Employees at AEC firms say they need ample opportunities to learn and train. My advice is to give them what they’re asking for.

Portland office leader for PCS Structural Solutions believes in the legacy of engineering as a community builder.

If you’re like the rest of us, your firm is busy. But as the projects and revenue pour in, so do plenty of problems that you’ll have to deal with.

At what should be an incredibly productive and exciting time in the lives of young professionals, the AEC industry is failing to engage.

“Why do people lose interest in their own businesses and, perhaps more importantly, what can you do to keep this from happening?”

President and CEO of RLG Consulting Engineers (Best Firm Structural #13 for 2018), a Dallas-based firm in business for 65 years.

“It’s a debate that’s been ongoing for years in our industry, thanks in no small part to the popularity of Good to Great, an academic study of huge, publicly-traded corporations and other organizations.”

The most successful business developers spend time with their clients, so show up and give them your full attention.

If you develop a reputation for being less than forthcoming, you could derail a critical ownership transition – and even destroy your firm.

If your firm uses a doer-seller business development model, empowering your team is necessary for their success and your bottom line.

In today’s competitive market conditions, being able to spot red flags may prove helpful in knowing when to pull out of a discussion or for negotiating a more equitable transaction.

“You had better conquer those fears! Because the power of the information to inform, educate, and motivate your people is more powerful than any negative that could come from it.”