TZL 1603 (web)

TRENDLINES Does your firm have dedicated marketing staff? September 29, 2025, Issue 1603 WWW.ZWEIGGROUP.COM

Yes, with full- time leader

No, distributed across staff

Independent directors give AEC boards the objectivity, capacity, and perspective insiders can’t provide. Independent director imperative

No, outsourced Yes, but no dedicated leader

0% 40% 80%

M ost AEC firms are standing at an inflection point, whether they realize it or not. The industry has never been more complex. Strategic decisions now go far beyond backlog and billability – they’re about capital structures, digitization, ownership models, and long-term continuity. And yet, too many boards still behave like it’s the late ‘90s: informal, homogeneous, inward-looking, and packed with firm insiders. That’s not governance. That’s nodding. When a board lacks independent perspective, it stalls decision- making and value creation. Whether the conversation is about ownership transition, M&A, or big-picture strategy, a closed-circle board leaves firms flat-footed – slow to adapt, hesitant to act, and unsure if leadership is being challenged or just supported. In today’s environment, speed and clarity matter. As one seasoned director once said to me, “Comfort kills curiosity, and a board that’s too comfortable will miss the very risks that could sink the firm.” INDEPENDENCE ISN’T OPTICS – IT’S CAPACITY. Governance isn’t a checkbox, and bringing in an outside board member shouldn’t be ceremonial. Too often, firms appoint a familiar name or industry buddy and call it good. Real independence isn’t about optics – it’s about capacity. It’s about finding someone who’s financially and emotionally untangled from the firm, with the perspective and backbone to ask tough questions while maintaining trust. The value of independence lies in distance. Independent directors see around corners insiders can’t. They’ve lived through other ownership models, capital strategies, and growth cycles. They’ve sat in boardrooms where accountability wasn’t optional and governance wasn’t confused with operations. They listen without dominating and guide without overstepping. Their presence forces a board to elevate its thinking, consider risk in new ways, and confront decisions that might otherwise be deferred. Consider this: firms that have embraced independent governance often see an immediate impact on strategic agility. M&A opportunities are evaluated with sharper objectivity. Leadership teams get clearer feedback. And culture improves when employees sense that the firm is being guided by decisions rooted in the best interest of the enterprise – not just the preferences of a few senior insiders.

Zweig Group’s 2025 Marketing & Business Development Report shows that 79% of AEC firms have a marketing department with a full-time marketing leader. In contrast, 16% distribute marketing responsibilities across staff, and only 2% fully outsource their marketing efforts. Participate in a survey and save on a Zweig Group research publication.

Jeremy Clarke

FIRM INDEX BHC..................................................................................4

Vocon............................................................................. 8

WSB................................................................................ 8

MORE ARTICLES n MICHAEL MAKRIS: Say “Yes, and…” to better leadership Page 3 n MARK ZWEIG: Selling big design projects Page 5 n CAITLIN AUSTIN: Leveraging AI for employee development Page 7 n MATT COOPER: The struggle with subscale Page 9

See JEREMY CLARKE, page 2

THE VOICE OF REASON FOR THE AEC INDUSTRY

JEREMY CLARKE, from page 1

THE REAL RISK: GOVERNANCE COMPLACENCY. Most importantly, independent directors understand their role: to govern, not to manage. Great boards sharpen leadership through clarity, foresight, and alignment – not by rubber-stamping or micromanaging. Internal boards can function, but they rarely evolve. Boards improve not by reinforcing comfort, but by applying structured, thoughtful pressure. This isn’t just a “big firm” problem. Governance gaps are often sharper in smaller or founder-led firms where decision-making is centralized, roles are fuzzy, and informal practices linger long past their expiration date. If your employee-owned firm’s board is just senior managers, it’s time to rethink. If you’re facing a founder transition without board succession, you’re solving half the problem. If you’re courting investors or considering recapitalization and your board looks more like a loyalty circle than a strategic asset, ask yourself how that plays to the outside world. The longer firms rely on insider-only boards, the more blind spots compound. Over time, it breeds strategic fragility – a dangerous mix of overconfidence and underexposure. Even if the firm appears stable, a lack of independent insight will show up in missed opportunities, slow pivots, or value erosion during ownership transition. BUILD THE BOARD YOUR FIRM DESERVES. Even for firms not in transition, the need for sharper governance is real. When strategy is shaped by the same few voices – without structure, documentation, or accountability – the organization becomes fragile. Efficiency turns to opacity. Growth creates complexity, and complexity demands intentional governance. AEC firms are filled with brilliant problem-solvers for clients but often rely on legacy relationships to steer their own futures. That disconnect costs them – strategically, financially, and culturally. True governance isn’t bureaucracy. It’s alignment. It strengthens decision-making, clarifies roles, protects institutional memory, and makes leadership sharper, not slower. The question isn’t whether you have a board – it’s whether you have the right board. A board that asks better questions. A board that sees the firm as it is and as it needs to become. A board that makes leaders sharper, not just more comfortable. If your firm wants to grow, transition, or endure, stop winging governance. Build it with intention and give your leadership the perspective it deserves. As Warren Buffett famously said, “Risk comes from not knowing what the hell you’re doing.” An independent board makes sure your firm never leads from that position. Strong governance isn’t just about filling seats – it’s about ensuring your board has the independence, perspective, and capacity to guide your firm through growth, transition, and complexity. Zweig Group’s Board Search Advisory services help AEC firms build boards that ask sharper questions, see around corners, and elevate leadership outcomes. If your firm is ready to move beyond governance as formality and toward governance as strategy, we can help. Learn more about Zweig Group’s Board Search Advisory services here. Jeremy Clarke is COO and managing director of Talent consulting at Zweig Group. Contact him at jclarke@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 2025, Zweig Group. All rights reserved.

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THE ZWEIG LETTER SEPTEMBER 29, 2025, ISSUE 1603

OPINION

L ike many, my professional growth and leadership journey often feels like a “make it up as you go” exercise. Strategies have shifted, team relationships have evolved, and the path forward has not always been clear. What I’ve discovered is that the art of improvisation is well suited to help leaders navigate unknowns with confidence and creativity. Several of improv’s most fundamental rules are very much related to leadership and professional growth. Say “Yes, and…” to better leadership

Michael Makris, P.E.

Having both watched and taken improv classes, I’ve come to recognize several of improv’s most fundamental rules are very much related to leadership and professional growth. Improv is not just about being funny – it is about being present, willing to collaborate, and responsive to your troupe’s needs. These skills are ones leaders use every day while managing people and projects, solving challenging problems, and driving change through uncertainty. A quick Google search will list out many of improv’s key principles, but here are some of my favorites: 1. Say “Yes, and…” One of the first rules any student of improv will learn is to accept what has been presented and build from there. If a scene begins

with, “We’re stuck on a spaceship headed for Mars,” the next actor might respond, “Yes, and the engine just failed.” This “Yes, and…” mindset keeps the story moving forward. When you are seeking to grow “Yes, and…” is about momentum. Don’t be so caught up in one objective that you are overly critical or immediately dismiss the next opportunity in front of you. I recently shared this advice with a soon to be minted P.E. ready to take their career to new heights. They were hyper focused on chasing work with one firm on our prospect list. I had to remind them that firm didn’t

See MICHAEL MAKRIS, page 4

THE ZWEIG LETTER SEPTEMBER 29, 2025, ISSUE 1603

ELEVATE THE INDUSTRY®

These questions often put the burden of action on others, often my boss, rather than asserting a clear point of view. Leadership means owning your perspective and driving decisions. Sometimes it is difficult, but restate the above questions with these sentences: “This employee hasn’t met expectations despite coaching and correction. I recommend we begin the termination process.” “This team member exceeds expectations consistently. I am putting them forward for a promotion and a raise.” Questions are essential for learning, coaching, and engagement. But when it’s time to make a call, don’t punt. End the sentence with a period and lead. 4. Build your troupe. In improv, you rely on your troupe to support the scene and have your back. The same is true in business. No one thrives alone. Surround yourself with a trusted group of mentors and collaborators who challenge you, support your growth, and advocate for you. I am always energized when finalizing a project or making a pitch for a big pursuit. When I am with the right troupe, success becomes a given. Find your Saturday Night Live worthy team! Our firm president is known to end meetings with a charge, that charge is to “Go chase projects others think we have no business winning!” The challenge sounds impossible. If we don’t have the resume to chase the work, how the heck are we going to win it? Yet, as a firm we have numerous examples of doing just that throughout our 33-year history. Each story shares a similarity in the grit of the team that won it. The opportunity presented itself, our team said “Yes, and…,” negative comments never entered the room, we prepared a winning strategy that was presented with confidence and clarity, and assembled a troupe ready to take on any challenge that was ahead. We proved our expertise, were ready to embrace the unknown, engaged the client and won the project. That same charge can be applied to professional growth. When an opportunity comes up say “Yes, and…,” don’t negate, communicate with confidence, and lean on your troupe. I am confident you will find success, and if you need practice, take an improv class. Whether you’re chasing a big opportunity or stepping into a new role, leadership requires the same agility, creativity, and vulnerability as live improv performances. Improv teaches us to collaborate with confidence, engage audiences and communicate with clarity. To quote Tina Fey, “Just say yes and you’ll figure it out afterwards.” Michael Makris, P.E. is a project manager at BHC. Connect with him on LinkedIn.

MICHAEL MAKRIS, from page 3

need to be their first win, it could be 10, 12, or even 100. Just continue learning, growing, and you will start winning. This approach doesn’t mean accepting every opportunity without scrutiny. It means starting with a broad perspective, embracing growth when it presents itself, and bringing your unique skill set to the table. 2. Don’t negate. Negation is a momentum killer in improv. Imagine someone walks on stage and says, “Thanks for meeting me at the zoo,” and the other actor replies, “We’re not at the zoo.” The entire premise evaporates. The audience is confused. The scene stalls. In business, negation shows up as resistance. Leaders at all levels can fall into the trap of negating without realizing it. This often sounds like: “That’s not how we do things.” “We tried that before, and it didn’t work.” This response can destroy creativity and undermine your team. Instead, leaders should strive to validate, and if necessary, redirect: “I see where you’re going, let’s consider how that aligns with our stated goals.” Even when course- correcting, affirmation can build trust and invite further conversation. “Whether you’re chasing a big opportunity or stepping into a new role, leadership requires the same agility, creativity, and vulnerability as live improv performances. Improv teaches us to collaborate with confidence, engage audiences and communicate with clarity.” 3. End sentences with periods not question marks. In improv, constantly asking questions (“Where are we?” “Why are you doing that?”) forces your fellow actors to carry the weight of the scene. Good improvisers contribute confidently and add to the narrative. In leadership, asking too many open-ended questions can signal indecision. Early in my management journey, I noticed myself making passive statements disguised as questions: “This employee is struggling. What should we do?” “They’ve been doing excellent work – should we consider promoting them?”

THE ZWEIG LETTER SEPTEMBER 29, 2025, ISSUE 1603

FROM THE FOUNDER

Selling big design projects

Winning big design projects requires strategy, preparation, credibility, and connecting authentically with decision-makers to secure long-term success.

S elling big design projects is what most of our readers are all about. We all need big projects with big fees that go for a long time. They provide the base of revenue necessary to meet our big payrolls and overhead expenses, and help each of us sleep better at night.

Mark Zweig

We spend a lot of time and money going after these projects. Accounting for the time for meetings with expensive people, travel expenses for multiple people, costly design concept models and more, it could be $100K or $200K alone in marketing time and expenses to go after one of these bigger projects. Yet historically, most firms have about a 15%-20% win rate on them. That means for every one you win, you lose four. The money spent and the morale-killing disappointment can really add up. I have been one of the people selling these jobs and I have also been on the other end hiring the architects and engineers. Here are a few of the things I have learned over the 45 years I have been in this business about what it takes to land these big projects: 1. Understand the totality of the situation. Who is in charge? Do you know this person or these people? How did the last project you did for this client go? What will people inside the client firm be saying about you? Will political contributions come into play and have you done what you need to in order to be on “the list” if that ever comes up? Is there going to be pressure to “pass the work around” and have you already “had your turn” such that

may keep you from going after the project in the first place? What is the most important thing to accomplish on the project? There is a lot to know versus just showing up out of the blue with your SOQ hoping to make a short list. 2. Put the right team together. The right team has so many potential dimensions to it that it takes a lot of serious thought. Do you have the right local firm that is respected by the client if that is a consideration? If you are the local firm, did you bring in the right experts from out of town for the project type if that is needed, or did you just go to the firms you know and have always worked with that have some experience but don’t look like they are the best? Have you got the right subject matter experts involved or is it your usual consultants? How does your client feel about these other firms? Critical stuff here. 3. Bring the people who will work on the job to the presentation. They have to be experienced enough to be credible yet energetic enough to create enthusiasm. A mix of young and old versus

See MARK ZWEIG, page 6

THE ZWEIG LETTER SEPTEMBER 29, 2025, ISSUE 1603

ELEVATE THE INDUSTRY®

out something that shows a picture of each team member, what their name is, what company they are with, what their role will be on the project, etc. Be open to interruptions along the way to answer questions versus telling them to hold all questions to the end of your spiel. 7. Keep the BS to a minimum. Most of these clients couldn’t care less about your design process or charts showing how this project dovetails perfectly with your other jobs that will be winding up at the exact right time to work on theirs. They know this stuff is cooked up and means very little because it’s always the same. And keep the acronyms and buzzwords down that not everyone who is there will understand. They probably aren’t all design professionals themselves. Respect that. 8. Bring up and address the most likely concerns. Don’t hope certain questions won’t come up. You know what these are. Instead, raise them yourselves and answer them. They may not all be vocalized. Better to confront. 9. Don’t be a cliche. Engineers who show up looking like engineers with plastic pocket protectors or ill-fitting jackets, and who look at their feet when they speak aren’t going to sell the job. Ditto for architects with their all-black outfits with turtlenecks or capes. Leave the costumes at home. Try to be as much like your likely audience as possible. As always, I could go on here but am out of time and space. But really – please consider my advice here if you want to be more successful. This stuff may seem common sense to you, but my experience is that common sense is not always so common! Mark Zweig is Zweig Group’s chairman and founder. Contact him at mzweig@zweiggroup.com.

MARK ZWEIG, from page 5

all young or all old may help your team connect with those on the client end who will be making the decision. The CEO stating they are committed to the job probably means very little – sorry. The client knows that is probably going to be the last time they see that person. And can these people communicate effectively? It’s not just good enough to have the resume when the language usage and body language of the presenters is all wrong. 4. Show you have done your homework. Have you done any research you can share that is relevant here? Have you done any research on end users of this type of facility and what their wants, needs, and complaints are? Have you done any research to see how these projects are holding up over time. If you haven’t done any research yourself, is there other research you can reference? Get into the details here. I would not underestimate the importance of research, whether primary (you did it) or secondary (you found what others have done). It just makes you so much more credible. 5. Show you have done similar work and don’t stretch too far afield to prove that. Getting very granular about the client type, project type, and nuances of this specific potential project is what it takes. I know we all know in our gut that all clients want to know if we are going to be learning at their expense. Most don’t want to have to educate their design professionals. The client wants to learn from your experience, not the other way around. 6. Connect with the decision makers or selection committee. When you are at the presentation, try to address and meet each member of the group that you will be presenting to. Don’t wait to make those introductions for when the presentation actually starts – seems too impersonal. Hand

THE ZWEIG LETTER SEPTEMBER 29, 2025, ISSUE 1603

OPINION

Investing in AI-driven learning is not just a step forward – it’s a leap toward building a smarter, more adaptive industry. Leveraging AI for employee development

I n the fast-evolving architecture, engineering, and construction industry, continuous learning and development are essential for maintaining a competitive edge. In a field driven by rapid technological advances and evolving client demands, artificial intelligence is emerging as a critical tool in reshaping how firms approach upskilling and workforce development.

Caitlin Austin

AI AS A PERSONAL LEARNING ASSISTANT. One of AI’s most powerful features is its ability to create highly personalized learning experiences. Imagine a graduate engineer receiving weekly learning prompts based on recent project challenges, or a project manager receiving microlearning modules on client communication after a peer review. By analyzing individual employees’ project history, role competencies and development goals, AI-driven platforms can recommend tailored training modules, articles, or workshops. This targeted approach enhances the relevance of learning and encourages application for the job. STREAMLINING KNOWLEDGE SHARING. AEC firms often face the challenge of transferring knowledge

from seasoned veterans to newer professionals. AI supports this effort by making it easier to capture, organize, and share learning from real projects in a way that is accessible to staff. Instead of relying on formal training sessions or hard-to-navigate folders, AI can surface relevant insights at the moment they are needed. For example, a junior team member working on their first community engagement plan might type a question into a search bar such as, “How have we approached rural corridor studies in the past?” and receive curated content that includes past project summaries, templates, and names of internal experts to connect with. This not only saves time but also

See CAITLIN AUSTIN, page 8

THE ZWEIG LETTER SEPTEMBER 29, 2025, ISSUE 1603

ELEVATE THE INDUSTRY®

ON THE MOVE VOCON PROMOTES FOUR TO STUDIO DIRECTOR National architectural and design firm Vocon has announced the promotion of Senior Associates Khyati Shah, Michael Christoff, and Christine Norberg and Associate Wyett Baker to the position of studio directors as part of the firm’s long-term growth strategy. With offices in Cleveland and New York City, Vocon provides architectural and design services for commercial and residential property owners and developers nationally. The firm has led some of the most significant commercial office redevelopments in Manhattan, as well as transformative residential development projects in Cleveland and multiple other markets. The new studio directors, Christoff and Norberg in the Cleveland office, and Shah and Baker in the New York office, will develop and implement a comprehensive growth strategy to identify and target clients and market segments. They will also lead efforts to ensure internal alignment and share best practices and resources to achieve regional initiatives and firmwide goals. “Khyati, Michael, Christine, and Wyett have impressive backgrounds and consistent track records of leadership,” said firm founder Deb Donley. “As studio directors, they will expand their roles to support new clients as the real estate industry advances through a period of rapid evolution.”

“Each of these leaders brings a unique perspective and an incredible depth of expertise,” said Vocon CEO Paul Voinovich. “Their creative energy, technical acumen, and deep understanding of client priorities will be essential as we continue to pursue innovative, design-driven outcomes for clients.” Shah brings nearly two decades of experience working on several award- winning projects. Shah’s background spans multiple market sectors, allowing her to offer a unique perspective on building repositioning, tenant amenities, strategy, and other landlord- and developer-led projects. She has overseen a variety of projects for clients including Hines, RXR, and Global Holdings Management Group. Last year, she was named to the New York Real Estate Journal ’s 2024 Women in Commercial Real Estate list. Since joining Vocon in 2011, Christoff, AIA, has helped shape a wide variety of multifamily, planning, mixed-use, corporate headquarters, and specialty projects. He has nearly two decades of experience, using creativity and vision to achieve clients’ goals on complex projects. He thrives on collaborating with others to turn big ideas into functional, inspiring places that bring value to both clients and communities. Outside of his role at Vocon, he is highly active in the architectural and civic communities. He currently serves on the board of directors for the AIA Cleveland Chapter, co-

founded PechaKucha Night Cleveland and sits on the Cleveland Arts Prize Design Jury. With over 30 years of experience in Corporate Interiors, Norberg is a seasoned leader in workplace design and project delivery. Throughout her career, she has successfully led complex projects for national and global clients such as Sherwin-Williams, KeyBank, Westfield, and Steris, consistently delivering thoughtful, high-performance workplace environments. For the past 22 years, Norberg has been a vital part of Vocon, where she serves as studio director of the Cleveland Workplace Studio. In this role, she leads a multidisciplinary team of interior designers, architects, experiential brand designers, and strategists. Her leadership is defined by a collaborative approach, a commitment to innovation, and a passion for creating inspiring spaces that reflect clients’ values and business goals. Baker began his career at Khan & Poletta Architects in October 1997 before spending 23 years at Gensler as an architect and design manager. He moved to Vocon in 2023, rising from workplace leader to studio director within his first 18 months with the firm. A member of the AIA, Baker has worked on corporate projects for a number of clients, including FanDuel, Sol de Janeiro, Corient, and a variety of confidential financial services and insurance companies.

LOOKING AHEAD. Integrating AI into learning and development isn’t about replacing human ingenuity – it’s about amplifying it. By leveraging AI, AEC firms can inspire their teams, elevate their practices, and significantly contribute to the future of the industry. As we’ve seen in our own firm, investing in AI-driven learning is not just a step forward; it’s a leap toward building a smarter, more adaptive industry. artificial intelligence is emerging as a critical tool in reshaping how firms approach upskilling and workforce development.” “In a field driven by rapid technological advances and evolving client demands,

CAITLIN AUSTIN, from page 7

reinforces a culture where learning is continuous, informal, and embedded in the flow of work. AI tools enable employees to search knowledge systems with ease, accessing guidance or reference materials exactly when needed. By making knowledge easier to access and apply, AI turns individual expertise into a shared resource that benefits teams across the organization. TRACKING PROGRESS AND MEASURING IMPACT. AI tools excel at tracking learning outcomes and providing actionable insights. These tools can link learning completions to key business outcomes, such as improved QA/QC scores, fewer safety incidents, or higher client satisfaction ratings. Dashboards can highlight not just who completed training, but who improved performance as a result. With this insight, learning and development leaders can identify which resources are most effective, where gaps remain, and how to better align development with firm-wide KPIs and strategic goals.

Caitlin Austin is director of talent performance and development at WSB. Connect with her on LinkedIn.

THE ZWEIG LETTER SEPTEMBER 29, 2025, ISSUE 1603

OPINION

The struggle with subscale

These firms often rely on few clients, multitasking staff, and undocumented processes, creating volatility, inefficiency, and growth challenges.

Technology update brought to you by

A ccording to U.S. census data, 80% of engineering firms and 90% of architecture firms have fewer than 20 employees. Those figures rise to 97% and 99%, respectively, for firms with fewer than 100 employees.

Most architecture and engineering firms are subscale. But what do we mean by subscale? There’s no formal definition and no precise size of firm that signals “scale.” However, here are some of the signs of a subscale business (in any industry):

lack of scale and allow smaller firms to operate like and compete with larger ones. 1. Volatility: The problem: Lower volume naturally means higher volatility. At a small firm, losing that big client could mean 20% of revenue walks out the door at once. At a larger firm, that might only be 2% of total revenue. This is especially challenging in an industry that prides itself on working with current clients; the downside is client concentration. Even if clients aren’t

Matt Cooper

Difficulty absorbing a loss of one client

■

Employees wear two or three (or 10) hats

■

■ Certain functions are single-threaded (e.g. only one finance employee) Processes are “in someone’s head” The same endemic problems for these subscale firms tend to crop up over and over again. This article outlines the top five we see when talking with firms, plus spells out how technology can help support a ■

churning, lower volume naturally means higher sensitivity to project delays or slow- paying clients.

Tech support: While technology isn’t a

panacea for volatility, business technology

See MATT COOPER, page 10

THE ZWEIG LETTER SEPTEMBER 29, 2025, ISSUE 1603

ELEVATE THE INDUSTRY®

and referrals, often from a tight circle of long-time clients. While this speaks to strong relationships, it also creates risk – especially if the pipeline slows, a key client moves on, or a firm leader retires. Most architects and engineers don’t identify with traditional marketing or sales, and as a result, business development tends to be ad hoc, reactive, and underfunded. Without consistent outreach, follow-up, or pipeline tracking, the firm’s future work is left to chance. Tech support: Technology brings structure and scalability to business development. CRM tools tailored to project-based firms help track leads, manage follow-ups, and forecast future work. They also make it easier to mine past project data, identify cross-sell opportunities, and systematize client outreach. By using software to create repeatable marketing and sales processes, firms can grow intentionally – not just when the phone rings. 5. Process excellence: The problem: In many subscale firms, processes live in people’s heads rather than in shared documentation. This lack of standard operating procedures means every project manager may run projects, manage resources, or handle invoicing differently. While this can work in a tight-knit team, it creates inconsistency, inefficiency, and risk as the firm grows or experiences turnover. Without standardized processes, the quality of outcomes varies, and scaling operations becomes nearly impossible. Tech support: Business software encourages and enforces process consistency. By embedding workflows into the platform – like how time is tracked, how invoices are created, or how change orders are approved – technology helps standardize practices across the firm. It reduces reliance on institutional knowledge and enables new employees to ramp up faster. In short, good software acts like a digital SOP, ensuring the firm operates with more discipline and less variability, regardless of who’s at the helm (of the firm or of the project). ONE MORE TO WRAP UP: EXPENSES VERSUS INVESTMENT I see the five problems above all the time in subscale businesses. (Frankly, our company has 300 people, and it often feels like we’re subscale.) Technology can help firms operate like and compete with larger firms. However, there is one common theme I hear across subscale firms: their approach to expenses versus investments. Most small/medium firms think of defining processes, implementing software tools, etc. as expenses – and expenses are to be avoided. Most larger firms think of these as investments that benefit the ongoing health of the staff and business. A shift in this mindset might be the most important step for subscale firms. Matt Cooper is CEO of BQE Software, Inc. Connect with him on LinkedIn.

MATT COOPER, from page 9

can improve finding and winning new clients, forecasting, project delivery, and client management. It can also shrink accounts receivable balances when that technology supports faster invoicing, and when automated client reminders and electronic payments acceptance leads to clients paying faster. 2. Recruiting and retention: The problem: Consider you’re the leader of a 30-person A/E firm. You need to make your first and only finance hire. What are your odds of success? I’d argue quite low. Most firms at this scale don’t have stringent hiring practices or the know-how to evaluate functional experts. Without the brand-name scale can bring, hiring the best project staff can also be more difficult. Retaining employees becomes an additional challenge when roles and career paths are unclear, or when there’s little process maturity to support professional development. Tech support: Technology can serve as both a talent multiplier and a safety net. By embedding financial best practices into the software – like budgeting, billing, reporting, and cash flow forecasting – firms reduce their reliance on any single person’s expertise. Tools that guide workflows and surface insights also help less-experienced hires operate with confidence. In effect, the right platform allows a small firm to punch above its weight, making each hire more effective and the firm more resilient. 3. Specialization: The problem: At subscale firms, employees often wear multiple hats: designing, managing projects, handling finances, and even chasing invoices. This generalist approach can lead to an inefficient staff who loses productivity due to constant “context-switching”, which can lead to inefficiencies or mistakes. The issue is compounded by an industry-wide tendency to promote from within or hire others with similar technical backgrounds, rather than functional experts in operations, finance, or HR. As a result, firms may lack specialized skills in areas critical to scaling and sustainability, even if their technical design work is strong. Tech support: Smaller firms cannot afford to hire functional experts for every function. Business technology can help fill the expertise gap. Tools that embed best practices – like project-based accounting, time tracking, or pipeline forecasting – allow firms to function with more structure and fewer errors. Automated workflows and dashboards reduce reliance on tribal knowledge and help non-specialists make smarter decisions faster. With the right software, even a small team can operate like a more specialized one.

4. Business development: The problem: Many small architecture and

engineering firms rely heavily on repeat business

THE ZWEIG LETTER SEPTEMBER 29, 2025, ISSUE 1603

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