TZL 1575 (web)

March 3, 2025, Issue 1575 WWW.ZWEIGGROUP.COM

TRENDLINES

Benefits of growth

2% 4% 6% 8% 10%

A well-thought-out, proactive plan is essential for ensuring the long-term success and sustainability of your firm. A roadmap for future growth

FIRM INDEX Bowman Consulting Group Ltd. ...10 Hancock Associates..............................10 Mead & Hunt..................................................6 Moseley Architects.................................10 Urban Engineers......................................10 W.E. O’Neil........................................................4 Wilson & Company, Inc..........................6 MORE ARTICLES n JANKI DEPALMA: Helping future me Page 3 n MARK ZWEIG: Staying optimistic Page 5 n GREG SPEED: Night at the museum Page 7 n ANDREW CUSHMAN: A business development grand slam Page 9 According to Zweig Group’s 2025 Salary Report of AEC Firms , fast- growth firms’ salaries increased by an average of 8.2 percent compared to 4.9 percent for stable firms (firms with unchanged revenue growth for three years) and 3.17 percent for slow growth (firms with 1 percent to 19 percent annual revenue growth rate). Participate in a survey and save 50 percent on the final or pre- publication price of any Zweig Group research publication.

I n my conversations with potential clients, I’ve noticed a recurring theme: many owners of design firms, particularly in the architecture and engineering sectors, are often unaware of the variety and magnitude of options available for transitioning their businesses. It’s become clear to me that business owners frequently operate under the assumption that the current rules of engagement – whether culturally established or legally prescribed – are the only path forward for business transition. In many instances, the traditional methods passed down through generations no longer align with the current market realities or, more importantly, the future needs of the company. This phenomenon can be likened to rummaging through your parents’ closet in search of a nice outfit for a night out: the clothes might be outdated, the fit may be off, and the style isn’t as flattering as it once was. When it comes to transitioning a business, many owners fail to realize that the options available to them are far broader and more nuanced than they might think. The key to understanding the range of choices and making informed decisions lies in actively engaging with the market and being open to new perspectives. Business owners should be actively “window shopping,” so to speak, to gain a better understanding of the current landscape, which includes exploring the various structures, financial models, and opportunities that align with their vision for the future of the firm. Engaging in open discussions with private equity firms, strategic partners, and industry peers is crucial for any business owner seeking to transition their firm. Learning from others’ experiences – what’s worked and what hasn’t – can provide invaluable insights into how they might approach the process. It’s not just about gaining information; it’s about developing a strategic plan to position the business for its future, whether that means selling to an external party, transferring ownership internally, or exploring other exit strategies. THE LIFESTYLE BUSINESS TRAP. One of the more interesting challenges I’ve encountered during these conversations is that many owners of smaller design firms view their businesses primarily as lifestyle enterprises, rather than as vehicles for long-term value creation. For these owners, the firm provides personal fulfillment, financial stability, and a sense of purpose, but they may not see it as a scalable asset that can be sold or transitioned. This mindset, while

Will Swearingen

See WILL SWEARINGEN, page 2

THE VOICE OF REASON FOR THE AEC INDUSTRY

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which can lead to inflated expectations about the business’s worth. However, market realities often paint a different picture, and it’s essential for owners to understand these dynamics. In today’s market, firm valuations are driven by a combination of factors, including profitability, market position, growth potential, and the quality of leadership. As firms evolve, so too do the expectations of buyers and investors, who are looking for firms that are not only financially stable but also well- positioned for future growth and innovation. For owners who may have built their business with a more traditional approach, it’s critical to reassess how the firm fits into the current and future business landscape. Owners who are proactive in discussing these issues with industry experts, private equity, or strategic partners are better positioned to gain a clear understanding of what is realistic, both in terms of valuation and exit strategies. These conversations can also provide valuable insights into the types of buyers who might be interested in the firm, whether they are financial buyers, competitors, or even employees. CONCLUSION. Ultimately, the transition process for design firms isn’t just about numbers on a balance sheet – it’s about understanding the broader context in which a business operates and preparing for a future that aligns with both the owner’s goals and market expectations. Business owners who are open to seeking outside advice, engaging in difficult conversations, and exploring all available options will be better equipped to transition their firms successfully. Whether the goal is to sell, merge, or transition leadership internally, a well- thought-out, proactive plan is essential for ensuring the long- term success and sustainability of the firm. Transitions in leadership, ownership, or strategy can make or break an AEC firm. Without careful planning and execution, these pivotal moments can lead to uncertainty, loss of direction, and even jeopardize your firm’s legacy. At Zweig Group, we guide AEC firms through transitions with confidence and clarity. Our Transition consulting services are designed to ensure that your firm navigates these critical periods smoothly. Learn more about Zweig Group’s Transition consulting services here. Will Swearingen is senior director of transition services at Zweig Group. Contact him at wswearingen@zweiggroup.com.

WILL SWEARINGEN, from page 1

understandable, can ultimately limit the firm’s growth potential and its ability to adapt to market changes. At some point, however, every business owner must confront the inevitable question: how will the company transition leadership and ownership in the future? This is not just a matter of the business’s financial well-being, but also of the livelihoods of the employees, the communities the firm serves, and even the personal legacy of the owner. Failing to plan for the future could result in unnecessary disruptions that affect everyone involved. The truth is that every business owner needs to develop a long-term strategy for transition that goes beyond day-to-day operations and lifestyle considerations. THE EMOTIONAL CHALLENGE OF TRANSITION. Shifting from a lifestyle mindset to one that prioritizes long-term business planning can be an emotional hurdle for many owners. Transitioning leadership is a deeply personal decision, and many owners are understandably attached to their firms, which have often been built over many years or even decades. The process of preparing for a sale, passing the reins to a successor, or seeking outside investment can seem daunting, especially when it involves letting go of control and embracing vulnerability. This is where the value of external perspective becomes clear. Having someone who isn’t emotionally attached to the firm can be incredibly helpful in taking the emotions out of the equation and providing practical, objective advice. Outside advisors – whether they are financial consultants, business brokers, or industry experts – can help owners see the bigger picture and identify viable paths forward. This objectivity can be critical for helping owners confront difficult decisions and overcome the emotional barriers that often hold them back from making the best choices for the future of their business. ALIGNING GOALS WITH MARKET EXPECTATIONS. The key to a successful business transition is alignment – specifically, aligning the goals and objectives of the firm’s owners with the expectations of the market. One of the most common issues I encounter in my work is the mismatch between the valuation expectations of firm owners and what the market is willing to pay. As business owners, it’s natural to view their companies through a lens of emotional attachment and personal value,

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THE ZWEIG LETTER MARCH 3, 2025, ISSUE 1575

OPINION

Helping future me

Small actions today can reduce stress, improve efficiency, and make life easier for your future self.

S itting on the corner of my desk is a sticker that says, “Do something today that your future self will thank you for.” Every time I see it, I imagine a world where present-me has done something monumental for future-me. Will it be maxing out my 401(k) so 76-year-old me is traveling the world? Or hitting those 10,000 steps a day so 80-year-old me is limber? Maybe it’s all the kale I eat – hopefully, that finally pays off.

Janki DePalma, LEED AP, CPSM

I’ve been thinking about how future-me can benefit from the small things I do, due to my obsession with the concept of the 1 percent incremental improvement from Atomic Habits . Are there baby steps I can take now that my future self will appreciate? And, is that future-me only decades away? When I asked my friends on LinkedIn to share the things they do for their future selves, I learned a few things. One, my friends are very clever and creative. Two, the things they do often help them just days (or hours) in the future and fall into a few categories: ■ Reduce decision fatigue. We’ve all heard the stories of tech whizzes like Mark Zuckerberg and Steve Jobs who employ a work uniform – pretty

much copies of the same outfit every day. Turns out President Obama had a similar philosophy – either blue or gray suits (except for that one tan suit that caused a ruckus). These decisions aren’t just about opting out of fashion choices. Every day, our brain makes countless decisions. Various studies have looked at the relationship between the number of decisions you make and the quality of those decisions. In the medical field, studies have observed that surgeons were less likely to recommend surgery to patients they saw at the end of the day versus the start. Some have theorized that after all the minute decisions,

See JANKI DEPALMA, page 4

THE ZWEIG LETTER MARCH 3, 2025, ISSUE 1575

certain time, which causes me so many headaches. I was inspired by Liz, who talked about her nighttime skincare routine that she does right after dinner versus immediately before bed. Just because something needs to be done by a certain time doesn’t mean it needs to be done at a certain time. My friend Sarah uses a similar concept in her home: each person does their laundry on a specific weekday, which frees up their weekends. Needing clothes by Monday doesn’t mean laundry has to done on Sunday. I have a monthly expense report that typically involves me gathering all the expenses on the 30th. Using this script change, I started a running entry in real time which snap shots after every expense, making the final days of the month much less hectic. And I don’t miss those random email receipts. ■ Ask the magic question. Kendra Adachi, the author of The Lazy Genius Way , coined the “magic question,” which revolves around the phrase, “What’s something I can do now that will make this easier later?” I started looking at this in my own world, thinking about one small action I can do to make something easier later. For example, over the holidays we adopted a rescue puppy (Hazel). During the first days of acclimation, she had a few bathroom accidents. I realized that I could pre-fill the tank of the steam cleaner so it would be ready when needed. It’s a very small action, but when we need to use the green machine, future-me was so happy to have the tank ready to roll. This same “magic question” could be used at work. What can I do now to make this networking event easier? Answers include looking over the attendee list, packing my name badge, or replenishing my stack of business cards. My friend Andrew uses this technique for his in- office days – he pre-packs his security badge. My friend Necia’s husband showcases the “magic question” for her by washing out her teapot and placing an empty bowl, spoon, and napkin to make her 4 a.m. morning routine smoother. Turns out his future self always wants his wife to know she is loved! My own husband makes a cup of coffee for me – waiting as I run out the door. Think of these small acts like a little gift you’re giving to someone special – you! Whether it’s reducing decision fatigue by planning, overcoming time nearsightedness by preparing for the unexpected, rewriting the script in our heads to tackle tasks earlier, or asking the magic question to simplify, these incremental improvements can make our lives easier. When the world pushes us to be productive and efficient robots, it’s helpful to remember that our future selves may not always have it together. We can gift ourselves grace by taking one thing off their proverbial plate. Janki DePalma, LEED AP, CPSM is director of business development at W.E. O’Neil. Contact her at jdepalma@weoneil. com .

JANKI DEPALMA, from page 3

these doctors had reached a cognitive and emotional threshold that made making decisions harder – so they would push off recommending treatment. Many of my friends suggested removing the less important decisions at the start of the day to make space for the big ones. Their ideas included picking out clothes the night before and mapping out meals for the week. Basically, keep as many things as “brainless” as possible. “Whether it’s reducing decision fatigue by planning, overcoming time nearsightedness by preparing for the unexpected, rewriting the script in our heads to tackle tasks earlier, or asking the magic question to simplify, these incremental improvements can make our lives easier.” ■ Time nearsightedness. Several friends commented on the things they had done the night before to make mornings easier. For me, it’s always getting gas the night before if my car is running low. Too many times I’ve thought, “Oh, I’ll grab it in the morning,” and inevitably that’s the day I’m running late and see that I don’t even have enough gas to make it to work. My friend Rachel said she always makes lunches the night before, for her and her kids. The chaos of the morning is minimized by this small act. Even if your mornings are not chaotic, this concept relies on a bigger idea of time nearsightedness. I use the term time nearsighted (or myopia) versus time blindness because for many of us, it isn’t that we have no sense of time. We may not always be able to gauge how long a task will take in various conditions. It’s like my actual visual myopia. I can see, just not clearly when things are far away. For example, in my head, I think getting gas will take about five minutes – just roll up to an empty gas pump and go. However, that’s based on a scenario of an empty gas station with little traffic. A more realistic morning may entail waiting at the pump and more cars on the road in the morning on the way to the station, which could bump gas time to more like 20 minutes. Rachel commented that making lunches the night before takes five minutes versus 20 minutes in the morning. She’s not exaggerating, because mornings may also include helping those children with their day preventing uninterrupted sandwich making time. For those of us who are always running late to meetings, we need to embrace the reality of worst-case scenario time. Trust me, the days of making it across town in 30 minutes are over! ■ Rewriting the script in your head. Somehow, I make these rules that certain things must happen at a

THE ZWEIG LETTER MARCH 3, 2025, ISSUE 1575

FROM THE FOUNDER

Staying optimistic

There are things you can do to stay positive and prevent pessimism from ruining your ability to lead.

I hope we can all agree that being an optimist is a critical characteristic of strong leadership. That said, it isn’t always easy. There are a million problems that can drag us down and mire us in a creeping darkness. Sometimes it feels like what is happening in the kids’ movie, The NeverEnding Story , when the “Nothing” threatens to take over Fantasia, for those of you who remember it.

Mark Zweig

We all have problems and frustrations at work and at home. And if we are business owners in an AEC firm, the line between those two tends to be very fuzzy. We take work problems home and we bring home problems with us to work. But there are things you can do to stave off the “Nothing” and not let it steal your optimism and ruin your ability to lead. Here are a few of them: 1. Limit your news intake. The news is mostly negative, sensational, and divisive. That’s what sells and gets the most attention. And the news sources aren’t just TV news or newspapers like they used to be. It’s also in the form of social media and podcasts and more. I’m not suggesting you bury your head in the sand and blissfully ignore what is going on in the world, but find your sources, check in with them on a

schedule, and then get out. The more of this negativity you take in, the more helpless you will feel. And that isn’t a good place to be if you want to lead other people who are probably feeling like their lives are out of control. 2. Hang out with other optimistic and successful people. These positive people can be found in your list of friends, mentors, clients, neighbors, and even employees of your own business. They will inspire you and motivate you and help prop you up when you need it. I have found positive people in all of these groups, plus students because I teach at the university level. Young people tend to be more optimistic because they haven’t been beaten down by life yet.

See MARK ZWEIG, page 6

THE ZWEIG LETTER MARCH 3, 2025, ISSUE 1575

ON THE MOVE WILSON & COMPANY ANNOUNCES RAJAN SHETH AS NEW DIRECTOR Wilson & Company, Inc., Engineers & Architects is privileged to announce the appointment of Rajan Sheth to its board of directors. With decades of experience in the consulting engineering and architecture industry, Sheth brings exceptional leadership and strategic vision to help guide the company’s continued growth and success. Sheth will serve a three- year term. Sheth retired in 2021 after a successful career at Mead & Hunt, where he served as chairman of the board from 1994 to 2020 and CEO from 1994 to 2018. Under his leadership, Mead & Hunt grew from a local company to a nationally recognized firm with offices in 25 states. During his tenure, the company’s revenue expanded from $10 million to more than $200 million. Sheth also championed people-focused values, encouraging a culture of leadership development and sustainable growth, which earned the company accolades as one of the fastest-growing firms and one of the best places to work.

“We are thrilled to welcome Rajan Sheth to our Board of Directors,” said Jim Brady, president & CEO of Wilson & Company. “His extraordinary track record of promoting growth, building strong teams, and driving innovation will be invaluable as we pursue our vision of delivering exceptional solutions for our clients and communities. Rajan’s deep understanding of employee ownership and strategic planning aligns perfectly with Wilson & Company’s purpose and culture of Higher Relationships.” Throughout his career, Sheth has served on the boards of leading consulting engineering and architectural firms, where he has provided expertise in employee ownership, acquisitions, leadership development, and organizational restructuring. A Fellow of the American Society of Civil Engineers and the American Council of Engineering Companies, he has held leadership roles in numerous professional associations. Wilson & Company welcomes Sheth’s expertise and looks forward to his significant contributions to its mission of delivering engineering excellence and promoting a culture of Higher

Relationships. Meet Wilson & Company’s board of directors and learn more about the leadership team. Wilson & Company, Inc., Engineers & Architects, has brought more than 700 people together in 15 offices over nine states to build Higher Relationships through discipline, intensity, collaboration, shared ownership, and solutions with its clients, partners, and communities. After 90 years of business, professionals continue to hone their craft with us, including civil, mechanical, electrical, and structural engineering; architecture; planning; biology; surveying; mapping; GIS specializations; drone piloting; financial analyses; program management; construction administration and observation; and a growing number of multi-disciplinary specialties. Wilson & Company, Inc. seeks to create value for a diverse client base, including federal and municipal governments, public transportation agencies, railroad companies, industrial and commercial corporations, and private developers.

don’t really need three cocktails or beers every day to relax, either. Your body condition really does impact your mental attitude. 5. Do something good for other people. This one is always a good way to keep your mental state healthy. It feels good to help other people. It will make you more optimistic about life in general if you do! Volunteering, mentoring, coaching, working on your neighbor’s yard, teaching, advising aspiring business owners – there are a million things you can do for other people if you want to, and they will all give you the potential for a positive mental boost! 6. Focus on your relationships. Be forgiving. Be the one who says you are sorry. Be considerate. Share. Be generous with your time and money. These things will all help your relationships and when they are solid, you will feel more settled, less stressed, and more optimistic. Try it and tell me if I am wrong! I’m sure I could keep adding to this list of things to do to stay positive and optimistic. But the important thing is not what works for me but what works for you. What are those things, and are you doing them? Your people need you to be an optimistic leader. Don’t let them down. Mark Zweig is Zweig Group’s chairman and founder. Contact him at mzweig@zweiggroup.com.

MARK ZWEIG, from page 5

3. Have hobbies. Hobbies get you out of your work and family modes, and give you a chance to do something or create something that gives you positive feedback. I have always had houses to renovate, old cars to modify or restore, motorcycles, bicycles, and, at various times, RVs as my hobbies. Each of them gives me a different kind of satisfaction and puts me in touch with different people. Each lets me feel like I am improving something and/or doing something good for my physical or mental health. “I hope we can all agree that being an optimist is a critical characteristic of strong leadership. That said, it isn’t always easy. There are a million problems that can drag us down and mire us in a creeping darkness.” 4. Keep your physical health up. I am not the best at this one, particularly in terms of my diet (I love to eat!), but have been lucky enough to be blessed with good genes. But the bottom line is you have to keep moving! Exercise or physical work is good for the mind and body. Get a good night’s sleep, also – don’t stay up too late. And you

THE ZWEIG LETTER MARCH 3, 2025, ISSUE 1575

OPINION

Night at the museum

Success comes from creating a space where people feel comfortable asking questions, helping each other out, and wearing different hats when needed.

L ast year, I started volunteering at a local museum and I am thoroughly enjoying the experience. It has been a refreshing shift, walking through an ancient Egyptian gallery and uncovering a world I had never explored. After years in leadership roles, where I was often the one answering questions, it’s a change of pace to be the one asking for guidance and learning from others.

Greg Sepeda

Navigating the ins and outs of art exhibits and museum operations has given me a fresh perspective on what it means to be part of a team – lessons that feel as timeless as the hieroglyphs on display. And these insights? They are just as relevant in the workplace as they are in a museum: 1. I am the new guy. This is an art and science museum. While I understand a majority of the science, the art exhibits and the overall museum operation are new to me. Therefore, I have to be open to learning. The museum has wonderful staff who are knowledgeable about all the exhibits. When one gallery is renovated, they quickly adapt and learn information about the new exhibits.

As the new guy, I have made myself open to learning. As leaders, this is not always our comfort zone. We need to remember that continuous learning not only expands our knowledge but also helps us make better decisions by seeing different perspectives and hearing other ideas. 2. This staff welcomed me with open arms and has never dismissed me as an outsider. They have shared tips and stories about the exhibits, all to make me a better volunteer. And this isn’t just with me. As new exhibits opened, I watched them exchange knowledge with each other. If they learn an interesting trivia fact about a particular artifact, they gladly share it with colleagues, who are equally open to hearing it.

See GREG SEPEDA, page 8

THE ZWEIG LETTER MARCH 3, 2025, ISSUE 1575

attention spans, and how to speak at their level. Obviously, first graders don’t know as much as the fifth graders or as the teenagers. When I explain an exhibit to them, I modify the information to their level, not the other way around. I use analogies or comparisons they can relate to: “This meteorite weighs as much as three of their classmates. This dinosaur was as long as a school bus.” I see a language barrier in some offices. I recently heard a group of young project managers complain that listening to company leadership was like seeing a group of hieroglyphs without the Rosetta stone. “We need to increase the NSR and DLM to fix the OH and EBITDA on the P&L for the FY.” Make sure everyone involved in a project understands the terminology at the beginning of an assignment. Looking back on my time at the museum, I am reminded of how powerful a team can be when everyone is willing to share, pitch in, and keep learning together. Whether it is a museum or an office, success comes from creating a space where people feel comfortable asking questions, helping each other out, and even wearing different hats when needed. These experiences have shown me that when we focus on building a team that values openness and flexibility, everyone benefits – and we all get a little better at what we do. Greg Sepeda is a former engineering manager and is currently rewired as a management consultant. Connect with him on LinkedIn.

GREG SEPEDA, from page 7

Ask yourself, are you open with your coworkers? Some managers fall into a competitive trap of withholding information to make themselves look better. As company leaders, have you created a competitive environment, or have you encouraged collaboration and a “we succeed together” culture? 3. It took me a while to learn the names of the staff. But what was harder was learning everyone’s title. No one was limited to one particular role. Yes, I am sure they all have daily responsibilities. But everyone is willing to do anything to help and make guest experiences better. I have watched directors help school kids find the bathrooms. I have seen managers “guard” the back door to the loading dock while security personnel dealt with something else. And I cannot say enough about the all-hands-on-deck attitude for the annual fundraising event. How does your office behave? When that occasional late night comes around to finish a project, who is ordering pizza and turning the music up? And who is heading out the door because it is not “their” project? Does anyone pick up that piece of trash blowing around the parking lot? 4. I’ve learned to be more patient and know my audience. Like a lot of museums, summer camps and school trips make up a significant portion of the guests. I have learned how to be patient with these young children, watch their

THE ZWEIG LETTER MARCH 3, 2025, ISSUE 1575

OPINION

Publishing an article with a client strengthens relationships, enhances visibility, and fosters long-term collaboration while showcasing project success. A business development grand slam

C lient relations are critical to solidifying business relationships, which are hopefully converted to future projects. One frequently overlooked aspect of client development is pursuing publication of an article. Whether celebrating a successful assignment, detailing an innovative design, or highlighting cost or time savings, having an article written in concert with a client is not merely a business development home run – it’s a grand slam.

Andrew Cushman

Full disclosure, there are numerous reasons being published is valuable, from positioning as a thought leader/industry expert to brand recognition to describing for all readers the competitive advantages brought to an assignment. However, for this exercise, the focus is the underrated benefits of interacting with a current client. Just the initial “ask” about publishing an article sends a client multiple positive signals. First, it indicates satisfaction and caring about an achievement accomplished in partnership with them. Second, by investigating where an article can be published, plotting the strategic pitch, and facilitating this ancillary work for the client’s benefit, it is a step competitors are not offering. Finally, the client can’t help but notice the industry connections required to secure an article’s publication.

Engaging with a client for an article provides increased facetime, bolstering interaction, and does so in a significantly less stressful arena than the typical day-to-day challenges of a project. This interaction is easier. It is free-flowing. There are no budget or schedule concerns. Stripped down to the core, it is two people working together to celebrate a common triumph. It is also where uncommon bonds can be formed. Bonds that last. Another important factor is that at virtually all AEC firms, the heavy lifting for articles is handled by marketing or corporate communications staff. These departments not only have the resources available to ghostwrite these articles on behalf of technical professionals, but they are always eager to do so.

See ANDREW CUSHMAN , page 10

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BUSINESS NEWS HANCOCK ASSOCIATES ANNOUNCES PROMOTION OF JOSEPH D. PEZNOLA, P.E. TO VICE PRESIDENT OF ENGINEERING Hancock Associates, a leading provider of land surveying, civil engineering and wetland science services, has announced that Joseph Peznola, P.E. has been promoted to vice president of engineering. Peznola has nearly 35 years of industry experience and has been an engineer at Hancock Associates for more than 20 years. He has extensive experience with complex, high density commercial and residential developments throughout Massachusetts and New Hampshire for private sector clients, non-profit organizations and municipalities. As vice president of engineering, Peznola will continue to be responsible for managing the engineering department across Hancock’s eight offices, project management and technical quality control and assurance. In his expanded role, he will assist in the strategic planning and evolution of the civil engineering department, daily operations, technology growth, business development, personnel growth and more. Peznola has been an engineer at Hancock for over two decades and works tirelessly with clients and staff to produce outstanding designs. He is also a resolute advocate for the civil engineering and land development world, working with organizations like Citizen’s Housing and Planning Association and New Hampshire Home Builders Association to advise

and promote progress in the field and was recently part of a dedicated group of responders to the Massachusetts Department of Environmental Protection proposed changes to stormwater regulations. Peznola has a bachelor’s degree in civil engineering from the University of Massachusetts Lowell. He is a registered Professional Engineer in Massachusetts and New Hampshire, a Massachusetts Certified Soil Evaluator and a Licensed Septic Designer in New Hampshire. “We couldn’t be prouder of Joe’s accomplishments at Hancock and his dedication to his field over the years,” said Hancock Associates President, Wayne Jalbert, P.L.S. “He has tremendous vision and with his new role, we’re certain that he’ll help chart the course of Hancock’s growth for many years to come.” BOWMAN TO PROVIDE MEP SERVICES FOR AVERY POINT SENIOR LIVING CAMPUS Bowman Consulting Group Ltd., a national engineering services firm delivering infrastructure solutions and program management services to customers who own, develop and maintain the built environment, has been awarded two contracts by Moseley Architects to provide mechanical, electrical and plumbing engineering services for the final phase of residential development at Avery Point, a premier continuing care retirement community located in the Virginia foothills. These contracts represent the culmination of Bowman’s contribution to a campus that is redefining modern senior living.

Bowman’s MEP services team will support the developers of the 94-acre master-planned community with the final two independent living buildings, totaling 394,500 square feet and adding 254 additional units to the campus. The scope of Bowman’s design work includes stand-alone HVAC systems for each building, fire protection and alarm systems, underground electrical medium voltage services, site lighting power and controls, electrical distribution, low-voltage wiring, and basic telecommunications and video services. Between 2019 and 2023, Bowman provided MEP services for 10 community and residential buildings representing 1,000 independent living units across the 2-million-square-foot campus. These buildings also included outdoor entertainment areas and a variety of multi-generational amenities tailored to meet the evolving needs of senior residents. The completion of the final phase will mark a significant milestone in Avery Point’s transformation and underscores Bowman’s continued partnership with the client, reinforcing its reputation as a trusted leader in delivering large-scale MEP services for a variety of applications including senior living projects. Headquartered in Reston, Virginia, Bowman is a national engineering services firm delivering infrastructure solutions to customers who own, develop and maintain the built environment.

project, it is crucial to encourage the client to share and proliferate the article on its website and social media channels. In doing so, a current client is demonstrating, in fact trumpeting to others, the team’s triumph – theirs and yours. Andrew Cushman is director of business development and proposals at Urban Engineers. Contact him at acushman@ urbanengineers.com. “There are numerous reasons being published is valuable, from positioning as a thought leader/industry expert to brand recognition to describing for all readers the competitive advantages brought to an assignment.”

ANDREW CUSHMAN , from page 9

For example, let’s say one of the firm’s projects was acknowledged by an industry association for an award. The marketing staff should contact the project manager and encourage them to ask the client about developing an article. If the client approves, the marketing staff then reviews the project files, interviews the project manager, and conducts market research to uncover nuances of the project and what mattered most to the key stakeholders. In less than a week, an article should be drafted, reviewed, and a final version sent to the client for final consent with a detailed explanation of where the article would be pitched for publication. My experience is that almost immediately, the client will respond with well wishes for getting the article published, and gratitude for the effort. An effort that will continue to reap rewards. Aside from the clear positive outcomes of free advertising of a successful

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