TZL 1580 (web)

April 14, 2025, Issue 1581 WWW.ZWEIGGROUP.COM

TRENDLINES

Principals’ hourly billing rate

$175 $200 $225 $250 $275

Recent survey data reveals a surprising dip in satisfaction among mid-career professionals. Mid-career blues

FIRM INDEX AECOM............................................................... 4 Bowman Consulting Group Ltd.......2 Cushing Terrell..............................................8 Hancock Associates..............................10 Sherman & Frydryk................................10 WSB................................................................... 10 MORE ARTICLES n MARCÍA ALVARADO: The leadership advantage Page 3 n MARK ZWEIG: Uncertainty ahead Page 5 n CHRIS AAGESON: Geographically agnostic vs. local focus Page 7 n LAURA POTEAT: Why culture matters Page 9 The typical billing rate for principals in the AEC industry reflects the high value placed on their expertise. According to Zweig Group’s 2025 Principals, Partners & Owners Report , principals’ billing rates range from $198 at the lower quartile to $275 at the upper quartile, with a median of $228 per hour. Participate in a survey and save on a Zweig Group research publication.

I n today’s competitive business landscape, understanding employee sentiment is crucial for firms aiming to build a strong, engaged workforce. Data from Zweig Group’s 2024 Best Firms To Work For employee survey , which analyzes employee sentiment across different age groups and years of experience, reveals fascinating trends: employees aged 26-35 report the lowest overall satisfaction, even lower than their younger counterparts aged 18-25. Additionally, professionals with seven to 10 years of experience – many of whom are middle managers – report the lowest sentiment scores overall, emphasizing a critical area for organizational improvement. WHY ARE MID-CAREER EMPLOYEES AND MIDDLE MANAGERS STRUGGLING? The decline in sentiment among 26- to 35-year-olds and seven- to 10-year professionals raises critical questions about workplace culture and management practices. Several factors may contribute to this dip in satisfaction: 1. Increased career pressure and expectations. Unlike employees in their early careers who are still learning and adapting, mid- career professionals and middle managers often take on greater responsibilities. Many in this group are stepping into leadership roles or handling more complex projects, which can create higher stress and job dissatisfaction if not supported effectively. 2. Workload and burnout risks. The data highlights that employees with four to 10 years of experience report the highest concerns about workload and burnout. This suggests that organizations may be pushing their most productive employees to their limits without sufficient resources, support, or recognition. 3. Lack of mentoring and career development. Mentoring declines significantly as tenure increases, but ongoing mentorship is crucial to professional growth. Without continued guidance, mid- career employees may feel unsupported or stagnant, leading to disengagement. 4. Performance management and recognition gaps. The biggest performance category gap exists for professionals with seven to 10 years of experience, who report significantly lower scores in performance management and recognition. These middle managers play a crucial role in driving employee engagement, and neglecting their needs could create a ripple effect across the organization.

Kyle Ahern

See KYLE AHERN, page 2

THE VOICE OF REASON FOR THE AEC INDUSTRY

BUSINESS NEWS BOWMAN SELECTED FOR BOSTON’S ROSLINDALE AND MAVERICK SQUARES TRANSPORTATION ACTION PLAN AND DESIGN 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 selected by the City of Boston’s Transportation Department to oversee planning, engineering and community engagement efforts for the Roslindale and Maverick Squares Transportation Action Plan and Design. The project aims to enhance multimodal

transportation and public spaces in Roslindale Square in Boston’s Roslindale neighborhood and Maverick Square in East Boston, two critical commercial and community hubs located nearly 7.5 miles apart. With a high volume of visitors arriving by transit, bike or foot, the initiative focuses on improving safety, accessibility and connectivity in these neighborhoods. Bowman will build on the previous planning initiatives in both neighborhoods to develop a comprehensive understanding of the current conditions and design context and work closely with local stakeholders to develop community- informed designs.

Interested in learning more

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

KYLE AHERN, from page 1

HOW FIRMS CAN ADDRESS THESE CHALLENGES. Understanding and addressing the concerns of mid-career employees and middle managers is vital for firms that want to retain talent and maintain a motivated workforce. Here are some strategies: ■ Strengthen career development programs. Providing mentorship, leadership training, and clear paths for advancement can help mid-career professionals feel more valued and invested in their roles. ■ Enhance workplace flexibility. Encouraging flexible work arrangements and supporting work-life balance initiatives can help reduce stress and burnout. ■ Improve recognition and compensation. Ensuring that performance is rewarded over longevity and that achievements are acknowledged can help boost morale among this demographic. ■ Increase leadership transparency. Open communication about company vision, career growth opportunities, and organizational changes can build trust and engagement. ■ Invest in middle management support. Since middle managers are key drivers of employee experience, organizations should ensure they receive proper training, recognition, and resources to succeed. You can’t improve what you don’t know. Understanding the challenges faced by your mid-career professionals is key to fostering a more engaged and satisfied workforce. Firms that take the time to analyze employee sentiment can create policies that support staff at every career stage, ultimately driving productivity and retention. Zweig Group’s Best Firms To Work For Award provides firm leaders with the industry’s most comprehensive employee sentiment data, offering valuable insights to benchmark workplace culture and identify areas for improvement. With access to more than 2 million data points annually, participating firms gain the knowledge needed to enhance employee satisfaction and build a thriving workplace. Learn more here. Kyle Ahern is manager of Awards and Analytics at Zweig Group. Contact him at kahern@ zweiggroup.com.

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2025 BEST FIRMS TO WORK FOR AWARD This award is a way of not only celebrating your firm’s successes, but also to benchmark your firm against the largest collection of employee sentiment data in the AEC industry. Top firms are recognized based on workplace practices, employee benefits, retention rates, and other employee sentiment data. The deadline to enter is May 2, 2025. Click here to learn more!

THE ZWEIG LETTER APRIL 14, 2025, ISSUE 1581

OPINION

Marcía Alvarado attending 2025 NCAA Final Four events.

The leadership advantage

From the court to the C-suite, female athletes bring discipline, drive, and dynamic leadership to the AEC industry.

E very March, as the NCAA Final Four dominates headlines in Tampa Bay, I’m reminded of my own days on the basketball court – and, more importantly, how those moments have shaped me as a business leader. My time as a college athlete didn’t just teach me how to shoot a perfect three or how to defend against a pick-and-roll. It taught me how to lead, how to trust, and how to work within a team where each person’s role was critical to our collective success.

Marcía Alvarado, PE

These are the same lessons I carry into my work in the architecture, engineering, and construction world today. Studies consistently show that athletic backgrounds provide a powerful foundation for women pursuing leadership roles. According to Ernst & Young and espnW, 94 percent of women in C-suite positions played sports at some level – and more than half competed at the collegiate level. UN Women adds that 80 percent of female Fortune 500 CEOs were once athletes. Deloitte echoes this in a 2023 survey, reporting that nearly 70 percent of women earning over six figures in leadership roles participated in competitive sports.

These numbers aren’t just impressive – they’re instructive. Women who’ve been part of competitive teams often bring a unique blend of emotional intelligence, resilience, and strategic awareness. In basketball, every player has a role: the point guard directs, the post player protects, the rebounder resets. You win when each person understands their position and contributes with intention. Great teams don’t cross lanes – they align strengths, trust roles, and push each other toward a shared goal. That’s what makes championship teams, and it’s what makes high- performing AEC firms.

See MARCÍA ALVARADO, page 4

THE ZWEIG LETTER APRIL 14, 2025, ISSUE 1581

BUSINESS NEWS AECOM TO

CONTINUE

Karl Jensen, executive vice president of AECOM’s National Governments business, stated, “We’re proud to build on more than 100 years of experience delivering infrastructure and environmental solutions for USACE sites.” The scope of work includes site investigations, remedial investigations, feasibility studies for PFAS and other contaminants, remedial designs, sampling and testing, groundwater modeling, stakeholder engagement, and engineering during construction. Dawn Swider, regional Environment

business line leader for AECOM’s U.S. West region, highlighted the company’s leadership in environmental engineering and design, stating, “Our passionate, skilled professionals combine knowledge of regulatory practices and technical innovations with local expertise, enabling us to tackle complex environmental issues effectively.” This contract underscores AECOM’s commitment to environmental stewardship and its partnership with USACE in addressing complex environmental challenges.

ENVIRONMENTAL REMEDIATION SERVICES FOR U.S. ARMY CORPS OF ENGINEERS AECOM, a global infrastructure leader, has been awarded a five-year indefinite delivery/indefinite quantity contract by the U.S. Army Corps of Engineers Kansas City District. This contract, with a ceiling of $225 million, involves providing environmental architecture-engineering remediation services across the USACE Northwestern Division and U.S. Environmental Protection Agency Region 2.

MARCÍA ALVARADO, from page 3

In our industry, the team dynamic is just as important as technical expertise. Project managers, architects, engineers, designers – we all play different roles, but success comes when we move as one. As a leader, I think of myself as both coach and player. I’m paying attention to how my team members thrive, what environments bring out their best, and where they want to grow their “game.” When people are aligned with what they’re good at and what they love, productivity soars. That’s why recruiting in AEC should go beyond resumes. We should ask: does this person know how to lead under pressure? Do they know how to work in a team, take feedback, and get back up after setbacks? Female athletes know how to do all of that – because they’ve done it on the field, on the court, and now in the boardroom. But the path for women in AEC leadership isn’t without hurdles. Research from Zweig Group’s ElevateHER® program, recently acquired by SMPS, reveals that while women make up 32 percent of engineering interns, that number drops to 16 percent at the project manager level, and only 7 percent of firm principals. Even more telling: 100 percent of the women principals surveyed had considered leaving the industry – compared to 49 percent of men. That’s a wake-up call. Initiatives like ElevateHER® have taken actionable steps to reverse this trend. Programs like MentHERship and PromoteHER focus on mentorship and promotion equity – values that mirror the mentorship I experienced as an athlete. Support systems matter. Coaches matter. So do cultures that recognize the full value of what someone brings to the table. Which brings me to one final point: leadership requires authenticity. Athletes bring their full selves to every game – mind, body, spirit. I believe that when we do the same in the workplace, we don’t just lead better – we live better. My background as an athlete is one of my greatest professional assets. It shows up in how I lead, how I problem- solve, and how I build teams. I encourage others in the AEC world to recognize the hidden power of sports in shaping the leaders of tomorrow – especially the women who are ready to play at the highest level.

Marcía Alvarado playing collegiate basketball for the University of Louisville circa 2000.

Let’s build teams like we build championship programs: with intention, trust, and the belief that every role, when played well, can lead us to victory. Marcía Alvarado, PE is a structural engineer, speaker, executive coach, founder of The Alvarado Experience, and a former collegiate basketball player. Contact her at marcia@ thealvaradoexperience.com.

THE ZWEIG LETTER APRIL 14, 2025, ISSUE 1581

FROM THE FOUNDER

Uncertainty ahead

It’s time to take some action inside your business; do these 10 things now to be ready for whatever lies ahead.

I t has been said before that “business likes certainty,” as if there ever is such a thing! There may be a perception of certainty, but the facts are that nothing is ever certain and we live in an unpredictable world. In any case, right now, in light of all of the changes being made at the federal government level, things do seem more volatile and less certain. So it’s time to take some action inside your business to be ready for whatever lies ahead.

Mark Zweig

Here are some things I would do if I was running an AEC firm right now: 1. Get all the credit you can. Now is the time to take a look at your banking relationship and get the largest line of credit you can get nailed down for the longest possible term. You may never even use it at all but if you do find yourself in a tough position you will be glad to have it so you have time to get through it. You may also want to look into converting some of your existing line balance into amortizing debt if that gives you more total credit. Talk to your banker! 2. Get your cash flow forecasting working properly. It’s not that hard to do a week-by-week cash flow forecast that shows whether or not you will be up or down. A simple spreadsheet will do. Put

weeks across the top. Then vertically list all of your predicted cash in categories and all cash out categories. Start with cash on hand and look week by week to see if you will have the money you need or not. If not, take action to stave off the problem. 3. Speed up billing. Never wait to bill all your clients at a certain time every month. Bills need to go out as soon as your contract allows you to bill. Clear out all the impediments to fast billing now. The longer you wait to send a bill the longer it’s going to take to get paid. So why lose even a single day? Time is the enemy. 4. Clear out unbilled WIP. This is a problem for probably 75 percent or more of the companies I

See MARK ZWEIG, page 6

THE ZWEIG LETTER APRIL 14, 2025, ISSUE 1581

8. Shore up your balance sheet. Is it time for all of your owners to kick in some more cash to solidify your balance sheet? Should you open up ownership opportunities to more of your people? Do you have depreciated real estate on your balance sheet that you would be better off selling and leasing back to improve your balance sheet and borrowing capacity? These are important questions to ask and answer. 9. Tune up your marketing. Do you know where all the marketing dollars are going? You need to take a hard look at all marketing activities and expenses. And remember, the number one marketing expense in most firms is the labor of design and technical staff charged to business development. Does this reflect real activity, though, or is it just a catch-all account on everyone’s timesheet that looks better than “non-billable?” My experience is most of the time the charges are not really valid. 10. Overcommunicate with your people. A weekly email from your top person that explains what is happening is always good. Keep everyone going the same direction. Relieve anxiety by explaining what you are doing as management, and why. Send it out on Friday afternoon to everyone. I can assure you that doing these 10 things will make you better prepared for anything that lies ahead. They really are just common sense actions, so don’t fool around. Act now. Mark Zweig is Zweig Group’s chairman and founder. Contact him at mzweig@zweiggroup.com.

MARK ZWEIG, from page 5

have worked with in this business. They allow unnecessary unbilled WIP to build up because they’re not getting extra services agreements signed and not managing their projects and clients like they should. Too many times the unbilled WIP is not dealt with until long after the job is done, which makes it nearly impossible to bill and collect on. Why wait? Do it now. 5. Be sure all of your collection processes are being followed. My experience is that when times are good, companies get sloppy with their collection efforts. It’s not a big deal. Well, at some point it could be! Every step – emails, calls, duplicate invoices, etc. – all must be followed all of the time. If your CFO or business manager is not doing this, sit him or her down and give them a “talking-to” NOW about the importance of following the process diligently! 6. Report daily on cash and sales. If you want your people to take this stuff seriously and really make it real, report on cash in versus cash out and report on sales of new work DAILY to all employees. It’s not hard to set up and crazy not to do so in my experience. Ignorance is not bliss. 7. Track and report on working capital. Current assets less current liabilities is another number you should track and report on at least weekly. Then show it graphically over time. If working capital is going up, feel good. If it’s going down, take action.

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THE ZWEIG LETTER APRIL 14, 2025, ISSUE 1581

www.amesgough.com

OPINION

A bout 10-15 years ago, business development relied heavily on cultivating local relationships, meeting face-to-face, sharing stories, and shaking hands in person. As a smaller AEC firm established in Montana with many of our offices in the state, this approach worked well for us for quite some time. How to strike a balance between being involved in important community work and pursuing opportunities in new geographic areas. Geographically agnostic vs. local focus

Chris Aageson

However, this approach didn’t necessarily support the growth and expansion into other geographic markets that we ultimately wanted to achieve, nor did it take into consideration the opportunities becoming more and more prevalent through online connections and relationship building. As our firm opened additional offices, expanding into multiple states and broadening our services, we realized we weren’t experiencing the cross- office collaboration we’d hoped for, which is necessary for growth and the ability to take on larger, multidisciplinary projects. So, in 2013, we made a big leap, switching from a location-based sales approach to becoming more geographically agnostic with a structure organized around our markets at the time – commercial,

education, government, healthcare, residential, and retail. Our markets (called vertical markets internally) became profit and loss centers, and design teams – as well as business development and marketing strategies – were built around those markets. For more than 10 years, this was our primary approach to selling our work. During this time, we evolved in other ways, too. Like many companies over the past decade, we came to realize that business development can happen just about anywhere and can be done by anyone who is knowledgeable and passionate about the work we do and the solutions we bring to our clients. Every person at our firm has a role to play – not only by helping our clients realize exceptional projects,

See CHRIS AAGESON, page 4

THE ZWEIG LETTER APRIL 14, 2025, ISSUE 1581

about the opportunities in your own backyard where you can have a big impact. We have team members who intimately know the lay of the land in the many regions in which we live and work – people who’ve spent their lives developing relationships in these places. But we also have the drive to build knowledgeable teams in new geographic areas, and we’re working to do just that. Location and local connections will always be important: as they say, “Don’t forget about your roots.” After 10 years of being “geographically agnostic,” we realized we were sometimes missing those vital relationship-building opportunities that happen in person, among our friends and neighbors, so we added more old-fashioned hand-shaking back into the mix. Today, we’re leveraging what we think might be the best combination, yet – region-specific business development leads who work in partnership with office/region leads as well as marketing leads who specialize in those vertical markets I mentioned before. For us, it’s all about achieving a balance of being involved in important work that benefits our communities and stretching our limits to see just where and how we can have an impact in other places our adventurous spirit may take us. Chris Aageson is a director of business development and associate principal at Cushing Terrell. Find him on LinkedIn.

CHRIS AAGESON, from page 3

but also by celebrating those projects and helping tell the story of who we are as a firm: our mission, vision, and values. Initiatives such as empowering team members with business development guidelines and talking points; conducting social media training and teaching about the benefits of platforms such as LinkedIn to create impactful professional networks; and overall, equipping team members to talk about what we do, in a variety of circles, have strengthened our brand tenfold. “It’s all about achieving a balance of being involved in important work that benefits our communities and stretching our limits to see just where and how we can have an impact in other places our adventurous spirit may take us.” Now, we come to 2023 and yet another shift in our approach to business development – reinstating local business development leads to support local/regional office leaders. Why? No matter how much you grow, you should never forget

THE ZWEIG LETTER APRIL 14, 2025, ISSUE 1581

OPINION

Why culture matters

Effective cultural integration during a firm acquisition lays the foundation for a thriving, resilient organization.

I n today’s fast-paced environment, acquiring and integrating firms are critical strategies for growth and market expansion. One crucial yet often underestimated factor in these processes is workplace culture.

Workplace culture forms the identity, values, and behaviors of a firm. A positive culture fosters belonging, engagement, and shared purpose – driving productivity and innovation. THE IMPORTANCE OF CULTURAL ALIGNMENT. Understanding and evaluating culture is essential when acquiring a new firm. Cultural alignment can significantly influence the success of firm integration. A harmonious cultural fit can improve staff retention, as employees perceive that their values and working styles are acknowledged. Cultural compatibility can also facilitate smoother transitions by reducing resistance and promoting collaboration. STRATEGIES FOR SUCCESSFUL CULTURAL INTEGRATION. To navigate cultural integration complexities, firms can adopt several strategies, including:

■ Conducting thorough cultural assessments. This helps identify similarities, differences, and potential areas of alignment or conflict.

Laura Poteat, Ph.D.

Building trust. Provide opportunities for employees to build relationships and collaborate with each other. Additionally, leaders should communicate frequently and transparently with employees to foster trust in organizational leadership.

■

■ Equipping leaders. Leaders at all levels play a key role in cultural integration. It is essential to prepare leaders to effectively communicate “the why” and the benefits of the desired culture; to create an inclusive environment that values diverse perspectives; to address employee

See LAURA POTEAT, page 10

THE ZWEIG LETTER APRIL 14, 2025, ISSUE 1581

ON THE MOVE HANCOCK ASSOCIATES ANNOUNCES NEW ASSOCIATES Hancock Associates, a leading provider of surveying, civil engineering and wetland services, is proud to announce seven new Associates:

more than seven years of industry experience and is a Licensed Professional Land Surveyor in Massachusetts. He has a broad knowledge of all aspects of surveying projects and is responsible for CAD operations and GPS automation. He is a member of the firm’s Emerging Professionals Group and a mentor to younger staff members. Joanne O’Connell, SHRM-CP® is a vice president and the director of administrative services and human resources at Hancock. She has more than 30 years of experience and is responsible for all administrative support personnel and functions, as well as all human resource-related functions with Hancock’s operations, accounting, administrative, marketing, and management teams. Joe Peznola, P.E., is a vice president and director of engineering. He has more than 35 years of experience in land development and is a licensed Professional Engineer in Massachusetts and New Hampshire. Joe manages all engineering operations across all of Hancock’s locations, providing strategic planning and resource coordination, business development and technical quality control and assurance. an engineering project manager and is a licensed Professional Engineer in Jay Polakiewicz, P.E. is

Massachusetts. He has seven years of industry experience and has been an integral part of multiple high- profile development projects and is responsible for engineering site design and project management. has demonstrated outstanding commitment to personal and company growth, dedication, talent, cooperation, “Hancock’s ‘Class of 2025’ teamwork and above all, a passion for our industry and for Hancock,” said Hancock Associates President, Wayne C. Jalbert. “As our ownership team grows, we can truly identify as an ‘employee-owned company’ with a great mix of expertise, talent, licensure and more. We’re excited for what the future brings for all of our employees and for Hancock Associates.” Hancock Associates is made up of talented land surveyors, civil engineers and wetland scientists dedicated to excellence in land development, construction and preservation. They have maintained their position as an industry leader through their investment in exceptional staff, state-of-the-art equipment/technology and acquisition of multiple surveying and engineering firms, and historical surveying and engineering records dating back to 1852. Since 1978, Hancock Associates has been providing surveying, civil engineering and wetland science services throughout Massachusetts, New Hampshire, Connecticut and Rhode Island.

Christina Essom is a project surveyor and has been with Hancock since 2012. She is a long-standing member of the firm’s Emerging Professionals Group, CAD Committee and is helping to steer the future of Hancock’s CAD Standards. She is also the winner of multiple Massachusetts Association of Land Surveyors & Civil Engineers annual plan contest awards. Jeff LeBeau, P.E. is a senior project manager at Sherman & Frydryk, a division of Hancock in Palmer, Massachusetts. He has nearly 30 years of industry experience and is a licensed Professional Engineer in Massachusetts and Connecticut. Jeff is responsible for client relations, project management, quality control and business development. Jake Lemieux, P.E. joined Hancock in 2015 and is a project manager and a licensed Professional Engineer in Massachusetts. He has nine years of experience in land development and focuses on site design and project management. Joe Levasseur, P.L.S, E.I.T. is a survey project manager at Hancock with

■

Workplace culture is a critical factor in firm acquisition and integration. Prioritizing cultural alignment and implementing effective strategies fosters a productive environment and long- term success. Effective cultural integration lays the foundation for a thriving, resilient organization, and recognizing the importance of culture and leveraging it as a powerful tool for growth is essential. Laura Poteat, Ph.D., is a senior organizational development specialist at WSB. Connect with her on LinkedIn. “A harmonious cultural fit can improve staff retention, as employees perceive that their values and working styles are acknowledged. Cultural compatibility can also facilitate smoother transitions by reducing resistance and promoting collaboration.”

LAURA POTEAT, from page 9

questions and concerns; and to role model and reinforce the desired behaviors. ■ Creating alignment. Ensure that everyone is on the same page by crafting and communicating a unified vision emphasizing shared goals and values. Whenever possible, include individuals from both firms to co-create the vision, values, and goals, as participation in the process increases the sense of ownership. ■ Establishing feedback mechanisms. Employee sentiment changes over time, and it is important to gather ongoing feedback. This allows leaders to quickly address any issues. ■ Acknowledging accomplishments. Recognizing and celebrating milestones and achievements during the integration process reinforces unity and shared success.

THE ZWEIG LETTER APRIL 14, 2025, ISSUE 1581

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