As LJB continues its commitment to strategic growth, operational excellence, and impactful solutions for our clients and communities, we have advanced to #287 on the Engineering News Record Top 500 Design Firms List. The firm’s gross revenue rose from $76.3 million in 2024 to $83.8 million in 2025—solidifying our place in the top 1% of engineering firms.
Participating in the ENR Top 500 List process also invited us to reflect on some of the ways our industry is changing and how we’re navigating those adjustments. Read on to hear from members of our leadership team on key issues AEC companies are facing.
Industry Issues
CEO
In your view, what is the most significant challenge your firm faces this year? How does that challenge reflect what you feel is happening across the AEC industry?
The industry is being pushed to do more with fewer people, making the integration of AI and automation essential. The challenge is moving quickly enough to stay competitive while ensuring those investments deliver real value and sustain margins.
How are current economic conditions/federal policies impacting the markets where your firm conducts the most business? How do you see those conditions evolving over the course of the year?
Demand remains strong across infrastructure, data centers, and advanced manufacturing, but volatility in material costs and evolving regulatory requirements continue to add complexity. Navigating that environment comes down to disciplined management of project, labor, and benefit costs—something the industry must maintain regardless of economic conditions.
In what ways would you say your firm has evolved the most over the past year? Outside of revenue numbers, what would you consider to be your firm’s biggest successes?
Our ability to build a resilient team that can adapt to rapid technological change and fully integrate our strategic acquisitions, while maintaining strong client satisfaction, has been one of our biggest successes this year.
Infrastructure
Transportation Operations Leader
As infrastructure projects grow more complex and climate pressures increase, what design solutions are you employing to balance resilience, sustainability, and cost for clients?
We design infrastructure with the full lifecycle in mind—using advanced modeling, data-driven planning and nature-based solutions to balance resilience, sustainability, and cost. The goal is simple: systems that adapt, perform, and require less maintenance over time.
How do you anticipate federal regulatory changes around permitting affecting project timelines for large infrastructure developments? As environmental regulations continue to shift and be modified, how could that change the way projects are designed or approved?
Recent regulatory changes are aimed at speeding up environmental reviews, and early examples show that’s possible without sacrificing protections. But permitting is only one piece of the puzzle—financial constraints are often the factor that determines how quickly projects move from approval to construction.
Design Strategies
Buildings Practice Operations Leader
What design strategies is your firm using to increase project flexibility and reduce risk amid fluctuations of material price, availability and lead time? Where are you seeing improvement and where are you still seeing challenges?
Flexibility is key right now. We’re designing with alternate systems and materials in mind so projects can keep moving despite shifts in price, availability, or lead times. While conditions have improved since recent peak disruptions, challenges remain in areas like precast and structural steel. The biggest gain has been adaptability—giving clients options that protect both schedule and budget.
Digital Tools
Director of Integrated Survey
How are digital tools such as AI, digital twins, and advanced modeling influencing decision-making during the early design stages of your projects?
Digital tools are shifting decision-making earlier in the process. With high-fidelity models and reality capture, teams can reduce field time, minimize risk, and develop designs that more closely reflect real-world conditions.
Human Resources
Director of Human Resources
What qualities or leadership skills are most important for emerging leaders in today’s design and engineering firms?
Leadership in today’s environment is less about having all the answers and more about creating the conditions for teams to succeed. Strategic thinking, adaptability, and strong interpersonal skills set emerging leaders apart.
How do you identify high-potential employees early in their careers and help prepare them for leadership roles?
You can spot emerging leaders by how they think—seeking feedback, taking ownership, and looking beyond their immediate role. The key is giving them the support and opportunity to lead early, even outside their comfort zone