Page 101 - 2022 Annual Report 2022 FINAL

o through social media
• Continue to build our team:
o through training and knowledge sharing
 business development training, project management training
 quarterly knowledge shares
o identifying next gen and needed expertise/roles
o by leveraging expertise and experience between offices
• Continue to find synergies across practice areas and regions
o Intentional pursuits with Reston to follow current work
 Davidson-Davie Community College Public Safety Training
 Central Piedmont Community College
• Seek research opportunities for evidence-based design with current and potential clients.
• Develop great tools, diagrams and graphics; photograph great work for marketing
• Search for new ways to differentiate ourselves in pursuits and project work
o Promote our thought leadership through white papers and publications
• Continue to meet and exceed our financial goals with realistic expectations for the future
• Expand our palette of project types to include master planning.

FINANCIAL GOALS:
In fiscal year 2021, we did not meet our goals, with Higher Ed revenue in a decline since 2014. We did
meet our goals in FY22, despite being a modest practice area, and are on track to meet our goals for
2023. Our primary financial goal is to continue to turn the tide and grow.

• In the next two years, we will double our revenue.
• In the next 5 years, we will see a similar volume to 2011/2012. Net Revenue 2022
• We believe we will see the most growth in the St. Louis region.

$2,500,000

$2,000,000

$1,500,000 Goals 2023
St. Louis Chicago
$1,000,000
Austin NoVa
$500,000

$0
St. Louis Chicago Austin NoVa Total
St. Louis Chicago
Net Revenue 2022 Goals 2023 Austin NoVa

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