Strategic planning sits at the center of every successful organization. In our firms, marketers and business developers are often the stewards of that process — facilitating conversations about growth, aligning leadership around priorities, translating vision into actionable initiatives, and ensuring accountability to outcomes. We understand that strategy is not a document in and of itself – it is a disciplined commitment to focusing on the most important actions and decisions that will move our organization forward.
Our 2026–2029 Strategic Plan reflects that discipline. It was not developed in a silo or in a single planning retreat. It is the product of years of dialogue — with chapter leaders, volunteers, past presidents, members, and staff across the country. Through formal surveys, leadership forums, chapter visits, and countless individual conversations, a consistent message emerged: members want stronger connection, clearer value, and a more unified Society experience.
This plan is our response to the opportunities and challenges you have entrusted us to address.
At its core, this plan is driven by a clear aspiration for 2029: fostering an engaged, connected community; elevating the SMPS brand as ONE cohesive Society; preparing the AEC industry for what’s next; and embracing diverse perspectives to elevate the Human Experience in Business®.
What does this mean in practical terms? Three strategic priorities anchor our collective work:
- Strengthening Chapter Support and Alignment – We are committed to deepening the partnership between SMPS HQ, chapters, and volunteer leaders so that we can deliver consistent, meaningful value at every level of engagement.
- Elevating Volunteer and Member Engagement – Engagement isn’t about activity alone; it’s about connection, contribution, and the shared success that comes from learning together and supporting one another’s growth.
- Expanding Membership Value Through Content and Programming – Our role as the Center for Business Growth depends on delivering timely, tailored content and professional development that equips practitioners to lead with confidence and foresight.
These priorities reflect what you’ve told us matters most: the desire for community, the need for career-relevant learning, and the value of experiences that build networks and expertise. But a strategic plan is not a static document – it is a living framework, and its success depends on how we bring it to life together.
Much like individual firms calibrate strategy to market forces, client needs, and competitive realities, SMPS must be equally responsive and forward-thinking. The AEC world continues to evolve rapidly – from technological disruption and shifting ownership models to evolving client expectations and talent dynamics. Our strategic plan is designed not only to meet those challenges but to turn them into opportunities for leadership.
In the coming months, you’ll see this plan reflected in strengthened educational offerings, enhanced volunteer experiences, and new platforms for connection and dialogue. More importantly, you’ll have opportunities to engage in shaping how this strategy translates into real outcomes for our members and chapters.
As your SMPS president, I am energized by what lies ahead. We are positioned not just to adapt, but to lead – with purpose, cohesion, and a shared commitment to excellence. Together, we will make the next chapter of SMPS one defined by growth, relevance, and impact.
Article written by SMPS Board President Benjamin Sawa, FSMPS, CPSM, PMP.
