TZL 1583 (web)

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

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