TZL 1612 (web)

December 8, 2025, Issue 1612 WWW.ZWEIGGROUP.COM

TRENDLINES

Planned tech investments

Cybersecurity upgrades Hardware refresh AI/automation

The ability to adapt rather than resist is what separates the firms that thrive from the ones that fade. Be like water

Software

Cloud migration

VDI

0% 40% 80%

B ruce Lee once said, “Be like water, my friend.” He meant it as both a mindset and a way of moving through the world. Water is adaptable, aware, and willing to change form depending on what is in front of it. It does not force itself through a wall. It studies the obstacle, moves around it, wears it down, or waits until it can pass through. AEC leaders know this well from experience, because water is also one of the greatest threats to the long-term success of a building or project. Left unchecked, it can erode foundations, infiltrate walls, and compromise years of careful design. That tension, water as both a threat and a model for adaptability, is a lesson worth thinking about in how we lead and manage our firms. Our industry never really sits still. Client needs shift with the economy. Technology changes faster than most firms can. Employee expectations evolve constantly. The reality is that what worked five or 10 years ago probably will not carry you through the next decade. We can either brace against that fact or figure out how to move with it. Inside every firm are small signals about where things are working and where they are not. People will tell you what is getting in the way if you listen long enough. Frustration about inefficiencies, burnout, or lack of communication are all indicators that something needs to change. The same is true when you hear energy around new ideas or opportunities that do not fit the traditional model. Those conversations are worth leaning into. Externally, the market sends signals too. Clients are talking more about sustainability, resilience, and efficiency. New delivery models are starting to take hold. Partner firms are experimenting with tools and service mixes that did not exist a few years ago. Paying attention to those shifts does not mean chasing every new idea that comes along. It means staying curious enough to recognize when the world around you is starting to move in a new direction. Adaptability in a firm does not come from tearing everything down. It comes from building a culture that is comfortable making adjustments in smaller, faster ways. It might mean giving teams room to test new ideas without waiting for top-down approval. It might mean rethinking job descriptions or team structures that have become too rigid. It might mean forming partnerships that open new

FIRM INDEX Croy.................................................................... 10 Innerlight Engineering............................2 Pape-Dawson................................................ 2 W.E. O’Neil........................................................4 MORE ARTICLES n JANKI DEPALMA: When rock stars crack Page 3 n MARK ZWEIG: The optimistic leader Page 5 n GREG SPEED: Leading like a superhero Page 7 n GREGORY TEAGUE: Building a culture that lasts 20 years Page 9 Zweig Group’s 2025 Information Technology Report shows that AI and automation tools top firms’ planned technology investments, with 78% expecting to invest in these areas within the next two years. Other priorities include hardware refreshes (64%), cybersecurity upgrades (56%), and software integration or upgrades (54%), reflecting a strong focus on modernization and efficiency. Participate in a survey and save on a Zweig Group research publication.

Chad Coldiron

See WRITER, page 2

THE VOICE OF REASON FOR THE AEC INDUSTRY

TRANSACTIONS PAPE-DAWSON ACQUIRES FLORIDA- BASED INNERLIGHT ENGINEERING Pape-Dawson has acquired Innerlight Engineering, a civil engineering, surveying, and land planning based in Florida. The partnership expands resources for employees, enhances service to clients, and deepens support for communities in one of the fastest-growing regions. Innerlight Engineering has earned a reputation for technical excellence and trusted client relationships throughout Northwest Florida. By joining forces, the combined team will offer a broader range of engineering and planning solutions to meet the needs of Florida’s growing communities. This is Pape-Dawson’s fifth acquisition in Florida in the last three years, following the additions of Poulos & Bennett, GradyMinor, Morris Engineering, and Bonnett Design

Group. Together, these partnerships bring local expertise and statewide resources to help shape Florida’s future. “Florida is one of the fastest-growing states in the country. Expanding our team here means more opportunities for our employees, stronger partnerships with our clients, and a greater ability to serve Florida’s communities,” said Trey Dawson, president of Pape-Dawson. “Innerlight Engineering’s expertise and reputation in the Florida panhandle make them an ideal partner, and we are excited for what we’ll accomplish together.” “Joining Pape-Dawson allows us to expand our services and resources while staying true to the values that have guided us from the beginning,” said David Smith, managing director of Innerlight Engineering. “This is an exciting step for both our employees and our clients.”

CHAD COLDIRON , from page 1

doors or rebalancing the kinds of projects your firm pursues. The key is to stay in motion and to make learning part of how you operate. What I have seen in the best AEC firms across the country is that they all have one thing in common: they pay attention. They listen to their people, their clients, and their collaborators. They make small bets, learn from them, and adjust along the way. They do not get too comfortable, and they do not assume that past success guarantees future results. That openness is what keeps them relevant. The opposite of that is rigidity. Too many firms hold onto the idea that predictability equals stability. Predictability can feel safe until the market shifts, and suddenly your processes, priorities, and pricing are out of step with the world around you. Real stability comes from confidence, the confidence that your people can adapt, that your culture supports change, and that you have the leadership in place to navigate whatever comes next. At Zweig Group, we have seen this lesson play out firsthand. Our founder, Mark Zweig, built this company on a willingness to adapt. Over nearly four decades, the business has evolved through changing markets, new ownership, and different eras of growth, but the spirit has always been the same. Stay curious, move forward, and never get stuck. That adaptability is the reason Zweig Group is still here today. The same principle applies to every firm in this industry. The world will keep changing, and the question is how well you can listen, learn, and adjust as it does. Whether you are rethinking your services, your people strategy, or your role in the market, the ability to respond rather than resist is what separates the firms that thrive from the ones that fade. So take Bruce Lee’s advice. Be like water. Stay flexible. Stay aware. Keep moving. Chad Coldiron is a principal and director of client relations and development at Zweig Group. Contact him at ccoldiron@zweiggroup.com.

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THE ZWEIG LETTER DECEMBER 8, 2025, ISSUE 1612

OPINION

When rock stars crack

T he other day, I came across a short video about something called “quiet cracking.” Wait – what now? Was that when everyone started logging off at 5 p.m.? No, that’s quiet quitting. This was quiet cracking: when a high-performing employee is on the verge of burnout, but no one sees it coming. A manager’s guide to building a culture where recovery is respected, contribution is sustainable, and being seen doesn’t require shattering.

Janki DePalma, LEED AP, CPSM

The term might be new, but the experience isn’t. I’ve cracked before. And oddly enough, I thought it was obvious. I asked my LinkedIn network what cracking looked like for them. For me, it showed up in my appearance. I remember one stretch where I felt like a beaten-down pack mule. Every day, I showed up in a free company T-shirt, hair in a ponytail, no makeup. I had so much to do, and no matter how hard I tried, it felt like everyone, from my husband to my boss, was disappointed in me. Others shared different signs: some stopped talking at meetings and became disengaged. Some had nightmares. Others couldn’t sleep. Lots of “Sunday scaries.” Cracking looks different for everyone. Most burnout articles speak to the individual, the person about to “crack.” I want to do something different. I want to speak directly to the managers in

the room. Pay attention to your rock stars, they might not be OK. They may be cracking all while smiling agreeably. You might wonder: Why don’t they just say something if they need help? Why push yourself to the point of cracking? While anyone can burn out, high performers are especially vulnerable. They tend to thrive under pressure, work independently, and push through long hours. Their output is strong, which makes it easy to assume the work was easy. But here’s the shadow side: many high performers overextend themselves as a survival strategy (that was me). Working hard, exceeding expectations, and not asking for help are often behaviors rooted in family, school, or early career environments. You become the “good kid” or the “pleasure to have in class.” High performers

See JANKI DEPALMA, page 4

THE ZWEIG LETTER DECEMBER 8, 2025, ISSUE 1612

ELEVATE THE INDUSTRY®

every day. It wears down the engine. Can you outsource? Can you train junior staff? Can senior staff jump in? Do something. And while you’re figuring it out, let people know that you see this problem and want to address it. Does this rock star get “voluntold” for projects? Are other managers assigning work without checking in? Can your rock star say no? Work together to unload or postpone tasks. DROPPED BALLS ARE A CRY FOR HELP. Here’s something I bet you didn’t know. You are more likely to see a rock star drop the ball than ask for help. Unanswered emails, administrative mistakes, or a missed meeting are not signs that they are careless or disorganized. This is their check engine light. They have too much to do and are desperately trying to make everyone happy. Think of that old I Love Lucy episode at the candy factory (Google it, it’s hilarious). Managers, ask yourself: Are they truly disorganized or do they have too many balls in play? Disorganization from a high performer is often a symptom of overload. Instead of reprimanding, ask yourself if all those “balls” are theirs to juggle? Normalize rest. Normalize redistribution. Normalize saying “I need help.” Don’t assume silence means everything is OK. Amy Edmondson’s The Fearless Organization emphasizes the importance of psychological safety. High-performing teams thrive when people feel safe to speak up. That includes asking for rest and help. Check to see if you have created a space where your rock stars can ask for help. FROM CRACKED TO CONSCIOUS. As a former cracked employee, I’ve had to let go of the rock star identity. Rock stars burn out. They break down. They head to rehab. Don’t let that happen to your team. I’ve learned to identify my own role in over-production. I have shifted from being useful (where I’m doing all the things) to being valuable (where my efforts move the business forward). This isn’t easy for many of us. Quiet cracking may be a catchy phrase, but the reality is devastating. Help your high performers learn to ask for help, pace themselves, and build an identity that extends beyond running on fumes. Help them understand the key differences between being useful versus valuable in your organization. One of my friends, a manager of a 10+ person marketing and business development team actually had them identify tasks that are useful versus tasks that are valuable. She shared that it helped them internally identify how to add the most to their team without burning out. Because the real rock stars know when to rest, when to ask for backup, and when to step off stage before they kick the lights out. Let’s stop the cracking please! Let’s build cultures where recovery is respected, contribution is sustainable, and being seen doesn’t require being shattered. Janki DePalma, LEED AP, CPSM is director of business development at W.E. O’Neil. Contact her at jdepalma@weoneil. com .

JANKI DEPALMA , from page 3

often don’t have a check engine light. They just keep driving until the engine fails. Taylor Swift captures it well here: “I cry a lot but I am so productive, it’s an art.” What are some of the signs? Here’s a non-exhaustive list of how cracking can be overlooked: 1. “I can always count on her to step up.” Think of your direct reports like cars. Can a car drive consistently at 120 mph? Sure. Should it? Absolutely not. Just because someone is doing the work of multiple people doesn’t mean they’re not straining under pressure, even if they are smiling. 2. “He multitasks so well. What a team player!” Maybe. But it’s more likely that there’s too much work spread across too many areas. This person may have no agency and no time to focus. Often, high performers get “borrowed” by multiple teams. What are the long-term consequences of flexibility? 3. “If it were a problem, they’d say speak up.” Not necessarily. Admitting we need rest is hard for top performers because our identity is built around being rock stars. While we’re here, can we reassess this term “rock star”? Rock stars – think the Rolling Stones, Taylor Swift, Bon Jovi – are expected to be dazzling, tireless performers. But we know that rock stars often battle stress behind the scenes. The lifestyle isn’t sustainable. The more someone performs at a high level, the more they’re expected to keep doing so without limits, without rest, and often without support. Expectations get raised. Over time, this leads to emotional exhaustion and identity entanglement. When your worth is tied to being the one who always comes through, asking for help feels like failure. That’s how rock stars crack, not with a bang, but with a quiet collapse under the weight of expectation. So, what can you do? Managers, start by paying attention. Look at the time stamp of those emails. Emails you receive at 3 a.m. are usually the result of anxiety. Is weekend work the norm? Please pay attention to the people who never take vacation. That’s like bragging you never get an oil change for your car. Next, start asking better questions. Instead of the standard “How are you doing?” which guarantees a “fine” or “busy” response, try: ■ Do you feel like you have control over your workload this week? ■ What’s something you’re doing that I should pass along to someone else?

■ What’s one thing I can do to make this week easier?

These questions signal that you’re paying attention and that you care about longevity, not just output. Kim Scott, author of Radical Candor , talks openly about how managers should care personally about their employees. This includes paying attention. Once you start noticing signs, it’s time to act. WORKLOAD ADJUSTMENT. Yes, hiring is expensive and slow. But if someone is consistently putting in overtime, that’s like driving a car at 100 mph all day,

THE ZWEIG LETTER DECEMBER 8, 2025, ISSUE 1612

FROM THE FOUNDER

The optimistic leader

“E xpect the best and prepare for the worst.” We have all heard it. But do we LIVE it? Unfortunately many of us in leadership positions in AEC firms do not. Instead, we focus on the negative possibilities and as a result, we do not inspire our teams and potentially manifest the very negative outcome that we fear. Leaders shape outcomes through mindset, so choose optimism, act on opportunity, and set expectations that inspire rather than limit your team.

Mark Zweig

Why is this? Is it just because we are rational human beings and therefore preoccupied more with survival than we are maximizing our potential? Or is it because so much of our formal training is focused on risk reduction? I don’t know the answer. The one thing I DO know is that now – as much as any time I can recall – we need to be the optimists – the maximizers – the sellers of positive possibilities. When all we hear is bad news it’s easy to slip into negativity and fear. I have done it myself, even recently. Then the epiphany came to me. Out of every “bad” event, there is always a new opportunity – IF you can see it and seize upon it. And that awareness made me change my expectations. For example, we could lose a key long-term employee. We could wring our hands and lament the situation, or we could choose to see it as an

opportunity to replace the person with someone who is even better and who takes us in new directions. Or we could lose a big client. We could focus on the loss of revenue that this client gives us and look for ways to cut costs, or we could get creative and triple our efforts to find an even better client or clients to replace them with. We encounter these situations and others like them every day. The question is, how are you responding to them? With optimism and action, or with fear and negativity? What are your expectations – for success or failure? And how do you think your words and actions impact everyone who works with you? My first boss out of grad school, the late Michael Latas, was very fond of homilies. He told the same

See MARK ZWEIG , page 6

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ELEVATE THE INDUSTRY®

local said, “I think you will find the people here are pretty much like that as well.” The point of the story is to realize that things pretty well turn out how you expect them to. What are your expectations? Maybe you need inspiration yourself? Read books about successful entrepreneurs and business leaders who faced overwhelming odds of failure but instead chose to not give up and succeed. Or maybe you just need to talk to someone who can help you work through this. The right counselor. The right mentor. The right partner. I think a big part of how we respond to situations and what our expectations are depends on our circle of friends, influencers, and mentors. Are they truly successful people who encountered challenges and took risks and broke through, or are they people who instead felt they were largely helpless and could only pull back when things got difficult? It’s been said before we are most influenced by the five people we spend the most turn around. Maybe it’s time to remove the negative influences in your life in an effort to change your mindset. Think about it. Mark Zweig is Zweig Group’s chairman and founder. Contact him at mzweig@zweiggroup.com.

MARK ZWEIG, from page 5

stories over and over and sometimes drove us mad. But there was always a point to them. One of his favorites was about the man driving through a town who stopped to ask another fellow on the street what the people of the town were like because he was thinking about moving there. The local resident asked him, “What are the people like where you live now?” The traveller said, “They really aren’t very nice. Everyone is pretty rude and not very neighborly.” The local said, “I think you will find the people here are pretty much like that as well.” “It’s been said before we are most influenced by the five people we spend the most turn around. Maybe it’s time to remove the negative influences in your life in an effort to change your mindset.” A few days later, another fellow is driving through the town and stops, telling the local resident he was thinking of relocating there and asking the same local the very same question about the people who lived there. Of course, the local asked him the same question he asked the other guy a few days earlier, i.e., what the people were like where he lived now. The traveller said, “They are all nice. Really friendly and neighborly.” The

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THE ZWEIG LETTER DECEMBER 8, 2025, ISSUE 1612

OPINION

Leading like a superhero

I was watching a Marvel movie one weekend, and there was a great quote – great enough that I paused the movie (while my wife raised an eyebrow at me) to play it again – a quote that I thought would apply back in the office. That led me to wonder what other lessons these movies were teaching us. The Marvel universe delivers 10 powerful lessons in leadership, proving that purpose, humility, and teamwork save the day.

Greg Sepeda

Beneath the battles and humor are stories about resilience, humility, and teamwork. So, after many more weekends of going through the entire timeline, this is what I learned: 1. Leaders don’t always have to be the strongest ( Captain America: The First Avenger , 2011). Steve Rogers begins as a skinny kid from Brooklyn who can’t even enlist in the army. What makes him worthy of the super-soldier serum isn’t his size but his heart. Dr. Erskine explains, “A strong man, who has known power all his life, may lose respect for that power. But a weak man knows the value of strength.” Lesson: Leadership in business isn’t about muscle or title – it’s about integrity and humility. The best leaders aren’t always the loudest in the room;

they’re the ones who serve the mission and respect the responsibility of power. 2. From lone genius to collaborative leader ( Iron Man , 2008 – Avengers: Endgame , 2019). In I ron Man , Tony Stark is a lone wolf. He builds his suits, solves problems alone, and often dismisses advice. But over time, Stark evolves. He learns that his greatest victories come when he trusts others: Captain America’s strategy, Bruce Banner’s science, Black Widow’s stealth, Thor’s strength. Lesson: Many business founders begin like Stark – driven and visionary, but controlling. Scaling success requires moving from individual heroics

See GREG SEPEDA, page 8

THE ZWEIG LETTER DECEMBER 8, 2025, ISSUE 1612

ELEVATE THE INDUSTRY®

Lesson: Conflict doesn’t have to be destructive. Healthy, respectful debate strengthens mission clarity and prevents groupthink. Leaders should embrace conflict as a growth tool rather than fear it. 7. Purpose beyond profit ( Black Panther , 2018). For centuries, Wakanda stayed hidden, hoarding its wealth and technology. When T’Challa becomes king, he realizes isolation is unsustainable. He declares, “In times of crisis, the wise build bridges while the foolish build barriers.” Lesson: In business, leaders must decide whether to protect only their bottom line or use their influence to create broader value. Authentic leadership is measured not just by profits, but by the courage to act for the greater good. 8. The importance of mentorship ( Spider-Man: Homecoming , 2017). Peter Parker is eager to prove himself as an Avenger, but Tony Stark grounds him with a hard truth, “If you’re nothing without the suit, then you shouldn’t have it.” Peter learns that actual growth comes not from shortcuts, but from patience and experience. Lesson: Businesses thrive when senior leaders mentor emerging talent. Guidance isn’t about handing over power too soon – it’s about preparing the next generation to carry responsibility with maturity and confidence. 9. It’s not about you ( Doctor Strange , 2016). At the start, Strange is brilliant but self-absorbed, seeking prestige rather than purpose. His journey to becoming Sorcerer Supreme requires humility and a shift in mindset. The Ancient One challenges him, “Fear of failure is precisely what kept you from greatness … It’s not about you.” Lesson: Leadership rooted in self-preservation limits growth. True growth and success come from acting selflessly, moving beyond self-centered motivations, and shifting the focus from “me” to “we.” 10. Passing on the core purpose ( Avengers: Endgame , 2019). At the end of Endgame , Steve Rogers passes his shield to Sam Wilson. The shield isn’t just a weapon – it represents the ideals of justice, courage, and sacrifice. Their exchange is brief but profound. Lesson: Leadership transitions are more than handing over responsibilities – they’re about transferring the organization’s core “why.” Leaders who ensure continuity of purpose leave a legacy that outlasts their tenure. Across the saga, the Marvel Universe is more than entertainment – it’s a blueprint for leadership. So, the next time you’re stuck in a meeting or wrestling with a tough decision, remember – you don’t need a flying suit of armor, a vibranium shield, or a magic hammer to lead well. You just need purpose, humility, and a team you can trust. And if all else fails, ask yourself the most important business question of all: What would the Avengers do? Greg Sepeda is a former engineering manager and is currently rewired as a management consultant. Connect with him on LinkedIn .

GREG SEPEDA , from page 7

to team collaboration. The Avengers win because Stark learns he doesn’t have to do it all himself. 3. Adapt or become irrelevant ( Thor , 2011 – Thor: Ragnarok , 2017). Similarly, Thor begins his story defined by his hammer. When it’s destroyed in Ragnarok , he despairs – until Odin reminds him, “That hammer was to help you control your power. But your power was never in the hammer.” Lesson: Businesses can lose their “hammer” – a signature product, a competitive edge, or an old system. But thriving requires reinvention and rediscovering core strengths. Clinging to outdated tools leads to decline; adaptation fuels resilience. 4. Balance between work and humanity ( Avengers: Age of Ultron , 2015). In the middle of Age of Ultron , the team hides out at Hawkeye’s farmhouse, where they meet his family (who knew?). This unexpected subplot grounds the Avengers, reminding them that their fight isn’t just about saving the world but about protecting the people and relationships that give life meaning. Lesson: Businesses sometimes forget that employees are human beings first. Leaders who model balance – valuing family, rest, and renewal – help build healthier, more loyal teams. “The next time you’re stuck in a meeting or wrestling with a tough decision, remember – you don’t need a flying suit of armor, a vibranium shield, or a magic hammer to lead well. You just need purpose, humility, and a team you can trust.” 5. Resilience through failure ( Ant-Man , 2015). Scott Lang is no perfect hero – he’s a divorced ex-con who stumbles repeatedly. But what makes him compelling is his persistence. Hank Pym urges him, “Be the hero she already thinks you are.” Scott keeps getting back up, not for glory, but for his daughter. Lesson: Businesses stumble. What matters isn’t the failure itself, but the resilience to learn, adapt, and rise stronger. Failure, handled well, is fertilizer for innovation. 6. Conflict can lead to growth ( Captain America: Civil War , 2016). Steve Rogers and Tony Stark clash over accountability and freedom. Though painful, this conflict reshapes the team’s dynamics and forces each hero to reevaluate their values. Stark insists, “If we can’t accept limitations, we’re no better than the bad guys.” To which Steve responds, “The safest hands are still our own.” The conflict is painful but clarifying. Each side is forced to articulate its values more sharply.

THE ZWEIG LETTER DECEMBER 8, 2025, ISSUE 1612

OPINION

The Croy team gathered at Truist Park in Atlanta, Georgia, decked out in custom Croy baseball jerseys to celebrate the firm’s 20-year milestone.

A strong culture isn’t built once – it’s nurtured daily through shared values, genuine investment in people, and lasting community impact. Building a culture that lasts 20 years

C ulture is more than just a mission statement. It’s the foundation of your company and how the world perceives you. Back in 2005, when Croy began with just 17 employees, we knew we wanted to build a culture where people could grow and make a real impact in their communities. Now 20 years later, we’ve grown to more than 100 team members across three Southeastern states. While much has changed, our culture remains the same – putting people at the center of everything we do.

Gregory D. Teague, PE

When I reflect on Croy’s success, what truly defines us is our people and the culture we’ve built together. Of course, it didn’t happen overnight. Below are some lessons I’ve learned along the way, not only in shaping but also maintaining a strong culture: ■ Build your team around shared values. Your values are the heart of your culture, but to keep that heart beating, you need the right people. If someone doesn’t align with your values, it can weaken your culture over time. Prioritize hiring people who not only have the skills but whose mindset reflects your values. At Croy, we’ve established five core values that help us focus on what’s important: Our clients are our top priority. We’re not

and not just project partners. Whether it’s a roadway, a park, or an airport, we help clients get the most from their investment. Our partnerships never end when the project does. We are the ultimate problem solvers. We’re the first phone call our clients make. They trust us to find the answer no matter the issue. An example of this is when floods impacted Paulding County, I got a call from the Paulding County administrator. Roads had been washed out, emergency vehicles couldn’t reach residents, and the community was in crisis. I turned my truck around and met the team onsite that night. No contract. No proposal. We just got to work. When it mattered most, our team showed up.

transactional – we’re relational. We think long-term, becoming trusted advisors

See GREGORY TEAGUE, page 10

THE ZWEIG LETTER DECEMBER 8, 2025, ISSUE 1612

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good example is when we encourage everyone to bring their canine coworkers to the office in honor of National Take Your Dog to Work Day. Support employee-driven ideas. Culture doesn’t always have to be employer-driven. A sign of a great culture is when employees take the lead to do things with coworkers. For example, Croy’s Fantasy Football League, Masters Golf Tournament Pool, and annual Soup Potluck all started with employees who wanted to create comradery across offices. Extend your culture into the community. What makes Croy unique is the high value we place on investing in the communities where we live, work, and play. An example of this is Croy Cares Week – an annual week-long initiative for all team members to participate in several volunteer opportunities based on their location. Participation is optional, but every year, more than half our employees volunteer. The other owners and I are right alongside them, rolling up our sleeves to lend a helping hand. Additionally, our people regularly volunteer with more than two dozen different organizations or schools – serving on boards, mentoring, or making donations. Community involvement also gives us a deeper insight into the needs of the communities we serve. For example, while our team worked on the award- winning Windy Hill Boulevard project in Smyrna, Georgia, our involvement with Campbell High School helped us understand a significant portion of students lived along that corridor and needed safer pedestrian access. We incorporated solutions to this challenge into our design and now that the new roadway has been built, they have safer routes to school and a stronger reconnection of the neighborhood. learning something new every single day, I’m not doing my job. Our people, clients, and communities are constantly evolving. If we do the same thing for the next 20 years that we did for the first 20, we’ll become stagnant. For example, over the past two decades, we’ve served the City of Smyrna through two mayors, five city administrators, three public works directors, and multiple council members. Each one had different priorities. Through all that change, we’ve been fortunate to continue to be their trusted engineering partner. Why? Because we’ve adapted to what’s different for each one while staying true to our core culture. You can’t be afraid to embrace change. It happens whether you like it or not. You can either resist it, or you can lean into it and keep moving forward. The work is never done. Culture isn’t something you build once – it’s something you protect, adapt, and cultivate every day. After 20 years, our team is still learning, but we know that a strong culture is the reason we’re still here and continuing to grow. Gregory D. Teague, PE serves as the CEO at Croy, a more than 100-person full-service firm with offices in Alabama, Georgia, and Tennessee. He can be reached at gteague@croyeng.com. ■ Embrace the change. As a leader, I believe if I’m not

GREGORY TEAGUE , from page 9

We are accessible and responsive. Our team is composed of genuine and approachable people who are there for each other as well as our clients. We adapt to clients’ needs. We’re here to help them solve their community’s problems. Our people are empowered to make decisions, eliminating hurdles that slow down the process. We invest in our community and our people. As a company and as individuals, we are committed to improving our community. We engage fully and earnestly with the communities we serve through supporting nonprofits, mentorship of young talent, and projects that improve quality of life. To reinforce our values, we also created an internal culture book to communicate and highlight our culture with recruits and new team members. ■ Invest in your people, and they’ll invest in you. One of the most important things I’ve learned is when you invest in your people, they invest in your company. A strong culture starts with an environment where employees feel supported, challenged, and valued. Offer growth opportunities. We’re intentional about professional development, providing continuous learning through internal monthly Lunch and Learns, site visits to active projects, and a path for career advancement. We also support employee participation in leadership and mentorship programs provided through industry organizations like ACEC Georgia and Tennessee, ASHE Georgia, and many others. Provide benefits that reflect your values. We’re committed to providing support for our team members and their families – whether at work or away. That includes at least four weeks of paid time off for every employee, 100 percent employer-paid health, dental, and vision, and a PTO buy-back policy that puts extra cash in team members’ pockets. Foster honest communication. Every year, all three owners host company-wide Q&A sessions. We also participate in annual third-party employee surveys, like Zweig Group’s Best Firms To Work For award program, to garner honest feedback and identify areas for improvement. At Croy, we’re proud to have employees who have been with us for 20 years. The bottom line: When people feel heard and supported, they stay. ■ Show, don’t tell. Culture isn’t built by what you say, it’s built by what you do. The strongest cultures result from consistent actions, shared traditions, and how you treat people: Celebrate wins – big or small. Recognition of our

team members’ accomplishments is a central part of our culture. For example, we hold themed celebrations quarterly at each office location to recognize our team’s hard work and milestones. A

THE ZWEIG LETTER DECEMBER 8, 2025, ISSUE 1612

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