TZL 1583 (web)

April 28, 2025, Issue 1583 WWW.ZWEIGGROUP.COM

TRENDLINES

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Effective internal communication plays a crucial role in shaping employee morale during times of significant change. How you communicate matters

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FIRM INDEX Ankrom Moisan............................................6 Corgan.............................................................. 11 Garver..................................................................9 HOK.......................................................................9 HP Engineering............................................4 SCS Engineers............................................11 Tutor Perini Corporation........................9 MORE ARTICLES n BRANDON PINKERTON: There can be only one Page 3 n MARK ZWEIG: Values statements Page 5 n JOSH CRAWFORD: Timeless strategic growth principles Page 8 n LIAM WATSON: What are we made of? Page 10 Zweig Group’s 2025 Principals, Partners & Owners Report reveals that while principals are allowed a median of 25 days of paid time off, they typically take only 20. The data highlights a common trend in the AEC industry – principals often don’t use all their allotted PTO, likely due to demanding workloads and ongoing responsibilities.. Participate in a survey and save on a Zweig Group research publication.

E ffective internal communication plays a crucial role in shaping employee morale, engagement, and productivity, particularly during times of significant change, such as a merger or acquisition. The way leadership conveys information, reassures employees, and inspires confidence can determine whether a company transitions smoothly or encounters resistance and uncertainty. Employees often view mergers with a mix of anticipation and apprehension, making it essential for leadership to approach communication with clarity, consistency, and a focus on the future. By emphasizing growth, stability, and opportunity, organizations can help their teams see change as an exciting step forward rather than a disruption. FRAMING THE MESSAGE: A FOCUS ON GROWTH AND OPPORTUNITY. The primary messaging during a merger or acquisition should focus on the benefits and opportunities that come with the transition. Employees need to understand how this change positively impacts them, their career paths, and the company as a whole. One of the most effective ways to communicate this is by highlighting the potential for growth. A merger often brings expanded resources, new business opportunities, and access to a broader client base. This translates into career development opportunities, skill-building initiatives, and job security. Leaders should reassure employees that the company’s long-term vision remains strong and that this transition is designed to strengthen – not dismantle – the organization. In addition to growth, stability should be a central theme in internal messaging. Employees may fear job losses, cultural shifts, or operational disruptions. Addressing these concerns early with transparent, fact- based communication helps maintain trust and reduces anxiety. Leaders should emphasize that the company’s core values, mission, and commitment to its workforce remain unchanged. A merger is not about erasing history but about building upon existing strengths to create a stronger, more competitive company. MESSAGING STRATEGY: HOW TO COMMUNICATE EFFECTIVELY. Delivering the right message requires more than just stating the facts; it involves thoughtful communication strategies that ensure employees feel informed, valued, and included. Here’s how to get this communication right: ■ Early and proactive messaging. This is one of the most critical aspects of effective communication during a merger. Uncertainty

Anna Kendall

See ANNA KENDALL, page 2

THE VOICE OF REASON FOR THE AEC INDUSTRY

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Leadership can encourage participation by forming integration committees, seeking employee input on workflow improvements, and organizing collaborative initiatives with new colleagues. Recognizing and rewarding employees for their contributions during the transition reinforces the idea that they are valuable stakeholders in the company’s success. ■ Celebrating milestones along the way. Small wins, such as completing the first phase of the integration, launching new training programs, or achieving business growth post- merger, should be acknowledged and celebrated. Whether through company-wide announcements, employee recognition programs, or team-building events, celebrating progress keeps morale high and reinforces a sense of shared achievement. transition as a chance for professional growth. Providing training programs, mentorship initiatives, and leadership development workshops allows employees to expand their skills and advance their careers within the new organization. When employees see tangible benefits in terms of career progression, they are more likely to support the merger and actively contribute to its success. Internal communication during a merger or acquisition is not just about relaying information – it is about shaping perceptions, addressing concerns, and fostering a sense of excitement for the future. By focusing on transparency, growth, stability, and employee engagement, leadership can create a culture where change is embraced rather than feared. A well-structured messaging strategy that includes early communication, consistent updates, and two-way dialogue helps build trust and reduces uncertainty. Additionally, inspiring enthusiasm through success stories, employee involvement, ■ Emphasizing career development and learning opportunities. This can help employees view the and professional development opportunities ensures that employees remain motivated and committed. When people feel valued, informed, and excited about what’s ahead, the company is well-positioned to thrive in its new chapter. Whether you’re on the buy- or sell-side of a deal, Zweig Group’s full-scale Mergers & Acquisitions consulting team can help you find and evaluate candidates and then structure the transaction – managing the complicated process from conception to the closing table. Learn more about our M&A services here! Anna Kendall is an M&A deal team associate at Zweig Group. Contact her at akendall@zweiggroup.com.

ANNA KENDALL , from page 1

breeds speculation, and in the absence of information, employees may create their own narratives, which can be detrimental to morale. Leadership should take control of the conversation by sharing key details as soon as possible. Town hall meetings, company-wide emails, and video messages from executives can help set the tone for the transition. ■ Consistent and multi-channel communication. Employees consume information in different ways, so it is important to use various communication platforms, including email, internal newsletters, Slack channels, team meetings, and company intranet updates. Regular updates help prevent misinformation and ensure that employees feel connected to the transition process. Leaders should also establish a two-way communication framework, allowing employees to ask questions and express concerns. Anonymous feedback channels, open Q&A sessions, and leadership office hours can help create an environment of transparency and trust. ■ Alignment between leadership and management. Mid-level managers often serve as the bridge between executive leadership and employees, making it essential for them to have clear, accurate, and consistent information. Providing managers with talking points, FAQs, and leadership training ensures that they can confidently address employee concerns and reinforce positive messaging. When employees see that their direct supervisors are well-informed and supportive, they are more likely to feel secure about the transition. GENERATING EXCITEMENT AND ENGAGEMENT FOR THE FUTURE. Beyond addressing concerns, it is equally important to get employees excited about what’s next. A successful transition is not just about managing change but also about inspiring a shared vision for the future. This can be accomplished by: ■ Highlighting success stories. Sharing examples of past successful mergers or acquisitions within the industry and how they led to career advancements, new business opportunities, and improved work environments can help employees see the potential benefits firsthand. ■ Actively involving employees in the transition process. When employees feel they have a role in shaping the company’s future, they are more likely to embrace change.

THE PRINCIPALS ACADEMY Zweig Group’s flagship training program encompasses all aspects of managing an AEC firm. Elevate your ability to lead and grow your firm with this program designed to inspire and inform existing and emerging AEC firm leaders in key areas of firm management leadership, financial management, recruiting, marketing, business development, and project management. Join us May 7-8 in Fort Worth, Texas. Click here to learn more!

THE ZWEIG LETTER APRIL 28, 2025, ISSUE 1583

OPINION

There can be only one

Power struggles are an inevitable part of leadership, so expect challengers and be ready to defend your seat at the table.

P ower struggles are an inevitable occurrence along the leadership journey. Some usurpers will rise up to challenge your authority and it may present a real threat to your continued leadership in the organization. This can be a particularly difficult situation for the leader as often the greatest challenges come from someone you have grown and developed over the years. You may have a blind spot for this person who has become a bit of a kindred spirit. However, your trust can be misplaced to dire consequences.

Brandon Pinkerton, PE

Even when you do become aware of the impending insurgency, it’s easy to keep ignoring it, because acknowledging the truth means going to war. In a world where we normally try to win together through reasonable compromise, the true leader needs to understand that some battles will require that the winner takes all. The truth is that having a lack of clarity at the leadership position in an organization can lead to an irreparable schism. When these situations develop, you must make the difficult choice to engage in a contest where only one leader comes out alive. Power struggles take an incredible toll on an organization. People take sides, morale declines, culture goes in the garbage, and once sweet relationships become bitter. Even more so, once a

power struggle is allowed to develop, there becomes a point when there will be an inevitable loss of followers. The truths of the present will be lost in the chaos of battle and when it’s over people will feel like winners and losers. Everyone will spin their stories in the aftermath and a new reality will develop in divergent paths. So how should the true leader navigate legitimate threats to authority in the organization? ■ Understand the difference between people challenging you as a leader and outright disloyalty. Just because someone from your senior staff disagrees with you in private, doesn’t mean they are planning a coup. However,

See BRANDON PINKERTON, page 4

THE ZWEIG LETTER APRIL 28, 2025, ISSUE 1583

going to be particularly unappealing. In one option you step aside and acknowledge the end of a chapter in your journey. The other option is making the decision to remove the usurper from the organization. In either situation there will be fallout, but that is simply the reality of the situation. What you must work to do quickly is gather those loyal to your leadership and begin the process of healing and creating a new vision for the future. Unfortunately, there won’t immediately be a time for mourning. If you spend too much time wallowing, you may well end up losing the rest of those who have chosen to stay with you. A brave face in the midst of turmoil will provide the confidence everyone desperately needs to quiet their anxiety and allow them to focus on the work ahead. Take five minutes and consider, is there a challenge to your leadership that you have been ignoring? Do you need to engage in a battle to bring clarity at the leadership position in your organization? I’ve been both the usurper and the rightful leader along my journey. I have had to deal with challenges to my leadership. Some I let linger too long and other times I have acted decisively. The true leader will have the wisdom to recognize the potential issues before they become a problem that leads to schism and disaster. Don’t ignore your gut feelings and don’t delay acting when necessary. Brandon Pinkerton, PE is the founder and CEO of HP Engineering. Contact him at bpinkerton@hpengineeringinc.com.

BRANDON PINKERTON , from page 3

when hurt feelings spill over into sidebar conversations, deals are being cut behind closed doors, and after- hours support rallies begin to occur, then you know you have a problem brewing. This highlights the extreme need for leaders to work hard to repair hurt feelings and continue relationship maintenance in the wake of intense confrontational moments. The more of these you let pass without addressing them, the further apart you will drift in spirit. Whatever the case may be, once you have identified a real problem, it’s time to focus on getting ready for battle. ■ Trying to work things out with your enemy is your best option. You’ll need to go off-site and get to a place where you can both be brutally honest and not worry about the ears of the organization hearing your shouts of frustration and moments of anger. Oftentimes the usurper has developed some unresolved anger toward you as the leader. It could have grown from past injuries, or it could simply be that they are chafing under the lid of your leadership. They feel like you are holding them back and they don’t understand why. It’s completely reasonable that this may be the first time you’ve heard these complaints, so have a humble heart and be prepared to acknowledge where you have made mistakes. ■ Try to establish the leadership arrangement you can both work with going forward. If you can get in alignment on a path forward, great. However, if you hit an impasse, there may be no other outcome but a split. Once you come to this realization, the predicating moments are

THE ZWEIG LETTER APRIL 28, 2025, ISSUE 1583

FROM THE FOUNDER

Values statements

It’s time to take a serious look at this stuff in your strategic plan and instead of fluff, focus on coming up with some substantive actions.

I recently discovered quite by accident a website called wankernomics.com. It was developed by a couple comedians who put on shows in Australia, New Zealand, and the U.K., who clearly have had much experience in the corporate world and who make a living poking fun at the business-speak and other management insanity that is so common in business today. One of their recent videos on how companies actually come up with organizational values really struck a chord with me.

Mark Zweig

As a part of the strategic planning process that AEC firms go through, after days or weeks of wordsmithing their mission and vision, many then feel obligated to articulate their “company values.” As a management consultant who has lead countless strategic planning projects, I have seen many of these values statements or lists of company values over the years, although thankfully, I can’t recall a single time I had to participate in developing these “values” for a client myself. I can admit it. I have always been very critical of the values statements companies in our industry develop and post on the wall in their lunchrooms and conference rooms, or use in their email signature lines. Most of them sound like pure BS to me. And I’m

not even an engineer or accountant. Some of these things must really sound like a five-alarm fire to them. In the wankernomics.com video, they joked that companies should, after hiring a facilitator, write down these five words to use as their values:

1. Integrity 2. Respect 3. Innovation 4. Collaboration 5. Excellence

See MARK ZWEIG , page 6

THE ZWEIG LETTER APRIL 28, 2025, ISSUE 1583

ON THE MOVE ANKROM MOISAN WELCOMES GARY GOLLA AS HOSPITALITY STUDIO CO- LEADER AND PRINCIPAL Ankrom Moisan, a leading architecture, interior design, brand, and planning firm, is excited to announce the appointment of Gary Golla as Hospitality Studio Co- Leader and Principal. With over 31 years of architectural experience and a deep- rooted passion for hospitality design, Golla will play a pivotal role in expanding the firm’s hospitality architecture practice, fostering client relationships, and driving business development across target markets. “Gary’s leadership, creativity, and deep understanding of both the design and business sides of the industry make him an incredible asset to our firm,” said Dave Heater, president of Ankrom Moisan. “His experience across a broad spectrum of hotel projects and his ability to cultivate strong partnerships with developers will be key as we continue to expand our Hospitality Studio.” Throughout his career, Golla has been instrumental in shaping innovative environments, having designed and delivered 18 built hotels encompassing more than 3,000 guest rooms. His extensive portfolio spans a diverse range of project types, from boutique properties and large-scale branded hotels to adaptive reuse projects that

breathe new life into historic buildings. Notably, he crafted the transformation of The Nines in Portland, figuring out how to convert a historic 14-story department store into a luxury hotel. This showcased his ability to seamlessly integrate architecture, history, and community impact. “Hotel design is about more than just creating beautiful spaces – it’s about designing stays that provide a comfortable and engaging home base while enriching a guest’s sense of place and discovery,” said Golla. “Ankrom Moisan’s reputation for thoughtful, high- quality design across multiple disciplines aligns perfectly with my approach to hospitality architecture. I’m excited to collaborate with our teams and clients to create spaces that guests remember and return to.” Golla’s expertise extends beyond design; his background includes bachelor’s and master’s degrees in architecture from the University of Maryland, College Park, as well as a Graduate Certificate in Real Estate Development from Portland State University. With a strong foundation in both architecture and real estate development, Golla approaches projects from a creative and financial perspective. His ability to balance design aspirations with market feasibility enables him to collaborate effectively with owners,

developers, and brand partners, ensuring that each project meets the functional, financial, and experiential goals of all stakeholders. Prior to joining Ankrom Moisan, Golla spent 20 years at SERA Architects, where he was one of the leaders of the firm’s hospitality studio, growing it from a single project into a robust portfolio of high-profile developments. He also served as a key voice in sustainability within the hospitality sector, speaking at national conferences on the intersection of green design and operations. Golla’s appointment reinforces Ankrom Moisan’s commitment to delivering forward-thinking hospitality solutions that enrich communities, respect local culture, and drive long-term value for owners and guests alike. He will be based in the firm’s Portland office, working closely with teams across Ankrom Moisan’s Seattle and San Francisco locations. Ankrom Moisan collaborates across architecture, interior design, urban planning, and brand identity for eleven industry sectors. We’re based in Portland, Seattle, and San Francisco and work across the entire West Coast and beyond. Every day, our architects and interior designers help our clients and their communities thrive.

“As a part of the strategic planning process that AEC firms go through, after days or weeks of wordsmithing their mission and vision, many then feel obligated to articulate their ‘company values’ ... I have always been very critical of the values statements companies in our industry develop and post on the wall in their lunchrooms and conference rooms.”

MARK ZWEIG, from page 5

I am certain I have seen each of these and more in the values statements of firms in this business. Maybe it’s time for those of you who are captains of your ship to take a serious look at this stuff in your strategic plan and instead of fluff, focus on coming up with some substantive actions that will actually prepare you for what could be rough seas ahead. If you need our help with this process we are here to do it. In any case, with or without us, rethinking some of this stuff may help develop more confidence in your people for your leadership abilities if you do! Mark Zweig is Zweig Group’s chairman and founder. Contact him at mzweig@zweiggroup.com.

STRATEGIC PLANNING CONSULTING Zweig Group’s strategic planning consultants deliver a customized, unique, and differentiated experience utilizing our expertise to follow successful and proven structures that allow you to meet your goals while respecting your firm’s specific culture, history, and values. We deliver a real plan, with real goals, real action items, and real accountability. Click here to learn more!

THE ZWEIG LETTER APRIL 28, 2025, ISSUE 1583

OPINION

I f you are responsible for expanding your engineering firm’s presence – whether by securing new work in existing markets or entering new geographic or service areas – you already know it’s an exciting yet challenging time. The industry is evolving rapidly, and firms must navigate a complex landscape filled with both opportunities and obstacles. Our industry currently faces unique hurdles; success hinges on adopting tailored solutions combined with tried-and-true principles. Timeless strategic growth principles

Josh Crawford

While the forces shaping our industry are constantly shifting, growth remains the goal. As my colleague Katie often reminds me, success requires a strategic plan that is timeless in its foundation but tailored to fit today’s realities – much like a custom suit. THE CHALLENGES SHAPING TODAY’S GROWTH STRATEGIES. Firms must account for several factors influencing the competitive landscape: ■ Increased funding and investment. The influx of funding into the infrastructure sector, coupled with the influence of private equity firms and a high level of mergers and acquisitions, has intensified the race for growth. Investors are aggressively seeking opportunities, making the market more dynamic and competitive.

■ More employment options. As more firms enter the market, people have a wider array of employment options. This diversification means that firms must work harder to attract and retain top talent. ■ Engineer talent shortage. Due to the ongoing shortage of engineers entering the labor market and the retirement of many experienced engineers, firms are facing significant growth challenges. Our industry continues to see a gap that’s not being filled quickly enough by new talent. ■ Availability of information. While the accessibility of data can be beneficial when planning for strategic growth, allowing firms to make informed decisions based on comprehensive information,

THE ZWEIG LETTER APRIL 28, 2025, ISSUE 1583

BUSINESS NEWS TUTOR PERINI-O&G JV ANNOUNCES PENDING CONTRACT FOR THE $3.76 BILLION NEW YORK CITY BOROUGH- BASED JAIL SYSTEM, MANHATTAN FACILITY Tutor Perini Corporation, a leading civil, building, and specialty construction company, announced that the Tutor Perini-O&G Joint Venture is in the process of executing contract documents for the previously announced Manhattan Jail Project in New York. The City of New York recently held a public hearing regarding the proposed contract for this project between the New York City Department of Design and Construction and the Tutor Perini-O&G JV. The anticipated contract amount is $3,764,251,168. The contract term

is expected to be 2,646 consecutive calendar days (seven years and three months) until final completion. The project scope includes design and construction of a new state-of-the-art facility that will have dedicated space for on-site services and programming, indoor and outdoor recreation, food services, staff offices and facilities, amenities, below-grade accessory parking, and a secured entry. The new facility will contain 1,040 beds and provide 125 accessory parking spaces for all staff and service providers. In addition, the facility will provide 20,000 square feet of community and commercial space on the ground floor.

Tutor Perini is the managing partner in the joint venture with O&G serving as a 25 percent partner. The joint venture’s design partner is HOK. Tutor Perini Corporation is a leading civil, building and specialty construction company offering diversified general contracting and design-build services to private customers and public agencies throughout the world. The firm has provided construction services since 1894 and has established a strong reputation within its markets by executing large, complex projects on time and within budget, while adhering to strict quality control measures.

the abundance of information means that details about a firm, its staff, and its operations are readily available to competitors and clients alike. This transparency can be a double-edged sword, requiring firms to manage their reputations carefully. There are, however, ways to address these complexities and achieve sustainable growth. Effective, intentional strategic planning is the key, and for companies navigating our industry today, it is crucial. TAILORING YOUR GROWTH PLAN FOR TODAY’S INDUSTRY. Much like the suit, an off-the-rack plan might suffice, but a tailored fit ensures you leverage the best features, and account for the challenging landscape: ■ Adaptability. The current fast-paced nature of our industry necessitates nimble plans that can respond to changing conditions. Create trigger mechanisms within the plan, and don’t ignore the need to shift the plan’s direction when necessary. ■ Balance. Employees today want a balance between clear direction and the freedom to achieve success in their own way. They want to understand their roles and responsibilities while having the flexibility to meet the plan’s goals on their terms. Gone are the days of simply asking leaders to find new growth. Our plans must provide clear directions to those implementing them, while maintaining wide enough guardrails to allow for autonomy. ■ Know your assets. Currently, every firm is looking for more people, but the pool of resources is shrinking. Therefore, recruiting and retaining top talent, along with developing a succession plan, must be integral parts of the strategy. advances of our time to enhance efficiency and innovation. Not only will this give you a competitive advantage, but it will also attract the next generation of talent that will one day build on your growth plan. ■ Embrace technology. Leverage the technological

TIMELESS PRINCIPLES FOR SUSTAINABLE GROWTH. While not unique to the current state of our industry, these principles are very important for creating a strategic growth plan in today’s market. However, certain principles are timeless, and cannot be sacrificed: ■ Implementation. A strategic growth plan is only valuable if it is implemented. Once the excitement of creating the plan has faded, it cannot simply sit on a shelf. Likewise, the implementation of your plan must start from the top of your leadership. ■ Measurable goals. When creating your plan, avoid vague or unattainable goals. Creating measurable goals in your strategic plan helps provide direction and focus to those who implement the plan while providing leadership with the means to track progress. ■ Buy-in and transparency. For a growth plan to succeed, it not only has to have the support of leadership, but staff. Both groups need to be involved in the development process to ensure they are committed to it. Similarly, keeping the plan from staff can be detrimental. Employees want to know the direction the firm is headed in and how they fit into the bigger picture. ■ Don’t ignore what’s made you successful. Growth plans run parallel with continuing to deliver high-quality products and services. No amount of strategic planning can compensate for poor designs – your current product must continue to be of utmost quality, on time, and under budget. In short, today’s engineering firms must navigate a complex, competitive landscape. No two approaches to strategic growth are alike, but some things will never change when it comes to the foundation of sustainable growth and long-term success. Josh Crawford is a vice president and strategic growth director for Garver. Connect with him on LinkedIn.

THE ZWEIG LETTER APRIL 28, 2025, ISSUE 1583

OPINION

What are we made of?

These four virtues will help you survive and thrive in all parts of daily life, both personally and professionally.

W hat is the good life, and how can we achieve it? Not just personally, but within our career choice and our professional life. After all, we spend around 30 percent of our adult lives at work or thinking about work. The concept of the good life was considered by the ancients in their dialogues, so this goes back 20 centuries.

Liam Watson

In modern times, longitudinal research such as the Grant Study have looked for evidence of what leads to a good life. Being virtuous is a large part of that equation. In consideration of that, there are some specific virtues that are an immensely important element both personally and professionally. Knowing this world we live and work in is loaded with volatility, uncertainty, complexity, and ambiguity, what do we need to navigate to success? I believe there are four key virtues we need to exercise that are a large part of the goodness of the human condition. These are critical to helping drive us to a fulfilling purpose. Through the practice of these virtues, we can survive and thrive in all parts of daily life, both personally and professionally:

■ Wisdom. Considering all the good virtues that exist, it is hard to start at any other place. In the same way we are not born with the ability to lead or read, we are not born with any wisdom. It simply must be learned over time. We are born with an incredible amount of fluid intelligence, which enables us to learn at a rapid rate. We learn how to eat, crawl, walk, talk, socialize, read, write, and account. This all happens in less than a decade. Advancing on this for the next 20 years, we develop unique talents and become skilled practitioners and experts. At about the age we are imbedded in our careers, fluid intelligence tapers and with a bit of luck we transition to crystallized intelligence. This is when we are better able to consider what knowledge we gained and then begin to solve problems and

THE ZWEIG LETTER APRIL 28, 2025, ISSUE 1583

BUSINESS NEWS ARCHITECTURE AND DESIGN FIRM CORGAN EXPANDS TO PACIFIC NORTHWEST Global architecture and design firm Corgan has opened a new office in the Seattle metro, settling in the Skyline Tower at 10900 N.E. Fourth St. In Bellevue. The Class A, WELL-certified and LEED Gold-certified building is a fitting home for the firm dedicated to elevating architecture and design for clients in aviation and transportation, data centers, education, healthcare, government, multifamily, office and workplace. After decades of working in the region, Corgan’s Seattle office strengthens the firm’s ability to support clients and meet the growing demand for its services in the Northwest U.S., Alaska, and Canada. “While Corgan been actively working at Seattle Tacoma International Airport for some time, we are excited to be planting roots in the area and be part of the innovative architecture and design community here,” said Emiliano Ciarletti,

vice president, project manager. “Our team looks forward to collaborating with clients and providing the technical and design excellence for which Corgan is known.” Corgan Seattle’s office, led by Ciarletti, plans to continue to expand its work portfolio as well as its employee base locally. The firm’s local office design draws inspiration from the dynamic balance between urban innovation and outdoor adventure that define Bellevue and Seattle. A neutral foundation, accented with sleek urban elements, sets the stage for nature-inspired details that reflect the stunning landscapes and organic beauty of the Pacific Northwest. Known for its research and data- driven insights informing designs, Corgan consistently ranks in the top five architecture firms; Building Design + Construction ranks it as the No. 1 in data centers, No. 2 in airports, and No. 4 overall architecture firm. In 2024, Corgan

was named “Firm of the Year” by the American Society of Interior Designers. Established 87 years ago and headquartered in Dallas, Corgan provides full architectural and interior design services. The firm has experienced significant growth in recent years, entering five new markets and expanding to 19 offices. Corgan is an employee-owned architecture and design firm with 19 locations and approximately 1,200 team members globally. The firm, ranked as the No. 4 architecture firm by Building Design + Construction, works with clients in a variety of sectors including aviation & transportation, data centers, education, health, mixed-use, multifamily, office, and workplace. Founded in 1938, Corgan has developed a strong reputation for agility in design by anticipating marketplace changes and leading clients to thoughtful, data-driven design solutions.

make good decisions. This is wisdom. Anyone who has decades of experience knows it does exist. As teens, I am sure many of us recall asking for advice on numerous occasions. Now as an experienced professional, I am often asked for advice. Through the acquisition of knowledge, leverage your fluid intelligence to make wise choices for yourself and for those around you, while helping others do the same. ■ Courage. According to Aristotle’s Nicomachean Ethics, the moral virtue of courage is in the center between two opposites. Courage is known as the “golden mean.” Too much courage is reckless, and too little is cowardly. The target is somewhere in the middle. Wagner Dodge knew about courage. With a team of smoke jumpers, he was dropped into a remote part of Montana to extinguish spot fires in a valley. After hiking down to the valley, it became clear the fire was going to win. Their only hope of survival was to hike out of the valley to safety. At some point Wagner dropped his pack and, on a dime, proceeded to light an escape fire. As a result, Wagner survived along with two others. Having on the spot courage means thinking again, making a tough call, and dealing with problems as they arise. ■ Justice. Understanding what is right and wrong is not complicated. In our modern western tradition, we know this as justice and the justice system. It is a system of laws that provides guidance for us to obey, otherwise one must face the consequences. Morally and personally, we know this as ethics. Being morally good can be defined by the golden rule which is to do unto others as you would have others do unto you. Every day if we look hard enough, we

will see some sort of injustice in society, and maybe in our professional life, although we hope not. Many businesses and professionals comply with a code of ethics. This is a valuable statement of moral ground and commits people to a common goodness. ■ Temperance. Being in full control of all things is just not possible. In the course of our daily life, we are faced with events that try to grab our attention. What matters next is not necessarily the event itself, but how we react to the event. Tempering that reaction is what counts. There are two types of events that occur in this world. First, there are those that we have no control over, which include the weather, the outcome of a sporting event, why and what other people think and speak. Second, there are the events we have full control of, those include what goes into our mouth, our level of ambition, and what we as individuals think and speak. I would argue that in our modern society we trend toward spending the majority of our time on the first. We should consider flipping that script, and instead, focus our brain power on what we are in control of, in other words, practicing the virtue of temperance. Think about your own profession and personal experiences where you have been impacted by them or impacted others by exercising those virtues. Try incorporating these virtues into your daily life and look to mentor others. Because I believe using these virtues can and will make you better at what you do and how you live your life. Liam Watson is a vice president and information technology director at SCS Engineers. Contact him at lwatson@ scsengineers.com.

THE ZWEIG LETTER APRIL 28, 2025, ISSUE 1583

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