Here are my latest tips and tricks for improved AEC firm performance. See something that resonates? Make it happen at your firm! In so many cases, the difference between high performance and the rest of the crowd is simply a bias for doing and executing on good ideas...quickly!
See something here you want more info on or maybe even a tip that you just completely disagree with, let me know!
FINANCIAL MANAGEMENT: Speed is a competitive advantage...especially in billing and collections.
Cash flow improvement isn’t a finance issue as much as it is an operational discipline. Firms that invoice faster and collect sooner free up capital for more investment in growth. Sometimes even the smallest changes, like including an internal client project number on the invoice, can have a big impact on getting paid faster. Learn more about improving cash flow at PSMJ's Successful AEC Financial Management Workshop.
MERGERS & ACQUISITIONS: Your firm’s value is built long before you sell
Buyers pay for predictability, not just potential. Strong margins, diversified clients, and transferable relationships drive higher valuation multiples. But smart buyers aren't just looking at last year...they are looking for trends and sustained success. Start running your firm today as if you were an outside investor and look for the gaps, blind spots, and trends that are heading in the wrong direction.
STRATEGY & GROWTH: Client experience may be your most underrated growth strategy.
Repeat work and referrals dominate AEC firm success. Firms that systematize client feedback (including net promoter score, check-ins, and post-project reviews) create a durable growth engine. Even more, don't just get the feedback...be prepared to act on it. Use client feedback to drive consistent and continuous improvement in the firm. Want the benchmark data to drive improvement? Participate in PSMJ's AEC Premier Award for Client Satisfaction.
BUSINESS DEVELOPMENT: A strong BD culture beats a strong BD team.
Growth isn’t the responsibility of a few rainmakers. The highest-performing firms embed business development expectations across the firm. Those expectations will scale up or down, but everyone plays a role. Maybe the junior technical professional is expected to contribute to five blog posts in a year, while, on the other end, the Principal is measured by new project acquisition.
EMPLOYEE ENGAGEMENT: Culture is a byproduct of clear and consistent communication.
You don’t build culture with perks or slogans. You build it by clearly defining expectations and reinforcing them through decisions, promotions, and accountability. It also requires consistent and clear communication from leadership. Smaller firm CEOs...hold a weekly all-hands meeting to keep the energy going. Larger firms...do the same with a weekly video message. Don't leave space for rumors and toxicity to grow.
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