Fawn Radmanich Marketing Strategy Experience: Why Her 25-Year A/E/C Career Centers on Winning Complex Work

The phrase Fawn Radmanich marketing strategy experience points to something more specialized than conventional corporate marketing. Radmanich has spent roughly 25 years working in architecture, engineering, and construction—an industry where marketing teams are often expected to help firms identify opportunities, position technical expertise, understand clients, and win contracts worth millions or even billions of dollars. Current Society for Marketing Professional Services records identify her as a Strategic Pursuit Leader at Stantec.

That distinction matters because major A/E/C pursuits are rarely won by advertising alone. They involve capture planning, competitive intelligence, client knowledge, teaming decisions, persuasive technical storytelling, proposal strategy, interviews, and clear differentiation. An earlier SMPS professional biography credits Radmanich with involvement in more than 800 pursuit efforts across numerous market sectors.

Her work has also moved beyond individual proposals. Recent SMPS publications associate Radmanich with research and commentary on artificial intelligence, business development, client expectations, organizational resilience, risk, and the changing role of professional-services marketers.

BLUF: Fawn Radmanich is an experienced A/E/C marketing and pursuit strategist whose publicly documented career spans approximately 25 years. Her strongest verified capabilities are strategic pursuits, capture planning, competitive positioning, team alignment, client-focused marketing, brand impact, and business-development strategy, with experience supporting more than 800 pursuit efforts.

The Career Evidence Behind Fawn Radmanich’s Strategy Credentials

Radmanich’s expertise sits at the intersection of marketing, business development, project pursuits, communications, and organizational strategy.

SMPS currently identifies her as a Strategic Pursuit Leader at Stantec. The organization also lists her as an FSMPS—Fellow of the Society for Marketing Professional Services—and CPSM, or Certified Professional Services Marketer. Both credentials are independently reflected in SMPS professional rosters.

Her earlier professional record at PCL Construction provides useful detail about the scale of her experience. An SMPS biography prepared during her PCL period described Radmanich as a marketing strategist for the company’s California building operations and said she had participated in more than 800 pursuits. Her sectors included higher education, civic facilities, theme-park entertainment, aviation, data centers, seismic and historic renovations, sports, hospitality, laboratories, residential projects, offices, and retail.

That range is important. A strategy that works for an airport procurement may not work for a university building, laboratory, hospitality development, or data-center project. Repeated exposure to different client types and procurement environments can develop an ability to recognize which strategic tools are transferable and which must be adapted.

More Than Proposal Writing: How Her Pursuit Strategy Actually Works

One of the clearest windows into Fawn Radmanich’s marketing strategy experience comes from her professional teaching.

A 2025 SMPS Sacramento program placed Radmanich in charge of a session on capture planning, defined around strategic positioning and planning to win work. Participants were taught how to pre-position a team, build partnerships during the capture process, conduct SWOT analysis, and create a persuasive win theme based on a firm’s strengths.

That reveals an important distinction.

Proposal production begins after an opportunity becomes formal. Capture strategy begins earlier.

A strategist may ask: What does the client actually value? Which competing firms are likely to pursue the work? What relationships already exist? Which technical strengths are genuinely differentiated? What weaknesses could undermine the team? Which partners improve the offer? And what message should remain in evaluators’ minds after every competing presentation ends?

Radmanich’s documented approach therefore fits pre-positioning and decision strategy, not merely marketing communications.

The strategy stack visible in her public work

Strategic capability	How it appears in Radmanich’s record	Business purpose
Capture planning	SMPS training on positioning before formal pursuits	Improve probability of winning
SWOT analysis	Included in her capture-planning instruction	Identify competitive strengths and vulnerabilities
Win-theme development	Explicit part of pursuit training	Give evaluators a clear reason to select a team
Team strategy	Work with teams pursuing major projects	Align technical and marketing expertise
Brand impact	Included in her SMPS professional biography	Strengthen organizational and individual positioning
Client engagement	Appears in her recent strategic commentary	Make marketing responsive to buyer expectations
AI and innovation	Discussed in recent A/E/C thought leadership	Improve research and strategic decision-making
Employee engagement	Earlier professional biography identifies this as an area of focus	Support organizational performance and retention

Sources: SMPS professional biography, SMPS Sacramento programming, and recent SMPS Foundation commentary.

Why 800-Plus Pursuits Changes the Meaning of “Marketing Experience”

The figure that stands out most in Radmanich’s professional record is more than 800 pursuit efforts. That number comes from an SMPS biography associated with her PCL Construction tenure, rather than a current Stantec performance report, so it should be treated as a documented historical benchmark rather than a present-day total.

Even with that qualification, the scale provides context.

High-volume pursuit work exposes a strategist repeatedly to wins, losses, interview performance, evaluator feedback, competitive positioning, internal team dynamics, messaging problems, and changing procurement requirements.

That creates a different form of marketing expertise from managing isolated campaigns.

Radmanich’s experience is especially relevant to businesses where purchasing decisions are expensive, technically complex, relationship-driven, and made by committees. Architecture, engineering, construction, infrastructure, and environmental services fit that model particularly well.

Her current Stantec position places that strategic approach within Water Strategic Pursuits, according to SMPS author biographies.

PCL to Stantec: A Career Shift Without Abandoning the Pursuit Discipline

Radmanich’s public career record also shows continuity between major employers.

During her PCL Construction period, she was identified as a marketing strategist for California buildings operations. Earlier PCL press releases also identify her in marketing and communications responsibilities connected with the company’s California activities.

By 2024, SMPS leadership records identified her as a Strategic Pursuit Leader at Stantec. Current SMPS Foundation material continues to list Stantec as her employer, and the Society’s September 9, 2026 announcement for its 2027 leadership again identifies Radmanich with that title.

The employer changed, but the strategic thread remained recognizable: positioning teams to compete for complex work.

Career timeline from verified public records

Period	Publicly documented milestone
2010	LinkedIn records indicate CPSM certification was issued in January 2010.
2021	LinkedIn records indicate she received SMPS Fellow recognition in January 2021.
2023	SMPS biography described her as PCL Construction Marketing Strategist with 24 years of A/E/C experience and 800+ pursuit efforts.
2024	SMPS leadership records listed Radmanich as Strategic Pursuit Leader at Stantec.
2025–2026	SMPS publications identified her as a 25-year A/E/C veteran working on Stantec’s Water Strategic Pursuits Team.
September 2026	SMPS announced her continuing Foundation leadership for the 2027 term while identifying her as Strategic Pursuit Leader at Stantec.

AI, Client Intelligence and the Next Version of A/E/C Marketing

Radmanich’s more recent writing suggests that she views marketing strategy as an evolving business discipline rather than a fixed proposal-production function.

In SMPS Foundation commentary, she has addressed accelerating technological change, artificial intelligence and automation, changing client expectations, workforce issues, business-development strategy, resilience, and the importance of communicating differentiated value.

A September 2026 SMPS article written by Radmanich goes further by connecting AI-assisted research, strategic questioning, client listening, CRM discipline, technical storytelling, and expertise-led visibility. The argument is significant because it treats technology as one component of a broader system instead of presenting AI as a replacement for human strategy.

That aligns naturally with pursuit work.

AI can accelerate research and information synthesis, but it cannot independently create trusted client relationships, decide which organizational strengths deserve emphasis, resolve internal team disagreement, or guarantee that a proposed solution matches an evaluator’s priorities.

For professional-services marketers, the implication is clear: tools change, while judgment remains central.

Industry Leadership Adds Another Layer to Her Experience

Radmanich’s career is not limited to employer-based responsibilities.

SMPS currently lists her as Secretary of the SMPS Foundation Board of Trustees, alongside other marketing and business-development leaders from the A/E/C profession.

The Society’s September 9, 2026 leadership announcement also names her among the Foundation leaders continuing into 2027.

An earlier SMPS biography notes that Radmanich had previously served in leadership positions including SMPS Los Angeles chapter president and Society Certification Committee Chair, while presenting professional practices to industry groups in the United States and Canada.

That matters when evaluating marketing-strategy experience because teaching, certification work, professional governance, and industry research require professionals to explain why an approach works—not merely execute it.

Her record therefore combines three forms of expertise: practical pursuit experience, organizational leadership, and professional knowledge-sharing.

What Fawn Radmanich’s Record Says About Effective A/E/C Strategy

The most useful lesson from Radmanich’s documented work is that A/E/C marketing operates closest to business strategy when it begins before the proposal.

Her capture-planning material emphasizes positioning, SWOT assessment, partnership choices, and win themes. Her professional biography emphasizes team strengths and complex pursuits. Her recent writing connects strategy with emerging technology, client intelligence, resilience, and differentiated value.

Those pieces point toward a consistent model:

Understand the opportunity early, understand the client deeply, determine what genuinely differentiates the team, organize people around that strategy, and communicate the resulting value consistently.

That is significantly different from treating marketing as the department that formats a proposal after everyone else has made the important decisions.

FAQs

What is Fawn Radmanich’s marketing strategy experience?

Fawn Radmanich is an A/E/C marketing and strategic-pursuit professional with approximately 25 years of industry experience. Her publicly documented expertise includes capture planning, competitive positioning, SWOT analysis, pursuit strategy, team alignment, brand impact, business development, client engagement, and major-project marketing. An earlier SMPS biography credits her with more than 800 pursuit efforts.

Where does Fawn Radmanich work now?

Fawn Radmanich is publicly identified as a Strategic Pursuit Leader at Stantec. Recent SMPS material specifies her work with Stantec’s Water Strategic Pursuits Team. SMPS reaffirmed her Stantec title in its September 9, 2026 announcement of leadership appointments for 2027.

What do FSMPS and CPSM mean after Fawn Radmanich’s name?

CPSM means Certified Professional Services Marketer, a professional credential administered by the Society for Marketing Professional Services. FSMPS identifies a Fellow of SMPS, a recognition within the organization. Radmanich appears on both SMPS’s CPSM and Fellows rosters, confirming that she holds both designations.

How many project pursuits has Fawn Radmanich worked on?

An SMPS biography from her PCL Construction period states that Radmanich had participated in more than 800 pursuit efforts across multiple A/E/C market sectors. Because that figure comes from an earlier professional biography, it should be cited as a historical verified figure rather than assumed to represent her current total.

What is Fawn Radmanich’s approach to capture planning?

Radmanich’s documented capture-planning instruction focuses on pre-positioning teams before a formal competition, strategic partnering, SWOT analysis, and creating persuasive win themes tied to a firm’s genuine strengths. This approach treats marketing as an early-stage competitive strategy rather than a proposal-production task performed after an opportunity is released.

Does Fawn Radmanich work with artificial intelligence in marketing?

Radmanich has publicly written and spoken about AI’s role in A/E/C marketing and business development. Her recent work connects AI-assisted research with strategic questioning, client listening, CRM practices, technical storytelling, and business decision-making. Public evidence supports describing AI as an area of her current strategic interest, not as her sole specialty.

The Strongest Signal in Radmanich’s Career

The clearest way to understand Fawn Radmanich marketing strategy experience is not through a single title or credential. It is through repetition at scale.

Hundreds of pursuits, multiple A/E/C sectors, leadership roles, professional certification, capture-planning instruction, major construction experience, a transition into Stantec’s strategic-pursuit work, and recent engagement with AI and business-development research all point in the same direction.

Radmanich’s professional record shows marketing being used as a decision discipline—one that connects client intelligence, people, positioning, technical expertise, communication, and competitive strategy.

For firms competing for complex professional-services work, that distinction may be the most relevant part of her experience. Winning begins well before a proposal reaches an evaluator’s desk.

Editorial Disclaimer

This profile is based on publicly accessible professional, employer, industry-association, and conference records reviewed in September 2026. Historical titles and experience figures are attributed to the period in which they were published. No private employment information, compensation data, personal financial estimates, or unsupported career claims have been inferred. Professional responsibilities can change, so newer primary-source records should take precedence when they become available.

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