2012 Principals, Partners & Owners Survey of Architecture, Engineering, Planning & Environmental Consulting Firms
Zweigwhite, April 2012, Pages: 230
ZweigWhite's 2012 Principals, Partners & Owners Survey of Architecture, Engineering, Planning & Environmental Consulting Firms is a comprehensive study of owners and top managers of U.S. architecture, consulting engineering, and environmental consulting firms. This eye-opening 230-page report covers ownership, stock appreciation, buy/sell agreements, non-compete agreements, voting rights, roles, responsibilities, perks, compensation, and more.
Have you been struggling to resolve disputes, clarify expectations, and set policies that work for principals in your architecture, engineering, or environmental firm? Or would you just like to see how you and your firm stack up in comparison to hundreds and hundreds of other principals from around the country? This is the one annual report for, by, and about principals and top managers in U.S. A/E firms, and it's the only source of inside information on the issues about which principals are truly concerned.
The Principals, Partners, and Owners Survey will help you:
- Learn what’s normal in terms of principal compensation and perks
- Find out what common issues principals in firms like yours are grappling with today
- Make sure you’re getting what you’re worth in every way, including company cars and other special benefits
- Learn what it takes to become and stay a principal in a firm in this industry
- Discover what other firms are doing in terms of employment agreements, non-competes, and stock buyback provisions
- Find out how principals in firms like yours manage their time and break down their work day
Have you been struggling to resolve disputes, clarify expectations, and set policies that work for principals in your architecture, engineering, or environmental firm? Or would you just like to see how you and your firm stack up in comparison to hundreds and hundreds of other principals from around the country?
Look no further! The new edition of the most comprehensive study ever undertaken of owners and top managers of U.S. architecture, consulting engineering, and environmental consulting firms—ZweigWhite's 2012 Principals, Partners & Owners Survey of Architecture, Engineering, Planning & Environmental Consulting Firms—is now available. It's the one annual report for, by, and about principals and top managers in U.S. A/E firms, and it's the only source of inside information on the issues that principals are really concerned with. You may have read about the Principals, Partners & Owners Survey in ENR, Building Design & Construction, or many other publications. Now find out what they were talking about.
For the 2012 edition, principals from across the U.S. were questioned about their compensation, perks, privileges, ownership, work habits, professional backgrounds, personal life, and feelings about business practices, fellow principals, and industry issues. Their responses were then tabulated and analyzed.
The result is an eye-opening 230-page report covering the roles, responsibilities, risks, and rewards of being a principal. The Principals, Partners & Owners Survey has the lowdown on ownership, stock appreciation, buy/sell agreements, non-compete agreements, voting rights, and more.
Compensation: How much do principals earn? And who says you can't make any money in the design industry? You might be surprised at what the top earner in the survey brought home last year. The report will show you comparative data on salaries, bonuses, owner distributions, total compensation, and perks by firm type, region, size, growth rate, and firm profit, plus by the principal's title, percentage of ownership, age, and gender. Find where you stack up and set senior managers' salaries.
Perks: What's normal and what's excessive in the area of “perks” for principals? Get all the details on who gets what—including vacations, cellular phones, country club memberships, tax preparation, and company cars and auto allowances.
Roles & responsibilities: You work hard. But is everyone pulling his or her own weight? Find out how many hours principals typically work per week, their charge ability, time spent on different tasks, vacation taken (or not taken), and more. We also asked principals how they felt about their fellow owners and board of directors.
These are the issues that affect you. Tap into the collective insight of principals just like you from design and environmental firms coast to coast. What is their outlook for 2012? Should principals be fired for non-performance? How likely is it that a principal will be fired, laid off, or have to take a significant pay cut in 2012? What type of leadership is most likely to make a firm successful? What are the biggest sources of conflict among principals? What are principals' biggest challenges?
To get the answers to these questions and many more, get the 2012 Principals, Partners & Owners Survey. This one-of-a-kind report will help you resolve controversies and get back to business—today.
Chapter 1 — About the Survey
- Firm type
- Year founded
- Region of headquarters office
- Number of offices
- Staff size
- Number of principals
- 2011 net service revenue
- Net service revenue per principal
- Legal form of ownership
- Majority ownership
- Number of owners
- ESOPs
- Prime vs. subconsultant work
- Client base
- Growth rate
- Firm profit
- Title/status
- Profession
- Owners
- Region of principal’s office
- Office managers
- Office space
- Age
- Race
- Gender
Chapter 2 — Firm Owners
- Ownership
- Partners’ insurance
- Stock purchases
- Owners’ outlook
- Buy-sell agreements
Chapter 3 — Firm Leaders & Managers
- Non-compete agreements
- Employment agreements
- Guarantees
- Board of directors
- Executive committee
- Board & executive committee responsibilities
- Voting rights
- Business planning
- Contracting authority
- Performance appraisals
- Eligibility requirements
Chapter 4 — Compensation
- Salaries
- Bonuses
- Shareholder distributions
- Overtime pay
- Total compensation
Chapter 5 — Perks
- Pension plans
- 401(k) plans
- Company cars
- Auto allowances
- Club memberships
- Cellular phones
- Preparation of tax returns
Chapter 6 — Work
- Work habits
- Paid time off
- Business travel
- Billing rates
- Time management
- Staff management
Chapter 7 — Background
- Education
- Professional registration
- Professional associations
- Professional background
- Background with firm
- Politics
- Domestic life
- Age, race & gender
Chapter 8 — Attitudes
- Coping with a recession
- Outlook
- Attitudes toward fellow principals
- Firing principals
- Career satisfaction
- Leaving the firm
- Leaving the industry
- Retirement
Chapter 9 — Conflict
Chapter 10 — Challenges
Tables
1-1 Breakdown of firms
1-2 Breakdown of principals
2-1 Ownership
2-2 Comparison: Is your investment in the firm worth more than, less than, or the same as you paid for it?
2-3 Partners’ insurance
2-4 Stock purchases
2-5 Owners’ outlook
2-6 Buy-sell agreements
3-1 Non-compete agreements
3-2 Employment agreements
3-3 Guarantees
3-4 Board of directors
3-5 Executive committee
3-6 Board & executive committee responsibilities
3-7 Voting rights
3-8 Business planning
3-9 Contracting authority
3-10 Performance appraisals
3-11 Comparison: Are you subject to a regular performance appraisal?
3-12 Eligibility requirements
3-13 Comparison: Has your firm established any specific minimum eligibility criteria for becoming a principal?
4-1 Salaries
4-2 Comparison: Principal current annual base salary
4-3 Bonuses
4-4 Comparison: Did you receive a bonus or non-shareholder profi t distribution in 2011?
4-5 Comparison: Principal bonus/profit distribution
4-6 Shareholder distributions
4-7 Comparison: Did you receive a shareholder distribution or owner dividend in 2011?
4-8 Comparison: Principal shareholder distribution/owner dividend
4-9 Overtime pay
4-10 Total compensation
4-11 Comparison: Principal total compensation
5-1 Pension plans
5-2 Comparison: Does your fi rm contribute a percentage of your salary to a pension plan?
5-3 401(k) plans
5-4 Company cars
5-5 Comparison: Do you have a company car?
5-6 Auto allowances
5-7 Club memberships
5-8 Cellular phones
5-9 Preparation of tax returns
6-1 Work habits
6-2 Comparison: On average, how many hours do you work per week?
6-3 Paid time off
6-4 Business travel
6-5 Billing rates
6-6 Comparison: What is your hourly billing rate?
6-7 Time management
6-8 Comparison: On average, what percentage of your time is job-chargeable?
6-9 Comparison: How do you generally break down your work day?
6-10 Staff management
7-1 Education
7-2 Professional registration
7-3 Professional associations
7-4 Professional background
7-5 Background with firm
7-6 Comparison: Do you feel your firm provided you with enough training/experience before making you a principal?
7-7 Politics
7-8 Domestic life
7-9 Age, race & gender
7-10 Comparison: Gender
7-11 Comparison: Do you feel there’s a problem with a lack of diversity (across age, race, and gender) among principals in this industry?
8-1 Coping with a recession
8-2 Comparison: If pay cuts are necessary for a firm’s survival, who should take them first?
8-3 Outlook
8-4 Top business issues principals will face in 2011
8-5 Attitudes towards fellow principals
8-6 Firing principals
8-7 Career satisfaction
8-8 What’s something you wish you had known or prepared for before becoming a principal?
8-9 Leaving the firm
8-10 Leaving the industry
8-11 Retirement
9-1 Causes of conflict: Summary
9-2 Causes of conflict: Quotes
10-1 Top challenges for principals
10-2 What steps are you taking to deal with these challenges?
10-3 Resources for advice: Summary
10-4 Resources for advice: Quotes
Charts
1-1 Firm type
1-2 Staff size
1-3 Client base
1-4 Growth rate
1-5 Title/status
1-6 Percentage of ownership
1-7 Age
1-8 Gender
2-1 Trend: Investment value
2-2 Partners’ insurance
2-3 Risks and rewards of firm ownership
2-4 Buy-sell agreement
3-1 Non-compete agreements
3-2 Guarantees
3-3 Executive committee
3-4 Voting rights
3-5 Business planning
3-6 Contracting authority
3-7 Performance appraisals
4-1 Trend: Principal annual base salary
4-2 Trend: Principal bonuses
4-3 Trend: Total compensation
5-1 Pension plans contributions
5-2 401(k) plans
5-3 Year, make, model, and color of principals’ company cars
5-4 Auto allowances
5-5 Club memberships
5-6 Cellular phone charges
5-7 Preparation of tax returns
6-1 Working on weekends and holidays
6-2 Paid time off
6-3 Trend: Principal billing rates
7-1 Professional registration
7-2 Professional association memberships
7-3 Effect of work on personal life
8-1 Trend: Pay cut strategies
8-2 Business environment outlook for the next year
8-3 Attitudes towards fellow principals
8-4 Firing principals
9-1 Top causes of conflict among principals
10-1 Top resources for advice
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