s resonating. Social media insights can tell you what your audience values – often in surprising ways. Great work doesn’t market itself. But when it’s beautiful, engaging, and human – and when the people behind it show up with clarity and confidence – it becomes magnetic. Whether it’s a community park or a civil engineer’s profile, make it worth the scroll. Sara Grayum is a digital content specialist and associate at Dunaway. Connect with her on LinkedIn.

Firm LinkedIn pages should be: Intentional: Job seekers don’t want to hear another “We are hiring passionate people to join our team of professionals.” They want real stories and real moments.

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THE ZWEIG LETTER SEPTEMBER 22, 2025, ISSUE 1602

PROFILE

Shaping the future: Mike Wilson President and COO of OBMI (Miami, FL), a global master planning, architecture, and design firm.

By LIISA ANDREASSEN Correspondent

U nifying OBMI’s growing global presence into a cohesive, high-performing culture is at the top of Mike Wilson’s agenda. As company COO and president, Wilson shares that they’ve recently opened new studios, onboarded emerging leaders, and expanded into key markets like London, Dubai, and Cairo. In 2023, OBMI experienced exponential growth that continued through the first portion of 2024, none of which would have been possible without the team’s support and determination. The firm had a 20 percent increase in overall employee growth and announced the opening of new offices in London and Egypt. Known for its work in Bermuda and the Middle East, OBMI aims to use its new London office as a base to grow its European business. The firm is targeting work in luxury resorts, high-end residential, and commercial developments. In Egypt, OBMI has been working on a project – SouthMED – located on the north coast. It’s a community centered on placemaking, well-being, and sustainable practices. OBMI’s

holistic and organic design approach to the master plan and architecture combines contemporary design while celebrating and preserving the site’s natural environment. Envisioned as a coastal escape, OBMI carefully planned the positioning of SouthMED to fully enjoy 100 blocks of direct access and views to the majestic Mediterranean Sea. To support an active lifestyle community, designers created multi-lane roads and nature trails to increase accessibility for exploring, walking, and cycling. “Now, my priority is to ensure that as we grow, we preserve the essence of OBMI – collaborative, agile, and design-driven – while building the systems and leadership capacity needed to thrive for the next 90 years,” Wilson says. “With this growth comes thoughtful scaling and maintaining our ‘one company’ culture across time zones, languages, and market demands.” That’s why OBMI is investing in leadership development, improving internal communication, and refining its project delivery systems.

See SHAPING THE FUTURE, page 10

THE ZWEIG LETTER SEPTEMBER 22, 2025, ISSUE 1602

ELEVATE THE INDUSTRY®

HEADQUARTERS: Miami, FL NUMBER OF EMPLOYEES: 125+

YEAR FOUNDED: 1936 OFFICE LOCATIONS:

Miami

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Cairo

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Cayman Islands

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Bermuda, British Virgin Islands

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Trinidad & Tobago

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innovation, purpose, and leadership alignment converge.” OBMI takes a boutique-management approach. What does that mean exactly? Wilson defines this as personalized attention – internally and externally. “We empower our teams to be nimble and collaborative while staying connected to leadership,” he says. “Our size allows us to customize our solutions and foster deep client relationships, while our global reach enables us to deliver complex projects at scale.” A recent project also showcases how the company is engaged in sustainability and creating a resilient future. For example, at Al Hamra Palace in Saudi Arabia, OBMI’s team transformed a historic royal residence into a sustainable boutique hotel. They used adaptive reuse strategies, preserved existing structures, and integrated local materials – balancing heritage with environmental sensitivity. It’s a testament to how OBMI fuses cultural context with long-term ecological responsibility. In order to stay on top of leading-edge design and technology and sustainability research, it collaborates with Rensselaer Polytechnic Institute, the University of Miami, and others. These relationships also strengthen its recruitment pipeline. “It’s all part of our long-term commitment to shaping the future of design,” he says.

SHAPING THE FUTURE, from page 9

■ Riyadh MARKETS:

“It’s all about balancing legacy with progress: honoring our roots while preparing the next generation to lead,” he says. As part of leadership planning, the company has introduced career scorecards and mentorship frameworks to develop leadership accountability and empathy. Its global HR team plays a vital role in coaching and support, while annual planning sessions now include workshops on people management and team dynamics. This year, the OBMI leadership team has emphasized strengthening leadership and positivity skills throughout the firm, creating an invaluable experience for employees to learn about these topics and grow together. OBMI’s corporate social responsibility team endorsed a program to decrease employee stress levels and prioritize mental health with complimentary unlimited memberships to “Calm.” The organization also offers employees a competitive benefits package with 401(k) matching, employer-covered health care coverage with dental benefits, and more. “I’m excited by the caliber of new talent joining OBMI and the depth of passion across our studios,” Wilson says. “Our London Studio launch and strategic hires signal a bold next chapter. I’m also energized by how our teams are embracing AI and digital tools in design and operations. It’s a rare moment when

Luxury hospitality

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Residential

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Lifestyle and tourism planning

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Urban communities

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SERVICES:

Master planning

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Architecture

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Interior design

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Envisioning

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■ Advisory BEST FIRM: OBMI is proud to have been recognized by the Zweig Group in 2024 as one of the Best Firms to Work For in the Architecture category and seventh overall for firms with fewer than 200 employees.

THE ZWEIG LETTER SEPTEMBER 22, 2025, ISSUE 1602

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