Altitude Vol. 3 - Business Development

ELEVATE

MAGAZINE

PRINCIPALS

Jen Newman, FSMPS, CPSM

Doug Parker, FSMPS

CONTACT US

info@elevatemarketingadvisors.com

elevatemarketingadvisors.com

linkedin.com/company/ elevate-marketing-advisors/

SERVICES

• Strategic Visioning

• Business Development, Marketing, and Social Strategy

• Training Program

• Marketing Plans

• Market and Client Research

• Business Development Plans

• Coaching

• Marketing Campaigns

• Brand Development

• Client Perception Studies

• Cohort Programs

• Business Development, Marketing, and Team Audits

• Client Experience

• Fractional Leadership

ABOUT ELEVATE

At Elevate Marketing Advisors, we push firms to uncover their true differentiators based on purpose, culture, and experience. We’re driven to help people and firms realize their beyond.

OUR TEAM

Jen Newman, FSMPS, CPSM Principal + Founder

Doug Parker, FSMPS Principal + Founder

Cindy Roth Associate Principal + Communications Strategist

Nici Stephens Marketing Strategist

Julia Lang

Social Media & Marketing Strategist

Mhari Reid Graphic Designer

FROM DOUG + JEN

In the A/E/C industry, the pursuit of strategic growth and sustainable success hinges on adept business development (BD) practices. As the industry landscape continues to evolve, leaders are tasked with navigating market shifts, embracing innovation, and fostering new growth opportunities. In this edition of Altitude , we delve into the realm of business development, offering recommendations to fortify your firm’s competitive edge.

Our first article, “Crafting a Blueprint for Success: Building a Strategic Business Development Program,” highlights the importance of adaptability and foresight in identifying and capitalizing on emerging trends. Through strategic planning and agile execution, A/E/C firms can not only weather market fluctuations, but also thrive amidst uncertainty.

Next, “Strategic Growth through Continuous Business Development” delves into the transformative power of a proactive approach to business development. By cultivating a culture of innovation and continuous improvement, firms can unlock new avenues for growth and diversification.

In “Business Development Training: A Strategic Priority,” Elevate’s “BD Whisperer” and training expert Jen Newman, FSMPS, CPSM answers a number of questions we’re regularly asked covering key topics like the current state of BD and training in A/E/C firms today; how providing BD training bolsters a firm’s competitive edge and helps to ensure sustainable growth; the value of building an “army” of doer-sellers; and more!

Lastly, “Tips for Embracing AI in Business Development” explores the transformative potential of artificial intelligence in revolutionizing business development strategies. By leveraging AI-powered tools and analytics, A/E/C firms can gain invaluable insights, streamline processes, and enhance decision-making capabilities.

At Elevate, we understand that the pursuit of BD excellence transcends conventional practices. It requires vision, agility, and a commitment to continuous improvement. Through insightful articles, expert perspectives, and actionable strategies, we aim to empower A/E/C leaders with the knowledge and tools needed to navigate the complexities of developing new business successfully.

As always, Doug, Jen, and the entire Elevate team are here to support you on your journey towards business development excellence. Let this edition serve as your guide as you embark on the path to strategic growth and enduring success.

- Jen + Doug

Building a Strategic Business Development Program

In today’s rapidly evolving landscape, the ability to adapt and thrive amidst market shifts is crucial for sustained success. Whether facing economic fluctuations, technological advancements, or changing preferences, A/E/C firms must embrace a strategic approach to business development (BD) to navigate these challenges effectively. This article explores key strategies for creating a culture of BD, structuring your team for success, prioritizing efforts, and staying ahead of market shifts.

Contrary to popular belief, BD is more than wining and dining clients .

Business development is focused on relationship building after initial contact. It’s about understanding client needs, deepening connections, building trust, and identifying opportunities for collaboration – all while providing solutions that add value. Importantly, BD is not just the responsibility of a dedicated department or small team of individuals; BD should be ingrained in the company’s culture and every person in your firm should understand how they contribute to building relationships with clients and prospects. While sales is focused

on transactions, BD is building and nurturing relationships. It’s a long-term, relational approach aimed at creating value for both parties involved.

Successful business development starts with creating a great business development culture internally. All employees participate in BD in some way, whether they realize it or not. From the person who answers the phone and makes a first impression to the project manager who is managing the project, the way we interact with clients results in a positive or negative experience. And so many team members within a firm have the opportunity to actively gather intelligence about client challenges, needs, and preferences in their everyday interactions. Firms who cultivate a BD mindset, and train every employee to serve as a passionate advocate for the company and for relationship building, foster a strong sense of loyalty and engagement within the firm and with their clients.

To create intention in your BD efforts, start with a comprehensive BD plan that aligns with the company’s strategic goals. Your plan should include elements like a SWOT analysis, client personas, target clients with measurable goals, accountability tactics, collaborators, organizational involvement,

marketing support, and team expansion. Once you create a BD plan you can build a marketing plan that supports your business development goals.

Process is critical for a successful business development program. Developing your BD process and playbook helps you streamline those processes and craft effective tools to supercharge your BD endeavors. Your goal is to stay focused on the strategic objectives that outline your BD program and work the systems, use the tools, and deploy the resources to meet your goals.

Position your business development and marketing efforts by market rather than the services you provide or the project types you design or build. Markets are client centric and shift the focus to the client type that is hiring you. Remember, BD planning is about how you operate and the markets you serve. Organizing your efforts by market (rather than service) allows for stronger positioning, improved efficiency, and competitive advantages simply by knowing what your clients want and providing it to them.

Structure your team for success by assigning roles such as Market Sector Leader, Client Manager, and Client Team Members to streamline BD efforts and ensure accountability. Each role plays a specific part in cultivating relationships, identifying opportunities, and delivering value to clients.

Adopt a strategic targeted approach to your business development efforts by focusing on ideal clients who align with the company’s values, capabilities, and growth objectives. Allocate time and resources based on client priorities and stages of engagement, with a focus on cultivating and positioning rather than solely closing deals.

Other key tips to a successful BD process include:

» Constantly monitor market trends, client needs, and competitive landscapes to anticipate shifts and adapt strategies accordingly. Use data analytics, diversified lead sources, increased marketing efforts, and enhanced team communication to pivot effectively and maintain resilience.

» Establish regular BD rallies (no round-robin meetings) and client capture plan updates to review progress, set goals, and allocate resources effectively. Foster a culture of accountability and collaboration to drive continuous improvement and growth.

In conclusion, crafting a blueprint for success requires a strategic BD approach that prioritizes relationship building, adapts to changing dynamics, and fosters a culture of innovation and collaboration. By embracing these principles and staying proactive in your response to market trends, firms can position for long-term success in an ever-changing business landscape.

Strategic Time Management

(how much time to spend with your prioritized client groups)

» 60% Priority 1 Anchor Clients – Clients whose loss or gain would have a significant impact on the firm’s goals.

» 30% Priority 2 Growth Clients – Clients who have potential for growth and still meet ideal client profile.

» 10% Priority 1 Static Clients – Clients who would not impact the firm if won or lost or those in the initial research stage of development.

Strategic Time Management

(where to spend time during the stages of client development)

» 20% Prospecting – Identifying the right clients and opportunities.

» 40% Cultivating – Building strong relationships and uncovering client needs.

» 30% Positioning – Demonstrating your value and developing innovative solutions.

» 10% Closing – Delivering a compelling win-win proposal.

Elevate Your Organization

CUSTOMIZED AUDIT PROGRAMS

Elevate your organization with our specialized audits in Business Development, Marketing, Team Structure, and Recruiting. Harness the power of structured analysis and best practices to uncover strengths, pinpoint improvements, and drive superior performance across all facets of your business.

BD AUDITS

A structured approach to the collection, analysis, evaluation, and interpretation of your firm’s BD environment.

MARKETING AUDITS

A comprehensive review of your firm’s internal and external marketing environment based on industry best practices and the Elevate team’s experience.

TEAM STRUCTURE AUDITS

Maximize team efficiency and performance by identifying key strengths and opportunities for optimal structuring.

RECRUITING AUDITS

An in-depth evaluation of your recruitment processes to optimize talent acquisition by aligning with industry standards and identifying areas for improvement.

Our marketing team was struggling to keep pace with our firm’s growth, as outdated materials and an understaffed team held us back. Elevate’s thorough audit identified key areas for improvement, and their A/E/C industry expertise secured leadership buy-in. We adopted a creative approach to talent acquisition, resulting in a robust, rockstar marketing team; launched a new website; implemented a marketing and communications plan; and revamped our materials and processes. Elevate’s guidance was a game-changer for our marketing team, driving positive change across the entire firm.”

Susannah Medley | TTL

For more information

For more information contact Doug Parker, FSMPS doug@elevatemarketingadvisors.com

contact Doug Parker, doug@elevatemarketingadvisors.com

STRATEGIC GROWTH THROUGH CONTINUOUS BUSINESS DEVELOPMENT

In A/E/C firms, an influx of projects can often be mistaken as a sign to ease off business development (BD) efforts. However, it’s during times of abundance that strategic business development becomes even more crucial. It affords firms the power of choice, enabling them to select projects that not only align with their strengths and values but also propel them towards their strategic growth objectives. Continuous business development helps firms ensure they are advancing purposefully and engaging with clients and projects that contribute to long-term success and sustainability.

Strategic Growth Through Selective Client Partnerships: The proactive stance on business development, enriched by dedicated training, equips firms with the foresight and agility to identify and pursue clients that resonate with

their expertise and long-term vision. Our goal is to identify clients who have a vision that aligns with the firm’s, thereby fostering relationships that are mutually beneficial and geared towards sustainable success.

Beyond Business Acquisition: Investing in BD offers firms the liberty to curate their project portfolio. It embodies the power of choice— enabling firms to not just find projects but to select those that are in harmony with their core competencies, values, and strategic ambitions. This ensures that every project undertaken is not just a job but a stepping stone towards fulfilling the firm’s strategic growth objectives. This selective approach leads to more satisfying work, higher quality outcomes, and ultimately, a stronger brand reputation.

Positioning for Potential Opportunities: A strategic approach to BD places firms at the forefront of potential opportunities, well before they become visible on the market radar. This forward-thinking mindset enables better positioning in the competitive landscape.

Forecasting and Planning: The ability to select projects strategically allows for more accurate forecasting and planning. Firms become adept at anticipating market trends, adjusting their strategies accordingly and ensuring that resources are allocated in a manner that maximizes efficiency and effectiveness. This level of foresight is crucial for navigating the cyclical nature of the A/E/C industry, securing not just short-term gains, but long-term prosperity.

Strategic selection through BD is not a luxury but a necessity in today’s fast-paced A/E/C environment. It empowers firms to choose their path deliberately, ensuring that each project aligns with their over arching goals and values. By investing in business development, firms can transform the way they engage with the market, achieving a level of strategic growth that is both ambitious and attainable.

Want to learn more? Download Elevate’s Relationship Resource Guide

C-SUITE PERSPECTIVE:

We asked C-Suite Executives a series of questions:

How have you cultivated a thriving doer-seller culture within your organization?

At CORE, a strong doer-seller culture and mentality begins at the top, and is described, supported, and reinforced by our overall business development and marketing efforts. We educate and stress that CORE’s brand extends far beyond our logo, messaging, and brand palette. Our brand directly correlates to the impression people have of CORE when they think of us. Which means ALL OF US are CORE’s brand. How we show up every day – with each other, in our communities, and with our clients, prospects, and teaming partners matters more than anything.

This also means that EVERYONE is a doer-seller at CORE! Whether your role involves direct or indirect engagement with a client or prospect – whatever you’re doing must consider the perspective and needs of the intended recipient or audience. When we approach tasks and projects from this point of view, it propels us to ask the right questions so we can provide solutions that best meet the needs of our clients and prospects. A deep understanding of client/prospect needs and preferences helps to drive both the “doing” of high-quality work and the “selling” of solutions that genuinely meet their requirements. Doing so fosters trust and accountability with our clients and prospects – which leads to more opportunities. We stress that our best clients are our most valuable resource when it comes to CORE’s continued growth. We must always treat them as such and strive to be more than a “trusted partner” to them – we must be thought of as indispensable.

We recognize and reward individuals on a regular basis for their “doing” and “selling” achievements. We have a formal peer recognition program where folks and clients can provide testimony of a job well

done, and we also have a formal client experience feedback program where clients can provide greater detail regarding our performance.

We share our sales performance and sales results on a weekly basis via regular meetings and through our Intranet and recognize those individuals responsible for new contracts that are signed.

– Paula Frisina, Sr. Marketing Manager CORE

RO has placed a heavy emphasis on developing a culture that supports autonomy and encourages the ’‘seller’ to stay with the client through the life cycle of a project, in hopes of developing relationships that lead to repeat work. We developed a targeted approach that consists of the following:

» Leadership Commitment: RO is intentional with how leadership demonstrates the doer-seller behaviors and supports this culture. For example, our Regional Presidents are actively involved in pursuits and continuously model the doer-seller mindset.

» Integrated Training: We offer and implement training that covers technical skills, client management, and sales techniques for all levels.

» Empowerment: RO prides itself on giving employees the autonomy to make decisions in their projects and manage client relationships.

» Cross-Functional Collaboration: We integrate all our functional teams within our pursuit process, from beginning to end, to promote a unified approach.

» Incentive Systems: We align incentives and rewards with both project success and client relationship outcomes.

» Supportive Tools: We leverage Unanet as our CRM and provide training to all levels.

» Communication and Lessons Learned: We maintain open communication and regular

feedback meetings to support and improve doer-seller efforts. We currently have bi-weekly meetings with our Marketing, BD, Ops, and Precon leaders of each region.

» Focus on Long-term Relationships: We pride ourselves on having a 75% repeat client rate and continuously encourage understanding clients’ broader needs to maintain and even grow this number.

– Emma Parker, VP of Strategy & Marketing RO Construction

By constantly reminding our staff and team leaders of what this looks like played out. We set internal revenue goals each year that are based upon existing client revenue and then what we need goal wise from a new client revenue standpoint. The existing work emphasis is put on all of our staff and team leaders by education and constant weekly/monthly communication on facilitating that doer-seller attitude. For the new revenue, more emphasis with this is put on our BD/M team and ownership. Staff and Team Leaders are involved with this also though. Business development is everyone’s business.

– Brian Sielaff, CEO Tamarack Grove Engineering

We are not there yet, but well underway. With the help of Elevate Marketing Advisors, we have recreated a remarkable game plan, implemented our CRM, and started conducting training for our doer-sellers.

– Lauren Atwell, President & COO Petticoat Schmitt Civil Contractors

One of the things that I have seen be successful is defining the sales and marketing process so that it is clear. Having it clearly defined allows the doer-sellers to know what works and also allows them to give input as to what doesn’t work. Apart from a strong culture of building relationships not just with clients when you are working on a project but also in times when there is no project. Lastly, partnering doer-sellers with others who complement their

strengths. One may be great at making an initial introduction, but another may be good at maintaining that relationship. Also, identifying technical skill sets that match the client’s needs and then introducing them with doer-sellers that possess those skills. Everyone in the firm represents the firm in the marketplace so preparing them with a strong mission and vision helps them to communicate in all areas of the community.

– Sallyann Hulick, Professional EOS Implementer Clarity Leadership

A big part of what we do is to ensure that all team members are kept in the loop as much as possible relative to all major projects we are pursuing. For those projects which have already been assigned to a respective “doer” we outline to them the importance of reviewing and clearly understanding our agreements and contracts, so that they in turn, can ensure their work product meets those requirements. If at any time the scope changes, it becomes their responsibility to raise the flag with the client and let them know “this is outside of our agreed scope of work.” At that time, the client then determines whether they want us to provide additional services to stick to what was originally agreed.

By building strong relationships with our clients while working with them, and providing them the best service we can, more often than not, as and when new opportunities arise that the clients Project Manager gets involved in, they will come back to our Project Manager and request their assistance in providing services. We strongly recommend that our team members follow up regularly with all the clients whom they have outstanding work with to ensure they keep us abreast of the current projects schedule, but to also remind them that we are here to help in other efforts if possible. For most of our cost consulting work, we only get involved in a project 2-3 times during it’s 12-36 months design period, which results in our not being close to the client a lot of the time. These types of communication, help us to stay on top of our clients and remind them of our ability and interest in working with them

further. Again, it also builds the relationship with our technical team, as opposed to just our Marketing/ Business Development leads.

– Clive Bransby, CEO CCS

What strategies have you implemented to maintain accountability in business development amidst team members’ busy schedules?

Leadership + Management = Accountability, by providing the right leadership and management to our teammates we get accountability from them. Structured Level 10 BD department meetings with IDS sessions that focus on the goals and rocks set during quarterly strategic planning sessions.

At DAHLIN, we have implemented a ‘Sales Sprint’ for all Principals. The sales sprints run in 3-month sprints. The goal is for each Principal to have 1 meeting each week. For each sales sprint, we have a different focus. One sales sprint was to reach out to clients with projects in our pipeline to actively push them along into getting contracts signed. Our current Sales sprint has this goal but also layering in the goal to meet with 1 new potential client each month in our 1 meeting each week goal.

–

Darian Wagner, AIA, Principal/Sr. Architect DAHLIN

We have weekly scorecards through our L10/EOS meetings that we have implemented. We have multiple layers throughout our office that holds and communicates accountability and ‘alignment’ for everyone.

– Brian Sielaff, CEO Tamarack Grove Engineering

Accountability partners. Doer-sellers are teamed with another doer-seller to share goals and assist each other with reaching the goals when appropriate.

A reporting mechanism where the whole team

of doer-sellers share their progress on sales and marketing goals. This doesn’t have to be complicated, and the doer-sellers can identify what makes sense to report that would keep them on track.

– Sallyann Hulick, Professional EOS Implementer Clarity Leadership

We track all our work on a monthly basis to evaluate how well it is moving through the funnel to being awarded and our commencing work on it. We have financial goals for each region, and each Business Development lead is responsible for making sure those goals are met, or having a logical well thought out reason as to why they weren’t. We don’t over project and are always relatively conservative on where we believe our revenue goals should be, based off discussions with the regional leads. Our Business Developers are then incentivized to exceed the goals by putting in a “stretch goal” at which point they would be given a bonus based on that goal.

– Clive Bransby, CEO CCS

Maintaining accountability in business development amid busy schedules requires strategic planning, regular and effective communication, and the use of tools and processes that facilitate tracking and evaluation.

In the fourth quarter of every year, we spend time on planning and goal setting for the following year. We establish clear and measurable business development goals that align with overall CORE objectives. We measure and track our progress towards these goals on a weekly basis throughout the year. We have a mid-year checkpoint to reevaluate our progress, and make any needed changes depending on a variety of factors ranging from economic conditions, internal resources, etc.

We assign team members who are responsible for business development and maintaining existing client relationships to uncover new opportunities. We have bi-monthly business development team meetings and

one-on-one check-ins where we discuss progress towards our goals and achieving the “to-do’s” that come out of each meeting, as well as any challenges, obstacles team members may be facing, and upcoming priorities.

We utilize technology systems such as the Entrepreneurial Operating System (EOS) that structure our business development meetings to ensure we address issues, maintain accountability, and track our progress towards defined actions and goals; Microsoft Teams for sharing and collaborating on business development related initiatives (like proposals, etc.), and our Unanet CRM platform to monitor and track leads, opportunities, and client interactions.

We invest in training to enhance the skills necessary for business development and provide opportunities for interested individuals to grow and develop their exposure to and capabilities in business development, which contributes to a more accountable and capable team. We also celebrate individual and team achievements to boost morale and motivation.

Busy schedules always mean conflicting priorities for folks in a doer-seller role. We encourage open communication about workload and collaborate to find solutions that help to balance priorities.

– Paula Frisina, Sr. Marketing Manager CORE

A Strategic Priority

Business development (BD) can be defined as the process of identifying and pursuing opportunities for growth and profitability within a firm. Training gives you the tools, skills, and habits you need to identify and analyze challenges and build strategic solutions to grow your firm. In this Q&A discussion, Elevate’s “BD Whisperer” and training expert Jen Newman, FSMPS, CPSM discusses the current state of business development and training in A/E/C firms today and how providing BD training bolsters the firm’s competitive edge and helps to ensure sustainable growth .

Q: What’s the advantage of providing BD training for A/E/C firms?

A: Business development involves a range of skills including relationship building, uncovering client needs, negotiation, networking, communication, and strategic thinking. Training programs can:

1. Enhance and improve skills to ensure that team members have the tools they need to effectively identify opportunities, build relationships, and close deals.

2. Help our team stay informed about market changes and adapt strategies accordingly to remain competitive and capitalize on emerging opportunities.

3. Teach team members how to network effectively, whether through in-person events, social media platforms, or other channels to expand their networks.

4. Help employees understand business goals and how their efforts contribute to them.

5. Teach employees how to nurture client relationships, understand client needs, and provide value-added solutions.

6. Encourage team members to think creatively, explore new markets, and develop innovative solutions to meet client needs. By fostering a culture of innovation, firms can stay ahead of the competition and drive sustainable growth.

The essence of BD training is teaching your team skills to build stronger client relationships, drive business growth, and maintain a competitive edge in the market.

Q: What do you mean by “strategic priority” when it comes to business development and training?

A: Strategic priority means BD training is given high importance and is deliberately integrated into the broader strategic over arching objectives of the firm.

Q: How does business development training support a firm’s strategic plan?

A: Let’s break this down first by talking about strategy as the precursor to training. Business development is (or at least should be) strategic by nature. Firms who align their BD plan to support their firm’s strategic plan lay the foundation for focused, intentional (you’ll hear me use that word a lot here) action to help their firm reach its goals. By aligning BD strategy with the firm’s strategic vision and objectives, you ensure consistency and focus, maximize resources, enhance competitiveness, increase adaptability and agility, and build stakeholder confidence.

Q: OK, so our BD plan is aligned to support the firm’s strategic plan. Why BD training?

A: Once our BD plan is in place, we work the plan to get results – and that requires people. While many firms have dedicated BD professionals and, often, principals responsible for bringing in work, savvy firms create an army of doer-sellers and engage every single team member in some capacity. Remember, clients hire who they like and trust so it becomes imperative that the technical professionals who will be performing the work build a trusted relationship with clients.

At Elevate, our mantra is “business development is EVERYONE’s business.” It’s key to long-term success. Every single person at a firm plays a part in business development – intentionally or not! Our goal is to ensure they’re participating with intention to contribute to relationship building with current and prospective clients. And that doesn’t happen for most people by accident – it takes training to build awareness and skills. We must teach our team members how to nurture client relationships, understand client needs, and provide value-added solutions. A training program, with regular check-ins and updates, helps team members build habits and keep client-focused behaviors at the forefront of daily interactions. And when we strengthen client relationships we can increase client loyalty, retention, and advocacy.

Q: Why is it important for everyone in the firm to be part of BD training?

A: Aside from the obvious answer that when everyone in a firm is focused on the client relationship, the client will feel more valued, training programs help employees understand firm goals and how their efforts contribute to their success. With inclusive training, firm maximize the impact of their business development efforts and drive overall success.

Q: What do firms with successful, institutionalized BD training programs do differently than other firms?

A: We’ve learned through our team’s personal in-house experience coaching BD, as well as Elevate’s work with firms across the country, the number one differentiators for firms BEFORE they start training is a commitment to developing a program that includes a clearly defined BD process; providing the necessary tools/resources to support activity; building KPIs to measure results; and an accountability program/partner to ensure they work the BD plan.

Before initiating any training, it’s essential to establish a solid BD process. This involves creating BD plans that clearly outline your strategic goals and the clients who can help you achieve these goals. Implement planning tools and Customer Relationship Management (CRM) systems to strategize and capture essential information efficiently. At Elevate, we call this the BD Playbook which is a customized guide for a firm’s business development that provides a structured approach to meet your firm’s unique needs and objectives. Elevate’s BD Playbook consists of tools like firm differentiators, BD plan template and tracking tool, defined process, client personas, a relationship resource guide, client meeting and debrief guide, client capture plan strategy template, opportunity report, Go/No-Go template, report templates, agendas, and more.

This foundational step ensures that subsequent training is aligned with a well-defined strategy, maximizing the impact of business development efforts.

Q: We’re a quarter in to 2024. What’s the state of business development training in the A/E/C industry right now?

A: Over the last few years, there has been a general reduction in BD training for technical teams around the country. Firms have been busy getting work done due to a booming A/E/C industry and backlogs unlike we’ve seen in a long time. Of course, I’m not saying BD has stopped within firms – not at all – but focused training efforts seem to be limited to smaller groups, dedicated BD professionals, or have been put on hold. Smart firms are now starting to add BD training back into their overall strategy and many see the value of developing a robust BD program to achieve future goals.

Q: We’ve seen cyclical trends like this before and know how easy it is to take our foot off the Business Development gas pedal. In our world today, why is BD training more important than ever?

A: Markets are shifting and, in some regions, we’re starting to see changes in funding availability and reduction of backlog. After years of the A/E/C industry booming – and we’re still solid and secure – things are starting to shift. Remember, BD doesn’t happen overnight. Client relationships take cultivation.

Q: Give us one last BD tip.

A: Once firms prioritize the need for BD training, we hope they’ll embrace the concept that “business development is everyone’s business” and create an army of doer-sellers. Then, through training, build a customized program specific to the culture, people, and nuances of the firm. Our biggest BD tip to ensure intentionality in habit building is what we call “BD Bookends”. By spending 5-10 minutes at the start and again at the end of the day with a focused BD task, you can bookend your day and in just a few minutes, significantly increase the attention you give to BD. Whether you post, like, or share something on social media, build your BD calendar for the week with appointments and phone calls, check in with a client, send a thank you note, or set reminders in Outlook to send three emails to clients/prospects, use this bookend time to think about the impact you can make throughout the day or week to stay focused on business development.

Q: Any final thoughts?

A: The investment in training technical staff in business development and relationship management is a strategic move that pays dividends in enhanced competitiveness, client satisfaction, and employee engagement. By taking deliberate steps to initiate and tailor these programs, including a strong emphasis on mentorship, firm leaders can significantly bolster their company’s position and

Elevate Your Team

CUSTOMIZED TRAINING PROGRAMS

Your people are your greatest asset, and you want them to develop their skills. You need training that is relevant to your business and impactful to your team so team members will put it to use immediately. At Elevate, we believe that training works best when we use real clients, real challenges, and real plans followed quickly by action. We provide all tools and templates before training for your review. We also provide the original presentation, PDF, and Teams recording (if virtual) for your resource library. Our training team members have literally been in your seat having worked both in-house and as consultants to develop business development and marketing programs, strategy, and training that has resulted in increasing firm revenue and achieving strategic goals. Learn more.

Jen delivered an exceptional doerseller training experience at KMI! Not only did she present solid material and engage our team, but it was beyond clear that she’s doing exactly what she was made to do. Somehow Jen magically creates an intimate connection — it’s a gift that she shares so generously!”

Lindsey Matthews KMI

Elevate brings a dynamic, organized approach to all training and coaching activities. Jen has leveled up our team through interactive doer-seller training and various coaching for presentations. Her methods work as we have a 100% hit rate when working with Jen.”

Dana Lancour, FSMPS, CPSM Barton Malow

EMBRACING AI:

Tips for Embracing AI in Business Development

AI offers several powerful tools and techniques that can greatly enhance A/E/C business development efforts. Here are some ways you can leverage AI for business development:

Data Mining and Analysis: AI-powered data mining tools can sift through vast amounts of structured and unstructured data from various sources such as social media, industry reports, news articles, and academic publications. These tools can identify emerging trends, market dynamics, and competitor strategies relevant to the engineering industry.

Natural Language Processing (NLP) for Document

Analysis: Use NLP algorithms to analyze and extract relevant information from public agency capital improvement plans, budgets, and private company annual reports. NLP can help identify key trends, projects, budgets, and potential opportunities that align with your company’s expertise and offerings.

Market Segmentation and Targeting: Use AI algorithms to segment potential clients or markets based on various criteria such as industry, size, geographic location, or specific needs. AI can analyze large datasets to identify segments with the highest potential for growth or alignment with your company’s capabilities, allowing for targeted marketing and sales efforts.

Predictive Analysis : Apply predictive analytics techniques to forecast future trends, project demands, or market opportunities based on historical data from public agency plans, budgets, and private company reports. Predictive models can help anticipate future needs, allowing your company to proactively position itself to meet those demands.

Personalized Recommendations: Leverage AI-driven recommendation systems to provide personalized recommendations for potential clients or business opportunities based on their specific needs, preferences, or historical interactions with your company. By tailoring your outreach efforts to individual clients, you can enhance engagement and improve conversion rates.

Competitive Intelligence: Use AI-powered competitive intelligence tools to track and analyze competitors’ activities, strategies, and performance metrics. This can help identify competitive threats, market gaps, or areas for differentiation, enabling your company to stay ahead of the competition.

Trend Prediction: AI algorithms can analyze historical market data to identify patterns and predict future trends in the engineering industry. By recognizing emerging technologies, market disruptions, and evolving client preferences, companies can anticipate market shifts and position themselves ahead of the curve.

Real-Time Monitoring: AI-powered monitoring tools can track real-time market developments, news events, and social media conversations related to the engineering industry. By staying updated on the latest developments, companies can quickly adapt their strategies and capitalize on emerging opportunities or mitigate potential risks.

Customized Insights: AI-driven analytics platforms can generate customized insights and recommendations based on specific business objectives and market research needs. By leveraging machine learning algorithms, companies can gain actionable insights tailored to their unique business requirements, enabling more informed decision-making and strategic planning.

By leveraging AI technologies for business development, you can gain deeper insights, identify new opportunities, and drive growth in your organization. AI offers powerful capabilities to enhance decision-making, optimize resource allocation, and maximize business impact.

Remember that implementing AI technology in business development is an ongoing process, and it’s essential to stay up-to-date with the latest advancements in AI to ensure your solutions remain effective and competitive.

Want to learn more, join Elevate’s Jen Newman, FSMPS, CPSM, and Nici Stephens at the SMPS

A/E/C Marketing with Artificial Intelligence Summit , or reach out to Jen Newman at jen@ elevatemarketingadvisors.com.

LET’S GET PERSONAL

meet julia lang

What’s your role at Elevate?

As a Social Media & Marketing Strategist for Elevate clients, I live my passion daily by creating connections, inspiring creativity, and building culture/brand advocates.

Who inspired you to pursue the career you have today?

Our very own Jen Newman inspired me to pursue my career! Fun fact - I have known Jen my entire life, she’s like a big sister. In 2020, amidst a career transition, knowing my degree was in communication and pursuing a career in education, Jen reached out to offer me a new path and join Elevate. A path that has allowed me to make a difference with the flexibility to be a present and active mom. This coupled with Jen and Doug Parker’s dedication to their team, clients, and exceptional mentorship qualities are what made the offer an opportunity I couldn’t refuse. And, as the daughter of a pretty brilliant engineer, I have fallen in love with the A/E/C industry. Looking back, it was one of the best decisions I have made in my career.

Tell me something about you that most people don’t know.

Before my journey at Elevate began, I spent over five years at the YMCA, coordinating and leading Group Fitness classes. My approach was unconventional; no weight loss talk was allowed in my classes. We promoted healthy movement and body kindness while celebrating non-scale victories. This made our sessions more than workouts – they became a celebration of progress and self-acceptance. Things like insisting on the removal of a flier about overeating at Thanksgiving helped shift the culture by encouraging only positive messaging. I recently started volunteering at the SPCA. It has been incredibly rewarding, and I have formed meaningful connections while contributing to the welfare of animals in need. This commitment to caring for those without a voice is a core part of who I am, reflecting my belief in compassion and community service.

Where is your favorite place to be?

My favorite place is with my family. I have been married to my amazingly supportive husband Isaac for 16 years and have four incredible, active kids: Isaac 17, Isaiah 15, Elijah 11, and Ella 8. As the youngest of five girls, I admire and am close to my sisters who are all successful and influential women. Of my eight nieces and nephews, Ashley, is an intern at Elevate. My parents live five minutes down the street, so I get to see them several times a week – especially since my mom pitches in to help with the kids (she is an amazing grandmother).

Family gatherings are frequent, from kids’ school and sporting events to holidays to our annual trip to the GA/NC mountains where we disconnect from the world and connect through hiking, playing old-school games, laughing, and just talking.

What’s the best advice you can give to someone who just started their career?

Be patient. Growth doesn’t happen overnight. Don’t hesitate to ask for help and seek out a mentor. Transitioning from part-time jobs and being a stay-at-home mom to developing a full-time career wasn’t easy for me. I remember my colleague Nici Stephens brought up the difference between work-life balance and work-life harmony. She told me work-life balance isn’t necessarily achievable. Work-life balance suggests an equal distribution of time and energy between professional and personal life. She encouraged me to read more about work-life harmony instead. This approach recognizes that there’s often a crossover between work and personal life. It’s not about dividing our time into separate blocks, but rather finding a flow where work and personal life harmoniously intersect. It’s acknowledging that sometimes work will blend into personal time and vice versa. The key is to find a level of satisfaction and fulfillment that spans both areas of our life, accepting this blend as a natural part of our journey.

IN THE NEWS

we’re keeping our eyes on news and trends to keep you up to speed

RECRUITING & RETENTION

As reported in Altitude’s Fall volume , recruiting and retention remains the number one concern for A/E/C firms. In a recent survey of clients throughout the United States, Quire reported that 84% of respondents said they are having challenges recruiting new employees. While multiple media sources including Growth Force and Building Design+Construction report that no less than one-third of firms are setting expectations of double-digit growth this year, there is still a significant shortage of talent. This disconnect has led firms to approach recruiting with a new perspective, with many reaching out to former retired colleagues and industry professionals to entice them back into the marketplace.

Retention remains a top issue as well, with 70% of respondents in Quire’s survey citing turnover as leading to additional labor shortages in their firms. And, it doesn’t appear that the outlook is going to change anytime soon. Per the National Center for Construction Education & Research , approximately 41% of A/E/C workers will retire by 2031, contributing to the shortage as well as decreasing the pool of seasoned mentors to train junior professionals. Notwithstanding, providing a clear career path for employees as well as key investments in tools, training, and technology may help you address retention challenges in your firm.

A NEW TOOL IN THE FIGHT FOR EQUITY & INCLUSION

Addressing the lack of Black talent in the A/E/C world, AEC Unites seeks to increase opportunities while eliminating hate and bias in the workplace for Black talent and Black-owned businesses in all facets of the A/E/C industry. The new non-profit organization, formed in 2023, will team with historically Black colleges and universities (HBCUs) among others to offer mentorship, training, and professional development while serving as a resource. In 2022, Black workers held 7% of all A/E/C jobs, even though they represented 13% of all workers nationwide. For more information or to join AEC Unites and help them with their mission, visit https://aecunites.org/.

AI IN THE A/E/C

While some of the risks of using AI include security, ethics, privacy, and integrity of content, it definitely has valid applications and it’s here to stay. Per some industry leaders including Unanet, Forbes, and Dataiku, here are some Facts at a Glance:

» 83% of organizations are exploring Generative AI in some capacity

» 43% increase in performance has been noted for bottom-half performers when using AI to complete daily tasks

» Only 9% of surveyed firms are prepared to manage AI-associated risks*

» Less than 17% of firms have explained potential risks of AI to employees*

*Forbes

DATA MANAGEMENT

Digital collaboration and increased reliance on file storage in the cloud comes with as many benefits as negatives, including growing exposure to cyber threats. Per an article by Construction Briefing data storage requirements continue to increase over 50% annually in the A/E/C sectors. Citing the 2024 A/E/C Data Insights Report , they note that while the trend began as a result of COVID, companies continue to transition to the cloud to take advantage of enhanced collaboration and to optimize file sharing. Focusing on the growing use of and the increased threats, here’s a picture of what our industry colleagues say they’ve experienced including:

174 TAX AMORTIZATION UPDATE

As of January 31, 2024, HR 7024, which includes the repeal of the current Section 174 tax amortization rules, was passed by the House. As of this publication, the bill has now moved to the Senate, and if passed will restore the ability of US businesses to deduct research and development expenses in the year that they were incurred, rather than amortizing costs over a 5-year period. For reference if needed: https://www. congress.gov/bill/118th-congress/house-bill/7024/allactions?overview=closed#tabs

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