TZL 1565 (web)

December 16, 2024, Issue 1565 WWW.ZWEIGGROUP.COM

TRENDLINES

Hiring time

Less than one month One to two months Three to four months Five or more months

Rather than a liability, these candidates could offer an opportunity to uncover exceptional talent. The job hopper

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FIRM INDEX AE2S.....................................................................9 Balfour Beatty...............................................6 EEA Consulting Engineers...................4 Prairie Engineers.........................................8 Ware Malcomb.............................................8 MORE ARTICLES n MORGAN STINSON: It’s (still) a relationship business! Page 3 n MARK ZWEIG: Put yourself in your clients’ shoes Page 5 n GABE LETT: Disruptive marketing Page 7 n A personal approach: Grant Meyer Page 9 Zweig Group’s 2024 Recruitment & Retention Report shows that filling the most difficult positions is a lengthy process for AEC firms, with 66 percent reporting it takes five or more months. Only 9 percent can fill these roles within one to two months, while 25 percent need three to four months, highlighting the challenges firms face in recruiting top talent. Participate in a survey and save 50 percent on the final or pre- publication price of any Zweig Group research publication.

“J ob hopping.” Just hearing the term makes a lot of hiring managers twitch. It’s one of those red flags that recruiters and decision- makers have been conditioned to avoid. But is it always a bad thing? And, more importantly, are we asking the right questions when we come across a résumé with a few too many stops along the way? The truth is, in today’s job market, job hopping isn’t the scarlet letter it used to be. Let’s explore why. IS JOB HOPPING ALWAYS BAD? Not at all. There’s a big difference between a candidate who’s courted by top-tier firms and one who’s constantly running from a string of bad performance reviews. The difference between being pursued and always hunting for the next gig is significant. High-performing professionals often get tapped for bigger and better opportunities – and let’s be honest, who wouldn’t take those calls? Paying attention to these details can help you spot candidates who stand out for the right reasons. And here’s the kicker: candidates who’ve moved around tend to accumulate a breadth of experience that’s hard to get when you stay in one place. They’ve seen different systems, worked with diverse teams, and often have a toolkit of solutions that comes from tackling problems in various environments. For some roles, that versatility is priceless. And growth rarely flourishes without an element of change introduced, a bit of challenge and discomfort. Also, what constitutes a “satisfactory” tenure before moving on? This varies by role, industry, and individual circumstances. A few years might suffice for impactful contributions in one position, whereas longer periods may be required to create lasting legacies in others. Rather than focusing solely on tenure, employers should ask: What did the individual achieve? Did they drive measurable results or contribute meaningfully to the organization’s culture or strategy? The quality of a candidate’s work is often more telling than the duration of their stay. DISCUSSING THE WHY. If you’re dealing with a job hopper, the first thing you need to figure out is why. Were they sold on a role that didn’t deliver? Did a company acquisition disrupt the culture? Or perhaps their manager – the person who hired and inspired them – left, leaving no clear path forward. Candidly, the job market has shifted dramatically over the past couple

Daryl Simons Jr.

Jeremy Clarke

See DARYL SIMONS JR. & JEREMY CLARKE, page 2

THE VOICE OF REASON FOR THE AEC INDUSTRY

DARYL SIMONS JR. & JEREMY CLARKE, from page 1

of decades. Gone are the days of staying with one company for 40 years, retiring with a gold watch. The current workforce is looking for alignment – between their skills, values, and opportunities for growth. If they don’t find it, they move. Think about 2020 – everything turned upside down. I’ve talked to candidates who had steady tenures until the pandemic hit, and then the rug got pulled out from under them. The same thing happened during the 2008 financial crisis. Sometimes, it’s not about the candidate; it’s about the world throwing curveballs. What might appear as instability on paper is often a reflection of these larger forces. The same holds true for other major economic events, like the 2008 financial crisis. Market conditions shape behavior, and this applies to candidates just as much as it does to firms. Understanding the “why” behind a candidate’s moves isn’t just about checking boxes – it’s about gaining insight into how they’ve adapted to challenges and what they’re looking for in their next role. TRANSPARENCY CUTS BOTH WAYS. One of the biggest drivers of job hopping is misaligned expectations. Too often, issues occur during initial conversations between a candidate and a firm. Perhaps employers make promises during the interview process but fail to deliver once the candidate is onboarded. On the other hand, some candidates can oversell their commitment to a long-term role when, in reality, they see it as a stepping stone. Transparency is the antidote. Both sides need to be upfront about what they’re looking for, what they can offer, and what the future might hold. Honest conversations early on can help prevent mismatches that lead to premature departures. THE VALUE OF JOB HOPPERS. Here’s where hiring managers should reframe their thinking. Job hopping isn’t necessarily a bad thing – it’s a chance to ask better questions. For example:

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■ Did this candidate leave their roles stronger than they found them?

■ Were their reasons for leaving preventable?

■ Do their skills and experience outweigh concerns about tenure?

Obviously, hiring someone with a history of shorter tenures involves a degree of risk, but it also comes with the potential for significant reward. Candidates who’ve made multiple moves often bring diverse experiences and fresh perspectives to the table – attributes that can drive innovation and adaptability within your team. Ultimately, it’s about keeping an open mind. Dig into the reasons behind a candidate’s moves, and think critically about whether they align with your organization’s goals and values. The most important question isn’t where they’ve been – it’s whether you can envision a future where the candidate and the firm thrive together in a mutually beneficial partnership. Job hopping, when approached thoughtfully, can be less of a liability and more of an opportunity to uncover exceptional talent. Daryl Simons Jr. is an executive search and retention advisor at Zweig Group. Contact him at dsimons@zweiggroup.com. Jeremy Clarke is COO and managing director of Talent consulting at Zweig Group. Contact him at jclarke@zweiggroup.com.

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THE ZWEIG LETTER DECEMBER 16, 2024, ISSUE 1565

OPINION

It’s (still) a relationship business!

AEC firms that focus on fostering genuine client relationships build trust, loyalty, and long-term success.

W ith the rapid pace of technological change affecting every aspect of our personal and professional lives, it’s easy to lose sight of what isn’t changing: the AEC business is a relationship business. Remote collaboration and artificial intelligence can’t displace the value that human connection brings to our work; in fact, they arguably make human connection even more valuable. We struggle to truly trust an algorithm, so we long to place our trust in people we know have our best interests at heart.

Morgan Stinson

Inspirational stuff, right? This is where I turn you off by bringing this to the dreaded topic of “sales.” As AEC professionals, many of us tend to love the craft but loathe the process of winning the work. The stigma of the used car salesperson is alive and well, and we often associate the sales process with manipulation and predatory tactics. This is why many firms prefer to hire dedicated sales staff, or “rain makers,” to bear the full burden and responsibility of that activity. In reality, seller-doers – those who serve both practitioner and client facing roles – can provide tremendous value to AEC firms. Practitioners are best positioned to understand their clients’ needs, how

to solve them, and maintain contact throughout the life of projects as those solutions are implemented. As both parties get to know and understand each other, securing the next project becomes much easier. Clients who know and trust you are also more likely to refer you to others and speak well of you out in the world, which is more valuable than any paid advertising you could find. And if you’re the connection point for this tremendous value experienced by your firm, that makes you more valuable.

See MORGAN STINSON, page 4

THE ZWEIG LETTER DECEMBER 16, 2024, ISSUE 1565

Also, go where your clients are. What conferences, tradeshows, and local organization meetings are they attending? What websites and publications are they following? What hot button topics are affecting their business? Knowing the answers to these questions can guide you to the topics that matter most to them. “Practitioners are best positioned to understand their clients’ needs, how to solve them, and maintain contact throughout the life of projects as those solutions are implemented.” Sales does not have to be manipulative or underhanded; all it takes is a mindset shift. Rather than focusing on the outcome (winning new projects), focus on helping others. Understand what your clients need, help them meet that need – whether it leads directly to a project for your firm or not – and be at peace with the outcome. The relationship capital you build over time will be beneficial to you and your firm. Patience is a virtue, and relationships matter now more than ever. Morgan Stinson is chief operating officer at EEA Consulting Engineers. Contact him at morganstinson@eeace.com.

MORGAN STINSON, from page 3

So, how do you get started on this seller-doer journey? Here are some things to consider: ■ Sales strategy. Do you know who your best clients are? Do you even know how your firm defines “best”? Start by understanding who your firm’s best clients are and why. There are many variables one could analyze to make this determination, and no two firms will have the same answer. Answers could include total revenue, profitability, average revenue per project, or average days to pay invoices. The key is to know what matters most to you and your firm, collect the data, and identify your top 10 percent to 20 percent of clients. Once you know that, focus your love and attention on that group. Also, don’t be afraid to fire the bottom 10 percent to 20 percent of your clients; they are likely responsible for 90 percent of your heartburn. ■ Sales tactics. Now that you know who your best clients are, what do you do with them? Tailor your activities and outreach to their interests and your comfort level. Do you and your client both like golf? Great! Do you both like Great American Beer Festival Gold Medal winning pilsners? Great! Find areas of common interest and get it on the calendar. Some clients might like to go catch a professional basketball game; some might like to just grab a cup of coffee. You’ll never know until you ask.

THE ZWEIG LETTER DECEMBER 16, 2024, ISSUE 1565

FROM THE FOUNDER

Put yourself in your clients’ shoes

Learn to be open with what your clients and insiders are telling you versus defensive about maintaining the status quo.

W e have a big problem in the “AEC” business (and I still don’t care for that moniker!). And that is as a group of companies or “industry,” (I hear complaints from professionals every time I use that term), we cannot adequately empathize with the clients we serve. This inability to put ourselves in THEIR shoes hurts both our success in selling new work as well as how well we ultimately satisfy our clients when we do work for them.

Mark Zweig

Why do I say this? Just look at the marketing messages AEC firms put out versus what clients actually want. While it’s a huge generalization that doesn’t apply to ALL clients, MOST clients of firms in our business are mostly preoccupied with cost, schedule, responsiveness, and prior experience with other clients like them. We tend to talk about design, licenses and certifications, technical backgrounds, and the technologies we use, when these are not the things that really matter to most of our clients. If any of this is striking a chord with you, I have a couple suggestions:

1. Have some honest dialogue with your best repeat clients about what they actually think you do best and why they use you and what you could do better. Interview them with a set of questions. Do it face-to-face or over Zoom if that’s all you can manage. Listen, ask follow-up questions, and take notes. And then use this information as the foundation of all marketing messages going forward. 2. Hire people who have managed design and construction in organizations similar to your targeted clients. They have real insight because

See MARK ZWEIG, page 6

THE ZWEIG LETTER DECEMBER 16, 2024, ISSUE 1565

BUSINESS NEWS BALFOUR BEATTY AWARDED FIVE PROJECT AWARDS BY ENGINEERING- NEWS RECORD Balfour Beatty’s US operations announces that five of its projects have been recognized with awards from Engineering News- Record’s 2024 Best Projects program in their respective regions. These prestigious awards celebrate and honor the best construction projects and the companies that designed and built them in the U.S. and Puerto Rico. The projects are selected by juries of industry professionals and are evaluated on criteria including safety, innovation, contribution to the industry and community, aesthetic and functional quality of design, and construction quality and craftsmanship. “We are honored to receive these esteemed awards from ENR, recognizing our team’s commitment to excellence in delivering these impactful projects,” said Eric Stenman, Balfour Beatty US president and chief executive officer. “These accolades reflect our dedication to innovation, safety, and quality in construction, as well as our focus on creating long-term value for our clients and the communities we serve.” The 2024 award-winning projects include:

health, kinesiology, health and nutrition and athletics programs. The facility was designed by HMC Architects. Salem Public Works Operations Building (Best Government/ Public Building, ENR Northwest). Delivered by Howard S. Wright, a Balfour Beatty company, the design-build of a new 30,000-square-foot, mass timber facility which consolidates four office locations into one unified, cohesive building to respond to local emergencies in Salem, Oregon. Whatcom Village (Excellence in Sustainability, ENR Northwest). Delivered by the joint venture comprised of Skanska and Howard S. Wright, a Balfour Beatty company, the four-building development features office space with carbon- neutral kitchen facility and high- end amenities that harmonize elements of materiality, texture and building form, seamlessly integrating people, nature and space for immersive experiences. Sterling Natural Resource Center (Excellence in Safety and Award of Merit. Water/Environment, ENR California). The progressive- design build of a state-of-the-art wastewater treatment facility on behalf of East Valley Water District in Highland that produces Class B biosolids, food to waste energy source and water to recharge the natural groundwater aquifer. Balfour Beatty leveraged its

Buildings and Civils operations to complete the project and was designed by Arcadis. Bridge Replacement (Award of Merit, Highway/Bridge, ENR Southeast). Replacement of two 50-year- old bridges on behalf of the North Carolina Department of Transportation to increase capacity for emergency access and Harkers Island

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“If you want different results than what you are getting now you are going to have to do things differently. Change comes hard for many of us. It seems risky. But my contention is not changing based on what you are learning is riskier.” Balfour Beatty is an industry-leading provider of general contracting, at-risk construction management and design- build services for public and private sector clients across the United States. Headquartered in Dallas, Texas, the company performs heavy civil, rail and a broad variety of vertical construction in select local geographies. The company is held by Balfour Beatty plc, who is a global leader in international infrastructure with interests in Hong Kong, UK and US. Balfour Beatty US is ranked among the top domestic building contractors in the United States by Engineering News-Record. evacuation and reduce congestion and delays for marine vessels and vehicular traffic. These awards underscore Balfour Beatty’s continued commitment to delivering exceptional projects that enhance communities and infrastructure across the United States. The company’s focus on innovative construction methods, sustainable practices, and collaborative partnerships continues to drive its success in the industry.

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MiraCosta College Health and Wellness Hub (Best Higher Education/Research Project, ENR California). The progressive design-build of a health and wellness facility in Oceanside for the MiraCosta College’s allied

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MARK ZWEIG, from page 5

they have been there on the inside. Their input to the marketing, selling, and project management of your work should be weighted most heavily of all of your people. It’s been said a million times in a million different ways, but the bottom line is if you want different results than what you are getting now you are going to have to do things differently. Change comes hard for many of us. It seems risky. But my contention is not changing based on what you are learning is riskier. Learn to be open with what your clients and insiders are telling you versus defensive about maintaining the status quo, and my guess is you will be more successful! Mark Zweig is Zweig Group’s chairman and founder. Contact him at mzweig@ zweiggroup.com.

THE ZWEIG LETTER DECEMBER 16, 2024, ISSUE 1565

OPINION

Disruptive marketing

Enhance marketing by embracing creativity and disruption to craft surprising, memorable, and engaging campaigns.

E ver heard of Frank’s RedHot sauce? I hadn’t until Eli Manning showed up on my TV promoting it while I was watching Sunday football. The ad was quirky and funny. The advertisers capitalized on several key marketing strategies:

1. They utilized a recognizable celebrity, Eli Manning, specifically targeting football fans. 2. They placed their product in odd and surprising contexts, such as gardening and fishing. 3. They ended the ad with a disruptive and surprising tagline. SEE FOR YOURSELF. In 30 seconds, Frank’s RedHot was surprising, memorable, and disruptive. Google “Frank’s RedHot Eli Manning” if you want to watch the ad. While this strategy is controversial and not for every product or service, there remain key aspects that can be harnessed for less dramatic campaigns. As engineers, architects, and scientists who design infrastructure and protect our environment, we do not produce commercials or use celebrity endorsements.

However, we do create marketing messages and craft a public image of who we are, what we do, and how we do it. AEC firms promote their services in several ways, including: ■ Placing advertisements in our clients’ magazines and journals.

Gabe Lett

Sponsoring events and conferences.

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Maintaining a website.

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Posting on social media.

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Recruiting new talent.

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■ Telling the stories of our clients and their projects.

See GABE LETT, page 8

THE ZWEIG LETTER DECEMBER 16, 2024, ISSUE 1565

BUSINESS NEWS WARE MALCOMB

ANNOUNCES COMPLETE

250’s site plan is laid out to maximize the property and strategically locate the numerous amenities.” Station 250 is comprised of luxury one- and two-bedroom for-rent units with tuck-in garages. The 52 du/ac, four-story project was designed with wood-frame construction methods and features elements of classic Chicago- style architecture, utilizing brick and fiber cement exterior materials. “Ware/Malcomb is incredibly attuned to what we set out to accomplish with Station 250,” said Phil Domenico, Principal, Synergy Construction & Development Company. “As a partner, their creativity, attention to detail and expertise allowed us to realize our vision for the property.” Individual units feature a bright, natural interior scheme with premium finishes such as pet-friendly hardwood flooring, large eat-in kitchens, balconies or ground floor patios, in-unit laundry, and walk-in master closets. The development features an outdoor pool and 10,700

square feet of indoor amenities, which include a coffee bar reception area, a fitness center, yoga room, sauna, a golf/ game simulator room, and a coworking lounge to accommodate remote workers. Ware Malcomb provides high quality, innovative planning and design services for multifamily, mixed-use and residential developments across the Americas. The company designs communities to meet consumer demand and local market trends. Ware Malcomb’s vast firm resources coupled with local knowledge, innovative design and highly efficient project delivery methods enable the development and construction of high-quality living environments that maximize long term real estate value. With office locations throughout the United States, Canada, Mexico and Brazil, Ware Malcomb specializes in the design of office, industrial, science & technology, healthcare, multifamily, retail, and public/institutional projects.

CONSTRUCTION

ON MULTIFAMILY DEVELOPMENT IN CHICAGO SUBURB OF MUNDELEIN, IL Ware Malcomb, an award-winning international design firm, today announced that construction is complete on Station 250, an upscale multifamily development in Mundelein, IL. The firm provided architecture, interior design and full site planning services for 166-unit transit-oriented project. STATION 250 Located next to the Mundelein Village Hall and adjacent to the local METRA rail station, the community was developed and constructed by Synergy Construction Group. Synergy is a privately held development and construction firm based in Chicago, IL. “Our team collaborated closely with the client to meet their goal of creating a destination where modern elegance meets downtown living,” said Charles Swanson, Practice Leader, Director, Multifamily, Ware Malcomb. “Station

Considering our former list of marketing activities, print advertising is a well-known and familiar promotional method. Most of our firms place print ads in our clients’ publications. We do this to support our client organizations and remind them of our services. But we all know those ads tend to look the same. They say many of the same things, make the same claims, and use similar imagery. Again – boring! What if we applied disruptive, surprising, and memorable objectives to our print ads? Suddenly, as our clients thumb through their familiar journal, BAM! Out of nowhere, an ad jumps off the page (surprise), looks completely different (disruptive), and says something extraordinary (memorable). What if? FROM DULL TO DYNAMIC. Apply disruptive marketing objectives to your other marketing activities. How would your social media posts change? What surprise awaits on your website’s home page? How would a stale proposal turn into a story full of marvel and awe? The idea is to be different. But not different for different’s sake. Be different in order to win the attention of those you wish to serve, so you can position your firm as the solution to their problems. When crafting marketing campaigns, it is good to push ourselves in a more creative direction. If we can use surprising, memorable, and disruptive strategies to capture attention, we will benefit from great marketing. The effect of better creativity will produce even more dramatic results in an industry that is plagued with sameness. Gabe Lett joined Prairie Engineers as chief marketing officer in 2024. Connect with him on LinkedIn.

GABE LETT, from page 7

ARE WE BORING OURSELVES TO DEATH? Let’s all just admit that our industry’s marketing is mostly boring. Creativity is not high on our priority list when it comes to public safety and professional design – nor should it be. I would rather not work in a building characterized by creative structural engineering. I want reliable and disciplined engineering that will ensure my safety in a building that will not collapse. But is there room for creativity in our marketing of a conservative profession? “The idea is to be different. But not different for different’s sake. Be different in order to win the attention of those you wish to serve, so you can position your firm as the solution to their problems.” We all know there is not a lot of risk in marketing Frank’s RedHot sauce using disruptive marketing methods – methods that require taking novel approaches with innovative ideas, being comfortable with trial and error, and taking risks. I propose there is a universe of opportunities to use disruptive marketing in our own firms. BAM! OUT OF NOWHERE, AN AD JUMPS OFF THE PAGE. I like to think of disruptive marketing as having three primary objectives: They need to be disruptive (obviously), surprising, and memorable. So, as AEC marketers, we want to consider disruptive, surprising, and memorable marketing activities.

THE ZWEIG LETTER DECEMBER 16, 2024, ISSUE 1565

PROFILE

A personal approach: Grant Meyer CEO of AE2S (Grand Forks, ND), a civil/environmental engineering consulting firm specializing in drinking water, wastewater, and water resources.

By LIISA ANDREASSEN Correspondent

H e doesn’t think it’s one thing – but rather a combination of the “right things” – that recently landed AE2S in the top 10 of Zweig Group’s Best Firms To Work For list. Meyer, the company’s CEO, says the company looks to create great employee experiences and the opportunity to work on some incredible projects. LANDMARK PROJECTS, TRAINING, AND BENEFITS REAP LONG-TERM SUCCESS. AE2S is focused on water and building strong communities. For example, the Woodbury Project located in a suburb of the Minneapolis-St. Paul area was one that required an all-hands-on-deck approach – and employees rose to the occasion. The City of Woodbury hired AE2S as its lead project engineering firm to help address PFAS. The company implemented a near-term solution which involved designing and constructing a temporary water treatment plant, bringing four of seven wells back into service and ensuring ample production capacity to meet peak summer demand.

“The work we do here really matters to the world we live in, and that matters to our employees,” Meyer says. “They have the opportunity to make a positive difference in the world around them.” One thing the company has really focused on in the past couple of years is providing learning opportunities and career pathways to develop current and emerging leaders. It has taken a great amount of time levelling up its leadership and increased learning opportunities for not only managers, but the entire staff. AE2S’s “Leadership Matters,” program was created on the basis that leadership can come from anywhere – regardless of title or position. All staff can apply, but only 12 are admitted to the year-long leadership program. Based on the success of “Leadership Matters,” AE2S also developed another leadership development program for managers this past year called “Operations Matters” – specifically for operations managers and assistant operations managers – for all of its offices.

See A PERSONAL APPROACH, page 10

THE ZWEIG LETTER DECEMBER 16, 2024, ISSUE 1565

A PERSONAL APPROACH, from page 9

Next year, the company plans to expand the format to launch “Practices Matters” to focus on the continued development of the individuals that lead its services areas, as those individuals lead many client relationships and serve as strong mentors for its project team employees. The company is also proud to offer an incredible benefits package (it has 100 percent paid family health insurance) and incredibly flexible working arrangements. “While we feel strongly about the benefits of being an ‘in-office’ company, we also offer a high degree of flexibly for employees to manage their professional and personal lives,” Meyer says. He adds that sometimes he feels that the little things mean the most. For example, the company recently had a wellness challenge associated with the 2024 Summer Olympics. Half of the staff participated. There were weekly winners, and the top winner received 40 hours of PTO. The participation rate was extraordinary and the excitement for the challenge was great. “The work we do here really matters to the world we live in, and that matters to our employees. They have the opportunity to make a positive difference in the world around them.” A FUTURE TO-DO LIST. For the moment, Meyer is focused on strategic growth strategies. “Historically, we’ve grown almost entirely organically – through hiring and employee development as grassroots expansion into new geographies, but now I’m excited about the opportunity to incorporate strategic acquisitions into our future growth plans,” he says. When the firm’s leadership first started thinking about acquiring firms, they contacted an outside party to assist who helped them to put together an M&A playbook. It listed about 100 firms that had similar cultures, characteristics, etc. The team narrowed the list down to a few. Meyer is now taking a personal approach and reaching out to firms directly.

HEADQUARTERS: Grand Forks, ND NUMBER OF EMPLOYEES: 350 YEAR FOUNDED: 1991 OFFICE LOCATIONS: 23 MARKETS: Civil engineering consulting with a water focus SERVICES:

Staff at AE2S’s Grand Forks, North Dakota, office celebrating their Best Firms To Work For win.

Drinking water

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Wastewater

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“I find that this personal touch helps to build better relationships,” he says. “I’m enjoying that process and am happy I can do it.” The company’s focus is on geographic growth and it’s planning to open an office in Idaho by year end. Mostly, it’s looking to the central states for expansion. Recruitment also continues to stay front and center. To attract top talent, AE2S is actively working to adapt and execute integrated recruitment plans. A few very recent changes to address recruitment include increased PTO for experienced employees, parental leave benefits, and an aggressive recruiting bonus available to internal staff who help to recruit new employees to AE2S. There’s a $10,000 internal bonus for listed positions on its website. And when it comes to DEI, AE2S examines it from all angles. The company’s hiring practices go beyond affirmative action and rather focus on finding the best people for the right positions. It recruits at diverse career fairs, schools, and the like. It also focuses on having good employee onboarding experiences, so that new hires feel welcome and comfortable. “We support self-directed employee communities, serving on professional committees and boards that support diversity and inclusion efforts, and other outreach efforts to attract underrepresented people to the engineering field,” he says. “I’m so excited about our future growth.”

Water resources

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Civil electrical

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Structural

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Manufacturing/ industrial

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Energy projects

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Utility planning

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Instrumentation and controls

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Financial services

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GIS

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Communications/ marketing

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■ Surveying ANYTHING ELSE YOU’D LIKE US TO KNOW: AE2S is a 100 percent employee-owned company. Its owners are motivated, collaborative, and entrepreneurial professionals committed to finding creative and innovative solutions to water industry challenges.

THE ZWEIG LETTER DECEMBER 16, 2024, ISSUE 1565

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