Read the five pain points side by side and something becomes obvious. They are one problem wearing five outfits.
Engineering firms have the opposite problem from architects: the work is there. What's constrained is everything else, namely the people to deliver the work, certainty about funding, and the systems to grow without burnout. In 2026, demand doesn't decide which engineering firms grow. Capacity does.
The root cause underneath all three is not a criticism. Engineering firms are run by excellent technicians. Brilliant engineers who were never taught to run a business, because no school teaches it. Every play in this book is learnable. It asks you to run the firm as deliberately as you already run a project.
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