TZL 1611 (web)

December 1, 2025, Issue 1611 WWW.ZWEIGGROUP.COM

TRENDLINES

Investments in tech

Over investing in IT Investing appropriately in IT Under investing in IT

A closer look at the structures, risks, and rewards shaping leadership in today’s AEC industry. Leadership by the numbers

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T he role of principals and partners in the AEC world is both pivotal and complex. These are the individuals tasked with setting direction, managing risk, and shaping culture – all while ensuring profitability and long-term stability. Still, how these responsibilities translate into governance structure, compensation, and benefits is often less clear. Zweig Group’s 2025 Principals, Partners, and Owners Report shines a light on these complexities, offering a detailed view of how firm leaders are compensated, how decisions are made, and what benefits come with the corner office – or, in some cases, the jobsite trailer. Let’s take a closer look at a small section of the 2025 Principals, Partners, and Owners Report , which provides a detailed snapshot of how AEC firms structure leadership roles, manage risk, and reward people at the top. Within the AEC industry, leadership is increasingly shaped by formal governance structures. Nearly three-quarters of AEC firms report having a board of directors, though adoption is strongly tied to firm age and size. For example, older, larger firms are far more likely to have boards than those founded in the last decade. Executive committees, which are present in a solid majority of firms, typically handle day-to-day operations, policies, and compensation decisions while boards retain oversight of ownership matters and major strategic initiatives such as mergers and acquisitions. More than 90 percent of principals reported participating in firm-wide planning, showing that governance trends indicate a steady move toward more structured decision-making processes, particularly in mid- to large- sized firms. Leadership in an AEC firm comes with both authority and exposure. Less than 40 percent of principals are bound by non-compete agreements, reflecting a reliance on professional loyalty rather than legal restrictions to retain talent. At the same time, just over 30 percent of principals personally guarantee firm debt, a risk concentrated in smaller organizations where access to capital often depends on individual backing. Oversight of principals is mixed. Just under half of principals report undergoing formal performance appraisals, with non-owners more likely to face evaluation than majority stakeholders. Meanwhile, just over half of firms establish eligibility requirements for advancement to principal. In these

FIRM INDEX Bonnett Design Group.......................................4 CSArch.......................................................................... 6 Kluber Architects + Engineers.....................6 Michael Baker International .......................... 8 Narro Associates................................................. 10 Pape-Dawson ...........................................................4 ZMM Architects ...................................................... 6 MORE ARTICLES n KAREN POIST: Fix compliance gaps before they cost you Page 3 n MARK ZWEIG: Redefining the mission of “support” staff Page 5 n MERCEDEZ THOMPSON: Next- level performance reviews Page 7 n MATT VERDERAMO: Transforming into an executive Page 9 Zweig Group’s 2025 Information Technology Report shows that most AEC firms (59%) believe they are investing appropriately in IT, while 31% feel they are underinvesting. Only 5% view their IT spending as excessive, suggesting firms see technology as a necessary and balanced investment in their operations.

Kyle Ahern

See KYLE AHERN, page 2

THE VOICE OF REASON FOR THE AEC INDUSTRY

KYLE AHERN, from page 1

cases, advancement is most commonly tied to business development skills, staff management, or licensure. These trends are indicative of the uneven terrain when it comes to the balance between authority, accountability, and personal risk in firm leadership. Compensation for firm leaders is also multi-layered, blending stability with performance-driven rewards. Base salaries remain the foundation, with the median salary experiencing steady growth since 2020 after a brief plateau. Beyond salary, just under 70 percent of firms distributed bonuses last year to reflect individual and firm-wide success. Another dimension comes from shareholder distributions, which were issued by more than 60 percent of firms. These trends reveal a structure where leaders are rewarded not only for their roles, but also for the performance and profitability of their firms. The combination of salary, bonuses, and distributions demonstrates how closely leadership pay is tied to both firm outcomes and ownership structure. Beyond salaries, bonuses, and distributions, firm leaders receive a range of benefits that emphasize practicality and accessibility. A majority of firm leaders receive company-paid cell phones or mobile devices. This underscores the expectation of constant connectivity. Another common benefit is transportation support, with just under a quarter of firm leaders receiving auto allowances. Networking remains a common part of the package as well, with some firms providing club memberships to support client engagement. Most notably, perhaps, is how common it is for firms to prepare personal taxes for principals. Just under half of firms report providing this benefit to save both time and potential headaches. These perks and benefits reflect a focus on efficiency and professional presence rather than extravagance. Retirement benefits for firm leaders continue to evolve. Traditional pension plans, once a staple, are not uncommon compared to things like the 401(k) plan. This reflects a broader shift across the industry from defined benefit plans to defined contribution plans. This in turn places a greater responsibility on the individual to manage their long-term savings. For principals and partners, retirement security is increasingly tied to both personal contributions and firm performance rather than guaranteed payouts. When taken together, these trends paint a picture of AEC leadership that is both demanding and rewarding. Governance structures are becoming more formal, particularly in mid- to large- sized firms. Compensation packages are diverse, balancing salary with bonuses and ownership distributions that reflect firm performance. Perks are designed to support connectivity, mobility, and efficiency, while retirement planning is aligned with modern contribution models. Principals and partners carry real responsibility – and often personal risk – but also share directly with the success of the firm. Understanding these trends is critical for current and aspiring firm leaders. Benchmarking against peers provides valuable context for decisions about governance, compensation, and benefits. Zweig Group’s 2025 Principals, Partners, and Owners Report offers the most comprehensive data available on these topics, equipping leaders with the insights they need to strengthen their organizations and plan for the future. From salaries to shareholder distributions, from voting rights to retirement plans, this report is the definitive resource for AEC firm leadership. See the full report here! Kyle Ahern is manager of Data and Analytics at Zweig Group. Contact him at kahern@ zweiggroup.com.

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Chad Clinehens | Publisher cclinehens@zweiggroup.com Sara Parkman | Senior Editor & Designer sparkman@zweiggroup.com Tel: 800.466.6275 Email: info@zweiggroup.com Online: zweiggroup.com/blogs/news LinkedIn: linkedin.com/company/22522 Instagram: instagram.com/zweiggroup Twitter: twitter.com/ZweigGroup Facebook: facebook.com/p/Zweig- Group-100064113750086 Published continuously since 1992 by Zweig Group, Fayetteville, Arkansas, USA. ISSN 1068-1310. Issued weekly (48 issues/year). © Copyright 2025, Zweig Group. All rights reserved.

2025 TOTAL RESEARCH PACKAGE This is the ultimate bundle of AEC industry intelligence, combining all of Zweig Group’s annual reports and data tools into one comprehensive package. From compensation, marketing, and ownership trends, this collection delivers the full picture of firm management and strategy. Learn more!

THE ZWEIG LETTER DECEMBER 1, 2025, ISSUE 1611

OPINION

A rchitecture and engineering firms do not operate like most other businesses. They are heavily regulated, with state laws setting the rules around who can offer professional services, how firms are structured, and even what they can be called. That makes mergers and acquisitions especially tricky because a single misstep can ruin the deal. State licensing and tax compliance can make or break your deal, so you must plan early to protect value, avoid liability, and ensure a smooth transition. Fix compliance gaps before they cost you

Karen Poist, CPA

Whether you are merging, acquiring, selling, or planning for internal succession, compliance must be front and center, not something you check off after closing. Without a proactive plan, you could run into issues such as invalid firm licenses, unexpected tax bills, or the need to completely restructure your legal entities. Most firms focus on the financials and legal documents during a deal, and rightfully so. But they should also assess licensing, ownership structures, new registrations, and new state obligations. Getting ahead of these matters helps avoid delays, protects the deal’s value, and sets the buyer and seller up for a smoother transition and future success.

STATE TAX NONCOMPLIANCE: THE INHERITED LIABILITY THAT KILLS DEALS An area that often gets overlooked, until it becomes a problem, is state tax compliance. If a target firm has not registered in states where it has nexus or has failed to file or pay the appropriate taxes (income, franchise, sales, gross receipts, etc.), those liabilities may not disappear in a transaction. In fact, buyers often inherit these obligations, and they can quickly turn a profitable deal into a financial problem. Due diligence should include a thorough review of multi-state tax filings, registrations, and potential audit exposure. And if issues are discovered, consider

See KAREN POIST, page 4

THE ZWEIG LETTER DECEMBER 1, 2025, ISSUE 1611

ELEVATE THE INDUSTRY®

TRANSACTIONS PAPE-DAWSON ACQUIRES FLORIDA- BASED BONNETT DESIGN GROUP Pape- Dawson has acquired Bonnett Design Group, a respected Maitland-based firm specializing in landscape architecture and planning. This acquisition marks Pape-Dawson’s fourth in Florida, further strengthening its capabilities and enhancing the comprehensive services available to clients across Florida. An established leading provider of civil engineering, surveying, and related professional services, Pape-Dawson has strategically expanded its presence in Florida through acquiring Poulos & Bennett (2023), GradyMinor (2024), and Morris Engineering (2025). Bonnett

Design Group brings specialized expertise in landscape architecture and planning, allowing the firm’s Florida teams to offer an enhanced, one-stop approach to infrastructure and land development projects. “The addition of BDG strengthens our commitment to providing our Florida clients with comprehensive, multidisciplinary services,” said Trey Dawson, president of Pape-Dawson. “Together, we will elevate the value we bring to our clients and deliver design solutions that merge Bonnett Design Group’s visionary community planning with engineering precision.”

“Joining Pape-Dawson marks an exciting new chapter for us,” said Todd W. Bonnett, Principal of Bonnett Design Group. “Our shared values, combined strengths, and expanded resources will empower us to deliver even more impactful, sustainable designs throughout the state.” “We’re thrilled to welcome Todd and the talented team at BDG to the Pape- Dawson Florida family,” said Lance Bennett of Orlando-based Poulos & Bennett, a Pape-Dawson Company. “We look forward to collaborating and building an even stronger network of expertise for our clients and communities.”

confirming that all registrations align with the new business structure. You will also need to formally notify the Secretaries of State of any changes in stock classes or the number of shares issued/outstanding, entity name, or principal office address. Professional licensing boards must be informed of new leadership, changes in ownership, or other qualifying details that could affect firm licensure. Overlooking these steps can result in penalties, lapses in good standing, or even license suspension, all of which can disrupt M&A is a huge opportunity, but only if state compliance is part of the blueprint. Deals are becoming more complex, especially with new ownership models and multi-state operations. Firms that place state compliance at the center of their strategy will be in a much better position for long-term success. If you are planning to explore a transaction, now is the time to bring in your advisors and map out your state compliance plan. It is one of the best moves you can make toward the success of your deal. ACCELERATE YOUR DEAL’S SUCCESS operations and decrease return on investment. POSITION YOUR DEAL FOR SUSTAINED VALUE Join us for our upcoming webinar, Strategic M&A Planning: State Compliance in A/E Transactions, where a panel of state advisory, M&A, and tax experts will break down the compliance considerations that can make or break a deal. Whether you’re preparing for a leadership transition, a partner buyout, or a full merger or acquisition, understanding state-specific requirements is essential. SN’s panel will help attendees address and manage these complexities with confidence, positioning your transaction for long-term success. Karen Poist, CPA, is managing director of state advisory services at Stamaugh Ness. Connect with her on LinkedIn.

KAREN POIST, from page 3

remedies such as voluntary disclosure agreements or settlement strategies before moving forward. Cleaning things up ahead of the deal can help avoid price adjustments, escrow holdbacks, or, worse, no deal. A/E LICENSING AND ENTITY STRUCTURE: WHAT YOU MUST KNOW BEFORE M&A Licensing for architecture and engineering firms varies by state, with each state having its own requirements. Some states license both the firm and individual professionals, while others have rules on who can own or control the business. On top of that, certain entity structures, such as PCs, PLLCs, or LLPs, have naming rules and ownership restrictions. Changing ownership and entity structures through the M&A process can unintentionally void a firm’s professional licenses if you are not careful. HOW DEAL STRUCTURE CREATES NEW STATE TAX EXPOSURE State and local tax planning often gets less attention than federal tax, but it is just as important. A poorly structured deal can lead to unexpected exposure to state income tax, franchise tax, sales tax, gross receipts tax, or even employment tax. M&A activity can also expand your footprint into new jurisdictions, bringing new filing obligations and compliance you did not plan for. POST-CLOSING COMPLIANCE: FINAL STEPS TO PROTECT M&A VALUE The work does not stop once the deal closes. Finalizing an M&A transaction requires careful attention to post-closing compliance tasks that are just as critical as the upfront due diligence. This includes filing final state and local tax returns for dissolved or merged entities, closing out old tax accounts, and

THE ZWEIG LETTER DECEMBER 1, 2025, ISSUE 1611

FROM THE FOUNDER

AEC firms thrive when marketing, HR, finance, and IT stop acting as support functions and start driving strategic growth. Redefining the mission of “support” staff

W hen I was the head of marketing and human resources management for two different design firms earlier in my career, I never cared for what we did being considered “support” functions. That implied second class citizen status as far as I was concerned. Not to say I didn’t recognize the importance of the design and technical functions of our firm, and the fact that THAT is what our businesses did and got paid for.

Mark Zweig

That said, just because we are in the business of engineering, architecture, landscape architecture, planning, environmental consulting, and land surveying, it does NOT have to mean that marketing, finance, human resources, and IT are LESS important, or have less potential to significantly impact the success of the firm. For that to be true, however, it can’t be “business as usual” for these functions in terms of how they are typically managed. They each require a redefinition of their mission and new expectations from management IF their roles are to be elevated to a higher than “support staff” function. For example, I have often been critical of how human resources functions in the typical AEC firm. While HR managers and staff have potential to be game-

changers for the firms they work for, they are far too often relegated to a role of paper-pushing and telling management what they cannot do for liability reasons. One reason why this is the case is the people who head up those areas went into that field in the first place because “they like people.” That is not what is going to propel the firm forward with a strategic advantage. I would rather have someone in that role who “likes BUSINESS ,” and sees their role as building the best, highest-performing team (the firm’s employees) they can get at the lowest possible price. That MISSION for HR is what is going to make you money. And that is going to take aggressive recruiting

See MARK ZWEIG, page 6

THE ZWEIG LETTER DECEMBER 1, 2025, ISSUE 1611

ELEVATE THE INDUSTRY®

TRANSACTIONS SIGNAL HILL EQUITY PARTNERS INVESTS IN LEADING ARCHITECTURE AND ENGINEERING SERVICES FIRM, KLUBER ARCHITECTS + ENGINEERS Signal Hill Equity Partners, a middle- market private equity firm that invests in AEC and essential service businesses, is partnering with Kluber Architects + Engineers to expand its national architecture, engineering, and design platform. Kluber will partner alongside two previously established Signal Hill investments, CSArch, a prominent AEC services provider to the education sector, and ZMM Architects, a trusted firm primarily serving education and municipal clients. Together, the partnership unites more than 160 professionals across nine offices delivering comprehensive AEC services to clients within the social infrastructure sectors throughout the Northeastern and Midwestern U.S.

Established in 1988, Kluber is an integrated, values-driven, architectural and engineering firm designing in the governmental, education, health services and private sectors. Kluber is led by Michael Kluber, president, Don Ware, vice president and secretary, Chris Hansen, vice president, Rachel Whelan, Clayton Haldeman, and Jeff Bruns. Each of Kluber’s leadership team members will continue to collectively lead the organization following the transaction and execute their long-term growth objectives. “We are thrilled about what this partnership means for our clients,” said Mike Kluber, president of Kluber Architects + Engineers. “While many firms talk about their national reach, Kluber has always believed that real expertise comes from truly understanding the

communities we serve. We’ve been serving our community for decades, have delivered powerful results, and our clients count on us. This partnership with an outstanding group of professionals allows us to keep doing what we do best, but with more resources behind us.” Ahmed Abdel-Saheb, managing director with Signal Hill, noted, “We are excited to partner with the Kluber team in what marks an important step in broadening the reach and capabilities of our A/E platform. Kluber brings decades of experience delivering innovative design solutions for municipalities, public safety, healthcare, and education clients across Illinois and the Midwest. We’re honored and look forward to supporting their team as we continue building a platform that delivers lasting impact nationwide.”

Then there is finance and accounting. Are they there just to report past numbers and offer no plan for how to make things better? I don’t think so. And are they relegated to managing the existing (flawed) ownership transition plan that probably won’t work, and negotiating with the firm’s bank over a quarter point interest rate adjustment that won’t make any material difference in the success of the firm? They shouldn’t be. They should instead be focused on how to facilitate the growth and profitability of the business. Their MISSION needs to be maintaining the capitalization of the firm and maximizing shareholder value, not just being robotic historians that give you all the numbers and get your tax returns filed. And IT – are they there just to be sure your hardware and software all works like it should and to guide you through conversions from Microsoft to Google or vice versa? That’s the way it works in most companies in this business. Instead, their MISSION should be driving efficiency throughout the entire operation and figuring out how to capture and store information that gives the company a strategic information advantage in the markets it serves. That should be a critical part of the company’s strategy to support growth and increase its value. And what about creating software products that could actually be revenue generators for the company? It’s been done before. How about turning your IT from a cost to a revenue generator? I could go on but I hope you get the idea. If you want these other functional areas in your business to be all that they can be, you need to stop thinking of them as “support roles.” Maybe if you can do that, you will be able to figure out what kind of people you really need to be leading these areas versus just following the playbook for non-differentiating mediocrity that could be holding back the success of your enterprise. Think about it. Mark Zweig is Zweig Group’s chairman and founder. Contact him at mzweig@zweiggroup.com.

MARK ZWEIG, from page 7

and shortening up the time to fill any role management deems needs filling as quickly as possible. And HR people have to stop embracing nonsense like once a year performance reviews (something management and employees alike hate, and that mean nothing), and instead train managers on how to tactfully deliver immediate feedback, good and bad, to the people who work for them. I can say the same thing about bureaucratic policies and practices around pay increases. If someone needs a raise, do it now. If they need four raises this year, do that, also. Bonus programs need an entire rethinking as well. Where did the idea come from that management’s job ends at deciding who gets the money and who doesn’t? Their real job is to get everyone performing at a high level, not just reward people differently. And why isn’t HR advocating for open-book management? Everyone who has ever done it knows it both builds trust for management and trains everyone in how the company makes or doesn’t make money, yet HR people barely make a whisper about it, ever. Or how about marketing? Is marketing’s job in an AEC firm just to support the architects and engineers and others who SELL work? I don’t think so. Marketing’s MISSION should be to create the situation where no one from the business ever has to make a sales call, and instead where all new clients reach out to the AEC firm for help because marketing has done its job. If you don’t think that’s possible, I beg to differ with you. It’s not going to be possible if marketing is defined strictly as a support job, however! Marketing needs to be constantly experimenting with new ways to educate the firm’s targeted client types so they will call when they have a need – LEADING the charge instead of following people (the engineers and architects) who may know how to sell but haven’t been trained in marketing at all. It’s all backward in the typical AEC firm!

THE ZWEIG LETTER DECEMBER 1, 2025, ISSUE 1611

OPINION

Performance reviews become powerful when they shift from box-checking to growth, clarity, and genuine investment in people’s long-term success. Next-level performance reviews

E arly in my career, I didn’t give performance reviews much thought. They felt generic, and I was confident that I was performing well. Nothing seemed to come from them – just templates, goals set by someone else, and leadership language copied and pasted. Sure, the merit increase mattered, but the review itself felt like a box to check.

Mercedez Thompson, MA, CP APMP, Shipley BDC

About five years ago, that changed. I wanted more from my performance review because I wanted more from my career. After a decade in marketing and proposal management, I was ready to explore what was next. Would I move toward business development and client-facing work? Dive into the technical side with project management? Lead a team of proposal professionals? Stay in proposal management but focus on the pursuits I found most rewarding? Or pivot to corporate marketing and communications? There were plenty of career paths to consider – but my current reviews weren’t helping me find clarity. So, I approached the process differently. From the perspective of an employee seeking a collaborative, meaningful review experience, my first

step was to track my own performance and create a short presentation highlighting my impact. I built a five-slide deck that included: ■ Goals I’d set for myself and the progress I’d made on them

Major proposals and projects I’d worked, including big wins and their value Direct feedback from internal clients and teammates

■

■ Side projects and leadership initiatives beyond my core role – professional development, conferences, mentoring, marketing collateral, AI initiatives, and more

See MERCEDEZ THOMPSON, page 8

THE ZWEIG LETTER DECEMBER 1, 2025, ISSUE 1611

ELEVATE THE INDUSTRY®

■ Target goals – short- and long-term, discussed and agreed upon collaboratively rather than a copy and paste from a job description ■ Actionable steps to reach those goals, setting us up for success in the next review This approach transformed something stagnant into something meaningful. It helped me learn more about my team – who wanted to stay in their current role, who wanted to try something new, who wanted to mentor others, and who wanted to expand industry expertise. This insight is invaluable for developing staff and improving retention. People want to work for someone who is invested in their success and paying attention to their goals. It also made tough conversations easier. Discussing weaknesses and areas for improvement didn’t dominate the review because the structure led naturally to actionable steps for growth. The focus shifted from problems to progress. Exceptional performance reviews aren’t just about checking a box – they’re about creating clarity, building trust, and driving growth. Whether you’re an employee or a manager, investing time and thought into the process pays off in stronger careers, stronger teams, and stronger organizations. Mercedez Thompson, MA, CP APMP, Shipley BDC, is the regional proposal manager, Northeast at Michael Baker International. Connect with her on LinkedIn.

MERCEDEZ THOMPSON, from page 7

■ Connection to the bigger picture, linking my performance to my job description and the firm’s leadership values This preparation helped me advocate for myself and made the conversation more productive and structured. Most importantly, it demonstrated to my manager that I was serious about my growth. Earlier this year, I had the opportunity to look at the performance review from the other side when I was promoted to a regional manager. Like any first-time people manager, I wanted to put my best foot forward and show my team that I was invested in their growth and development. I wanted to approach the review process with curiosity and openness – focused on where each staff member wanted to learn and grow. So, I asked myself: What do I need to know to take these reviews to the next level and make them meaningful – for my staff, for myself, and for our entire team? I created a OneNote for each staff member that included: ■ My understanding of what had been done that year and key accomplishments ■ Feedback from real people on real projects – I just copy and paste these into this OneNote throughout the year ■ Areas for development or opportunities to improve from my perspective

THE ZWEIG LETTER DECEMBER 1, 2025, ISSUE 1611

OPINION

Transforming into an executive

Success in leadership comes from embracing change with courage, staying flexible, communicating openly, and continuously moving forward.

M ost executive promotions follow a similar pattern: First, a boss approaches you to let you know you’ve been tapped for an executive role. Second, you get excited because gosh darn it that’s what you’ve been working for! Third, the realities of the position set in and you start to wonder if you are capable. Fourth, you start preparing yourself for the new role by working the hardest you’ve ever worked in your life. With all the new responsibilities and competencies needed, your brain is always moving. Fifth, assuming you put in the work mentioned in No. 4, you prove you are capable of the role and get the promotion. The work doesn’t stop, but it gets easier over time until eventually you cement yourself in that position – only for it to happen all over again when you get to the next level!

Matt Verderamo

It’s really an exciting process, and I was fortunate to watch two high-potential 20-somethings go through it this past week. We were in a strategic planning session where these two awesome guys were invited for the first time. They have a big opportunity in front of them. As I observed their body language, tone, and overall demeanor, I was reminded that, if you want to be an executive, you really need to handle growth with grace and maturity. It’s going to be scary, but you

must be able to overcome that fear and go out and take action. You can’t let fear cripple you! These guys nailed it. There are a couple other keys to succeeding as an executive that I have noticed in my work with top contractors around the country. If you want to succeed as an executive, I urge you to work on them immediately.

See MATT VERDERAMO, page 10

THE ZWEIG LETTER DECEMBER 1, 2025, ISSUE 1611

ELEVATE THE INDUSTRY®

BUSINESS NEWS NARRO ASSOCIATES EXPANDS FURTHER SOUTH WITH OPENING OF A NEW LONDON STUDIO Narro Associates, a leading structural and civil engineering consultancy renowned for its expertise in conservation engineering, announced the opening of its seventh location, this time in the heart of London. Building on the success of its existing offices in Edinburgh, Glasgow, Inverness, Stirling, Aberdeen, and Newcastle, the London studio marks a significant milestone in Narro’s continued growth and commitment to delivering specialist structural and civil engineering consultancy services across the U.K. The London team will be led by Managing Director Ben Adam and Associate Director Lily Erskine. Both Ben and Lily are Conservation Accredited Engineers, having demonstrated their commitment to the preservation of the

built environment, and the protection of historic structures. The studio will build on Narro’s four decades of experience by focusing on conservation-led projects, as well as opportunities in the cultural sector, such as museums, galleries, and events spaces. “Opening a studio in London is a natural next step for Narro,” said Adam. “We’ve built a strong reputation for our conservation and cultural sector expertise, and we’re excited to bring that experience to a city with such a rich architectural heritage. We have one of the largest teams of CARE engineers of any practice in the U.K. We also have a fantastic team across the Practice. While Lily and I are heading up the initial London team, we will also have an extensive team of over 80 engineering staff across our other locations. I’m confident that Narro is well-positioned

to contribute meaningfully to London’s built environment, and that we have the capabilities and experience for projects of all sizes.” Erskine added, “I’m absolutely thrilled to be part of this new chapter for Narro. We’re passionate about working with heritage infrastructure, and London offers an incredible variety of historic buildings and cultural institutions. I’m excited to work on projects that celebrate and protect that heritage.” With a team of 100 professionals across the U.K., Narro Associates continues to champion sustainable and sensitive engineering solutions. The London studio will serve as a hub for collaboration with architects, heritage consultants, and cultural institutions, reinforcing Narro’s dedication to thoughtful design and technical excellence.

I’ve also seen plenty of new executives feel frustrated when they have ideas that the business doesn’t pursue. Sometimes it comes down to a leader who isn’t listening (which sucks, by the way), but more often it comes down to the fact that you’re new in the position, and while your ideas are appreciated, they don’t fit with the direction of the business right now. In both scenarios, I’ve noticed that new executives will stop speaking up; they don’t ask for help or bring new ideas to the executive team like they used to. They start to get sad, frustrated, or upset because of all the new things going on around them. While I can totally relate and appreciate that feeling of keeping quiet in the face of struggle, I think the other key to being a new executive is to speak up. First, no one can help you if they don’t know you’re struggling. Second, no one can know you’re frustrated about not having your ideas heard if you don’t speak up and say something! Third, the business will never pursue your ideas if you don’t say them. If you notice yourself getting quiet, I would urge you instead to speak your mind. I think you will find it to be a rewarding experience that reinforces your executive abilities rather than detracting from them. GO GET IT. Remember: if you want to achieve great things, it is going to take great effort. You’re going to need to do things you’ve never done before, work with people to accomplish serious goals, and learn every step of the way. If you can handle change with grace, be flexible, and speak up, you will set yourself up to succeed. Go get it today. That’s the only way to get started. Matt Verderamo, MS is a consultant at Well Built Construction Consulting. Connect with him on LinkedIn.

MATT VERDERAMO, from page 9

BE FLEXIBLE. For leaders and business to succeed, they must stay agile and open to change. And I’m not talking about the unnecessary change that comes with not being able to make up your mind as a business – because there are companies like that and it’s definitely frustrating. I’m talking about change like evolving market conditions that hurt backlog, key people leaving for one reason or another, or new, awesome people joining and giving your business a jolt of energy and a compelling reason to pursue new service offerings – maintaining your strategic direction through all of this is a challenge! No matter who you are. As an executive, you typically have two options: 1. You can pout and complain. “Why do things keep changing?! Why can’t we just stick to one direction?!” 2. You can be flexible. Flexible executives are highly valuable because they maintain their composure in the face of change. Which means their teams maintain their composure too! And when you have large teams of people holding strong in the face of change, you’ve got a business ready to reach the moon. It’s really simple: To be a great leader and executive you must be flexible. SPEAK UP. It’s hard to be a new executive. It’s a whole new set of responsibilities and expectations for yourself and others, which can be stressful and confusing. And since you’re trying to prove you can do the role, you may consider keeping that stress and confusion to yourself.

THE ZWEIG LETTER DECEMBER 1, 2025, ISSUE 1611

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