As I begin my term as president of SMPS, I’ve spent time reflecting on what truly makes this organization special. Not the programs alone. Not the conferences or certifications. And not even the impressive body of knowledge we collectively bring to the AEC industry. What stands out most—what has always stood out to me—is our people and the culture we have built together.
Across our chapters, something rare exists. We come from firms that often compete fiercely in the marketplace, yet when we gather under the SMPS banner, competition gives way to collaboration. Titles soften. Guardedness fades. People show up willing to share, to listen, and to help one another succeed. That spirit—open, generous, and genuinely supportive—is not accidental. It has been built over decades by volunteers who believed that the industry is stronger when its professionals are connected, not siloed.
That culture is not just something to be proud of. It is our strategic advantage. The year ahead will test every organization in our industry. Artificial intelligence is reshaping how we work, think, and create value. Private equity continues to change firm ownership models, expectations, and the competitive landscape. Regulatory environments are evolving. Social and political pressures are intensifying. Clients are demanding more—faster, smarter, and with greater accountability. None of this is abstract. It is already showing up in our day-to-day work.
The temptation, in moments like this, is to retreat—to protect what we know, guard our expertise, and narrow our circles. SMPS has never been that kind of organization. Our instinct has always been the opposite: to lean in, bring people together, and figure things out collectively.
That instinct matters now more than ever.
As president, my vision for the year ahead is straightforward: to build on our strong foundation and help our members thrive in what comes next. Over the summer, the board of directors adopted a new three-year strategic plan—one shaped deliberately around the real challenges and opportunities facing our members, volunteers, and chapter leaders today. This plan reflects what we heard, what we see, and where we believe SMPS can make the greatest impact. In the coming weeks, I look forward to sharing more details and bringing this strategy to life with our community.
I am honored to serve this organization at such an important moment. I am excited to work with our talented and committed board of directors, HQ staff, and chapter leaders and volunteers across North America as we rise to what lies ahead.
Article written by SMPS Board President Benjamin Sawa, FSMPS, CPSM, PMP.
