The role of President in an AEC firm is critical, sitting at the intersection of vision, leadership, and accountability. This is the individual who translates strategy into results while also serving as the firm’s culture ambassador through growth and change. Hiring from within for any leadership role should always be your strong preference. Internal promotions promise cultural continuity, lower risk, and faster trust-building. But, they can also create blind spots, internal friction, or strategic drift if not carefully managed.
Here are three ways to find the best candidate from within the firm and set that individual up for success in the role of President:
1. Look beyond tenure and technical excellence. True leaders don’t need a certain background or job title to create contagious positive energy and excitement around them. These are the people who rise above toxic negativity and office gossip. They look for solutions and are curious about a wide range of areas of the firm. They earn the respect of internal as well as external stakeholders and don’t expect that respect to be just granted to them. Pro Tip: Your next President might not come from a technical role. We’ve seen Marketing Directors, HR Directors, and other non-technical professionals become excellent AEC firm Presidents.
2. Don’t assume that an internal promotion is the “easier” route. It’s tempting to think that promoting an insider guarantees a smooth transition. After all, they already know the firm, the clients, and the culture. But the shift from colleague to President often creates unique tension. Yesterday’s peers are suddenly today’s direct reports. Additionally, if the outgoing President remains active in the firm, the new President must be empowered to lead, not merely “fill in”. Add to that that insiders are more likely to be comfortable with “how we’ve always done it” and will need the courage to challenge assumptions and invite outside perspectives. Pro Tip: The outgoing leader should publicly and repeatedly communicate confidence in the new President. Formalize this through announcements, client communications, and internal meetings.
3. Remember that it is an evolution, not a revolution. Hiring a President from within isn’t just about cloning the previous leader. It’s about evolving the firm for its next chapter. Every generation of leadership should refine (not replicate) the firm’s DNA. Pro Tip: Encourage the new President to join peer networks or executive programs specific to AEC leadership. Exposure to other firm leaders expands perspective and avoids “echo chamber” thinking.
The best AEC firms view internal succession not as a disruption but as a renewal. The new President brings energy, perspective, and adaptability. When done right, that balance becomes your competitive advantage. An internal President isn’t just a sign of continuity. It is also a signal that your firm has built a leadership pipeline, not a personality cult…and that’s the ultimate measure of a mature, sustainable, and thriving AEC firm.