TZL 1541 (web)

June 10, 2024, Issue 1541 WWW.ZWEIGGROUP.COM


Revenue factor

1.78 1.80 1.82 1.84 1.86 1.88 1.90 1.92

This cybersecurity strategy ensures you’ll never miss important emails. The allowlist

According to Zweig Group’s recently released 2024 Finacial Performance Report , the revenue factor remained steady at 1.87 percent, indicating a continued period of strong financial performance driven by substantial demand and effective backlog management. Participate in a survey and save 50 percent on the final or pre- publication price of any Zweig Group research publication.

T he digital dance of email is a choreography we’re all trying to get the groove of. Email regulations and sender guidelines have drastically changed over the last few years, and with the growing adoption of artificial intelligence, getting what you need, and nothing you don’t is a bit overwhelming. Amidst the clutter lies a simple solution that ensures you never miss important emails. Enter allowlisting – the ultimate inbox ally for all. Allowlisting is a cybersecurity strategy that works the same as blocking or reporting spam, but the opposite. You’re “allowing” specific senders to reach you, and only those. Moreover, the approved senders list streamlines email management. By cataloging trusted senders, emails from these sources sidestep spam filters, empowering recipients to discern their legitimacy. Here are the simple Allowlisting steps to improve your email receivability by platform: ■ For Gmail users: Click on the settings icon and navigate to “See all settings.” Select “Filters and Blocked Addresses” and click “Create a new filter.” In the “From” field, enter the email address or subdomain you’d like to allowlist. Click “Create filter,” then check the option “Never send it to Spam,” and finally click “Create filter” again to save the setting. On your mobile device, open your junk folder, select a message from, and choose “Report not spam.” ■ For Outlook users: Click on the settings icon, select “Mail” from the left sidebar, then navigate to “Junk email.”

Katelyn Dover

FIRM INDEX AECOM............................................................... 2

Corgan................................................................ 4

Fluor Corporation.......................................8


MORE ARTICLES n LINDSAY YOUNG: Win work with your personal brand Page 3 n MARK ZWEIG: Back to the office Page 5 n JARED MAXWELL & CADY SINKS: Liability insurance insights Page 7 n A greater value: Dan Rowe Page 9

Click “Add+” in the “Safe senders and domains” section. Add to your safe senders list.

On mobile, open a message from, select the three-dot menu at the top, and choose “Move to Folder.” Select the destination folder and click “Always Move” from the pop-up window.




BUSINESS NEWS AECOM-LED JOINT VENTURE SELECTED AS DELIVERY PARTNER FOR FREDERICK DOUGLASS TUNNEL PROGRAM IN BALTIMORE AECOM, the world’s trusted infrastructure consulting firm, announced that an AECOM-led joint venture with Jacobs has been selected by Amtrak to serve as delivery partner for the $6 billion Frederick Douglass Tunnel Program that will upgrade a 10-mile section of the Northeast Corridor, America’s busiest passenger rail line. The cornerstone of the program will be the delivery of the Frederick Douglass Tunnel featuring two new high-capacity tubes for electrified passenger trains. Located south of Baltimore Penn Station, the new tunnel will replace the existing 150-year- old B&P Tunnel and, once complete, it will deliver a faster, more reliable trip for more than 12 million annual Amtrak and MARC customers in the region. “As the trusted delivery partner on some of the world’s most transformative rail projects, we’re proud to continue our long- standing history with Amtrak to deliver this highly complex tunneling program,” said Mark Southwell, chief executive of AECOM’s global transportation business. “This ambitious program will enhance passenger mobility by unlocking the biggest rail bottleneck between

Washington, D.C. and New Jersey while also supporting low-carbon, electrified service and fostering economic growth through job creation in Baltimore and the surrounding region.” The joint venture will be responsible for overseeing the full breadth of the program, including supervision of all anticipated program contracts. The scope of services includes program management, design oversight, construction oversight, commissioning oversight, program controls, and commercial and capacity building. “Through this transformational program, thousands of passengers who rely on this critical connection each day can expect to benefit from an improved ride with decreased delays and enhanced operational and safety features,” said Drew Jeter, chief executive of AECOM’s program management global business line. “We look forward to partnering with Amtrak to deliver this important investment, transforming the passenger experience through our integrated, digitally-enabled program management approach and our global team of innovative experts.” The program will also include delivery of a new roadway and railroad bridges, new rail systems and track, and a new ADA- accessible West Baltimore MARC station.

Interested in learning more

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

KATELYN DOVER, from page 1

■ For Yahoo users: Select any message in your spam folder and mark it as “Not Spam.” This action will add the sender to your allowlist. ■ If you need to allowlist an address that hasn’t yet sent you a message, follow these steps: Click on the settings icon and select “More Settings,” then navigate to “Filters” and click on “Add new filters.” Add the desired email address to be allowlisted and save the filter. On mobile, select the inbox folder icon, open spam, choose an email from the desired address, click “Move,” and select “Inbox.” So, whether you’re blocking the Joker’s emails or giving Alfred VIP access, rest assured, your inbox is in good hands when you optimize your allowlists. Holy efficiency, Batman! Katelyn Dover is senior marketing manager at Zweig Group. Contact her at kdover@

PO Box 1528 Fayetteville, AR 72702

Chad Clinehens | Publisher Sara Parkman | Senior Editor & Designer Tel: 800.466.6275 Email: Online: LinkedIn: Instagram: Twitter: Facebook: 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.

MINDS & MACHINES Zweig Group’s T(AI)SK FORCE will be hosting a deep dive into AI integration and operations. This training provides a high-impact, hands-on learning experience that is designed to help emerging and current leaders be at the forefront of the AI technological revolution. Join us June 25-26 in Kansas City, Missouri. Click here to learn more!

© Copyright 2024. Zweig Group. All rights reserved.




Y ou might think winning new projects has everything to do with a portfolio of high- quality work. And that’s obviously a big part of it, don’t get me wrong. But there’s another important factor that comes into play when owners decide which architecture, engineering, and construction firms to work with – the people on the project. Your personal brand wins you work, builds strong relationships, and keeps clients coming back to your team. Win work with your personal brand

Lindsay Young, MBA, FSMPS, CPSM

People make up a firm’s personal brand and what you deliver to clients. People enjoy working with and doing business with individuals they like and trust. This goes for most industries – from banking to insurance to event planning – and the AEC industry is no different. Your personal brand wins you work, builds strong relationships, and keeps clients coming back to your team. Just like a company brand, developing a personal brand takes time – years, even! It’s a reflection of your core values, beliefs, and vision. Your personal brand is not just about an image; it’s about interactions. It’s how you engage with others, from your handshake to your smile to your presence in a

room. Your energy attracts similar energy. Are you emitting the kind of energy you wish to receive from others? Consistent interactions over time will define your personal brand. You can deliberately shape your personal brand by setting goals aligned with it. Keeping promises and following up are vital components of your personal brand. Establishing recognition for yourself and your company is crucial for attracting more projects and opportunities. Consistency, engagement, and visibility (through online and in-person networking) are key in building




ON THE MOVE BRENT CAPRON JOINS CORGAN AS NY INTERIORS STUDIO DESIGN DIRECTOR Global architecture and design firm Corgan is pleased to announce that Brent Capron has joined the firm as Interiors Studio Design Director and Associate Principal for its New York office. With more than 25 years of experience in the design industry, Capron will lead the creative endeavors of Corgan’s corporate interiors practice in New York, while nurturing and expanding client relationships. Notable projects by Corgan New York include JFK Terminal 6 and LaGuardia Terminal C; workplace designs for Capital One, Citi, Darktrace, Intercontinental Exchange, and Warner Music; and recent award-winning projects for State Street Bank HQ and WestCap in Boston. Capron’s extraordinary design portfolio includes more than one million square feet of interior space in Manhattan alone, including iconic projects that have shaped the city’s skyline like the global headquarters for Viacom, MetLife, Shearman & Sterling law firm, and Grey Worldwide. Beyond New York, Capron’s notable projects include Deloitte’s National Workplace Strategy offices in Canada, BlackRock’s Atlanta Innovation Hub, Indeed corporate offices in 16 cities, Westfield’s North American Headquarters in Los Angeles, and Bloomberg’s Regional Distribution Center in London. Capron’s exceptional design has earned

multiple Interior Design Best of Year accolades for 799 Broadway, Shearman & Sterling’s global headquarters, and Grey Worldwide’s global headquarters. He won an International Interior Design Association Northern California Interior Design Award for the Qantas One World Business Lounge at Los Angeles International airport, and an IIDA Northern California People’s Choice Award for Westfield’s North American Headquarters. A LEED accredited professional, member of the American Institute of Architects, American Society of Interior Designers, and Academy of Neuroscience for Architecture (ANFA), Capron is a native of Colorado and holds a bachelor’s degree in architecture from Carnegie Mellon University. “Corgan’s New York Workplace Studio has grown significantly in the past several years, and now the addition of Brent, with his stellar reputation for both client service and design, will enable our team to continue to create magnetic workplaces, enhancing the experience for our clients and their employees,” said George Kahler, Interiors Studio Leader and principal. “Corgan’s agility and foresight are advancing the future of innovative and sustainable design,” said Capron. “I am honored to join a firm that is a worldwide tour de force in architecture and interior design.”

Founded 86 years ago, Corgan provides full architectural design services. Known for its research and insights that informs their design, Corgan is consistently ranked in the top five architecture firms; Building Design + Construction ranks it as the No. 1 in data center, No. 2 in airport and No. 4 overall architecture firm. Corgan ranks No. 6 in Interior Design’s giants of design for 2024 and its sectors rank No. 2 in transportation, No. 3 for education, No. 7 for sustainability, No. 7 for office design, and No. 18 for healthcare. Corgan is an employee-owned architecture and design firm with 18 locations and nearly 1,000 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 and mobility, 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. Its research insights and design expertise empower the organization to foresee emerging changes and develop solutions that minimize risk, create flexibility, and maximize longevity.

brand but also develop their own personal brands. Repeat clients often request the same team because of the rapport built with them, inadvertently strengthening their personal brands. Lindsay Young, MBA, FSMPS, CPSM is a marketing services advisor with Zweig Group and president and founder of nu marketing. She can be reached at “Ask owners directly why they decided to work with you. You’ll likely find a common thread – clients prefer working with individuals they trust and who listen to them. A strong personal brand showcases the value you bring to a project.”

LINDSAY YOUNG, from page 3

and strengthening your personal brand over time. Effective ways to enhance your brand include: ■ Having an active presence on social platforms like LinkedIn ■ Getting articles published and becoming a thought leader

■ Attending industry-related and civic events

Spend some time reflecting on how your current clients choose you for projects. Ask owners directly why they decided to work with you. You’ll likely find a common thread – clients prefer working with individuals they trust and who listen to them. A strong personal brand showcases the value you bring to a project. By fostering relationships, operations, and technical teams not only enhance the company’s overall

© Copyright 2024. Zweig Group. All rights reserved.




Back to the office

The benefits of getting everyone together in the office each week are simply too great to ignore.

I haven’t worked in an office since 2018. But I have to say that sometimes I miss it. And I think companies in our business are missing out by not requiring their people to spend a certain amount of time there every week.

People need actual contact and face-to-face interaction with other humans. When they don’t get it, they get weird, depressed, and in some cases, less productive. I could say as a business owner and manager I don’t care about the first two and only care about productivity, but that isn’t the case. “Weird and depressed” aren’t good for the business, either. Sure – office space is expensive. And every poll taken of professional workers shows that a vast preponderance of people would prefer working from home some or all of the time – but what is best for the business? I think the benefits of getting everyone together are simply too great to ignore. There is something to be said for getting up early, taking a shower, putting on some decent clothing,

and heading to the office. Then when you get there you can see your work friends and have a nice, clean place to work. Lunch out with co-workers is a time to talk. And the banter and short conversations you have throughout the day keep you informed on how things are going for the people in the company. Relationships formed and sustained through constant contact are healthier and make it easier to work together. All good stuff. And while we talk about how great it is to work from home because there are fewer distractions – now that we have all experienced it during COVID – do you really think that is the case? Kids who want things from you, barking dogs who want to get let in and out, Amazon deliveries, a yard that needs to

Mark Zweig

See MARK ZWEIG, page 6



Some firms have simply mandated that their people work in the office either full-time or so many days a week. Rumor has it here in Northwest Arkansas that Walmart – which is building a new corporate headquarters that will rival Apple’s – is telling all of its remote workers they will have to come back. Those who don’t want to do it are supposedly going to be looking for new work. Maybe that’s too draconian for our industry with the labor shortage we are facing. I don’t know what the alternative is. I guess we can ask. We can also sell the benefits. And we can make our offices as nice and as fun to be in as possible. Because the truth is, those who are there and seen, and have relationships with you and the other principals of your firm will be more likely to get ahead. Let me know if you have any creative ideas to get people back to your office. But one way or another, it’s time to get back to the office! Mark Zweig is Zweig Group’s chairman and founder. Contact him at

MARK ZWEIG, from page 5

be cut, dishes in the sink that need tending to, a teenager who needs to be picked up and taken for an orthodontist appointment – do you really believe that there are no distractions working from home? Of course there are! They are just different ones than those you would encounter at the office. “While we talk about how great it is to work from home because there are fewer distractions – now that we have all experienced it during COVID – do you really think that is the case?” I think most of us who own and manage AEC firms today would agree that it would be best if we could get our people back to the office. But the question is how? The cat has been let out of the bag. It’s going to be hard to get it back in. People have been able to work from home for so long their lives have been organized around that. And many don’t want to go back.

© Copyright 2024. Zweig Group. All rights reserved.




Liability insurance insights

AEC firms see growth opportunities amid gradual U.S. economic rebound clouded by insurer concerns over inflation, claim costs, higher risks.

E ven as AEC firms throughout the U.S. continue to benefit from growth opportunities brought about by the U.S. economy’s gradual recovery, their professional liability insurers have concerns about the effects of economic and social inflation on claim expenses, as well as heightened risks associated with specific project types, professional design disciplines, and evolving project delivery methods.

Jared Maxwell

As a result, nearly all insurers participating in the Ames & Gough 2024 survey of 17 leading insurance companies providing professional liability insurance to architects and engineers in the U.S. are planning to raise rates with only one insurer seeking to keep rates flat. Specifically, among the insurers raising rates, 75 percent are planning modest increases (up to 5 percent) while 25 percent plan rate increases of 6 percent or more. Here are a dozen key findings and insights from the survey that shed light on insurers’ concerns that may be helpful to AEC firms as they develop or refine their business strategies going forward: 1. Construction inflation ratchets up claim expenses. Of the insurers surveyed, only 6 percent saw claim severity decrease in 2023 compared to 18 percent whose claim experience worsened in 2023 on a year-over-year basis. Four in five pointed to inflation for driving up costs, emphasizing that construction inflation exceeds headline inflation with higher costs for materials, supplies, and labor.

2. Social inflation remains unchecked. The insurers surveyed continued to cite social inflation for wreaking havoc on claim severity, emboldening plaintiffs’ attorneys to seek higher settlements, complicating mediation, and driving up legal defense costs. 3. Most insurers report paying multimillion-dollar claims. Of the insurers surveyed, nearly one in four paid a claim of $5 million or more in 2023, including 12 percent paying claims of $10 million or more. The largest claims often involved what insurers consider high-risk projects or disciplines, particularly structural engineering, civil engineering and architecture. 4. Insurers wary of states with elevated risks. Some insurers surveyed identified Florida and Texas as states with concentrations of higher risk projects, such as schools, condominiums, and multifamily construction; meanwhile, New Jersey and New York raised concerns over legal environments

Cady Sinks




BUSINESS NEWS FLUOR SELECTED FOR POSITION ON GLOBAL CONTINGENCY SERVICES MULTIPLE AWARD CONTRACT III Fluor Corporation announced that it has been awarded a position on the Global Contingency Services Multiple Award Contract III by the United States Naval Facilities Engineering Systems Command Pacific. As one of six companies selected for the indefinite delivery/indefinite quantity contract, Fluor is eligible to compete for specific task orders with a combined value not to exceed $2 billion for up to 102 months. The contract provides for the ability to quickly deliver short-term facility support services in response to natural

disasters, humanitarian efforts or military actions. Work will be performed at various locations throughout the world, including remote locations. “This award builds on our more than 100-year history of providing services to U.S. government and commercial clients often in some of the toughest and most remote environments in the world,” said Tom D’Agostino, group president of Fluor’s mission solutions business. “The contract’s scope of work fits well with what we do best – providing high quality and rapid response of contingency construction, humanitarian assistance and disaster recovery support in difficult and demanding situations.”

NAVFAC, the oldest of the United States Navy’s System Commands, is committed to Navy and Marine Corps combat readiness. Fluor Corporation is building a better world by applying expertise to solve its clients’ greatest challenges. Fluor’s 30,000 employees provide professional and technical solutions that deliver safe, well-executed, capital-efficient projects to clients around the world. Fluor had revenue of $15.5 billion in 2023 and is ranked 303 among the Fortune 500 companies. With headquarters in Irving, Texas, Fluor has provided engineering, procurement and construction services for more than 110 years.

change. This year, insurers raised a new wrinkle on climate change with some uncertainty over whether AEC firms can adapt to designing to address more extreme and complex weather conditions not yet contemplated by existing construction codes. 10. Watch looming risks of AI. As AEC firms begin to embrace AI opportunities, they need to navigate potential regulatory and legal compliance issues given the largely unregulated nature of AI in the workplace. Those adopting AI should reevaluate existing policies to accommodate AI deployment in the context of varied federal and state laws. They also need to address employee concerns about job security as they adopt AI. 11. Insurers continue to balance competition with sound underwriting. Even as insurers providing professional liability coverage compete for AEC business, many are focusing on the most desirable risk segments while being relentless in applying sound underwriting discipline across their entire portfolio. 12. AEC firms must remain diligent about risk management. In this environment, design firms need to approach their risk management with heightened diligence that encompasses all aspects of their business – from client and project selection to choosing and managing subconsultants, maintaining effective quality control, performing thorough contract reviews, ensuring proper contractual risk allocation, and providing timely documentation of communication with owners and project participants. Contact to obtain a complimentary copy of the Ames & Gough survey, PLI Market 2024: A/E Firms See Steady Growth, Evolving Risks, and Inflation-Driven Costs . Jared Maxwell is vice president and partner at Ames & Gough, and Cady Sinks it assistant vice president and partner at Ames & Gough. Jared Maxwell can be reached at jmaxwell@; Cady Sinks can be reached at csinks@


that may lead to larger awards, higher defense costs and greater claim severity. 5. Availability of larger professional liability limits declines. Most insurers surveyed reported consistent availability of professional liability insurance limits. However, only 40 percent indicated they can provide limits exceeding $5 million, a huge drop from two-thirds of insurers willing to offer this capacity level in the 2023 survey. 6. AEC firms with higher limit requirements need a plan. When faced with owner requirements for higher professional insurance limits of liability, AEC firms might try negotiating with owners to check if higher limits are warranted. If so, they might explore alternative structures, such as specific additional limits endorsements/project excess or review their program structure and build layers with multiple participating insurers. 7. Most insurers target rate increases on accounts with poor loss experience. This year, 75 percent of the insurers surveyed plan to target rate increases on accounts with adverse loss experience; 56 percent will target firms with what they consider higher risk projects, such as condominiums and other residential construction, street/ road, highway, and infrastructure. The same percentage plan to target higher risk disciplines, including structural engineering, mechanical engineering, civil engineering, and architecture. And 25 percent plan increases for their entire book of business. 8. Insurers foresee rebound in AEC firm M&A. Although M&A activity among AEC firms slowed in 2023, insurers surveyed believe a resurgence of transactions is likely should interest rates begin to stabilize. Meanwhile, they continue to apply careful underwriting to firms involved in combinations with some adding questions about such growth plans to their new policy and renewal applications. 9. New concerns over AEC firms’ ability to address climate

© Copyright 2024. Zweig Group. All rights reserved.




A greater value: Dan Rowe President of TreanorHL (Lawrence, KS), a full-service architectural firm with a purpose of creating places and experiences that make people’s lives better.


R owe gives a good deal of indirect credit to his mother for leading him down the architecture career path. His interest was first piqued when he was around 12 and she taught him to scale drawings from books or magazines and how to then transfer them to sewing patterns. He drew everything from T-shirt decals to yearbook photos and sold them to his classmates. “I made a good living for a sixth grader in the ‘70s,” he jokes. “The point is, my drawing skills and aptitude for math made it clear that architecture was the right fit for me.” It was that initial experience that set him up with the philosophy that architecture is much more than building design. It’s about understanding people, mapping things out, and sculpting clay into structure. “The individuals who use a building and the clients who pay for it often have different needs and interests,” he says. “Creating a place that meets all of their expectations is a wonderfully challenging puzzle and I still can’t believe I get paid to do it.” POINTS OF PRIDE. Having been president since 2009, Rowe

says he’s very proud of the architecture work the company has accomplished that out-kicked their coverage for a firm their size – including the $350 million restoration of the Kansas Capital Building to 12 LEED Platinum buildings for student housing in Qatar. He’s also pleased to have assembled teams from diverse backgrounds across the country to function as one firm, and proud of the firm’s growth from a small company to a nationwide one of more than 150 people. In 2024, leadership is focused on achieving organic growth of about 10 percent by year end. They’re also studying some modest acquisitions to increase this number strategically in a couple geographies. “We’ve had very good luck with both areas over the years – including single-digit voluntary turnover and recruiting in key hires and new grads,” Rowe says. He adds that the energy of new graduates has always been

See A GREATER VALUE, page 10









TreanorHL’s Hamad bin Khalifa University project in Qatar.



“Learning goes both ways, so we grow managers by giving them real experience teaching and leading others, as well as learning and receiving feedback from others with diverse experience levels,” he shares. The company also prioritizes advancement opportunities. They have an internal committee dedicated to growing firm leadership. They determine opportunities for meaningful position advancements that give employees the opportunity to grow within. And, training programs are provided that are tailored to individuals who express interest in leadership opportunities. “Professional development is culturally encouraged and financially supported by the firm – including gathering with all employees and their ‘plus ones’ every year, in person, to share, connect, and celebrate.” Staff-generated “lessons learned” are shared and the company fosters an internal program giving employees a platform to share knowledge across the firm, asking for input, and solving problems together. There’s a safe space provided for constructive feedback via annual company-wide meetings where staff present to each other on various topics too. “We live by our core values which emphasize the importance of a people-focused work ethic that prioritizes being humble and laughing together – a reminder that we are all human and working toward a common goal,” Rowe says. “My main concerns have always been about the commoditization of our industry and ensuring clients see and receive a greater value than the fees paid.”

A GREATER VALUE, from page 9

the foundation of excitement and renewal of the overall profession and for their firm. “Young architects striving to change the world are a very powerful force,” he says. REWARDING RETENTION. TreanorHL leaders know how important it is to not only recruit, but more importantly to retain great professionals. To meet that end, they offer competitive benefits such as student loan repayment contributions and family and daycare cost contributions. There’s also the Michael L. Treanor “Life Happens Fund,” named after the firm’s founder, which provides special financial support to any employee experiencing unexpected financial expenses from medical bills to auto issues. The company also provides flexible and hybrid work environments and supports employee performance within welcoming and inclusive office environments, as well as remote work that expands the talent footprint of this national firm. “We try to paint the expectation of being present and the value for doing so, while respecting the individual situations of each,” he says. And, professional development dollars are a valued benefit too. This is where every employee is provided with annual reimbursements on individual career-focused continuing education programs. TreanorHL leadership encourages education at all levels and it understands that people leave managers – not companies. That’s why there’s mentorship opportunities across all levels.

Education (K-12 and higher education)

Advanced industries

Historic preservation






FOCUS ON EMERGING PROFESSSIONALS: TreanorHL is one of a very small number of firms to win AIA’s Central States Region Emerging Professional Friendly Firm Award, which is given to architecture firms that create nurturing environments and professional development opportunities for emerging professionals.

© Copyright 2024. Zweig Group. All rights reserved.


Page 1 Page 2 Page 3 Page 4 Page 5 Page 6 Page 7 Page 8 Page 9 Page 10

Made with FlippingBook flipbook maker