TZL 1561 (web)

November 11, 2024, Issue 1561 WWW.ZWEIGGROUP.COM

TRENDLINES

Career tracks

60% 62% 64% 66% 68% 70%

This process improves team coherence and speed in addition to enhancing revenue per man-hour. The power of job costing

Best Firms Overall

According to Zweig Group’s 2024 Recruitment & Retention Report , 63 percent of AEC firms provide structured career tracks to support employee growth, such as paths toward professional registration or firm leadership roles. Among the Best Firms To Work For, this figure increases to 69 percent, reflecting a stronger commitment to helping employees achieve their professional goals through defined advancement pathways. Participate in a survey and save 50 percent on the final or pre- publication price of any Zweig Group research publication.

I magine a business where every team member knows exactly how their work impacts the bottom line, where project managers can make real-time decisions based on accurate data and manage projects to profitability. Effective job costing processes, whether you are a professional service firm or general contractor, improve team coherence and speed in addition to enhancing revenue per man-hour. At its core, job costing is about creating a culture of accountability and excellence. Focusing on the process of comparing actual results to team expectations creates opportunities to ferret out meaningful opportunities to change course, find cost savings, and deploy additional resources to meet critical deadlines. This shift in perspective leads to a more engaged workforce that takes ownership of their roles and responsibilities, coordinate more effectively, and communicate transparently. Implementation of job costing can be a messy initiative. Estimators and accountants rarely track and classify data the same way, and creating a framework for these resources to work together can require a significant commitment from leadership to ensure they are communicating effectively. My experience implementing job costing programs for multiple firms over my career has led me to create this top 10 list of recommendations for other leaders implementing these tools. The financial impact of effective implementation is often a 1.5-3X increase in revenue per man-hour and overall project efficiency. 1. Establish a weekly job cost review cycle. Create a routine for collecting, analyzing, and reviewing cost data with the team. Ensure all of the key players are there – project managers, estimators, and the accounting or analysis team responsible for providing comparisons. This will be one of the most expensive hours of your week, so it needs to have meaningful engagement from all parties. 2. Set clear expectations. Clearly define who needs to be in attendance, and what they are responsible for bringing to the table. Project managers should be able to provide an updated

Stuart McLendon

FIRM INDEX AECOM......................................................................... 8

Harper Houf Peterson Righellis, Inc.......8

SCS Engineers.........................................................4

The Kleinfelder Group, Inc............................6

MORE ARTICLES n NATHAN HAMM: Edge feathering Page 3 n MARK ZWEIG: Tis the season – for updating business plans Page 5 n DAN HOUF: My client retired – now what? Page 7 n Shaping the future Page 9

See STUART MCLENDON, page 2

THE VOICE OF REASON FOR THE AEC INDUSTRY

STUART MCLENDON, from page 1

“percentage complete” for every job based on progress. Estimators should have budgets for every project that has been quoted, and updated budgets for any projects with changes. The accounting team should have updated the budget to actual comparisons for all projects based on cost incurred. 3. Perfection is not the goal. Translating information between each of these groups is a fundamentally messy business, and people will show up with incorrect data at times. Group communication and an engaged leader will ferret out these gaps and create opportunities for learning and training across the team in a real-time environment. 4. Foster transparency. Encourage open communication about financial performance and make cost data accessible to all stakeholders. Better information allows these different teams to hold each other accountable and drive process improvements – whether in how cost data is coded, estimates are built, or PMs assess completion on job walks. 5. Review all jobs, focus on the most meaningful. The comparison process should be simple: What percentage complete does the PM say the job is based on work performed? What percentage complete does your accountant say the job is based on actual cost versus budget? What percentage has been billed? Focus on the projects with the most significant discrepancies between these data points. 6. Hold teams accountable. What specific action items is everyone walking away with after the meeting, and what can they do that same day to realign resources and keep jobs on track to target profitability? 7. Refine and adjust regularly. Continuously update forecasts and budgets based on the latest data and feedback. 8. Communicate with clients. Use the information gleaned from this activity to inform clients on how you are managing their project, what changes you are implementing, and what they can expect next. 9. Document and learn from each project. Conduct post-mortem analyses to document lessons learned and apply them to future projects. Maintaining a job cost database with budget to actual data enables better estimating on the next project. 10. Celebrate success. Recognize and reward effective management to reinforce the behaviors that lead to exceptional performance. Sometimes the biggest operational victories aren’t the most profitable projects, but the ones that had the most challenge in getting or staying on track. Please reach out to us at Zweig Group if you would like more information or assistance in implementing an effective job costing program. Contact us here. Stuart McLendon is a fractional executive at Zweig Group. Contact him at smclendon@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.

ZWEIG GROUP’S PERFORMANCE CONSULTING SERVICES In the fast- paced world of AEC, operational inefficiencies and stagnant processes can be the difference between thriving and merely surviving. Whether it’s enhancing project management practices, improving financial performance, or developing an annual strategic plan, Zweig Group is committed to helping you perform at your best. Click here to learn more!

THE ZWEIG LETTER NOVEMBER 11, 2024, ISSUE 1561

OPINION

Edge feathering

Firms must blur the lines between business units to allow for better collaboration, client service, firm growth, and sustainable returns.

D uring the COVID-19 pandemic, my family and I often felt cooped up and longed for opportunities to get outside, exercise, and enjoy the outdoors while maintaining social distancing measures. At the same time, we wanted to diversify our financial portfolio by investing in real estate. We decided that investing in a modest hobby farm or recreational property could meet both needs – providing recreational opportunities while also offering long-term financial appreciation. Fortunately, we found a property within our budget that met our criteria, and we officially became part-time “farmers” alongside our careers in environmental engineering and accounting.

Nathan Hamm, P.E.

Our farm consists of an equal portion of oak-hickory forest and native warm-season prairie grass pasture. From a financial standpoint, the grass portion of the farm provides an annual income stream through hay production, and the timber holds potential for longer-term selective hardwood harvest. As an environmental engineer, I’ve always had a passion for environmental stewardship, including soil and water conservation, sustainable agriculture, and wildlife conservation. This past week, I had the opportunity to host two wildlife biologists from Quail Forever, a not-for-profit upland wildlife conservation organization, to discuss management practices that could be employed to increase biodiversity, maximize wildlife habitat value, maintain soil conservation, and otherwise be a good steward of the land.

The biologists suggested using “edge feathering” to create a softer transition between the grasslands and timber areas on the property. This practice aims to reduce the sharp divide between the forest and grassland areas. Species such as quail, wild turkey, and deer thrive on the edges between habitats, which provide travel corridors, shelter, food, and escape cover. The process involves selectively cutting some trees along the field edges to create a more jagged edge, increasing the linear feet of habitat transition. This softer transition benefits the wildlife species utilizing the farm.

See NATHAN HAMM, page 4

THE ZWEIG LETTER NOVEMBER 11, 2024, ISSUE 1561

boundaries between our business units, blurring the lines and softening the boundaries that exist, real or perceived, to allow for better collaboration, client service, firm growth, and sustainable returns for our employee-owners. Edge feathering involves hard work and sacrifice. As an environmental professional, I understand the need to remove some trees and established vegetation to reduce competition, allow more sunlight to reach the ground, and promote the growth of understory plants for the greater good. It can be a struggle to decide which trees to remove, and there’s often a feeling of guilt associated with removing something that’s established. Leading a consulting firm also involves “edge feathering,” softening the edges of our business units by deciding which processes, procedures, and incentives should be kept and which should be sacrificed for the greater good, to evolve our thinking and interactions for the benefit of the firm as a whole rather than just individual business units. As leaders, we must consider both immediate financial pressures and the long-term horizon to ensure the company’s success. It’s interesting to see the connections between environmental consulting and farming. Business lessons can come from unexpected places, and the interconnectedness of all elements in the environment can teach us valuable principles. Nathan Hamm, P.E. is senior vice president and strategic initiatives leader at SCS Engineers. Contact him at nhamm@ scsengineers.com.

NATHAN HAMM, from page 3

Our firm has recently undergone a major transition in executive leadership, and I have been fortunate to expand my role to serve on the executive team leading our company-wide strategic initiatives. Over the past year, we have been working diligently to build upon the successful legacy left by our predecessors. This involves uniting as a team around the envisioned culture and strategic anchors needed to continue our success and adapt the firm to thrive in our rapidly changing internal and external environments. Over the past 50 years, our company has experienced significant growth. We have expanded both geographically and in terms of the services we offer. What started with three founders has now grown to more than 1,300 employees working across 11 business units throughout the country. While this model has been beneficial for us, it also comes with its own set of challenges. The business unit model has allowed for financial accountability, leadership autonomy, and a culture that fosters entrepreneurial spirit. As the firm continues to grow, we are facing challenges with consistency, resource sharing, turf wars, limited opportunities within business units, and missed chances to utilize our collective resources effectively for our clients. The size and scope of the projects we are taking on have steadily increased as we deliver more work through alternative mechanisms such as EPC (Engineer, Procure, and Construct). These larger and more complex projects require better collaboration across the firm, utilizing resources from multiple business units. To achieve this, I believe we need to “edge-feather” the

THE ZWEIG LETTER NOVEMBER 11, 2024, ISSUE 1561

FROM THE FOUNDER

Don’t turn yours into a joke by getting the wrong help and taking the wrong direction with revising your strategic plan. Tis the season – for updating business plans

T here are countless business strategic planning consultants and experts out there (although admittedly fewer with concentrated experience in the AEC business), and most all of them have some sort of a buzzword-laden process that they want to employ. But when it comes to strategic planning assistance, the only thing that matters is results. Did the planning effort put the firm on a new growth and market dominance trajectory or not?

Mark Zweig

Of course you won’t know that for a while. It could be a year or more after your plan is done before you find out the real results of your planning effort. What matters most isn’t the plan itself but rather the implementation of it and what happens with the business after the planning is done. One cannot blame the mediocrity of most business plans entirely on the outsiders who helped craft them. The firm owners themselves are ultimately responsible for whatever it is they create and adopt for a plan. The firm owners are also responsible for implementing the plans. That said, a truly great plan IS more likely to generate excitement in the people who make up the company. If well-crafted, it is more likely to be followed. And if implementation of the plan shows signs of working early enough, that is going to help reinforce the plan and build momentum, and get even more traction for the plan as time goes on. Competent help here from a real business planning expert may not be a requirement of the planning process but definitely can be valuable.

I have been working with companies in our business for 44-plus years now – as an owner, manager, board member, and consultant. I have worked on and seen so many different plans and planning processes – I could probably fill a thousand-page book with all of the case studies of real businesses I have worked with over my career. And the truth is this – processes can help but anyone can go through a process and still end up with a lousy plan. It really boils down to a few fundamental things. Here they are: 1. Understanding the people involved. It is foolhardy to think you can design a business plan for “what’s best” regardless of the people you already have in the organization. Your people are your opportunity and your constraint. And the owners of the business are the most important people of all. Whenever I have helped any company with their business planning, I have spent an inordinate amount of time getting to

See MARK ZWEIG, page 6

THE ZWEIG LETTER NOVEMBER 11, 2024, ISSUE 1561

BUSINESS NEWS KLEINFELDER RECOGNIZED AWARD RECIPIENT The Kleinfelder Group, Inc., a leading engineering, design, construction management, construction materials inspection and testing, and environmental professional services firm, has been recognized by ExxonMobil as a Ruby Award recipient as part of ExxonMobil’s Supplier Excellence Awards Program. BY EXXONMOBIL AS RUBY “It’s an honor to be recognized by ExxonMobil with this award,” shared

Kleinfelder President and CEO Louis Armstrong. “It’s a testament to the outstanding service our team provides ExxonMobil on a daily basis, as well as represents the values and commitment Kleinfelder has to serving our employees, clients, and communities.” Supplier performance is fundamental to ExxonMobil’s success, and the performance of Ruby Award winners is consistent with ExxonMobil’s values and expectations. Kleinfelder was nominated and selected for its continued support

and partnership relating to environmental remediation services as well as the company’s award-winning diversity programs, support for women engineers, and focus on hiring military veterans. Kleinfelder has also demonstrated a strong commitment toward delivering value and enabling successful outcomes across ExxonMobil, specifically through its commitment to safety, high standards for providing quality services, innovation, employee investments, and continuously looking for ways to drive efficiency and align with ExxonMobil’s core values.

recommendations. They can see trends unique to their specific industry that an outsider will never be able to see. And knowing these trends and where the market is heading should greatly impact what the AEC firm is going to do to address their needs. 5. Understanding the macro environment the firm operates in. A wide range of general information gained by staying updated on current events may seem like a no-brainer when it comes to business planning, but a surprising number of people I know are burnt out or don’t want to make the time investment it takes to do this. It’s a problem. Yes, information overload is a problem, too, one that can give you a negative outlook. But spotting the risks and opportunities that present themselves when you are informed is invaluable and cannot be minimized. Of course there is a lot more to this business planning stuff I have not covered here. Using clear language people understand is critical. Avoiding cliches is crucial to keep from turning people off. Having quantifiable goals is essential. Substantively defining what makes you unique in a sea of competitors is a requirement. Communicating the plan and constantly referring back to it is the only way to make it real. And being willing to update it or stray from it for many good reasons could be necessary as well. That departure from a strong plan is never easy. The strategic business plan is but one tool of many you – as the leader of your business – can use to drive the growth, profitability, value, and enduring success of your business. If you get help with it, make sure you find the right help – people with the experience and personality necessary to make a real difference – not just people who will go through some sort of standard process! Mark Zweig is Zweig Group’s chairman and founder. Contact him at mzweig@zweiggroup.com.

MARK ZWEIG, from page 5

know the top people and what makes them tick. The more you know about them the better you can capitalize on their strengths and minimize their weaknesses. You cannot spend enough time getting to know the top people – it takes a serious effort. You have to get the top people into the right roles. 2. Understanding the culture of the firm. “Culture” is not as mysterious as some people want to make it. It very simply comes down to what behaviors are rewarded in the firm and what behaviors are punished. You cannot craft a good business plan without having a clear picture of the culture. Many times the key to ultimate success of the planning effort requires changing the corporate culture. The wrong things are being rewarded. The wrong behaviors are being reinforced. Positive behaviors of goal achievement, playing well with others, quality, work ethic, and integrity have to be what’s most important. 3. Understanding the financial aspects of the business. This is one place I see a lot of business planning consultants really fall down. They don’t understand the numbers of the business and what the numbers are saying about the business. This takes a deep knowledge of the industry and the same of finance, both. One or the other alone is not enough. Experience really does help here. I feel like I have learned so much about the financial aspects of our business over the years and am still learning every day. Capitalization, what creates value, pricing, efficiency, ownership transition, how the scorecard being kept impacts culture – there is a lot to know. And it all impacts the business planning. 4. Understanding the markets served by the company. You can’t minimize this. The people in the business along with the clients they serve have to be the ones you listen to here. They must be asked to share their observations and

ZWEIG GROUP’S GROWTH CONSULTING SERVICES In the competitive AEC landscape, growth is essential – but it doesn’t happen by chance. Whether it’s expanding your market reach, increasing revenue, or scaling operations, many firms find themselves struggling to break through barriers that hold them back from true, sustainable growth. Our Growth consulting services are designed to help AEC firms navigate the complexities of expansion. With our support, you’ll be able to identify new opportunities, mitigate risks, and implement strategies that drive long-term success. Click here to learn more!

THE ZWEIG LETTER NOVEMBER 11, 2024, ISSUE 1561

OPINION

My client retired – now what?

Building strong, long-term client relationships is essential, but navigating transitions requires trust, adaptability, and exceptional service.

A successful business is based on building strong, long-term working relationships with your clients. In our business, there is nothing better than having a client that grows to trust and depend on your advice and expertise. They value your work and your contribution to their organization’s success. They don’t question your scope of services or fees, because they understand the added value your firm brings to the table. These long- term relationships grow opportunities for your firm and allow you to work on exciting and rewarding projects.

Dan Houf, P.E.

Then one day you get the call that your favorite client is retiring, or selling the business, or taking another job, or being promoted to a role outside of day- to-day design and construction. Unfortunately, I’ve received several of these calls recently. I have had some of my best clients – clients I have worked with for almost 30 years – retire or move into new roles. Throughout my career, I have experienced numerous client transitions, and I know that they can go in a few different directions. Some client transitions are seamless – the new client has worked directly with you or your firm over the years, supporting your main client contact. Systems are already in place between the organizations, and

the roles and expectations are agreeable and well- defined. Other transitions are slightly more complicated. It may take a bit of time to understand how the new client operates, along with their individual nuances, and the concerns that motivate them. However, once you get to know one another, and your past client service is acknowledged, the transition ultimately goes well. Sometimes, it just takes completing your first successful project together. However, there are occasions where a new client can be difficult to work with. They may have established

See DAN HOUF, page 8

THE ZWEIG LETTER NOVEMBER 11, 2024, ISSUE 1561

BUSINESS NEWS AECOM JOINT VENTURE SECURES POSITION ON TWO NEW £1.25 BILLION SCAPE UTILITIES CONSULTANCY FRAMEWORKS IN THE UK AECOM, the world’s trusted infrastructure consulting firm, announced its Perfect Circle joint venture with Pick Everard and Gleeds has been appointed to two new consultancy frameworks for SCAPE, the United Kingdom’s leading public sector procurement authority. The frameworks, with a combined value of up to £1.25 billion, will see the joint venture deliver professional services for the utilities sector across the U.K. “We’re proud to continue our collaboration with SCAPE alongside our Perfect Circle partners, and look forward to applying our multidisciplinary capabilities and track record on key utilities to benefit communities across the UK,” said Frank Sweet, chief executive of AECOM’s Environment business. “These new frameworks extend our role as a key enabler of the U.K.’s water sector growth and ongoing energy transition, allowing our teams to build resilience across the utilities infrastructure pivotal to a sustainable future.” Perfect Circle has been appointed to SCAPE’s £750 million direct award

framework for England, Wales and Northern Ireland and its £500 million dedicated framework for Scotland. The frameworks will run for a period of four years, with an option to extend for a further two years. Both frameworks are intended to deliver solutions and services across a range of utility sectors, including water, renewables, energy, rail and metro, aviation, ports and harbors, and telecommunications. Clients, which include utility sector organizations across the UK, will have access to the joint venture’s suite of professional services, including strategic advice, engineering services, design services, project management and quantity surveying. “With these new frameworks, our teams continue to expand their role in delivering the UK’s ambitious grid and utilities infrastructure modernization objectives,” said Colin Wood, chief executive of AECOM’s Europe and India region. “Our regional experts have a long history of collaboration with the UK public sector, and their ever-evolving skillset across the key pillars of the energy transition is deepening those partnerships.” “Our Perfect Circle partnership has

consistently delivered value to public sector organizations across the United Kingdom for more than six years,” said Richard Whitehead, chief executive of AECOM’s global Buildings + Places business. “Our Buildings + Places teams will build upon this success by leveraging the experience of our partners and AECOM’s integrated, cross- business line expertise in renewables, grid modernization and other critical framework services.” AECOM is the world’s trusted infrastructure consulting firm, delivering professional services throughout the project lifecycle – from advisory, planning, design and engineering to program and construction management. On projects spanning transportation, buildings, water, new energy, and the environment, our public- and private- sector clients trust us to solve their most complex challenges. Our teams are driven by a common purpose to deliver a better world through our unrivaled technical and digital expertise, a culture of equity, diversity and inclusion, and a commitment to environmental, social and governance priorities. AECOM is a Fortune 500 firm and its Professional Services business had revenue of $14.4 billion in fiscal year 2023.

you’ve been in the business a long time and you might be twice the age of your new client. It may be time to transfer the client relationship to someone in your organization who’s closer in age and experience, and can relate to the new client better. Generational compatibility is a reality. ■ Do great work and provide excellent service. Providing excellent service, along with high-quality deliverables, will bridge the gap as you learn to build a strong, new client relationship. While the majority of transitions work well, occasionally a new client may simply be incompatible, and it’s best to work with clients who respect you and your firm, and appreciate the value that your services provide. For those golden clients who do appreciate your services, pay on time, and acknowledge the value that you bring to the table, make sure you do everything to make them happy during your client transition. Before long, they will become your advocate and your best client! Dan Houf, P.E. is senior principal and president at Harper Houf Peterson Righellis, Inc., an Oregon-owned firm that has been recognized locally and nationally as a top engineering and multidiscipline firm. Contact him at dan@hhpr.com.

DAN HOUF, from page 7

other loyalties in the business, and want to open the process for others to compete with your services. They may not recognize the value that your organization adds, or they may exhibit no loyalty to your firm at all. Even worse, they might be disrespectful and treat your staff poorly. Here are a few steps to ease a client transition and implement successful projects: ■ Build trust. Invest the time to connect with your client on a personal level. Be responsive and dependable. Trust is absolutely essential in client relationships. ■ Learn and adapt. Understand that the new client may do things differently than your former “favorite” client. They may have less experience, or they may just prefer that information be presented differently. Instead of saying, “This is how we’ve always done it,” try saying, “How would you prefer we approach this issue, and may we share some ideas that might apply here?” Truly listen to your new client. Understand the issues that are important to them, learn how they want to work together, and then adapt to your new situation. ■ Be realistic. This has been the toughest part for me. When you’ve worked with a client for three decades, it means

THE ZWEIG LETTER NOVEMBER 11, 2024, ISSUE 1561

PROFILE

Shaping the future The 2024 Rising Stars shed light on how the next generation of AEC professionals is driving innovation and strengthening firm culture in a rapidly changing environment.

By SARA PARKMAN Senior Editor

T he Rising Stars in the AEC Industry Award highlights the achievements of exceptional young professionals under the age of 35 who have made significant contributions to the architecture, engineering, and construction fields. From demonstrating leadership and technical expertise to excelling in teaching, research, or public service, these individuals are recognized for their ability to impact not only their firms but also the broader community. This year’s honorees offer valuable insights on the industry’s evolution, the role of company culture in fostering growth, and the importance of embracing new technologies. A CONVERSATION WITH THE RISING STARS. The Zweig Letter: The AEC industry is facing challenges in recruiting and retaining talent. What do you think is the key to attracting and keeping young professionals in this field? Enrico Giori, Architectural Designer, Architecture for Education: The key to attracting and retaining young professionals in the AEC industry is offering clear career development opportunities and a strong mentorship program that builds on vital skills that aren’t part of higher education curricula. Young professionals are looking to fulfill roles and responsibilities that provide a sense of purpose and the ability to grow their careers while making an impact. Providing flexible work options and prioritizing meaningful, innovative projects with agency-driven clients are examples of actionable ways to foster sustained engagement among young professionals.

Ricardo J. Maga Rojas, Associate and Project Manager, Lawrence Group: I believe the key to attracting and retaining young professionals is fostering a workplace that emphasizes growth, mentorship, and flexibility. Meaningful work, opportunities for professional development, and a strong sense of belonging are essential. Equitable practices, flexible work arrangements, and clear career advancement paths are also vital. By addressing these evolving needs, firms can empower young talent and, in turn, strengthen the future of the AEC industry. TZL: In what ways do you see the industry evolving in the next few years, and how do you hope to contribute to those changes? Julia Wolanski, PSM, GISP, Senior Project Manager, GIS & Asset Management, Colliers Engineering & Design: I see the industry embracing more innovation with AI and automation tools. I think we can best contribute by staying ahead of the curve and trying to integrate these tools the best we can. We need to keep training staff and learn from other professionals at the forefront of our experiential learning. Staff will grow best when we give them the tools to achieve! Duncan Robertson, Business Development and Marketing Manager, Tamarack Grove Engineering: The AEC industry has been strong since coming out of Great Recession, and has

See SHAPING THE FUTURE, page 10

THE ZWEIG LETTER NOVEMBER 11, 2024, ISSUE 1561

to me, as they empower me to take ownership of my work while knowing I have the support of a team that values results over rigid processes. Bowman has allowed me to explore my potential and challenge myself through many diverse projects. The company’s emphasis on building trust and acting with integrity creates a workplace where I feel confident in making decisions, knowing that my colleagues and leadership are here to support me. The focus on relationships, both internally and externally, has given me the chance to learn from industry leaders while forming meaningful professional connections. This, combined with Bowman’s entrepreneurial spirit, has motivated me to contribute innovative ideas and solutions, knowing that they will be valued and supported. TZL: What do you believe sets your generation apart in terms of innovation and problem-solving in the AEC industry? Akshaya Iyer, PSP, Vice President, Peritia Partners: My generation grew up in an internet-enabled world, making us quick to seek solutions and improve workflows through online resources and AI tools. This adaptability and commitment to efficiency allow us to maximize productivity and continuously refine our processes. In addition, we prioritize sharing these tools with colleagues, regardless of their comfort with technology, making our generation inclusive and committed to bridging the generational gap in the AEC industry. Robin Shelton, SE, PE, Senior Project Manager, RLG: I believe my generation holds a unique position in the AEC industry. Many of us were mentored by professionals who were trained before the widespread use of modern technology such as Revit, CAD, and advanced analysis tools. At the same time, we are part of the generation that has witnessed a significant shift toward digital innovation in engineering. This gives us a distinct appreciation for the convenience and efficiency technology provides, especially in coordinating across trades and accessing vast amounts of information. However, we’ve also experienced the value of physical drawings and face-to-face collaboration, lessons imparted by our mentors. I believe our generation can integrate these two approaches, combining the strengths of both traditional methods and modern technology to create a more comprehensive and effective way of working in today’s world. Alanna Watts, PE, Mechanical Engineer and Associate, Parkhill: As far as we are aware, life has never been more comfortable than it is now. As an HVAC design engineer, I like to believe the HVAC industry is a good part of why that is the case. For designers of my generation with vast data and intelligence at our fingertips, it’s the easiest it has ever been to improve our processes, systems, and design. By focusing on solving problems with efficient, simple solutions, we can bring innovation to the industry. Those before us have paved the way for us and future generations to achieve incredible goals that we can’t even imagine today. TZL: How do you integrate new technologies and approaches into your work to stay ahead in a rapidly changing industry? Neda Talebzadeh, MS, Senior Structural VDC Engineer, EnTech Engineering: I stay ahead by continuously learning and experimenting with new technologies. Automation and optimization are my key focus areas, and I adapt to the specific needs of each project to enhance efficiency and quality.

SHAPING THE FUTURE, from page 9

developed fairly consistently until life was interrupted by the pandemic in 2020. Since then, firms across the industry have reprioritized to focus on building stronger teams, enhancing culture, and increasing brand awareness. Since I started working in the industry in 2019, I have seen a significant shift in leadership’s support for marketing and business development. The industry has caught up with current trends and promotion tactics and is investing more in marketing and business development than ever before. I hope to contribute to this shift in our environment by advocating for further investment in marketing and business activities that make a significant impact for the firm. With so much of our everyday operations transitioning to virtual, including design meetings, client calls, and networking introductions, firms are being forced to set themselves apart by using key differentiators more than they’ve ever had to in the past. Promoting firms within the industry and building authentic relationships is the way I can best contribute to the changing atmosphere that our industry is experiencing, and I hope to help the next generation of marketing and business development professionals by paving a way that encourages firms to invest in BD and marketing. Luke Stenzel, Business Services Manager, BHC: Technical advancements, firm consolidation, and record levels of investment in infrastructure are all likely to drive positive change over the next few years. We hope to contribute by continuing to learn, adjust, and grow with the industry to make a positive impact in communities across the country. TZL: What do you look for in a company culture, and how has your current employer helped foster your growth? Tiara Marcus, Project Management Practice Group Leader, ISG: I crave a culture of high accountability and excellence, and at ISG, we keep that at the forefront. ISG has fostered my growth by trusting me to lead one of our most influential and impactful teams. ISG empowers me to lead my team and drive these values of accountability and excellence, with their full support. My leaders have guided me not to “wait for permission” to do what we all know is best for our team. So, I push forward, delivering improvements and challenging our team to be better each day. Zuzanna Sobczak, Water Resources Engineer, Wade Trim: When it comes to company culture, it needs to provide me with the opportunities for career growth and align with my personal values and professional aspirations. I look for a workplace that fosters innovation, a productive work environment, and a sense of belonging – all while supporting positive work-life balance. Wade Trim provides me with the opportunities to learn, develop, and take on increasing levels of responsibility, while encouraging collaboration and embracing technology. Being part of challenging projects and knowing that management trusts and believes in me makes me feel inspired and motivated to do my best work every day. Coral Sperling, CAD Technician II, Bowman: As a young professional in the AEC industry, I look for a company culture that emphasizes growth, collaboration, and trust. It’s important to me that a company fosters an environment where innovation and entrepreneurial spirit are encouraged, while also placing high value on relationships. At Bowman, I’ve found exactly that. Our core values of growth and responsible freedom stand out

THE ZWEIG LETTER NOVEMBER 11, 2024, ISSUE 1561

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