TZL 1576 (web)

March 10, 2025, Issue 1576 WWW.ZWEIGGROUP.COM

TRENDLINES

Varying salary increases

0% 2% 4% 6% 8% 10%

In uncertain waters, let strong financial leadership be your north star. Navigating economic uncertainty

Engineering roles

Architecture roles

FIRM INDEX Aurecon.............................................................6 Corgan................................................................8 Cuono Engineering...................................9 Pennoni..............................................................8 RODE Architects..........................................2 Wallace Design Collective, PC.........4 MORE ARTICLES n BRAD THURMAN: It’s not me, it’s you Page 3 n MARK ZWEIG: Break the rules and do something different Page 5 n MIKE DANKE: Trust is the foundation Page 7 n Creating opportunities: Ciro Cuono Page 9 In Zweig Group’s 2025 Salary Report of AEC Firms , we observed significant salary increase differences in engineering roles and architecture roles. Individuals with engineering roles saw an across the board increase of 8.84 percent compared to their counterparts in architecture roles who experienced much lower increases across the board of only 1.05 percent. Participate in a survey and save 50 percent on the final or pre- publication price of any Zweig Group research publication.

A s we look forward into 2025 and beyond, one thing is clear: uncertainty is the new normal. Unlike prior disruptive cycles, there is no clear thesis on whether we face more upside or downside risk – in either the near-term or long-term. Some specific threats for AEC leaders can be imputed: ■ Rising material cost and supply chain disruptions make budgets and project timelines unpredictable. ■ Labor shortages and wage inflation challenge hiring decisions and constrain production. ■ Regulatory and market volatility create new pressure to stay nimble and adapt. In times like these, CFOs must cultivate the right processes and priorities to ensure their firms remain financially strong: 1. Prioritize cash flow forecasting and stability. CFOs need to prioritize cash flow stability amid rising costs and economic uncertainty. Labor shortages, material price volatility, and delayed client payments can create liquidity challenges that disrupt operations. To mitigate risk, CFOs must enhance cash flow forecasting, optimize working capital, and negotiate favorable payment terms with both clients and suppliers. Diversifying revenue streams – balancing public and private sector projects – can also create more predictable cash inflows. By implementing rigorous financial controls and proactive liquidity management, AEC firms can maintain operational flexibility, ensuring they can fund payroll, sustain project momentum, and seize growth opportunities. Thirteen-week cash flow forecasts can be an especially effective tool at highlighting financial turbulence. 2. Use real-time job costing and manage to success. Managing costs effectively is crucial for AEC firms facing rising material prices and unpredictable supply chains. Real-time job costing allows CFOs to track expenses as they occur, identifying overruns before they impact margins. Inflation-adjustment clauses in contracts help protect against price volatility, ensuring firms aren’t locked into outdated cost assumptions. Additionally, price discrimination between clients – adjusting pricing based on project complexity, risk exposure, and client payment history – can maximize

Stuart McLendon

See STUART MCLENDON, page 2

THE VOICE OF REASON FOR THE AEC INDUSTRY

BUSINESS NEWS RODE ARCHITECTS WINS METROPOLIS’ 2024 PLANET POSITIVE AWARD FOR SINGLE-FAMILY HOME RODE Architects, a Boston-based collaborative design and architecture firm, has been honored with the prestigious Planet Positive Award for Single-Family Home by Metropolis magazine for its Brucewood Homes project. The Planet Positive Awards recognize excellence in sustainable, healthy, just design at every scale in the built environment. Brucewood Homes, the first internationally certified Passive House single-family homes in Boston, is a series of three

single-family residences perched on a rocky outcropping in a quiet residential neighborhood. The homes’ simple, contemporary design celebrates their sustainable aspirations: large windows and warm materials connect the occupants to nature, daylight, and well- being; an efficient building form minimizes disturbance of the site; and high-efficiency mechanical systems ensure a low-carbon footprint. The project exemplifies RODE Architects’ commitment to integrating sustainability with great design, setting a high standard for energy efficiency and resiliency in residential construction to create healthy, durable living spaces.

Interested in learning more

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

STUART MCLENDON , from page 1

profitability while maintaining competitiveness. By leveraging accurate cost tracking and strategic pricing models, AEC firms can maintain financial stability and mitigate the risks of inflation and market fluctuations. 3. Invest in strategic growth and technology. To remain competitive, AEC firms must invest strategically in technology and innovation that enhance efficiency and profitability. Automation, building information modeling (BIM), and AI-driven project management can streamline workflows, reduce rework, and improve cost predictability. Prefabrication and modular construction offer opportunities to cut labor costs and mitigate supply chain delays. CFOs should evaluate capital expenditures based on ROI, leveraging tax incentives and financing options to minimize upfront costs. Firms that proactively adopt high-impact technologies will gain a competitive edge, improving project speed, accuracy, and profitability in an industry facing increasing pressure on margins and operational efficiency. 4. Develop a workforce strategy for long-term stability. Labor shortages and wage inflation are pressing challenges for AEC firms, making proactive workforce planning a financial priority. CFOs must integrate labor cost projections into project pricing, ensuring contracts reflect rising wages and potential skill gaps. Investing in employee retention programs, including competitive pay, training, and career development, can reduce turnover and long-term hiring costs. Exploring alternative labor models – such as subcontracting, trade school partnerships, or automation – can help fill critical gaps. Additionally, firms should engage in policy advocacy to support immigration and workforce development initiatives, securing a steady pipeline of skilled professionals for sustained operational success. Strong financial leadership has never mattered more, and CFOs are steering their firms through unpredictable terrain. Cash flow discipline keeps projects moving, cost control protects margins, smart investments drive growth, and workforce planning ensures stability. By staying agile, balancing risk with opportunity, and focusing on long-term financial health, you can position your firm to thrive. In uncertain waters, let strong financial leadership be your north star. Stuart McLendon is a fractional executive at Zweig Group. Contact him at smclendon@ zweiggroup.com .

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THE ZWEIG LETTER MARCH 10, 2025, ISSUE 1576

OPINION

It’s not me, it’s you

Building true, long-lasting professional relationships with your clients takes a lot of work – but will pay off for you in the end.

I recently made a move that my wife has been trying to talk me into, and friends swore would be good for me. I’ve resisted for years because, as an engineer-turned-marketer who is more-than-moderately OCD, consistency makes me happy. (Author’s note: What I call consistency is often called procrastination by others.) But there comes a point in some relationships where a change is best.

Brad Thurman, PE, FSMPS, CPSM

So, after nearly 40 years with the same company, I canceled my cable TV service. WHEN IS ENOUGH ENOUGH? My final straw was the latest “There’s been a change in your billing” email that raised my monthly rate to three times the monthly payment on my first car. No advance notice, no little note that said a hike was coming. Just, “Here you go, we appreciate your business!” A quick Google search showed that one of this company’s corporate values is “customer focus.” Uh, huh. And, I know, I could have called and asked if there was a way they could lower it. And they would have done it with a two-year commitment, after which the increase cycle would begin once again. Not my first cable rodeo. But here’s the deal. Rather than saying, “You’ve been a loyal customer since the Reagan administration and,

as our thanks, we’d like to offer you the deal that we offer our new customers to lower your payment,” they put the onus on me to initiate the ask. It’s a one-way, transactional relationship. I pay, they provide service, end of story. However, the AEC industry is about relational relationships built on respect, trust, and empathy. Right? Hmm. DOES THESE EMAILS SOUND FAMILIAR? “Hey, Brad, I’m Ross with ABC Widgets. I took a look at the great projects on your website and it looks like you’re responsible for widgets at Wallace Design Collective. I think ABC would be a fantastic partner for you in your widgeting needs. Here’s a link to my calendar. Please take a look and let me know when you can meet. Looking forward to it!”

See BRAD THURMAN, page 4

THE ZWEIG LETTER MARCH 10, 2025, ISSUE 1576

■ Respect. It starts with putting in the time to research who you want to reach out to. Learning what their firm does and what makes it tick. Digging into common histories, values, and vision. Determining if there’s mutual opportunity in the relationship for both parties. Then, it takes a commitment to making both companies better for the long term. It takes time to build, but the reward is worth it. Done well, relational relationships last for years because both parties like working together. ■ Trust. Really great relationships are built on trust. They go way beyond simply exchanging services. Great relationships are those where each side knows that the other has its back. There’s a healthy give-and-take, and both sides are committed to the other’s success. ■ Empathy. Participants in a relational relationship each care about the well-being of the other; not simply financial, but for the longevity and success of the other’s team. They genuinely like working together and take the slings and arrows that come with caring. But, again, it has to be reciprocal. If one side takes too much, the relationship will suffer. I encourage all of you to work on building true, long-lasting professional relationships with your clients. It’s not easy and takes a lot of work. But it’s worth it. Brad Thurman, PE, FSMPS, CPSM, is a principal and chief marketing officer at Wallace Design Collective, PC. Contact him at brad.thurman@wallace.design .

BRAD THURMAN , from page 3

“Hey, Brad, I just wanted to bump this up to the top of your inbox. I’m convinced that ABC can help Wallace achieve their widget goals. Would you have time for a 15-20 minute call this week? Click the calendar link and let me know.” “Hey, Brad, I don’t want to pester you. Since you haven’t replied to my previous emails, there might be a better person at Wallace to talk to about widgets. Let me know who that might be, and I’ll reach out to them. Thanks!” “Hey, Brad. I get it if this isn’t a good time to talk widgets. Please reply and let me know when a good time in the future would be to reach out again.” PUT THE RELATION IN RELATIONSHIP. I’m sure there are a lot of people who think this is a great approach to business development. Maybe it is for some. But to my mind, importing a list of mined contacts into a lead-generating email program lacks effort. It’s automated spam-calling without the charm of a recorded message. Ross has absolutely no idea if I’m the best person at Wallace to discuss widgets. He’s electronically throwing stuff at a wall to see what sticks. There’s no investment there. The only way things move forward is if I respond. If I don’t, I just receive the next email. The AEC industry should be based on real relationships. But real relationships take work. A lot of work. Way more work than purchasing a contact list. As I noted above, this involves:

THE ZWEIG LETTER MARCH 10, 2025, ISSUE 1576

FROM THE FOUNDER

I am now entering my 46th year of working in the AEC business, which seems absolutely crazy to me. I cannot believe it has been so long. Too many firm owners want different results and want to be more successful, yet keep doing things the same way they always have. Break the rules and do something different

Now – more than ever before – it is clear to me that many firms are stuck; their owners want different results and want to be more successful, yet they are anchored in the past and keep doing things the same way they always have. It is just so hard to change. Change seems risky or uncertain. And too many owners of firms in this business lack perspective on how things are done outside of this industry. If this sounds like you and your business, it’s time to break the “rules” and start doing something different! Here are a few of the things I would be looking at: ■ Marketing list. If you want more business, you have got to be more aggressive! Do you have an email list for marketing? How large is it? Do you have the names and addresses for all of the potential clients you want to serve? If not, get them! Build your list. Track it and report on the list size to everyone in the firm. Recognize those who add the most names publicly.

■ Email marketing. Use your list! Give people helpful information in small bits at a time. Tips, success stories, short videos, interviews, survey results, podcasts, discoveries from the field, reviews of conferences, reviews of products, etc. Send out an email to your list every other day at a minimum! ■ Social media. Are you on Facebook, Instagram, YouTube, and LinkedIn? If not, why not? Are you adding to your networks and followers by finding people you want to do business with and connecting with them? If not, why not? Are you posting two or three times a day on each platform you are on? You need to be! And get your people all doing the same thing. You will

Mark Zweig

overwhelm your target clients (and current clients) so they never forget about you. You

See MARK ZWEIG , page 6

THE ZWEIG LETTER MARCH 10, 2025, ISSUE 1576

BUSINESS NEWS LOUISE ADAMS APPOINTED AS NEW GROUP CHIEF EXECUTIVE OFFICER – LEADING AURECON INTO NEXT CHAPTER OF ASIA PACIFIC GROWTH International design, engineering and advisory company Aurecon has announced Louise Adams, the group’s current chief operating officer, as its new group chief executive, effective July 1, 2025. Adams succeeds current Group CEO, William Cox, whose six-year leadership term saw Aurecon achieve record growth helping clients solve increasingly complex problems including energy security, clean water, urbanisation and climate change. Aurecon Chair Giam Swiegers said Adams’ outstanding track record of building an engaged culture, delivering strong financial performance and excellence in client services was key to the next phase of Aurecon’s success. “Louise is a globally recognised business leader, with decades of experience across Australia, New Zealand, the United Kingdom and the Middle East,” Swiegers said. “She has honed razor-sharp insights and

strong business acumen over the last four years delivering exceptional results as the group’s current chief operating officer. This combined with Louise’s deep expertise in Asia will continue to enhance our people, trade and investment links across Asia Pacific, supporting our vision of a connected and networked Aurecon.” As Aurecon’s first female group chief executive officer, Adams will lead approximately 7,500 people in 31 locations across Australia, New Zealand, Malaysia, Philippines, Indonesia, Macau, Singapore, Thailand, Vietnam, and Greater China. Adams said Asia Pacific remains one of the fastest growing regions in the world, marked by economic development, technological advancements, and increasing global influence. “In today’s world, engineering is not just a means to an end – it’s a force for good. The skills and capabilities that we, as engineers, uniquely bring to the table are key to providing safe and sustainable outcomes for society,” Adams said. “Immense change is occurring across Asia Pacific and in response Aurecon has diversified our service offerings

to address our clients’ most pressing challenges including combating climate change, transitioning to renewable energy and investing in the right technologies. I look forward to using this new role to continue elevating our important work.” Adams joined Aurecon in 2000 after graduating from the University of South Australia as one of only two women in the graduating class of engineers. Since then, she has remained a strong advocate for equality in STEM, becoming the first female executive director on Aurecon’s global board and remains a global spokesperson for women in leadership through the Chief Executive Women program. Swiegers extended the board’s gratitude to Cox for his leadership at Aurecon and the contributions he has made during his 35-year distinguished career in engineering advisory services. “Under Bill’s leadership, Aurecon achieved record profits and expanded its geographical footprint with Aurecon becoming one of Asia Pacific’s largest employee-owned engineering and advisory companies,” he concluded.

■ Recruiting. Are you being aggressive recruiters – “selling” those you want to hire on joining your firm? Or are you still acting like your job is to keep bad people out? Are you upgrading your staff when the opportunity to do so presents itself, or are you only looking at candidates when you have an established vacancy? Do you call people you have heard about working in competitors’ offices and try to set up a meeting with them? Probably not. Most firms are not continuously recruiting and miss opportunities to upgrade daily. Recruiting is a critical function, equal to marketing and selling. You want an omelet? Break some eggs! Make it happen, people! Mark Zweig is Zweig Group’s chairman and founder. Contact him at mzweig@zweiggroup.com . “Change seems risky or uncertain. And too many owners of firms in this business lack perspective on how things are done outside of this industry.”

MARK ZWEIG, from page 5

will be top of mind when they have any need for what you do. ■ Ownership. Are you still stuck in the idea of having a certain ratio of owners to employees? Why? Where did that idea come from? Have you thought about opening up your ownership to everyone in the company? If not, why not? You don’t need a special class of stock. The amounts they will own will be small anyway. And no, not all owners have to be on your board of directors, and not all owners have to be managers. That is a self-imposed rule. You want to be less dependent on your bank? You want more liquidity for your own ownership stake? Sell more stock! ■ Financial reporting. Has anyone ever really looked at the firm’s financial reports? Do they make sense? Do your managers understand them? Or are they being overwhelmed with too much information such that it obscures what is really crucial? I see this situation almost daily. Fix the reports! Is cash flow an issue? If so, are you sending daily cash reports of what came in and went out to everyone who can impact the cashflow? If not, why not? Put the spotlight on what is important for you to accomplish! Won’t happen with a once a month financial report emailed out.

THE ZWEIG LETTER MARCH 10, 2025, ISSUE 1576

OPINION

Trust is the foundation

Building trust is not only good business practice but essential for the long-term growth and success of your firm.

T rust is the cornerstone of every relationship and interaction, both personally and professionally. As engineering professionals, we recognize the significant responsibility we bear in shaping communities and impacting lives through our projects. Whether designing bridges, offering consulting services, or developing sustainable energy solutions, we understand that our clients depend on us to deliver honest, technically sound work that aligns with both ethical and environmental goals.

Mike Danko

To foster genuine trust in our business and our products, I focus on the following principles: 1. Ethical standards. It’s crucial to be committed to integrity in all your projects, ensuring honesty, fairness, and accountability at every stage. It’s important to avoid shortcuts and adhere to the highest standards of safety, quality, and responsibility. By embodying these values, you demonstrate your trustworthiness – both as individuals and as a firm. 2. Culture. A culture of trust within your firm is essential for success. By nurturing an environment where employees are treated fairly, offered opportunities for professional

development, and led by ethical leadership you create an engaged, motivated team that produces exceptional work and, in turn, build trust with clients. 3. System development. System development encompasses both external and internal processes. Externally, focusing on robust process management, quality assurance, risk management, and technology integration to ensure reliable results. Internally, strengthening trust and a sense of belonging by reinforcing your firm’s values and fostering a cohesive culture, which enhances client relationships.

See MIKE DANKO, page 8

THE ZWEIG LETTER MARCH 10, 2025, ISSUE 1576

ON THE MOVE IAN ZAPATA JOINS CORGAN AS DIRECTOR OF DESIGN, CHAMPIONING AESTHETIC EXCELLENCE AND HIGH- DESIGN Global architecture and design firm Corgan announced that Ian Zapata has joined the firm as its director of design – a role that will champion the firm’s leadership in design and innovation within the global design community. As director of design, Zapata will continue to advance Corgan’s design philosophy while helping imbed elevated, data- driven, and sustainable design principles in the firm’s work across sectors including aviation and mobility, data centers, education, government, health, mixed- use, multifamily, office, and workplace. Zapata’s appointment at Corgan is, in many ways, a homecoming – he began his career as an architectural intern with the firm more than 25 years ago. With a portfolio spanning design and planning for airport, hotel, office, and corporate headquarters projects, he brings multifaceted experience to the role. Zapata states, “At its core, design is about human experiences, and everything we create is built around that principle.” He leaned on this as he led a global practice focused on building transformation and revitalizing cities, creating work destinations that drive engagement, and advancing carbon- neutral design. Renowned for his ability to create transformative designs that resonate with clients and communities, his design philosophy emphasizes the intersection of creativity, collaboration, and impact.

“We are thrilled to have Ian in this important design leadership role at Corgan,” said Lindsay Wilson, president and Interiors sector leader. “His vision for design excellence – grounded in a global perspective and intentional collaboration – will further strengthen our ability to deliver innovative, high-impact spaces.” Zapata’s appointment underscores Corgan’s dedication to advancing high design and sustainable architecture. He states, “We are at a pivotal moment of accelerated change – fueled by AI, big data, and the evolution of how people work, interact, and socialize. This shift challenges us to rethink not only buildings but also the very spaces where people connect. At Corgan, we embrace this transformation with curiosity by piloting innovative ideas, empowering our designers, and investing in future leaders while serving as a steady hand to guide our clients.” A key focus of the director of design role will be nurturing and developing the next generation of architects and designers. Zapata’s leadership reflects a deeply- held belief that innovation stems from diverse perspectives coming together to solve problems – a philosophy that aligns with Corgan’s collaborative culture. The role is a platform for design evolution and fostering future leaders. A registered architect and LEED AP, Zapata has served on the board of the Dallas Architecture Forum since 2012 and has been president of the board and

chair of the Dallas Design Symposium. He earned a bachelor’s degree in environmental design from Texas A&M University. Known for world-class client service and project delivery, Corgan has grown rapidly in the past five years and now has a total of 19 offices on three continents. The firm’s growth has been fueled in part by the continued development of exceptional, award-winning talent. Ranked the fourth-largest architecture firm in the U.S. by Building Design + Construction, Corgan was founded 87 years ago and provides full architectural design services. Further, the firm is ranked No. 6 overall in Interior Design Magazine’s Giants of design in 2024, and The American Society of Interiors Designers named Corgan the 2024 “Firm of the Year.” Corgan is an employee-owned architecture and design firm with 19 locations and more than 1,000 team members globally. The firm, ranked as the No. 4 architecture firm by Building Design + Construction, works with clients in a variety of sectors including aviation and mobility, data centers, education, health, mixed-use, multifamily, office, and workplace. Founded in 1938, Corgan has developed a strong reputation for agility in design by anticipating marketplace changes and leading clients to thoughtful, data-driven design solutions.

our business by helping us build lasting client relationships, enhancing our reputation, and increasing brand recognition. It also enables us to better understand and collaborate with stakeholders, improve employee satisfaction and retention, strengthen corporate resilience, and foster sustainable growth. By integrating these principles into your operations, you not only build trust but also ensure the continued success of your firm and the satisfaction of our clients! Mike Danko is a business development manager at Pennoni. Connect with him on LinkedIn . “Trust has a positive impact on our business by helping us build lasting client relationships, enhancing our reputation, and increasing brand recognition.”

MIKE DANKO , from page 7

4. Communication. Clear, honest communication is at the heart of trust-building. By prioritizing open dialogue with clients, partners, and your team members, actively listening to concerns and providing regular updates. By keeping stakeholders informed and addressing issues proactively, you ensure projects stay on track, and clients feel confident in our capabilities. 5. Transparency. Transparency is vital for fostering trust. In a transparent organization, information flows freely, decisions are made openly, and feedback is used to improve processes. This openness – both internally with employees and externally with clients ensures that trust is built on honesty and integrity, strengthening the relationships we have with those we serve. At my firm, Pennoni, we understand that building trust is not only good business practice but essential for the long-term growth and success of our firm. Trust has a positive impact on

THE ZWEIG LETTER MARCH 10, 2025, ISSUE 1576

PROFILE

Creating opportunities: Ciro Cuono Founder and principal of Cuono Engineering, an engineering firm dedicated to renewing the past and building the future through structural engineering design.

By LIISA ANDREASSEN Correspondent

A 2024 winner of Zweig Group’s Best Firm to Work For award, Cuono, founder and principal of Cuono Engineering (White Plains, NY), says his life circumstances at the time first pushed him to start his own firm and now he’s so glad he did. He had young kids and a long commute and wanted to spend more time with family, so he launched the company in his hometown, White Plains, New York, in 2012. He now has a second location in Manhattan. TAKING A DEEP DIVE INTO FIRM MANAGEMENT. It was during the early days of COVID when everyone was sitting at home that Cuono and his staff decided to really dig in and focus on “designing” the firm. They treated it like a design project and at the end of the process emerged with two comprehensive documents for overall firm management: ■ A position matrix. This outlined every position in the firm and included technical and managerial responsibilities. This was done for staff level engineers up to principals and everything in between, including all current and future anticipated administrative positions.

■ A “path to principalship.” This became their defining document and outlines company culture and serves to demystify the career path process. Once these documents were developed, they shared them with the team and began a new strategic planning process centered around the company values defined in the core document. “This well-defined company culture and clarity on career path has given us an edge in hiring some of the best and brightest and helped make us shine even more,” he says. CREATING OPPORTUNITIES. At the same time, they also started working on an ownership transition plan. While it’s likely earlier than most companies, Cuono says one of the main reasons behind it was to create opportunities for its current leadership team and to make sure a pipeline of future leaders is ready to step in when the time comes. He also teaches a course at Manhattan University (formerly Manhattan College) and finds this has been a mutually rewarding experience. He’s honed his presentation skills and learned a lot through the

See CREATING OPPORTUNITIES , page 10

THE ZWEIG LETTER MARCH 10, 2025, ISSUE 1576

HEADQUARTERS: White Plains, NY NO. OF EMPLOYEES: 25 and growing YEAR FOUNDED: 2012 OFFICE LOCATIONS:

White Plains, NY

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■ New York, NY MARKETS: Commercial, high-end residential, historic preservation/restoration, mixed use, affordable housing, education, institutional, healthcare/hospitals, retail, hospitality, municipal/civic SERVICES: Include, but not limited to:

Cuono Engineering staff volunteering with Habitat for Humanity.

Structural design of new commercial buildings, residences and/or additions Structural design of repairs and restorations of existing and historic structures Adaptive re-use of existing and historic structures Property condition assessment reports and pre-purchase inspections

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While generally leery of AI in design work, he says he’s seen clients use it for things like meeting minutes and some architects use it to accelerate the initial conceptual design process. So, the promise that technology has for the next generation is exciting. MANAGING ORGANIC GROWTH. Aside from incorporating AI, a top challenge now is managing growth experienced in 2023. The company went through an organic growth spurt from being just him 13 years ago, to a steady five to six for several years and then a jump to 25. This forced them to make some changes to their internal operations that would allow for more scalability. “When we only had five to six people on board, it was easy to make quick decisions and adjustments on the fly,” he says. “Now, with 25 people in two offices (with a hybrid component) and different layers of responsibility, adjusting to these changes is taking time.” And, he shares, all this is happening while the market still seems to be uncertain. The company’s first quarter in 2024 was slow, but the second and third were quite busy. “We’re handling it through constant communication and remaining focused on our core values and strategic planning,” he says. “Our current goal is 10-15 percent growth year-over-year.”

CREATING OPPORTUNITIES, from page 9

student interaction while also developing a pipeline of potential recruits. “Working on the ownership transition plan has forced our leadership to think more strategically, because when you become an owner your mindset changes and you focus on your greatest assets,” he says. “In an engineering consulting firm, our books, desks, and computers are virtually worthless. The value is the sum total of the people in the firm.” So, by opening up real opportunities for leadership they’re putting together the ingredients needed for great people managers. “Leadership also works to set an example and has created a system of accountability from the staff level up to the top,” he says. A NEW WORLD OF POSSIBILITIES. Cuono says he’s most excited about this post- COVID world. “We’ve emerged into a world of seamless technology that has opened up possibilities of hybrid and remote work, paperless offices, and the ability to do more with less,” he says. “A really good Revit model (which takes a lot of effort to build) can allow fewer people to manage the construction administration process than before.”

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Structural peer reviews

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Design and repair of retaining walls

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Investigation and evaluation of existing rooftop conversions to green roofs Structural repair and reinforcement of façade support Calculation packages for steel connections, railings, and stairs Design of shoring, bracing, and sequencing of temporary structures

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Sidewalk vault repairs

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THE ZWEIG LETTER MARCH 10, 2025, ISSUE 1576

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