In times of volatility, retreating to familiar strategies may feel safe. But in today’s A/E/C environment, doing what has always worked can be the riskiest move of all. The SMPS Foundation’s Emerging Trends research, developed with research partner FMI Consulting, highlights a growing concern. Firms that continue to rely on traditional transactional approaches, such as waiting for the RFP, recycling boilerplate content, or using broad, generalist messaging, are increasingly being screened out before the pursuit even begins. Selection is happening earlier, shaped by what clients see and hear well before formal procurement. As AI-driven evaluations become more common, sameness is no longer neutral. It becomes a reason to be eliminated. Much like a healthy investment portfolio, where balance, timing, and variety are key to reducing risk and driving returns, firms must diversify their positioning and engagement strategies. Differentiation is more critical than ever before. Similarly, firms leaning too heavily on legacy client relationships or repeat work from long-standing accounts find that these sources of revenue aren’t delivering the same returns they once did. According to the Foundation’s recent Client Experience (CX) in the A/E/C Industry research, top-performing firms use client feedback to guide their strategy. Firms that do are 59% more likely to experience above-average growth. Yet, insight from clients remains one of the most underused sources of differentiation. For marketers and BD professionals, the challenge isn’t just standing out in a proposal. It’s shaping perception and building value before the project is even on the radar.

Client expectations are accelerating. The shift is generational, behavioral, and increasingly digital. Firms that fail to keep pace risk more than missed opportunities. They risk strategic misalignment. According to the Foundation’s Emerging Trends research, over half of the respondents expect major shifts in client behavior due to generational change. Nearly 40% of senior leaders in the A/E/C industry are expected to retire within the next five years, accelerating leadership transitions and reshaping how firms engage with clients. As Millennials and Gen Z step into decision-making roles, they’re bringing new expectations. They want purpose-driven partnerships and seamless digital experiences, along with more proactive value-aligned client engagement. This audience responds differently. Traditional sales tactics carry less weight. They react to shared values and intuitive, self-guided interactions more than traditional BD tactics. Cold calls and static brochures often fall flat. Generic content signals a disconnect. The Foundation’s CX research shows that top-performing firms are not guessing but are listening and responding. Those that use client surveys are 65% more likely to succeed, and firms that close the feedback loop are more likely to grow and remain profitable. The greater risk goes beyond falling behind. The risk is becoming irrelevant to those now deciding who wins the contract.

While many firms focus on external risks like market shifts, client behavior, or economic factors, some of the most damaging risks are internal. They often begin with misalignment between strategy and structure. The Emerging Trends research highlights a key shift. Marketing and business development teams are being asked to lead conversations about client experience, positioning, brand equity, and digital transformation. Yet, in many firms, internal infrastructure and the necessary integration have not caught up to those expectations. Disconnected teams, outdated workflows, and limited visibility into client data slow progress. When marketing and BD professionals lack the resources and authority to contribute strategically, the firm misses opportunities. These issues may not be obvious at first, but over time they create a cycle of reactivity, weaken the firm’s message, and stretch teams beyond their capacity. Firms rising to the moment are not always those with the biggest budgets. Instead, they align people, platforms, and processes around a clear growth strategy. The real risk isn’t just inefficiency. It’s falling out of step with the market, and that is much harder to fix.

Client experience (CX) is no longer optional. CX is a measurable driver of growth, profitability, and competitive advantage. Yet, many firms still treat it as something to improve when time allows, or only after a problem arises. That mindset carries significant risk. Findings from the SMPS Foundation and research partner, Client Savvy, a ClearlyRated Company, show that firms leading in CX consistently outperform their peers. Higher performing firms are:

• 94% more likely to achieve above-average growth
• 113% more likely to achieve above-average profitability
• Twice as likely to attract and retain both talent and ideal clients
• 147% more likely to grow when they have a dedicated CX leader or team

The difference is a mindset. High-performing firms treat CX as an operating principle. Leadership is engaged. Feedback is used strategically. Training is continuous. And CX is measured and tied to decision-making. Firms that neglect CX may not see the consequences immediately. But over time, they lose momentum—lower win rates, fewer referrals, and clients who quietly move on. Top-performing firms close the feedback loop. They treat each interaction as part of a relationship, not a transaction. And they make CX a visible part of both brand and culture. CX doesn’t stand alone. In many top-performing firms, a strong Client Experience is supported by an equally intentional Employee Experience (EX). When employees are empowered, aligned, and connected to the firm’s purpose, their engagement directly enhances client interactions. Marketing and BD teams have a unique role to play here, translating that alignment into a more authentic, consistent brand and client journey.

As client expectations evolve and competition intensifies, the role of marketing and business development is changing. The SMPS Foundation’s Emerging Trends research, along with input from affiliate organizations, reinforces that technical professionals in high-performing firms increasingly look to marketing and BD leaders for integrated strategy, client insight, and positioning support aligned with firmwide goals. These teams are no longer just building visibility or supporting pursuits, but helping shape strategy, guide positioning, and deliver measurable results. Yet, many firms still treat marketing and BD as tactical or reactive functions. The result is the underuse of professionals who are often best positioned to sense shifts in client priorities and recognize when the firm’s approach is falling out of step with the market. This is a structural risk, not just a missed opportunity. According to the Emerging Trends research, high-performing firms are investing in strategic growth roles, including CX leaders, marketing technologists, content strategists, and pursuit analysts. These roles are not overhead costs, but essential investments for raising brand value, competing, and securing revenue in a complex market. Still, in many firms, old patterns persist. Marketing is brought in after go/no-go decisions. BD is expected to generate leads without coordinated client intelligence. Marketing and BD professionals are excluded from planning conversations, despite being closest to the client perspective. When these teams are underleveraged, firms lose their ability to spot signals early, adapt quickly, and differentiate with clarity. Firms pulling ahead are not simply adding headcount. They focus on unlocking the full value of the growth talent they already have. These professionals do more than support growth; they drive it.

Across every challenge outlined here—positioning, alignment, market shifts, client experience, and organizational design—risk is a constant. The firms that will thrive are those that know how to interpret it, frame it, and take risks with purpose. This is where marketing and business development professionals offer strategic value. Because they understand client dynamics and recognize early signs of change, these roles are uniquely positioned to help firms navigate uncertainty and make smarter, more deliberate growth decisions. When used well, risk becomes a lever for aligning business strategy with market opportunity, resulting in more work, client continuity, and higher profitability. And the firms that learn to pull that lever with intention will be the ones shaping what comes next in the A/E/C industry.