TZL 1587 (web)

May 26, 2025, Issue 1587 WWW.ZWEIGGROUP.COM

TRENDLINES

Collections responsibility

10% 15% 20% 25% 30%

0% 5%

You won’t live forever – but with intentional ownership transition, your firm could be immortal. Make your firm outlive you

FIRM INDEX AECOM....................................................................... 10 Cushing Terrell......................................................10 EEA Consulting Engineers..............................4 Fehr Graham............................................................8 Sanbell...........................................................................2 Trilon Group..............................................................8 MORE ARTICLES n MORGAN STINSON: Becoming a talent magnet Page 3 n MARK ZWEIG: A few thoughts on organization structure Page 6 n LINDSAY YOUNG: Consistently invest in marketing Page 8 n KATE GRAY: How AI can enhance human creativity Page 10 According to Zweig Group’s 2025 Fee & Billing Report , firm leadership and project managers each hold 27 percent of collections responsibility, while accounting personnel now account for just 20 percent. This shift marks a return to more hands-on involvement from leadership and project teams in managing collections, moving away from reliance on centralized accounting departments. Participate in a survey and save on a Zweig Group research publication.

M any firm owners act as if they will live forever, but that is obviously not the case. Many firm owners also think they will always continue to do the same work they currently do, but that is simply not reality. Why do we let ourselves believe these things? What is it about transition that makes us want to ignore reality? Transition happens either the hard way or the easy way. It is so easy to do nothing and regret it down the road. It is hard to be consistent in attracting and retaining key leaders for firm so you can transition – but it is immensely rewarding once you finally do. Ownership transition is a long, tedious process but it is a worthwhile one. I’ve seen a firm that did a phenomenal job at cultivating a second and third tier of leaders by taking intentional steps in elevating the roles and responsibilities of their people. But I’ve also seen a firm that developed a horrible reputation with future leaders, with people leaving the firm because of personal dynamics and issues with the current owners. These two scenarios paint very different pictures, but the differentiator is clear: intentionality. Intentionality allows everybody to be aware of what’s happening but it also provides clarity on key business areas such as the financials, valuation, legal, and organizational responsibilities associated with being an owner. By being open from the beginning, you put a stake in the ground that allows everyone in the firm to understand your timeline, conditions, and philosophy. I know many firm owners get so bogged down with the daily routine of winning work, directly doing work, while trying to run a business – but if you are not intentionally communicating with at least a select group of next gen leaders, internal transition is not for you. There are many factors that lead to a successful internal transition, including time and mentorship – both critical. Some leaders inside your firm may not be ready, but if you show an interest and let them see that you believe in them, that they may one day be ready to take on the role of being an owner, your job becomes so much easier down the road. Being an owner isn’t just about the change of title status or responsibilities – it is also an obligation to enhance the viability and

Ezequiel Tovar

See EZEQUIEL TOVAR, page 2

THE VOICE OF REASON FOR THE AEC INDUSTRY

BUSINESS NEWS BIG SKY RESORT AREA HIGHWAY IMPROVEMENTS RECOGNIZED IN NATIONAL ENGINEERING COMPETITION Sanbell of Bozeman, Montana, has earned a National Recognition Award for exemplary engineering achievement in the American Council of Engineering Companies’ 58th annual Engineering Excellence Awards. The award comes for the State Highway 64 Improvements project in Big Sky, Montana. Encompassing a 10-mile stretch of the main access road for the unincorporated resort community of Big Sky, the project included pedestrian trail extensions, a pedestrian tunnel and bridge, left- turn lanes throughout the corridor, new and upgraded traffic signals, and safety enhancements such as wider shoulders, wildlife pull-outs, and curve-warning signage. Sanbell, formerly Sanderson Stewart, served as the project’s lead consultant, spearheading traffic analysis, survey and mapping, engineering design, landscape architecture, and public engagement. Coordination was required among multiple jurisdictions, including state, county, and federal agencies. Sanbell navigated these layers of oversight while overcoming additional challenges such as a limited construction season due to the project’s mountainous location and elevation, rising construction costs, and heavy summer tourist traffic.

Sanbell provides engineering services for infrastructure projects across the western U.S. The project is eligible for additional honors as part of 194 entries this year representing engineering excellence from throughout the nation and the world. Judging for the awards program was conducted by a national 32-member panel of built environment leaders, along with experts from government, the media, and academia. Award criteria focused on uniqueness, technical innovation, social and economic value, and generating excitement for the engineering profession. Recognition of all award winners – including 16 Honor Awards, eight Grand Awards, and the prestigious “Grand Conceptor Award” for the year’s most outstanding overall engineering achievement – took place at the EEA Gala at the Grand Hyatt, Washington, D.C., on May 20. The American Council of Engineering Companies is the business association of America’s engineering industry, representing more than 5,200 independent engineering firms and more than 600,000 professionals throughout the United States engaged in the development of America’s transportation, water, and energy infrastructure, along with environmental, industrial, and other public and private facilities.

PO Box 1528 Fayetteville, AR 72702

EZEQUIEL TOVAR , from page 1

future of your firm. That includes cultivating the future leaders of your firm. Let us not deny the reality of the situation. Ownership transition will occur. How it will occur is up to you. This article is a reminder that the time we all have is finite. Stay on track and focus on elevating the hard-working people who make your firm successful. They deserve a chance to become owners sooner rather than later. If your firm is ready to start the transition conversation – or needs help getting back on track – Zweig Group’s ownership transition experts can guide you every step of the way. From financial modeling and valuation to leadership development and communication planning, we offer tailored solutions to help you build a clear, intentional path to the future. Learn more about Zweig Group’s ownership transition consulting. Ezequiel Tovar is an ownership transition consultant at Zweig Group’s. Contact him at etovar@zweiggroup.com.

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.

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THE ZWEIG LETTER MAY 26, 2025, ISSUE 1587

OPINION

Becoming a talent magnet

Attracting and retaining top talent in the AEC industry requires adapting to what employees value today.

T he architecture and engineering industry is facing one of its toughest challenges in decades: finding and keeping top talent. While the overall national unemployment level in January 2025 stood at 4.2 percent, according to data from industry benchmarking firm LaborIQ the unemployment rate for the architecture, engineering, and construction industry was even lower at 1.2 percent!

Morgan Stinson

With a tight labor market and increased competition from other industries, firms need to be creative and intentional about attracting and retaining talented people. In professional services the people are the product, so it’s imperative to build a roster full of people who can do the work and live the company’s values. This can pay huge dividends for project success, client satisfaction, and firm reputation. THE CURRENT LANDSCAPE. It seems as though we’ve lived in a tight labor market for the past six to seven years, and in that environment the talent holds the power. Professionals with in-demand skills are evaluating opportunities

not just for salary and benefits but also for work-life balance, career growth, and organizational culture. Consider this scenario: A talented structural engineer is weighing two offers. One is from a firm offering an above-average salary but places little emphasis on personal flexibility or career development. The other firm offers slightly less pay but emphasizes mentorship, career growth, and a supportive work culture. Nine times out of 10, the candidate chooses the latter. Why? Because today’s workforce is increasingly focused on purpose, connection, and opportunity.

See MORGAN STINSON, page 4

THE ZWEIG LETTER MAY 26, 2025, ISSUE 1587

Paid professional development opportunities. Wellness programs that support mental and physical health. RETAINING TALENT IN A TIGHT MARKET. Once you’ve attracted the best people, the focus becomes keeping them engaged and loyal. At EEA we have always placed a strong emphasis on company culture and caring for our people, which is one of the reasons we’ve been named a Top Workplace by the Austin American Statesman for the last 12 years in a row. Some of the ways we go about securing this honor are by: 1. Building a culture of trust. According to Stephen M.R. Covey in The Speed of Trust , trust is the foundation of any successful relationship, including the employer-employee dynamic. Employees who trust their leaders are more engaged, productive, and committed. Be transparent about the firm’s goals and challenges. Involve employees in decision-making processes to show that their input matters. At EEA, we host an all-hands Town Hall each quarter where we review company financials, review interesting projects, and highlight employees who have exemplified our core values. This level of transparency helps connect everyone to the firm’s mission and results and lays the foundation for bonds of trust throughout the team. 2. Providing growth opportunities. Employees leave when they feel stagnant, so professional growth is essential for retention. Consider mentorship programs that pair junior employees with senior leaders to foster development and knowledge transfer and set aside budgets for both time and expenses related to training and development. It’s an investment in your people that creates a win-win; if the individuals are consistently growing then the firm can too! 3. Fostering a positive work environment. A toxic culture drives talent away, no matter how competitive the pay. Focus on creating an environment where employees feel valued, respected, and supported. Employees want to feel their work matters and recognition doesn’t always have to be monetary. As noted above, we highlight staff in our Town Hall meetings and in addition to the named recognition in front of their peers, we make a donation to the charity of their choosing as a thank you. A COMPETITIVE ADVANTAGE IN TALENT MANAGEMENT. Attracting and retaining top talent in the AEC industry isn’t about reinventing the wheel – it’s about adapting to what employees value today. By fostering trust, providing opportunities for growth, and creating a supportive culture, your firm can stand out in a crowded market. Firms that invest in their employees don’t just survive in a tight labor market, they thrive. And as leaders, building an engaged, loyal workforce isn’t just good for business, it’s the legacy we leave behind. Morgan Stinson is chief operating officer at EEA Consulting Engineers. Contact him at morganstinson@eeace.com.

MORGAN STINSON , from page 3

Does salary still matter? Of course it does! But providing a competitive salary, benchmarked against industry peers (perhaps using data supplied by Zweig Group), is a baseline expectation. Think of it like the lowest level of Maslow’s Hierarchy of Needs ; our people need sufficient wages, benefits, and technology just to accept the position and perform the duties. The most successful firms move up the pyramid toward the psychological and self-fulfillment areas in order to truly unleash the potential of their teams. ATTRACTING TOP TALENT. So, how do you set your firm apart? 1. Define and promote your employer brand. Just as firms market themselves to clients, they must also market themselves to potential employees. Your employer brand should communicate why someone should work for your firm. Highlight your values, culture, and what makes your firm unique. For example: Highlight employee testimonials on your website, newsletter, or social media. Highlight projects that demonstrate your firm’s impact, whether it’s designing sustainable buildings or solving complex infrastructure challenges. This helps potential candidates create a vision of what it would be like to work for you. 2. Expand your talent pool. Traditional recruiting methods often limit your reach. To attract diverse talent, explore untapped avenues: Partner with universities to establish internship programs. Attend job fairs outside your immediate geographic region. Use online platforms like LinkedIn and industry- specific job boards to reach a broader audience. 3. Streamline your hiring process. In a tight labor market, speed is critical. Talented candidates won’t wait weeks for a response. Simplify application processes to make it easier for candidates to engage with you. Use pre-screening tools to find top candidates quickly. LinkedIn has this feature built into their “Recruiter” suite of tools. Ensure that interviews are efficient yet thorough, with clear communication at every stage. 4. Offer competitive compensation and benefits. Compensation still matters but benefits often seal the deal. The flexibility associated with a hybrid work-from- office/work-from-home model, and emphasis on work- life balance are highly desirable for today’s workforce. Consider offering: Flexible working arrangements (remote or hybrid options).

THE ZWEIG LETTER MAY 26, 2025, ISSUE 1587

FROM THE FOUNDER

AEC firms today still struggle with the same old organizational issues that undermine clarity, accountability, and leadership. A few thoughts on organization structure

M ost people probably don’t know it, but my undergraduate degree is actually a management degree with a specialization in organizational behavior. And yes, it proved to be relevant and useful. I have been working with AEC firms on organization structure issues for my entire 45-year post-MBA career and employed every bit of this knowledge over the years.

Mark Zweig

That said, some of the issues and problems I was helping companies deal with as far back as 1980 – as hard as that may be to believe – are STILL issues in firms today. Let’s take a look at some of these common problems, several of which are unique to firms in our industry: 1. Project managers working in a matrix organization structure who have no one permanently assigned reporting to them. This is the most common problem I see with organization structures of firms in our business. PMs are supposed to deliver quality work on time and within budget, yet the people they rely on

to do the job don’t report to them. They have no control over their time and no ability to reward or punish. Not to mention the fact that any individual could have six different PMs they are working for plus their department manager at the same time. Who sets the priorities? Not the PMs. The matrix organization is a big problem. 2. Individuals who report to more than one person. I see this frequently in our business, also. It doesn’t work and violates a principle called “unity of command,” one that says each individual reports to only one person. It really creates problems if the two people someone reports to

THE ZWEIG LETTER MAY 26, 2025, ISSUE 1587

give out conflicting directions. Who is the person with the dual reporting relationship supposed to listen to? 3. People with titles who have been “promoted” to “senior- somethings” but who have no change in functional role or responsibilities. What’s the point, really, if their job isn’t going to change whatsoever? I have always thought this was a bad practice. Just pay the person more versus giving them what I consider to be a fake promotion! 4. People with titles that are misrepresentative of their real function and responsibilities. One of the most typical that I frequently see is when “operations” people are dealing with non-operations issues. “Operations” to me should be all about the line functions – i.e., what the firm actually does to make money (architecture, engineering, etc.) – as opposed to support functions. 5. Confusion over the titles of “principal” and “associate” and all variants of those, and what the functional responsibilities of those roles are. My answer to the questions about what these people are supposed to do is that typically these are not functional roles at all, but instead imply status and/or position in the hierarchy of ownership. Many people don’t understand that. 6. People who use the term “partner” as synonymous with “principal.” They are not the same thing. While both may be owners, partners are owners in a partnership, and that is quite a bit different from being a stockholder

or shareholder in a corporation or member of an LLC. “Partner” may imply rights to some people that principals, shareholders, or members may not have. 7. Marketing directors who are charged with managing business development when none of those who actually do the business development report to them. It makes the marketing director’s responsibility for selling a joke. Everyone knows they have zero control over the principals who are typically the ones responsible for BD. They (the marketing director) or whomever is the top marketing person in the firm is usually at a lower level in the status/clout hierarchy than a principal is in the same firm. Therefore, how can the marketing manager manage them? 8. Boards of directors (BOD) whose members are all insiders who also work full-time in the functional organization. If the BOD is supposed to supervise the CEO but all of the BOD members report to the CEO in the functional organization, how in the world is that supposed to work? It doesn’t. I could probably list 10 more of these organization issues if pressed. These are not academic problems. They are real issues that need to be discussed and dealt with! Mark Zweig is Zweig Group’s chairman and founder. Contact him at mzweig@zweiggroup.com.

THE ZWEIG LETTER MAY 26, 2025, ISSUE 1587

OPINION

Consistently invest in marketing

Continuous investment ensures that when the market eventually slows down, your firm remains resilient and well-positioned.

M arketing and business development should be consistent efforts over an extended period of time. You don’t reap what you sow immediately, so for those of us who want to see immediate results (myself included), it’s also an exercise in patience. There are numerous tactics in marketing and business development, each tailored to specific business goals. Whether it’s content marketing, social media campaigns, networking, or strategic partnerships, the approach must align with your objectives.

Lindsay Young, MBA, FSMPS, CPSM

The joke among marketers is, “Our marketing is working, we just aren’t sure which half.” All joking aside, marketing and business development must be consistently implemented in your firm. Even when your firm is inundated with projects, your marketing and business development should not be neglected or put on the back burner. Why? Because continuous investment ensures that when the market eventually slows down, your firm remains resilient and well- positioned. In our marketplace today, most firms are busy and looking for talent. That doesn’t mean that you shouldn’t be focusing on marketing and business

development, because we all know the time will come when things will slow down. Those firms that invest in marketing and business development consistently can be more selective with clients and projects – and many times have a higher profit margin on these projects as well. All that sounds like a great return on your investment, doesn’t it? A powerful analogy is comparing marketing and business development to investing in your 401(k). If you start investing at the age of 20, you are going to have a lot more money later in life than if you wait to start investing until age 40. My college finance professor told us to put down a 10 percent

THE ZWEIG LETTER MAY 26, 2025, ISSUE 1587

ON THE MOVE FEHR GRAHAM ANNOUNCES LEADERSHIP CHANGES Fehr Graham, a leading Midwest engineering and environmental firm, announced that Mick Gronewold, PE, is stepping into a leadership role as the Midwest Platform CEO with Trilon Group. Kyle Saunders, Fehr Graham’s chief strategy officer, will succeed Gronewold as Fehr Graham president. In his new role, Gronewold will lead Trilon’s Midwest Platform firms of Fehr Graham, Gonzalez Companies and The Mannik & Smith Group, Inc. Together, the three firms have 48 offices across the Midwest with more than 1,000 employees. Together, the three firms are among the 10 largest infrastructure consulting firms in the Midwest. Trilon will look to Gronewold, who is succeeding the retiring Dean Niese, PE, to apply his strategic vision and leadership to continue the success of the Midwest Platform and Fehr Graham. Fehr Graham merged with Trilon Group in May 2023, aligning with a partner that shares its Core Values and culture. Trilon supports Fehr Graham by investing in talent, technology, and targeted mergers and acquisitions to accelerate growth and advance employees’ careers. Mick Renshaw, founder and CEO of Trilon Group, praised Gronewold’s dedication to excellence and his deep understanding of running an engineering business, noting that these qualities

make him the ideal leader to guide the Midwest Platform firms. His vision aligns perfectly with Trilon’s mission of building community-focused infrastructure solutions. “Mick’s leadership has set a standard of excellence that resonates throughout our operations,” Renshaw said. “His commitment to sustainability and innovation continues to inspire our teams and drive our projects forward.” Saunders, who joined Fehr Graham in April, brings a decade of experience in municipal leadership and water infrastructure. He has a proven track record of developing highly effective teams and building collaboration across functional organizations. Saunders has already spearheaded several of the firm’s more recent growth initiatives and developed continuous improvement strategies based on his analysis of the firm’s operation and key performance indicators. “Kyle’s remarkable ability to connect with clients and staff, lead through influence and navigate complex problems while maintaining a positive and forward- thinking approach to business and infrastructure position him perfectly to lead Fehr Graham into its next chapter,” Gronewold said. Gronewold joined Fehr Graham in 1993 and has steered the firm’s growth and performance while executing high- profile design and permitting projects for

municipal and private clients. He earned a bachelor’s degree in environmental engineering from the Montana College of Mineral Science and Technology. He is part of numerous professional associations, including the National Society of Professional Engineers, the Illinois Society of Professional Engineers, the Illinois Association of Highway Engineers and the American Public Works Association. Gronewold and his wife, Kate, live in Forreston, Illinois, and have three adult children. Saunders began his career at the City of Rockford, where he started as a Senior Engineering Technician and ascended to Director of Public Works. He holds a Bachelor of Science degree and a Master of Business Administration and Management from Rockford University. He also earned a master’s degree in Organizational Leadership from the University of Colorado Boulder. He is a member of the Illinois Section American Water Works Association and chairs its Water Utility Council. He lives in Rockford with his wife, Kelly. Fehr Graham is a premier provider of engineering, environmental and funding solutions for commercial, industrial, institutional and government clients with Midwest office locations in Illinois, Iowa and Wisconsin. Fehr Graham is an Engineering News-Record Top 500 Design Firm, Midwest Top Design Firm and Zweig Group Hot Firm.

contribution when we filled out that 401(k) paperwork at our first job. His reasoning was that you’ll never miss it if you just invest it immediately, and you’ll be a lot better off and will have more financial freedom if you invest early. He was right, too. I’m a lot better off today, and my money is making money while I sleep. “Continuous investment in marketing and business development ensures that when the market eventually slows down, your firm remains resilient and well-positioned.” Your marketing can do the same thing! With your investment in marketing and business development, it’s much easier to gain market share, increase profits, and hire more talent. Again, that

all sounds like a great investment to me. You have to invest consistently in your marketing efforts, so they will pay off for your firm. Consistent investment in marketing and business development is essential for long-term success. It enables firms to gain market share, increase profits, and hire more talent. This strategic approach ensures your firm will remain competitive and profitable, even during slower periods. Marketing and business development are long-term commitments that require consistent efforts. By investing early and continuously, firms can achieve significant benefits, including increased market share, higher profits, and the ability to attract top talent. This strategic approach is where early and consistent investments lead to greater rewards over time. Lindsay Young, MBA, FSMPS, CPSM is a marketing services advisor with Zweig Group and president and founder of nu marketing. She can be reached at lyoung@zweiggroup.com.

THE ZWEIG LETTER MAY 26, 2025, ISSUE 1587

OPINION

Utilizing technology built around your best work can become an inspiration tool for marketing teams. How AI can enhance human creativity

Technology update brought to you by

O ne of life’s great injustices is that time is finite. When our days are controlled by never- ending to-do lists, it can leave little time for moments of curiosity and discovery that make our work really stand out in a crowded field.

As the marketing team for a design firm, much of our time is spent laboring over content creation and organization, compiling information for a variety of different packages, depending upon the need and audience. Thus, we were intrigued when a partner told us about a new AI platform specifically designed for the AEC industry. The platform – Joist AI – was created by an individual with more than a decade of experience in the general contracting and construction industry, making him keenly aware of our own internal pain points and needs. Joist AI is a “content enablement platform” that stores marketing content in a private hub, enabling teams to quickly curate and customize content for a variety of different outputs. While this sounds great, before we snapped into adoption mode, we had to understand what the use of this tool would mean for our firm. AI has

been something of a question mark within our industry, and we knew we needed to tread carefully by first deciding how we would navigate the pros and cons of the technology. This meant setting security parameters, expectations, and more. Yes, AI could alleviate some of our work, but it would take thoughtful effort to get the ball rolling. Acting with intention is one of the most important aspects of embracing new technology, and AI is no exception. After all, AI is only as good as the information it receives. You can think of it as any living creature – if you feed it well, expect it to bloom. Being the strategic and thoughtful designers we are, this process started with building a solid foundation. We only fed the AI platform with our best content. Building that database meant reviewing and editing our existing material, versus dumping everything in. We removed sensitive and outdated information, for

Kate Gray

THE ZWEIG LETTER MAY 26, 2025, ISSUE 1587

BUSINESS NEWS AECOM JOINT VENTURE AWARDED CONTRACT TO DELIVER TECHNICAL SERVICES FOR KEY NEW PHASE OF HONG KONG’S MAJOR NORTHERN METROPOLIS DEVELOPMENT AECOM, the trusted global infrastructure leader, announced that it has been selected in a joint venture by the Civil Engineering and Development Department of the HKSAR Government for the design and construction of Package 3 of the First Phase Development of the New Territories North – San Tin / Lok Ma Chau Development Node. This project is a cornerstone of the Northern Metropolis, a major new development in Hong Kong that will support approximately 2.5 million people and advance economic growth, innovation and technology, and sustainable urban development. “We are honored to continue our long-standing partnership with the Civil Engineering and Development Department and contribute to the development of the Northern Metropolis,” said Ian Chung, chief executive of AECOM’s Asia region. “With our expanded role in the San Tin Technopole project, AECOM will bring together an integrated, multi-disciplinary team to deliver technical excellence, digitalized solutions and nature-positive approaches to create a world-class, community-focused innovation and technology hub.” AECOM will provide a comprehensive

range of services for Package 3 in its joint venture with AtkinsRéalis, including design, tender and construction supervision, site formation and other engineering infrastructure works, urban- rural integration, nature-based solutions, open space design and landscaping, digital solutions, and environmental monitoring and mitigation. With completion targeted for 2038, the approximately 190-hectare development is designed to support the innovation and technology industry, housing, community and commercial spaces. For this project, AECOM aims to optimize land use by balancing modern development with nature and cultural conservation. The design emphasizes urban-rural integration and nature- positive infrastructure, featuring new and environmentally restored open spaces, revitalized rivers, a cultural and recreational complex for the community, and a landscaped deck for pedestrians and cyclists, all designed with climate resilience and innovative construction methodologies in mind. “As industry leaders in designing complex urban environments, our teams have a proud legacy of delivering innovative developments across Hong Kong and in major cities around the world,” said Bane Gaiser, chief executive of AECOM’s global Buildings + Places business. “Complemented by deep expertise in sustainable development and nature-

based solutions, we look forward to creating thriving, climate-resilient communities that will shape Hong Kong’s future for decades to come.” To align with the Government’s Smart City strategy, AECOM will take the lead in the development and implementation of a unified digital twin platform for the entire San Tin Technopole project to support efficient planning and delivery. The platform will enhance visualization of digital model outcomes and develop digital services for data depository in infrastructure design, in alignment with the Government’s initiatives like Common Spatial Data Infrastructure and Integrated Capital Works Platform. AECOM’s work on this project builds on the successful progress of Package 1, which involves design and project supervision services for a 250-hectare portion of San Tin. Additionally, AECOM has been selected to conduct the Investigation Study for Sam Po Shue Wetland Conservation Park, a 348-hectare site northwest of San Tin Technopole and the first wetland conservation park in Hong Kong planned under the Government’s Northern Metropolis Development Strategy. With over 40 years of experience in new town development in Hong Kong, AECOM will continue to collaborate with CEDD and other stakeholders to ensure planning and design integration with broader Northern Metropolis initiatives.

example, staying cognizant of what would be nourishing for our collective marketing brain. To maintain a nutrient-rich input, we also placed guardrails around who can add, edit, and access the information on the platform. Only certain team leaders can upload content or tweak and tailor our systems and preferences. The platform has become an excellent way to store and search for specific knowledge, greatly improving efficiency and alleviating many sticking points in the proposal process. Unlike a more traditional search function that only points you to a document where a key word or phrase occurs, Joist AI can locate and extract the specific – and relevant! – reference. (It’s like having a very fast, dedicated archivist on the team.) We’re able to find applicable past campaigns, projects, proposals, and resumes that help us build better content. Not only does AI speed the research process but it also presents opportunities for rediscovering what we did for past projects that worked so well, which we can use to enhance

future pursuits. And the faster and more efficient we can make the proposal process, the more time we have to be creative when it comes to developing compelling marketing campaigns, thought leadership, project stories, and other more intricate marketing efforts that can boost our company’s visibility. So much of what we do as marketers is meant to appeal to human nature. When we can use technology to handle more repetitive and programmed tasks, it leaves more time for us to do the fun stuff. We think of AI as an inspiration tool as it makes the technical side more efficient and allows us to explore the emotional side of our job. We work on meaningful projects that have a real impact on our communities and, when it comes to telling the world about them, they deserve as much of our human touch as we can offer. Kate Gray is the marketing team lead at Cushing Terrell. Connect with her on LinkedIn.

THE ZWEIG LETTER MAY 26, 2025, ISSUE 1587

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