TZL 1607 (web)

TRENDLINES Does your firm have dedicated marketing staff? October 27, 2025, Issue 1607 WWW.ZWEIGGROUP.COM

Yes, with full- time leader

No, distributed across staff

Having the right people on your board may be the most valuable investment you make for the future of your firm. Assembling a high-impact board

No, outsourced Yes, but no dedicated leader

0% 40% 80%

A s our readers know, we at Zweig Group encourage firms in this industry to adopt a strategic growth mindset. Some firm leaders think this might generally mean the usual levers, like bigger projects, increased revenue, increased market share and strategic hires. But one of the most powerful growth tools is often overlooked: who you have in your boardroom. A well-constructed board of advisors can sharpen decision-making, steady your firm during transitions, and generate and develop new ideas for strategic growth. The challenge is knowing how to build one that truly adds value. The difference comes down to who you select and how you structure their role. Some things to consider: ■ Diverse expertise . Choose a small, carefully curated group of advisors whose skills, career paths, and perspectives differ from one another. The goal isn’t just diversity for its own sake, but to ensure your board can look at challenges from multiple angles with finance, operations, strategy, client relationships, and beyond. When you bring together people who think differently, you get richer discussions, fewer blind spots, and insights that have a better chance of moving the firm forward. independence. A board filled only with insiders runs the risk of becoming an echo chamber. Independent advisors don’t carry internal politics, equity positions, or historical loyalties into the discussion. We have said this before. ■ Independence. The first and most important quality is That neutrality allows them to raise the hard questions without hesitation. Some percentage of independence gives boards sharper clarity. It can help promote decisions being made with the firm’s best interests at heart, not through the lens of personal stakes or office dynamics. ■ Strategic fit. Not every leader has the right perspective, group engagement style or experience for the board room. The key is alignment between their expertise, strategic approach and your firm’s priorities and each member possessing the ability to analyze complex information. If your focus is geographic expansion, look for someone who’s led multi-office growth. If your challenge is

FIRM INDEX Cushing Terrell...................................................... 10 Gaskins + LeCraw ................................................... 4 LDG ............................................................................... 12 Pape-Dawson........................................................... 4 Sanbell........................................................................... 4 Studio G Architects........................................... 12 Wilson & Company Inc..................................... 6 MORE ARTICLES n MICHAEL SANDERSON: Make it repeatable or risk repeating it Page 3 n MARK ZWEIG: Priorities Page 5 n NAM DOUGLASS: Proactive immigration compliance strategies Page 7 n SHANNON CHRISTENSEN: Growing your firm – and your impact Page 9 n STEVEN RUSHMORE: Ahead of the game or behind the curve? Page 11 Zweig Group’s 2025 Marketing & Business Development Report shows that 79% of AEC firms have a marketing department with a full-time marketing leader. In contrast, 16% distribute marketing responsibilities across staff, and only 2% fully outsource their marketing efforts.

Chris Catton

See CHRIS CATTON, page 2

THE VOICE OF REASON FOR THE AEC INDUSTRY

CHRIS CATTON, from page 1

succession planning, find someone who’s been through a leadership transition. If digital transformation is a blind spot, bring in an advisor who’s guided change in technology adoption. Strategic alignment ensures your board adds real value, not just prestige. ■ Chemistry. Boards run on trust. Even the sharpest strategic thinker won’t help much if they can’t build rapport with your leadership team. Honesty, reliability, and an unwavering commitment to doing what’s right are fundamental to building trust. Chemistry doesn’t mean everyone agrees all the time, but it does means advisors can challenge ideas without making discussions personal. It means they know how to listen, read the room, and keep conversations productive. Look for people who can be candid and collaborative. That balance is what turns board discussions into constructive, high-value dialogue. ■ Discipline. Effective boards operate with discipline and a collaborative spirit. Meaning board members take their role seriously. The right advisors will expect structured agendas, accurate financials, and follow-through on action items. They’ll hold leadership accountable, and they’ll model accountability themselves. This discipline has a ripple effect. Staff see it and gain confidence. Clients, lenders, and potential partners see it and trust your firm’s stability. Well-run boards project professionalism, both inside and outside the firm. ■ Compensation . If you want high-caliber advisors, you need to treat the role with respect by paying members fairly. A token honorarium may attract goodwill, but it won’t attract the level of talent that can fundamentally strengthen your firm. Compensation signals that you value their contribution. More importantly, it reframes the role as an investment, not a courtesy. The right advisor can help you avoid costly missteps – or identify opportunities you might otherwise miss. That’s worth more than the expense of their seat at the table. ■ Role clarity. Finally, clarity matters. Advisors are not on the board to act as managers. Their job is to advise, to challenge, to identify the blind spots, and to help leadership see around corners. Setting those boundaries keeps the relationship healthy. Advisors add perspective without undermining management. They bring strategic value without stepping into day-to-day execution. PUTTING IT TOGETHER. When you bring together independence, perspective, strategic alignment, chemistry, discipline, fair compensation, and role clarity, you create a board that elevates your leadership team rather than distracting it. The right board helps you move faster on decisions, operate with more credibility, and prepare for transitions with confidence. It steadies your culture, strengthens governance, and projects professionalism to clients, staff, and partners alike. The payoff is significant. Firms with strong boards make better decisions and make them faster. They avoid pitfalls, spot opportunities earlier, and signal to the market that they are serious businesses, not just collections of talented professionals. If your current board is made up only of familiar faces who all share the same stories, it may be time to rethink who’s sitting at the table. Adding the right advisors won’t dilute your culture – it will protect it. In a business climate where talent, capital, and strategy are all moving faster than ever, having a board of advisors built with the right people may be the most valuable investment you make in the future of your firm. Ready to strengthen your boardroom? The right advisors don’t just fill seats – they shape outcomes. Zweig Group’s Board Search Advisory services connect AEC firms with independent, high-impact board members who bring strategy, perspective, and capacity to drive growth and governance. Learn more here ! Chris Catton is director of Talent consulting services at Zweig Group. Contact her at ccatton@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.

THE ZWEIG LETTER OCTOBER 27, 2025, ISSUE 1607

OPINION

This is one of the most powerful tools we have to reduce risk, train effectively, grow sustainably, and do better work. Make it repeatable or risk repeating it

M ost professional services firms start the same way – a few talented people get together and decide, “We can do this better.” Early success rides on experience, a little bit of gut instinct, and a lot of elbow grease. Everyone knows what’s going on, and nobody needs formal procedures. A checklist? Who needs it when you’re close enough to finish each other’s sentences?

Michael Sanderson, PE, PTOE

But, as firms grow past 20, 30, 40 people and start to divide into separate teams, that intuitive model starts to crack. Introduce a branch office or a bunch of remote employees, and all bets are off. Suddenly, teams are doing the same thing in different ways. Consistency of quality and customer service are hit and miss – it depends on which PM you get! Your great start-up culture and the employee experience start to drift. And best practices? They live in people’s heads, basically urban legends passed down by senior staff. Hopefully, one of those wise people remembers and has the time to tell the new employees all the secrets, or you can expect even more new ways of doing things to get invented. And at this point, the “I’m an expert and I know what I’m doing” mentality, which used to be a strength, becomes a liability.

It’s not scalable, so organizations stop growing. There’s no way to consistently train new staff. And the firm is at constant risk every time one of the people who know how things get done leaves or retires. The whole organization is at risk. To thrive, firms needs consistency, not chaos disguised as flexibility. And let’s be honest, who wouldn’t like to spend time doing meaningful work rather than duplicating efforts or forever reinventing the wheel. I’ve seen what happens when great talent operates without consistent processes and shared expectations: duplicated efforts, missed details, and frustration on all sides. These breakdowns usually aren’t about capability. They’re the result of unclear structures. And while “process” can sound rigid, the

See MICHAEL SANDERSON, page 4

THE ZWEIG LETTER OCTOBER 27, 2025, ISSUE 1607

ELEVATE THE INDUSTRY®

TRANSACTIONS PAPE-DAWSON ACQUIRES GEORGIA- BASED GASKINS + LECRAW Pape- Dawson has acquired Georgia-based civil engineering and surveying firm, Gaskins + LeCraw. Gaskins + LeCraw provides civil engineering, surveying, permitting, landscape architecture, and planning services for a variety of municipal, educational, residential, commercial, and industrial clients in Georgia. With 176 employees across five offices in Georgia and one office in Alabama, Gaskins

+ LeCraw brings significant regional expertise that further strengthens Pape- Dawson’s local presence. This acquisition is Pape-Dawson’s third in Georgia, building upon recent acquisitions of Maxwell-Reddick & Associates in 2024 and Eberly & Associates in 2025. Together, these teams bring decades of local experience and robust capabilities to deliver comprehensive solutions across the state. “This acquisition represents another

exciting step in our commitment to serving clients across Georgia,” said Trey Dawson, president of Pape-Dawson. “Gaskins + LeCraw has built a strong reputation for excellence, which aligns with our values and vision for the future.” “By joining Pape-Dawson, we gain the resources of a national firm while maintaining the local expertise and client relationships that have been the foundation of our success,” said Brandon Hutchins, president and CEO of Gaskins + LeCraw.

firm level, this means fewer liabilities, smoother QA/QC, and the ability to scale without reinventing the wheel every time a new office opens. For teams, it means better collaboration, clearer roles, and less time wasted chasing down missing information. And on an individual level? It means lower stress, fewer surprises, and more time to focus on work that actually matters. Still not convinced? Let’s consider how high-stakes fields: ■ Aviation. Pilots follow checklists for everything from takeoff to emergencies. According to the FAA, commercial aviation is the safest mode of transportation in part because of rigid, repeatable procedures. Human memory is fallible, so they use systems, not guesses. Just ask Captain Sully. ■ Healthcare. The World Health Organization’s surgical checklist has reduced complications by 36% and mortality by 38%. That’s not a nice-to-have. That’s the difference between life and death. It turns out even the most skilled professionals benefit from structure. ■ Manufacturing. Toyota’s lean system is famous for driving quality and continuous improvement. It’s built on frontline ownership, standard workflows, and the idea that systems amplify skill (not replace it). They’ve applied those ideas beyond the assembly line. So can we. We don’t pilot airplanes or perform surgery, but we do deliver high-impact work that affects communities and clients for decades. The stakes may be different, but the need for structure is just as real. Process doesn’t stifle creativity, in fact, it’s what makes creative solutions possible, and it’s how we move from good to great to something even better than either. Process discipline gets a bad rap in many small professional services firms. It’s often dismissed as unnecessary, bureaucratic, or something only “big companies” need. In reality, it’s one of the most powerful tools we have to reduce risk, train effectively, grow sustainably, and do better work. Michael Sanderson, PE, PTOE is CEO at Sanbell. Connect with him on LinkedIn .

MICHAEL SANDERSON, from page 3

truth is that thoughtful, well-communicated processes foster shared expectations, reducing friction, creating space for creativity, and supporting better decisions across the board. A thoughtful process and the organizational discipline to follow it, removes uncertainty and calms the chaos. Not by replacing initiative, but by effectively clearing the clutter, so initiative has room to breathe. Process discipline is a necessary means to building the kind of clarity and alignment that allows people to focus on high-value work, and it’s what gives us room to be creative at scale. THE PUSHBACK PARADOX. Pushback against process discipline is natural, and often emotional, especially in knowledge-based work. People want to be trusted to do things their way. And when someone introduces a new workflow or checklist, the reaction can be … well, let’s call it “skeptical.” It often seems there’s a fine line between “structured support” and “corporate overlord.” But the resistance usually isn’t about the tool, it’s often how it’s introduced. Behavioral psychology tells us that people tend to stick with what they know. Status quo bias and loss aversion are powerful forces. And if new processes feel like they’re imposed without explanation, people will default to what’s comfortable. Heck, it always worked before, right? A Harvard Business Review study found that 62% of professionals say their company has “too many priorities” and not enough focus on how the work actually gets done. No wonder so many resist another new system. But when people understand that process is designed to make their work easier, and not control it, they’re more likely to embrace it. Even McKinsey research shows that organizations with strong change narratives are 3.5 times more likely to outperform peers during transitions. Turns out the “why” really does matter. WHAT PROCESS DISCIPLINE ACTUALLY DOES. When people hear “process,” they often picture paperwork, not progress. But in reality, smart processes reduce risk, support communication, improve quality, and reduce the time spent fixing things that shouldn’t have broken in the first place. At the

THE ZWEIG LETTER OCTOBER 27, 2025, ISSUE 1607

FROM THE FOUNDER

Priorities

In a world of constant distraction, true effectiveness comes from knowing your priorities and having the discipline to follow them.

I have come to the awareness that pretty much everyone I know who is in business or in one of the top jobs in a business has ADHD. It seems like most of us are running around like chickens with our heads cut off – going from one call and one meeting to the next – responding to texts and emails sporadically throughout the day. We’re all spinning lots of plates in the air. It’s just the nature of how we work today.

Mark Zweig

One manifestation of the universal ADHD is attention span. Whether it’s social media or short-form videos, or just the nature of the dynamic environment today, most of us have a much shorter attention span than we had 20 years ago. I know I do. It’s much harder to focus on longer-term projects and things that require deep concentration today than it used to be. So what happens if you combine ADHD and the resulting short attention spans, along with continuous multi-tasking when it comes to your real productivity? You will either be in fire-fighting “heroics” mode all day and get few important things accomplished, or you will amaze people with how you balance it all and get all of the most important things you have to get done accomplished.

What is the difference? It’s all about priorities. While we are all pretty much living like this every day, those of us who know what our priorities really are and don’t let anything keep us from getting the important stuff done every time without fail are the ones who – in spite of this crazy workday and life we live – keep advancing our craft and firms. Yes. Knowing your priorities – and having the discipline to stick to them – is what separates effectiveness from firefighting and burnout. You either know what your greatest priorities are and don’t let anything stop you, or you don’t. If you don’t know what they are, you need to start writing down everything you have to do and then pick out what

See MARK ZWEIG, page 6

THE ZWEIG LETTER OCTOBER 27, 2025, ISSUE 1607

ELEVATE THE INDUSTRY®

BUSINESS NEWS WILSON & COMPANY ANNOUNCES SIX NEW SHAREHOLDERS Wilson & Company Inc., Engineers & Architects, announces six new shareholders whose contributions strengthen client relationships and support the firm’s growth goals. “This group is an integral part of Wilson & Company’s long-term success,” said Jim Brady, PE, president and CEO of Wilson & Company, “Their leadership and discipline continue to support our growth vision. This commitment and dedication transcend into project deliverables and the relationships built with our clients and communities.” Kyle Godwin, PE, Civil Practice Lead, Colorado Land Development, has 17 years of proven expertise and leadership in civil engineering. His specialization in site civil design, utility design and coordination, and stormwater management continues to directly contribute to the success of key projects and the growth of Wilson & Company along Colorado’s Front Range. As a leader in the land development practice, Godwin has played a pivotal role in strengthening client relationships and advancing the firm’s strategic goals. Kyle Guenther, PE, Civil Practice Lead, Kansas, brings more than 15 years of broad technical expertise and leadership across diverse projects. As a transportation engineer, Guenther demonstrated his commitment to delivering high-quality solutions through his ability to guide complex urban-to- rural infrastructure projects from concept through construction. His involvement in alternative delivery projects and his knowledge in areas such as align design, drainage, pedestrian access, and construction phasing establish him as a

trusted client resource and a contributor to Wilson & Company’s success in transportation. James Heaton, CFM, Water/Wastewater Practice Lead, Arizona, consistently demonstrates his technical expertise, project leadership, and ability to deliver innovative solutions for municipal and flood control clients. With 12 years of experience, Heaton has established himself as an expert in wastewater design and project management. He provides a wide range of expertise in pipeline design and construction, hydraulics, drainage, erosion and sediment control, and water quality and permitting. His versatile skillset and consistent track record of successfully delivering projects make him an integral part of the firm’s water and wastewater practice. Ricardo Maldonado, RA, Architecture Practice Lead, Southwest Region, brings his architectural expertise, leadership, and commitment to delivering thoughtful, client-centered design to every project. With more than 19 years of experience, Maldonado has played a pivotal role in advancing the company’s buildings practice through his strengths in project management, construction administration, and 3D design. His work on educational, municipal, corporate, civil, and federal projects demonstrates his dedication to functional, inclusive design. Maldonado’s specialized rendering software capabilities elevate clients’ experiences by bringing concepts to life before construction begins, supporting quality and customization in every project. Audrey Moentmann, PE, Structural Engineering Manager, is recognized for her knowledge, client focus, and contributions to Wilson & Company’s

culture. During her eight years with the firm, Moentmann has demonstrated strong capabilities in highway and railroad bridge design, inspection, and rating, making her a valuable partner to clients. Her proven understanding of conceptual, preliminary, and final design documents makes her an asset when working with rail sector clients. Beyond her engineering work, she plays a vital role as a purpose and culture champion, helping to build a positive, engaged workplace that supports the firm’s long- term success. Brian Schalk, PE, CFM, Associate Vice President, Water Resources National Practice Lead, consistently delivers high-quality water resources solutions through his leadership. With 25 years of experience, Schalk is a recognized expert in stormwater analysis and design, known for his ability to guide complex projects from technical analysis through implementation. His proficiency in 1D and 2D hydraulic and hydrological modeling, alternative formulation and evaluation, flood control facility design, and floodplain delineations has positioned him as a trusted advisor to clients and a leader within the firm. Schalk’s management of large-scale, complex projects, such as FEMA Risk MAP studies, area drainage master studies, and watershed strategic planning, reflects his acumen and ability to lead multifaceted initiatives. Wilson & Company is a rapidly growing firm that prioritizes culture through the practice of Higher Relationships within the organization and with clients across every practice and sector. The shareholders are stewards of the company and are fully invested in sustaining this culture for collective success.

“Those of us who know what our priorities really are and don’t let anything keep us from getting the important stuff done every time without fail are the ones who – in spite of this crazy workday and life we live – keep advancing our craft and firms.”

MARK ZWEIG, from page 5

is most important. If you need help picking, consult a mentor or someone you respect who is extremely successful at what they do, and get their input. Priorities. Do what is most important every day. Do those things first. Do those things every single time. And if something has to slip, make sure it is the least important stuff for you to get done, not the most important. Mark Zweig is Zweig Group’s chairman and founder. Contact him at mzweig@zweiggroup.com.

THE ZWEIG LETTER OCTOBER 27, 2025, ISSUE 1607

OPINION

P roject Firewall. That moniker marks the most recent sweeping enforcement effort initiated by the Department of Labor to target employer compliance with the H-1B visa program. Businesses across the U.S. face increased federal scrutiny, making proactive workforce compliance essential to mitigate risk and avoid costly penalties. Proactive immigration compliance strategies

This announcement follows significant proposed changes to the H-1B visa program, the termination of work authorization for hundreds of thousands of people with Temporary Protected Status, numerous raids on industry and location specific targets across the U.S., increased EEOC actions focused on bias against American workers, increased I-9 audits and site visits, and more. While the architecture, engineering, and construction industries are no strangers to compliance burdens, be it from OSHA regulations, state and local zoning and permitting requirements, to licensing and environmental rules, today, amid heightened scrutiny on the immigrant workforce, industry leadership must also add worksite enforcement to that list of concerns. Much like safety planning or site logistics, worksite enforcement protocols require renewed attention.

Managing mobile and distributed workforce such as surveyors in trucks, engineers inspecting client job sites, subcontracted crews operating across multiple locations, create further compliance confusion, especially when employees are not based at a central, controlled facility. Adding subcontractors, vendors and staffing agencies creates the need to understand indirect exposure and the possibility of joint employer liability. It is essential for firms to have a strong understanding of their workforce, their vendor relationships, and where they face the greatest exposure. Preparation is less about expecting the worst and more about integrating compliance into daily operations. By aligning your business processes with regulatory expectations, AEC firms can respond swiftly, protect

Nam Douglass, Esq.

See NAM DOUGLASS, page 8

THE ZWEIG LETTER OCTOBER 27, 2025, ISSUE 1607

ELEVATE THE INDUSTRY®

trained in regulatory requirements, employer obligations based on visa types, and agency policies. Additionally, AEC firms should develop and maintain clear, written policies for how employees, both in the field and at headquarters, should interact with federal agents conducting worksite enforcement activities. If you have multiple active job sites, determine a primary compliance lead (a worksite liaison) for each location or regional office. This person should be the only employee authorized to interact with federal agents and review any legal documents presented. All employees should have the name and contact information of the designated worksite liaison and the backup. Employees should be trained to immediately notify these individuals if any law enforcement agents or federal inspectors arrive on-site or initiates contact. ■ Know your workforce. It is essential that companies understand their employment structure, including which workers are employed directly, which are contracted, and which hold temporary work authorization (e.g., H-1B, STEM OPT, or EAD). This determines what rules you are obligated to follow, what agencies may investigate, and what monitoring is needed to be in good standing. ■ Test the system. Conduct internal audits and documentation integrity. Maintain accurate and accessible records across all worksites. Review visa tracking procedures and verify that subcontractor documentation meets federal standards. Schedule check-ups in regular intervals as sudden and ongoing policy changes often require realignment of procedures. In addition to immigration-specific policies, ensure that all active worksites are in compliance with OSHA standards and that required safety and employment notices are clearly posted and up to date. This serves as preventative maintenance and provides assurance that your compliance framework can stand up under scrutiny. FIREPROOF COMPLIANCE: ALIGN PEOPLE AND PROCESSES. AEC firms that invest in proactive compliance measures are positioned to respond to enforcement actions with control and clarity, rather than confusion and crisis. To build that level of preparedness, companies often benefit from external support. Experienced immigration counsel can assist AEC firms by developing response protocols for worksite visits, conducting internal audits to identify and correct potential issues, training HR personnel, and helping ensure that workplace practices are consistent with current enforcement expectations. Nam Douglass, Esq., is a N.C. Board Certified Immigration Law Specialist and partner at Garfinkel Immigration Law Firm. Contact her at nam.douglass@garfinkelimmigration.com.

NAM DOUGLASS, from page 7

their workforce, and keep projects moving forward without disruption. CONSEQUENCES: CIVIL AND CRIMINAL LIABILITY. The expanded focus on workplace investigations increases scrutiny of employers, and any potential liabilities could come with serious consequences, including: Control Act, it is unlawful for employers to knowingly hire an unauthorized worker. Civil penalties range from $676 to $5,404 per worker for a first offense with subsequent offense fines rising as high as $27,000. Technical violations for improperly completed I-9 Forms also carry civil fines from $272 to $4,874 per individual, based on the number of violations and level of offenses. Additional fines apply for improperly requesting additional documentation from employees or accepting false documents. Repeat offenders also face debarment from federal contracts. ■ Civil violations. Under the Immigration Reform and Violations of H-1B and H-2B regulations are also subject to penalties through the Department of Labor, rising to more than $100,000 with a finding of willful or repeated violations. ■ Criminal violations. Employers may be held criminally liable for knowingly employing unauthorized workers or recruiting and facilitating their employment, particularly when there is a pattern or practice of hiring in violation of the law. Those in violation face a $3,000 fine per worker with severe fines from between $10,000 to $250,000 and prison sentences between six months and 20 years for senior staff and executives. Under statutes to criminalize “harboring undocumented aliens,” employers also face potential jail time. BUILD SAFETY PROTOCOL: ■ Compliance infrastructure. AEC firms must take proactive steps to ensure compliance through the development and implementation of clear, written policies. Response protocols should include step-by-step procedures for ensuring onboarding and employee verification processes align with immigration and federal discrimination laws; responsibility for monitoring work authorization of foreign national employees who require ongoing reverification; and documentation integrity across projects, offices, and geographies for all employees. Firms should also establish policies for subcontractors and vendors to prevent unauthorized employment. ■ Designate a response team. For internal quality assurance, assign clear responsibilities for human resource staff, project managers, field supervisors, and legal counsel to review and monitor compliance requirements to stay ahead of regulatory changes and meet internal guidelines. All responsible parties should be

THE ZWEIG LETTER OCTOBER 27, 2025, ISSUE 1607

OPINION

As your firm grows, so does your capacity to give back, strengthening both your community and your culture. Growing your firm – and your impact

A primary goal for many companies is growth – growth in the number of clients you have, the number of projects your teams deliver, and the number of people you employ.

Growth can bring substantial benefits as it relates to financial success and employee opportunities, with firms determining how and where they want to grow to align with their business objectives and mission, vision, and values. But another important element to consider as part of your overall growth plan is philanthropy. At Cushing Terrell, we’ve always had a strong commitment to supporting our local communities. Each of our offices has long-held traditions that reflect the culture of the teams in those areas. For example, in Billings, Montana, where I serve as location director, we support Newman Elementary School through Thanksgiving food baskets and participating in reading programs; we bring local high school students into our office for hands-on career days; and we organize an annual golf classic to raise funds for local nonprofit organizations. These are just a few activities among many we commit to each year. These traditions are at the heart of who we are and create

cross-generational relationships that contribute to thriving communities and workplaces. As we’ve grown as a firm, we’ve made two big moves that have helped formalize our commitment to our communities with the goal of creating an even greater impact. First, we established a pro bono design services program in 2022. Our pro bono program – encompassing all our offices – is part of an effort to better define and organize our commitment to social action. In addition to providing pro bono design services, this initiative includes action around diversity, equity, and inclusion; community service; charitable giving; and sustainable design. The objective is to support communities local to Cushing Terrell office locations as well as engage with entities outside the firm’s immediate network. Through these charitable projects, we foster professional growth for

Shannon Christensen, FAIA

See SHANNON CHRISTENSEN, page 8

THE ZWEIG LETTER OCTOBER 27, 2025, ISSUE 1607

ELEVATE THE INDUSTRY®

impact of our philanthropic and charitable-giving efforts in alignment with our mission to “invent a better way of living.” I’m proud of our firm’s leadership team for taking this step and making the foundation a reality, and I’m excited by the enthusiasm shown by our entire team. This foundation will be a strong and enduring legacy we can all contribute to in a variety of meaningful ways. One of our associate principals, James Foster, AIA, summed it up like so: “Philanthropy is an important aspect of a healthy society. And one of our core values at Cushing Terrell is ‘share success,’ which for us means contributing to society’s health by being good stewards of our communities and the built and natural environments.” In deciding upon how and what to take on as a firm – as it relates to philanthropy and giving back to our communities – one of the things that has guided our path is our mission, vision, and values. We always come back to these and to the realization that we have so much power and potential to “invent a better way of living.” And if we’re growing our firm in so many other ways, we must have a plan for growing our influence and impact. Shannon Christiansen, FAIA, is an architect and principal owner with Cushing Terrell. Connect with her on LinkedIn .

SHANNON CHRISTENSEN, from page 7

Cushing Terrell team members by engaging a broad range of talents from people at different levels and stages of their careers. Each year, we set aside billable hours that can be donated to support nonprofits nominated for pro bono services. For those nonprofits and projects selected, we assign design teams of interested people from across our offices and disciplines. The program has helped organize the expertise of our team members behind projects they feel passionate about. Three years in, we’ve supported organizations such as the American Legion in Big Timber, Montana; the Girl Scouts of Montana and Wyoming in Billings, Monana; Sacred Heart Academy in Boise, Idaho; Northern Lights Family Justice Center in Billings; University District Food Bank in Seattle, Washington; Holy Aid and Comfort Spiritual Church in New Orleans, Louisiana; and Advocates Against Family Violence in Caldwell, Idaho. Our recent big news is the establishment of the Cushing Terrell Foundation. Through the foundation, we’ll identify strategic partnerships with nonprofits to enable support that goes beyond monetary donations. Our goal is to bring together resources and capitalize on collaboration to increase the

THE ZWEIG LETTER OCTOBER 27, 2025, ISSUE 1607

OPINION

As technology advances, AEC firms must embrace digital adoption to secure long- term success. Ahead of the game or behind the curve?

Technology update brought to you by

I n the ever-evolving landscape of the architecture, engineering, and construction industry, digital adoption has become a critical factor for success. Over the past few decades, we have witnessed several industry disruptors that have reshaped the way we work, from computer-aided design to building information modeling, and now artificial intelligence. These technological advancements have brought about significant changes and opportunities, and more are coming. Is your firm ready or are you behind the curve?

Steven Rushmore

INDUSTRY DISRUPTORS: A BRIEF HISTORY. The AEC industry has always been at the forefront of innovation. In the 1980s, CAD revolutionized the design process, allowing architects and engineers to create precise and detailed drawings with ease. This was a game-changer, as it significantly reduced the time and effort required for manual drafting. In the early 2000s, BIM emerged as the next major disruptor when it introduced a collaborative approach to design and construction, integrating various disciplines into a single digital model. This holistic view of a project allowed for better coordination, reduced errors, and improved efficiency.

Today, AI is the latest disruptor in the AEC industry. AI-powered tools and applications are transforming the way we design, build, and manage projects. From predictive analytics to automated design generation, AI enables professionals to make data-driven decisions and optimize processes. The potential of AI is vast, and its adoption is crucial for staying

competitive in the industry. DIGITAL ADOPTION IN AEC.

Recent studies have provided some eye-opening statistics on digital adoption in the AEC industry.

See STEVEN RUSHMORE, page 10

THE ZWEIG LETTER OCTOBER 27, 2025, ISSUE 1607

ELEVATE THE INDUSTRY®

ON THE MOVE STUDIO G ARCHITECTS ANNOUNCES NEW TEAM MEMBERS Studio G Architects, a Boston-based architecture firm, announced the addition of three accomplished professionals, Jason Bennett, Angelina Jockovich, and Asya Tokbey to its growing team. Jason Bennett is a seasoned architect with three decades of experience across diverse market sectors, including commercial, retail, healthcare, industrial, and both K-12 and higher education.

Bennett joins the Studio G team as a senior project architect in the Education/ Civic Studio. Angelina Jockovich joins Studio G as a project manager in the Housing Studio with a dedication to creating thoughtful, socially responsible spaces. With experience spanning modular design, multifamily housing, high-end residential, and hospitality, she approaches every project with sensitivity to context, culture, and community impact.

Asya Tokbey joins Studio G’s Housing Studio as a designer 2, bringing a user-centered, adaptable approach to design that anticipates the evolving needs of communities. Tokbey earned her undergraduate degree from Wentworth Institute of Technology with a concentration in Urbanism and is currently pursuing a master’s degree in architecture at Boston Architectural College. Her work spans residential and civic projects, both new construction and renovations.

Embracing digital adoption can lead to improved efficiency, reduced costs, and enhanced project outcomes if done correctly. By leveraging technology, businesses can streamline processes, minimize errors, and deliver projects faster and more accurately. Digital tools also enable better collaboration and communication, fostering a more integrated and cohesive approach to project management. Moreover, digital adoption can open up new opportunities for business expansion. With the ability to analyze data and gain insights, companies can identify trends, anticipate challenges, and make informed decisions. This proactive approach can lead to better risk management and increased profitability. In a competitive market, staying ahead of the curve is essential for long-term success. TAKING ACTION: A CALL TO LEADERS. As executives and leaders in the AEC industry, it is our responsibility to drive digital adoption within our organizations. The time to act is now, not later. Here are some steps you can take to get started: 1. Get organized. Create a task force dedicated to digital adoption. This team should consist of no more than 15 people from various sectors of the company, including executives, managers, and administrators. A diverse team will bring different perspectives and expertise to the table, ensuring a comprehensive approach to digital transformation. 2. Evaluate your needs. Conduct a thorough assessment of your current processes and identify areas where digital tools can make a significant impact. Look for “low hanging fruit” or “quick wins” that can be implemented easily and provide immediate benefits. This will help build momentum and demonstrate the value of digital adoption to the rest of the organization. 3. Treat data as an asset. Shift your mindset and start treating data as a valuable asset rather than a byproduct of work. Invest in data management and analytics tools to harness the power of information. By leveraging data, you can gain insights, optimize processes, and make informed decisions that drive business success. Steven Rushmore is LDG’s director of digital practice. Connect with him on LinkedIn .

STEVEN RUSHMORE, from page 9

According to Vectorworks Digital Technology Trends in the AEC Industry 2025 report, 68% of respondents have already adopted BIM, making it the most widely used digital trend in the industry. AI adoption, while still in its early stages, is expected to grow significantly, with 25% of respondents having already adopted AI and 86% expecting AI to be “moderately prevalent or higher” in the next 10 years. Additionally, 45% of design firms leverage AI for optimized design and decision- making processes. These firms have shown that AI-driven design tools can cut conceptual design time by 35%, and 75% of architects expect that AI will significantly impact their design process within five years. The adoption of AI in the AEC industry is expected to grow at a compound annual growth rate of 20% through 2030. AI’S IMPACT ON PROJECT MANAGEMENT. AI is revolutionizing project management in the AEC industry by enhancing efficiency, reducing costs, and improving decision-making. Predictive modeling and automation are key AI applications that are transforming project management. AI-powered tools can analyze vast amounts of data to predict project timelines, identify potential risks, and optimize resource allocation. This proactive approach allows project managers to make informed decisions and mitigate issues before they arise. Digital twin technology, enhanced by AI, is another game- changer for project management. Digital twins create real-time virtual replicas of assets, enabling predictive maintenance and operational efficiency. AI insights monitor structural integrity, optimize energy use, and proactively address maintenance issues, ensuring projects run smoothly and efficiently. AI-powered smart contracts integrated with blockchain technology are transforming construction project management and financial transactions. These self-executing contracts use AI tools to ensure compliance, track milestones, and automate payments, reducing disputes and increasing transparency. WHY DISRUPTION IS GOOD FOR BUSINESS. So, why are firms still reluctant to implement new technology at an alarming rate? It’s simple: disruption is often seen as a threat to our businesses. But it can also be a catalyst for growth and innovation.

THE ZWEIG LETTER OCTOBER 27, 2025, ISSUE 1607

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