TZL 1589 (web)

June 9, 2025, Issue 1589 WWW.ZWEIGGROUP.COM

TRENDLINES

Factors for successful hiring

Competitive advantage Competitive salaries Name recognition Interesting projects Good work environment

ElevateAEC celebrates high-performance AEC firms moving fast and intentionally in a changing industry. Elevating AEC at top speed

3.5 4 4.5 5

FIRM INDEX FXCollaborative........................................ 10 HNTB................................................................... 4 Parkin Architects Limited.....................2 RTM Engineering Consultants.......... 8 Tamarack Grove Engineering............ 8 Ware Malcomb..........................................10 ZGF Architects .............................................. 2 MORE ARTICLES n JANKI DEPALMA: The hidden cost of ghosting Page 3 n MARK ZWEIG: Relentless marketing Page 5 n DUNCAN ROBERTSON: Prioritizing for productivity Page 7 n HAL ROSNER: Understanding data in AEC Page 9 According to Zweig Group’s 2025 Policies, Procedures & Benefits Report, AEC firms cite a good work environment (4.7) and interesting projects (4.3) as the most beneficial factors in successfully hiring new talent. Competitive salaries and strong name recognition both rated 4.1, while having a competitive advantage followed closely at 3.9. Participate in a survey and save on a Zweig Group research publication.

I s that – is that Kenny Loggins playing faintly somewhere in the distance? Is that Tom Cruise? No, it’s just Zweig Group and the many leaders of the high performing AEC firms of 2025 traveling at Mach 5 toward San Antonio for the annual M&A Next and ElevateAEC events. The main event, ElevateAEC Conference & Awards Gala , will be this September 9-11 at the Grand Hyatt River Walk in San Antonio. Speed is the theme this year – more specifically, the Speed of Business. Pack your aviator sunglasses, dust off that old leather jacket with the patches, and turn on the after burners. We can’t promise a flyover for the conference (yet), but we can promise there will be plenty of AEC firms flying high. The Speed of Business is all about capturing that feeling of acceleration and momentum. These are the forces at the center of our ever- changing industry. They are created and driven by things like rapidly growing firms and Rising Stars. We want to celebrate and capture the momentum of the people and firms who are setting the pace for the AEC industry. We’re still working on callsigns, but I’ve got the feeling you’re picking up what we’re putting down. Speed isn’t just a luxury in the AEC industry. It’s critical for business performance now and in the future. Projects are moving faster and faster. Firms are growing at unprecedented rates. New technologies like AI are developing rapidly. The Speed of Business isn’t just a catchy theme (or a reason for me to knock out a few of my pent-up Top Gun jokes). Speed is the reality for the AEC industry. From navigating mergers and acquisitions, to adopting new AI tools, and finding ways to lead a hybrid workforce – today’s leaders operate in a climate where standing still means falling behind. This year’s conference is about turning urgency into action. The schedule is packed with sessions designed around high-performance thinking in areas like strategy, leadership, and growth. There will be dynamic and thought-provoking keynotes and workshops that will help you dive deeper into getting your firm up to maximum speed. And, of course, my favorite event every year: Zweig Group’s signature black tie awards gala. After all, what’s speed without a little sparkle? ElevateAEC 2025 is where ideas take flight. Our panel of speakers includes industry mavericks who’ve turned turbulence into momentum. You’ll sit shoulder-to-shoulder with firm leaders who are navigating the

Chad Clinehens, P.E.

See CHAD CLINEHENS, page 2

THE VOICE OF REASON FOR THE AEC INDUSTRY

BUSINESS NEWS CANADA’S FIRST NET-ZERO CARBON HOSPITAL SET TO OPEN IN 2027 The new Cowichan District Hospital Replacement Project – scheduled to open in 2027 – sets a benchmark for environmental responsibility in healthcare. Designed by Parkin Architects Limited in association with ZGF Architects, the future CDH will be the first hospital in Canada to achieve Zero Carbon Building – Design™ certification from the Canada Green Building Council. It is also British Columbia’s first fully electric hospital. “This landmark achievement reflects our commitment to innovative, sustainable design that supports both environmental responsibility and community well-being,” says Shane Czypyha, principal at Parkin. “By integrating cutting-edge efficiency measures and renewable energy solutions, this facility sets a new benchmark for the future of healthcare infrastructure.” The facility is being hailed as a model for the next generation of hospitals, delivering enhanced patient care in a space purpose-

built to minimize environmental impact and withstand future climate-related challenges. Sustainability highlights of the new CDH include fossil fuel-free, all-electric operation; 30 percent lower energy demand compared to the existing hospital; advanced ventilation systems to ensure clean indoor air; on-site solar panels will generate 2.5 percent of the hospital’s annual energy needs; water-saving technologies will reduce consumption by 60 percent relative to the current facility; use of sustainable construction materials, including low-carbon concrete and mass timber to minimize embodied carbon in construction; and LED lighting and low-emission refrigerants to further cut operational emissions. The future CDH is seen as a step toward a healthcare system that protects both people and the planet. The new facility will also create a more comfortable, efficient, and resilient environment for patients and staff alike.

CHAD CLINEHENS, from page 1

same high speed turns you are. You’ll be able to do things like sharpen leadership skills or fine-tune your growth strategy. This year’s conference is built for AEC firms of every size and shape. It’s meant to help firms develop those practical skills, and, maybe, a bit of swagger, too. While we’ll talk a lot about speed and business performance, the pillars of the event – to recharge, connect, learn, and celebrate – will allow time to focus on you and your firm, leaving you refreshed, inspired, and energized for the future of your firm. The phrase “slow down to speed up” will set the tone as we kick off the event. No matter the size of your firm, your location, or your specialization, the 2025 ElevateAEC Conference is the place to be. All we ask is that you bring a need for speed. This year in San Antonio you’ll be flying high with an amazing squadron. This conference brings together some of the best and boldest minds from the AEC industry with the means to connect, collaborate, and celebrate. It’s more than a networking opportunity; it’s a launch pad for your firm’s future. The Speed of Business is about more than moving fast. It’s also about moving intentionally. The 2025 ElevateAEC Conference will provide the jet fuel to take your firm toward its goals. ElevateAEC is more than a conference. It’s where the AEC industry comes to shift gears, plot new courses, and get fired up about the future. Don’t miss out on the 2025 ElevateAEC Conference. If you can add a day to the front end of the event, you can dive deep into M&A with the pre-conference symposium, M&A Next. Both events are certain to provide high ROI on your week. So, get ready, this is your chance to be part of something fast, focused, and unforgettable. Chad Clinehens is president and CEO of Zweig Group. Contact him at cclinehens@ zweiggroup.com. ELEVATEAEC CONFERENCE & AWARDS GALA The largest in-person gathering of industry leaders and award-winning firms, the 2025 conference promises to be bigger and better than ever with a jam-packed agenda designed to help you connect, learn, and celebrate like never before. Join us September 9-11 in San Antonio, Texas. Learn more!

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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.

THE ZWEIG LETTER JUNE 9, 2025, ISSUE 1589

OPINION

The hidden cost of ghosting

Ghosting job candidates damages trust, reputation, and your firm’s future recruitment success.

T hough I’m not a recruiter, I have somehow become a match-maker of sorts – helping to connect people and firms. Finding great people is always a struggle, no matter what market. But recently, I’ve been noticing a disturbing trend with hiring managers. They’re “ghosting”– that phenomenon where your main point of contact at the firm (the recruiter or hiring manager) simply stops returning your correspondences.

Janki DePalma, LEED AP, CPSM

While this practice isn’t rare, I do think that managers need to be aware of the full costs of this behavior, namely the heavy withdrawal this makes to the candidate’s emotional bank account. One of my favorite parts of Steven Covey’s The 7 Habits of Highly Effective People revolves around the concept of the emotional bank account (EBA). Covey explains that every relationship is strengthened by small “deposits” we make into this metaphorical bank account over time. In today’s quest for talent, hiring managers need to know when they are making deposits, withdrawals, or even overdrawing the account. UNDERSTANDING THE IMPACT OF THE EBA. Unlike a traditional bank account, the EBA is tricky. Withdrawals make a big impact while deposits

are taken for granted. A person needs to tend to a relationship constantly to have the EBA grow. As a hiring manager, you are developing a relationship that ideally moves a person from a candidate to a long-term employee. This new hire can even serve as an evangelist for your firm! While you are focusing on benefits and company culture, you may be accidentally slipping your account into the red if you ignore these elements of the EBA. In today’s digital world, the emotional bank account isn’t limited to just people; it extends to brands as well. The trust we have in a brand (a person, store, or firm) is based on how well it keeps its promises, lives up to expectations, and does the little things well over time.

See JANKI DEPALMA, page 4

THE ZWEIG LETTER JUNE 9, 2025, ISSUE 1589

ON THE MOVE DORIS JENKINS JOINS HNTB AS RESILIENT INFRASTRUCTURE SOLUTIONS ENGINEER HNTB has added Doris Jenkins, PE, as a resilience infrastructure solutions engineer. Based in the firm’s Boston office, Jenkins will support advancing resilience projects and programs across Massachusetts and the Northeast. As a certified arborist and licensed engineer focusing on water resources, Jenkins specializes in resilience, nature- based solutions and urban forestry. In her new role, Jenkins will contribute to the development of infrastructure solutions that integrate hazard profiles, data-driven planning and engineering expertise to

help communities prepare for, adapt to, and respond to environmental shocks and stressors. “Doris’s experience in water resources, climate adaptation and nature-based solutions strengthens our ability to help communities build a more resilient future,” said Julie Eaton Ernst, PE, HNTB’s resilience practice leader. “Her deep technical knowledge and unique expertise in the intersection between the natural and built environment will play a key role in advancing innovative infrastructure solutions that directly benefit the people we serve and the environment.”

Jenkins has worked on various resilience initiatives, using nature-based solutions to improve stormwater management, mitigate urban heat island effect and enhance urban green spaces. Her work has contributed to successfully implementing projects that combine ecological restoration with infrastructure development. Her experience includes developing vulnerability assessments, urban forest master planning, grey and green stormwater design and leading community engagement efforts. Jenkins holds a bachelor’s degree inenvironmental engineeringand a minor in forestry fromthe University of Vermont.

■ Show personal integrity. There’s nothing quite like having a recruiter pester you to have an exploratory call and then not bother to respond to your follow-up email. ■ Apologize for withdrawals. If something goes wrong, acknowledge it and apologize. Explain what happened so the candidate isn’t left guessing. I had an interview years ago where the hiring manager reached out to me. After two phone interviews he asked if I’d create a 90-day action plan for the position. I wasn’t even looking for a job but after his persistence, I started getting excited. The manager acknowledged receipt of my work, but never responded to my follow-up emails. Perhaps I didn’t have the skills or network for this position? Or worse, did they just steal my work plan and use it with someone else? This one interaction left me questioning the integrity of the entire firm – not just the recruiter. Was the intent of the hiring manager to make me feel embarrassed? Probably not. However, intent and impact are two very different things. And, as Covey points out, attending to the little things (like my email), personal integrity (like not stealing my unpaid work product), and apologizing for the delay are key. Even then, without a strong basis of trust, a withdrawal can quickly turn into an overdraw. Immediate email replies for every application may be difficult. I do think that as the communication deepens – with phone interviews, in- person meetings, and even compensation discussions – hiring managers should realize that an EBA has been established, and ghosting will absolutely overdraw that account. The world is busy and everyone is juggling multiple priorities. But don’t forget the EBA. Every time you are interacting with someone, ask yourself, “Am I making a deposit or a withdrawal?” Janki DePalma, LEED AP, CPSM is director of business development at W.E. O’Neil. Contact her at jdepalma@weoneil. com.

JANKI DEPALMA, from page 3

THE IMPACT OF GHOSTING. Ghosting hits hard because it makes multiple withdrawals in the EBA. I’ve created an unscientific poll of my LinkedIn friends to gauge this impact. A whopping 49 percent said that a company is “dead to them” if ghosting occurs. Our industry is small. Do you want to have a string of people who actively dislike your firm because you couldn’t afford them common courtesy? Covey says the EBA starts with “understanding the individual.” A recruiter may be busy, there could be some internal changes regarding the position, or they want to avoid a difficult conversation. However, the withdrawal happens when you look at it from the candidate’s point of view. Ghosting leaves the candidate confused and stagnated. The EBA withdrawal is more impactful the longer you’ve been involved in the recruitment process. Send an application email and didn’t get a reply? Most of us are used to this. What about after that first phone screening? In-person meeting? Multiple in-person meetings? Or after promises that an “offer is on its way”? I’ve heard multiple stories like this. This EBA is now severely overdrawn. PRACTICAL STEPS FOR HIRING MANAGERS. Ghosting candidates can lead to negative associations with your firm. Covey outlines six steps to maintaining the EBA: ■ Understand the individual. Recognize that for the candidate, this interaction affects their livelihood. This is always personal for them. ■ Keep commitments. If you promise an update, follow through, even if it’s to say that the timeline is now unclear. ■ Clarify expectations. Be as transparent as possible about what everyone needs or wants. ■ Attend to little things. This is critical. Don’t think that glowing phone call can make up for a series of missed emails.

THE ZWEIG LETTER JUNE 9, 2025, ISSUE 1589

FROM THE FOUNDER

Relentless marketing

I was talking about marketing the other day with someone who had recently started their own design business when I realized I had come up with a new term for the kind of marketing I was telling them to do and that I know works every time: “relentless marketing.” Success comes from bold, consistent marketing efforts that push visibility, build trust, and attract high-quality clients.

When we speak of “relentless marketing,” I am talking about doing so many things that it would make most architects and engineers super uncomfortable to promote that hard. But so what? The few who heed my advice WILL succeed, and no one ever said success comes easily. Do the work – the real WORK of marketing – and watch the opportunities come pouring in. Here are just some of the ways you, too, can practice relentless marketing: 1. Get your client and potential client list together and get it on everyone’s desk. Marketing always starts with identifying who your target customers are. What types of businesses, institutions, or government agencies within what geographic area are you trying to sell to? Who in those organizations will either make or influence the buying decision? Put them all in one database and get your people used to adding, deleting, and modifying it continuously throughout the day. Be relentless in insisting this database be maintained. 2. Send an email to everyone on your list every single day. That’s right – daily. I know this will make a lot of you cringe and you’ll tell me you

opt out of companies that do this, but believe me, they do it because it works. For everyone who opts out or complains, 10 or 20 will respond IF your information is helpful and you aren’t just trying to sell services every time. Be relentless! 3. Send out a unique company newsletter for each market sector you serve every other week. Show that you work with clients like those you are targeting – that you have experience and understand their problems. The absolute worst design firm newsletters aim a shotgun at all of the markets they serve and subtly communicate to potential clients “we do everything for everybody.” They have been burned from companies who sell one way and deliver another and it’s not what they want to hear! 4. Start a podcast and put it on all major streaming platforms. Podcasts work. They give you a chance to communicate your unique insights and lessons learned. They also make it easy to stroke the egos of the people you are trying to work for by asking them to be on the podcast in the first place. There are many benefits. Whether you listen to these

Mark Zweig

See MARK ZWEIG, page 6

THE ZWEIG LETTER JUNE 9, 2025, ISSUE 1589

so your firm is top of mind whenever the potential client has a need for what you do. Why be so reserved with your branding and signage? What are you afraid of? 9. Get matching long sleeve 100 percent cotton collared shirts for all employees in one color. Be different from your competitors who have golf shirts – not everyone likes them. I know I don’t. Ditto for T-shirts. But instead get your people some classy pure cotton dress shirts with your logo on them and watch the reaction. Better yet, have a laundry service that picks them up every week from the office and returns them clean, pressed, and starched. You will relentlessly outclass your competitors. 10. Get the largest trade show booth set up you can afford and schedule at least four trade shows per year per market sector you serve. Be there. Be seen. Do it right, though. A small barren booth may be worse than nothing at all. Spend a few bucks on the stuff that makes your booth worth visiting and creates a good impression. 11. Have a schedule of all activities and “to-dos” for marketing that covers the entire year. Publish it for all those inside your firm to see what you are going to do to keep them informed and to facilitate accountability. Then relentlessly implement everything on it! I am completely confident that if you relentlessly market you will succeed. Just do the work and the results will come. The odds are in your favor. Mark Zweig is Zweig Group’s chairman and founder. Contact him at mzweig@zweiggroup.com.

MARK ZWEIG, from page 5

things or not yourself, lots of people do. If you don’t want to do the thing yourself, there are outside providers who can help you affordably. Be relentless and do the podcast every week or every two weeks. 5. Put out three or more posts a day on each social media platform you use – Facebook, Instagram, and LinkedIn or wherever. Show your work. Comment on things that impact your target clients. Interview your own people. Interview clients. Recycle content from your newsletters, emails, and podcasts. Post relentlessly seven days a week. It can all be scheduled in advance to make it easy. 6. Send out a press release every week. Build a press list of at least 500 editors, site managers, podcast hosts, etc. And then relentlessly send them stuff that is newsworthy. My experience is about one quarter of 1 percent of your releases will get picked up. That means if you sent out 2,166 a month (4.33 weeks in a month), you should get about five mentions online or in print a month. It’s free. Do it. 7. Call the client you want to work with every two to four weeks. Nothing wrong with it. Be relentless about showing your interest in working with them. Make friends. Don’t just try to sell. Volunteer to do the worst project they have. You will eventually wear them down. 8. Put the largest sign you can on every single project you do, and have all company vehicles wrapped or in a unique color with the company name clearly visible. Make up stickers with the company logo on them and give them away everywhere. You want to be seen all over the place

THE ZWEIG LETTER JUNE 9, 2025, ISSUE 1589

OPINION

Prioritizing for productivity

W e’ve all heard it, said it, or felt it: busy. Whether it’s attending an industry organization event, on an internal conference call, or talking with clients, it seems like the leading question tends to be, “How are you?” which is quickly followed by the answer, “Good, but busy.” Shed the word “busy” from your vocabulary to focus on the priorities that will have the greatest positive impact on your firm.

Duncan Robertson, CPSM

This four letter word might be the most common and subjective word in our professional dictionary, because we overuse it and water it down without really considering the actions or tasks behind the “busyness.” In an article published by Fast Company , performative busyness is described as, “Work that isn’t necessary but is done to appear visible.” According to Merriam-Webster, “busy,” as we commonly use it, is described as either being engaged in action or full of activity. With all of this in mind, what are we doing with our “busyness”? If this is all of our first responses to the question, “How are you?” then we should be able to clearly define what busy consists of. Unfortunately, many of us likely feel busy not because of the amount of items on the to-do list, but rather because of the lack of prioritization to tackle that to-do list.

Rather than searching for meaningless tasks to fill time or appear busy, what if we took advantage of those precious minutes or hours with the energy to tackle the most important problems we’re facing? In their book, Extreme Ownership , by retired Navy Seals and current leadership coaches Jocko Willink and Leif Babin, the authors describe a series of leadership lessons that translate from the battlefield to the boardroom. Willink and Babin emphasize one key idea, known as a Law of Combat, that applies in this situation, called “Prioritize and Execute,” which describes how to narrow your focus in order to be more efficient. Here are five steps to take back your time and “Prioritize and Execute” the issues that will make the

See DUNCAN ROBERTSON, page 8

THE ZWEIG LETTER JUNE 9, 2025, ISSUE 1589

TRANSACTIONS RTM ENGINEERING CONSULTANTS WELCOMES ENGINEERED BUILDING SYSTEMS RTM Engineering Consultants, a national MEP, Civil, and Structural Engineering Consulting firm, has announced its recent merger with Engineered Building Systems, marking a significant milestone in their continued growth and commitment to providing exceptional engineering solutions to clients and partners. Founded in 2013 and based in Newport, Kentucky, EBS has built a strong reputation as a full-service mechanical, electrical, and plumbing engineering design firm. Their portfolio spans healthcare, hospitality, commercial office, multifamily, education, government, and more. Known for their collaborative, team-oriented approach, EBS works closely with clients and project partners as trusted advisors throughout every stage of a project. Their focus on building lasting client relationships closely aligns with RTM’s own values and sets the foundation for a successful future for both firms. “Joining the RTM and EBS teams reflects our commitment to building relationships that drive shared success,”

said Tony Mirchandani, CEO of RTM Engineering Consultants. “EBS has built a strong reputation rooted in client trust, technical excellence, and collaboration - all values we deeply respect. We’re thrilled to welcome them to RTM.” This partnership expands RTM’s resources and capabilities in Kentucky and beyond, empowering them to deliver even greater value to clients. Together, they are strengthening a collective expertise, broadening their reach, and increasing the ability to pursue larger, more complex projects while remaining grounded in the client-first mindset that defines both firms. “We are incredibly excited about what this partnership means for the future of Engineered Building Systems,” said Paul Sprong, president at EBS. “Our shared emphasis on teamwork, integrity, and client relationships made joining RTM a natural fit. By combining our strengths, we’re creating new opportunities for our team and elevating the level of service we provide to our clients.” Bringing together the combined team of 550 professionals nationwide represents a meaningful milestone for both RTM and EBS. They are excited to unite their

strengths to serve clients with enhanced capabilities, deeper expertise, and a continued commitment to excellence. Engineered Building Systems is a full- service mechanical, electrical, and plumbing engineering design firm. Their managing partners have 60 years of combined experience in the AEC industry with portfolio that spans healthcare, hospitality, commercial office, multifamily, education, government, and more. Known for their collaborative, team-oriented approach, EBS works closely with clients and project partners as trusted advisors throughout every stage of a project. Founded in 1981, RTM Engineering Consultants is nationally recognized for its expertise across mechanical, electrical, plumbing, civil, and structural engineering, alongside fire protection design and an array of specialized services, including commissioning, arc flash analysis, architectural lighting design, technology integration, and a variety of sustainability solutions. With licensure in all 50 states and office locations spanning coast to coast, RTM’s resources enable a broad geographical reach.

Although it’s vital for leaders to have laser focus on the task at hand, you must also have keen situational awareness. When we lose sight of other aspects of our role or the firm, those areas begin to suffer. You should continue to focus on the top priority while also being available for questions from others in order for them to be equally successful. This is where the practice of “Delegate and Elevate” comes into play, which happens when we pass various important tasks to team members with capacity, which elevates their role and the overall value of the firm. 5. Repeat and adapt. After we’ve addressed the top priority, we’re able to move on to the next issue and return to steps one through four. Challenges and curveballs will come your way as you go, so always remember to be flexible and adapt by adjusting your priorities based on what the greatest needs of the firm are at that time. When you can easily identify productive action versus being busy for the sake of looking busy, you’ll be on track to creating a culture of focused productivity. This doesn’t happen overnight, but when you’re intentional in approaching your days and weeks in this way, it quickly becomes the norm. Duncan Robertson, CPSM, is director of business development and marketing at Tamarack Grove Engineering. Contact him at duncan.robertson@tamarackgrove.com.

DUNCAN ROBERTSON, from page 7

greatest positive impact on your firm’s trajectory – simple on the surface, but powerful in their ability to transform your daily productivity and focus: 1. Identify the top priority. When thinking about being busy, we often think about the barrage of tasks we need to accomplish in a given day or week, but tend to leave it as a jumbled list rather than ranking each one by priority. When we start by identifying the top priority from our long list, we tackle what will move the needle the most. 2. Clear and simple communication . Once you’ve started by writing down your to-do list, the next step is to communicate in a clear and succinct manner about anything you need from team members or clients in order to get your tasks completed. Unfortunately when we get busy, our first sacrifice tends to be effective communication. When we focus on clearly articulating what we need to be successful to those who need to know, we are more efficient and end up getting the help we’re often afraid to ask for up front. 3. Execute with focus and discipline. This means tuning out the noise around you and working until you’ve either made significant progress or completed that task. 4. Maintain situational awareness. Beware tunnel vision.

THE ZWEIG LETTER JUNE 9, 2025, ISSUE 1589

OPINION

Understanding data in AEC

Proper planning, organization, and understanding of data can mean the difference between a project’s success and failure.

Technology update brought to you by

I n today’s AEC landscape, the importance of data cannot be overstated. As digital technology and building information modeling continue to evolve, our approach to managing and manipulating data has the power to transform how projects are conceived, designed, and executed. While BIM is widely recognized for improving design accuracy and minimizing construction errors, it also delivers significant efficiency gains across all phases of a project’s lifecycle. By clearly defining workflows in the early stages of a project, teams can expect to substantially save time in later phases.

Hal Rosner

Design and construction are fields driven by constant change. Clients’ needs evolve, codes and regulations shift, and design ideas are refined over time – all while the technology at our fingertips is rapidly changing. This dynamic environment necessitates adaptable deliverables. Consider how the same design can be represented in multiple ways and how quickly teams need to iterate on a set of floor plans, create 3D visualizations, update zoning charts, or even construct 3D-printed models. Each is a different way

to visualize the same underlying information, relying on the same dataset. Therefore, the real value of this data alongside BIM is to provide a flexible foundation, allowing teams to quickly make informed decisions as a project evolves. Understanding how data informs our work can be useful at every level of a project. While coding and scripting are valuable skills, one does not need

See HAL ROSNER, page 10

THE ZWEIG LETTER JUNE 9, 2025, ISSUE 1589

ON THE MOVE WARE MALCOMB ANNOUNCES PROMOTION OF LYNNE ORLOWSKI TO PRINCIPAL IN PHOENIX OFFICE Ware Malcomb, an award-winning international design firm, announced Lynne Orlowski has been promoted to principal in the firm’s Phoenix office. In this role, Orlowski will continue to lead the overall growth and management of the Interior Architecture & Design studio in the region. Since joining Ware Malcomb in 2015 as a designer, Orlowski has continually grown in her expertise and contributions while earning four promotions. She has more than 15 years of industry experience, most recently serving as Director of the Interior

Architecture & Design Studio in Phoenix. She has successfully managed a wide variety of interior project types including office, healthcare, and industrial. “Lynne’s vision and collaborative spirit have been essential in elevating our presence and strengthening our reputation in the region as leaders of innovative design solutions,” said Douglas Gullo, principal, Ware Malcomb. “Her positive energy, dedication and passion have fueled the amazing growth and success of the Interiors Studio, and we congratulate her on this well- deserved promotion.” Orlowski holds a bachelor’s degree in

design, interior design, from Arizona State University and earned a National Council for Interior Design Qualification. Established in 1972, Ware Malcomb is a contemporary and expanding full- service design firm providing professional architecture, planning, interior design, civil engineering, branding and building measurement services to corporate, commercial/residential developer and public/institutional clients throughout the world. With office locations throughout the United States, Canada, Mexico and Brazil, the firm specializes in the design of office, industrial, science and technology, healthcare, multifamily, retail, and public/institutional projects.

■ For those with more advanced knowledge, scripting and automation offer the ability to further interact with a project’s data. Custom scripts can be developed to automate repetitive tasks, generate parametric designs, or trigger updates across a project when underlying data changes. For example, a Python script in Dynamo could automatically adjust building massing based on site analysis data, ensuring that additional design parameters can be considered in real-time. By developing this expertise, teams create well-structured workflows, improving efficiency while streamlining design process flexibility and accuracy of a project’s outputs. ■ Finally, integrating advanced technologies like generative design and artificial intelligence allows for entirely new ways of approaching a project. A generative design algorithm might optimize building layout based on environmental data or refine structural components for cost savings. However, if teams are integrating cloud- based technologies, it is important to also consider privacy concerns and understand what is happening with this precious data. It is essential to grasp how your data will be manipulated if being stored beyond your purview. The ability to organize and utilize information becomes even more crucial as projects advance through later stages, and as our industry continues to evolve using increasingly sophisticated digital tools. Proper planning, organization, and understanding of data flows can mean the difference between a project’s success and failure – or, at the very least, the difference between sleepless nights and a well-coordinated drawing set. Outstanding project teams understand that efficient data management is at the heart of every phase of a project, from design to construction, and even continuing afterward, informing building administration. Hal Rosner is director of design technology at FXCollaborative. Connect with him on LinkedIn.

HAL ROSNER, from page 9

to be a master coder to contribute meaningfully to a data- driven workflow. Simply understanding how data interacts with current software tools can allow better design and project-management decisions, regardless of project scale. At the end of the day, the goal is to do more with less time and fewer resources – while improving the quality, efficiency, and coordination of designs. When everyone on the team understands how their data will inform the project, seemingly disparate workflows can integrate, advancing the project in a streamlined manner. The following examples illustrate how all team members can thoughtfully approach the management and manipulation of data: ■ For those beginning to engage with BIM, grasping the fundamentals of project information can have a significantly positive impact on a project. During the pre-design phase, understanding the data embedded in zoning analysis and building code parameters can streamline early planning. A designer might leverage software tools to track zoning restrictions or building code requirements. This allows teams to quickly evaluate design constraints, aiding both early decision-making and communicating expectations with stakeholders. These constraints usually continue to be referenced throughout the life of a project, so organizing this information correctly from the outset is critical to initializing a team for success. ■ At a mid-level of proficiency, the ability to manipulate data within a BIM model becomes increasingly valuable to develop smoother workflows. As the design progresses, a team might need to toggle between 2D and 3D views depending on a variety of deadlines. By constructing a digital model using good modeling techniques, the team can quickly generate reports, accurately schedule information, or even export their data for further analysis. At this stage, teams must also make a concerted effort to minimize modeling conflicts and develop consistent design parameters.

THE ZWEIG LETTER JUNE 9, 2025, ISSUE 1589

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