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Time to Grow Your AEC Firm?

timber ascending steps with small tree growing on top step

Has your grass-roots, word-of-mouth marketing strategy honestly worked...and now you're a bit worried about it?


Maybe you're seeing more referrals than your team can comfortably handle, project timelines getting tight, and a nagging worry that quality, safety, or client communication might slip.


Ask yourself:

  • Is it time to grow my team?

  • Can we truly afford it?

  • How do we scale without burning people out or risking our reputation?


For owner-led architecture, engineering, and construction firms, the challenge is finding that sweet spot: growing fast enough to take on the right projects, without outpacing your ability to deliver the standard you're known for.


As a digital accounting firm who works with AEC owners everyday, here's how we think about it.



Are you in fact ready to grow?

Before you post a job ad for another PM, coordinator, or technologist, check a few indicators:

  • Capacity: You and your key people are consistently running at 80-90%+ for more than a brief busy spell.

  • Demand: You've got a steady pipeline of work (RFPs, tenders, recurring clients), not just on or two big projects.

  • Quality & safety: You're either turning away good work or worried deliverables are being rushed.


If those resonate, it's usually a sign that something needs to change — whether that's hiring, outsourcing specialist pieces, improving systems, or a mix of all three.



Let your numbers help you decide

Before you commit to a new salary, your want to know: Can the firm comfortably carry this cost? A few number we look at with AEC clients:

  • Revenue trend: Are fees stable or growing over the last 6-12 months?

  • Profit margin: Is there consistent profit left after you pay yourself a reasonable amount as principal?

  • Cash buffer: Do you have a few months of the new hire's salary in the bank, or a clear plan for how they'll pay for themselves?

  • Capacity math: If a new hire free's up 'X' hours of senior time, how much additional revenue could that realistically generate?


You don't need a monster spreadsheet to answer this. Even a simple forecast that shows:

"If we hire this person at $X, and expect to generate $Y more per month, we break even by month Z"

...will make the hiring decision feel far calmer and more intentional.



Don't just get "bums in seats"

Here's where we see a lot of firms get into trouble.


They're overwhelmed, so they grab the first affordable person who can sort-of use the software and knows the lingo.


In the short term, if feels like relief.


In the medium term, it can quietly damage your reputation: work needs to be redone by senior staff, site instructions or details get missed, clients don't get the communication and responsiveness you'd want as the owner.


When you're sizing up, focus on the right type of person, not just "someone to fill a chair."


Ask yourself:

  • What specific outcomes do I need this role to own? (e.g., running small projects, owning RFIs, coordinating subconsultants)

  • What skills are non-negotiable from day one?

  • What kind of attitude and values will truly support the firm we're trying to build?

You want people who care about quality, are proactive with communication, and are genuinely interested in the types of projects and clients you serve. That's what protects your brand as you grow.



Smarter ways to fin high-value people

You don't have to rely only on a generic job board and hope for the best. Some places AEC firms often find stronger candidates:

  • Your network and clients: Your ideal hire may already be on a project team you're working with. Let your network know exactly who you're looking for.

  • Industry associations and events: Local AIA/RAIC chapters, engineering associations, construction networks, and trade events are full of people who already speak your language.

  • Targeted LinkedIn or local communities: Especially useful when you need specific software or sector experience (healthcare, civic, industrial, etc).


In your posting, be clear about:

  1. The outcomes you want them to own

  2. The client experience and reputation you're protecting

  3. The digital tools and systems you use (project management, time tracking, BIM/CAD, field tools)

That clarity filters out a lot of poor fits before they ever hit your inbox.


Grow at a financially savvy pace

Sustainable growth is not about hiring three people overnight and hoping the projects keep rolling in.


It's about deliberate, measured steps, such as:

  • Starting with one well-defined role and growing from there

  • Giving each new hire a clear target for billable hours or project responsibilities

  • Monitoring a few key numbers monthly: revenue per team member, gross margin, and how much of your time is spent in delivery vs leadership

  • Regularly asking: "Is this role paying for itself? Is it freeing up the right people? Are we keeping project quality and client experience strong?"


When you approach hiring this way, each new person becomes an asset to your firm, not a permanent stress on your cash flow.



You don't have to figure this out alone

If you're looking at your workload and thinking:

"Something has to change, but I don't want to risk cash flow or our reputation on a wrong hire."

...you're not alone. This "messy middle" of growth is where many good AEC firms get stuck.


As a digital accountant, we use real project data to help you decide when, how, and who to hire so you can grow with confidence.


If you'd like to walk through your numbers and sketch out a safe, sensible growth plan for your firm, hit reply to this email or book a time with me. Let's make sure the growth you've worked so hard for is growth you can enjoy.




Curious how to implement a growth strategy into your firm without creating burnout? Let’s talk, please reach out today!




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