When David Maister wrote Managing the Professional Service Firm, he gave timeless guidance for industries built on expertise, relationships, and trust. Decades later, his insights remain profoundly relevant to engineering, architecture, and construction (AEC) firms that rely on professional judgment

As firm leaders, we are likely familiar with strategic planning, where we set goals, align resources, and track progress toward growth. Succession planning, at its core, is not much different. The process is still about envisioning a future, building a plan, and

In every firm’s journey, there are intense seasons of business. These are the periods when deadlines pile up, opportunities multiply, and leaders feel the pressure to deliver more in less time. The pressure is real, and so is the risk: pushing

As an AEC firm grows, leaders often face a familiar struggle: the gap between strategy and execution. Big plans are made in boardrooms, but day-to-day demands quickly pull attention away. That is where The 4 Disciplines of Execution by Chris McChesney,

Every entrepreneur, CEO, and business leader in the Architecture, Engineering, and Construction (AEC) industry — and beyond — faces a common challenge: How do you grow your leadership in a way that actually scales your business and your impact?  You might start as

Every entrepreneur, CEO, and business leader in the Architecture, Engineering, and Construction (AEC) industry dreams of building a high-performing team aligned toward a common goal. They craft vision statements, set ambitious targets, and map out detailed strategic plans. But even