Business Development and Diminishing Intent: Why Your AEC Firm Needs a Plan
If you follow me on social media, or are connected with me on LinkedIn, you may have noticed I’m fond of posting quotes. Through the years, I’ve shared hundreds, but today’s quote is one I keep returning to because it strikes at the heart of a challenge I see repeatedly in the commercial AEC industry:
“The law of diminishing intent says that the longer you delay doing something, the less probability you have of actually doing it.” — Michael Hyatt
This principle resonates deeply in an industry where precision and planning are the bedrock of success. Think about it: every successful construction project begins with a detailed set of blueprints, specifications, and schedules. These plans are followed meticulously — down to the last rebar placement or HVAC duct. Deviate from the plan, and you risk delays, cost overruns, or even failure.
Yet, when it comes to business development and marketing, many AEC firms operate without a plan, leaving growth to chance or fleeting bursts of enthusiasm. This is where complacency and apathy creep in, and the law of diminishing intent takes hold.
The Planning Paradox in AEC
In my work as a Business Development, Sales, Marketing, and CRM consultant, I’ve seen this paradox time and again. AEC firms excel at executing complex projects but often neglect the same discipline for growing their client base.
I’ve worked with dozens of firms where the prospecting process is haphazard, marketing materials are outdated (or nonexistent), and CRMs — if they exist — are underutilized or poorly configured. Social media? Often an afterthought, with sporadic posts that fail to showcase the firm’s expertise. Posturing? Don’t get me started.
Why does this happen? The answer is simple: Your day job gets in the way.
You’re busy managing projects, meeting deadlines, and solving on-site challenges. The urgency of landing new clients or building a robust pipeline takes a backseat to the immediate demands of current work. But here’s the kicker: the longer you delay creating a structured business development plan, the less likely you are to act on it. Intent fades, opportunities slip, and complacency settles in like dust on an unused blueprint.
Breaking the Cycle of Diminishing Intent
The good news? You can break this cycle by applying the same rigor to business development that you do on your projects. Here’s how:
Draft a Business Development Blueprint — Just as a project starts with a detailed plan, your growth strategy needs one too. Define your target markets, ideal clients, and key differentiators. Set measurable goals — whether it’s increasing RFPs by 20% or securing three new clients in a specific sector. A clear plan keeps your team aligned and accountable.
Audit Your Current Processes — Like a chef evaluating a restaurant’s kitchen, take a hard look at your prospecting, marketing, and CRM practices. Are your marketing materials polished and consistent? Is your CRM tracking companies, contacts and opportunities effectively, or is it a glorified Rolodex? Are you leveraging LinkedIn to build relationships? An audit reveals gaps and opportunities to streamline your approach. (Need an structured audit — click here)
Schedule Consistent Action — The law of diminishing intent thrives on procrastination. Combat it by scheduling regular, intentional actions — weekly pipeline reviews, monthly content creation, or daily outreach to prospects. Small, consistent steps build momentum and prevent apathy from derailing your efforts.
Invest in Expertise — You wouldn’t let an untrained intern design a bridge. So why tackle business development without guidance? A consultant can bring fresh perspective, proven strategies, and accountability to ensure your plan isn’t just a good idea but a reality.
From Intent to Impact
The commercial AEC industry thrives on precision, yet too many firms leave their growth to chance. The law of diminishing intent reminds us that good intentions alone won’t win new clients or expand your market share. Without a plan, your firm risks stagnating while competitors — who are just as busy but more disciplined — pull ahead.
Take a page from your own playbook. You wouldn’t build a restaurant, shopping center or office building without blueprints, so don’t build your business without a growth plan. Start today: audit your processes, set clear goals, and commit to consistent action. If you’re feeling overwhelmed, that’s where I come in — helping AEC firms turn intent into impact, one strategic step at a time. I budget four hours per week for just ‘talking shop’ with no fear of unwanted follow up emails or calls.
Let’s connect to discuss how your firm can overcome diminishing intent and build a thriving business development strategy. Because when it comes to Building New Business, as in construction, success starts with a plan.
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Bobby Darnell is the founder and Managing Principal of Construction Market Consultants, Inc. An Atlanta based consulting group specializing in business development, sales, marketing, CRM as well as executive placement for the AEC (Architectural, Engineering and Construction) industry.
Bobby budgets four hours per week for just ‘talking shop’ with AEC Business Owners and/or AEC Business Developers. He never does follow up emails or calls unless asked.
