AI is a hot topic with numerous applications in AEC, though navigating the options can be overwhelming.

AI may be the latest buzzword, but–even though the spooky season has just ended–it doesn’t have to be as scary as it may seem. There were three sessions on AI between Zweig Group’s M&A Next Symposium and its 2023 ElevateAEC Conference this September, and one of them was standing room only.

I think the biggest question on everyone’s mind is, “How can I use it?” Well, I have the answer, but you’re not going to like it. “42.”

Just kidding. Apologies, my nerd is showing. The real answer is, “However you want.”

No really. “If there is something you want AI for, do a search, and you will probably find one!” per Kristin Kautz, an artificial intelligence consultant with Zweig Group. And this is true. The industry has exploded. According to Tracxn Technologies, which tracks startup businesses, as of June, there were approximately 18,563 AI startups in the US, and an estimated (almost) 60,486 in the world as of September.

For those of us who have played around with ChatGPT, the technocrats of the symposium dubbed it the “gateway drug” of AI. There are so many possibilities for it, but therein lies the problem. With these new revolutions in technology, we are looking out at an unending sea of possibilities. Where on earth do we start?

Well, within the world of AEC, there are a number of offerings already relevant to our needs. For example, Microsoft is in beta testing for Copilot, the integrated AI for their Office Suite. Google is working to release Duet, its rival to Copilot. Autodesk has released Forma (formerly Spacemaker) which offers powerful real-time analytics (but is best used for conceptual design at this point). There are even specialized programs, such as Box.ai and Joist.ai, that work with your company’s own documents to help streamline business practices … and on and on.

The bottom line is this: There is a lot happening right now, and it is impossible to have a solid grasp on all the available options. That is why we defer to those who are doing this for a living. If you are like me, and want to learn more about how AI can be used specifically in the AEC industry, Zweig Group can help.

Zweig Group offers AI Innovation Discovery advisory services that specialize in providing tailored guidance, consulting, and training to AEC firms on how to leverage the potential of AI in their business operations. With the rapid advancement of AI, it is crucial for firms to adopt and manage AI technologies to stay competitive in their respective markets. However, implementing AI and its oversight can be complex and requires careful consideration of the right programs, policies, procedures, and training to ensure successful integration. Zweig Group’s AI Innovation Discovery Team has extensive knowledge and experience in both AI and AEC. Click here to learn more. 

Sara Karstetter, MBA is a mergers and acquisitions advisor with Zweig Group. Contact her at skarstetter@zweiggroup.com.

In its 6th year, the Elevate AEC Conference & Awards Gala continues to meet and exceed its mission. How? The ElevateAEC Conference is the largest in-person gathering of industry leaders and award-winning firms – all interested in advancing the “elevate the industry” vision.

This year’s ElevateAEC Conference is scheduled to be held in Frisco, TX (the new headquarters of the Professional Golf Association – PGA) at the newly-opened Omni PGA Resort. This venue is the perfect place to mingle, connect, and learn together and it’s filled with many post-conference activities to enjoy too. 

Attendees who enjoy a good game of golf can choose from two 18-hole championship courses and there’s even a lighted 10-hole, par-3 short course for those who want to venture out after dark. Now, if golf’s not your thing, take a dip in one (or all) of its four onsite pools, including an adults-only rooftop infinity pool, or rejuvenate at the spa. And everyone can find some fun in its exclusive district where a variety of signature dining and retail concepts, virtual game experiences, programmed entertainment, and more is all available right at your fingertips.

Connect and Celebrate

When it comes to professional events, there’s nothing better than learning, connecting, and then celebrating your successes with colleagues – together. When you attend the ElevateAEC Conference, you’ll have the ability to do all three. We’ll have:  

Incredible Keynote Speakers: This year’s lineup is dazzling. Their insights will leave you energized and ready to take your business to the next level. The opening keynote speaker is Bolanle Williams-Olley, CFO and co-owner of Mancini Duffy, and best-selling author of Build Boldly, a practical playbook written to ignite individuals and leaders to take bold, courageous action and craft their own unique playbooks for success. See a complete list of speakers here. 

Panel Discussions: You’ll hear directly from the top-performing firms in the industry on topics ranging from workplaces of the future to the impact of technology and AI. These panel discussions serve as the ideal platform to share ideas and learn from each other. 

Strategies and Tactics: Looking for tips on how to build a strong Board of Directors? Need new ways to drive performance and efficiency? Interested in learning about remote work and its impact on recruitment and retention? You’ll learn how to implement strategies and tactics for these subjects and more from the best of the best. 

Something for everyone: There are a whopping 16+ breakout sessions to choose from, covering every area of the business from project management and marketing to ownership transition and a host of others.  

A past attendee said, “This conference is the best in the industry. With great networking opportunities, valuable learning sessions, and access to the best advisors – this conference is a must-attend for any AEC professional.”

Celebrating Success in Style 

And, this year’s conference is not just about learning – we know how to have some fun too. Join us for our iconic black-tie awards gala, where we’ll honor the 2023 winners of the Hot Firm list, Best Firms To Work For, Marketing Excellence, Excellence in Client Experience, Rising Stars, Top New Ventures, and the Jerry Allen Courage In Leadership Awards.

If you want to kick your celebration up a notch, there’s an opportunity to join the awards gala after party, where you’ll experience PGA’s world-renowned, modern ranch-style beer garden concept that incorporates six live hitting bays and features expansive views of the resort. It’s sure to be an experience to remember. 

Let’s Build Something Together

There’s no need to go it alone when it comes to taking your business to the next level. Most successful business leaders will tell you that collaboration is key. So, don’t miss out on the biggest event in the AEC industry – register now for the ElevateAEC Conference to learn, connect and celebrate. We’ll be waiting for you. Registration is open for the annual in-person conference in Frisco, TX from September 13-15. 
Book here by August 18. If you have questions or are interested in getting a group rate, contact: events@zweiggroup.com or call the Zweig Group team at 800.466.6275.  

AEC firms must offer variety, identify employee interests, and create a positive work environment to retain top talent. 

AEC employees across the industry are getting bored with their current firms because the work has become routine and they desire a variety of projects, personal growth opportunities, a flexible work environment, and the list goes on and on. 

In the one-hit wonder, “Escape (The Piña Colada Song)” by Rupert Holmes, a man reads the personal columns in the newspaper and spots an ad that catches his attention. It’s a woman seeking a man who is into the same things he’s into including those dangerously delicious piña coladas. The man responds to the ad and they arrange to meet at a bar called O’Malley’s where they will plan their escape. Upon arrival, he quickly realizes the mystery person was actually his current partner. They have a drink and talk about how they have more in common than they had known and that they do not have to look any further than each other for what they seek in a relationship. 

Could this same scenario be playing out with the principals and staff in architecture, engineering, and construction firms? A few things to consider: 

The importance of variety. AEC firms can offer a range of opportunities to their employees to keep them engaged and motivated. This can include opportunities for career advancement, training and development, cross-functional projects, and exposure to new clients, projects, and business functions like marketing or strategic planning. Providing variety in the work can help employees to remain engaged, maintain their interest in their job, reduce burnout, and ultimately, retain them within the organization. 

Identifying employee interests and passions. To provide employees with variety and new opportunities, it is important to identify their interests and passions. AEC firms can do this by offering regular feedback and conducting performance reviews. By understanding an employee’s strengths, areas for improvement, and interests, firms can offer tailored opportunities that align with their career aspirations. This approach can lead to higher job satisfaction, engagement, and ultimately, retention. Hundreds of firms participate annually in Zweig Group’s Best Firms To Work For Award program to gain valuable insights into their employees’ feedback. 

Creating a positive work environment. Creating a positive work environment is also critical for retaining top talent. This includes offering a flexible work schedule, promoting work-life balance, and providing opportunities for collaboration and teamwork. Firms can also offer social activities, such as team-building events and happy hours, to promote a positive work culture and foster relationships among employees. According to the 2022 Best Firms To Work For overall results, more than 90 percent of respondents from these firms agreed or strongly agreed that positive relationships were present among employees and leaders. 

In the AEC industry, retaining top talent is critical for the success of the firm. To do this, AEC firms need to provide variety and new opportunities within the organization, identify employee interests and passions, and create a positive work environment. By offering competitive compensation and benefits packages and recognizing and rewarding employees, firms can improve retention rates and drive success. It’s time for AEC firms to take the friendly warning from Rupert Holmes and find ways to keep their employees engaged, motivated, and away from the job posting ads. 

CEO Roundtable Retreat is a unique opportunity for AEC firm leaders to engage and interact with industry peers to discuss current issues facing firms today, explore industry trends and next practices, and confront the biggest challenges they face leading their firms. Join us June 22-23 in Napa Valley, California. Click here to learn more! 

Instead of waiting for the perfect project manager to appear, invest in developing these valuable professionals within your firm.

In the architecture, engineering, and construction world, locating and landing professionals with the expertise, skills, and abilities to lead projects effectively is an ongoing struggle. These ideal candidates, often referred to as “unicorns,” are elusive but crucial to a firm’s success. While attracting, engaging, and retaining the right project managers is essential, many organizations are not adequately developing these professionals internally.

Research has demonstrated that project manager competencies significantly impact project outcomes, with the leadership skills of the project manager being best linked to project success. However, traditional project management training often fails to align with the skills that we know our projects and our firms need to be most successful. Based on studies of project manager performance and project performance, only two of the top 15 most referenced knowledge, skill, and ability (KSA) domains are conventional project management characteristics. Of the remaining 13, 11 are interpersonal and two are analytical/technical. Much of conventional project management training is focused on the reverse, with the content being heavily weighted toward scope, schedule, and budget. No wonder we struggle to find such a scarce resource in the market. We are focused on the wrong things at the early stages of leadership development.

This also aligns well with our research into project management. When asked about the firm-specific training they provide to project managers, the overwhelming majority of survey respondents mention the ability to follow policies and procedures such as time-charging policies, how to open a job number, or proposal preparation, among others.

Interestingly, zero of the top 15 most sought after KSAs are “ability to follow policies and procedures” or “time charging policies.” This is not to say that these are not important to firm success. We must do these things and we must do them well, but we should not stop our development at these stages. There is so much more out there to focus on that packs a bigger punch when it comes to the long-term success of your people.

When we ask survey respondents to identify the greatest needs for project managers, firms and individuals reply with leadership, personnel management, people management, and communication skills, among others.

It is clear from both Zweig Group’s research and the overall body of research into project management that we need more leadership and interpersonal skill development to lead projects, not more scope, schedule, and budget. We have poor supply-demand fit today as much of conventional project manager development is not focused on the skills best linked to success. In some ways, firms are searching for people that exist in the market only by happenstance, luck, or previous experiences that shaped them into the people they are today. This is not surprising. If neither our firms nor conventional project management training is focused on developing these skills, who is?

As artificial intelligence continues to automate mundane and repetitive tasks, the importance of interpersonal effectiveness and leadership will become even more vital. To gain a strategic advantage in this evolving landscape, firms should prioritize leadership development for project managers.

To nurture your own “unicorns,” consider incorporating interpersonal skills as core competencies for your project managers. Four key areas of focus include:

1. Communication. Develop skills of information gathering, curious questioning, distribution, expectation setting, and high-level briefing to improve communication within the team.

2.  Feedback. Train project managers to ask for and provide effective feedback, and then develop and incorporate actionable strategies to improve based on this input.

3.  Facilitation. Develop the ability to guide discussions, resolve conflicts, and engage stakeholders in a collaborative manner.

4.  Adaptability. Encourage project managers to embrace flexibility and adapt to changing circumstances, ensuring projects remain on track despite unforeseen challenges.

By concentrating on these areas, you can develop skilled technical professionals who also excel in interpersonal relationships. A systematic approach to cultivating these “unicorns” within your organization can lead to increased success and a stronger competitive edge.

In conclusion, instead of waiting for the perfect project manager to appear, invest in developing these highly sought-after professionals within your organization. By focusing on interpersonal skills and leadership, you can create the “unicorns” needed to propel your firm’s success in an ever-changing industry. And once you have cultivated these valuable assets, be sure to secure their place in your organization – the industry will undoubtedly want them too. 

Virtual Project management seminar The need for leadership skills among AEC project managers has never been more critical. This course will help take the guesswork out of leading a project team. It will equip project leaders with practical, science-backed skills so they can empower their teams, optimize their project process, and surpass project goals. Click here to learn more.

Baldwin now manages Appalachian Pipeline’s 500-plus-piece fleet of equipment ranging from trucks, skid steers and excavators to boring machines, pipelayers, sandblasting pots and numerous attachments. Baldwin talked to ICUEE about some of his biggest lessons learned since joining the pipeline industry nearly eight years ago, along with what he thinks it will take to continue succeeding as an equipment manager.

Q: What are some of the biggest pipeline industry trends right now?

We’re seeing a lot of new pipeline construction, as well as the refurbishing of existing lines. We’ve put in a lot of bids on “take-up and relay” projects where we’re removing old 10-inch lines and putting 16-inch lines in their place, or maybe going from a 16 to a 20. In either case, the existing pipe is too small to handle the volume that needs to run through it.

Another thing I’ve seen is that more equipment is available to rent than when I first started in 2011. A great example is the trailer-style vacuum excavator. We don’t operate this type of machine on an everyday basis, so I really can’t justify purchasing one. The challenge has been: Where can I go to rent one? Meeting people from leading manufacturers has been really helpful. Now there are a few vendors out there who have added vacuum excavators to their rental fleets.

Q: What are your biggest lessons learned thus far as an equipment manager?

Technology can be really helpful, but you have to do your homework and make sure you’ll get a return on your investment. For example, we’ve tried a couple of different telematics solutions, primarily for equipment tracking. The issue we’ve always run into is that, because of the specialized work we do, our equipment sometimes sits for longer periods of time. If it’s not being started and operated every day, especially in the colder northern climate, the telematics device seems to put a bit of a draw on the battery. Since our primary focus is productivity and downtime, that’s a concern for us.

Another issue we’ve had with telematics is that a lot of our equipment is older. We aren’t able to capture as much of the machine performance data as we’d like in order to really see the benefit of telematics. That will change over time, of course, as we replace and upgrade elements of our fleet.

Q: Do you have any advice for your fellow equipment managers?

When I first came into this industry, I didn’t know all that much. Plus, I was all by myself; nearly everyone else in the company was out on jobsites. I knew what a dozer was and what an excavator was, of course, but I knew I had a lot to learn. That’s why I attended my first ICUEE in 2013. Now the show has grown to include a lot more of what we utilize as a pipeline company. I’m looking forward to the show this year to see what else is new and different, and would encourage others to attend as well.

I like to think outside the box. I look at equipment and technology, not just for what it is designed for, but what our company can use it for. For example, we’ve started using pole trailers for hauling pipe on the right-of-way. They are compact, but can carry the weight. I think it’s important for equipment managers to really challenge themselves and think creatively.

My other piece of advice is that it’s important to build a long list of resources. That’s another reason I like ICUEE. I’ve been able to meet a lot of people from a lot of companies, some of which I was never even aware of. When I first became an equipment manager eight years ago, I only had a couple of mat companies I dealt with. Now I have six or eight. The more people you know and the more options you have, the better you can be as an equipment manager.

You can see the latest equipment and technology for the utility and construction industries at ICUEE – The Demo Expo, Oct. 1-3, 2019 in Louisville, KY. Registration is now open.