Altitude Vol. 3 - Business Development

A L T I T U D E AN ELEVATE MARKETING ADVISORS PUBLICATION

VOL

03

Business Development SPRING 2024

E LE V AT E M AG AZI N E PRINCIPALS Jen Newman, FSMPS, CPSM Doug Parker, FSMPS

CONTACT US info@elevatemarketingadvisors.com

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

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.

SE R V I C E S •

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

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

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FROM DOU G + J EN

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 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.

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

By cultivating a culture of innovation and continuous improvement, firms can unlock new avenues for growth and diversification.

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CR AF T I NG A BLU EP RI NT F O R S UCCE S S Building a Strategic Business Development Program

In today’s rapidly evolving landscape, the ability

on transactions, BD is building and nurturing

to adapt and thrive amidst market shifts is crucial

relationships. It’s a long-term, relational approach

for sustained success. Whether facing economic

aimed at creating value for both parties involved.

fluctuations, technological advancements, or changing preferences, A/E/C firms must embrace a

Successful business development starts with creating

strategic approach to business development (BD)

a great business development culture internally. All

to navigate these challenges effectively. This article

employees participate in BD in some way, whether

explores key strategies for creating a culture of

they realize it or not. From the person who answers

BD, structuring your team for success, prioritizing

the phone and makes a first impression to the

efforts, and staying ahead of market shifts.

project manager who is managing the project, the

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

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

Business development is focused on relationship

serve as a passionate advocate for the company and

building after initial contact. It’s about understanding

for relationship building, foster a strong sense of

client needs, deepening connections, building trust,

loyalty and engagement within the firm and with

and identifying opportunities for collaboration

their clients.

– all while providing solutions that add value.

Importantly, BD is not just the responsibility of a

To create intention in your BD efforts, start with

dedicated department or small team of individuals;

a comprehensive BD plan that aligns with the

BD should be ingrained in the company’s culture

company’s strategic goals. Your plan should include

and every person in your firm should understand

elements like a SWOT analysis, client personas,

how they contribute to building relationships

target clients with measurable goals, accountability

with clients and prospects. While sales is focused

tactics, collaborators, organizational involvement,

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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.

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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.

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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

MARKETING AUDITS

TEAM STRUCTURE AUDITS

RECRUITING AUDITS

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

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

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

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

ST RA T EGI C G R O W TH T HRO U G H C O N TI N U O U S BUS I NE S S DE V E L O P M E N T In A/E/C firms, an influx of projects can often

their expertise and long-term vision. Our goal is

be mistaken as a sign to ease off business

to identify clients who have a vision that aligns

development (BD) efforts. However, it’s during

with the firm’s, thereby fostering relationships

times of abundance that strategic business

that are mutually beneficial and geared towards

development becomes even more crucial. It

sustainable success.

affords firms the power of choice, enabling them to select projects that not only align with their

Beyond Business Acquisition: Investing in BD

strengths and values but also propel them towards

offers firms the liberty to curate their project

their strategic growth objectives. Continuous

portfolio. It embodies the power of choice—

business development helps firms ensure they are

enabling firms to not just find projects but to

advancing purposefully and engaging with clients

select those that are in harmony with their core

and projects that contribute to long-term success

competencies, values, and strategic ambitions.

and sustainability.

This ensures that every project undertaken is not just a job but a stepping stone towards fulfilling

Strategic Growth Through Selective Client

the firm’s strategic growth objectives. This

Partnerships: The proactive stance on business

selective approach leads to more satisfying work,

development, enriched by dedicated training,

higher quality outcomes, and ultimately, a stronger

equips firms with the foresight and agility to

brand reputation.

identify and pursue clients that resonate with

Positioning for Potential Opportunities: A

Strategic selection through BD is not a luxury but a

strategic approach to BD places firms at the

necessity in today’s fast-paced A/E/C environment.

forefront of potential opportunities, well before

It empowers firms to choose their path deliberately,

they become visible on the market radar. This

ensuring that each project aligns with their over

forward-thinking mindset enables better positioning

arching goals and values. By investing in business

in the competitive landscape.

development, firms can transform the way they engage with the market, achieving a level of strategic

Forecasting and Planning: The ability to select

growth that is both ambitious and attainable.

projects strategically allows for more accurate forecasting and planning. Firms become adept at

Want to learn more? Download Elevate’s Relationship

anticipating market trends, adjusting their strategies

Resource Guide

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.

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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

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

impression people have of CORE when they think of us. Which means ALL OF US are CORE’s brand.

RO has placed a heavy emphasis on developing a

How we show up every day – with each other, in our

culture that supports autonomy and encourages the

communities, and with our clients, prospects, and

’‘seller’ to stay with the client through the life cycle

teaming partners matters more than anything.

of a project, in hopes of developing relationships that lead to repeat work. We developed a targeted

This also means that EVERYONE is a doer-seller at CORE! Whether your role involves direct or indirect

approach that consists of the following: » Leadership Commitment: RO is intentional with

engagement with a client or prospect – whatever

how leadership demonstrates the

you’re doing must consider the perspective and

doer-seller behaviors and supports this culture.

needs of the intended recipient or audience. When

For example, our Regional Presidents are

we approach tasks and projects from this point of

actively involved in pursuits and continuously

view, it propels us to ask the right questions so we

model the doer-seller mindset.

can provide solutions that best meet the needs of

» Integrated Training: We offer and implement

our clients and prospects. A deep understanding of

training that covers technical skills, client

client/prospect needs and preferences helps to drive

management, and sales techniques for all levels.

both the “doing” of high-quality work and the “selling” of solutions that genuinely meet their requirements.

» Empowerment: RO prides itself on giving employees the autonomy to make decisions in

Doing so fosters trust and accountability with

their projects and manage client relationships.

our clients and prospects – which leads to more

» Cross-Functional Collaboration: We integrate all

opportunities. We stress that our best clients are

our functional teams within our pursuit process,

our most valuable resource when it comes to CORE’s

from beginning to end, to promote a

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.

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

We recognize and reward individuals on a regular

» Supportive Tools: We leverage Unanet as our

basis for their “doing” and “selling” achievements.

CRM and provide training to all levels.

We have a formal peer recognition program where

» Communication and Lessons Learned: We

folks and clients can provide testimony of a job well

maintain open communication and regular

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feedback meetings to support and improve

strengths. One may be great at making an

doer-seller efforts. We currently have bi-weekly

initial introduction, but another may be good at

meetings with our Marketing, BD, Ops, and

maintaining that relationship. Also, identifying

Precon leaders of each region.

technical skill sets that match the client’s needs and

» Focus on Long-term Relationships: We pride

then introducing them with doer-sellers that possess

ourselves on having a 75% repeat client rate

those skills. Everyone in the firm represents the firm

and continuously encourage understanding

in the marketplace so preparing them with a strong

clients’ broader needs to maintain and even

mission and vision helps them to communicate in all

grow this number.

areas of the community.

– Emma Parker, VP of Strategy & Marketing RO Construction

– Sallyann Hulick, Professional EOS Implementer Clarity Leadership

By constantly reminding our staff and team leaders

A big part of what we do is to ensure that all team

of what this looks like played out. We set internal

members are kept in the loop as much as possible

revenue goals each year that are based upon existing

relative to all major projects we are pursuing. For

client revenue and then what we need goal wise

those projects which have already been assigned to a

from a new client revenue standpoint. The existing

respective “doer” we outline to them the importance

work emphasis is put on all of our staff and team

of reviewing and clearly understanding our

leaders by education and constant weekly/monthly

agreements and contracts, so that they in turn, can

communication on facilitating that doer-seller

ensure their work product meets those requirements.

attitude. For the new revenue, more emphasis with

If at any time the scope changes, it becomes their

this is put on our BD/M team and ownership. Staff

responsibility to raise the flag with the client and

and Team Leaders are involved with this also though.

let them know “this is outside of our agreed scope

Business development is everyone’s business.

of work.” At that time, the client then determines

– Brian Sielaff, CEO Tamarack Grove Engineering

whether they want us to provide additional services

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

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

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

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

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further. Again, it also builds the relationship with our

of doer-sellers share their progress on sales and

technical team, as opposed to just our Marketing/

marketing goals. This doesn’t have to be complicated,

Business Development leads.

and the doer-sellers can identify what makes sense

– Clive Bransby, CEO CCS

to report that would keep them on track.

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

– 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

different focus. One sales sprint was to reach out to clients with projects in our pipeline to actively push

Maintaining accountability in business development

them along into getting contracts signed. Our current

amid busy schedules requires strategic planning,

Sales sprint has this goal but also layering in the goal

regular and effective communication, and the use of

to meet with 1 new potential client each month in our

tools and processes that facilitate tracking

1 meeting each week goal.

and evaluation.

– Darian Wagner, AIA, Principal/Sr. Architect DAHLIN

In the fourth quarter of every year, we spend time on planning and goal setting for the following

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

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.

Accountability partners. Doer-sellers are teamed with

We assign team members who are responsible for

another doer-seller to share goals and assist each

business development and maintaining existing client

other with reaching the goals when appropriate.

relationships to uncover new opportunities. We have

A reporting mechanism where the whole team

bi-monthly business development team meetings and

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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

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BUS I NE S S DEV ELO P ME N T T RA I NI NG 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

4.

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?

their networks.

A: Strategic priority means BD training is given high

Help employees understand business goals and

importance and is deliberately integrated into the

how their efforts contribute to them.

broader strategic over arching objectives of the firm.

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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.

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

A: We’ve learned through our team’s

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

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

Q: We’re a quarter in to 2024.

What’s the state of business development training in the A/E/C industry right now?

development is everyone’s

is a commitment to developing a

A: Over the last few years, there

nuances of the firm. Our biggest

program that includes a clearly

has been a general reduction in BD

BD tip to ensure intentionality

defined BD process; providing

training for technical teams around

in habit building is what we call

the necessary tools/resources

the country. Firms have been busy

“BD Bookends”. By spending 5-10

to support activity; building

getting work done due to a booming

minutes at the start and again at

KPIs to measure results; and an

A/E/C industry and backlogs unlike

the end of the day with a focused

accountability program/partner to

we’ve seen in a long time. Of course,

BD task, you can bookend your

ensure they work the BD plan.

I’m not saying BD has stopped

day and in just a few minutes,

within firms – not at all – but

significantly increase the attention

Before initiating any training, it’s

focused training efforts seem to be

you give to BD. Whether you post,

essential to establish a solid BD

limited to smaller groups, dedicated

like, or share something on social

process. This involves creating

BD professionals, or have been

media, build your BD calendar for

BD plans that clearly outline your

put on hold. Smart firms are now

the week with appointments and

strategic goals and the clients

starting to add BD training back into

phone calls, check in with a client,

who can help you achieve these

their overall strategy and many see

send a thank you note, or set

goals. Implement planning tools

the value of developing a robust BD

reminders in Outlook to send three

and Customer Relationship

program to achieve future goals.

emails to clients/prospects, use this

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

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.

business” and create an army of doer-sellers. Then, through training, build a customized program specific to the culture, people, and

bookend time to think about the

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?

impact you can make throughout

A: Markets are shifting and, in

development and relationship

some regions, we’re starting to see

management is a strategic move

changes in funding availability and

that pays dividends in enhanced

reduction of backlog. After years of

competitiveness, client satisfaction,

the A/E/C industry booming – and

and employee engagement. By

we’re still solid and secure – things

taking deliberate steps to initiate

are starting to shift. Remember, BD

and tailor these programs, including

doesn’t happen overnight. Client

a strong emphasis on mentorship,

relationships

firm leaders can significantly bolster

take cultivation.

their company’s position and

the day or week to stay focused on business development.

Q: Any final thoughts?

A: The investment in training technical staff in business

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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.

LEADERSHIP

MARKETING

BUSINESS DEVELOPMENT

PURSUIT + INTERVIEW

CLIENT EXPERIENCE

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!”

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.”

Lindsey Matthews KMI

Dana Lancour, FSMPS, CPSM Barton Malow

For more information contact Jen Newman, jen@elevatemarketingadvisors.com

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

Predictive Analysis: Apply predictive analytics

tools can sift through vast amounts of structured

techniques to forecast future trends, project

and unstructured data from various sources such

demands, or market opportunities based on

as social media, industry reports, news articles,

historical data from public agency plans, budgets,

and academic publications. These tools can identify

and private company reports. Predictive models can

emerging trends, market dynamics, and competitor

help anticipate future needs, allowing your company

strategies relevant to the engineering industry.

to proactively position itself to meet those demands.

Natural Language Processing (NLP) for Document

Personalized Recommendations: Leverage AI-driven

Analysis: Use NLP algorithms to analyze and extract

recommendation systems to provide personalized

relevant information from public agency capital

recommendations for potential clients or business

improvement plans, budgets, and private company

opportunities based on their specific needs,

annual reports. NLP can help identify key trends,

preferences, or historical interactions with your

projects, budgets, and potential opportunities that

company. By tailoring your outreach efforts to

align with your company’s expertise and offerings.

individual clients, you can enhance engagement and improve conversion rates.

Market Segmentation and Targeting: Use AI algorithms to segment potential clients or markets

Competitive Intelligence: Use AI-powered competitive

based on various criteria such as industry, size,

intelligence tools to track and analyze competitors’

geographic location, or specific needs. AI can

activities, strategies, and performance metrics. This

analyze large datasets to identify segments with

can help identify competitive threats, market gaps,

the highest potential for growth or alignment with

or areas for differentiation, enabling your company

your company’s capabilities, allowing for targeted

to stay ahead of the competition.

marketing and sales efforts.

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Trend Prediction: AI algorithms can analyze historical

Remember that implementing AI technology in

market data to identify patterns and predict future

business development is an ongoing process, and

trends in the engineering industry. By recognizing

it’s essential to stay up-to-date with the latest

emerging technologies, market disruptions, and

advancements in AI to ensure your solutions remain

evolving client preferences, companies can anticipate

effective and competitive.

market shifts and position themselves ahead of the curve.

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

Real-Time Monitoring: AI-powered monitoring tools

A/E/C Marketing with Artificial Intelligence

can track real-time market developments, news

Summit, or reach out to Jen Newman at jen@

events, and social media conversations related to

elevatemarketingadvisors.com.

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.

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LE T’S GET PE RSONAL 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.

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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.

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I N TH E NEWS we’re keeping our eyes on news and trends to keep you up to speed

RECRUITING & RETENTION

A NEW TOOL IN THE FIGHT FOR EQUITY & INCLUSION

As reported in Altitude’s Fall volume, recruiting

Addressing the lack of Black talent in the A/E/C world,

and retention remains the number one concern

AEC Unites seeks to increase opportunities while

for A/E/C firms. In a recent survey of clients

eliminating hate and bias in the workplace for Black

throughout the United States, Quire reported that

talent and Black-owned businesses in all facets of

84% of respondents said they are having challenges

the A/E/C industry. The new non-profit organization,

recruiting new employees. While multiple media

formed in 2023, will team with historically Black

sources including Growth Force and Building

colleges and universities (HBCUs) among others

Design+Construction report that no less than

to offer mentorship, training, and professional

one-third of firms are setting expectations of

development while serving as a resource. In 2022,

double-digit growth this year, there is still a

Black workers held 7% of all A/E/C jobs, even though

significant shortage of talent. This disconnect has

they represented 13% of all workers nationwide.

led firms to approach recruiting with a new

For more information or to join AEC Unites and help

perspective, with many reaching out to former

them with their mission, visit https://aecunites.org/.

retired colleagues and industry professionals to entice them back into the marketplace.

AI IN THE A/E/C While some of the risks of using AI include security,

Retention remains a top issue as well, with 70% of

ethics, privacy, and integrity of content, it definitely

respondents in Quire’s survey citing turnover as

has valid applications and it’s here to stay. Per some

leading to additional labor shortages in their firms.

industry leaders including Unanet, Forbes, and

And, it doesn’t appear that the outlook is going to

Dataiku, here are some Facts at a Glance:

change anytime soon. Per the National Center for Construction Education & Research, approximately 41% of A/E/C workers will retire by 2031, contributing

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

to the shortage as well as decreasing the pool of

» 43% increase in performance has been noted

seasoned mentors to train junior professionals.

for bottom-half performers when using AI to

Notwithstanding, providing a clear career path

complete daily tasks

for employees as well as key investments in tools, training, and technology may help you address retention challenges in your firm.

» 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

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DATA MANAGEMENT

174 TAX AMORTIZATION UPDATE

Digital collaboration and increased reliance on file

As of January 31, 2024, HR 7024, which includes the

storage in the cloud comes with as many benefits

repeal of the current Section 174 tax amortization

as negatives, including growing exposure to cyber

rules, was passed by the House. As of this publication,

threats. Per an article by Construction Briefing data

the bill has now moved to the Senate, and if passed

storage requirements continue to increase over 50%

will restore the ability of US businesses to deduct

annually in the A/E/C sectors. Citing the 2024 A/E/C

research and development expenses in the year that

Data Insights Report, they note that while the trend

they were incurred, rather than amortizing costs over

began as a result of COVID, companies continue to

a 5-year period. For reference if needed: https://www.

transition to the cloud to take advantage of enhanced

congress.gov/bill/118th-congress/house-bill/7024/all-

collaboration and to optimize file sharing. Focusing on

actions?overview=closed#tabs

the growing use of and the increased threats, here’s a picture of what our industry colleagues say they’ve experienced including:

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