Transition

By Sara Parkman | President of Shive-Hattery (Cedar Rapids, IA), a multi-disciplinary architecture and engineering firm that recognizes the power of design in transforming the human experience.

By Liisa Andreassen | President of Lawrence Group (St. Louis, MO), an integrated design, development, and construction firm using the power of people with great ideas to bring clients’ dreams to life.

By Mark Zweig | This is essential if you want to build a good firm of competent people who can keep the business going whether you’re there or not.

By Liisa Andreassen | President and founder of PaleoWest, a heritage consulting firm that guides clients’ projects through regulatory challenges posed by prehistoric, historic, and paleontological resources.

By Mark Zweig | Look in the mirror and ask yourself if you are still doing what you want to do every day. Maybe now is the time to get really serious about your transition.

By Kevin Token | A singular leader, in place for all time, might not be the best model for your firm. Consider a different way, one that plans for transitions and accommodates change.

By Will Swearingen | Management incentives can be used to motivate key staff and to build capital and liquidity for individuals in the event of a transition.

The texture of varying beliefs, values, and backgrounds inform how we see the world, and are at the very core of our ability to serve our clients and community.

President of EPS Group (Mesa, AZ), a full-service consulting firm that is dedicated to exceeding expectations.

By Mark Zweig | These are some of the common elements that are often present in the most successful leadership transitions.

By Will Swearingen | Don’t let the concept of treasury stock cloud your transition strategy.

Grow your firm and bolster future success by training and mentoring technical staff to participate in your firm’s sales and marketing efforts.