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May 19, 2025, Issue 1586 WWW.ZWEIGGROUP.COM

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The Zweig Group team is hitting the road to share fresh insights on how AEC firms can stay ahead. Where to find us this summer

FIRM INDEX Ardurra............................................................. 10 Bowman Consulting Group Ltd.......4 MORE ARTICLES n BRAD WILSON: Inside the Executive Roundtable Page 3 n MARK ZWEIG: More reasons to have outside consultants Page 5 n NICK HEIM: The Iron Man framework for innovation Page 7 n KRAIG KERN: Reclaim your calendar Page 9 n STEFANIE RICHTER: The high- performance blueprint Page 11 Zweig Group’s 2025 Fee & Billing Report finds that AEC firms take an average of 54 days to collect payment after invoicing, a figure that has remained steady year over year. Collection periods range from 45 days at the lower quartile to 69 days at the upper quartile, suggesting that firms could benefit from improved project controls, enhanced client communication around cash flow, and more dedicated collections management practices. Participate in a survey and save on a Zweig Group research publication.

Z weig Group is hitting the road this summer, bringing fresh insights on strategy, performance, innovation, and the future of the AEC industry to some of the profession’s most prominent stages. From fee structures and succession planning to AI and firm performance, our team is sharing what we’re seeing in the market – and how firms can stay ahead. Here’s where you can find us in the coming months: AEC HIRE POWER: BUILD A RECRUITING ENGINE THAT DELIVERS May 28 from 1 p.m.-2 p.m. CST | Webinar Speakers: Jeremy Clarke, COO & Managing Director, Talent Consulting, Zweig Group; and Kristi Weierbach, Ph.D., SPHR, SHRM-SCP, Managing Director, Workforce Advisory, Stambaugh Ness The current talent landscape is shifting rapidly, and for AEC firms, finding and keeping exceptional talent has never been more challenging or more critical. Join our experts and learn how to move beyond reactive hiring and into a proactive, strategic recruitment mindset. Develop a high-impact program that positions your AEC firm for long-term growth, stay ahead of hiring trends, and successfully incorporate tech and AI in your processes. AIA CONFERENCE ON ARCHITECTURE & DESIGN (AIA25) June 5 | Boston, MA Session: Seven Strategies of Highly Successful Firms Speaker: Will Swearingen, Principal & Senior Director, Transition Consulting, Zweig Group Successful architecture firms embrace strategies to maximize profit and minimize expenses, all while enabling a healthy and prosperous workforce. Using data from firms across the United States, this enlightening session will reveal those aspects that differentiate highly profitable firms from their peers. Learn how to benchmark your firm’s practices against the most profitable firms in the industry by examining effective fee structures, business decision-making strategies, and the cultural practices – like diversity, equity, and research investments – that set top-performing firms apart.

Mailena Urso

See WRITER, page 2

THE VOICE OF REASON FOR THE AEC INDUSTRY

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when integrated thoughtfully into a firm’s overall strategy. This session provides a clear, structured approach to aligning AI initiatives with business goals, including governance, opportunity assessment, and implementation planning. Attendees will explore a practical framework and engage in a roundtable discussion to share perspectives and challenges. Designed for professionals across disciplines, this session offers actionable insights to help firms move beyond experimentation and adopt AI in a purposeful, organization- wide way. AIA FLORIDA CONVENTION & TRADE SHOW July 30-August 2 | Tampa, FL Session: Setting Fee Structures – Balancing Risk, Trends, and Project Characteristics Speakers: Will Swearingen, Principal & Senior Director, Transition Consulting, Zweig Group; and Bryce Bounds, AIA, Broward County Construction Management Division This session explores how to negotiate fees using market data, assess project risk, and adjust for trends and technologies that impact pricing strategies. Session: The Nuts & Bolts of Succession Planning Speakers: Tracey Eaves, MBA, CBA, CVA, BCA, CMEA, Managing Director, Transition Consulting, Zweig Group; and Ignacio Reyes, FAIA, Chief Development Officer, DLR Group Learn the ins and outs of ownership transition strategies – from internal transfers and ESOPs to M&A and private equity – and how to confidently lead through succession. Session: An Emerging Firm Leader’s Guide to Determining Billable Rates Speakers: Tom Godin, Senior Director, Performance Consulting, Zweig Group; Bryce Bounds, AIA, Broward County Construction Management Division; and Jaime E. Sobrino, FAIA, LEED AP, PMP, VP and Director of Operations, LEO A DALY Learn how firms calculate billable rates, breaking down salary, overhead, and profit. Driven by real-world experiences and pricing strategies, attendees will leave equipped with tools to establish competitive and sustainable rates. Whether you’ll be attending these events in person or following along remotely, we’re proud to contribute thought leadership that empowers AEC firms to succeed. Want to connect with one of our speakers or schedule a meeting onsite? Let us know! Mailena Urso is chief marketing officer at Zweig Group. Contact her at murso@zweiggroup.com.

MAILENA URSO, from page 1

For more from Will, stop by the AIA Booth on the Exhibit Floor June 5-6 for a free 15-minute Firm Performance Audit. This one-on-one session gives you the chance to evaluate your firm’s performance across key areas like finance, leadership, operations, business development, sustainability, and firm culture. You’ll receive tailored, expert feedback on how your firm stacks up and will leave with actionable strategies to improve performance and leverage your unique strengths. Pre-register now to reserve your slot – space is limited! ACEC VIRGINIA SUMMER CONFERENCE June 18-20 | Hot Springs, VA Session: AI 101: The Past, the Present, and the Future Speaker: Kristin Kautz, FSMPS, CPSM, Artificial Intelligence Consultant, Zweig Group This presentation delves into the transformative journey of artificial intelligence, covering its historical roots, current capabilities, and future possibilities. It combines real-world examples, technical insights, and practical strategies to empower businesses and individuals to navigate AI’s seismic impact on our industry and roles. From understanding narrow AI and generative tools to exploring advanced applications in the built environment, this resource equips attendees to implement AI effectively. Session: Mobilizing Leaders to Design Great Performance Speaker: Tom Godin, Senior Director, Performance Consulting, Zweig Group Great performance doesn’t happen by chance – it’s designed by leaders who shape the systems, culture, and structures that drive success. This session explores the key characteristics of high-performing organizations and how leaders can intentionally design and inspire their teams to achieve exceptional results. Participants will walk away with actionable strategies to transform their organizations, departments, or teams into high-performance environments where people grow and results follow. ACEC MARYLAND ANNUAL CONFERENCE June 26 | Stevensville, MD Session: Leading with Intelligence: How AI and Visionary Strategy Will Shape the Firm of 2030 Speaker: Ying Liu, LEED AP BD+C, Director, Growth Consulting, Zweig Group Artificial intelligence has the potential to improve efficiency, enhance decision-making, and support innovation – but only

THE ZWEIG LETTER MAY 19, 2025, ISSUE 1586

OPINION

Inside the Executive Roundtable

E ach year, Zweig Group hosts an Executive Roundtable designed to give senior AEC firm leaders a rare opportunity to step away from the day-to-day to focus on strategic thinking. Thanks to our new partnership, I had the privilege of helping the Zweig Group team “host” the most recent roundtable in Boston. This event is a catalyst for honest conversation, shared wisdom, and renewed focus on ownership, governance, and the future of the industry.

Brad Wilson, CMA, MBA

I put the “host” in quotes because the AEC executives in the room were so eager to share their experiences and strategies with one another that very little facilitation was needed. This openness is a hallmark of the AEC industry and something I deeply admire. I encourage every leadership team to participate in this type of session; you’ll walk away with valuable insights that only peer-to-peer dialogue can offer. While the conversations touched on a wide array of topics, one surfaced repeatedly: the multi- dimensional issue of ownership. It’s an issue we’ve long advised clients to treat as a continuous process versus an event. And this group reinforced that view in spades. Even firms with several generational transitions under their belts reported new challenges to their ownership and governance models. These challenges fell into three major, but interconnected categories:

1. Finding young leaders who also want to be owners. At its core, ownership transition is a people issue, and this group of executives knew this well. Several firms shared recent changes they had made to make ownership more affordable or more desirable overall but with negligible results. The risk/reward equation around ownership has shifted for the current 30- and 40-somethings. Several of the roundtable participants expressed frustration at not fully understanding this shift in mindset, and concern that it could undermine the sustainability of their ownership models. The key takeaway here was the need for firms to invest more in business education of future leaders and the practical realities of ownership. None of

See BRAD WILSON, page 4

THE ZWEIG LETTER MAY 19, 2025, ISSUE 1586

BUSINESS NEWS BOWMAN AWARDED MULTI-YEAR CONTRACT BY CITY OF MONTEBELLO FOR ON-CALL ENGINEERING SERVICES Bowman Consulting Group Ltd., a national engineering services firm, has been awarded a $6 million on-call design and engineering services contract with the City of Montebello, California. The three-year agreement will generate $2 million annually and includes two optional one-year extensions, creating the potential for a five-year partnership worth up to $10 million. Under the contract, Bowman will provide design and engineering services to

support Montebello’s infrastructure and community development initiatives. These services may include municipal and civil engineering, capital improvement project management, construction management, city traffic engineering, engineering plan review, grant administration support and staff augmentation for office and field operations. “This engagement is another example of the synergies we are deriving through the integration of acquired operations,” said Gary Bowman, chairman and CEO of Bowman. “The contract builds upon more

than two decades of collaboration with the City of Montebello and reinforces a long-standing partnership in support of their growing infrastructure needs. By continually aligning our capabilities with the priorities of our customers, we continue to expand our footprint and generate sustainable long-term organic growth across markets and services.” In connection with the award, Bowman was issued several initial task orders including catch basin retrofits, sewer system auditing and management, roadway enhancements and a citywide pavement management program.

Several uneventful years go by but then laws change, shareholders’ roles and responsibilities change, and new shareholders are needed to sustain the firm. The agreement has fallen hopelessly behind the business. The openness of the roundtable setting allowed one attendee to share that a similar situation left their firm vulnerable. The firm found itself between two bad choices: try to enforce an agreement that everyone knew was outdated or try to rewrite their agreement in the middle of a performance issue with a shareholder. The key takeaway here: dust off your shareholder agreement at least every other year, especially as your firm’s ownership and governance grow more complex. A WORTHWHILE INVESTMENT OF TIME. The most valuable insight from the executive roundtable was simple, if you don’t make time to proactively evaluate your ownership structure, you will eventually be forced to react, most likely under pressure. There was broad consensus at the roundtable that ownership problems are much more difficult to solve in the middle of a crisis, when stress and drama can cloud decision-making. By stepping back, reflecting, and sharing with peers, firm leaders can identify risks early and set a stronger course for the future. Special thanks to Zweig Group for creating such a valuable space for AEC leaders to come together and engage in meaningful, strategic dialogue. The Executive Roundtable is more than just an event, it’s a catalyst for honest conversation, shared wisdom, and renewed focus. I’m grateful for the opportunity to be part of it and look forward to seeing how these important discussions continue to shape the future of our industry. Brad Wilson, CMA, MBA, is director of Strategic Growth Advisory at Stambaugh Ness. Connect with him on LinkedIn.

BRAD WILSON, from page 3

the attendees reported that they regretted becoming an owner in their own firms, but few had shared their journey with their next-gen leaders. 2. Private equity is offering a “quick fix” to ownership challenges. Almost every firm leader reported receiving multiple solicitations from PE firms or AEC platform firms backed by private equity. And yes, it sounded like the rumors about how much a private equity firm will pay for an AEC firm are true. The “godfather” of AEC mergers and acquisitions, George Christodoulo, delivered an engaging session about the pros and cons of selling to private equity. He shared real- world examples ranging from remarkable success stories to nightmare scenarios. A key insight many attendees agreed on is that if PE is going to be the right fit, they must bring more than just money. If the high valuations being offered are based on synergistic revenue and profit growth, how that can be accomplished must be part of the offer. If your firm can truly be strengthened by selling to PE, your key people will be more likely to come along. However, if you treat PE as the buyer of last resort and don’t consider the next-gen leaders, things can go badly. 3. Your shareholder agreement should be a living document. Many attendees shared how their firms had outgrown their governance structure, and in some cases had even outgrown certain key shareholders’ capabilities. This situation was exacerbated by the outdated ownership agreements, making it very difficult to make the necessary changes. I have experienced this myself over the years with many clients. If done well, getting a comprehensive buy-sell agreement in place among a small group of shareholders is a daunting task. Lawyer-fatigue is a real symptom and by the time the agreement is signed, everyone wants to put it in the file drawer and forget about it.

THE ZWEIG LETTER MAY 19, 2025, ISSUE 1586

FROM THE FOUNDER

I have been a big advocate of having outside directors on the BOD of your privately-held AEC firm for many years. This is especially true if you find people who have been more successful than you have in business and those who can help you win new work. Stop procrastinating on this issue and start searching in earnest for some outside directors to help you be more successful. More reasons to have outside directors

While I have written about it before, here are some good reasons to have two or three outsiders on your board that I may not have covered: 1. Mentoring for your CEO and other top managers. This may be the single most important benefit of having outside directors. Where else will you and your top managers go to get input from people with credibility? Sure, there are a bunch of executive coaches out there who are supposed to function as mentors, but how many of them have ever been in the top job before and really know what it’s like? The best outside directors make themselves available when needed to provide mentoring. 2. Accountability for the CEO. Oftentimes in our business, the CEO is either one of the founders or someone who has been there the longest and/

or has the largest ownership stake. They aren’t used to anyone asking them the tough questions that need to be asked, and in many cases, are truly unaccountable, especially if all the other BOD members are people who report to them in the functional organization. The outside BOD members can provide that honest input, however. 3. “Been there, done that” experience to avoid costly mistakes. Many times, the outside BOD members – besides having very successful careers and entrepreneurial backgrounds – are older and have wisdom that can only be acquired through experiences that the insiders may not have. This applies to so many different areas of the business – from dealing with problem employees, to liability issues, to building

Mark Zweig

See MARK ZWEIG, page 6

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know a lot of other good people who may be candidates for higher level jobs in the company. They can be tapped for those connections and help you find some good people. 6. Connections to lenders, investors, and other financing sources. Once again, many experienced outside directors have been in the business world for a long time. They worked with banks, insurance companies, the SBA, and other sources of debt capital. Or maybe they had experience with private equity investors in the other companies they owned or worked with. And finally, maybe they themselves will want to invest in the company. This knowledge and these connections to capital sources can be invaluable. I write this as someone who has been an outside director himself on more than a dozen company boards and who still is in some cases. And some of the other outside directors I have worked with have been immensely helpful – far, far more than they cost – to companies in our industry. Isn’t it time you stopped procrastinating on this issue and start searching in earnest for some outside directors to help you be more successful? I think so! Mark Zweig is Zweig Group’s chairman and founder. Contact him at mzweig@zweiggroup.com.

MARK ZWEIG, from page 5

ownership or negotiating leases, to company policy, to dealing with mergers and acquisitions – and much more. The outside directors’ experience can be invaluable. “I write this as someone who has been an outside director himself on more than a dozen company boards and who still is in some cases. And some of the other outside directors I have worked with have been immensely helpful to companies in our industry.” 4. Connections to clients and potential clients. Sometimes these directors may come directly out of client or potential client organizations and have the insider knowledge of how to win work with them. In other cases, they may know people who work in those clients and can help. I have personally witnessed this as an outside director on boards myself more than once where the outside director helped the AEC firm win work they never would have gotten otherwise. 5. Recruiting assistance. This is not commonly thought of as a benefit of outside directors but the fact is they probably

THE ZWEIG LETTER MAY 19, 2025, ISSUE 1586

OPINION

Innovation in AEC succeeds when people, processes, and technology work together with purpose and alignment. The Iron Man framework for innovation

Technology update brought to you by

H ow many times have you heard some form of “architecture and engineering firms are slow to adopt technology” or seen a global management consultant produce yet another report about how we are a laggard industry and resistant to change? There is some truth to this, of course. But investing in technology without fully understanding the “who” and “how” of your business is like putting the cart before the horse – a timeless analogy that tells us about the perils of doing things in the wrong order.

Nick Heim, PE

Speaking of analogies, I love the phrase “people, process, and technology” to describe innovation in AEC firms. I also love the Iron Man movies, so let’s draw a combined analogy: ■ People are like Tony Stark – the human visionary behind the innovation. ■ Process is like J.A.R.V.I.S. – the system quietly powering every decision and action. ■ Technology is like the Iron Man suit – powerful, yet ineffective without clear direction.

PEOPLE: TONY STARK AT THE CORE. People remain the heart of our businesses, even as increasingly sophisticated technology becomes available. Your team’s expertise, creativity, and motivation drive innovation and growth. From my experience participating in mastermind groups and interacting with AEC professionals at various career stages, I’ve observed that the role technology plays and how it’s perceived varies notably by career level:

See NICK HEIM, page 8

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on clear requirements and field testing, AEC firms must thoughtfully evaluate technology solutions against proven business needs and measurable benefits. When considering technology, firms often face a fundamental choice between two options: ■ Build. Developing custom software and tools internally can offer tailored solutions aligned precisely to your workflows. But custom solutions come with their own complexities: longer timelines, higher initial investment, and ongoing maintenance responsibilities. ■ Buy. Commercial off-the-shelf software is generally faster to deploy and comes with vendor support. However, it might require compromises or adaptations in your existing processes and is often not designed to work exactly the way your firm operates. Neither option is universally superior. Evaluate carefully by weighing your organization’s unique needs, timelines, and budgets. Always choose the path that demonstrably improves your firm’s operations and provides tangible ROI. Additionally, when evaluating software solutions, consider more than just the price tag. Assess the full scope of impacts, including: ■ Implementation and integration efforts. Will this tool smoothly integrate with existing software and processes, or will it disrupt workflows? ■ Training and change management. Do not underestimate training. Lack of proper training is one of the most common reasons technology implementations fail. Ensure the team has dedicated resources and ample time to adapt to new systems. ■ Support and scalability. Will this solution meet your firm’s growth expectations? Does the provider offer responsive support and a clear development roadmap? The decision to adopt technology should always be driven by evidence. Only proceed when your studies or pilot projects clearly demonstrate measurable efficiency, productivity, or profitability gains. Integrating people, processes, and technology isn’t a one-off project. It’s an ongoing process that should be a continual part of managing your firm. Remember, the true strength of Iron Man isn’t the suit itself but the person inside. Similarly, the real power of your firm lies not in the technology alone, but in the synergy of dedicated people, clearly defined processes, and strategically selected technology. Nick Heim, PE is a CORE industry advisory board member at BQE. Connect with him on LinkedIn.

NICK HEIM, from page 7

■ Early-career professionals (0-5 years). While these professionals are widely perceived as digitally native, they’re often thinking ahead when it comes to innovation. The perceived innovativeness of your firm significantly influences their decision on where to work, and they naturally gravitate toward workplaces that visibly embrace advanced technology. Beyond operational efficiency, technology serves as a powerful recruitment and retention tool, as early-career professionals seek firms aligned with their comfort and fluency in technology. ■ Mid-career professionals (5-15 years). Often considered the “workhorses” of a firm, mid-career professionals provide essential guidance, mentorship, and training to the early-career group. Their interaction with technology is frequently practical. They leverage technology tools daily to deliver projects, manage processes, and solve problems. Ensuring these professionals have robust, effective technological resources and appropriate training directly enhances firm productivity and enables them to lead effectively. ■ Late-career professionals (15+ years). These experienced professionals bring strategic oversight and decision- making capability. While they might not need to understand every technical detail or even use the software themselves, their judgment is vital for evaluating how technology fits within the firm’s broader vision. Their role involves assessing technology investments for their long- term value, operational alignment, and their impact on organizational effectiveness, rather than day-to-day use. By recognizing these distinct perspectives, firms can strategically integrate technology in ways that engage each career group effectively, enhancing operational efficiency and fostering a culture of innovation. PROCESS: J.A.R.V.I.S. – THE OPERATIONAL BACKBONE. If people are the visionaries, then processes are the nuts and bolts of your firm. This is the operational backbone that enables your team to execute its vision. Business process mapping is an essential practice, providing stakeholders with clarity about exactly how the business operates, from initial client contact to project closeout. This could take many forms, a simple one being a flowchart that maps the process and the individual steps along the way. After mapping out the processes that make a business run, it’s valuable to conduct baseline studies. The concept of ROI on technology investments is powerful, but only when you know exactly what you’re comparing against. If you suspect a particular process is inefficient, conduct a brief, structured study. Determine precisely how long tasks take and establish clear benchmarks. You may be surprised by the findings. Sometimes, the most profitable decision is simply to maintain the status quo. TECHNOLOGY: THE IRON MAN SUIT. Technology exists to support the processes dictated by your people. It can greatly amplify productivity if it aligns strategically with your business. Like Tony Stark meticulously refining the Iron Man suit based

THE ZWEIG LETTER MAY 19, 2025, ISSUE 1586

OPINION

Reclaim your calendar

Packed calendars hurt productivity, but smarter meeting habits can help AEC professionals reclaim focus time and boost meaningful work.

L et’s be honest – we’re drowning in meetings. Remember when your calendar had actual white space in it? I do. Pre-pandemic, I’d have maybe two to three meetings a week. Now? I’m sitting through 10 of them. And I’m guessing your calendar looks just as packed.

Here’s the thing about working in the AEC industry: yes, we need to collaborate. That’s how great projects happen. But somewhere along the way, we crossed the line from productive teamwork to death by meeting. Microsoft research found that since the pandemic hit, we’re all enduring 252 percent more virtual meetings than before 2020. That’s not a typo: 252 percent! THE REAL COST OF YOUR PACKED CALENDAR. We’ve all been there – staring at back-to- back meeting blocks and wondering, “When am I supposed to do my actual work?” It’s not just challenging – it’s genuinely impacting our productivity: ■ We’re now spending 57 percent of our work time just communicating instead of doing. That’s more than half your day gone before you’ve made any real progress.

■ Zoom fatigue is real. That mental fog after your fourth straight Teams call? That’s your brain signaling it needs a different kind of engagement. ■ The irony is rich: meetings that were scheduled to speed things up often end up slowing everything down, as decisions get stretched across multiple calls, followed by endless email chains and messaging threads. For those of us in the creative space, our work requires serious focus. Whether you’re designing a complex wastewater processing system, analyzing revenue data, developing master plans, or creating marketing campaigns and proposal content – the constant ping-pong between meetings just makes everything harder. LET’S FIX THIS (WITHOUT BREAKING WHAT WORKS). I’m not suggesting we torch all our

Kraig Kern, CPSM

See KRAIG KERN, page 10

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5. Record it, don’t schedule it. Got an important update to share about a new design approach, feedback results, research findings, or client capture strategy? Before you send that meeting invite, ask yourself if it really needs live discussion. Research suggests that humans now have the attention span of a goldfish – look it up. I’ve experimented with recording quick two-minute tutorial videos on a variety of topics instead of scheduling 30-minute webinars, and the response has been fantastic. People appreciate being able to watch on their own time, at double-speed if they want (we all do it, let’s not pretend), and it’s always available in a video library. 6. Question your recurring meetings regularly. That standing Tuesday meeting that’s been running for six years? Does it still earn its keep? Every quarter, take a hard look at your recurring meetings and ask the tough questions: Does this meeting still have a clear purpose? Are the right people attending? Could we accomplish the same thing in less time or through another channel? Many productivity tools, like Outlook Insight, can help spot the meetings that are running consistently too long or have people multitasking the whole time (hint: they’ve mentally checked out). HOW WILL WE KNOW IF THIS IS WORKING? The proof will be in how it feels to come to work. You should see:

KRAIG KERN, from page 9

calendars and become meeting hermits. Collaboration matters – it’s how we solve complex problems. But we can be a lot smarter about when and how we meet. Here are some ideas that have worked well at my firm and could work at yours: 1. Ditch the status updates for messaging channels. Consider this – how many of our meetings involve team members taking turns sharing progress updates? This is exactly what Teams channels excel at. Instead of a 60-minute call where everyone zones out until it’s their turn to speak, try a structured post where team members drop their updates when it makes sense for them. Something like: What I accomplished this week. What I’m working on next. Where I need help. Then everyone can check in when they actually have the mental bandwidth to absorb it. 2. Create “meeting-free zones” for deep work. My brain needs at least 90 minutes of uninterrupted time to tackle complex creative projects – I bet yours does too, whether you’re working on technical reports, design calculations, analyzing scientific data, or developing an infographic. We could take a page from Spotify’s playbook, where they banned Wednesday meetings completely and saw productivity jump by 40 percent. What if Tuesday and Thursday mornings became sacred ground at your firm? No meetings before noon – just pure, glorious focus time. Imagine what you could accomplish with those guaranteed blocks of uninterrupted work. 3. No agenda? No meeting. We’ve all experienced meetings that gradually drift off course. “Umm, what were our objectives again?” When we can articulate the purpose in a three-bullet agenda beforehand, our discussions become much more productive and purposeful. Most calendar applications now offer meeting notes and agenda functionality. Set clear goals, share them beforehand, and stick to them like glue. Your colleagues will thank you for respecting their time. 4. Not every decision needs a meeting. Quick reflection: How often do we gather for a 30-minute meeting to make a decision that could be effectively settled with a 60-second poll? Instant polling tools are sitting right there in our toolboxes, begging to be used. Need to pick a project timeline from three options? Send a quick poll, let people vote when they have a moment, and boom – decision made without blocking a dozen calendars. Many collaboration platforms have live polling built in. Teams has a poll option built right into the chat window. Imagine eliminating the back-and-forth emails just asking if a group of people are free on a certain date and time. Just use a poll.

■ More blocks of focused time on your calendar.

Faster movement on decisions.

■

■ Fewer “Sorry, I was in meetings all day” messages.

■ Less of that end-of-day grumpy mental exhaustion from meeting overload. Research suggests we could gain back 30 percent more time for actual work. Think about that – almost a third of your workday reclaimed for the things that really matter. Technical staff could concentrate on innovative solutions for clients, while marketing teams could focus on strategic initiatives and brand development. SMALL CHANGES, BIG RESULTS. Look, change isn’t easy, especially in an industry that values established processes. But this isn’t about throwing out collaboration – it’s about making innovation more intentional. Let’s start small: talk with your supervisor or project team and maybe try no-meeting Thursday mornings, or commit to moving one recurring status meeting to a messaging channel, and see what happens. I’m betting we’ll find that our best ideas don’t actually happen while staring at a screen full of video tiles – they happen when we have the space to think. What do you think? Ready to reclaim your calendar? I know I am. Kraig Kern, CPSM, is a senior marketing lead at Ardurra. He can be reached at kkern@ardurra.com.

THE ZWEIG LETTER MAY 19, 2025, ISSUE 1586

OPINION

The high-performance blueprint

High-performing AEC teams thrive on chemistry, clarity, and control – enabled by integrated systems that eliminate costly friction.

I magine a project team scrambling to meet a deadline – endless email chains, last- minute fire drills, and meetings that feel like damage control. Sound familiar? Too often, architecture and engineering firms face these challenges, not because of a lack of talent, but because their teams lack the right structure to operate effectively. So, what separates high-performing teams from the rest?

Stefanie Richter

In a recent webinar, industry experts Tom Godin of Zweig Group and Casey Shea of sa.global broke down the blueprint for success: chemistry, clarity, and control. These three elements aren’t just buzzwords – they are the foundation of teams that consistently deliver exceptional results. THE FOUNDATION OF HIGH-PERFORMANCE TEAMS. Trust isn’t just a feeling. It’s a result of good systems. If people don’t trust their data or their tools, they can’t really trust each other. This insight cuts to the heart of what makes teams successful in the architecture and engineering industry. While individual performance and enterprise-level decisions receive substantial attention, the real work happens in small teams – and these teams often don’t get the focus they deserve.

Tom Godin frames this challenge through what he calls “the 3Cs” that characterize high-performance teams: ■ Chemistry isn’t about team members being best friends. It’s about the capacity to have high- quality human interactions and sustain healthy relationships through both successes and challenges.

Clarity involves a shared understanding of objectives, expectations, and individual responsibilities. Everyone knows what the team is trying to accomplish and their role in achieving it.

■

■ Control means teams have both the information

See STEFANIE RICHTER, page 12

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Firms that continue to operate with disconnected systems face substantial risks to their profitability and growth potential. Ignoring these operational issues doesn’t just slow you down – it puts your projects, profits, and people at risk. The firm faces mounting challenges in scaling operations as friction increases with growth. And perhaps most concerning, you position yourself at a competitive disadvantage against firms embracing transformational technology. MOVING FORWARD: PRACTICAL STEPS. What can AEC firm leaders do today to begin addressing these challenges? ■ Map your teams and assess their chemistry, clarity, and control. Identify where friction exists, observe it firsthand, and document manual processes and inefficiencies.

STEFANIE RICHTER, from page 11

and authority to understand how they are performing against expectations and to adjust their processes accordingly. WHERE FRICTION DERAILS EXCELLENCE. Despite understanding these principles, many AEC firms struggle with significant operational friction that undermines team performance. These friction points occur when departments operate with different metrics, tools, and data interpretations. This is a common pattern for many AEC firms. Whether it’s a partner, or the sales and marketing function, and how they define KPIs and view data versus the PMO and their KPIs for being on time and on budget versus the finance team that are looking for completion and understanding margin – this is where the complexity lives. This siloed approach creates disconnects at critical handoff points: ■ Sales teams develop energy and understanding around a project only to have it rekeyed into separate systems when passed to project management. ■ Time tracking and allocation processes that take days or weeks to reach billing, only to return with errors. ■ Teams forced to hold daily emergency meetings in the final 20 percent of projects because earlier alignment was impossible. One customer reported losing approximately five hours per person per week to manual workarounds and rekeying efforts – a staggering inefficiency across an organization of hundreds. FROM SYSTEMS OF RECORD TO SYSTEMS OF COLLABORATION. The path forward lies in moving from fragmented “systems of record” to integrated “systems of collaboration” that enable shared understanding. When you start to flip it and bring an integrated system with live data, it changes the conversation. Teams are engaging with live data, seeing real-time what’s happening in a project. It removes the stigma that you’re only representing your silo. This shift toward collaborative technology does more than improve efficiency – it fundamentally transforms workplace culture and team dynamics by:

Drive better alignment through improved communication. Ensure teams are aligned around mission and focusing on problems rather than internal conflicts.

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■ Rethink the role of technology in your organization. Technology teams should be transformational partners working in lockstep with technical professionals, not just license managers. ■ Harmonize KPIs across departments. Ensure that teams are working toward shared success rather than competing objectives. ■ Consider moving to cloud-based integrated systems. Systems like the Microsoft Industry Cloud for Architecture and Engineering provide real-time data visibility and collaboration tools across the organization. THE PATH TO HIGHER PERFORMANCE. The connection between high-performing teams and high-performing systems isn’t coincidental – it’s causal. Legacy business applications force your team to work around the technology, whereas modern platforms like the Microsoft Industry Cloud for Architecture and Engineering let your team work through it together. By combining project management, resource planning, financial controls, and client relationship tools in a unified experience, the platform eliminates the friction points where traditional systems fail. This isn’t simply about upgrading software; it’s about fundamentally shifting how your organization collaborates, communicates, and creates value. It’s about enabling your teams with the tools they need to build trust, maintain clarity, and exercise appropriate control over their work. In a world where talent is scarce and margins are tight, can your firm afford the hidden costs of operational friction? The firms that will thrive in the coming years won’t necessarily be the largest or the most established – they’ll be the ones that enable their teams to perform at their highest potential. If your teams are stuck in a cycle of inefficiency, now is the time to break free. Discover how leading AEC firms are solving these challenges – watch our webinar today. Watch our webinar now to hear directly from Tom Godin and Casey Shea about how leading AEC firms are addressing these challenges. Stefanie Richter is a business development and Microsoft partnership manager at sa.global. Connect with her on LinkedIn.

■ Creating a single source of truth that everyone can trust

■ Eliminating time-consuming manual processes and workarounds ■ Enabling teams to focus on high-value work rather than administration ■ Supporting the chemistry, clarity, and control that define high-performance teams The Microsoft Industry Cloud for Architecture and Engineering exemplifies this collaborative approach, providing integrated tools that connect every department from sales through delivery and finance. THE RISK OF INACTION. With tighter margins, inefficiency isn’t just a nuisance – it’s a serious threat to your firm’s future.

THE ZWEIG LETTER MAY 19, 2025, ISSUE 1586

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