As I begin my term as president of SMPS, I’ve spent time reflecting on what truly makes this organization special. Not the programs alone. Not the conferences or certifications. And not even the impressive body of knowledge we collectively bring to the AEC industry. What stands out most—what has always stood out to me—is our people and the culture we have built together.

Across our chapters, something rare exists. We come from firms that often compete fiercely in the marketplace, yet when we gather under the SMPS banner, competition gives way to collaboration. Titles soften. Guardedness fades. People show up willing to share, to listen, and to help one another succeed. That spirit—open, generous, and genuinely supportive—is not accidental. It has been built over decades by volunteers who believed that the industry is stronger when its professionals are connected, not siloed.

That culture is not just something to be proud of. It is our strategic advantage. The year ahead will test every organization in our industry. Artificial intelligence is reshaping how we work, think, and create value. Private equity continues to change firm ownership models, expectations, and the competitive landscape. Regulatory environments are evolving. Social and political pressures are intensifying. Clients are demanding more—faster, smarter, and with greater accountability. None of this is abstract. It is already showing up in our day-to-day work.

The temptation, in moments like this, is to retreat—to protect what we know, guard our expertise, and narrow our circles. SMPS has never been that kind of organization. Our instinct has always been the opposite: to lean in, bring people together, and figure things out collectively.

That instinct matters now more than ever.

As president, my vision for the year ahead is straightforward: to build on our strong foundation and help our members thrive in what comes next. Over the summer, the board of directors adopted a new three-year strategic plan—one shaped deliberately around the real challenges and opportunities facing our members, volunteers, and chapter leaders today. This plan reflects what we heard, what we see, and where we believe SMPS can make the greatest impact. In the coming weeks, I look forward to sharing more details and bringing this strategy to life with our community.

I am honored to serve this organization at such an important moment. I am excited to work with our talented and committed board of directors, HQ staff, and chapter leaders and volunteers across North America as we rise to what lies ahead.

Article written by SMPS Board President Benjamin Sawa, FSMPS, CPSM, PMP.

SMPS announces the resignation of CEO Michael Geary, CAE, effective April 5, 2024, following a successful tenure of more than eight years at the helm of the organization.

Throughout his time, Geary steered the association with unwavering commitment, leading the team through numerous milestones and accomplishments. During his time, SMPS introduced numerous new programs, including The Pinnacle Experience and AEC.AI conferences, commencing DEI-related initiatives, modernizing the SMPS brand, transforming and rebranding the annual conference to Amplify A|E|C, achieving record fund raising for the SMPS Foundation, attaining the highest membership count, and expanding the organization beyond marketing and business development to become the Center for A/E/C Business Growth.

“It has been an honor to serve as the CEO of SMPS since 2015 and to complete my tenure with the 50^th anniversary. I am immensely proud of what we’ve achieved together and how we overcame the challenges of the Covid pandemic. We have great volunteer and staff leadership teams and I am confident in the continued success of the association,” Geary stated. “It is a difficult decision to leave SMPS, however my family is moving away from the Northern Virginia area where SMPS is headquartered.”

Dana Galvin Lancour, FSMPS, CPSM, the 2023-24 President, acknowledged Geary’s contributions, saying, “Michael Geary has been an instrumental leader, and we are grateful for his dedication and achievements during his tenure. The Board wishes him well in his future endeavors.”

The Society is working to ensure and maintain continuity in its operations. The Board is actively engaged in the succession planning process and will announce further details regarding the leadership transition in the coming weeks.

For media inquiries or additional information, please contact Nandi Rice, MA, Vice President, Marketing at nandi@smps.org.

Welcome to a new SMPS program year! I am honored to serve as your 2023-2024 Society President. As we approach this new SMPS year – our 51st – I can’t help but think of our incredible opportunity to impact the A/E/C industries through our collective leadership. SMPS and its members have established best practices in A/E/C marketing for 50 years. We have researched, written white papers, published books, documented successes, and helped our firms grow. While SMPS’s impact on the industries is evident, there is more work to do, and as our industries change, we must grow along with it.

I use the words “change” and “grow” interchangeably for a reason. Growth is required for change to happen. Staying stagnant does not allow for growth, and numerous books and articles say, “If you’re not growing, you’re dying.” One of my favorite quotes on this topic came from Lou Holtz, famed Notre Dame football coach, who said, “In this world, you’re either growing, or you’re dying, so get in motion and grow.” The great news is that growth can mean a lot of different things. It doesn’t need to mean size or status. It can simply be an evolution.

So, what does growth look like for our society and, more importantly, our members?

The great news is that we have a robust strategic plan to ensure our growth for the next three years and beyond. Our winning aspiration is that on January 1, 2026, SMPS will be an accessible and indispensable community for all professionals who drive growth and sustainability for A/E/C firms. Furthermore, SMPS is bold, anticipatory, and resolute in advancing a culture of diversity, equity, and inclusion in our organization and the industry. We will work to define further what our winning aspiration means and how our members can help us achieve this winning aspiration.

We have created three strategic pillars to support the achievement of our winning aspiration. These pillars encompass the growth areas necessary to ensure SMPS is relevant in the future and a thriving, critical resource to our industries.

Through Strategic Priority A, investing in digital transformation to deliver community and education wherever people live and work, we will engage professionals of all ages through learning and networking online at all hours of the day as the digital world adjusts to the long-term impacts of the hybrid work environment. SMPS needs to meet people where they consume content and have experiences by expanding our digital infrastructure and creating new models for community in a digital world.

With Strategic Priority B, we will cultivate professionals with diverse expertise critical to sustaining a thriving industry. The roles within our firms are expanding with new challenges each day, and we must support the profession through new career pathways, competency models, expanded education offerings, and meeting our members at each step in their career journey.

Strategic Priority C is to create a best-in-class experience for professionals responsible for business growth. With ever-changing demands on our time, we want to ensure that SMPS membership is considered critical to professionals in their firms. This means strengthening our components by delivering consistent value in membership, the volunteer experience, and our offerings.

So, how do we, as individual members, grow?

As professionals, let’s consider how we can level up. We must understand what is happening in the world around us and how it impacts our respective firms and the industry. By expanding our mindset beyond day-to-day marketing responsibilities, we can provide additional value to our firms and become a trusted resource to the team.

Professionalism can also relate to how we behave. One of my biggest pet peeves is when marketers complain about their operation counterparts and don’t stop to understand the tremendous pressures that their colleagues are under. I know our roles are complicated, and I remember my early days as a marketing coordinator working until all hours on proposal deliverables. When I changed my approach and began providing solutions to my colleagues rather than sharing more challenges, I emerged as a leader they could rely upon. I challenge you to consider your professional approach and how you can grow this year.

Thanks for reading my first column as your Society President. I am thrilled for the opportunity that lies ahead for all of us. I hope this article inspires you to consider growth opportunities this year and how you want to grow in SMPS, your firm, or your personal life.

Cheers to a year of growth for all of us!

Dana

Article written by SMPS President Dana Lancour, FSMPS, CPSM, who is vice president, branding + communications of Barton Malow. She can be reached at dglancour@bartonmalow.com.

Nearly one year ago, I was working on my first column to you as your 2022-2023 SMPS president. In that article, Lessons From the Trail (and the follow-up column, Lessons From the Summit), I shared hiking-inspired takeaways that help me keep an eye on the bigger picture. Serving as Society president these past several months has been a continued exercise in thinking big picture while collaborating with the board of directors and staff to position our association for the future.

So, before I “take a hike” and end my term as Society president (couldn’t resist the wordplay!), I’m revisiting the trail metaphor and the lessons I’ve been reminded of along the path.

It takes time and effort, but it’s worth it. Life is busy and full of challenges. And with a deadline-driven industry like A/E/C, we’ve got a lot going on! But much like a trip to a mountain summit provides a rewarding view, there are benefits to taking the time to engage in volunteer SMPS leadership, from the relationships built to the knowledge gained. And all the while, the experience has allowed me to give back to an organization that has bolstered my career and enriched my life.

Value the history and the lessons it teaches. Hiking is so much more than a good workout—it exercises the mind, as well, by providing opportunities to learn about and reflect on the characteristics and history of the land the trails traverse. Serving as SMPS president this year has been an exercise in contemplation, as well, and an opportunity to acknowledge with gratitude those who came before us and started this great organization.

Know when it’s time to blaze a new trail. Indianapolis is home to a state park that my husband and I have hiked probably hundreds of times over the past 20 years. A couple of years ago, we discovered that a section of one of our favorite trails had closed, directing us to a new path that led us to our destination. As we look ahead to the next 50 years of SMPS, it’s important that we remain agile and open-minded to new possibilities and alternative pathways that will help us meet our vision.

Embrace “freudenfreude.” While schadenfreude involves taking pleasure when witnessing someone’s misfortune, I much prefer its opposite—freudenfreude. As someone who loves exploring the great outdoors, I’ve experienced freudenfreude many times this summer by being happy for friends who are getting out there (post pics, please!). For SMPS, it translates to being excited for those who will help lead SMPS after my term is through. SMPS board terms are temporary for many reasons—an ever-changing board allows for diversity of thought by engaging new leaders, helps prevent burnout, and creates opportunity for others. While the year went by quickly, I’m confidently handing the gavel to Dana Lancour, FSMPS, CPSM, who—along with the 2023-2024 board, SMPS HQ staff, and our amazing volunteers from coast to coast—will take the organization to new heights.

See you out there.

Article written by SMPS President Holly Bolton, FSMPS, CPSM, who is owner of 3chord Marketing. She can be reached at holly@3chord-marketing.com.

It happens nearly every fall. I’m browsing the home improvement store’s garden section and pause at the spring bulbs on display. Usually, I pass them by, preferring plants that result in instant gratification. Yet when spring finally arrives and daffodils and tulips make their appearance, I feel a sense of gratitude for the younger version of me—the proactive planter who decided to invest in the future and get her hands dirty. 

That sense of springtime gratitude is an appropriate metaphor for what I’m feeling as the current SMPS president. This year, we’re celebrating 50 years since the organization’s founding. And this past month, presidents-elect from coast to coast gathered in D.C. for the Chapter Leadership Symposium (CLS), where they shared ideas to help their chapters, and each other, grow and succeed. 

Our landmark anniversary demonstrates how the SMPS community benefits from past leaders who planted seeds and cultivated our organization into what it is today. And witnessing the connections and collaboration at CLS was a reminder that—as volunteer leaders—we wouldn’t be where (or who) we are without the people who encouraged and inspired us along the way. 

Spending time with the CLS class of 2023 last month (Hi, Hillraisers!) brought back memories from 16 years ago when I was gearing up to serve as president of SMPS Indiana. A few months later, I would reunite with my fellow “Big and Bold” presidents-elect at the SMPS conference in Denver. One of the conference’s keynote speakers was Mark Sanborn, author of the book, You Don’t Need a Title to Be a Leader. His message stuck with me—that a leader is someone who wants to make things better, and that you can lead from any seat. I’ve always believed that if you’re in SMPS, you’re a leader because you’re most likely interested in helping others, pursuing lifelong learning opportunities, and improving our industry. 

Whether we’re supporting others or building upon our own knowledge base, the effects of our efforts are seldom instantaneous. Lightbulb moments—opportunities that seem to pop up out of nowhere—are typically the result of cumulative efforts or past experiences that connect to the present day. 

So, I invite you to continue investing in yourself and helping tend to our community for the good of the future, whether you’re empowering others to lead or inviting transformations that will help us continue to provide value in the years ahead. As you do that, know that everything you’re doing today will make for a better tomorrow—both for yourself and those who share space with you. Together, we can meet the SMPS vision of business transformed through marketing leadership. 

Article written by SMPS President Holly Bolton, FSMPS, CPSM, who is owner of 3chord Marketing. She can be reached at holly@3chord-marketing.com.

Social media has been fun lately. And no, unlike other times I may have uttered this phrase, I don’t mean that sarcastically! The reason? Instead of doom scrolling, I’ve been boon scrolling—a term that describes the joy felt when seeing posts that promote others.

Those recent, positive posts have been about Women’s History Month, a time to recognize and celebrate the contributions women have made over the course of history. In addition, the first full week of the month was Women in Construction Week and included International Women’s Day. So, it has been fun and fulfilling to see my connections and their companies expressing appreciation for their colleagues, as well as honoring great women throughout history.

As I’ve reflected on the groundbreakers and trailblazers who created access and opportunity, I’ve also been thinking about women in my life and how they’ve influenced my path in A/E/C marketing. For example, when I was an early 20-something marketing coordinator, my then-boss, Cassandra Brouillette, told me about SMPS and supported my membership. A couple of weeks later, Patricia Cox (who, at the time, was serving as SMPS Kansas City president-elect) invited me to lunch and encouraged me to get involved with the chapter. A few years later, Karen Courtney, AIA, FSMPS, (then SMPS president-elect) hired me. She empowered me to follow my passion for writing. She encouraged me to continue pursuing volunteer and leadership opportunities in SMPS Indiana. And she advocated for my attendance at the SMPS annual conference. In these instances and countless others, supportive women have given me the tools and confidence to continually build my professional path.

But the first woman to inspire me was my mother … and she did so without realizing it.

When I was 8 years old, my parents divorced after 24 years of marriage. And my mom—who used to vacuum around me while I watched Sesame Street after kindergarten—re-entered the workforce. After borrowing a typewriter to brush up on her high school typing skills, Mom started working as a secretary at the local university, a career that would later allow me to go to college because the tuition was half price. To keep the home my sisters and I grew up in, Mom also took on side gigs to pay the bills, like ironing clothes for people and renting out extra rooms in our house. She pushed past her fear of public speaking to sell Home Interiors, a company that was big in the 1980s. And I saw her negotiate with guys selling the wood that heated our home, deal with maintenance and repairs, and navigate the antics and angst involved when raising four daughters.

All the while, I watched my mother deal with challenges with grit, love, and the desire to continuously learn and make life better for others, which—to me—are foundational characteristics of a leader. So please join me in raising a grateful glass to the influential women who have inspired and opened doors for others, whether through acts of intention or by simply being their incredible selves.

Happy Women’s History Month!

Article written by SMPS President Holly Bolton, FSMPS, CPSM, who is owner of 3chord Marketing. She can be reached at holly@3chord-marketing.com.

To provide transparency and expand member engagement, SMPS HQ provides an executive summary of the board of directors’ discussions and decisions following each regular meeting. The eight-member board of directors meets in person at least four times each fiscal year to fulfill its responsibility of governing the Society and advancing the strategic needs of our members, the organization, and the A/E/C marketing profession. Participants at these meetings include the senior management staff and often the the SMPS Foundation president.

The board met on January 17-18, 2023, at SMPS HQ in Alexandria, VA. This was their second regular meeting of the fiscal year, which began on September 1, 2022. Key discussion topics included the following:

• The board engaged in an open-ended conversation about current and future challenges and opportunities for the A/E/C industry, the marketing profession, the economy, and SMPS.
• President Bolton led a discussion on the values of the organization. Based on an earlier survey of the directors, she presented word clouds that indicated shared values for the individuals and the organization.
• Discussed progress on the development of the 2022-25 strategic plan.
• Approved an updated organizational mission statement.
• Received a report on our investment and reserve funds from our advisor.
• Updated our anti-harassment and apparent authority policies.
• Received reports on other activities, events, and the budget.

It’s here! The Society’s 50^th anniversary. *Insert virtual confetti toss*

All year long, SMPS is celebrating the founding of our organization—especially at our annual conference, Amplify A|E|C, in Austin. I hope to see you there!

This month—as the Society kicks off the celebration—many of us are thinking about what we want to achieve in 2023, whether New Year’s resolutions, annual plans, or words of intention. For me, the words I keep coming back to, for a variety of reasons, are: create and creativity.

As professionals in the A/E/C space, we’re part of a talented community that creates the environments that surround our daily lives. For those of us in marketing and business development, we’re focused on creating experiences, content, and—above all—value for our core audiences. Meanwhile, our industry is constantly changing, yet ripe for disruption. This requires us to continuously apply creativity and imagination to our firms and careers as we look toward the next 12 months—and the next 50 years.

You can learn more about the SMPS origin story and other milestones by checking out the Highlights of Our History. On a personal level, here are three ways the founders of SMPS have inspired me when it comes to creativity.

Plug into the power of plural

In 1973, a small group of professionals gathered to support each other’s work building business for their architecture and engineering firms. After a few short months, SMPS was born. While the practice of sharing information with people outside of your firm was uncommon in the 1970s, today, it’s second nature for most SMPS members to connect with others to give or get advice. And it’s one of our biggest strengths. Collaborating with a diverse group of individuals enhances creativity by introducing a variety of ideas and perspectives to consider, explore, and combine. As we look toward the future, how might we work together to share ideas and—as the founders did with creating SMPS—collectively develop new ones?

Use limitations to drive imagination

In the 1970s, professional services firms faced limitations to how they could promote themselves. At one time, architects were forbidden to advertise, and marketing in general had a perception of being unprofessional. This called for creativity, experimentation, and tenacity among the Society’s founders. The notion of creativity can conjure visuals like a blank canvas and scenarios where money is no option. Yet the best ideas and innovations can often result from limitations that challenge us to think differently. Gamifying processes, testing out concepts, and looking at challenges from a completely different angle can lead to much richer solutions than a boundary-free situation.

Don’t take yourself too seriously

When the founders first gathered, they called themselves the Society of Bird Doggers (SOBs)—a fun fact that always makes me chuckle. Whether through gamified approaches, moments of laughter and levity, or wacky ideas that you later scale down, it’s important to have fun during the creative process.

Embrace change

While our 50^th anniversary is the ideal moment to reflect and celebrate, it’s also time to look toward the future. By staying true to our founders’ willingness to evolve and transform, SMPS will continue to provide unmatched value to professionals who win work and drive growth for their A/E/C firms.

Thank you to the inspiring founders of SMPS and everyone who has led and been a part of this organization throughout the past 50 years. I look forward to what we’ll continue to experience—and create—together.

Article written by SMPS President Holly Bolton, FSMPS, CPSM, who is owner of 3chord Marketing. She can be reached at holly@3chord-marketing.com.

As this message is landing in inboxes and on the web, I’m preparing to land in Las Vegas for The Pinnacle Experience. It’s an SMPS event designed for experienced leaders in marketing and business development—and I can’t wait!

In my last column, I shared some lessons from the trail—insights gained from hiking that apply to setting and achieving goals. It was fun to read replies from those who enjoyed the hiking metaphor and related thoughts. Today, as I gear up to make connections and take in great content at Pinnacle, my metaphor mind has been at work again. That’s only natural, since pinnacle can be used to describe either a mountaintop or the most successful point in someone’s career.

After reaching the pinnacle of a mountain hike—or reaching a certain leadership position—it can be tempting to linger at the top. But as leaders, we need to keep going. With that in mind, here are a few more lessons from the trail, or more specifically, the summit:

Build others up along the way.

If you hike up a busy mountain trail, chances are, you’ll hear some words of encouragement, like “You’re almost there!” or “Keep going—it’s worth it!” As leaders, it’s our responsibility to not only think about the future but about who will be leading after us. When you’re following your own path, consider how you encourage others in theirs. If you’re standing at the proverbial leadership summit, think about how you can make room for someone else. And recognize when it’s time to change positions so others can benefit from the experience.

Appreciate different vantage points.

In September, I hiked the challenging Angels Landing trail in Zion National Park. Considered one of the United States’ most dangerous hikes, it offers a summit with stunning views. While hobbling hiking back down to the trailhead, I kept stopping to take photos. The view from the top was inspiring, but so were the views 1,500 feet (460 meters) below it.

As we accumulate experience and reach new heights in our careers, we develop expertise that we can share with future generations of leaders. Yet it’s important to remember that we have a lot to learn from different generations and experience levels, too–and, often, the protégé is also the mentor.

The path to the peak isn’t a straight shot.

As an asthmatic hiker, I always get a bit frustrated when a mountain or summit trail starts to wind downhill before the peak. It feels like someone hit CTRL+Z, undoing the progress I just made. I then remind myself that the up-and-down is conditioning me for the future, and that I’m still moving forward.

When plotted out on an X and Y axis, personal and professional growth seldom look like a 45-degree angle. Most of the time, growth looks more like a mountain range with ups and downs. Some experiences will seem like setbacks, but they have lessons to teach, and we’re still making progress.

Look for the next peak.

After a challenging hike, it’s not long before I’m thinking about the next one, which is a good reminder to do the same in my professional life. I mentioned this in my last column: I’ll always be a work in progress. I believe most SMPSers feel this way, too, as people who engage with professional associations typically have a growth mindset and want to continually learn and improve. Every experience sets us up for the next challenge or opportunity.

Much like the trek up a tough trail, the leadership path is a humbling experience. In my mind, that’s an important part of being a leader who leads to serve versus serving to lead. What lessons have you learned along your leadership path? How can SMPS support you as you move forward? Drop me a line and let me know! And I’ll see you on the trail.

Article written by SMPS President Holly Bolton, FSMPS, CPSM, who is owner of 3chord Marketing. She can be reached at holly@3chord-marketing.com.

Lessons From the Trail: From Rocks and Roots to the Big Picture 

“Did you have a nice trip?”

If you were to go hiking with my spouse and me, you’d probably hear this punny phrase after one of our toes hits a root or a rock, sending us slightly airborne. That phrase never gets old—unless you’re the recipient of said pun. Usually, it’s me. And usually, it’s because I’m looking further up the trail rather than at what’s right in front of my feet.

But often, when I’m at my desk, I feel like the opposite is true. I’m sure you can relate. In our industry—and as marketers, business developers, and firm leaders—there’s no shortage of immediate tasks and pop-up issues to address. Over the past two-plus years, between the you-know-whatic, the abundance of professional opportunities, and the return of going places, it has been challenging to look too far ahead.

That’s why it’s so important to have a solid plan. Much like having a quality trail map, knowing your ultimate destination helps you decide where to take your next step.

From an SMPS perspective, the board of directors has been working with staff and a strategic planning consultant to develop a new plan for 2022–25. During Bernice Bako’s term, we had rich discussions about challenges, opportunities, what has been changing in our world, and what we anticipate in the years ahead. Those conversations—as well as the feedback provided in our survey and focus groups—are guiding our aspirations for the next three years.

As your 2022–23 Society president, I’m excited and grateful to move this work forward with the SMPS board and HQ staff. It has been great to hear from so many SMPS chapter leaders who have been developing or advancing their plans, too. At our firms, it’s the time of year when we start thinking about our objectives for the coming year (ideally, in line with our company’s strategic plan).

In addition to having a plan, here are a few other lessons from the trail that help me keep an eye on the bigger picture without tripping up on the details.

• Adapt to trail conditions—and change course if necessary. Several years ago, my husband and I were trying to reach the summit of a 13,000-foot mountain, but strong winds kept knocking us over. For safety reasons, we reluctantly turned around. We all were reminded of this lesson in 2020, but a plan isn’t written in stone; it’s meant to be regularly revisited and updated. I write a personal plan each year and revisit and update it quarterly. And when presented with new information or experiences, I use that delete key, adjust, and move forward a different way.
• Invite others to join. Hiking solo is gratifying and centering, but having a hiking buddy opens new opportunities, as well, like benefitting from someone else’s perspective and—when backcountry camping—sharing the weight of what you need to carry. As we set goals and implement them, engaging with others adds accountability and results in a better outcome than if we had gone it alone.
• Timing is everything. Morning hikes are my favorite—the trails aren’t crowded, and the temperatures are lower. As a solopreneur, I’ve learned to be strategic with my time, scheduling high-stakes meetings and projects for the morning when I perform better and tackling more mundane items later.
• Don’t try to do too much. As a people pleaser, I struggle with this on the regular. But it’s important to know your limits, set boundaries, and take care of yourself.
• Appreciate your progress—and the view. Have you seen the shirt for the Sloth Hiking Team? Their motto is, “We’ll get there when we get there.” For me, it’s relatable. My pace is pretty slow. But instead of thinking about how far I have to go, I think about how far I’ve gone and focus on being grateful for the experience.

Unlike a hike, the journey to better is never-ending. I will always be a work in progress, as will our firms, our industry, and SMPS, because there’s always room to grow, and our world is ever-changing. How can SMPS continue to support you along every step of your career path? Drop me a line and let me know. I’m grateful to experience this journey alongside you.

Article written by SMPS President Holly Bolton, FSMPS, CPSM, who is owner of 3chord Marketing. She can be reached at holly@3chord-marketing.com.