OWNERSHIP TRANSITION: What your firm is worth depends on why you are asking.

In just about any scenario, selling all or most of your firm to an external (e.g. another firm or outside investor) will yield a higher valuation than selling equity to internal employees (particularly in smaller amounts of equity). Why? For starters, buying a majority or controlling interest in the firm is more valuable than buying a minority interest because it comes with more power and liquidity. If building an ownership plan is on your ‘to do’ list for 2026, make sure you are working from the right value for the right purpose. Learn more about building an ownership program that works at PSMJ’s AEC Ownership and Succession Strategies Workshop.

STRATEGIC PLANNING: It isn’t a plan if it doesn’t have accountability baked in it.

A strategic plan without accountability is a wish list, not a management tool. For every strategic priority, assign a single accountable owner, define measurable outcomes tied to firm performance (growth, profitability, backlog quality, talent retention), and establish a cadence for review at the executive level. In AEC firms, where billable work easily crowds out “important but not urgent” initiatives, accountability is what converts strategy from a document into sustained behavior and results. Get more tips for getting the most value out of your strategic planning efforts by downloading PSMJ’s Perfect Vision e-book.

MARKETING: A stronger marketing culture around CRM starts when the system is positioned as a tool not a burden.

Want more consistent CRM usage in 2026? Don’t just require leaders and Project Managers to use the CRM to document client interactions, pursuits, and follow-ups and stop there. Start underscoring that you are making decisions based on that data in pipeline reviews and growth investment discussions. When CRM activity is visibly used by leadership to allocate resources, prioritize pursuits, and hold teams accountable, it becomes part of how the firm grows business, not just another database to be filled out.

FINANCIAL MANAGEMENT: Cash flow improves when invoicing discipline matches project execution discipline. 

Build “collectability” into the front end of every project by negotiating clear billing terms, milestone-based invoicing, and enforceable payment timelines before work begins. Then assign explicit accountability for collections and review aging weekly at the leadership level. In AEC firms, improved cash flow is rarely about more aggressive collections. More often, it is about tighter scopes, cleaner invoices, and management attention applied early. Learn more about how to get paid faster in PSMJ’s Successful AEC Financial Management Workshop.

TECH AND INNOVATION: Tie technology investments to business outcomes, not novelty. 

Adopt new tools only when they directly improve margin, speed, quality, or client experience. Make every technology initiative answer a clear business question, such as reducing rework, accelerating delivery, or improving project predictability. This creates a culture where innovation is measured by results, not enthusiasm. Registration is now open for PSMJ’s AEC INNOVATE show coming to Las Vegas in June 2026, where hundreds of the brightest AEC tech minds and visionaries come together to explore what is coming next in AEC technology and innovation.

This is content from the PSMJ Newsletter, exclusive to PSMJ PRO Members. PSMJ PRO is the fastest-growing network of AEC firm leaders. Not a PRO Member? Try a 50-day trial (no credit card required). You can request a trial here: https://bit.ly/50dayLI