Business Development And Pipeline Posture

Today’s article is written from 30,000 feet — not because I’m on a plane, but because that’s the altitude where the big-picture problems in AEC business development become painfully obvious. When an architecture, engineering, or construction firm first reaches out to me, I always start with the same question: “Tell me exactly what you’ve been doing to Build New Business.” Once I hear the answer or, too often, the long silence, we can start to focus more on particulars. Or, as I like to say ‘areas of opportunity’. That’s when we start hitting upon some of the key items in our comprehensive Business Development & Marketing Audit — a 120+ point diagnostic that compares what they’re actually doing against what the top-performing firms do consistently. And that’s where the golf analogy comes in. Imagine stepping onto a crowded golf course on a Saturday morning. Play is painfully slow. You stand on every tee box waiting to hit because the group ahead is still in the fairway…who are waiting because the group ahead of them is on the green… who feel rushed the moment they mark their ball because they can sense the growing conga line behind them. The result? You’re either hurrying or waiting — never playing at the steady, confident rhythm that produces your best scores. That is exactly how far too many AEC firms do business development. The “Hurry” Phase: Cash is tight, the pipeline is thin, overhead is burning, payroll is due — suddenly everyone is scrambling: cold calls, desperate proposals, “We’ll sharpen the pencil,” price-cutting, attending every networking event in town. The “Waiting” Phase: A big project finally lands. Margins are decent, the schedule is full for the next 6–18 months, and the entire team breathes a sigh of relief. Business development? “We’ll get serious about that again when things slow down.” Sound familiar? The best golfers — and the most successful AEC firms — don’t play this feast-or-famine game. They maintain a disciplined, consistent pace no matter what’s happening around them. They also use the right clubs for the shot in front of them. Golf gives you up to 14 clubs plus specialized gear. AEC business development gives you CRM, lead services (ConstructConnect, Dodge, etc.), LinkedIn, thought-leadership content, targeted proposals, relationship mapping, automation, analytics, AI and many other tools. I’ve seen too many companies swing the same rusty 7-iron on every hole — or worse, leave half their bag in the trunk. Want to shoot lower scores in golf? Take a lesson, get fitted for clubs, practice with purpose. Want to Build not just New Business but Better Business? Then start with a ruthless review of what you’re actually doing today versus proven best practices.” Think of your audit as a scorecard that forces you to confront every weak link in your process, from lead generation and qualification to proposal hit rates and client retention systems. I’ve had companies complete it and tell me it’s the most eye-opening (and occasionally uncomfortable) 90 minutes they’ve spent on their business all year. Don’t wait for the next “hurry” cycle to hit. Gather your team, audit your processes, score your firm honestly, and finally start playing business development at the steady, confident pace that fills the pipeline — and keeps it full. Remember, "It is a bad plan that admits of no modification." - Publilius Syrus ------------ Bobby Darnell is the founder and Managing Principal of Construction Market Consultants, Inc. An Atlanta based consulting group specializing in Business Development, Sales, Marketing, CRM as well as executive placement for the AEC (Architectural, Engineering and Construction) industry. Bobby budgets four hours per week for just ‘talking shop’ with AEC Business Owners and/or AEC Business Developers. He never does follow up emails or calls unless asked. (Translation: You don't have to worry about booking a call and having him pester your or flood you 'in-box'. You will literally never hear from him again.)

Another trip around the sun and, for many, fiscal and calendar year will soon be in the books. As AEC firms look back on the year and forward to the next, some will decide it’s time for a complete business-development overhaul…or at least, a thoughtful review. Most, though, just need to sharpen a few things. Think of this post as a tasting menu — bite-sized reminders with links to deeper dives from previous articles. Pick what looks enticing and dig in. Start With A Simple Audit Of The Fundamentals Even the best firms drift. Take a half-day and honestly review your current inbound and outbound practices: social media, networking, CRM hygiene, pipeline management, and proactive prospecting. In other words, do a thorough audit of your business development processes . Remember, if you can measure it, you can improve it. → Full post: Reviewing the Fundamentals “Success is the sum of small efforts, repeated day in and day out.” – Robert Collier Always Chase The Shorter Line The only timeline that matters is the one between “Nice to meet you.” and “Here’s your signed contract, we look forward to working with you.” Shorten it relentlessly. → Full post: Focusing on the Shorter Line “All we are doing is looking at the timeline from the moment the client says yes until we collect the cash…and reducing it by removing waste.” – Taiichi Ohno My Million-Dollar Guarantee (Yes, Really) I’ll stake a claim most consultants won’t: follow the exact process in this article and I personally guarantee you’ll add at least seven figures to your top line. No loopholes, no fine print. → Full post: My Million Dollar Guarantee “Opportunity is missed by most people because it is dressed in overalls and looks like work.” – Thomas Edison Are You Actually Using the Tools You Already Paid For? We constantly find firms sitting on a CRM system, Construction Data Subscription, or staff talent they’re barely touching - or not leveraging properly. Sharpen the axe before you swing harder. → Full post: Are You Properly Using the Tools Available? “Give me six hours to chop down a tree and I will use the first four sharpening the axe.” – Abraham Lincoln (Attributed) Sometimes You Have To Tell the Client Their Baby Is Ugly Great marketing materials, an up-to-date website, and targeted prospecting aren’t optional anymore. If yours are hurting you, an honest friend needs to say it out loud. There’s a difference between doing business development and doing business development effectively. (That’s part of my job.) → Full post: Why Freddie Mercury’s Solo Album Fizzled “Without counsel plans fail, but with many advisers they succeed.” – Proverbs 15:22 Spiders Wait. Sharks Swim. Be Both. Smart firms master two completely different games: Spider Marketing (inbound) - prospects find you because you’re impossible to miss online. Shark Marketing (outbound) - you target, pursue and hunt the right prey, qualify fast, and close. One without the other leaves money on the table. → Full post: Spiders and Sharks “Opportunities are like sunrises. If you wait too long, you miss them.” – William Arthur Ward “Here I Am, Come Find Me” Is Not a Strategy Remember Newman’s business card on Seinfeld that just said “Newman”? Too many AEC websites and LinkedIn profiles are the professional equivalent. If a 6th-grader can’t figure out what you do and why you’re the best choice in under 10 seconds, you’re bleeding opportunity. → Full post: Here I Am, Come and Find Me “If you don’t brand yourself, someone else will—and they probably won’t do it as well as you can.” - Gary Vaynerchuk Which one of these made you nod (or wince) the hardest? Feel free to drop me a note and tell me - I read every response. Here’s to a ridiculously prosperous 2026. - Bobby Darnell ------------ Bobby Darnell is the founder and Managing Principal of Construction Market Consultants, Inc. An Atlanta based consulting group specializing in business development, sales, marketing, CRM as well as executive placement for the AEC (Architectural, Engineering and Construction) industry. Bobby budgets four hours per week for just ‘talking shop’ with AEC Business Owners and/or AEC Business Developers. He never does follow up emails or calls unless asked.

If we are connected on LinkedIn , you may have seen my occasional post where I mention I budget four hours per week for taking calls from AEC business owners and/or business development and marketing folks…just to ‘talk shop’. I try my best to emphasize this is not a sales pitch and that I have never, and will never, follow up with a phone call or email, unless asked. The reason I ‘beat the drum’ so hard on this is because I have signed up for a ‘free this or that’ only to shortly thereafter receive a barrage of emails trying to sell me something. I refuse to play that way. Today's post is was born from the last few such calls as it seems to be a reoccurring theme. Now, on to today’s lesson: I have always been fascinated by the amount of information contained in a set of plans and specs for a building. If you have worked with me, or been on one of my ‘talking shop’ calls, there is a chance you have heard this before. It is the set of plans that describes the process of how to pour the concrete, erect the steel, wrap the building, install intricate electrical systems, coordinate HVAC and plumbing layouts, specify high-end interior finishes, ensure compliance with fire safety codes, etc., etc. That said, let’s look at seven concepts many companies overlook when it comes to Building New Business for their AEC company. 1. Have A Plan “You do not rise to the level of your goals. You fall to the level of your systems.” - James Clear In an industry that eats, lives and breathes by following a specific set of plans and specifications to achieve success, it is surprising how few companies have a plan (system) for Business Development. 2. Understand The Plan “O Lord, help me not to despise or oppose what I do not understand.” - William Penn A common hurdle in implementing a Business Development and Marketing plan is push back from those who ‘misdiagnose’ the ‘why’ behind the goal. Like the old saying goes, “Get them to help plan the fight and they will be less likely to fight the plan.” I have often asked seven different employees to define their company’s marketing strategy or plan and it is not uncommon to get seven different answers. 3. Work The Plan “If there's a single lesson that life teaches us, it's that wishing doesn't make it so.” - Lev Grossman It’s very simple, owning an ax doesn’t put firewood in the shed…using it does. 4. Test The Plan “Without data, you're just another person with an opinion.” - Edwards Deming Allow me to paraphrase a famous quote from John Wanamaker. "Half the money I spend on Business Development and Marketing is wasted; the trouble is I don't know which half.” John, with a proper plan and functioning CRM, one can. 5. Don’t Ignore The Plan Once You Get A Big Job That Will Keep You Busy “We are what we repeatedly do. Excellence then, is not an act, but a habit.” - Aristotle And yet, I see this all the time. A company is not getting work from the two clients that provide them with 80% of their revenue and soon start ‘shooting at anything that moves’. Then, they land something and know they will be busy for the next nine months. Therefore, they put aside Business Development and Marketing efforts for next eight. 6. Refine The Plan "It is a bad plan that admits of no modification." - Publilius Syrus What are we on now, the iPhone 16? 7. Celebrate The Plan In the past 24 years, we have worked with close to 400 separate companies (A/E Firms, General Contractors, Subcontractors, Building Products Entities) in the AEC Industry, helping them in Building New Business. The Number One thing that separates them from their competition is they have a plan. If you are still with us, here is an easy quiz, answers provided, to test today’s material. Q: I’m trying to build a restaurant, I want to pour the concrete, what should I do to best facilitate this process? A: Refer to the plans and specifications Q: I’m trying to build a gymnasium, I want to erect the steel, what should I do to best facilitate this process? A: Refer to the plans and specifications Q: I’m trying to build a courthouse, I want to wrap the building, what should I do to best facilitate this process? A: Refer to the plans and specifications Q: I’m trying to build General Contracting Company, what should I do to best facilitate this process? A: Refer to your Business Development and Marketing Plan. Q: I’m trying to build an Architectural/Engineering firm, what should I do to best facilitate this process? A: Refer to your Business Development and Marketing Plan. Q: I’m trying to build a Specialty Contracting Firm, what should I do to best facilitate this process? A: Refer to your Business Development and Marketing Plan. ------------ Bobby Darnell is the founder and Managing Principal of Construction Market Consultants, Inc. An Atlanta based consulting group specializing in business development, sales, marketing, CRM as well as executive placement for the AEC (Architectural, Engineering and Construction) industry. Bobby budgets four hours per week for just ‘ talking shop ’ with AEC Business Owners and/or AEC Business Developers. He never does follow up emails or calls unless asked.

If you follow me on social media, or are connected with me on LinkedIn , you may have noticed I’m fond of posting quotes. Through the years, I’ve shared hundreds, but today’s quote is one I keep returning to because it strikes at the heart of a challenge I see repeatedly in the commercial AEC industry: "The law of diminishing intent says that the longer you delay doing something, the less probability you have of actually doing it." – Michael Hyatt This principle resonates deeply in an industry where precision and planning are the bedrock of success. Think about it: every successful construction project begins with a detailed set of blueprints, specifications, and schedules. These plans are followed meticulously —down to the last rebar placement or HVAC duct. Deviate from the plan, and you risk delays, cost overruns, or even failure. Yet, when it comes to business development and marketing, many AEC firms operate without a plan, leaving growth to chance or fleeting bursts of enthusiasm. This is where complacency and apathy creep in, and the law of diminishing intent takes hold. The Planning Paradox in AEC In my work as a Business Development, Sales, Marketing, and CRM consultant, I’ve seen this paradox time and again. AEC firms excel at executing complex projects but often neglect the same discipline for growing their client base. I’ve worked with dozens of firms where the prospecting process is haphazard, marketing materials are outdated (or nonexistent), and CRMs—if they exist—are underutilized or poorly configured. Social media? Often an afterthought, with sporadic posts that fail to showcase the firm’s expertise. Posturing? Don’t get me started. Why does this happen? The answer is simple: Your day job gets in the way. You’re busy managing projects, meeting deadlines, and solving on-site challenges. The urgency of landing new clients or building a robust pipeline takes a backseat to the immediate demands of current work. But here’s the kicker: the longer you delay creating a structured business development plan, the less likely you are to act on it. Intent fades, opportunities slip, and complacency settles in like dust on an unused blueprint. The good news? You can break this cycle by applying the same rigor to business development that you do on your projects. Here’s how: Draft a Business Development Blueprint - Just as a project starts with a detailed plan, your growth strategy needs one too. Define your target markets, ideal clients, and key differentiators. Set measurable goals—whether it’s increasing RFPs by 20% or securing three new clients in a specific sector. A clear plan keeps your team aligned and accountable. Audit Your Current Processes - Like a chef evaluating a restaurant’s kitchen, take a hard look at your prospecting, marketing, and CRM practices. Are your marketing materials polished and consistent? Is your CRM tracking companies, contacts and opportunities effectively, or is it a glorified Rolodex? Are you leveraging LinkedIn to build relationships? An audit reveals gaps and opportunities to streamline your approach. (Need an structured audit? – click here ) Schedule Consistent Action - The law of diminishing intent thrives on procrastination. Combat it by scheduling regular, intentional actions—weekly pipeline reviews, monthly content creation, or daily outreach to prospects. Small, consistent steps build momentum and prevent apathy from derailing your efforts. Invest in Expertise - You wouldn’t let an untrained intern design a bridge. So why tackle business development without guidance? A consultant can bring fresh perspective, proven strategies, and accountability to ensure your plan isn’t just a good idea but a reality . The commercial AEC industry thrives on precision, yet too many firms leave their growth to chance. The law of diminishing intent reminds us that good intentions alone won’t win new clients or expand your market share. Without a plan, your firm risks stagnating while competitors—who are just as busy but more disciplined—pull ahead. Take a page from your own playbook. You wouldn’t build a restaurant, shopping center or office building without blueprints, so don’t build your business without a growth plan. Start today: audit your processes, set clear goals, and commit to consistent action. If you’re feeling overwhelmed, that’s where I come in—helping AEC firms turn intent into impact, one strategic step at a time. I budget four hours per week for just ‘talking shop’ with no fear of unwanted follow up emails or calls. Let’s connect to discuss how your firm can overcome diminishing intent and build a thriving business development strategy. Because when it comes to Building New Business, as in construction, success starts with a plan. ------------ Bobby Darnell is the founder and Managing Principal of Construction Market Consultants, Inc. An Atlanta based consulting group specializing in business development, sales, marketing, CRM as well as executive placement for the AEC (Architectural, Engineering and Construction) industry. Bobby budgets four hours per week for just ‘talking shop’ with AEC Business Owners and/or AEC Business Developers. He never does follow up emails or calls unless asked.

I have been doing Business Development and Marketing consulting in the Architectural, Engineering, and Construction (AEC) industry since July of 2001. Helping clients understand the types of prospects and their varying levels of engagement is crucial for effective business development. While the primary goal is to build new business, the path from initial engagement with a prospect to signing a contract requires navigating through different types of prospects and stages. Too often the reply I get when I ask, “What kind of work do you want to do?” the answer is, “We will do anything!” (Hint: That is not the right answer.) Prospects in the AEC industry often fall into two categories: (1) sophisticated builders and (2) unsophisticated builders. Recognizing the differences between these two groups can help tailor your business development approach. Sophisticated Builders : These are clients who frequently engage in construction projects and have a strong understanding of the process. An example of a sophisticated builder is a hotel chain. Although their primary business is hospitality, they regularly undertake construction projects for new hotels or renovations. They are familiar with the intricacies of design, product specification, contracting, and project management. Sophisticated builders are seasoned in dealing with architects, engineers, and contractors, making them well-versed in the AEC industry's dynamics. Unsophisticated Builders : On the other end of the spectrum are unsophisticated builders, who rarely engage in construction. A church, for instance, may only construct a new building once every 10 or 15 years. These entities lack the frequent exposure to the construction process and may be unfamiliar with the complexities of selecting a contractor, managing budgets, or understanding the nuances of design and specification. They often require more guidance and education throughout the project lifecycle. Three Levels of General Contractor Engagement In addition to recognizing the type of builder, it’s important to understand the levels of engagement that a future building owner might have when considering a general contractor. These levels are analogous to assembling RTA (Ready To Assemble) furniture, where there is a step-by-step process involved, moving from unawareness to a final choice. The process of selecting a general contractor follows a similar path from uncertainty to decision. Level One: No Clear Path At this stage, the client has no specific idea of whom they will choose as their general contractor. This is akin to opening the box of RTA furniture and seeing a jumble of parts and pieces with no clear understanding of how to proceed. These prospects are starting from scratch; they may not have any relationships with contractors or even a clear understanding of how to begin the selection process. They are likely open to learning, exploring options, and considering a variety of contractors. For these clients, providing educational resources, initial consultations, and a broad overview of your services can be valuable in guiding them through the initial stages of their decision-making process. Level Two: Preliminary Considerations Clients at this level have begun to form an idea of who their general contractor might be. They’ve done some preliminary research, gathered recommendations, or attended industry events where they met potential contractors. This stage is like sorting through the pieces of RTA furniture, laying them out, and starting to see how they might fit together. These prospects are developing a sense of what they want but are not yet fully committed to any one contractor. At this stage, it’s important to build rapport, highlight your unique value propositions, and demonstrate your expertise. Tailored presentations, case studies of similar projects, and early-stage design assistance can be persuasive in moving these clients closer to a decision. Level Three: Shortlist and Decision-Making At this final level, the client has a shortlist of vetted contractors and is prepared to request proposals. This stage is like having most of the RTA furniture assembled, with just a few final steps before it’s complete. These prospects are well-informed, have specific requirements, and are evaluating their top choices based on detailed criteria such as cost, timeline, and previous project success. At this point, your focus should be on differentiating your firm from the competition through strategic proposal development, showcasing your team’s capabilities, and aligning closely with the client’s goals and vision. It’s crucial to be responsive, precise, and supportive as they finalize their decision. The Process: From Stranger to Client Just like assembling RTA furniture, where following the instructions step by step leads to a completed product, moving a prospect from a complete stranger to a signed contract as their general contractor requires a structured approach. For sophisticated builders, the process may be more streamlined, while unsophisticated builders might need more detailed guidance. However, regardless of the type of builder, each prospect must be nurtured through the levels of engagement. By recognizing where each prospect stands and adjusting your approach accordingly, you can effectively guide them through the journey and position your company as their trusted partner in construction. In the competitive AEC industry, understanding the nuances of your prospects and aligning your business development efforts to their specific needs and level of engagement can significantly improve your success rate in securing new contracts. Whether working with sophisticated or unsophisticated builders, tailoring your approach to their familiarity with the construction process and carefully navigating through the levels of engagement will set the stage for a successful partnership. "Finally, tracking the process—capturing key data points, engagement activities with key contacts, and more—will help you build a valuable knowledge base within your CRM. This bank of actionable information will not only streamline your current efforts but also provide strategic insights to navigate your next pursuit with greater precision." Naturally, I am compelled to mention this ties in CRM as an essential tool for compiling and utilizing the information effectively. Because, like the old saying goes, without data, you are just another person with an opinion. ----------------- Bobby Darnell is the founder and Managing Principal of Construction Market Consultants, Inc. An Atlanta based consulting group specializing in business development, sales, marketing, CRM as well as executive placement for the AEC (Architectural, Engineering and Construction) industry. Bobby budgets four hours per week for just ‘talking shop’ with AEC Business Owners and/or AEC Business Developers. He never does follow up emails or calls unless asked

If we have worked together, you more than likely have heard my stock answer when asked, “So, tell us about yourself.” I pretty much always begin with how I am a perfect example of the ole saying, “If you want to make God laugh, tell Him your plans.” As a young man in school, I had no idea I would be doing what I am doing. My degree is in Finance, with a concentration in Banking & Investments…I wanted to be a finance guy. Or so I thought. A recent engagement with a client inspired this article and will allow me to attempt to marry what I learned in business school with what I have learned doing AEC business development consulting for the past 23 years. So, let’s talk beta. In the world of finance, the beta (β) of a stock measures its volatility relative to the entire market. A beta greater than 1 indicates higher volatility, while a beta less than 1 signifies lower volatility. For the long term, you want your investment to be close to 1. This concept can serve as a powerful analogy for business development efforts in the AEC (Architectural, Engineering, and Construction.) industry. Just as investors seek stable returns, AEC companies should aim for a business development pipeline with minimal volatility. Too often, AEC firms experience a 'hurry up and wait' cycle in their business development efforts. They land a significant project, shift all their focus to its execution, and put business development and marketing on hold. As the project nears completion, a sense of urgency sets in due to an anemic pipeline. This cyclical pattern of intense activity followed by inactivity mirrors a high-beta stock's volatility, creating uncertainty and instability within the firm. To avoid this volatility, AEC companies should strive for a steady, low-beta business development pipeline. This involves maintaining consistent business development activities, ensuring a continuous flow of opportunities, and avoiding the feast-or-famine cycle. How do we accomplish this? 1. Consistent Effort Over Time Regular Business Development Meetings: Schedule meetings to review the status of potential leads, ongoing proposals, and upcoming opportunities. This keeps the team focused on business development, even during busy project periods. Dedicated Business Development Processes: Establish a team or assign individuals specifically responsible for business development, separate from project execution teams. This ensures that business development activities continue irrespective of project demands. 2. Balanced Resource Allocation Resource Management Tools: Utilize tools to allocate resources efficiently between ongoing projects and business development efforts. This prevents the common issue of diverting all resources to project execution at the expense of business development. Cross-Training Employees: Train employees to handle both project execution and business development tasks. This provides flexibility and ensures that business development activities are not neglected during busy periods. 3. Data-Driven Decisions Market Analysis: Regularly analyze market trends and data to identify potential opportunities early. This proactive approach reduces the risk of a dry pipeline and ensures a steady flow of prospects. Performance Metrics: Track key performance indicators (KPIs) related to business development, such as lead conversion rates, proposal success rates, and the average time to close deals. Use this data to refine strategies and maintain steady growth. 4. Relationship Building Client Relationship Management (CRM) Systems: Implement CRM systems to manage interactions with current and potential clients. This helps in maintaining long-term relationships and identifying new opportunities through existing clients. Networking: Encourage continuous networking through industry events, seminars, and professional organizations. Building a robust network can lead to consistent referrals and new business opportunities. 5. Marketing Integration Content Marketing: Develop a content marketing strategy to keep your firm visible and engaged with potential clients. Regular blog posts, case studies, and social media updates can keep your firm top-of-mind. Email Campaigns: Implement regular email campaigns to nurture leads and keep them informed about your firm's capabilities and recent successes. 6. Quantifiable Examples Lead Conversion Rates: Track and aim to improve the percentage of leads that convert into actual projects. For example, if your firm currently converts 20% of leads, set a goal to increase this to 30% over the next year through consistent follow-up and relationship building. Proposal Success Rates: Measure the success rate of your proposals. Do you know your company’s ‘batting average’? Remember, if it can be measured, it can be improved. Pipeline Value: Regularly calculate the total value of potential projects in your pipeline. Aim to maintain a pipeline value that is a multiple of your annual revenue target, ensuring that you have sufficient opportunities to sustain growth. Conclusion By applying the principles of stock beta to business development, AEC companies can achieve a more stable and predictable pipeline. This involves consistent effort, balanced resource allocation, data-driven decisions, relationship building, and integrated marketing strategies. When it comes to Building New Business…embracing these techniques can help avoid the volatility of the 'hurry up and wait' cycle, ensuring sustained growth and long-term success. Just as a balanced diet leads to better health, a steady approach to business development fosters a healthier, more resilient company. ----------- Bobby Darnell is the founder and Managing Principal of Construction Market Consultants, Inc. An Atlanta based consulting group specializing in business development, sales, marketing, CRM as well as executive placement for the AEC (Architectural, Engineering and Construction) industry. Bobby budgets four hours per week for just ‘talking shop’ with AEC Business Owners and/or AEC Business Developers. He never does follow up emails or calls unless asked.

In the Architectural Engineering and Construction (AEC) industry, the buzz around Customer Relationship Management (CRM) systems is undeniable. However, far too often, the misconception persists that simply purchasing seats for each end user equates to effective CRM implementation. This couldn't be further from the truth. Allow me to paint a picture: Imagine you have a desire for a cozy log home nestled in the woods. You decide to purchase a log home kit, envisioning the warmth and charm it will bring to your life. However, merely acquiring the kit does not magically transform your vision into reality. Similarly, investing in CRM software seats does not automatically streamline your business processes or improve client relationships. The key lies in understanding that both endeavors— building a log home and implementing CRM —are multifaceted processes that require careful planning, customization, and execution. Just as you wouldn't expect a log home to materialize overnight without meticulous construction, you can't expect CRM to revolutionize your business without deliberate implementation strategies. Consider the parallels between assembling a log home and implementing CRM: 1. Customization is Key: Every log home is unique, tailored to the owner's preferences, location, and lifestyle. Similarly, CRM implementation should be customized to fit the specific needs and workflows of your AEC firm. Off-the-shelf solutions may not address industry-specific challenges or integrate seamlessly with existing systems. 2. Effective Assembly: Building a log home requires skilled craftsmen who understand the intricacies of construction. Similarly, CRM implementation demands expertise in configuring the software, migrating data, and training users. Without proper guidance and support, your CRM may remain underutilized or fail to deliver the expected benefits. 3. Continuous Maintenance: A log home requires regular upkeep to ensure its longevity and functionality. Similarly, CRM systems need ongoing maintenance, updates, and user support to remain relevant and effective. Ignoring maintenance can lead to system breakdowns and lost opportunities. 4. Integration with Surroundings: A well-designed log home seamlessly blends into its natural surroundings, enhancing the beauty of the landscape. Likewise, CRM should integrate seamlessly with your existing business processes and technology ecosystem. Siloed systems create inefficiencies and hinder collaboration across departments. 5. Return on Investment (ROI): Ultimately, both building a log home and implementing CRM represent investments in your future. However, the true value lies not in the initial purchase but in the long-term benefits derived from effective utilization. A well-implemented CRM can streamline workflows, improve communication, and drive business growth. In the AEC industry, where relationships and communication are paramount, CRM serves as a catalyst for success. It enables firms to manage client interactions, track project progress, and analyze data to make informed decisions. However, realizing the full potential of CRM requires a strategic approach that goes beyond seat purchases. In conclusion, building a log home and implementing CRM share common principles: customization, effective assembly, maintenance, integration, and ROI. By embracing these principles and investing in holistic CRM strategies, AEC firms can position themselves for long-term success in an increasingly competitive landscape. “Implementing CRM will do absolutely nothing for your business...however, the continued and effective use of it will.” – Yours Truly ------------------- Bobby Darnell is the founder and Managing Principal of Construction Market Consultants, Inc. An Atlanta based consulting group specializing in business development, sales, marketing, CRM as well as executive placement for the AEC (Architectural, Engineering and Construction) industry.

Business Development Is Not Rocket Surgery Several moons ago, I worked with a national contractor and we enjoyed a lot of success in the retail construction market. One of my favorite memories of that engagement was his ‘merger’ of two well-known phrases: It’s not rocket science. It’s not brain surgery. Often, during a presentation to a prospect, in summarizing the scope of a project, he would offer that, “It’s not rocket surgery.” – or – “It’s not brain science.” (Comedian Brian Regan would be proud!) I have said for years that our clients: architects, engineers, general contractors and subcontractors are quite artisan by nature. They love to design, build and install but often have less passion about business development, marketing, sales or prospecting. I have to remind them that Building New Business is not rocket surgery or brain science either. It's about mastering the fundamentals and executing them with precision and consistency. At the heart of successful business development lies a handful of timeless principles: networking, prospecting, data management, and CRM. These pillars form the foundation upon which thriving businesses are built. Yet, despite their simplicity, many professionals in the industry often find themselves overwhelmed by the process. Let's break it down to a few fundamentals . Networking: The Power of Connections Networking is the lifeblood of business development. It's about forging genuine connections with individuals who can open doors, provide insights, or become valued partners. It is not about collecting business cards. Today, networking extends beyond face-to-face interactions to include social media platforms and online communities. But whether you're shaking hands at a conference or engaging on LinkedIn, the essence remains the same: building relationships based on trust and mutual benefit. Prospecting: Cultivating Opportunities Prospecting is the art of identifying and pursuing qualified potential clients or projects. It requires a keen understanding of your target market, a strategic approach to outreach, and the perseverance to follow up consistently. While technology has introduced new tools and tactics for prospecting, from email campaigns to predictive analytics, the fundamentals remain unchanged: knowing your audience, articulating your value proposition, and delivering personalized experiences. Data Management: Turning Information into Insights From a 30,000 foot level, here is where many fumble. We are definitely living in a data-driven world therefore effective data management is essential for business development success. It's about capturing, organizing, and analyzing information to gain valuable insights into market trends, client preferences, and performance metrics. A proven data management system empowers decision-making, enhances targeting capabilities, and enables personalized communication—all essential elements of a winning strategy. CRM: Building Lasting Relationships Customer Relationship Management (CRM) is more than just software—it's a philosophy. It's about nurturing relationships with clients and prospects throughout their journey, from initial contact to long-term partnership. A well-implemented CRM system helps track interactions, streamline communication, and tailor engagement based on individual preferences. But the real magic happens when CRM is integrated seamlessly into every aspect of your business, creating a cohesive and customer-centric experience. Efficient and Effective Processes: The Key to Success The difference between mediocrity and mastery in business development lies in the efficiency and effectiveness of your processes. It's not enough to simply check the boxes; you must continually refine and optimize your approach to stay ahead of the curve. This means regularly evaluating your prospecting methods, fine-tuning your networking strategies, and leveraging technology to streamline operations. Too often I have seen CRM, due to a lack of commitment, become just the latest ‘shiny object’. Monitoring and Adaptation: The Path to Growth In the dynamic world of commercial construction, architecture, and engineering, adaptability is essential. Markets shift, trends evolve, and competitors emerge—but those who are nimble and responsive can thrive amidst uncertainty. I’ve said it many times before, “If you can measure it, you can improve it.” By monitoring key performance indicators, soliciting feedback from clients and team members, and staying attuned to industry developments, you can identify opportunities for improvement and pivot as needed to stay on course. In conclusion, while the principles of business development may be simple, mastering them requires dedication, discipline, and a willingness to evolve. By focusing on efficient and effective processes, continually monitoring and adapting to changing circumstances, and never losing sight of the fundamentals, you can navigate the complexities of the industry with confidence and achieve sustainable growth. After all, business development may not be rocket surgery/brain science, but when executed with precision, it can propel your organization to new heights when it comes to building new business. -------------------- Bobby Darnell is the founder and Managing Principal of Construction Market Consultants, Inc. an Atlanta based management consulting group specializing in business development, sales, marketing and CRM...as well as executive placement for the Architectural, Engineering and Construction industry. Bobby can be reached at bobbydarnell [at] cmconl.com

If you have read my blog ‘ Building New Business ’ you may be familiar with my use of metaphors, golf analogies and ‘word pictures’. If not, get ready. When Jack Nicklaus was ‘the man’ on the PGA tour, it has been said each year Phil Rodgers, Jack’s coach during the late ‘60s/early ‘70s, and helped him refine his swing and develop a more aggressive style of play, would start off each season by reviewing how to hold the club. Yes, arguably the greatest golfer of all time began each season reviewing how to hold/grip the golf club. Why is that important in the AEC industry? Allow me a quick explanation of what I do. Q: “Bobby, what exactly is it you do? A: “I am a business development, sales and marketing consultant for the AEC Industry.” Q: “Help me understand that.” A: “OK, I am kind of like a golf teacher coming in to help a team. They have been playing golf for years, enjoy the game…but are looking to improve. I come in, and instead of looking at their grip, stance, backswing, downswing, follow through, watch everyone hit a few balls…I review their processes for: -- Marketing -- Pipeline Control -- Collateral Materials --Statement of Qualifications -- Prospecting -- AIA-305 -- Account Management -- Target Audience Review -- Presentations -- Social Media -- Lead Development -- CRM & Data Management -- Branding -- Networking -- Automation …and more Then, we keep what is working, tweak what is not…and add what is missing.” The idea of reviewing the fundamentals led us to create our ‘AEC Business Development and Marketing Audit’ – which is simply a self-performing exercise to provide insight on how well you are doing with specific processes. The audit is simply about 110 questions challenging what you are doing regarding prospecting, account management, inbound/outbound marketing, pipeline management, networking, posturing, market definition and more. The audit has been 20+ years in the making, born from our experiences working with over 335 unique AEC companies such as architectural and engineering firms, general contractors and subcontractors, building product manufacturers and suppliers. At the very least, you should be able to find a few areas of opportunity to improve your game. To kick off our LinkedIn Newsletter , I will send a copy of the audit to anyone requesting it in the next five days. Now, if your company is within the above-mentioned verticals, I am confident you will gain some value. Also, I will only send you two emails . First, without the attachment, to let your email servers know I am friendly, then I will send another email with the audit. NOTE: You will not hear from me again unless it is at your request . (You have a question, etc.) I have signed up for ‘free’ things before and got ‘carpet-bombed’ with follow up - ‘Do you want fries with that’ upsell attempts. Nothing wrong with trying to close a deal, but that is not how I work. Even if you don’t request the audit, I encourage you to go through your Business Development and Marketing processes internally. Meet with your operations team or another complimentary business and have a ‘shop talk’ session. The first step to improvement is a close look at how things are currently with input from someone other than yourself. Be challenged! “I appreciate correction, for I replace ignorance with knowledge.” - Socrates The reason Jack Nicklaus had golf teachers at the height of his career is because they could see something he couldn’t. That is part of why he was who he was. He did not sit on ‘auto-pilot’ without challenging himself to be better. When it comes to Building New Business, I encourage everyone to do the same. Thanks for reading! ------------------