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In my last AEC Insider column, I wrote about moving from insight to action—how the 2026 Emerging Trends in A/E/C Marketing and Business Development report wasn’t meant to sit on a shelf, but to be used.
Since then, we’ve been on the road. Across conferences, chapter events, and firm conversations, we’ve had the opportunity to hear how leaders and teams are interpreting—and applying—these trends in real time. What’s emerging isn’t a new set of trends (yet), but something just as valuable: a clearer picture of where firms are leaning in, where they’re struggling, and where the gaps still exist.
Collaboration as Currency Is Evolving—Clarity Is the Differentiator
The idea that collaboration is the new currency has resonated across the industry. Firms understand that clients are no longer looking for service providers; they are looking for partners who can help them navigate complexity and reduce risk. However, in conversations with owners and clients, we are hearing a more refined expectation emerge.
Collaboration alone is no longer sufficient. There is a growing demand for specialization and clarity of value. Clients want to understand—clearly and quickly—what a firm brings to a specific project. Broad capabilities and generic qualifications are no longer enough. Firms must articulate their unique contribution in a way that is directly tied to project outcomes and client priorities.
At the same time, the need for early collaboration has become more pronounced. It is not just about participating in alternative delivery models, but about engaging earlier in the project lifecycle to help define problems, shape strategy, and influence decisions before procurement begins. This reinforces what the research highlighted: clients are seeking partners who bring foresight, share risk, and contribute beyond execution.
Together, these shifts point to a more nuanced reality. Collaboration may open the door, but clarity of value determines whether a firm is invited to stay.
Client Experience (CX) Is Moving from Concept to Capability
Client Experience continues to be one of the most discussed—and often misunderstood—topics across the industry. One of the most valuable conversations we’ve had recently was at SMPS North Texas, where the focus was not only on defining what CX is, but also what it is not. This distinction is critical, as many firms are still operating with a general sense of “client focus” rather than a structured and measurable approach to experience.
What emerged from that discussion, and reinforced in a recent recap by Ryan Suydam, is that firms are beginning to apply CX in practical, measurable ways. Rather than treating it as an abstract concept, they are using CX as a tool to drive business performance and tracking the results.
In just a year and a half, one firm reported meaningful outcomes tied to its CX efforts:
- Net Promoter Score increased from approximately 68 to 78, placing it well above industry averages.
- Complaint rates on a major delivery process dropped by roughly one-third, while revenue increased by approximately 10 percent due to operational improvements uncovered through client feedback.
- The firm also experienced measurable gains in client retention, collaboration, and internal performance, along with a significant reduction in accounts receivable days as fewer clients delayed payment.
These outcomes demonstrate that CX is not a soft initiative; it is a business driver. Across the industry, firms are using CX to solve specific challenges, align teams across marketing, business development, and operations, and create more intentional and consistent project experiences. In doing so, they are strengthening relationships that lead to repeat work and improved profitability.
For those interested in exploring this topic further, Ryan Suydam’s recap of the SMPS North Texas discussion provides additional insight.
As momentum around CX continues to build, SMPS is expanding opportunities for firms to engage more deeply. CX Immersive Workshops are being rolled out nationwide to help firms move from understanding the concept to implementing it effectively. Upcoming sessions can be found on the SMPS events calendar.
Firms that succeed in this space will be those that move beyond conversation and embed CX into how they operate.
The Maturation of Marketing Is Creating a Talent Tension
The evolution of marketing and business development into strategic functions is widely recognized across the industry. There is strong alignment around the idea that these roles are becoming more data-driven, technology-enabled, and central to firm growth. However, the way firms are responding to this shift is far less consistent.
A clear tension is emerging around talent. On one hand, firms recognize the need for specialization, including roles focused on data analytics, digital strategy, client experience, and content development. On the other hand, in a market characterized by uncertainty and rapid change, some firms remain hesitant to invest in highly specialized positions. Instead, they continue to rely on generalists who can perform a wide range of functions.
This tension is playing out differently across firms. Some larger organizations are reducing staff or restructuring, often based on the assumption that advances in AI will reduce workload and replace certain functions. In contrast, some smaller firms are investing in specialized talent to augment their teams, strengthen differentiation, and support growth.
Both approaches reflect different responses to the same underlying shift, and both carry inherent risks. What is becoming increasingly clear is that firms are not yet aligned on how to operationalize this transition.
This raises an important consideration for the industry: whether these differing approaches represent a temporary divergence or the beginning of a broader rebalancing of talent models across firms of varying sizes.
What This Means Moving Forward
If the 2026 Emerging Trends report defined where the industry is heading, these ongoing conversations are revealing how that change is unfolding in practice. The path forward is not linear or uniform. Firms are experimenting, adapting, and making decisions within a landscape that continues to evolve.
This variability reflects the complexity of the moment. However, it also highlights a critical gap between understanding what needs to change and determining how to implement those changes effectively.
As research for the 2027 report continues, one insight is already emerging. The next phase of evolution will not be defined solely by new trends, but by how firms navigate the space between awareness and execution.
Article written by SMPS Foundation President Sarah Kinard.