06/30/2025
There’s always been an unspoken code among principal engineers at different firms.
You’ll see it play out in cities where one firm is working closely with public works directors or city engineers—often forged through years of trade shows, APWA or AWWA events, or just being present. These relationships matter. They influence procurement. They shape capital improvement planning.
What’s interesting is how principal engineers often don’t step on each other’s turf. There’s a kind of mutual respect. A “you take this city, we’ll take the next one” understanding. Sometimes they partner. Sometimes they split the pie. Everyone wins a little.
But here’s the question:
Does that help the firm grow?
Yes—billable hours stay up, and operations run smooth.
But does it create real competition?
Does it drive innovation?
Not always.
When relationships replace hustle, firms plateau. They never scale to a Jacobs or a Stantec because the business development muscle never grows. Principal engineers become default BD reps. But they’re not hunting. They’re maintaining. And that’s fine—until it isn’t.
That’s why some firms never grow beyond the county line.
Others acquire just to say they’re growing—but still don’t know how to build business.
Being friendly is good.
But being competitive and curious? That’s how firms evolve.
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