TZL 1570 (web)

January 27, 2025, Issue 1570 WWW.ZWEIGGROUP.COM

TRENDLINES

Regional salary differences

6.0%

5.0%

4.0%

3.0%

High-performing firms that embrace technology solutions are seeing transformative results across their operations. Growth without growing pains

East Central West

FIRM INDEX Barghausen Consulting Engineers.........9 Colliers Engineering & Design.....................4 Core States Group...............................................9 Derck & Edson, LLC............................................9 Garver........................................................................... 11 Geosyntec Consultants....................................4 MG2 ..................................................................................4 MORE ARTICLES n JAVIER SUAREZ: Baby steps for managing content Page 3 n MARK ZWEIG: Recruiting and hiring more effectively Page 5 n JANE LAWLER SMITH: Marketing for the win Page 7 n MATT GROSS: Strategies for success as tech advances Page 10 According to Zweig Group’s 2025 Salary Report of AEC Firms , firms in all regions of the U.S. saw fairly consistent salary trends. Firms in the Eastern region of the U.S. saw the highest increase at 5.87 percent followed by firms in the Central U.S. at 5.49 percent. Firms in the West region saw the lowest rate of increase at 4.35 percent. Participate in a survey and save 50 percent on the final or pre- publication price of any Zweig Group research publication.

I n the architecture and engineering sector, bigger doesn’t always mean better – unless you have the right foundation. As projects grow more complex and client expectations evolve, industry leaders are discovering that technology infrastructure makes the critical difference between scaling smoothly and struggling under their own weight. THE LEADERSHIP DILEMMA: MANAGING SCALE WITHOUT SACRIFICE. Firm boardrooms face a complex balancing act today. They must drive growth while retaining top talent, maintain profit margins while investing in innovation, and reduce business risk while expanding operations. In our recent webinar, Unlocking Growth and Margin: The Advantage for AE Firms , Zweig Group and sa.global explored how leading firms are addressing these challenges. WHEN SUCCESS BECOMES YOUR STRESS TEST. Growth presents dual challenges of volume and complexity that can strain even the most well-established firms. As organizations expand, they face an exponential increase in HR demands, from recruitment cycles to retention programs. Operations become more intricate, with multiplying contracts, project setups, and invoicing processes requiring careful coordination. Meanwhile, the need for consistent proposal development and thought leadership intensifies, all while managing an ever-growing IT infrastructure. Technical leaders often find themselves navigating increasingly complex business requirements. This complexity manifests in more sophisticated rules, diverse project opportunities, and the need for enhanced business support capabilities that can quickly overtake traditional management approaches. High-performing firms that embrace advanced technology solutions are seeing transformative results across their operations. According to Service Performance Insight’s 2023 Professional Services & Maturity™ Benchmark , these organizations report a 28 percent increase in bid- win ratios and a substantial 26 percent reduction in project overruns. Perhaps most notably, they’re achieving 50 percent improvements in margins and EBITDA, while new hires reach full productivity 19 percent faster than their competitors.

Chad Coldiron

Casey Shea

Stefanie Richter

See CHAD COLDIRON, CASEY SHEA & STEFANIE RICHTER, page 2

THE VOICE OF REASON FOR THE AEC INDUSTRY

CHAD COLDIRON, CASEY SHEA & STEFANIE RICHTER, from page 1

FROM THEORY TO PRACTICE. Consider the transformation of a 400-person engineering firm who found themselves constrained by legacy systems that created data silos and forced reliance on manual processes. Their growing project volume demanded better visibility across financials, project progress, and customer trends, while manual workflows between systems added complexity and risk. Recognizing the need to stay competitive and prepare for an AI-driven future, they embarked on a comprehensive modernization initiative with the Microsoft Industry Cloud for Architecture and Engineering. Their journey demonstrates the tangible benefits of integrated technology solutions. They experienced:

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

■ A 30 percent reduction in overhead expenses

Improved operational efficiency

■

Enhanced security measures

■

■ Real-time visibility into project performance

This success story illustrates how strategic technology investment can create immediate operational improvements while building a foundation for sustained growth. THE AI ADVANTAGE: PREPARING FOR TOMORROW. The Microsoft Industry Cloud for Architecture and Engineering includes AI capabilities like Copilot that enhance operational efficiency and predictive analytics. Forward-thinking firms are implementing data-driven project delivery systems and integrating AI into daily workflows. By establishing strong technology partnerships, these organizations are positioning themselves to maintain their competitive advantage as the industry continues to evolve. BUILDING A CULTURE THAT SCALES. Technology transformation succeeds when paired with cultural evolution. Progressive architecture and engineering firms are adopting transparent management practices and sharing data to align teams and boost engagement. This approach proves especially valuable during leadership transitions, where clear communication and data visibility become crucial for maintaining organizational momentum. TAKE THE NEXT STEP. Our on-demand webinar offers deeper insights into how leading firms are transforming their operations through technology. You’ll discover practical solutions for consolidating fragmented systems, strategies for building scalable operations, and implementation insights from successful firms. Most importantly, you’ll gain step-by-step guidance for your own technology adoption journey. Ready to learn how the Microsoft Industry Cloud can support your firm’s growth journey? View the webinar to learn more or schedule a complimentary consultation to discuss your specific needs. Also, connect with our experts on LinkedIn to continue the conversation about scaling your firm effectively. Chad Coldiron is a principal and director of development at Zweig Group. Connect with him on LinkedIn . Casey Shea is a service-centric industry GTM strategist at sa.global. Connect with him on LinkedIn . Stefanie Richter is a business development and Microsoft partnership manager at sa.global. Connect with her on LinkedIn .

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THE PRINCIPALS ACADEMY Elevate your ability to lead and grow your firm with this program designed to inspire and inform existing and emerging AEC firm leaders in key areas of firm management leadership, financial management, recruiting, marketing, business development, and project management. Join us February 12-13 in Hilton Head, South Carolina. Click here to learn more!

THE ZWEIG LETTER JANUARY 27, 2025, ISSUE 1570

OPINION

Baby steps for managing content

T he concept of managing data in the second decade of this century can be daunting. As a society, we are living, breathing, eating, and sweating information. Overload may be too nice of a word to describe the daily data consumption for folks in all walks of life, even more so for marketers in the AEC industry. Instead of trying to fix “the big problem,” we should handpick issues that we could have a decent chance of addressing successfully.

Javier Suarez

Two quotes come to mind, one by Nobel Memorial Prize winner Herbert A. Simon who said, “a wealth of information creates a poverty of attention,” and the other from American writer, consultant, and professor Clay Shirky who said, “It’s not information overload. It’s filter failure.” Both statements narrow down the main issue to noise reduction so we can successfully assimilate a manageable amount of data. In the data game, we are both culprits and victims. We complain constantly about being overwhelmed by so much information but often ignore the fact that we are addicted to sharing as much content as possible and thus contributing to “the problem.” But can we afford to scale back on both sides – share less content and consume less content – and how much are we affected by the fear of missing out, or FOMO?

PUSH – OUR CONTRIBUTION TO THE NOISE. Looking through an ethical lens, we should address content development and sharing as nothing short of intentional. It must be our responsibility to only push content that has a valid and specific purpose and provides value to the intended audience. In the AEC industry, we are failing in this regard as we treat this process as transactional: “I have one piece of content, therefore I must put this out there as soon as possible.” Why shouldn’t we stop to consider if we are saying something worthy of consumption? Why shouldn’t we stop to figure out if this piece of content can and will be filtered through the noise? Why shouldn’t we scale back and only contribute impactful messages that transcend the passive threshold and are actually “actionable”? Why shouldn’t we stop

See JAVIER SUAREZ , page 4

THE ZWEIG LETTER JANUARY 27, 2025, ISSUE 1570

TRANSACTIONS COLLIERS ENGINEERING & DESIGN FINALIZAES AGREEMENT FOR MG2 TO JOIN ITS TEAM Colliers Engineering & Design, a national multi-discipline engineering, architecture, design and consulting firm, has finalized an agreement with MG2, a commercial architecture, interior design, and branding firm, to join its firm. Headquartered in Seattle, Washington, MG2 has been serving its clients with excellence since 1971. “We invest in relationships to promote sustained growth and success, and are thrilled to have MG2 join Colliers Engineering & Design,” said Kevin L. Haney, PE, president and CEO, Colliers Engineering & Design. “This agreement will enable us to continue driving market growth as a top-tier national commercial industry leader, provide clients with exceptional commercial design services, and accelerate communities nationwide.” “With expanded regional presence and combined resources, we’ll be able to cross-sell our services, create diverse opportunities for our people, and better serve our clients,” added Haney.

MG2 operates seamlessly across seven offices. Their award-winning team of strategists, creatives, and technical experts work together to solve problems, design and build solutions, and bring client visions to life. “Our greatest strength lies in our people, our clients, and our commitment to helping them succeed,” said Mitch Smith, AIA, LEED AP, CEO and chairman of MG2. “Now, this strategic step provides our people with expanded opportunities to do their best work.” “We are thrilled to be joining Colliers Engineering & Design at this pivotal moment in our firm’s history,” said Russ Hazzard, AIA, president, MG2. “We are elevating the capacity, expertise diversity, and sophistication of our practice, enabling us to better serve our clients now and in the future.” The addition of MG2 allows Colliers Engineering & Design to expand its presence on the West Coast. For more than 50 years, MG2 has been elevating everyday life, and the firm’s long-term client relationships and unparalleled expertise will position Colliers

Engineering & Design for continued growth throughout the country and around the globe. Current MG2 leadership will become senior partners within Colliers Engineering & Design, maintaining the company’s integrity and culture. Mitch Smith and Russ Hazzard will hold executive positions within the firm, and MG2 will be rebranded as Colliers Engineering & Design at a future date in 2025. Colliers Engineering & Design, an affiliate of Colliers International, is a leading multi-discipline engineering and architecture, consulting and design firm serving public and private clients. The firm’s comprehensive suite of services are strategically delivered through a regional network of over 75 offices across the United States. Colliers Engineering & Design’s service divisions include: buildings, civil/ site, geotechnical/environmental, governmental, infrastructure, project/ program management, survey/ geospatial, telecommunications and utilities/energy.

that you will never fully read. I must have done this many times, but I stopped – and I am still here successfully functioning as a marketer in the AEC industry. BABY STEPS – CONQUERING THE OVERWHELMING SYSTEM. We are all too close to the action to see things clearly. Too much information, a drowning influx of data, and an overbearing amount of content. Taking a few steps back to have a different perspective is warranted. A common mistake we all make is trying to fix “the big problem.” We should handpick issues that we could have a decent chance of addressing successfully. Basically, taking baby steps to travel a short distance from point A to point B instead of trying to travel around the world in 80 days. In the movie What About Bob? , Bill Murray’s character (Bob) suffers from several debilitating phobias. In a pivotal scene, Bob has a hard time picturing going from the doctor’s office to his apartment. His therapist suggests he takes baby steps focusing on one small goal at a time. Bob takes baby steps to the door, then baby steps down the hallway, etc. In the massive web of algorithms, let’s be Bob, pick one thing, address it, then move on to the next. When we add a bunch of baby steps they amount to a decent trek. Start walking! Javier Suarez is a principal corporate marketing manager with Geosyntec Consultants. Contact him at jsuarez@geosyntec. com.

JAVIER SUAREZ , from page 3

sharing the same type of content as everyone else? Maybe this is the way we become good neighbors and work toward the common goal of sharing information we can all consume without feeling stressed – and bored. Like my stance with SOQs, I say we stop sharing content you could just replace the logo with any other and the message would be the same. PULL – FILTERING OUT THE NOISE. “Less is more,” at face value, may not be an alluring strategy but still applicable at some degree. We are compelled to be, at the very least, “in the know” in this industry. This leads to a movie-like scenario; did you watch Everything Everywhere All at Once ? That is exactly what it feels like when discussing the reading/browsing habits of marketers; it literally seems everyone is engaging with the exact same things. Why? I think it’s FOMO and you should stop. One thing I admire about the more recent generations is that they do not wait to step out of a situation they do not want to be a part of. When a millennial starts a new job, if it is not the right fit, they do not waste time before looking for a new one. Older generations functioned on the premise that they had to stick it out for a significant amount of time. Applying this approach, if you engage with sources which are not providing meaningful and actionable information, stop! I promise you will not miss anything. Be picky, selective, and intentional, not a hoarder and archivist. I know it feels good to save that 100- page report on social media trends on your OneDrive folder

THE ZWEIG LETTER JANUARY 27, 2025, ISSUE 1570

FROM THE FOUNDER

If you want the best people, you have to sell – the company, the role, and the location – and move fast when you get a good one! Recruiting and hiring more effectively

I regularly stay in touch with a young fellow who works for one of our competitors whom I met about four years ago when he was working for a different company.

I have been impressed with the guy since I first spoke with him. He’s a very talented and capable individual who is also very introspective. And he is also a great writer who is unusually capable at expressing himself through his writing. Exactly the kind of person we like to hire on our consulting/advisory team – especially when you combine that with significant work experience in a firm that is part of the market we serve. And he has been very successful in his new job over the past year and brought in a bunch of new clients. The point is this: We could have hired him ourselves had we moved faster. And there have been other situations like this that I have experienced over my long career, both in businesses I am involved with and even those I ran. A big part of leadership and creating a successful company comes down to building the right team. Recruiting and hiring processes have to

be designed in recognition of that fact and work to create a favorable impression on the best people in the industry – those looking for new roles and those who aren’t. That takes SELLING . And effective selling means you take the friction out of the process and strike when the iron is hot. I have long felt that too many AEC firms have a hiring process designed to keep bad people out moreso than to get good people in. I can – at least in part – blame the involvement of HR people who often have a negative bias (probably because they have to deal with all the problem people). In any case, I have always felt marketing people need to be more involved in recruiting than they typically are. It’s just too important of a function to ignore their input entirely as is typically the case. In my role at The Walton College, where I teach

Mark Zweig

THE ZWEIG LETTER JANUARY 27, 2025, ISSUE 1570

BUSINESS NEWS AECOM APPOINTED BY THAMES WATER TO NEW £400 MILLION PROFESSIONAL SERVICES FRAMEWORK AECOM, the trusted global infrastructure leader, announced its appointment by Thames Water to a new professional services framework in the U.K. This new £400 million framework, FA1980, covers asset, capital and engineering professional services, and brings together a series of separate Thames Water frameworks under a single package. Thames Water is the utility responsible for the water supply and waste-water treatment across much of south-east England, including London and the Thames Valley. This new framework will aid the utility’s efforts to improve water and wastewater services, upgrade infrastructure, prevent leakages and pollution, and enhance the environment, as it seeks to deliver its overall 2025-2030 business plan for the U.K.’s Asset Management Plan Period 8 regulatory period. “We’re proud to support Thames Water’s modernization and sustainability objectives as we extend our critical role in delivering AMP8 upgrades across the UK,” said Beverley Stinson, chief executive of AECOM’s global Water business. “AECOM stands as the industry’s top water supply firm, and our teams possess the unsurpassed technical capabilities and local track record needed to assist Thames Water in transforming a vast

array of infrastructure that serves approximately 16 million customers.” AECOM has won a position as the lead consultant on three lots under FA1980, with Arcadis and GHD serving as subconsultants. AECOM has also been appointed as a subconsultant on a fourth lot under a workshare agreement with Arcadis serving as lead. The new framework will run for a five-year period, with an option to extend for a further three years. “This appointment is the latest step in our long-standing relationship with Thames Water, building on our work on previous frameworks while providing AECOM with the opportunity to expand our services on this new one,” says Colin Wood, chief executive of AECOM’s Europe and India region. “We continue to expand our presence in the water sector, providing strategic advice and technical expertise to help our clients deliver efficient, resilient and impactful outcomes. The expanded FA1980 framework enables us to bring our full breadth of specialist services to support Thames Water in the delivery of its asset and capital delivery programs.” The three lots AECOM is leading include multi-disciplinary services, infrastructure-related engineering services and resources, and environmental services and resources, including secondment of personnel to Thames Water. The fourth lot, where AECOM is subconsultant, covers non- infrastructure-related engineering services and resources.

Preetinder Capital Procurement Business Partner at Thames Water, said: “We are delighted to confirm these critical framework awards, which will be used to source asset engineering and capital Dhanoa, professional services that are critical to the success of Thames Water’s AMP8 programme. This agreement will introduce a number of improvements to our previous arrangements, including driving value through innovation and partnership working.” The FA1300 framework, which AECOM had been appointed to prior to this restructuring, is among the Thames Water frameworks being combined into this new effort, and AECOM currently has 20 members of staff on secondment with Thames Water under this framework. AECOM is the global infrastructure leader, committed to delivering a better world. As a trusted professional services firm powered by deep technical abilities, we solve our clients’ complex challenges in water, environment, energy, transportation and buildings. AECOM’s teams partner with public- and private-sector clients to create innovative, sustainable and resilient solutions throughout the project lifecycle – from advisory, planning, design and engineering to program and construction management. AECOM is a Fortune 500 firm that had revenue of $16.1 billion in fiscal year 2024.

“A big part of leadership and creating a successful company comes down to building the right team. Recruiting and hiring processes have to be designed in recognition of that fact and work to create a favorable impression on the best people in the industry – those looking for new roles and those who aren’t. That takes selling.”

entrepreneurship and have done so for more than 20 years, I am part of a new, growing department. We are constantly recruiting new professors. I’m honored that they have allowed me to be the person who gets to show these prospects around town. I know this area and can sell it. I think I have been helpful to our hiring efforts. Too much is at risk to let job candidates see whatever they see when here without someone who really knows the housing market and schools. The bottom line is this: If we want the best people we have to act like a sports team. We need to sell – the company, the role, and the location – and move fast when we get a good one! Mark Zweig is Zweig Group’s chairman and founder. Contact him at mzweig@zweiggroup.com.

THE ZWEIG LETTER JANUARY 27, 2025, ISSUE 1570

OPINION

Marketing for the win

Marketing professionals are the unsung heroes of the AEC industry, driving synchronization, strategy, and success in securing projects.

I celebrated 25 years in marketing for an AEC-industry firm this year. This is a significant achievement and certainly brings some positive feelings along with it.

However, as I was fielding congratulations, I was also hit with current industry news that diminished the moment. The overall sentiment was reflected in recent articles from The Zweig Letter and can be summed up by these snippets: ■ “Skeptics still view marketing professionals as just overhead expenses. It’s time to view our marketing team not as a line item cost but as a pivotal resource driving substantial ROI.” (From “ Building Value ” by Kraig Kern.) ■ “We tend to restrict our marketing leader’s role to promotion, and not get their involvement in any of these other areas that greatly impact their success and/or that of the company.” (From “ More Marketing Involvement ” by Mark Zweig.) What is going on in the AEC industry where we are still questioning the value that our marketing professionals bring to our firms and industry?

One of the very first articles I wrote for The Zweig Letter (“ What’s New? ”) recognized the restrictions that were placed on architectural firms regarding promotion and specifically, advertising. I said it then and I’ll say it now – that was in 1909! These restrictions are long gone but the shadow they cast still looms over many firms. As an architect, engineer, landscape architect, or planner, there are myriad skills required to take a project from concept to completion. That is the core work of the AEC industry – creating technical plans to enable projects to be built. And that is a massive undertaking! However, there is a whole other set of skills required to secure those projects in the first place. That’s where your marketing professionals thrive. Consider another passage from a recent article: “Work consistently to reinforce the idea that those who

Jane Lawler Smith

THE ZWEIG LETTER JANUARY 27, 2025, ISSUE 1570

ON THE MOVE ORE STATES GROUP NAMES CHRIS JENSEN AS VICE PRESIDENT Core States Group – an integrated, industry-leading AEC firm that partners with some of the world’s most recognized brands – has named Chris Jensen as vice president. This announcement comes on the heels of Core States Group’s recent acquisition of Barghausen Consulting Engineers, LLC., where Jensen has served as vice president and principal engineer. Jensen has also joined Core States Group’s senior leadership team. “Chris has proven himself to be an exceptional leader with the Barghausen team for many years. I’m excited to have his voice, perspective, and leadership talent as part of our Senior Leadership Team at Core States Group as we build

the company’s future together,” said D. David Dugan, president and CEO at Core States Group. “Providing a level of service that is noticeably different than the competition has always been a focus for our team,” said Jensen. “This will continue to set our company apart as we combine our strengths, develop our team members, nurture a solid reputation, and generate value through every endeavor.” In August, Core States Group and Barghausen Consulting Engineers, Inc. formed an AEC powerhouse to drive innovation and improve everyday life for countless people. As Core States Group and Barghausen combine their strengths and resources under the Core

States Group brand, they are aligned in building a long-term strategy of developing market expertise, providing a collection of integrated services, and bringing a programmatic approach to their nationwide portfolio of projects. In his new leadership role, Jensen will continue to play a vital role in various commercial, residential, and mixed- use projects within Barghausen. Jensen specializes in multi-site, multi-state projects and leads a large team of skilled engineers who excel in producing results for extensive, fast-paced commercial development programs. He enjoys the relationship-building aspect of his role and seeks to create long-lasting partnerships with his clients.

get it have the right mindset and to ‘convert’ those who don’t. That means you have to keep sharing the vision of what the promised land looks like and how you will get everyone there. You need role models inside the organization for everyone else. And you need lots of education on business, why growth is necessary, how to sell, marketing, billing and collection, recruiting, project management, people management, and how to manage the firm.” (From “ Getting Your People to See the Big Picture ” by Mark Zweig.) By and large, these are your marketing people! From where I stand, we are the unsung heroes of the AEC industry which immediately led me to think of the coxswain. During the 2024 Summer Olympics, the event that most captured my attention was rowing. They call each team “the eight” – but there are actually nine. The coxswain is the non- Taking a look at the role of this ninth, officially unnumbered, teammate, I learned the coxswain keeps the rowers in sync. They are responsible for steering around obstacles and responding to the movement of the other boats around them. They coordinate the movements of all the other team members as well and are charged with motivating them to optimum performance. In addition, when out of the boat, the coxswain often takes the lead in regard to coaching and rowing styles, equipment, and technology. All this responsibility is on the shoulders of the only person in the boat who doesn’t row. Does this sound like someone in your organization? Marketers synchronize. Marketers troubleshoot. Marketers keep track of the competition. Marketers coordinate. Marketers motivate. rowing member of an eight-person rowing team. Never heard of a coxswain? I’m not surprised.

Just as your licensed technical professionals must adapt to advances and changes in their fields, marketers stay abreast of their own collection of best practices, trends, and creative approaches. Marketers handle all the details, before and after events, so the rest of the team can focus their time only on the event itself. Going further, the best marketers are also experts on AEC projects: project processes, project schedules, and the details of the actual projects in-pursuit, in-process, and completed by the firm. Principals and project managers know their own projects – those they have worked on and have responsibility for. Multiply that project load by the number of principals and project managers you have – current and past. That is the realm of your marketers. Now let’s talk about your project imagery and final photos, your client references, all of your outreach activities, and your firm culture with its stories and lore. Your marketers get it. And they have ways and means of communicating the big picture both externally and internally. This includes acting as an important conduit between technical staff and clients, supplying important translation services to best communicate from the realm of technical expertise to the world of the client. Sometimes this work is behind the scenes – when crafting proposals or collateral. In other cases, it is forward-facing, at conferences, trade shows, and sponsored events. If this is the point when you are tempted to proudly tell me that at your firm, your AIA, PE, PLA, and AICP staff handle all of these activities completely, I’ll direct you back to those eight- person teams. Picture them in the water, with their boats. One team with a coxswain and one without. Who do you think has the better chance of winning the race? Jane Lawler Smith, MBA, is the marketing manager at Derck & Edson, LLC. She can be reached at jsmith@derckandedson. com.

THE ZWEIG LETTER JANUARY 27, 2025, ISSUE 1570

OPINION

A mid relentless technological advancement and emerging challenges, what strategies and principles can help ensure your company’s success while protecting it from potential threats as it grows? Build success by fostering strong culture, investing in people and infrastructure, prioritizing cybersecurity, and planning strategically. Strategies for success as tech advances

INVEST IN PEOPLE AND A CULTURE THAT PROMOTES OWNERSHIP AND INNOVATION. No matter how great your strategy is, it will not overcome a poor culture. It’s critical that you understand that having the right people – those who care about the success of your company – is the best way to ensure continued success going forward. If people truly care, they will plan and make any necessary adjustments because they see the company’s success as their success. This principle applies not only to IT but to every aspect of business. Having people you can trust is crucial to creating and sustaining a great company. Part of having a robust culture is cultivating an environment where every team member feels a sense of ownership and is encouraged to innovate – where individuals take pride in their work and have the freedom and autonomy to make decisions, provided they align with the company’s values and standards. When people feel a sense of ownership,

they are more inclined to innovate and implement improvements, as they are more invested in the success or failure of their work. Conversely, nobody likes to be micromanaged. It restricts freedom, making individuals feel constantly monitored and unable to work, think, or act independently. CREATE REDUNDANCIES AND SHARED WORKLOADS/RESPONSIBILITIES. Avoid depending on a single employee, consultant, or contractor. Without failsafe and backup plans for your IT systems, you risk significant issues that can disrupt your company’s productivity. One approach to achieving this is by establishing a decentralized work team. This means distributing tasks among team members and ensuring backups for key processes. There’s a saying in IT, “Two is one and one is none,” which implies that if you only have

Matt Gross

THE ZWEIG LETTER JANUARY 27, 2025, ISSUE 1570

ON THE MOVE HLB WELCOMES KEVIN FRARY AS DIRECTOR IN SEATTLE HLB Lighting Design, the largest independent lighting design firm globally, announced the appointment of Kevin Frary as director, marking a strategic step in expanding its presence in Seattle and the Pacific Northwest. Frary brings more than two decades of experience in architectural lighting design, contributing to award- winning projects that combine technical innovation and artistic excellence. Frary’s career includes leading design teams for high-profile projects such as the Burj Khalifa, the Portland PDX Main Terminal Expansion, and the Expedia Group Headquarters. His expertise spans diverse project types, from corporate headquarters to civic landmarks, both domestically and internationally.

As HLB continues its mission to enhance its geographic footprint globally and strengthen client relationships in emerging markets, Frary’s leadership will play a pivotal role in shaping the firm’s future. “Joining HLB marks the exciting next phase of my career – an opportunity to collaborate with a team whose work I have long respected and admired,” Kevin shares. “I am eager to contribute to the firm’s growth, helping expand its presence and portfolio in Seattle, the Pacific Northwest, and beyond. With a deep appreciation for HLB’s legacy, I look forward to helping shape the future of lighting design with such a visionary firm.” HLB Senior Principal and CEO Carrie Hawley states, “We are thrilled to have Kevin join our team as a director in Seattle. His remarkable expertise and

proven ability to drive innovation align perfectly with our vision for growth and excellence in the Pacific Northwest. We are confident Kevin will help us deliver transformative design experiences and look forward to this exciting new step in establishing better care to our clients in a region we have been developing for 20 years.” Frary’s appointment reflects HLB’s commitment to delivering transformative lighting design experiences that redefine the built environment and elevate client partnerships while strengthening its presence and impact worldwide. Founded in 1968, HLB Lighting Design is the largest independent architectural lighting design firm in the world.

one of something, you effectively have none when it comes to hardware, systems, processes, and other resources in your business. COLLABORATE WITH YOUR CLIENTS. Whether your clients are external or internal, such as an IT team within a company, it’s crucial to understand how to best support them. An internal services group (IT, HR, finance, marketing, legal, etc.) exists to support their internal clients. Embracing this mindset will help your team become a trusted resource to the employees they work with, allowing your support team to gain a deeper understanding of business challenges and implement solutions for improvement. One way to achieve this is by establishing regular feedback contact points with the groups you work with across the company. These can take the form of meetings, emails, or phone calls. The key to ensuring they stay connected is consistency. INVEST IN CRITICAL INFRASTRUCTURE. This includes all the systems and hardware your company requires to remain operational and profitable. It’s essential to identify these components, assess their current condition, and create a plan to address any issues, ensuring your company’s continued operation and growth. Companies that invest in the right infrastructure and stay ahead of the curve can gain a significant competitive advantage, eliminating the need to play catch-up with those who neglect maintenance and proactive measures. PROACTIVELY INVEST IN INFORMATION SECURITY. Immediately begin developing a plan to safeguard your company and employees from cybersecurity threats and attacks. If your organization lacks in-house expertise, seek out a reliable consultant who can create a comprehensive strategy for managing information and cybersecurity risks. Do not postpone this, as the era of “security by obscurity” is over; no

one is immune simply because they are smaller or less visible. Cyber attackers are now targeting businesses of all sizes, and it only takes one major attack to cause severe damage to your business. Implement proactive measures by ensuring your team is regularly trained and updated on the latest cybersecurity best practices and potential threats to avoid. You can either appoint someone within your organization to manage this program or hire an external expert to oversee it for you. PLAN FOR THE GOOD AND BAD TIMES. To ensure the long-term health of your organization, it is essential to have succession planning, disaster recovery, and business continuity planning in place. Succession planning means keeping an up-to-date plan for the key roles on your team. If one of these positions becomes vacant, it’s important to know who will step in to take over their duties and responsibilities. Disaster recovery involves having a well-defined process and planned steps to recover from various types of disasters. Without an updated plan, your business could be severely impacted in the event of an unforeseen emergency or disaster. Continuity planning entails creating a strategy to ensure your business remains operational during an outage or other disruptions. This plan outlines the steps or alternative measures you will take to maintain normal business operations. In conclusion, take the time to think strategically about your business. By doing so, you can avoid constantly being in reaction mode and instead create competitive advantages through thoughtful planning and the implementation of wise solutions and changes to better position your business. Matt Gross serves as chief information officer for Garver. Connect with him on LinkedIn .

THE ZWEIG LETTER JANUARY 27, 2025, ISSUE 1570

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