TZL 1532 (web)

April 8, 2024, Issue 1532 WWW.ZWEIGGROUP.COM

TRENDLINES

Political contributions

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Prioritizing EX is a strategic imperative for firms looking to thrive in an increasingly competitive landscape. Strategic employee experience

FIRM INDEX AECOM............................................................. 11 Black Eagle Consulting..........................2 Cyntergy.......................................................... 11 HELIX Environmental Planning........6 MKN......................................................................9 RMA Companies.........................................2 Tutor Perini Corporation........................4 MORE ARTICLES n LUKE CAROTHERS: From the Zweig Group roundtable Page 3 n MARK ZWEIG: More on buying and selling companies Page 5 n SAFA KAMANGAR: The role of a supportive manager Page 8 n STEPHANIE PUTZKE: Putting people first Page 10 According to Zweig Group’s 2024 Principals, Partners & Owners Report , there has been a notable decline in the percentage of AEC firm leaders making political donations, particularly at the state and national levels. While 20 percent of respondents made contributions to local candidates, only 19 percent and 14 percent donated to state and national candidates, respectively. This shift suggests a reevaluation of priorities or confidence in the political process within the AEC industry.

I n the fast-paced realm of the AEC industry, success hinges not only on groundbreaking designs and efficient project management but also on nurturing a workforce that thrives within the organization. Recognizing the paramount significance of employee experience within the AEC industry is not merely a trend; it is an imperative strategy for firms aiming to achieve sustainable growth and competitive advantage. Employee experience encapsulates every facet of an employee’s journey within a company, from the initial recruitment process to ongoing professional development and beyond. It encompasses the work environment, organizational culture, opportunities for growth, and the overall relationship between employees and their employer. In the AEC sector, where talent retention and attraction are pivotal (with an unemployment rate of around 1.5 percent), prioritizing employee experience is paramount for long-term success. First and foremost, integrating employee experience into the core of a firm’s strategy fosters a culture of engagement and productivity. AEC projects demand collaborative efforts from multidisciplinary teams, and when employees feel valued, supported, and empowered, they are more inclined to invest themselves fully in their work. This heightened engagement translates into enhanced creativity, innovation, and ultimately, superior project outcomes. Moreover, prioritizing employee experience cultivates a positive workplace culture that attracts top-tier talent. In an industry where skilled professionals are in high demand, AEC firms must distinguish themselves as employers of choice. By offering a workplace environment that prioritizes employee well-being, growth opportunities, and a sense of belonging, firms can attract and retain the best talent in the field, giving them a competitive edge in securing lucrative projects and maintaining client satisfaction. So, how can AEC firms effectively integrate employee experience into their overarching strategy? Here are some key strategies: 1. Invest in professional development. Provide employees with ample opportunities for continuous learning and skill development. This could include training programs, certifications, workshops, and mentorship initiatives. Not only does this enhance employee competence, but it also demonstrates a firm’s commitment to its employees’ long-term growth and success.

Kyle Ahern

See KYLE AHERN, page 2

THE VOICE OF REASON FOR THE AEC INDUSTRY

TRANSACTIONS RMA COMPANIES ACQUIRES BLACK EAGLE CONSULTING RMA Companies announced the acquisition of Black Eagle Consulting, a provider of geotechnical and construction inspection services based in Reno, Nevada. Since August 2021, RMA has now completed 12 acquisitions of leading firms throughout the U.S. as it builds a national platform for testing, inspection, and related services to support the development and maintenance of critical infrastructure. With more than 27 years of experience in Northern Nevada, Black Eagle has established itself as a regional leader in geotechnical engineering, construction materials testing, inspection, and advanced non-destructive examination services. Operating out of Reno and Carson City, Black Eagle serves federal and state agencies, municipal public works departments, power and utility agencies, mining companies, engineers, contractors, and developers investing in the built environment.

“Black Eagle is another great addition to the RMA family of companies,” said Ed Lyon, CEO of RMA Companies. “Their local capabilities and laboratory facilities in Reno and Carson City enable RMA to serve a fast-growing region of Nevada and expand our non-destructive examination capabilities. The combined resources of our teams in Nevada will allow us to better serve our clients across the state and throughout the broader southwestern United States.” “This acquisition marks an exciting next chapter for our team at Black Eagle,” said Remo Osmetti, founder of Black Eagle. “As we look towards the future, we are excited to be able to provide expanded opportunities for professional growth for our team members and expand upon our service offerings to our clients. Our clients benefit, our team members benefit, and we bring valuable services to RMA. This is a big win for everyone involved.”

Interested in learning more

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

KYLE AHERN, from page 1

2. Foster a collaborative work environment. Encourage teamwork and collaboration by creating spaces and platforms where employees can easily communicate, share ideas, and collaborate on projects. This could involve implementing collaborative tools, establishing cross-functional teams, and organizing regular brainstorming sessions or design charrettes. 3. Prioritize work-life balance. Recognize the importance of work-life balance and support employees in achieving it. Offer flexible work arrangements, such as remote work options or flexible hours, to accommodate individual needs. Additionally, promote a culture of respect for personal time off and ensure that employees are not overburdened with excessive workloads. 4. Solicit and act on feedback. Regularly seek feedback from employees through surveys, focus groups, or one-on-one discussions, and take tangible actions based on their input. This demonstrates a commitment to listening to employee concerns and continuously improving the employee experience within the organization. In conclusion, prioritizing employee experience is not just a nicety but a strategic imperative for AEC firms looking to thrive in an increasingly competitive industry landscape. By embedding employee experience into the fabric of their organizational strategy and implementing targeted initiatives to support employee well-being, growth, and engagement, AEC firms can foster a workforce that is motivated, innovative, and poised for success. Kyle Ahern is an employee experience and data strategist at Zweig Group. Contact him at kahern@zweiggroup.com .

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Chad Clinehens | Publisher cclinehens@zweiggroup.com Sara Parkman | Senior Editor & Designer sparkman@zweiggroup.com Tel: 800.466.6275 Email: info@zweiggroup.com Online: zweiggroup.com/blogs/news LinkedIn: linkedin.com/company/22522 Instagram: instagram.com/zweiggroup Twitter: twitter.com/ZweigGroup Facebook: facebook.com/p/Zweig- Group-100064113750086 Published continuously since 1992 by Zweig Group, Fayetteville, Arkansas, USA. ISSN 1068-1310. Issued weekly (48 issues/year). © Copyright 2024, Zweig Group. All rights reserved.

AEC SMALL BUSINESS & ENTREPRENEURSHIP FORUM This new event gathers leaders of small AEC firms to discuss the unique issues of managing and growing a small business today. The one-day event includes keynotes, panel discussions, roundtables, and breakout sessions, all focused on the emerging trends and needs of small businesses. Join us May 21 in Atlanta, Georgia. Click here to learn more!

THE ZWEIG LETTER APRIL 8, 2024, ISSUE 1532

OPINION

AEC industry experts shed light on key topics for firm leaders, from employee compensation, career growth, and AI integration. From the Zweig Group roundtable

Z weig Group recently held a roundtable discussion where our service area experts met to discuss client questions and the overall AEC landscape today. This year, the AEC industry anticipates significant transformations, leading the assembled team to discuss topics around facilitating and organizing growth, recruitment and retention, and employee engagement amongst many others.

Luke Carothers

HOTTEST TOPIC: EMPLOYEE COMPENSATION. According to Zweig Group’s consultants, firms can’t afford to be caught off guard when it comes to compensation. They need to be on target to stay competitive. Here are some top compensation concerns this year: ■ Decision makers assessing compensation for new hires versus tenured staff. There’s a highly competitive marketplace out there, so how are companies meeting new hire expectations? One of the problems that leadership is seeing is that new hires are expecting compensation that’s equal to tenured staff who have, say, 10 years’ experience.

■ Compensation debt. How far behind or ahead are companies in resetting their whole staff’s compensation from entry-level up? Firms must be prepared to reset people in larger ways than expected, while still maintaining positive retention numbers. Keeping talent is the main priority. ■ Locked into fee structures. Some firms find they’re locked into a fee structure with their client for years (e.g. hourly versus flat). How can that be changed? Can they build into a contract

See LUKE CAROTHERS, page 4

THE ZWEIG LETTER APRIL 8, 2024, ISSUE 1532

BUSINESS NEWS FIVE STAR ELECTRIC AWARDED $67 MILLION SYSTEMS INSTALLATION AND INTEGRATION PACKAGE Tutor Perini Corporation, a leading civil, building, and specialty construction company, announced its subsidiary, Five Star Electric, has been awarded a systems installation and integration project by the

New York Metropolitan Transportation Authority Construction and Development valued at approximately $67 million for the Connection-Oriented Ethernet, Phase 3C project. The project scope of work includes the replacement of approximately 150,000 feet of fiber optic cable; interconnecting and integrating more than 360 branch

sites into MTA’s network; connecting, testing, and integrating existing service delivery switches at more than 150 branch sites; and integrating existing closed circuit television cameras at 125 stations to existing video management and physical security information management systems.

■ Thinking outside the box. AEC firms are making some out-of-the-box mergers and acquisitions. For instance, one client added a graphic design firm to their business and another acquired a marketing firm. Why? They can win more work with larger companies because they have more services – one point of contact. ■ What about AI? How can AI support functions such as HR and IT? What are companies doing in this arena? having difficulty forecasting beyond one year. How can this be changed? What tools can they use to break out of this one-year cycle? What data is needed? SO WHERE DO WE BEGIN? These topics are heavy, and many don’t necessarily have clear answers or solutions. Our recommendation to any firm looking to tackle some of these, is to prioritize an overall strategic plan. Once the firm has developed this, most solutions will fall into place. Our Zweig Group consultants and subject matter experts are here to help in case you need further guidance and assistance. ■ Beyond 12-month forecasting. Many companies are START WITH THE DATA. To inform a strategic plan, you must start with the data. Our strategic planning process captures quantitative and qualitative data. Firms should also leverage benchmarking data to see how they compare to other firms in the industry. Zweig Group has a robust research library that offers valuable benchmarking tools and resources to help you answer these questions and more. Here are some that will give you a jump start: ■ The 2024 Salary Report and Compensation Data and Platform gives companies access to the Comp Data Platform on Zweig Insights, which offers the latest real- time AEC data on one simple to use platform, including typical work location (home vs. office vs. field), bonus data based on job title, total compensation figures, and more. ■ The 2023 Firms of the Future Bundle helps firm leaders to elevate their decision-making process and steer their firm toward a future of growth. It provides in-depth comparisons, strategic insights, and future planning. Luke Carothers is Zweig Group’s senior content manager and editor for Civil+Structural Engineer Magazine . His writing focuses primarily on the projects, people, and processes that influence the past, present, and future of the built environment. He welcomes those interested in collaborating on an article to reach out to him at lcarothers@zweiggroup.com .

LUKE CAROTHERS, from page 3

opportunity to escalate the fee? And, is there a way to integrate fee and billing into compensation? ■ Compensation comparisons. Not all companies are created equal. For example, high profit firms are able to drive high fees. Some companies are switching to different compensation philosophies, but how do you compare to those who share the same philosophy? As the old saying goes: You can’t compare apples to oranges. ■ Bonus structure. Many firms have questions around proper bonusing structures for staff, not owners. What are top firms doing? Employee sentiment is greater than average in amount of bonus, frequency of bonuses, and compensation for extraordinary effort. Many firms are moving away from Christmas and biannual bonuses and looking toward performance bonuses instead. ■ Fixing the middle. Firm leaders who want to hire people with 10 years of experience are having difficulty finding them. When they do, they want to offer them better compensation which creates an incentive to move. Leadership want a better philosophy around the middle of the organizational chart because the younger set knows the quickest way to get better compensation is to job hop. How does management “fix the middle”? ■ Cost of living. Many salaries don’t provide enough income for cost of living in their areas. There are larger market factors at play that firms have to contend with and they can’t battle an external market. ■ Culture and compensation. Firm leaders talk about hard dollars, but not about the benefits that staff find perhaps more valuable (e.g., unlimited PTO). Look at the benefits side of the equation – retirement contributions, healthcare, office lunches, pets in the office, and more. What does retention/recruitment look like for firms that invest more in core benefits (retirement, healthcare) versus lunch in office or pets in office. Core benefits are a key driver in keeping people around. What are the correlations between what is making employees happier with policies and benefits? CAREER AND COMPANY GROWTH TOP OF MIND. Career and company growth was another big discussion topic. Here were some questions and concerns: ■ Building the pipeline. How are companies moving people through organizations? How are they building infrastructure/pipeline to facilitate growth? For example, how long does it take the average employee to move from starting their position to their first promotion?

THE ZWEIG LETTER APRIL 8, 2024, ISSUE 1532

FROM THE FOUNDER

B ecause there is so much interest in buying and selling AEC firms, I thought I would go into some typical questions I hear from buyers and sellers, and give our readers some answers to them. Exploring common questions – and their answers – from firm leaders about the buying and selling process. More on buying and selling companies

Let’s get right into it!

fan of profit-based earnouts and never have been for many reasons. Most importantly because they discourage integration and resource sharing between the acquired company and the acquiring company. The selling company won’t want to share its clients, projects, or people with the buyer because that could impact their earnout. Not good. And they frequently lead to disputes about corporate overhead allocations and more. That said, I do like commissions based on work coming from clients of the selling firm for a period of time after the deal closes. The work could be sold by either the selling company or the buying company, and done by either. It’s easy to account for it this way and does not discourage cooperation.

Mark Zweig

■ “If we want to buy another firm, what are some sources of financing?” Your first place to look for acquisition capital is always to the sellers to finance as much as possible of the deal. That will ensure that they are working to help you make the deal work out because their payment is dependent on it. But other sources of potential acquisition capital include the assets of the selling firm, namely their accounts receivable. The day the deal goes down, those are yours as the buyer ( IF they were included in the sale) – and you can borrow against them. Another source of financing is an SBA loan. They can have extended terms and don’t need to be refinanced every so often like a typical bank commercial note would have to be.

■ “Isn’t cultural compatibility the most important

■ “What do you think about earnouts?” I am not a

See MARK ZWEIG, page 6

THE ZWEIG LETTER APRIL 8, 2024, ISSUE 1532

ON THE MOVE HELIX ENVIRONMENTAL PLANNING ANNOUNCES CEO RETIREMENT AND SUCCESSION PLAN HELIX Environmental Planning, a leading California-based environmental consulting firm headquartered in San Diego County, announced the retirement and succession plans of Chief Executive Officer Michael Schwerin after serving 23 years at HELIX and 34 years in the industry. The HELIX executive team has worked closely together since 2022 on the transition plan, when Schwerin initially announced his retirement plans to the firm. Having first joined the company in 2001, Schwerin became CEO in 2008. From the Great Recession- era low of one office and roughly 75 employees around that time, HELIX has since grown under Schwerin’s leadership to approximately 280 employees; seven offices throughout California; more than $40 million in annual revenues; and a full range of environmental disciplines including California Environmental Quality Act/ National Environmental Policy Act compliance, biology, habitat restoration, regulatory permitting, air quality, greenhouse gas/climate change, noise, cultural resources, architectural history, and landscape architecture. “Michael’s drive for success has been coupled with genuine care for the firm’s employees and an approachable, humorous manner,” said Kristin Olszak, Chief Financial Officer. “He will be greatly

missed, and through his leadership has mentored a wonderful team of leaders here at HELIX. Schwerin commented, “I am honored to have led HELIX as its CEO and am extremely proud of our employee- owners and their unwavering commitment to integrity; high-quality client service; employee well-being; and environmental stewardship. Given the strength of our staff and long history of our leadership working together, HELIX is well-positioned to continue to thrive and succeed for many years to come.” Schwerin will continue his role as CEO until June 30, 2024, after which, he will remain employed as an advisor to the firm to assist in the transition until his retirement on December 31, 2024. Schwerin will also continue to serve as HELIX’s Board Chair until the end of the year. On July 1, 2024, current HELIX board member, Vice President, and Biology Division Manager Shelby Howard will be promoted to Chief Executive Officer. Simultaneously, Justin Fischbeck, current HELIX board member and Construction Group President, will be promoted to Chief Operating Officer. Together with current Chief Financial Officer and board member Kristin Olszak, they will continue to direct HELIX with the support of a robust leadership team. Howard commented, “I am incredibly excited to serve as HELIX’s next CEO, and

I thank Mike for his strategic leadership, friendship, and guidance over the years. I look forward to working closely with Justin, Kristin, and our new leadership team to build on HELIX’s successes, lead our talented team of professionals, and guide HELIX’s continued growth into the future.” With nearly 25 years of experience, Howard has provided strategic direction and oversight for HELIX, working closely with the CEO, CFO, and other corporate leaders. He has helped to lead strategic planning efforts and develop business strategies for long-term growth and success of the firm, collaborating with service and sector leads. As the Biology Division Manager, he has led HELIX’s biology division overseeing business development and operations for a large team of biologists who are responsible for environmental compliance monitoring, sensitive species surveys, vegetation mapping, wetland delineations, impact analyses and development of mitigation measures, and habitat restoration planning and implementation. Commenting on the appointments, Schwerin said, “Having worked closely with Shelby for nearly two decades, I am confident he will be an outstanding CEO. Together, with Kristin and Justin, he shares a passion, commitment, and dedication to our staff and clients, coupled with exceptional leadership and innovative approaches. There is an exciting future ahead for HELIX.”

■ “Why shouldn’t we use our regular business attorney to hammer out the details of our firm purchase or sale?” Because your regular business attorney probably doesn’t have a lot of experience in buying and selling AEC firms, and that is what you really need because these transactions are fraught with peril. Not only do you need an attorney who is specialized in M&A, ideally you need someone who has done deals specifically in our industry. ■ “How do we get our key people to stick around after we sell our business?” One of the best methods companies use is retention bonuses. The key people have to stick around so long (tied to the expiration of the warrants and representations) to get their money. Yes, most of the time, these are not paid by the buyers and instead have to be paid out of the owners’ proceeds. But it may be money well-spent and keep the buyer from clawing back at you down the road to get some of their money back. Mark Zweig is Zweig Group’s chairman and founder. Contact him at mzweig@zweiggroup.com .

MARK ZWEIG, from page 5

aspect to look for when acquiring another firm?” Many of those who have done a lot of deals will tell you that cultural compatibility is overrated. The late Jerry Allen who was CEO of Carter & Burgess when they were out buying companies said more than once that his definition of “cultural compatibility” was a very short payback period. His philosophy on buying companies was to buy troubled ones that needed help, “because they were cheap and their employees were glad to see you.” That said, a well- written agreement and shared expectations of what is to come are most important for deals to ultimately work out. ■ “As a buyer, how can we avoid inadvertently taking on hidden liabilities that the seller has?” You structure the deal as an asset purchase versus a stock purchase, and you clearly spell out in your agreement what assets and what liabilities you are assuming as the buyer. Any that are not on the list remain with the seller.

THE ZWEIG LETTER APRIL 8, 2024, ISSUE 1532

Award Season is HERE!

Hot Firm

Best Firms To Work For Awarded to top AEC firms for their exceptional workplace practices, benefits, retention rates, and more, as voiced by their employees.

For over 25 years, Zweig Group’s Hot Firm List has recognized the 100 fastest-growing AEC firms in North America.

ENTER BY MAY 3

ENTER BY MAY 17

Marketing Excellence Awarded to outstanding and effective marketing in AEC based on overall creativity, messaging, results achieved, and level of design.

Trifecta Bundle

Awarded to firms who have won Hot Firm, Best Firm To Work For, and Marketing Excellence in the same year.

ENTER BY JUNE 7

Excellence in Client Experience Awarded to firms who exceed expectations and consistently deliver top-tier experiences to their clients. ENTER BY AUGUST 2 Rising Stars in the AEC Industry Recognize a young professional whose exceptional ability has profoundly impacted the design industry!

Jerry Allen Courage in Leadership Presented to an exemplary leader whose remarkable impact on their company is distinguished by courageous and visionary leadership.

ENTER BY AUGUST 2

Top New Venture

Awarded to a fast growing start-up on the basis of revenue and employment growth, as well as entrepreneurism and a spirit of innovation.

2024

ENTER BY JUNE 28

DEADLINE PASSED

THE ZWEIG LETTER APRIL 8, 2024, ISSUE 1532 ENTER YOUR FIRM TODAY

zweiggroup.com/pages/awards

OPINION

By applying these principles, a manager can become a source of inspiration, guidance, and stability for their team members. The role of a supportive manager

S urely we have all heard the phrase, “People leave managers, not companies.” There is a significant truth to this statement. I, for one, have been the victim of this experience more than once! The importance of effective leadership cannot be overstated, especially in the AEC industry where talent is in high demand, and talent and client retention are a challenge.

Safa Kamangar

If you recall Maslow’s Hierarchy of Needs, at the base you will see the basic human needs, including “physiological needs” (many of which require a well- paying job) and “safety needs” (like job security). Most engineering firms involved in the water/wastewater industry nowadays may offer the same benefits in this highly competitive market. Next up is “love and belonging,” which is satisfied through personal relationships, including with friends, family, and other loved ones. This is where providing flexibility and work- life balance can become a differentiator. At the top of the pyramid sits “esteem” and “self-actualization” – the need for respect, recognition, and self-esteem, and the need and desire for one to become the best version of oneself. By investing in the human aspect of business interactions, we create an environment where our team feels respected and motivated, and our clients feel understood, valued, and confident in the abilities of the team. This personal connection not only strengthens our existing partnerships but also opens doors to new opportunities and collaborations.

In the rigid world of civil engineering, the role of a supportive manager extends beyond the team dynamics that influence both talent retention and client satisfaction. A supportive manager also plays a key role in developing self-esteem and nurturing personal growth. Managers play a pivotal role in promoting a culture of innovation, collaboration, and continuous learning. As a team leader, I have realized the significance of being “firm, friendly, and fair” (we can call these the three Fs of management) – a philosophy that one of my first mentors taught me more than 25 years ago and has shaped my approach to engaging with peers and staff, and to managing teams. In order to be an effective leader, you need to be: ■ Firm in purpose. Effective management requires a firm hand in setting clear objectives and expectations that are reasonable and achievable. This involves establishing well-defined goals, timelines, and project scopes. However, being firm

THE ZWEIG LETTER APRIL 8, 2024, ISSUE 1532

does not mean micro-management. Rather than limiting creativity with rigid oversight, managers can empower a team to take ownership of their work, encourage autonomy, and instill a sense of responsibility. Providing clear direction and allowing younger staff to flourish by finding their own ways to resolve issues not only fosters a sense of ownership and accountability but also encourages innovative thinking. By trusting my team with their responsibilities and decision-making authority, I have witnessed remarkable growth in their problem-solving skills and ability to navigate challenges independently over the years. And I am proud of being a part of their success in achieving the next levels in their careers. ■ Friendly in approach. A friendly work environment is the basis for creativity and collaboration. In my years of experience, I have learned the importance of open communication and approachability. Creating an atmosphere where team members feel comfortable expressing their ideas, sharing concerns, and seeking guidance will not only benefit projects, it will also encourage team members to strive to learn. Building positive relationships with members of a team is not just about being amicable but also about understanding their unique strengths, challenges, and aspirations, and being able to allow them to tackle challenges in their own way. This will offer each person a sense of ownership and achievement as they grow in their role. ■ Fair in judgment. Fairness is essential in supportive management. Fairness involves equitable distribution of

opportunities, recognition, and rewards based on merit. The goal is to create a level playing field and provide an equal chance for every team member to showcase their skills and grow into the next level in their career. Fairness also extends to constructive feedback, which enables continuous improvement and professional development, helping team members become a better version of themselves. In conclusion, a supportive manager has a significant role in retaining a skilled and motivated team. By applying the principles of firmness, friendliness, and fairness, a manager becomes a source of inspiration, guidance, and stability for their team members. Recognizing the unique value each individual brings and providing a nurturing environment promotes a sense of loyalty that surpasses organizational boundaries. Safa Kamangar is OC operations manager at MKN. Contact him at skamangar@mknassociates.us .

THE ZWEIG LETTER APRIL 8, 2024, ISSUE 1532

OPINION

Putting people first

As the AEC industry continues to push boundaries, the importance of building relationships has emerged as a cornerstone for success.

I n the dynamic and ever-evolving world of architecture, engineering, and construction, where creativity and innovation collide with the technical intricacies of design, the importance of building relationships has emerged as a cornerstone for success. While cutting-edge designs and state-of-the-art technology play pivotal roles, it is the human connection that often proves to be the catalyst for groundbreaking projects.

Stephanie Putzke, RCID

Designing is a team effort that goes beyond just drawings and actual buildings. It is a shared adventure of making something special. It’s a collaborative endeavor that involves weaving dreams into livable spaces and forging lasting relationships before putting pen to paper. It is about creating spaces where people can live, work, and thrive. What is the secret sauce? ■ Relationships then spaces. Understanding what clients envision is not just step one of a job, but an overall key to success for both parties. This knowledge becomes the basis for our storytelling. When we merge the client’s aspirations with our architectural creativity, we ensure the final design not only meets practical

needs but also connects with the client on a deeper and more personal level. The goal? To make sure the final design not only works, but also feels like a perfect fit for the client. It is not about the architect’s vision; it is about turning the client’s dreams into reality. The first step is not the blueprint but the establishment of a profound connection with the client. ■ The power of collaboration. Designing a building is not a one-way street. Architects do not just ask, “What do you want?” We spend time with clients. Like a skilled therapist, architects delve into the client’s world, grasping nuances, preferences, and idiosyncrasies. This personal touch ensures that the final design not only looks good but also feels right for the client. The key is creating a

THE ZWEIG LETTER APRIL 8, 2024, ISSUE 1532

BUSINESS NEWS AECOM SECURES POSITION ON MAJOR FRAMEWORK TO DELIVER INTELLIGENT AUTOMATION SERVICES TO PUBLIC SECTOR ORGANIZATIONS ACROSS THE UNITED KINGDOM AECOM, the world’s trusted infrastructure consulting firm, announced it has been appointed to an Intelligent Automation framework agreement with National Health Service Shared Business Services, which provides a procurement vehicle for all NHS and public sector organizations in the United Kingdom. The framework agreement will support the adoption, implementation, and ongoing development of Intelligent Automation to help increase efficiency, reduce costs and risks, and improve customer and patient experience. AECOM has been appointed to Lot 1 of the framework, which covers Intelligent Automation services and is designed to provide expertise and specialist support to help organizations set up and implement in-house Intelligent

Automation services, with the end goal being to transfer the day-to-day running of Intelligent Automation back to the organization. “As the only infrastructure consulting firm on the framework, AECOM brings a unique offer that combines our engineering capabilities with our specialized digital expertise to distinguish us from traditional management consulting firms,” said Colin Wood, chief executive of AECOM’s Europe & India region. “Intelligent Automation has huge potential to bring wide-ranging efficiencies to public services in the UK. Our industry-leading Digital AECOM practitioners look forward to supporting the varied clients on this framework in adopting and implementing this emerging technology to improve business operations and services for their customers.” The framework is the latest win for Digital AECOM, which combines the Company’s digital consulting services and its digital

solutions to help clients accelerate their digital journeys and achieve better project outcomes. Under the framework, AECOM will deliver a range of specialized digital services, including consulting and advisory, technology implementation services related to Intelligent Automation adoption, data analytics and business intelligence, as well as resource planning, organization design services, and licensing. NHS Shared Business Services is a corporate services provider accessible to the NHS and wider public sector, including all health service organizations, local authorities, emergency services, education sector and all other public sector organizations located across the U.K. AECOM is the world’s trusted infrastructure consulting firm, delivering professional services throughout the project lifecycle – from advisory, planning, design and engineering to program and construction management.

space that matches the client’s style, making them feel at home. Success? It is when the client says, “This is exactly what I had in mind!” It is important for the architect to remember we are creating our client’s vision and not our own and thus a project ultimately succeeds when the client takes ownership of what they have “created.” ■ Navigating the journey. Approaching the design process as a shared experience goes beyond the structure. The AEC industry is not without its challenges, from budget constraints to unforeseen site issues. In these moments, the strength of the relationship we have built becomes a beacon of resilience. Architect-client teams that have cultivated strong bonds are better equipped to navigate challenges. As with any relationship, trust and open communication pave the way for effective problem- solving. The same rules you would use with your best friend apply here. When faced with tight deadlines or unexpected hurdles, the foundation of solid relationships allows professionals to come together, brainstorm solutions, and implement changes seamlessly. The ability to adapt and collaborate in the face of adversity is a testament to the importance of the human factor. Architects who prioritize relationship- building recognize that the journey is as crucial as the destination. Every decision, sketch, rendering, and revision becomes part of a shared history that molds the physical environment and the relationship between architect and client. ■ Teamwork makes the dream work. Architects do not work in isolation. Architectural firms are complex ecosystems

where internal collaboration plays a pivotal role in achieving client satisfaction. When architects, designers, engineers and supporting staff work cohesively, it creates a synergy that directly impacts the quality and efficiency of the design process. A well-aligned team fosters a collaborative environment so each team member can contribute their unique skills and perspectives. The result? Efficient and quality designs. Internal relationships are the backbone of a high-performing design team. Architects do not just build structures; we build trust. By investing time and effort into relationships, we are not just constructing buildings but creating places filled with memories and emotions. Approaching design with a relational mindset turns it into more than just a technical task. The final product is not just a solid structure or a building; it is a place that people connect with on a personal level. As the AEC industry continues to push boundaries, it becomes increasingly evident that the foundation of any successful project is not just the concrete and steel that make up the structure but the relationships that fortify its creation. In this interconnected landscape, where innovative designs and sustainable practices are the perceived currency of success, investing in relationships is not just a choice but also a necessity. It is not about grand designs; it is about people, connections, and creating spaces where life happens. That is the real magic of architectural design. Stephanie Putzke, RCID, is a principal and director of interior design at Cyntergy. She was a member of Zweig Group’s 2023 ElevateHER® cohort. Contact her at sputzke@cyntergy.com .

THE ZWEIG LETTER APRIL 8, 2024, ISSUE 1532

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