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In this year of upheaval and change, the most important component of any successful firm remains the same.

Ownership transition can be an eight to 10 year process, so start early, educate yourself, define your goals, and keep an open dialogue with your employees.

Are you doing what you really should be for your business right now? Or are you just floating along on a sea of uncertainty, afraid to move or you’ll turn over your raft?

Co-founder and principal at CWE (Fullerton, CA), a  civil engineering, water resources, and environmental engineering firm whose experts pledge to create a better tomorrow, today.

Founding principal of PK Electrical (Reno, NV), a women-owned, small business electrical engineering and design firm founded in 1996.

Discarding an entire year’s worth of results may be an even greater barrier to future success than our current circumstances.

None of these is a panacea. All of these things do, however, have the potential to bring you new clients, opportunities, and projects.

Make your business more sustainable and build a loyal team by training your people to manage themselves and their projects the way you would.

Managing principal of Woodblock Architecture (Portland, OR), a firm that sees each new project as an opportunity to create something awesome and build new relationships.

President and CEO of Ramey Kemp & Assoc. (Raleigh, NC), a transportation engineering, planning, and design firm founded in 1992.

“Top management is largely responsible for HR’s ineffectiveness on many levels in the typical A/E firm.”

President and principal-in-charge at Taylor Design, an architecture and interior design firm
headquartered in Irvine, California.