Your AEC firm grew.
The operating model didn't.
Great teams, but six ways to do everything and initiatives that never seem to stick. Until the operating model catches up.
The architecture, engineering, and construction companies I work with tend to see themselves in at least a few of these:
Big launches that fade back to old habits within months
Standards half-followed, software half-used, requirements treated as optional
That one group running its own playbook — and nobody's quite sure why
Improvement efforts that duplicate, collide, or simply disappear
Change that happens to staff rather than with them
The person who knows so much — what happens if they leave?
If any of this sounds familiar, I'd like to hear about it.
I'm Todd Henderson.
I work with AEC firms to figure out why improvement efforts stall and to build the organizational conditions that make changes land.
I spent thirty years in architectural practice, moving through nearly every level of leadership. For most of that time, the work I found most satisfying wasn't the projects. It was figuring out why things worked the way they did, and how to make them work better for myself and my colleagues. Eventually I stopped doing that on the side and made it the whole job.
