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Goal 1: FGM identifies, assesses, and positions itself to win larger project opportunities 6 –
24 months in advance of RFQ/RFP issuance.
In order to gather intelligence on upcoming project opportunities, improve our hit rate,
and develop an appropriate strategy for successfully pursuing targeted projects,
including assembling a project team, FGM must take a proactive approach to business
development.

FY 2017 UPDATE: Without a dedicated Business Development Representative, the Higher
Ed practice relies on more principal-level “prospecting” for opportunities and
networking with BD representatives from trusted partners (e.g. Tom Culliton/KJWW, John
Ross/AEI, Greg Wachalski/Brailsford & Dunlavey) to obtain information about future
pursuits. We will also turn to Caroline Brogan and her staff to research sources such as
the Illinois Board of Higher Education and the Illinois Community College Board.
Obtaining information about future public institution projects in Missouri has been difficult
due to the apparent lack of a centralized information source for pending projects; this
difficulty will be more pronounced with Shelley Simon’s departure, and it is likely our
efforts will be more reactive in Missouri. Steve Raskin has some Higher Ed experience and
could provide some proactive business development effort in Missouri and downstate
Illinois.

Prospecting for repeat work with current clients will be a high priority and will be made a
regular task for principals and project managers engaged on our current projects.

Goal 2: FGM reacts quickly and effectively to project opportunities not previously
tracked following RFQ/RFP issuance from existing clients and targeted prospects.
With proactive business development efforts focused on larger opportunities and
strategic clients/prospects, we will continue to identify smaller project opportunities, and
larger projects that were not identified earlier, only after the issuance of the RFQ or RFP.
These projects are still an integral part of FGM’s Higher Ed practice as we seek new
clients and build our design portfolio. Smaller projects that bolster our experience in
learning environments, collaboration spaces, student gathering areas, and residence
halls, as well as projects that initiate and/or develop preferred client relationships, will be
of primary interest. Maintaining and growing our network of consultants will allow us to
benefit from information gathered by their business development representatives.

Goal 3: Increase the Higher Ed design expertise of FGM’s staff.
Continue to develop a group of Higher Ed experts in the firm. This involves the design,
project management, and technical skills that are important to Higher Ed projects as
well as an understanding of the decision-making process, the relative influence of user
groups, the multiple stakeholders, and other “cultural” characteristics of colleges and
universities. Higher Ed expertise will be increased both by developing the abilities and
experience of current staff as well as bringing in outside hires when appropriate.

FY 2017 UPDATE: Current staff with Higher Ed experience reflect strong project
management and technical ability, however, there is, on paper, little expertise from a
design perspective. Carol Stolt can be effectively positioned as a designer on smaller
interior renovation projects and efforts will be made to provide Augie Battaglia with
Higher Ed project credentials (e.g. the UIUC Law Building project), however, the latter
will be a slow process and will limit opportunities for FGM to pursue major projects
without a design partner.

Goal 4: Develop a strong in-house design portfolio in one or two Higher Ed building
types. Continue to team with strategic partners for other building types when necessary.