June Jewell

The post names the failure points: leaders with no clear view of the real pipeline, CRM systems that were never implemented well enough to hold seller-doers accountable, and follow-up that is inconsistent or generic.

• Jewell's proposed sequence is an effective Go/No-Go filter that limits pursuits to projects with the best win chance and profit potential and to target clients and markets, win-rate tracking, a designated proposal follow-up coordinator, required CRM status updates, and personalized follow-up with clients.
• The stated goal is the highest revenue for the fewest proposal submissions, and keeping CRM data current is treated as part of a seller-doer's job rather than an administrative chore.

Win Rate is calculated by dividing sales wins by total proposals submitted, and Jewell says it can be broken out by units or dollars, by market sector, by seller-doer, or by department. One team member is named Proposal Follow-up Coordinator so that no single proposal slips through.

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Accountability, as defined here, is measuring key financial indicators and reviewing them with the team on a frequent basis — with the frequency set by how the project manager is performing rather than by a fixed schedule.

• The same approach is applied to internal strategic initiatives, where Jewell warns it is easy to work in the business rather than on it and to reach year-end without completing improvements that matter.
• CRM rollouts are the clearest example of the communication half: if leaders do not repeatedly explain the benefits and expectations, staff will not prioritize the system, and the result is poor data and a half-implemented tool.
• Jewell explicitly rejects the idea that accountability is punishment, framing it as focus on the right things plus rewards and consequences for performance.

A project manager delivering profitable projects with happy clients might need only a monthly review. A project manager consistently losing money, writing off fees, and struggling with clients should meet weekly, going project by project to find what is causing the problems and how the firm can help.

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The argument is that A&E firms do not invest enough to prepare project managers for everything the role now carries: delivering profitable projects alongside selling, managing client relationships, managing a team, and handling administration.

• Weak project results are framed as a missing structure, skills, or support problem rather than individual failure.
• Jewell cites the annual Deltek Clarity report placing project management training at the top of growth opportunities for firm performance, which ties the recommendation to an industry benchmark as well as to personal experience.

The Deltek Clarity finding is the anchor, and a separate post points readers to a blog article, "5 Ways to Radically Improve Project Manager Success," which argues that project managers sit at the center of client satisfaction, operational efficiency, team alignment, and profitability. The five strategies themselves are in that linked article, not in the supplied post text.

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The practical output is a 90-day action plan and a draft AI policy template firms can adapt to define how employees may use AI.

• Jewell flags that this is a fast-changing landscape and recommends revisiting tools and company policies through the year, so firms gain a competitive advantage without taking on risk or data security problems.
• This is the newest theme in the retained material and the one where Jewell is most careful to frame the guidance as provisional rather than settled.

The draft AI policy template is offered as a starting point for setting parameters on employee AI use, paired with the 90-day plan described in the post. The article and the downloadable template are not part of the reviewed material, so only the post's description of them can be used.

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Conference appearances carry the same structure — a session on financial and operational performance that comes with a new resource for implementing the recommended action items — and public posts double as invitations for clients, associates, and peers to connect. The Deltek Clarity post shows the same pattern of anchoring advice to a recognizable industry benchmark rather than to personal opinion alone.

The ACEC National Convention presentation, "Six Keys to a Championship Engineering Firm," is described as covering six strategies for improving financial and operational performance, with a new resource provided so attendees can implement the recommendations.

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Jewell outlines why architecture and engineering firms lose opportunities: leaders often lack a clear view of the pipeline, CRM systems are poorly implemented, and proposal follow-up is inconsistent.

• The post names concrete fixes, including a Go/No-Go process, win-rate tracking by units or dollars, a designated proposal follow-up coordinator, and required CRM updates.
• It treats sales as a managed system rather than a matter of individual effort.

For brands planning a campaign

Useful as a diagnostic frame for a CRM and accountability engagement. It suggests assessing pipeline visibility, Go/No-Go discipline, win-rate reporting, and ownership of follow-up before designing training.

Jewell argues that poor accountability and communication cause many business initiatives to fail.

• Accountability means measuring key financial indicators and reviewing them with the team at a cadence tied to performance: monthly for a project manager delivering profitable work, weekly for one losing money.
• Jewell stresses that accountability is not punishment, and that CRM adoption fails when leaders do not repeatedly communicate benefits and expectations.

For brands planning a campaign

A training plan can be built around accountability cadence and repeated communication. The evidence supports positioning CRM training as an adoption and management-practice effort, not just software instruction.

This post introduces a blog post titled “5 Ways to Radically Improve Project Manager Success.”

• It argues that project managers sit at the center of client satisfaction, operational efficiency, team alignment, and profitability, and that firms with inconsistent results often have not given project managers the structure, skills, or support to succeed.
• The five strategies themselves are in the linked blog post, which is not included in the supplied material.

For brands planning a campaign

If the brief centers on project manager training, request the full blog post and related examples before relying on this item. The post shows the argument and positioning but not the complete method.

Jewell describes attending a PSMJ AI Innovation and Technology conference in Austin, observing that clients struggle with the pace of change and are unsure which technologies to adopt.

• The post says Jewell summarized expert recommendations, added practical concerns from client conversations, and offered a 90-day action plan plus a draft AI policy template.
• The linked article and template are not included in the supplied material.

For brands planning a campaign

Relevant for an AI adoption or policy training engagement. The 90-day plan and policy template would need to be retrieved to assess their depth and fit.

Jewell references the annual Deltek Clarity report and says project management training emerged as the biggest growth opportunity to improve firm performance.

• The post states that Jewell has worked with tens of thousands of project managers over 35 years and that training project managers in business and project management practices has produced the biggest financial improvement for clients.
• It also says A&E firms do not invest enough in helping project managers handle profit delivery, selling, client relationships, team management, and administration.

For brands planning a campaign

Useful as supporting evidence when a brief involves project manager training. The Deltek Clarity report details should be checked directly before quoting any specific findings.

Jewell announces a presentation at the ACEC National Convention in Washington, DC, titled “Six Keys to a Championship Engineering Firm.”

• The post says the talk covers six strategies to improve financial and operational performance and that a new implementation resource would be provided.
• It also signals an active speaking and convention presence.

For brands planning a campaign

Could support an event, workshop, or speaking-led engagement. The six keys and implementation resource are not detailed in the post and would need to be requested.

In one post they break the problem into lost pipeline visibility, failed CRM implementations, a Go/No-Go filter for which projects to pursue, win-rate tracking, a designated proposal follow-up coordinator, and personalized follow-up. They frame the goal as the highest revenue for the fewest proposal submissions, and treat keeping CRM data current as an accountability requirement for seller-doers, not an administrative chore.

Turns the fix into a sequence of named operational steps (Go/No-Go, Win Rate, Proposal Follow-up Coordinator) rather than general encouragement.

For brands planning a campaign

A vendor selling CRM, proposal, or pursuit-management software can use June Jewell for content that names the adoption and accountability failures buyers already recognize, then ties them to a metric the firm tracks. Best aimed at firm principals and seller-doers rather than a general marketing audience.

Examples: Source 1

Accountability, in their definition, is measuring key financial indicators and reviewing them with the team on a frequent basis, with frequency scaled to performance: once a month may be enough for a project manager delivering profitable projects with happy clients, once a week for one who is losing money, writing off fees, and struggling with clients. The same logic covers strategic initiatives, and CRM rollouts specifically, where they warn that without repeated communication of benefits and expectations staff will not prioritize the system, leaving poor data and a half-implemented tool.

Ties meeting cadence directly to performance signals instead of prescribing a fixed review schedule.

For brands planning a campaign

Supports training, coaching, and change-management offers where the buyer's problem is adoption rather than tool selection, and helps justify an ongoing accountability or review rhythm inside a consulting engagement.

Examples: Source 1

They report working with tens of thousands of project managers across 35 years and argue firms under-invest in preparing PMs to deliver profitable projects alongside their other responsibilities: selling, managing client relationships, managing a team, and administration. They point to the Deltek Clarity report ranking project management training as the top opportunity to improve firm performance, and describe PMs as sitting at the center of client satisfaction, efficiency, and profitability, with weak results tied to missing structure, skills, or support rather than individual failure.

Combines an industry survey finding with their own client experience to argue the case for training investment.

For brands planning a campaign

Relevant for learning providers, project-management training vendors, and professional bodies. The framing gives a vendor a way to position training spend as a financial performance decision for firm leadership rather than a generic professional development purchase.

Examples: Source 1 · Source 2

The deliverable described is a 90-day action plan plus a draft AI policy template firms can adapt to set parameters for how employees use AI. They flag that the landscape changes quickly and recommend revisiting tools and policies through the year so firms capture competitive advantage without taking on risk or data security problems.

Distills conference material into a short article and pairs recommendations with a downloadable implementation resource.

The policy template is presented as a draft in a fast-changing area, and June Jewell frames it as a starting point rather than settled guidance.

For brands planning a campaign

An AI tool or governance vendor can work with June Jewell on adoption content aimed at firm leaders who need policy and rollout guidance before committing to a purchase.

Examples: Source 1

Conference posts double as invitations for clients, associates, and peers to connect. The Deltek Clarity report post works the same way, anchoring advice to a recognizable industry benchmark rather than to June Jewell's opinion alone.

Reuses keynote material as written content and a companion implementation resource, and attaches recommendations to third-party industry data.

For brands planning a campaign

Fits event sponsors and industry software vendors wanting a speaker-adjacent partner whose sessions map to measurable operational topics and who can carry that benchmark narrative into follow-up content.

Examples: Source 1 · Source 2

The post documents attendance and commentary, not a commercial tie.

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The post covers a speaking slot at the event.

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One post calls it "our Find the Lost Dollars business management training for A&E industry PMs," which shows June Jewell is part of the operation, but the posts do not state whether they own the business or work for it as an employee, so the exact relationship is unstated.

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Arslan Iqbal's posts argue that clients respond to being understood rather than pitched, and that a proposal opening with the sender's own enthusiasm misses the client's actual problem. That overlaps directly with June Jewell's point that pursue-and-propose discipline, not proposal polish, decides who wins A&E work.

Arslan Iqbal addresses freelancers, consultants, and agency owners on LinkedIn outreach, personal positioning, and using AI to draft proposals faster, working at the level of individual client acquisition.

• June Jewell works one level up, at firm management inside architecture and engineering: Go/No-Go filters, win-rate tracking, CRM accountability, and project manager training.
• A reader wanting outreach tactics should read Arslan Iqbal; a reader wanting firm-wide sales process and delivery discipline should read June Jewell.

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Samuel Shoge's account of responding to a city RFP, and of grounding strategy in a client's operational reality rather than presenting a plan the client cannot implement, shares June Jewell's conviction that the pursuit and delivery system is where consulting engagements succeed or fail.

Samuel Shoge writes as a strategy consultant about the client-facing side of consulting: RFP responses, walking side-by-side with a client, and phasing a strategy around the client's staffing and resources. June Jewell writes about the internal machinery of A&E firms that buy and sell that work, including CRM adoption, sales metrics, and PM training, and frequently attaches an implementation resource to the advice.

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Ishan Manchanda's account of moving from a full day to under an hour between call and proposal, with AI assistance, matches June Jewell's interest in using technology to remove grunt work without lowering the quality of the client-facing output.

Ishan Manchanda operates in B2B SaaS and agency marketing, covering sales-call transcript workflows, AI-assisted proposal building, and paid-ads conversion measurement.

• June Jewell's audience is architecture and engineering firm leadership, and the subject is firm performance: accountability cadence, project manager development, and AI policy and risk.
• The overlap is the sales-process improvement; the industry, audience, and level of the problem differ.

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In one post, Arslan argues that proposals should lead with the client’s problem and desired outcomes, and describes using AI to help structure them. Read the proposal-writing post.

This is a useful angle for client-facing messaging, but the examples focus on freelancers and agencies rather than A&E firms’ pipeline management and sales accountability. June Jewell is the closer fit for an A&E sales-process brief.

His post makes the case for understanding operational roadblocks and phasing recommendations around available resources. Read the implementation-focused post.

That implementation lens can strengthen a change or consulting story, but the sampled posts do not offer the A&E-specific sales-process guidance June provides on pipeline visibility, Go/No-Go decisions, and win rates.

One post describes turning sales-call transcripts into customized proposals; another shows why accurate conversion tracking matters before optimizing Google Ads. Read the proposal workflow and the conversion-tracking example.

These examples suit a focused AI-proposal or digital-marketing measurement brief, not A&E firm sales-process training or project-manager accountability. June is more directly aligned with those needs.