In the world of AEC mergers and acquisitions, financials and forecasts only tell part of the story. Beneath the balance sheet lies a deeper, more complex reality—people, relationships, and culture—that ultimately determines whether an acquisition will be viewed as a success or failure.

It’s no secret that each firm in this industry is defined by its people.

That’s why smart buyers in the AEC space are expanding their definition of due diligence and taking novel approaches to post-transaction integration. It’s no longer enough to review project backlogs and profit margins, decide that a firm is valuable, and close a deal. The most sophisticated acquirers are now deploying three powerful tools that provide unmatched visibility into the real health of the firm they’re acquiring, and help that firm successfully integrate after the deal is closed:

1.    The Client Perception Survey
2.    The Employee Engagement Survey for Cultural Clarity
3.    The Harrison Assessment for Leadership

When used together, these tools provide a 360-degree view of a target firm’s people, brand, and organizational health—exactly the intangibles that can make or break a deal post-close.
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1. The Client Perception Survey: What Do Their Clients Really Think?

Most firms will tell you their client relationships are rock-solid. But in M&A, assumptions are dangerous. The Client Perception Survey offers an objective, third-party assessment of what the client base really thinks—and whether those relationships are durable.

This survey goes beyond Net Promoter Scores to ask about:
•    Responsiveness and communication
•    Perception of technical competence and innovation
•    Likelihood of awarding future work
•    Risk of attrition if leadership changes

Why it matters in M&A:
•    Provides early warnings about at-risk accounts
•    Confirms competitive positioning and market reputation
•    Help validate backlog quality and revenue projections

The utility of this tool isn’t just limited to acquirers- any firm owners considering the sale of their firm will want to have a clear understanding of any risks to their revenue and brand value prior to pursuing a sale.
When considering its use as a seller, the information gleaned from such a survey should only be shared with a well-vetted and well-trusted potential buyer. The voice of the client should be central in any A/E/C acquisition—and this tool ensures it is.
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2.    The Harrison Assessment: Building Something Together

In any acquisition, leadership continuity is a top concern. Will the principals stay? Will they thrive under new ownership? Can they lead a larger or more integrated business?

The Harrison Assessment offers a science-backed answer to these questions. More than a personality test, it provides deep behavioral analytics on key leaders and rising talent. It evaluates not just strengths, but also derailers—traits that could become liabilities in times of stress, change, or integration. Firm leaders across the Architecture and Engineering industries use these assessments to better understand prospective partners and candidates for promotion, as well as to help them develop key individuals.

Why it matters in M&A:
•    Reveals leadership compatibility across firms.
•    Highlights gaps in succession planning.
•    Identifies the strengths and weaknesses of a firm’s leadership, providing a roadmap for better integration.

In other words, the Harrison lets you quantify chemistry—a make-or-break element in professional service firm M&A. Steps can then be taken to strengthen and develop critical behaviors for success in the roles needed in a new organization. 

This assessment goes further than providing a simple make-or-break decision, as it can provide the starting point for individual growth and development plan for any leader after an acquisition.
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3. The Employee Engagement Survey: Measure the Culture

The value of any A/E/C firm rests heavily on its people. And while resumes and org charts tell one story, the Employee Engagement Survey reveals another: how people feel about their work, their leaders, and their future. This confidential tool captures real-time sentiment across a wide range of areas, including:

•    Trust in leadership
•    Clarity of communication
•    Alignment with mission and values
•    Openness to change or integration

Why it matters in M&A:
•    Flags internal instability before it turns into turnover
•    Surfaces culture clashes early
•    Provides a baseline for post-close integration planning

Buyers who overlook employee sentiment often face post-deal surprises: mass resignations, cultural resistance, or the slow erosion of institutional knowledge. This survey helps prevent that, and can be delivered confidentially by a third party like PSMJ.
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Together, These Tools Empower Both Sides of The Deal
Financial due diligence remains essential—but it can’t uncover misaligned leadership, dissatisfied clients, or a disengaged workforce. That’s why PSMJ recommends these three tools for strategic and financial buyers.
Used together, they give you:
•    Data-driven confidence in leadership teams
•    Clear insight into external reputation
•    pulse on internal stability and morale

Ultimately, they help answer the question every buyer must ask before closing:
“What is the actual reputation of the firm joining with us? How can we help these leaders grow after they join?”
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Final Thought:
In M&A, surprises are costly. These tools don’t just reveal the hidden risks—they also highlight untapped strengths and give acquirers a head start on integration. While most deals fail based on gaps in valuation, whether or not a deal is viewed as a success post-close is based on the success of integration.

Want to learn how these assessments can fit into your next acquisition? Contact PSMJ’s M&A Advisory team to explore how we can support your next acquisition—from numbers to nuance.

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*This content is for informational purposes only, you should not construe any such information or other material as legal, tax, investment, or financial advice.