The Business of What Gets Built
News, market intelligence, and practical strategy for the people who win the work and run architecture, engineering, and construction firms. Written by the team that does business development for them.
Knowing what projects are available is useful. Knowing why they are happening, who is influencing them, what clients are thinking, and how to position your firm to pursue them is business intelligence.
Knowing what projects are available is useful. Knowing why they are happening, who is influencing them, what clients are thinking, and how to position your firm to pursue them is business intelligence.
Strategy gives an AEC firm direction. Creativity makes that direction visible. Execution takes it into the market. What comes back should change what happens next.
The purpose of an AEC pipeline isn’t simply to generate more work. It’s to create the right work for the people, resources, ambitions, and economics of the firm.
A $5 million engineering or architecture firm shouldn’t build its growth strategy by copying a $500 million company. The economics, resources, opportunities, and people are different.
For small and mid-sized AEC firms, discovering an opportunity when it is advertised isn’t necessarily a failure of business development.
Your technical professionals should be part of business development. That doesn't mean they should be responsible for making it happen.
AEC firms need business development capacity. The real question is whether to build that capability internally or plug into a team already doing the work.
Referrals built the firm, and then referrals became the ceiling. A practical look at how engineering firms add clients beyond the network: deliberate relationships, sharper positioning, and public QBS work.
More of The Pursuit in your Google results.
