TZL 1556 (web)

TRENDLINES Formal compensation program October 7, 2024, Issue 1556 WWW.ZWEIGGROUP.COM

46% 48% 50% 52% 54%

Compensation trends reveal critical strategies to boost employee retention and satisfaction. Are you paying enough?

Yes

FIRM INDEX Atwell..............................................................................2 Biscayne Engineering........................................2 Bowman Consulting Group Ltd................. 6 Corgan.......................................................................... 9 Hanbury...................................................................... 11 Pennoni........................................................................ 9 United Engineers & Constructors, Inc.. 6 MORE ARTICLES n GREG SEPEDA: Kick the habit Page 3 n MARK ZWEIG: Entrepreneurial mergers and acquisitions Page 5 n BOB MCGEE: Boost your business with social media Page 8 n EMILY GAINES: Embracing data democratization Page 10 Zweig Group’s 2024 Recruitment & Retention Report reveals that 52 percent of AEC firms have a formal compensation program with set pay ranges based on grade and experience level, while 48 percent do not. A formal compensation program that shows set pay ranges based on grade and experience level can go a long way to standardizing employee pay rates firm-wide. Participate in a survey and save 50 percent on the final or pre- publication price of any Zweig Group research publication.

A EC firms have long faced a recruiting and retention crisis – and our industry isn’t alone. According to recent Gallup polling, one in two U.S. employees is open to leaving their organization. Forty- two percent of employees who voluntarily left their organization in the past year reported their manager or organization could’ve done something to prevent them from leaving. When asked what could have been done to prevent their departure, additional compensation and benefits topped the list at 30 percent. Nearly half (45 percent) of voluntary leavers reported that neither a manager nor another leader proactively discussed their job satisfaction, performance, or future with the organization in the three months before they left. Compensation and benefits are critical employee retention factors, and engaging employees in conversations about their performance and future with the company can be a game-changer. If issues aren’t addressed, and if your company isn’t offering competitive compensation and benefits, employees are likely to look elsewhere. In today’s competitive job market, AEC firm leaders need to keep a close eye on their staff salaries through careful budgeting and strategic planning. How does your firm stack up against the rest of the industry? Let’s take a look at some recent compensation trends: ■ Budgeting for pay increases. According to Zweig Group’s 2024 Policies, Procedures & Benefits Report , a significant majority (89 percent) of firms budget for staff pay increases. The median raise among these firms was 5 percent last year, and this figure is projected to remain the same for the current year. While a 3 to 5 percent increase has traditionally been a safe benchmark, the current economic climate, increased workload due to backlog, and high turnover have prompted many firms to consider more substantial raises to maintain employee satisfaction. compensation program can significantly standardize employee pay rates across a firm. These programs typically outline set pay ranges based on job grade and experience level, providing a clear framework for salary decisions. However, only 52 percent of surveyed firms have such a program in place. While formal compensation programs ensure consistency, they may limit the flexibility needed to reward exceptional performance or adjust salaries for those not meeting expectations. ■ Formal compensation programs. Implementing a formal

Sara Parkman

See SARA PARKMAN, page 2

THE VOICE OF REASON FOR THE AEC INDUSTRY

TRANSACTIONS ATWELL ACQUIRES MIAMI-BASED BISCAYNE ENGINEERING, EXPANDING SURVEYING AND ENGINEERING SERVICES IN SOUTH FLORIDA Atwell, a national consulting, engineering, and construction services firm, has acquired Biscayne Engineering, an engineering and surveying company with offices in Miami and Boca Raton, Florida. This acquisition expands Atwell’s already robust presence in Florida, adding more than 50 employees, and will be the company’s first office in Miami.

Founded in 1898, Biscayne Engineering has been at the forefront of South Florida’s growth and development for more than 125 years. What began as a partnership between two surveyors has expanded to include additional services such as engineering and GIS mapping. Atwell has expanded through organic growth and strategic acquisitions across the United States over the past several years. This is Atwell’s third acquisition of 2024 and second in Florida.

Interested in learning more

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

SARA PARKMAN, from page 1

■ Determining salary raises. Firms employ various methods to determine salary increases. The most common approach is a formal salary/wage review process, used by 70 percent of firms. Other methods include management’s discretion (66 percent) and annual across-the-board increases (32 percent). Among firms using a formal review process, 95 percent conduct these reviews annually, with 78 percent adhering to a pre-set calendar date. This structured approach helps ensure that salary reviews are conducted systematically and fairly. ■ Criteria for evaluating salaries. Firms use multiple criteria to evaluate salaries, with job performance being the most common (92 percent). Other important factors include salary surveys (87 percent), firm growth or profit (74 percent), inflation (63 percent), attitude (43 percent), and the growth or profit of the employee’s office (38 percent). This multifaceted approach allows firms to make well-rounded salary decisions that reflect both individual and organizational performance. ■ Retirement plans and contributions. Retirement benefits are a crucial component of total compensation. A substantial majority of AEC firms (91 percent) offer a 401(k) plan, with a median waiting period of three months before new employees can participate. A median of 90 percent of eligible employees participate in their employer’s 401(k) plan. Most firms (85 percent) make fixed or matching contributions based on a formula, while 31 percent offer discretionary contributions as management sees fit. The median matching rate for employee contributions is 75 percent, with a maximum match of 5 percent of an employee’s salary. The median contribution to employees’ 401(k) plans in the last fiscal year was $2,500 per full- time equivalent, or 1.7 percent of net service revenue. The greatest single expense for AEC firms is their payroll. In many firms, direct labor alone accounts for 30 percent or more of the firm’s net service revenue. The amount of compensation a firm can afford is limited by factors such as the amount of work it sells and the fees it produces. The challenge for design firms is to strike a balance between profits and payroll to ensure both employee satisfaction and the firm’s financial well-being. By benchmarking salaries, implementing formal compensation programs, conducting regular salary reviews, and engaging in meaningful conversations with employees, AEC firm leaders can address dissatisfaction and improve retention rates. As the industry navigates ongoing recruiting and retention challenges, ensuring that compensation aligns with employee expectations will be vital for long-term success. Sara Parkman is a content manager at Zweig Group and senior editor and designer of The Zweig Letter . Contact her at sparkman@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 2024, Zweig Group. All rights reserved.

2024 POLICIES, PROCEDURES & BENEFITS REPORT The key to growing your firm and reaching your strategic goals often rests with the quality of your employees, and the quality of your firm’s policies, procedures, and benefits is critical to hiring and retaining a top-notch workforce. This report empowers you to support your policy decisions with hard data. Click here to learn more!

THE ZWEIG LETTER OCTOBER 7, 2024, ISSUE 1556

OPINION

Kick the habit

Embracing a results-focused approach liberates us from the constraints of rigid processes, opening up new possibilities and opportunities for problem-solving.

H ave you ever watched a group of kids play a game of soccer? One kid, the “self- appointed coach,” insists that everyone follows his meticulously drawn game plan. He yells out instructions, positions players in exact spots, and gets frustrated when things do not go as planned. Meanwhile, another kid just kicks the ball toward the goal every chance he gets. Surprisingly, this free-spirited approach often leads to more goals and more fun. This picture highlights an important lesson: sometimes, focusing on the end goal rather than the process can lead to better outcomes and a more enjoyable experience.

Greg Sepeda

Why is it so hard to change our approach? The answer lies in our nature as creatures of habit. Familiar routines and methods provide a comfort zone where we feel in control and confident. Moreover, there is a tendency to believe that we already know the answers. Phrases like “that won’t work” or “I can’t do that” reflect a mindset resistant to change and new ideas. However, to break free from these limitations, we need to remind ourselves and our teams that flexibility is possible – and necessary. Embracing a results-focused approach liberates us from the constraints of rigid processes, opening up new possibilities and opportunities for problem- solving:

the desired outcome, we become more open to exploring various methods and strategies. And our flexibility allows us to adapt more effectively to changing circumstances and new information. ■ Encouraging innovation. By emphasizing results, we create an environment that encourages creative thinking and experimentation. Teams are driven to seek out the most effective solutions, even if they vary from the norm. ■ Improving efficiency. A results-oriented approach can streamline problem-solving efforts by eliminating unnecessary steps and focusing resources on actions that directly contribute to achieving the desired outcome.

■ Flexibility and adaptability. When we prioritize

See GREG SEPEDA, page 4

THE ZWEIG LETTER OCTOBER 7, 2024, ISSUE 1556

1. Reframe the problem. Start by stepping back and clearly defining the problem. Identify the variables contributing to it and articulate the desired outcome. This clarity provides a solid foundation for innovative problem-solving. 2. Encourage experimentation. Foster a culture that celebrates experimentation and sees failure as an opportunity to learn and grow. This mindset shift is crucial for fostering creativity and innovation. 3. Promote collaborative problem solving. Foster an environment where team members can share ideas and work together on solutions. Encourage cross-functional teams to bring diverse viewpoints and expertise to the table, enhancing the quality and creativity of problem- solving efforts. 4. Recognition. Acknowledge and reward innovative ideas and successful outcomes. Recognizing contributions reinforces the value of a results-focused approach and motivates continued innovation. Sure, change is tough. But just like that kid who kicks the ball straight toward the goal, sometimes a little spontaneity and a focus on the end game can score big. So, let’s shake things up, embrace a results-focused approach, and watch as innovation and engagement take us to new heights. After all, who doesn’t love a good success story with a few surprising twists along the way? Greg Sepeda was formerly chief engineer and vice president of operations at Sigma Consulting Group, Inc. (a Waggoner Company). Connect with him on LinkedIn.

GREG SEPEDA, from page 3

■ Engaging younger staff. Younger employees bring fresh perspectives and are not as entrenched in old ways of thinking. Why restrict that energy with a rigid process when we can harness their innovative ideas and foster their long-term engagement with the company. So, to that point, one of the most compelling reasons to shift our focus to results is the opportunity to engage younger staff more effectively. Our industry frequently highlights the importance of involving younger employees to ensure long- term engagement and succession planning. However, their involvement goes beyond mere participation. They want to make a difference. They are motivated by opportunities to contribute ideas, solve problems, and see the tangible results of their efforts. By engaging younger staff in a results-focused approach, we empower them to take ownership of their contributions, fostering a sense of purpose and commitment. Should we ignore all process? No. While there is a clear case for focusing on results, it is essential to recognize that standardization still has its place. In areas that require consistency, such as reporting and quality control, maintaining a standardized process ensures clarity and facilitates efficient information exchange. Watch out for the anarchy I cautioned against in a previous article. The key is distinguishing between tasks that benefit from standardization and those that thrive on flexibility and innovation. So, how can we encourage a results-focused approach? It requires an intentional effort:

THE ZWEIG LETTER OCTOBER 7, 2024, ISSUE 1556

FROM THE FOUNDER

T here is a tremendous interest in mergers and acquisitions in our industry. More and more private equity is flowing into our industry every day, and the professional service providers that support these transactions are gaining more experience in all of the mechanics of how to do and finance these deals. Successful mergers and acquisitions require an entrepreneurial mindset focused on growth, branding, and value creation. Entrepreneurial mergers and acquisitions

Mark Zweig

That said, if one thing is lacking in so many of those advisors, it is a true understanding of entrepreneurship. The whole idea behind entrepreneurship is about creating value that can be extracted on exit. What creates value? A high revenue growth rate is number one. And having a brand that makes the phone ring and emails come in without outbound sales is another. That brand in turn supports higher prices and makes the firm better able to weather the comings and goings of people versus individuals you hire bringing or taking your business with them. Recurring revenue streams are yet another big value driver. More of that is better than all individual project-driven revenue. Valuations using multiples of historic EBIT are fine for steady state companies that are flat or barely growing. But for growth companies with a real brand, the EBIT that matters is projected future EBIT based on two things. One, revenue growth rate. And two,

what kinds of overhead savings can be realized in the selling company if they become part of the buying company. That will give you an entirely different set of numbers. Buyers who do enough of these deals with high growth companies that have a real brand soon figure out that they then take on all of the characteristics of the companies that are under their umbrella. Then the whole thing has incredible value because the acquirer has proved they can buy and integrate other companies successfully and are therefore what is called a “platform” company by the private equity crowd. Platform companies are the most valuable ones. And by the way, don’t get too hung up on internal growth versus acquired growth. Who said internal growth is more highly valued? I don’t think you will find the evidence to support this commonly- held misconception.

See MARK ZWEIG, page 6

THE ZWEIG LETTER OCTOBER 7, 2024, ISSUE 1556

BUSINESS NEWS UNITED ENGINEERS & CONSTRUCTORS’ CEO SCOTT REEDER ANNOUNCES RETIREMENT United Engineers & Constructors, Inc. Chief Executive Officer Scott Reeder announced his retirement after more than 46 years of service. He will continue to support the company as a board member. Reeder began his career at Catalytic, a United legacy company, after graduating from Virginia Polytechnic Institute. During his career, Reeder served in a number of project leadership and senior management roles executing complex projects across North America and internationally. Prior to his appointment to corporate leadership, he led programs and projects ranging from turnkey engineering, construction, and commissioning to operating support of large nuclear facilities and the design and construction of nuclear processing facilities. His experience also includes environmental compliance projects for coal-fired power plants and fleet-wide maintenance and outage services support programs. Many of those projects were recognized for outstanding value and industry-leading results. His teams earned international recognition for innovation, industry leadership in industrial safety, and achieving exceptional value through teaming. After becoming CEO in 2020, Reeder successfully piloted the company through a transition of ownership during the global pandemic. He also advanced the company’s brand, returning it to United Engineers & Constructors, a company from its nearly 120-year legacy. “I am humbled by the experience of leading United Engineers & Constructors over the past four and a half years,” said

Reeder. “It has truly been an honor to lead the company and work alongside the talented and dedicated members of our team. United’s focus is its people, and I am proud of what we built together.” “United and its employees have benefited tremendously from Scott’s leadership and mentorship, and he has helped set forth a vision for the future of United,” said Brad Holtmeier, partner at CriticalPoint Capital. “We are incredibly grateful for Scott’s partnership with CriticalPoint and wish him the best during his retirement.” Art Lembo, president of United’s Power Generation business, will assume the leadership role for the company. Lembo has held numerous executive leadership roles for the company and is well- positioned to continue working closely with United’s clients and employees as United continues to support North America’s critical infrastructure build and modernization. United Engineers & Constructors is an industry leading infrastructure engineering, procurement, construction, and consulting company dedicated to improving lives by delivering the most impactful solutions. BOWMAN AWARDED CONTRACT FROM ADOT FOR ASU TEMPE PEDESTRIAN GRADE SEPARATED CROSSING Bowman Consulting Group Ltd., a national engineering services firm delivering infrastructure solutions to customers who own, develop, and maintain the built environment, has been selected by the Arizona Department of Transportation to provide engineering and oversight services related to the construction of a pedestrian and bicycle grade separation at Arizona State University’s Tempe campus.

Bowman, serving as the prime engineering contractor, will lead the project in collaboration with Jacobs and SmithGroup. The Company will develop an advanced utility relocation plan, coordinate public art integration and develop alternative alignments, preliminary cost estimates and 360-degree renderings while engaging the public and key area stakeholders throughout the project. “Bowman is deeply familiar with ASU and Tempe, and we understand how this project benefits students, faculty and community members,” said Jay Yenerich, transportation market leader at Bowman. “We are honored to be a part of this initiative and look forward to working with ADOT, the City of Tempe, ASU and the Tempe community to bring this consequential project to life.” Located at College Avenue and University Drive, the project will involve the construction of pedestrian and bicycle grade separation linking Downtown Tempe, the Tempe Transportation Center and ASU’s sporting venues directly to the center of the ASU campus. Additional components of the project may include a terraced plaza, public art installation, architectural lighting and landscaping. The ADOT project marks Bowman’s first major contract with ADOT, demonstrating the Company’s strategic expansion into the public works and transportation markets in the Western United States. Construction of the pedestrian and bicycle grade separation project is anticipated to commence in late 2025. Headquartered in Reston, Virginia, Bowman is a national engineering services firm delivering infrastructure solutions to customers who own, develop and maintain the built environment.

The opportunity is tremendous. But make sure if you get into this stuff you find the right advisors who not only know the technical aspects of how to do these deals, but who also understand the big picture aspects of entrepreneurship and what is going to create the most value for you in the future. Learn about Zweig Group’s Transition consulting services here. Mark Zweig is Zweig Group’s chairman and founder. Contact him at mzweig@zweiggroup.com.

MARK ZWEIG, from page 5

I don’t believe most people in our business really understand the valuations that are possible today IF you have a growth engine/platform company. Just this week I spoke with an old client of mine whom I have known for 35 years and is receiving a sizable PE investment based on a $1 billion plus valuation of his company. That is billion with a “B.” These kinds of numbers were unheard of 10 years ago. I honestly laugh when people say you can’t make money in our professions/industry. I always think to myself, “ YOU can’t make money, but that doesn’t mean someone else can’t!”

THE ZWEIG LETTER OCTOBER 7, 2024, ISSUE 1556

OPINION

When employees actively promote themselves, their projects, and their expertise, they enhance their professional credibility and elevate your company’s reputation. Boost your business with social media

S ocial media has become an essential tool for B2B, or business-to-business, companies looking to expand their reach, build brand awareness, and engage with potential clients. At its core, social media offers a unique platform for businesses to showcase their expertise, share valuable content, and foster meaningful connections. Leveraging social media can revolutionize your B2B sales strategy; involving your staff in these efforts is crucial.

Bob McGee

Why is social media important when it comes to business development? Well, contrary to what you may think, social media is not for you or your leadership. It’s actually for those you’ve met along the way and those you’ve yet to meet, i.e., former and future classmates, colleagues, and clients! Social media platforms provide unparalleled opportunities to reach a wider audience. Unlike traditional marketing methods, social media allows businesses to target specific demographics and industries, ensuring your content reaches the right people. Platforms like LinkedIn are tailor-made for B2B interactions, allowing you to connect with industry leaders, potential clients, and other businesses. It is a significant tool to help build your professional brand and emphasize your firm’s existing brand.

Additionally, it’s a great recruiting tool and can expand your reach as a thought leader and subject matter expert. Building brand awareness and credibility is another significant advantage of social media. Consistent and authentic activity on social platforms helps establish your company as a thought leader in the industry. Sharing insightful articles, engaging in industry discussions, and showcasing your company’s achievements can significantly enhance your brand’s reputation. In the current social climate, faceless brands are out. Don’t believe me? Take a look at how many followers CEOs of some major U.S. corporations have versus their companies – Apple, Tesla, Facebook, and Microsoft, for example. I’ll wait. The fact is, people want to follow people.

THE ZWEIG LETTER OCTOBER 7, 2024, ISSUE 1556

ON THE MOVE CORGAN OPENS WASHINGTON, D.C. OFFICE, HIRES LOCAL LEADERSHIP Global architecture and design firm Corgan is establishing a presence in the nation’s capital. The rapidly growing firm, which services clients in aviation and mobility, data centers, education, health, mixed-use, multifamily, office, and workplace sectors, is ranked the No. 4 architecture firm by Building Design + Construction and No. 6 in Interior Design Magazine’s “Giants of Design” 2024. “While Corgan has been active in the metropolitan Washington, D.C. area for decades, we are investing in the D.C. area, starting with the recruitment of talented local leaders who have deep roots in the region,” said Scott Ruch, Corgan’s chief executive officer. “Given our presence in 18 major cities worldwide, it is a natural progression to open an office in support of our clients and growth in the region.” Karl Stumpf will lead the office in the role of office director and principal. In this capacity, he is responsible for developing local community relationships, leading regional growth, and driving business development efforts for the firm. With more than three decades of experience working with federal government agencies to modernize buildings and create workplace environments, his portfolio includes clients such as the Architect of the Capitol, National Park Service, Smithsonian Institution, U.S.

Army Corps of Engineers, and U.S. General Services Administration. Prior to joining Corgan, Stumpf’s project work included the revitalization of the Smithsonian Castle, the U.S. Capitol Visitor Center, the modernization of the U.S. Environmental Protection Agency headquarters, as well as numerous federal courthouses, U.S. embassies and consulates. A fellow of the American Institute of Architects and LEED accredited professional, Stumpf is passionate about historic preservation and serves on the AIA Historic Resources Committee. He is also an active member of the Society of American Military Engineers. Stumpf earned a bachelor’s degree in architecture at Louisiana State University and a master’s degree in architecture at the University of Illinois. Allison Laudicina-Kahl joins Corgan as Interiors Studio Leader and Associate Principal. With more than 20 years of experience in the design industry and nearly a decade in Washington, D.C., Laudicina-Kahl will lead the interiors practice in the region. She brings extensive national and international expertise in design and building repositioning to the role, with a portfolio spanning an array of sectors, including arts and culture, federal government, finance, nonprofit, technology, and workplace.

She is a Fitwel Ambassador, leveraging research-backed strategies to help buildings promote occupant health and wellbeing, and a member of the International Interior Design Association. Laudicina-Kahl is a volunteer with Team Red, White & Blue, a national nonprofit organization supporting active-duty military and veterans, as well as a member of the D.C. Preservation League, Meridian International Cultural Diplomacy Council, Potomac Riverkeeper Network, Save Venice, Smithsonian Institution, and the Southern Poverty Law Center. “Karl and Allison have expertise and strong relationships in the region that make them uniquely qualified to support our expansion. Their reputation for design excellence will help us create magnetic workplaces that enhance the experience for our clients and their employees,” said Ruch. “We trust them to guide our efforts as we develop new relationships and strengthen existing ones.” Corgan plans to continue to grow the Washington, D.C. team this year. Providing full architectural design services, the firm is known for its research and data-driven insights that inform designs. Corgan is an employee-owned architecture and design firm with 18 locations and more than 1,000 team members globally.

their expertise, they enhance their professional credibility and elevate your company’s reputation as an industry leader. This approach not only builds a strong, credible brand but also attracts top talent, creating a cycle of continuous growth and innovation. Embrace the power of social media and watch your B2B sales strategy transform, paving the way for a future filled with opportunities and success! Bob McGee serves as associate vice president and director of marketing and corporate communications for Pennoni. Connect with him on LinkedIn. “Leveraging social media is no longer optional for B2B companies; it is a necessity. It offers unparalleled opportunities to expand your reach, build brand awareness, and engage with potential clients.”

Involving staff in social media efforts is invaluable for numerous reasons. When employees promote themselves, their projects, and their personal brands to their networks, it enhances their professional credibility. It positions them as thought leaders and subject matter experts in their respective fields. This visibility can significantly elevate the company’s reputation as a hub of industry expertise and innovation. Showcasing the knowledge and achievements of your team fosters a culture of excellence and attracts like-minded professionals. This can be a powerful tool for recruitment, as potential candidates often seek to join organizations recognized for their expertise and led by influential industry figures. Social media thus becomes a dual-purpose platform, enhancing brand visibility and serving as a magnet for top talent. Leveraging social media is no longer optional for B2B companies; it is a necessity. It offers unparalleled opportunities to expand your reach, build brand awareness, and engage with potential clients. More importantly, involving your staff in social media efforts can amplify these benefits. When employees actively promote themselves, their projects, and

THE ZWEIG LETTER OCTOBER 7, 2024, ISSUE 1556

OPINION

Embracing data democratization

As data proliferates at an exponential rate, firms are increasingly recognizing the importance of leveraging data to enhance decision-making and creative processes.

T he growth of technology has created a significant increase in data, sparking a heightened interest in data-informed decisions within fields like architecture and design, where there hasn’t traditionally been an emphasis. Data is crucial for decision-making in any industry, yet its potential remains untapped if only a limited number of people know how to access and interpret the information. To address this, data democratization has emerged as a leading global trend in the data industry.

Emily Gaines

So, what exactly is data democratization? This initiative aims to ensure that everyone can access and utilize data to make informed decisions. It involves two primary aspects: 1. Increasing access to data. 2. Enhancing data literacy. Both of these elements have a unique application to architects and designers. THE JUXTAPOSITION OF DATA AND DESIGN. In an industry predominantly oriented toward visual thinking and creativity, the concept of data analysis might not seem applicable. During a presentation where data is displayed traditionally as a table, designers will

likely find their minds wandering unintentionally since numbers aren’t as intuitive to them as visual elements. Design and data often speak different languages and don’t easily talk to one another. However, the results can be profoundly impactful when successfully integrated – design influencing data visualizations and data informing design decisions. Figures 1 and 2 on page 11 show a comparison of the same information: one version uses numerical data in a table, and the other presents it visually. INCREASING ACCESS THROUGH VISUALIZATION. Increasing access to data in the design world often relies heavily on data visualizations. Translating data into a visual representation helps dismantle the

THE ZWEIG LETTER OCTOBER 7, 2024, ISSUE 1556

barriers associated with traditional data presentation methods such as tables. Data storytelling also plays an important role by highlighting the meaning behind the numbers. This is where the true value exists and will resonate with project teams as they connect the dots between data, design, and project outcomes. Once data is presented in a user-friendly format, technology plays a critical role in facilitating access to the information. CULTIVATING DATA LITERACY. It’s not enough to simply increase access to data. Individuals must also understand how to interpret and apply these insights effectively in their decision-making processes. The first step is familiarizing staff with the types of data and data sources they encounter daily, often without realizing it. Data extends beyond just numbers and encompasses both quantitative and qualitative elements used by designers on a regular basis. Some of the best sources for quantitative data are programming documents, which detail the types, quantities, and sizes of spaces. This data is incredibly informative and valuable during client discussions about spatial requirements for different functions. As a firm that focuses on serving our communities, we collect substantial qualitative data. Posters full of sticky-notes from a community engagement event (figure 3) or responses from a questionnaire distributed to university students both yield incredibly valuable insights into what matters most to those for whom we are designing. These examples are great sources of qualitative data (figure 4) that our project teams use to inform design decisions. Starting with data types that architects and designers already use in everyday work helps them comfortably transition to more complex data processes. Layering on the data analysis process to data they are already familiar with will isolate the new content, more effectively educating them on how to collect, analyze, and communicate data. The next step is to expand these practices to additional data sources within the firm. There are endless opportunities for what we could be doing with data that I’m really excited about. As a data analyst, my goal is to help others recognize this potential and integrate data into their projects with a newly instilled confidence in their ability to collect, analyze, interpret, and apply data. Data democratization is data empowerment. Building designers’ confidence with data analysis will empower them to more consistently integrate it into the design process. Designers and architects are incredibly creative, and weaving in data-informed insights with their creative ideas can yield powerful results. Emily Gaines is a business analyst and strategist at Hanbury. Connect with her on LinkedIn.

Figure 1

Figure 2

Figure 3: Post-it responses from an outreach event.

Figure 4: Quantifying qualitative data helps give it structure to extract key insights.

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