This is a response to a Q and thought I would share and ask for comment as it is to do with your future.
You could be the world's best surveyor, but the world's worst at running a surveying business. I suggest, from my experience that most surveyors are poor businesspersons.
To operate a successful surveying business requires the ability to communicate across the broad spectrum, from potentially ignorant clients, to surveyors, to associated professionals and of course staff. You require knowledge of finance, to have collateral to be able to borrow to fund start up and then ongoing growth expansion. The surveyor must determine how they can best utilise their expertise, then see who else offers those services in proposed target market area. Determine type of clientele that they want, be they value adders, or those forced to use your services by a third party.
The above will determine growth potential.
Over the last 45 years, technology changed from a then stagnant approach to surveying with basic and traditional equipment and procedures. To an evolving electronic era, first started with electronic measuring in the 70's, then to computerization, data recording, satellite measurement, laser scanning and now digital aerial surveying.
So the available tools and opportunities for the surveyor have literally exponentially expanded. The problem today is that the available niches has caused many surveyors to be left behind and struggling to survive as there are now non-surveyors pouncing on particular technology and investing their time and money developing a product using the technology. The once traditionally equipped surveyor now no longer able to meet client demands as it is financially impossible to invest in all of the emerging technology, let alone intimately learn their technical operation.
So you can then see that personnel and equipment depend on your expertise, your field(s) of endeavour, existing and future competition, scope of market, your ability to finance and hence ability to grow.
Personally, I believe the days of the small surveying practice are now over. The technology now requires a huge financial investment and also requires complimentary surveying services. Which means that in the future it will require professionals with individual marketable expertise joining together to form super surveying practices so as to be able to accommodate large surveying projects.
As a solo practitioner who graduated in 1970, operated a small traditional cadastral practice as a licensed surveyor from 1978 in South Australia and then implemented solo surveying in 1999 I have been extremely fortunate to hang ten with the technological revolution. However today there are too many waves for the small operator to ride, so am content to approach retirement on the small boutique waves with my niche in land division.
Future surveying means big business………
> You could be the world's best surveyor, but the world's worst at running a surveying business. I suggest, from my experience that most surveyors are poor businesspersons.
I agree whole-heartedly. I'm a lousy business man. I quit trying years ago to run an efficient "business". But that in no way is an indication that I don't make any money. I make good money. I make money by charging for my time, my employees time and the services I provide for my clients. Services that can only be performed by a professional land surveyor.
If you create a business model based on initial investment and operating expenses you come up with a specific amount of income that must be generated in order to maintain profitability (stay in business). I personally think that is not a good way to offer professional services.
I guess some outfits need to charge a specific amount of money for any one specific employee's time, but I think that is too rigid. To make a living as a professional I believe a surveyor needs to be exceptionally keen in understanding what the market will bear. I may spend only 8 or 10 hours on a job that is worth $5000. I may spend all afternoon looking up something for a job proposal that I ultimately don't get. If I had a business manager it would drive him or her nuts. Surveying is a professional service with which I generate fees. To me, a business is something that you can show on paper as a money making proposition. Buy low, sell high, you realize a profit. After all my years in surveying, it is more apparent now that surveying is not a business.
> Personally, I believe the days of the small surveying practice are now over. The technology now requires a huge financial investment and also requires complimentary surveying services. Which means that in the future it will require professionals with individual marketable expertise joining together to form super surveying practices so as to be able to accommodate large surveying projects.
I don't agree. Most of the firms I have either competed with or been a part of over the years that attempt to operate as a "big business" have sadly disappeared. What is left? The surveyors.
I will agree that the equipment investment nowadays is tremendous. But that doesn't take the opportunity to operate out of an individual's hands. I not only feel a surveyor that operates outside the walls of a "big business" is still a viable endeavor, I feel that a professional offering solely his or her personal expertise produces THE best results at a very competitive level of fees.
He may not own a pressurized turbo-prop with the latest lidar gear..but I think the "little guy" will always be able to make a good living in this profession.
"He may not own a pressurized turbo-prop with the latest lidar gear..but I think the "little guy" will always be able to make a good living in this profession."
I've been chugging right along for the past 27 years with no negatives in sight. Surveying as a "little guy" (13 employees) has provided a comfortable life for me. Ain't rich but ain't poor either. B-)
Word Richard, "content to approach retirement on the small boutique waves with my niche in land division"
As for this 44 year old solo guy, I have been trying to charge twice as much and work half as much and call myself semi-retired for the rest of my natural life.
I have been thinking lately though, that in the next 10 or 15 years I am going to have to mentor and groom someone that I will be able to work for as time marches on toward the end.
That person is probably fairly young at the moment. I am sure we will find one another when the time is right.
Mahalo.
Brad being small is not conducive to training as in S Oz we must personally supervise graduate work until they reach a certain competency on their way to obtaining their license or registration on their field of specialty. Obviously unable to charge for services while supervising and unable to do simultaneous work and charge .....I have employed young LS who have all then left and gone into own business, except one who later became surveyor general. Yes trained them to become opposition....
The future requires growth in firm size to cater for staff training and offering a broader range of service that are now emerging from this technological and digital revolution.
RADU
