Elevate_Altitude_Volume 5

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

VOL

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THE GROWTH EQUATION FALL 2025

E LE V AT E M AG AZI N E

CONTACT US info@elevate2win.com

elevate2win.com https://www.linkedin.com/company/ elevate2win

SE R V I C E S •

Strategic Visioning

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Business Development, Marketing, and Social Strategy

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Training Program

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Marketing Plans

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Market and Client Research

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Business Development Plans

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Coaching

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Marketing Campaigns

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Brand Development

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Client Perception Studies

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Cohort Programs

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Business Development, Marketing, and Team Audits

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Client Experience

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Fractional Leadership

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

OUR TEAM Jen Newman, FSMPS, CPSM CEO + Founder Doug Parker, FSMPS COO + Founder Julia Lang Principal, Strategist + Project Manager Nici Stephens Marketing Strategist Rebecca Price Senior Strategist Mhari Reid Marketing Coordinator

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F RO M D O UG + JEN

Welcome to our Q3 edition of Altitude! As we move into the second half of 2025, we’re excited to share this issue centered on The Growth Equation: Retention + Revenue: exploring how the most successful AEC f irms discover that investing in people and driving business results aren’t separate strategies, but multiplying forces.

This quarter, we’ve gathered perspectives on both sides of the growth equation. You’ll f ind insights on building people-f irst cultures, strengthening your recruitment brand, and deploying innovative talent strategies. We’re also diving into how these retention strategies directly fuel revenue growth.

Our feature on marketing beyond proposals shows how f irms with stable teams position themselves months before opportunities arise. Our exploration of social media authenticity demonstrates how leaders who invest in their people create more compelling brand stories.

Even our data insights reveal how f irms with higher retention consistently outperform in client satisfaction and prof itability.

Together, these stories highlight a powerful truth: retention and revenue aren’t just connected, they compound each other. Firms winning today understand that every dollar invested in the right people generates exponential returns in business growth, client relationships, and competitive advantage.

We invite you to explore how the growth equation can work for your f irm and join the ongoing conversation about sustainable success in the AEC industry.

Here’s to growing stronger together, Doug & Jen Founders, Elevate Advisors 3

CREATING A PEOPLE-FIRST CULTURE: RESULTING IN GREAT RETENTION

Jen Newman FSMPS, CPSM

Doug Parker FSMPS

In today’s competitive landscape, where 3 million Americans quit their jobs each month and more than 25% of employees are in a high-retention-risk category, building a people-f irst culture isn’t just good business practice—it’s essential for survival. The numbers tell a compelling story: 87% of HR leaders consider improved retention a critical or high priority for the next f ive years, and companies with highly engaged workforces are 21% more prof itable.

The question isn’t whether to prioritize your people, it’s how to do it effectively.

Recent insights f rom industry leaders who have successfully transformed their f irms reveal that when you truly put people f irst, everything else— growth, revenue, client satisfaction— follows naturally.

THE FOUNDATION: UNDERSTANDING YOUR MULTI-GENERATIONAL WORKFORCE Before building a people-f irst culture, it’s crucial to understand that one size does not f it all. Today’s workforce spans multiple generations, each with distinct motivations and expectations: Baby Boomers (1946-1964) value retirement benef its, flexibility, subject matter expert roles, acknowledgment of expertise, mentoring opportunities, and new challenges.

Generation X (1965-1980) prioritizes legacy, f inancial security, productivity, independence, culture, flexibility, worklife harmony, awards/recognition, and growth opportunities.

Millennials (1981-1996) seek culture, career paths, growth opportunities, adaptability, security, community engagement, transparency, and digital engagement.

Generation Z (1997-2012) values culture, career paths, growth opportunities, adaptability, professional development, teamwork, modern approaches, and digital engagement.

» Host a welcome lunch » Save HR paperwork for after relationshipbuilding activities » Review job expectations and the f irst week’s schedule

Successful f irms recognize these differences and create retention strategies that speak to each generation’s unique needs while building bridges between them.

Post-boarding Development: » Schedule regular check-ins during weeks 1-3 with different departments » Conduct a comprehensive review and feedback session at week 4 » Develop a Professional Development Plan (PDP) by week 6 » Set clear performance goals and objectives

THE EMPLOYEE EXPERIENCE JOURNEY: YOUR RETENTION ROADMAP Creating lasting retention starts with designing your employee experience as thoughtfully as you would design your client experience. This journey encompasses seven critical stages: Attract, Hire, Onboard, Engage, Develop, Feedback, and Depart.

For retention purposes, four stages are particularly critical:

Remember: 69% of employees are more likely to stay with a company for three years if they experienced great onboarding, while people with negative onboarding experiences are twice as likely to seek another opportunity immediately.

1. ONBOARD: AFFIRM THE DECISION

2. ENGAGE: BUILD STRENGTHS AND PURPOSE

Organizations with robust onboarding processes improve retention by 82% and productivity by 70%. Yet many f irms treat onboarding as a paperwork exercise rather than a relationship-building opportunity.

Engagement is where retention truly takes root. It’s about creating an environment where employees feel valued, connected, and motivated to contribute their best work.

Pre-boarding Excellence » Send a welcome kit before day one, including welcome letters f rom the boss and CEO, a detailed f irst-week agenda, team directory with photos, brand kit with business cards and company swag, and any necessary home off ice tools » Eliminate f irst-day anxiety by providing clear instructions on parking, arrival time, dress code, and scheduled meetings

Community Building Strategies: » Form company committees that give employees leadership opportunities » Encourage community involvement and volunteer work » Support industry organizational participation » Plan regular employee events and teambuilding activities » Make work enjoyable and never underestimate the power of fun

Day One Impact » Conduct an off ice tour and introductions » Send a welcome email to staff with fun facts about the new hire » Share a social media welcome post

Recognition That Resonates: Employee recognition programs can reduce turnover rates by 31%, but only when recognition is fulf illing, authentic, equitable,

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embedded in the culture, and personalized.

Understanding the f ive languages of appreciation - words of aff irmation, quality time, acts of service, tangible gifts, and appropriate physical touch - helps leaders recognize employees in ways that truly resonate.

Consider these recognition strategies: » Individual and group recognition programs » Celebrate both wins and near-wins » Tie recognition to your core values » Create peak moments that employees remember » Use recognition apps like Bonusly, Kudos, or Motivosity » Show appreciation consistently, not just during annual reviews Research shows that 69% of employees would improve their performance if their efforts were appreciated, making recognition one of the highest-impact, lowest-cost retention strategies available.

3. DEVELOP: COACH CAREER GROWTH Professional development is consistently ranked among the top factors influencing employee retention across all generations.

Yet many f irms approach development reactively rather than strategically.

Strategic Development Elements: » Create accurate, detailed job descriptions that clearly outline roles and responsibilities » Set transparent expectations and measurable goals » Def ine clear career growth paths » Develop comprehensive Professional Development Plans (PDPs) » Provide individual training budgets (46% of AEC f irms now offer educational stipends) » Implement formal in-house training programs (used by 70% of AEC f irms) Mentorship Programs: Nearly half (46%) of AEC f irms have implemented mentorship programs, recognizing their power to accelerate development and build cross-generational connections. Effective mentorship includes:

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» » » »

Internal mentoring relationships External industry mentors Peer-to-peer mentoring Cross-generational mentoring that allows each generation to teach and learn f rom others

This approach leverages generational strengths: Baby Boomers sharing deep experience while Gen X and Millennials provide tech-savvy insights.

4. FEEDBACK: DRIVE EXPECTATIONS Employees won’t stay if there isn’t a culture encouraging upward feedback. Modern retention requires moving beyond annual reviews to create continuous feedback loops.

Feedback Best Practices: » Conduct consistent bi-annual formal reviews » Provide continuous, real-time feedback throughout the year » Create a personal experience that elicits employee feedback about the company » Encourage upward feedback regularly » Establish psychological safety for honest communication The goal is to create an environment where feedback flows in all directions, driving both individual performance and organizational improvement.

EIGHT PILLARS OF PEOPLE-FIRST CULTURE Based on successful implementations across the industry, eight key considerations form the foundation of an effective people-f irst culture: 1.

Policies & Procedures

Ensure HR practices are inclusive and encourage input f rom all generations.

Create a culture of inclusion where diverse perspectives are valued and heard.

2. Pairing & Mentoring Structure cross-generational mentoring where each generation mentors others, building trust without creating burdens.

Baby Boomers share deep experience while younger generations provide tech-savvy insights.

3. Benef its Offer benef its that meet multi-generational workforce needs. Consider providing each employee with a benef its budget and menu of options, allowing personalization based on life stage and priorities.

4. Flexibility Companies supporting remote work have 25% lower employee turnover. Flexibility benef its all generations, whether for work-life balance, community involvement, family responsibilities, or personal interests.

5. Learning & Development Training empowers employees and makes them feel valued. In multi-generational workforces, tailor development approaches: technology training for Baby Boomers, career advancement for Gen X, and ongoing learning opportunities for Millennials and Gen Z. 6. Community Social activities and community engagement create relatively easy, low-cost retention wins. Engaged employees become loyal employees. Allow employees to lead and plan these activities to increase ownership and participation.

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7.

Feedback & Recognition

Build a recognition culture that provides high ROI in performance and retention.

Make recognition continuous rather than annual, and ensure it aligns with your core values and individual preferences.

IMPLEMENTING YOUR PEOPLE-FIRST CULTURE Creating a people-f irst culture that drives retention requires intentional action. Start with these steps: 1.

8. Compensation While compensation importance varies by generation, it remains a retention factor for everyone. Ensure competitive compensation that reflects market rates and individual contributions.

LEARNING FROM INDUSTRY LEADERS The recent “Beyond the Boardroom” episode featuring Greg Horejs of CAGE Engineering, Roseann Schmid of Fisher Associates, and Ryan Schmitt of Petticoat-Schmitt Civil Contractors demonstrates how these principles work in practice. These leaders have discovered that when you prioritize people authentically, not as a strategy but as a core value, business results follow naturally.

Their experience reveals several key insights: » Culture as Competitive Advantage: In a commoditized industry, culture becomes the primary differentiator.

Clients increasingly choose f irms not just for technical capability, but for the teams they’ll work with. » Growth through People: When employees feel valued and see clear paths for development, they become natural ambassadors for growth. They refer quality candidates, deliver exceptional client service, and drive innovation.

Assess Your Current State

Survey your workforce to understand what matters most to each generation in your f irm. Use this data to prioritize improvements.

2. Map Your Employee Experience Document every touchpoint, f rom f irst contact through departure. Identify f riction points and opportunities for enhancement.

3. Start with Onboarding This high-impact area provides immediate returns and sets the tone for the entire employee relationship.

4. Build Recognition Systems Implement both formal and informal recognition programs that celebrate achievements aligned with your values.

5. Invest in Development Create clear career paths and provide resources for growth. Remember that development is an ongoing process, not a destination.

6. Measure and Adjust Track retention metrics, employee satisfaction scores, and engagement levels.

Use this data to continuously ref ine your approach.

» Retention as Risk Management: The cost of replacing a highly-trained employee can exceed 200% of their annual salary.

Investing in retention is more than just employee satisfaction - it’s also about business sustainability.

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THE BOTTOM LINE To win the talent war, you must design your employee experience as thoughtfully as you design your client experience. The most successful f irms understand that putting people f irst is more than just being nice, it’s also about creating sustainable competitive advantage through engaged, loyal employees who drive business results.

The choice is clear: you can continue treating retention as an HR problem, or you can embrace it as a strategic opportunity to build a thriving, prof itable f irm. The companies getting this right are retaining talent, but they’re also attracting the best people in the industry and setting themselves up for long-term success.

For more insights on building peoplef irst cultures, listen to the “Beyond the Boardroom” podcast episode “Building a People-First Culture That Drives Results” available at [elevate.buzzsprout.com] (https://elevate.buzzsprout.com/2445778/ episodes/16732919-building-a-people-f irstculture-that-drives-results) Jen Newman, FSMPS, CPSM, is a Founding Principal of Elevate Advisors, specializing in helping AEC f irms develop strategic marketing and retention initiatives. Connect with Jen at jen@elevate2win.com or www. linkedin.com/in/elevateaec

Remember, in today’s market, your culture is your strategy. Make it people-f irst focused and watch both retention and results soar.

Elevation Land Solutions - a high-culture f irm

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experience

Are you ready to network with AEC peers and create resiliency for your firm?

Benefits of attending Altitude including:

March 9-11, 2026 Santa Fe, New Mexico El Dorado Resort

Registration Costs C-Suite/Executive/Emerging Leader Attendees | $2,149 Guests | $1,449

» Building a national network of industry peers. » Discussing trends, challenges, and solutions with other AEC firm leaders. » Focusing on you and your business in a serene environment. » Special time and activities with your spouse/guest.

Sign me up!

Altitude 2026

Beyond the Boardroom is a 20-minute roundtable discussion produced by Elevate Advisors featuring AEC industry C-Suite leaders exploring the challenges and opportunities they face. Each episode provides honest, insightful, and actionable advice tailored to industry executives.

TU NE O UT T HE NO IS E .

TU NE I NTO RE AL CO NVE R S AT I O NS .

Beyon d th e Boardro o m Laun ch ed Februar y 18 , 202 5

Listen Here!

WINNING THE AEC TALENT WAR: 5 INNOVATIVE STRATEGIES FOR AT TRACTING AND RETAINING TOP TALENT

Carla WortheySewell, PhD Human Capital Strategist

Deb Casaubon Senior Consultant

Thrivence is more than a consultancy - they’re strategic allies. With deep C-suite experience and industry expertise, they turn complex people challenges into measurable business results. Thrivence delivers tailored strategies that scale, stick, and drive ROI—never one-size-f its-all solutions. From boardroom strategy to f rontline execution, their embedded, collaborative approach builds lasting internal capability. With proven strengths in talent architecture, leadership development, M&A, technology, and organizational transformation, Thrivence helps clients turn people strategy into a powerful business advantage.

The architecture, engineering, and construction (AEC) industry is facing an unprecedented talent crunch.

With unemployment for experienced architects and engineers hovering around 2.5% (well below the national average) f irms are struggling to attract and retain the skilled professionals they need [1]. In fact, 94% of construction f irms report diff iculty f illing open positions, and 84% of AEC companies say recruiting new employees is a signif icant challenge [2] [3]. These pressures span f rom entry-level to seasoned experts, threatening project delivery and business growth.

As the war for talent intensif ies, AEC f irms must evolve strategies to stay competitive. This article explores innovative approaches that leading companies are using to overcome key challenges and build high-performing teams in today’s tight labor market.

1. DIVERSIFY YOUR STRATEGY The shortage of mid- to seniorlevel AEC professionals has reached crisis levels, with job openings in construction now roughly double pre-pandemic levels [4]. To stand out, companies are diversifying their approach and pulling multiple levers. » Differentiating the Employer Brand: AEC f irms emphasize their unique culture, values, and mission to appeal to candidates’ desire for purpose-driven work.

Seventy-f ive percent of job seekers consider a company’s reputation and employer brand before applying [5]. » Flexible Work Arrangements: 85% of AEC f irms now allow regular work-f rom-home schedules, and over half permit telecommuting across roles [6]. » Proactive Sourcing: Leading f irms are taking an aggressive approach to sourcing talent, with

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79% of AEC f irms offering referral bonus programs [6]. » Fast and Candidate-Friendly Hiring: Companies are adopting “speed to offer” tactics, recognizing that the average time-to-f ill is 42 days, yet many candidates drop out long before that if they are kept waiting [5].

2. GROW TALENT FROM WITHIN & RETAIN EARLY-CAREER EMPLOYEES Many AEC organizations face a critical shortage of professionals with 6-10 years of experience, especially project managers. This “missing middle” is so pronounced that 54% of f irms say it’s taking longer than ever to f ill such positions, and 16% have had to delay or decline projects due to lack of qualif ied mid-level managers [7].

To address this, companies are focusing on developing leaders internally through intentional succession planning and mentorship programs. They’re also creating clear “Pathways with Purpose” that map out how an entry-level hire can advance to project manager and beyond.

Retention of early-career professionals is equally crucial, with 58% of engineers reporting stress that impacts their health [3]. Progressive companies are addressing this by monitoring workloads, introducing wellness programs, adding support staff, and fostering a culture where taking vacation time is truly encouraged.

3. FOCUS ON BUILDING PIPELINE STRATEGIES AND A STEADY FLOW OF TALENT A pipeline without flow is useless. The f irms that win are the ones who keep talent moving steadily through every stage, ensuring tomorrow’s workforce is always in motion. Without a steady stream of future talent, even the best hiring plans will run dry. To ensure a steady flow of new talent, AEC f irms are investing in long-term pipeline strategies:

» Early-Career Outreach: Many companies are forming partnerships with educational institutions to spark interest in AEC careers. The ACE Mentor Program, for example, brings professionals into high schools as STEM mentors. » Long-Term Relationship Building: Leading f irms engage potential talent well before there’s an immediate job opening, keeping in touch with past interns or “silver medalist” candidates. » Digital Talent Communities: AEC f irms are creating online platforms where interested professionals can engage with the company, access industry insights, and be notif ied of relevant opportunities.

This nurtures a pool of passive candidates who are already familiar with the company culture. » Military Transition Programs: Recognizing the valuable skills and leadership experience of veterans, some AEC companies are implementing targeted programs to recruit and train military personnel transitioning to civilian AEC careers [8].

4. COMPETE BEYOND SALARY: COMPENSATION, ONBOARDING, AND RETENTION While competitive pay is necessary, AEC f irms are f inding they often cannot simply outbid rivals on base salary. Thus, the focus has shifted to total rewards and the value of the overall package. Some f irms are adopting greater pay transparency internally to build trust – 15% now give all employees access to formal compensation data, up f rom 0% the year before [6]. Additionally, companies are getting creative with benef its that resonate with AEC professionals, such as paid professional association memberships, advanced technology stipends, and even sabbaticals for long-term employees to pursue passion projects or additional education [9].

The onboarding experience has proven pivotal for retention. Best practices include assigning a buddy or mentor f rom Day 1, 13

providing a clear 30-60-90-day plan, and ensuring regular check-ins for feedback.

Ultimately, retention often comes down to less tangible factors like culture, purpose, and growth. When high performers leave AEC f irms, a common reason (aside f rom salary) is the pursuit of better career development or a more positive work environment [3].

5. RECRUIT SMARTER NOT HARDER Data-driven recruiting has emerged as a critical area for improvement in AEC talent acquisition. Modern talent leaders are monitoring a range of performance indicators to guide their decisions, including time-to-f ill, pipeline funnel metrics, source of hire quality, and diversity metrics.

Leveraging technology is key to optimizing these processes. Many AEC f irms have upgraded to modern Applicant Tracking Systems that not only track candidates but provide analytics dashboards. AI and automation tools are being piloted to save recruiters’ time and improve candidate matching.

CONCLUSION The talent challenges facing the AEC industry are formidable, but not insurmountable. Firms that take a proactive, strategic approach to talent acquisition and retention – leveraging data, technology, and pragmatic innovation – will gain a signif icant edge in securing the skilled professionals needed to drive their business forward. By reimagining how they attract seasoned experts, cultivate early-career talent, and create engaging workplace cultures, AEC companies can not only weather the current talent storm but position themselves for long-term success in an increasingly competitive landscape.

Want to learn more? Join us at our Talent Accelerator event in Nashville.

Your authors, Deb Casaubon and Carla Worthey-Sewell, help clients at Thrivence transform talent acquisition f rom a reactive function into a strategic growth driver. With decades of C-suite advisory experience, Deb brings a strong track record in scaling organizations through strategic talent operations, while Carla offers deep expertise in human capital strategy and executive coaching.

References [1] YCharts, Unemployment Rate: Architecture and Engineering Occupations, 2025 [2] Freedonia Group, Addressing Labor Challenges in Construction, Jan 2025 [3] Quire, Recruiting and Retention in the AEC Industry: Navigating the Pain Points, Feb 2024 [4] Freedonia Group, Construction Job Openings Data, Jan 2025 [5] WeCP, 100 Recruitment Statistics for 2025, Jan 2025 [6] Zweig Group, 2023 Recruitment & Retention Report of AEC Firms, Aug 2023 [7] Construction Dive, “AEC f irms ‘stymied’ by shortage of experienced professionals”, Dec 2025 [8] Society for Human Resource Management (SHRM), “Hiring Veterans for the Construction Industry”, 2024 [9] Engineering News-Record (ENR), “Innovative Benef its Packages in AEC Firms”, March 2025

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Powered by Thrivence + Elevate Advisors

Forget slide decks and surface-level chatter. This is where recruiting gets real, with bold ideas, expert insights, and hands-on strategies designed for AEC firms ready to hire smarter and faster.

You’ll leave with: • A custom Talent Accelerator Playbook • A peer-reviewed, launch-ready recruiting campaign • A 90-day hiring roadmap tailored to your team What to expect: • Interactive workshops that fuel real change • AI-powered tools and sourcing demos you can actually use • Candid conversations with your peers (no fluff) • Live coaching from the people leading the charge in talent strategy Set at the Dolly-inspired Graduate Hotel, this event brings strategy, tools, and personality — just like your best hires.

Pour yourself a cup of ambition.

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BEYO N D P RO PO S A LS : Marketing and Business Development that Wi n s Wo r k B e f o re t h e P u r s u i t THE REALITY.

Nici Stephens

With average AEC f irm hit rates hovering around 40%, the competition for every project is intense. The f irms that consistently outperform this benchmark have discovered a strategic advantage: they use marketing to position themselves 12-18 months before pursuits begin, building relationships and market presence while others focus solely on proposal writing.

TWO FIRMS. ONE PROJECT. DRAMATICALLY DIFFERENT APPROACHES. Two equally qualif ied f irms. Same $50M project. One spent 80 hours on their proposal after seeing the RFQ. The other spent 18 months using strategic marketing to position themselves before the pursuit even began.

Guess who won?

The answer reveals a fundamental truth about winning work in today’s competitive AEC market: advantage

doesn’t come f rom writing better proposals. It comes f rom marketing that builds awareness, credibility, and trust long before any pursuit begins. While most f irms focus their marketing efforts around supporting proposals, the successful f irms have learned that marketing’s real power lies in creating early advantage that makes business development efforts more effective.

The proposal treadmill problem: The challenge facing AEC f irms today is signif icant: » Average f irm hit rates fall within the 37-44% range » Engineering f irms achieve the highest success at 44.2% » Construction f irms experience the lowest at 37.9% » Proposal hit rates hover around 40% across the industry Many f irms become trapped in what we call the “proposal treadmill.”

They become so consumed with the daily demands of proposal writing and project delivery that they never invest time and resources in the

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strategic marketing that creates competitive advantage. These f irms f ind themselves in a reactive cycle, constantly responding to RFQs without ever getting ahead of opportunities or building the market presence that influences project outcomes.

The proposal treadmill creates several problems: » Marketing becomes purely reactive, focused on supporting immediate pursuits » Brand building takes a backseat to proposal deadlines » Relationship development happens only during active pursuits » Market positioning occurs project by project rather than strategically The good news is that emerging AI tools can help f irms escape this treadmill by streamlining necessary proposal work, f reeing up marketing resources for the strategic positioning that actually drives business development success. When proposal production becomes more eff icient, teams can redirect their focus to the marketing work that happens before opportunities go public.

What many f irms miss is that the most important marketing work happens months before any pursuit begins. Strategic marketing builds the awareness, credibility, and trust that make business development conversations more productive and proposals more successful.

The key insight: Marketing that wins work happens before the pursuit, not during it.

The f irms that understand this shift their marketing focus f rom supporting proposals to creating market advantage.

HOW MARKETING CREATES EARLY ADVANTAGE. Strategic marketing creates competitive advantage by establishing your f irm’s presence and credibility in target markets before opportunities become public. This approach transforms marketing f rom a support function into a strategic driver of business development success.

Marketing’s early advantage capabilities: » Builds brand recognition that opens doors for business development » Establishes thought leadership that influences early project conversations

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» Creates market presence that keeps your f irm top-of-mind with decision-makers » Develops content and case studies that support relationship building When prospects already recognize your f irm’s brand, understand your positioning, and have been exposed to your expertise, business development professionals can focus on building relationships and understanding specif ic needs rather than starting f rom zero with basic awareness building.

The strategic marketing advantage: » Decision-makers include you in early planning conversations » Stakeholders seek your input on project scope before formal processes » Clients pre-qualify you as a potential partner » Your f irm becomes the obvious choice before competitions begin This early positioning work makes every subsequent business development effort more effective and every proposal more likely to succeed.

MARKETING AND BUSINESS DEVELOPMENT: TWO SIDES OF THE SAME COIN While marketing creates the foundation for early advantage, business development leverages that foundation to build authentic relationships and influence opportunities.

The most successful AEC f irms have learned that marketing and business development aren’t competing functions but complementary capabilities that amplify each other’s effectiveness.

How integration multiplies results: » Marketing provides the credibility that makes business development outreach more welcome » Business development provides market intelligence that makes marketing more targeted » Consistent messaging across all touchpoints builds trust with prospects » Combined efforts create compounding effects where each interaction reinforces your positioning Marketing’s role in the integration: » Creates content that supports business development conversations » Builds brand recognition that warms prospects before outreach » Establishes expertise that gives business development professionals credibility » Provides market presence that reinforces relationship-building efforts Business development’s role in the integration: » Provides market intelligence that informs marketing strategy » Identif ies target audiences for marketing campaigns » Offers feedback on what messages resonate with prospects » Validates marketing positioning through direct client interactions This integration is particularly powerful in the AEC industry, where decision-making processes are complex, involve multiple stakeholders, and occur over extended timef rames.

TOOLS THAT MATTER MOST Strategic marketing that wins work before the pursuit relies on specif ic tools and

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approaches that build credibility and influence early project discussions.

Case studies that tell strategic stories: Effective case studies go beyond project descriptions to demonstrate your f irm’s approach to solving client challenges. They should be developed based on target market needs and positioned to influence early project conversations.

Campaign strategies that create advantage: » Thought leadership campaigns that position your expertise » Market-specif ic campaigns that demonstrate sector knowledge » Relationship-building campaigns that engage key stakeholders » Content marketing that provides value before asking for meetings Thought leadership and content strategy:

Strategic case study development: » Focus on challenges your target markets commonly face » Highlight your unique approach and methodology » Include quantif iable results and client testimonials » Create versions for different stages of the decision-making process Client research and perception studies: Understanding how your target markets perceive your f irm provides the foundation for strategic positioning. Client research reveals gaps between your intended positioning and market reality.

Research that drives marketing strategy: » Client perception studies that reveal positioning opportunities » Market research that identif ies emerging trends and needs » Competitive analysis that uncovers differentiation opportunities » Stakeholder mapping that identif ies key decision-makers and influencers Targeted marketing campaigns: Strategic campaigns build awareness and credibility in specif ic target markets, creating the foundation for business development success.

Strategic content positions your f irm as a valuable resource and demonstrates expertise in areas that matter to prospects.

Content that builds early advantage: » Research reports that address industry challenges » Opinion pieces that advance important market conversations » Speaking opportunities that showcase expertise » Digital content that supports relationship-building efforts POSITIONING FOR SUCCESS: THE 12-18 MONTH MARKETING ADVANTAGE Creating sustainable competitive advantage requires strategic marketing that builds momentum over time. The most successful f irms think in terms of 12-18 month marketing cycles that align with typical project development timelines.

Months 12-18 out: foundation building: The foundation phase focuses on strategic marketing work that creates the platform for all subsequent efforts.

Foundation marketing activities: » Market research and competitive analysis » Brand positioning and messaging development

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» Content strategy development » Digital presence optimization

upcoming opportunities while maintaining strategic market presence.

Results: Strategic marketing foundation that supports business development

Pursuit preparation activities:

Months 6-12 out: market presence building: With foundation in place, marketing efforts focus on building awareness and credibility in target markets.

Market presence activities: » Thought leadership content creation and distribution » Strategic marketing campaigns targeting key markets » Speaking opportunities and industry event participation » Digital engagement and community building Results: Consistent market presence that creates awareness Months 3-6 out: relationship support: Marketing efforts during this phase directly support business development relationshipbuilding activities.

Relationship support activities: » Market-specif ic content development » Targeted campaigns for key stakeholders » Case study development for specif ic pursuits » Digital content that supports business development conversations Results: Marketing materials that enhance relationship building Months 1-3 out: pursuit preparation: Marketing activities focus on specif ic

» Opportunity-specif ic content development » Stakeholder research and intelligence gathering » Competitive positioning for specif ic pursuits » Marketing support for business development activities Results: Pursuit-ready marketing foundation that supports proposal efforts MAKING STRATEGIC MARKETING WORK The difference between f irms that use marketing strategically versus tactically often determines long-term success in competitive markets.

Strategic marketing requirements: » Long-term planning that aligns with business development goals » Consistent execution across multiple touchpoints » Regular measurement and optimization based on results » Integration with business development efforts Common strategic marketing challenges: » Short-term focus that prioritizes immediate pursuits over long-term positioning » Reactive approach that responds to opportunities rather than creating them » Siloed thinking that treats marketing as separate f rom business development » Generic messaging that fails to resonate with specif ic target markets

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The f irms that avoid these challenges understand that strategic marketing is an investment in future business development success, not just a support function for current pursuits.

QUICK ASSESSMENT: HOW STRATEGIC IS YOUR MARKETING? Evaluate your f irm’s current marketing approach: 1. Does your marketing build awareness before you need business development meetings?

2. Can prospects recognize your expertise before you pitch them?

3. Does your marketing create opportunities for business development?

4. Are you known for solving specif ic problems your markets face?

5. Do your marketing efforts position you 12-18 months before pursuits begin?

6. Does your marketing strategy align with your business development goals?

If you answered “no” to more than two of these questions, your f irm has signif icant opportunities to use marketing more strategically to create competitive advantage.

YOUR STRATEGIC MARKETING FOUNDATION STARTS HERE

This is where Elevate Advisors creates measurable results: » Market research and client perception studies that reveal positioning opportunities » Strategic marketing planning that builds competitive advantage » Brand development and messaging that resonates with target markets » Content strategy and thought leadership that demonstrates expertise » Integrated marketing and business development approaches that multiply results Whether your f irm needs to break f ree f rom the proposal treadmill, develop strategic marketing capabilities, or create the foundation for business development success, Elevate’s proven methodologies consistently generate the early advantage that positions f irms for success before pursuits begin.

Ready to move beyond proposals? Contact Elevate Advisors to discover how strategic marketing can transform your f irm’s ability to win work before the competition even knows opportunities exist.

The path to sustainable competitive advantage lies not in better proposals, but in strategic marketing that creates early advantage and makes business development efforts more effective.

Building the strategic marketing foundation described in this article requires expertise, dedicated resources, and coordinated execution. Many AEC f irms recognize the value of strategic marketing but lack the internal capacity or specialized knowledge to implement these approaches effectively while managing daily operations and client delivery.

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THE POWER OF DATA: How AEC Firms are Turning Insight into Action

Rebecca Price

In today’s fast-moving, marginsensitive AEC landscape, data is no longer a back-off ice function - it’s a leadership imperative. The f irms pulling ahead are those turning information into insight, and insight into strategic action.

Relationships and expertise still win work. But now, real-time, actionable data gives leaders the edge to pursue smarter, scale faster, and lead with conf idence. Firms are unlocking the full potential of their data, using AI, custom dashboards, and smarter CRMs, not just to understand what happened, but to shape what happens next.

WHY INSTINCT ALONE NO LONGER WORKS Clients expect transparency. Talent is harder to attract and retain.

Market shifts are accelerating. In this environment, relying on instinct (or disconnected reports) is no longer enough.

The good news is most f irms already have the data they need. The challenge is knowing where it lives, what it means, and how to use it to lead with clarity.

HOW DATA ENABLES SMARTER, FASTER LEADERSHIP Today’s most forward-thinking AEC f irms are using data to align teams, sharpen strategy, and move decisively. Here’s how they’re turning f ragmented information into f irm-wide intelligence: Unif ied View of the Business Firms are connecting data across CRMs, ERPs, spreadsheets, and project systems into one real-time view. Leadership teams now monitor dashboards that visualize: » Revenue and pipeline health » Utilization and staff ing trends » Hit rates by client, market, and service line » Forecasted backlog across geographies and disciplines Takeaway: One view of the truth means better decisions, faster.

STRATEGIC INTELLIGENCE THAT DRIVES GROWTH Firms are digging deeper to understand: » Proposal ROI and win-loss patterns » Prof itability by client, market, or service type

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» Resourcing gaps based on projected workload » Risk indicators tied to contracts or scope changes Takeaway: Knowing which clients drive prof it (and which don’t) helps protect margin and focus growth.

FROM GUT FEEL TO GROWTH STRATEGY Many leaders still rely on siloed reports or gut instinct. But f ragmented data leads to misaligned teams, bloated overhead, and missed opportunities.

Integrated data systems bring clarity so you can allocate time, people, and capital where they have the greatest impact.

Takeaway: Better BD isn’t about doing more.

It’s about targeting smarter.

THE COMPETITIVE EDGE: AI AND PREDICTIVE ANALYTICS AI is no longer a buzzword, it’s a business advantage. AEC f irms are using AI tools to: » Predict win probabilities based on historical data » Forecast growth by market, region, and sector » Flag at-risk clients early » Anticipate staff ing bottlenecks months in advance One f irm used AI to reduce time spent on low-likelihood pursuits, and increased hit rates by 18% in one year. That’s the power of insight, applied.

SMARTER BUSINESS DEVELOPMENT Agile f irms are using full-lifecycle data, f rom f irst contact to follow-up, to personalize outreach, track engagement, and convert faster. With the right systems, BD teams can: » Automate campaigns based on client behavior » Track engagement across every channel » Score and prioritize opportunities in real time » Gather continuous feedback via NPS dashboards

Explore More: Visit our Thought Leadership on Demand hub to learn how Custom GPTs, predictive modeling, and AI tools are helping f irms streamline BD, sharpen messaging, and lead smarter.

CASE STUDY: TURNING ASSOCIATION INVOLVEMENT INTO A MEASURABLE GROWTH STRATEGY A mid-sized engineering f irm in the South had invested heavily in professional organizations - memberships, events,

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conferences and sponsorships - but lacked visibility into return.

IS YOUR FIRM DATA-DRIVEN, OR DATA-DISTRACTED?

Their efforts had grown organically. Teams made decisions based on interest, not data.

And they did not capture all engagements in one location. The executive team needed clarity to prioritize time, dollars, and impact.

Ask yourself: » Do we know which clients and services drive prof it and which don’t? » Are we measuring proposal ROI, or just tracking volume? » Can our teams access the right data, at the right time, to act decisively?

The Strategy They exported data f rom their CRM, including: » Association aff iliations » Membership dues and event costs » Clients associated with each organization/ association » Three years of revenue linked to those clients They built dashboards that revealed: » High-ROI vs. low-ROI associations » Geographic and market overlaps » Imbalance in membership and participation » Untapped opportunities in overlooked organizations The Results In just a few months, they: » Reallocated $60K in sponsorships to smaller, client-focused, tailored experiences » Launched a Tiered Engagement Strategy » Created a Brand Ambassador Program with clear goals » Identif ied a top-revenue segment tied to a small, under-supported water association They didn’t just cut costs, they amplif ied impact, deepened relationships, and aligned engagement with growth.

If you’re unsure, you’re not alone—but now is the time to shift.

FROM DATA TO DECISIONS The move f rom static spreadsheets to integrated dashboards is one of the most powerful changes we’ve seen in AEC f irm strategy. With the right data, leaders answer critical questions faster: » Are we on pace to meet revenue goals? » Which markets are underperforming or oversaturated? » Where are we over-investing without meaningful return?

Dashboards create alignment, accountability, and agility across teams and empower leaders to move with purpose.

HOW TO GET STARTED You don’t need to rebuild your tech stack.

Most f irms already have the tools. What’s missing is the f ramework.

1. Clean and Connect Your Data Map your current systems. Align CRM, ERP, and time-tracking data. Eliminate gaps and redundancies.

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2. Visualize What Matters Focus on KPIs that support f irm strategy: » » » » »

Pursuit hit rate Revenue by market Proposal ROI Client prof itability Utilization by discipline

SOME TOOLS LEADERS ARE USING TO DRIVE STRATEGY

3. Empower Your Team Dashboards shouldn’t be executive-only.

Train BD, marketing, and PM teams to access and use the right data.

1. Microsoft Power BI Live dashboards that visualize real-time revenue pacing, utilization, and forecast health, helping execs lead with conf idence.

4. Review and Ref ine Monthly Data isn’t one-and-done. Build monthly reviews around dashboards to track, adjust, and stay aligned.

Link: https://www.microsoft.com/enus/power-platform/products/power-bi

DATA IS MORE THAN A REPORT. IT’S A ROADMAP. When used right, data doesn’t slow you down, it sharpens your focus. It reveals what’s working, where you’re exposed, and where your next opportunity lies. It gives your leadership team the clarity to act, not react.

Dashboards don’t drive growth.

Strategy does.

The f irms gaining ground aren’t waiting for change. They’re building agility and intelligence into their models today - so they’re ready for what’s next.

2. Deltek Vantagepoint A central source of truth for pipeline analysis, proposal ROI, client segmentation, and staff ing optimization.

Link: https://www.deltek.com/en/erp/ vantagepoint 3. OpenAsset AI-powered asset tagging for resumes and visuals, reducing pursuit prep time and ensuring brand consistency across teams.

Link: https://openasset.com/

Because when the right data gets into the right hands, it doesn’t just inform.

It transforms.

At Elevate, we help AEC leaders turn insight into action and strategy into results. Let’s talk about how AI, Custom GPTs, and smarter tools can help your f irm lead with clarity and outpace the competition.

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AUTHENTICITY IN SOCIAL MEDIA IN THE AGE OF AI

Julia Lang

If you’ve scrolled your feed lately, you’ve probably noticed it too—AI is everywhere. The posts look f ine at f irst glance, but they start to blur together and sound the same.

What’s missing? The human part, the personal perspective, the story, the voice. Your network is looking for authenticity, and that’s what algorithms are rewarding.

For leaders, this is the moment to rethink how you show up online. It isn’t about posting more often, but about building trust, strengthening relationships, and becoming a recognizable voice in your industry.

AI can support that process, but it can’t replace the perspective only you can provide.

THE TRUST IMPERATIVE Authenticity isn’t just a buzzword, it’s the foundation of sustainable social media success. When audiences discover that content lacks genuine human insight or connection, trust erodes quickly. The challenge isn’t whether to use AI, but how to use it responsibly while preserving your unique voice and maintaining transparent relationships with your audience.

The key is f inding the balance between eff iciency and genuineness.

AI should amplify your authentic voice, not replace it.

MAINTAINING YOUR VOICE WHILE LEVERAGING AI Your brand voice is your competitive advantage and what makes you recognizable and relatable to your audience. AI can help you scale content creation, but it should never dilute what makes you unique.

Strategies for authentic AI integration: » Use AI as a starting point, not the f inal product » Infuse personal experiences and insights into AI-generated f rameworks » Maintain consistent tone and personality across all content » Let AI handle research and structure while you provide the human perspective BUILDING CONNECTION IN AN AI-ENHANCED WORLD AI can generate words, but it can’t build relationships. Connection doesn’t mean being perfect. It means being real, approachable, and relevant. That could look like: » Sharing a quick lesson learned f rom a project or client conversation

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» Commenting on industry news with your perspective » Highlighting a team win in your own words » Admitting a challenge or mistake, and what you learned f rom it Remember: Your audience follows you for your unique perspective, not for perfectly polished AI-generated content.

WHERE AI HELPS AND WHERE IT DOESN’T Think of AI as your intern. It’s helpful, but it still needs your guidance.

DO

AI is useful for: » Brainstorming content ideas » Drafting outlines or rewording for clarity » Proof-reading your f inal draft for readability AI should not replace: » Your lived experience and insights » Your perspective on industry news or trends The posts that perform best are specif ic, personal, and tied to your expertise. In fact, executive posts that lean into personal voice and storytelling consistently outperform generic content in engagement, which is a trend seen across platforms like LinkedIn.

DON’T

How to Use AI

Replace Human Insight

» Use AI as a starting point, not the f inal product. » Ask for multiple versions and edit until it f its your voice. » Use AI to f ill gaps (outlines, rewording for clarity).

» Rely on AI to write posts start to f inish. » Use AI to tell personal stories (knowledge isn’t wisdom). » Let AI produce original thought leadership for you.

Keep It Human » Infuse your perspective into every post. » Share specif ic stories, lessons, and experiences. » Add your personality and insights.

Build Connection » Engage in comments. This is where relationships happen. » Focus on helping your audience feel seen or understood. » Aim for consistency, not volume.

Maintain Quality » Review and edit all AI-generated content. » Ensure accuracy and fact-check information. » Align content with your brand values.

Lose Authenticity » Use vague, over-used phrasing (“In today’s fast-paced world…”). » Over-polish everything. Perfect ≠ trustworthy. » Post daily just to “stay visible” without adding value. » Ignore the mismatch between your brand’s tone and what AI spits out.

Misuse AI » Don’t spread misinformation or unverif ied claims. » Avoid using AI to manipulate emotions. » Don’t violate platform policies or guidelines.

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LE T’S GET PE RSONAL meet rebecca price DRIVEN TO REACH HIGHER IN LIFE AND IN LEADERSHIP I run on coffee, laughter, and the quiet moments at both the end and the beginning of each day. Because life at my house starts early…like wife, and mom of two kids early…and I love the chaos of it all. “Ready…Run!” Before joining Elevate, I spent 20 years of my career working for an Engineering f irm, and alongside many mentors and f riends. After starting as a Receptionist, I worked my way up to become the Director of a six-person marketing team. That path taught me everything: how to listen, how to connect and lead, and most importantly, how to keep asking, “What more can we do? What would make this great?”

Now, I get to bring that same mindset to clients across the country. I’m passionate about working with f irm leaders to cut through the noise, connect the dots, and identify strategies that actually move the needle. I understand the pressure to deliver for your team and people you care about, and I love being the calm in the storm.

THE PERSONAL SIDE My mom, sisters, and best f riends (who have been around for more than 20 years) have shaped who I am today. So, girl brunches and family vacations are non-negotiables in my world. They refuel me in a way no caffeine ever could (though I’ll never say no to coffee…or Italy).

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Being a mom is core to who I am, and the most important role I have. It reminds me every day that we thrive by showing up, trying, and connecting. And that failure is not something to fear or shy away f rom as long as you learn f rom it, try again, and enjoy the journey.

QUICK TAKES » Currently reading: The Power of Moments by Chip Heath and Dan Heath » Go-to productivity hack: Block time for deep focus (with caffeine nearby) » Theme song to start my day: “Feeling Good” by Michael Buble » Favorite Elevate core value: Reach. Then reach higher » Can’t start the day without: Coffee. And a moment of silence

FINAL THOUGHTS I believe the best strategies come f rom experience, and f rom truly listening. I love getting to know people I work with, and helping them get clear on their vision and build something stronger.

And I’ll always be the one asking, “What if?”

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