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Posted By Elizabeth Harris, FSDA,
Wednesday, May 10, 2023
Updated: Monday, May 8, 2023
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Editor's note: the full webinar is available for purchase from the SDA Store on the National Website at https://bit.ly/SDAStoreGoNoGo Be sure to login to receive the SDA member price.
The Go/No-Go Process: Promoting Effective Marketing & Risk Management
Have you ever wondered if your marketing decisions align with your firm's strategic goals and objectives? Are you interested in learning about a systematic process to help you make more objective decisions? In this post, I will share what I learned about the Go/No-Go process, a structured approach to promote effective marketing and risk management.
I attended a session presented by Diane P. Mika, VP & Director of RM Education, Berkley Design Professional, and Julie Standon, LEED AP, Principal of SitePlus, at EDConnect21. The program focused on aligning marketing decisions with your firm's strategic goals, revenue objectives, and operational realities, identifying criteria that factor into an effective Go/No-Go decision, and developing a WIN strategy based on the gathered information.
Diana started the presentation by stating “evaluating whether a client and their project is a good opportunity for your firm is where Risk Management begins.” A structured and systematic Go/No-Go process can help you make a more objective decision. According to Deltek, only 35% of design firms have developed a formal process and only 24% use it strategically.
Marketing is an expensive overhead item and needs to be as efficient and productive as possible. A/E firms operate on an average profit level of 14.4%. Marketing costs average 8% of net revenue but can be as high as 12%. Marketing costs are greater than just the marketing staff and administrative expenses. Significant time is also spent by the professional staff as well. To spend marketing dollars wisely, a formal Go/No-Go process helps you spend those dollars on the right pursuits and not just rolling the dice.
Why have a Go/No-Go process?
- Increases the odds of success
- Reduces exposure to liability
- Offers the most efficient use of company resources and manpower
- It enables you to make a decision more objectively than subjectively
Factors That Influence the Go/No-Go
- Existing Client Relationship
- Targeted Client
- Likelihood of Profitability
- High Probability of Win
- Staff Utilization
- Gaining Experience in a New Sector
How do you evaluate the process with a specific project? Use a checklist – a tool for internal review to help you understand and evaluate the selection criteria objectively vs. subjectively.
Go/No-Go considerations:
External considerations for The Client: Do they have experience with the project type? Clients without this experience might require more hand-holding and thus more fees. What is the client’s reputation? Their financial capabilities? Carefully review the contract and make sure you have no exceptions to any clauses. What is their litigation history? How does this client resolve issues? Will they agree to a mediation clause?
Internal considerations for The Client? Are they existing clients? If so, you’ll know what you’re getting and what to expect. Is there potential for future work? Long-term relationships are a benefit to everyone. What is their company culture? How to their people work together within a company? How will your company culture mesh with their culture?
External considerations for The Project? Does the scope and size of the project fit in with your capabilities? Is it with an existing client with whom you want to maintain a relationship or a new client to start a new relationship? Funding source/status? Is it in place or bonds to be sold, grants, or private money? (Diane gave an example of a hard-to-please residential client funding his current project from damages he received from a previous one!) It’s important to know that the client has a solid payment plan. Budget/schedule? Is the budget adequate? Schedule do-able? Construction method? Are you familiar with the technique? Did you know about the project ahead of time? Are there any politics, entitlements, and regulations affecting the project, such as a neighborhood group that is likely to protest, etc.?
Internal consideration for The Project? Determine what design services are required. Do you need to bring on consultants? Can you bring on the right team? Do they bring the right expertise, and are they known and liked by the clients? Are there any MWBE requirements? What is the client’s decision-making process? Find out who are the key decision makers. Project location – can you access it easily? If not, do you have enough fee for travel, overnight stays? Is there an opportunity to propose additional services as added value for the project? Always look for ways to add to the fee potential.
Eight Steps in Developing the WIN Strategy.
- Capabilities/experience match with the client’s needs/expectations? If the client is looking for five similar projects completed in the last five years, do you have those to show?
- Appropriate staff available? Clients will often lock in the proposed project team as part of the contract. Make sure staff are available
- Who is your competition? What are their strengths and weaknesses, and how can you show you are better than they are?
- Are you strategic? Does this project contribute to the firm’s mission? Know your mission, and every project you undertake should support your mission.
- How do you distinguish yourselves? Once you know what the client is looking for and what the competition brings, how can you demonstrate proof of differentiation? Be specific on what you can do and bring and why is it a benefit to the client.
- What is the most important message about your firm you want the client to hear?
- Resources/connections to help you become more known to the client and provide you with good information about that client.
- What are your chances of winning for real? What is the realistic probability of a win? You may be able to do it, but can you win it?
A project is a no-go if:
- You have never met anyone from the potential Client’s firm/institution
- The client is not familiar with your firm
- You don’t have relevant experience
- You don’t have enough time to prepare a great submittal
- Your chances are less than 50%
A Formal Go/No-Go Process is Beneficial
- Increases your odds of winning work
- Reduces your liability exposure
- Uses your company resources and manpower more effectively
- Gets buy-in from the entire team, which leads to a more collaborative and productive process, ultimately lays the groundwork for a more profitable project
The Go/No-Go checklist that was used during this presentation is included in the webinar handout that may be downloaded during purchase from the SDA store. https://bit.ly/SDAStoreGoNoGo
What has been your experience with using the Go/No-Go process? Please share any tips or suggestions in the comments below.
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Posted By Stephanie Kirschner, FSDA,
Thursday, May 4, 2023
Updated: Thursday, May 4, 2023
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Editor's note: Canstruction, Inc. was established in 1992 by Cheri Melillo and her SDA colleagues with a vision to bring together the design, engineering, and construction industries through a unique and fun medium that would provide canned food to hunger relief organizations.
Cheri's dedication to Canstruction led to her being named an Honorary Member of the AIA in 2000, and in 2009, on behalf of Canstruction, she accepted the Creativity of the Mind Award from "The Odyssey of the Mind" and a Public Service award from the Building Owners and Managers Association (BOMA). Cheri's leadership as volunteer President and Executive Director of Canstruction lasted 17 years until her passing in December 2009.
If you want to learn more about Canstruction visit their website at https://www.canstruction.org/. Make a tax-deductible donation to Canstruct a World Without Hunger here.
The Empire of Canstruction®: How an SDA Member Brought the Force Against Hunger
May the 4th be with you! Like a Jedi mind trick, I can't help but think of the incredible Star Wars-themed sculptures that have graced Canstruction competitions over the past 31 years. While many are familiar Empire of Canstruction events, the origins of the Rebel Alliance with SDA may be lost on our younger Padawans, so let's give it some laser focus.
Canstruction® is a non-profit organization that aims to fight hunger in local communities by fostering friendly competition among architects, engineers, construction firms, and students. Founded in 1992 by SDA member Cheri Melillo, Canstruction combines the design and construction community to create giant sculptures made entirely from canned food. These sculptures are then put on display as a public art exhibition to raise awareness about the issue of hunger. At the end of the exhibition, all the canned food used to build the sculptures is donated to local food banks. Since its inception, Canstruction has donated over 82 million pounds of food to communities worldwide.
Prior to the COVID-19 pandemic, Canstruction had become one of the largest internationally recognized food drives of its kind, with competitions held in over 150 cities worldwide. Canstruction operates in various countries, including the US, Canada, Mexico, South America, Europe, Australia, and Asia, providing an opportunity for architecture and engineering firms, construction companies, K-12 schools, and universities to collaborate and fight hunger in their local communities.
Today SDA remains an official supporter of Canstruction. SDA Chapters across the country host or support events in their areas. SDA awards membership to SDA through its Canstruct a Member program. The results of the Annual Canstruction International Design Competition are featured at SDA's EDSymposium and an SDA member has a seat on the Canstruction board.
Canstruction provides a unique opportunity for designers and builders to showcase their creativity while making a positive impact on their communities. With its continued growth and success, Canstruction will make an even bigger difference in the fight against hunger in the years to come.
  
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Posted By Jennifer Greene, CDFA,
Wednesday, April 26, 2023
Updated: Monday, April 24, 2023
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Editor's note: Happy Administrative Professionals Week! As we celebrate this week, let's take a moment to reflect on the value we bring to the world. Jennifer M. Greene, CDFA, Director of Marketing, Ronnette Riley Architect, shares her thoughts on the role of administrators in the blog post below.
If you're looking for more inspiration, check out the wildly popular webinar by Simon Goodhead of the Cox Group in Atlanta, Georgia, titled "Why Administrators Might Rule the World." In this webinar, Goodhead dives into administrators' vital and expanding role in organizations and provides insight into how we can empower ourselves to navigate the challenges ahead. He discusses the traditional roles for administrators in our industry before launching into the future and evolving roles we can take on. It's a dose of inspiration that will motivate and excite you about the possibilities ahead.
If you want to check out the webinar, you can find it here: https://www.sdanational.org/store/viewproduct.aspx?id=21893412. Let's continue celebrating and empowering our administrative professionals this week and beyond!
The Essential Role of Professional Administrators in the Architecture and Engineering Industries
Happy Administrative Professionals Week! This week, we celebrate the hard work and dedication of administrative professionals who keep our businesses and organizations running smoothly. In particular, we want to give a shoutout to those who work in the architecture and engineering industries.
Professional administrators are the backbone of any organization. They are responsible for managing and directing operations, ensuring everything runs efficiently and effectively. But what makes professional administrators so important to these industries?
First and foremost, professional administrators bring expertise to the table. They are trained to understand and implement best practices in management, leadership, and organizational structure. With specialized knowledge and skills, they can navigate complex challenges and make informed decisions.
Accountability is also a critical factor. Professional administrators are responsible for the success or failure of the organizations they manage. They ensure that resources are used effectively, budgets are balanced, and objectives are achieved.
Professional administrators are also skilled at thinking strategically, identifying opportunities, and developing plans to achieve organizational goals. They develop long-term strategies and ensure that day-to-day operations align with those strategies.
Leadership is another key attribute. Professional administrators inspire and motivate their teams to achieve excellence. They are skilled at communicating effectively, building relationships, and creating a positive work environment.
Compliance is crucial too. Professional administrators ensure that their organizations comply with laws, regulations, and ethical standards. They stay up-to-date with changing regulations and policies to ensure compliance.
At SDA, we understand the critical role professional administrators play in the architecture and engineering industries. We provide support and resources to help you succeed in your roles.
So, here's to you, professional administrators! Your expertise, accountability, strategic thinking, leadership, and compliance ensure that our industries operate efficiently, effectively, and in accordance with best practices. We appreciate all that you do!
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Posted By Elizabeth Harris, FSDA,
Wednesday, April 19, 2023
Updated: Thursday, April 6, 2023
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Our guest blogger today is Rich Friedman of Friedman & Partners. Rich Friedman has over 30 years of experience in the A/E/C and environmental consulting industries. He is the Founder and President of Friedman & Partners and has worked with organizations of all sizes. Rich is known for his superior communication skills and ability to achieve results, despite the most challenging organizational dynamics. He is dedicated to helping firms grow their way by connecting them with the resources, opportunities, people, and strategies they need to succeed. Rich holds a B.S. from Cornell University, an M.S. from Penn State University, and an M.B.A. from Babson College. You can reach Rich via email - rich@friedmanpartners.com or by phone (508) 276-1101.
Your Secret Business Development Weapon: The Introvert
Can an introvert become comfortable with, contribute to and find happiness in business development? That’s the question we’re going to answer in this article. Let me kill the suspense: the answer is yes, introverts can play an effective, satisfying part in your firm’s business development culture. This is a topic I address often in my work, including a recent webinar – “Business Development for Introverts” – that I presented last month as part of a series for ERP and CRM solutions provider Unanet.
Why Bother?
While business development may not come as naturally to an introvert as it does to an extrovert, the reality is that introverts are often more effective in the role. This can largely be because of their introverted tendencies rather than despite them. Introverts are often subject experts with deep knowledge of how the firm’s services interact with its clients’ challenges. They are also usually good listeners and they ask good questions. All of this frequently leads to fiercely loyal client relationships and repeat work. Clients – some of whom are introverts themselves – sometimes prefer the quieter, more laid-back approach of the introvert to an extrovert who might come on too strong for their liking.
I always work from the premise that all firms should strive to create a business development culture, where every employee participates in and contributes to a firmwide effort to create opportunities, build client relationships and sell more work. This can help firms achieve their full growth potential, while smoothing the hills and valleys that inevitably come along. It also reduces the risk of having one or a few individuals responsible for all business development.
I also accept the assumption that the A/E/C industry has more than its share of introverts. At a recent class I taught for the Massachusetts chapter of the American Council of Engineering Companies (ACEC), two-thirds of the room self-identified as introverts. For these and many other reasons, it is important to foster business development skills in the introverts among us.
Making it Happen
So how do we make it happen? Here are eight ways to turn introverts into some of your best business developers.
- Don’t write them off. Many A/E/C firm principals look at an obvious introvert and immediately disqualify them as potential business developers. This does a disservice not only to the employee but also to the firm as a whole. Good business development is as much about strategy and tactics as any “natural” ability to sell. Introverts can be exceptional business developers; they just may need more help getting there.
- Redefine the equation. Many introverts recoil at the idea of “selling.” But the professional services provided by A/E/C firms exist to help clients achieve a goal. Often, all it takes for an A/E/C professional to become interested in and adept at business development is for them to perceive their actions as “helping” rather than “selling.”
- Create a shadow. Let them see how it’s done first-hand. Put them on a call with a satisfied client, then one that isn’t as satisfied. Let them witness the array of situations and how a BD expert handles them. Much better if that expert also inherently displays introverted tendencies.
- Start in “safer” places. Encourage them to hone their networking skills where they’re already comfortable – with peer organizations, community groups and clubs. Schedule them for a lunch-and-learn with the colleagues in their group, then gradually expand the size and diversity of the audience in subsequent events.
- Encourage them to prepare meticulously for meetings and events. Many of the stresses that even veteran business developers encounter are due to a lack of preparation. Having good background information on business meeting participants or potential networking subjects can make the process vastly more effective and much less stressful. This means knowing, to the best of their ability, who will be in attendance, and doing some homework (e.g., identifying the contacts they want to meet and the people they already know, learning as much as possible from your firm’s CRM database, LinkedIn profiles and company websites).
- Teach them to practice good networking. As with much of the advice here, these tips are helpful for anyone presented with a networking opportunity. Even more so for the introvert. For example, getting to a networking event early avoids the awkward feeling of entering a room and finding that the only way to connect with someone is by interrupting an ongoing conversation. Is there anything more unsettling to an introvert? Arriving early offers ample opportunity to casually begin discussions with new people, and the latecomers have to bust in on your conversation. Other good networking practices include showing curiosity about the other person’s non-work life and interests, asking good (but not too personal) questions, and generally steering clear of anything related to business until a proper rapport has been developed. Training sessions on good networking practices should be standard in all firms.
- Stress the value. Smart people will respond when they see the value in taking on a task. When A/E/C professionals understand the relationship between a winning business development culture and the success of the firm and its people, they will almost always step up and at least try. For example, when an architect, engineer or environmental scientist who loves working on a specific type of project understands that their ability to do so hinges on contributing to the BD function, they will be much more likely to see it as a vital mission rather than a distasteful chore.
- Let them be themselves. The best – and often only – chance of success for an introvert to become a successful business developer is to avoid faking it or trying to play a role. They must be themselves, using their traits, strengths, and tools. A quiet introvert trying to be the life of the party is sure to fail. But one that is great at research and willing to put it to use while also “putting themselves out there” at a BD meeting or networking event could become one of the firm’s best BD people. It just requires a little grooming and a little practice.
Psychologist Carl Jung said, “There is no such thing as a pure introvert or extrovert. Such a person would be in the lunatic asylum.” It’s true. Most of us fall somewhere in between, not on the far edges of the introvert-extrovert spectrum. By leveraging the characteristics of introverts that benefit the business development process, and nurturing them so they can tap into the skills that are more typically considered the domain of the extrovert, A/E/C firm leaders can build a BD culture that efficiently and proudly features introverts and extroverts alike.
I’d love to hear any thoughts or stories you have about introverts in the BD function. And please check out my Unanet webinar on this topic at Business Development for Introverts.
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Posted By Elizabeth Harris, FSDA,
Wednesday, April 12, 2023
Updated: Saturday, April 8, 2023
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 SDA is committed to encouraging and supporting the personal growth, and professional development of individuals working in the AEC Industry. One way SDA delivers on this commitment is by offering the CDFA credential. Reaching CDFA status includes passing an exam that covers five core areas of the AEC Industry business: project management, marketing, finance, office administration, and human resources. SDA's Certification Committee works diligently to provide study materials and resources that will aid in preparing for the exam. However, it still takes commitment and effort on the part of each individual. To acknowledge those who have reached CDFA status, and to inspire others to follow in their footsteps, the Certification Committee is pleased to spotlight these accomplished individuals.
CDFA Spotlight - Joseph Ferdin, CDFA
Joseph Ferdin is Office Manager with MP Landscape Architecture, LLC located in San Antonio, TX. He has been an SDA member since February 2019.
What motivated you to earn your CDFA certification?
Working within a Landscape Architecture firm, I wanted to gain the trust of our staff. I felt earning a CDFA designation would be a sign to them I was willing to put in the work to learn my position and the design industry.
Did you have any concerns, or fears, about taking the exam?
I graduated from college back in 2016, so I hadn't studied for anything major in four years. I remembered my study techniques from college and applied them once again for the CDFA exam. It was like riding a bike; all my study habits came back to me.
What study tools did you find most useful?
I find that summarizing each paragraph as I read, with a quick sentence, helps me to remember. I also like to do a lot of study questions.
Did you learn anything new, or surprising, while preparing for the exam?
I would say every section had something new I did not know.
What section of the exam was the most difficult for you?
I found the Project Management section a little more difficult than the other sections. I'd also like to note that I scored lower than I thought I would in the Office Admin section. I might have been over-confident when studying thinking, "This is what we do every day, so I'll focus on the other sections". I recommend treating each section with the same amount of diligence.
Did you have a CDFA mentor help you with the material?
Not a mentor, but a study group I participated with nationally. The study group was led by Deborah Gill who did a superb job in our weekly study sessions. My local San Antonio chapter also gave guidance and shared study materials as well (i.e. flashcards, study questions, etc).
What role, if any, has your CDFA played in advancing your professional or personal development, growth, network, or career?
Joining SDA, and now having my CDFA, I now have access to an unlimited amount of sources from people locally, and nationally, within the same industry. I can ask questions and trust I'm given the proper guidance.
What is your top tip to someone considering the pursuit of a CDFA designation?
Make sure to give yourself time to study. Everyone's time is valuable and if you have made the decision to pursue your CDFA then give it your all!
What has obtaining your CDFA meant to you?
A sense of accomplishment. I enjoy the designation with my signature block and receiving emails from others who have it as well.
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