Q2 Executive Survey: Pompeo Group

We’re pleased to share the results of Pompeo Group’s Q2 Executive Survey, conducted from April 1 through June 30. Thank you again for taking the time to contribute your perspective.

We’ll begin with a look at the lighting and controls executives who participated:

Respondent Profile

Title Breakdown

  • 30.4% — President
  • 21.7% — CEO
  • 13.0% — Vice President of Sales
  • 8.7% — Principal
  • 4.3% — President/CEO
  • 4.3% — COO
  • 4.3% — General Manager
  • 2.2% — Director of Sales
  • 2.2% — Senior Principal
  • 2.2% — Director of Administration
  • 2.2% — Executive Vice President
  • 2.2% — Managing Director
  • 2.2% — Vice President of Channel Sales

Company Type

  • 76.1% — Manufacturer
  • 8.7% — Lighting Design Firm
  • 8.7% — Distributor
  • 6.5% — Rep Agency

Company Location

  • 35.9% — Northeast
  • 19.6% — Southeast
  • 14.1% — Midwest
  • 10.9% — Southwest
  • 8.7% — Southern California
  • 6.5% — Northwest
  • 2.2% — Northern California
  • 2.2% — United Kingdom

Question 1

As you assess the first half of 2026, how is your company tracking versus your original plan?

  • 40.0% — On plan
  • 38.9% — Slightly behind plan
  • 18.9% — Ahead of plan
  • 1.1% — Meaningfully behind plan
  • 1.1% — Too early / Difficult to assess

Observation

Perhaps the most encouraging finding was that nearly six out of ten executives reported being either on plan or ahead of plan through the first half of the year. While a meaningful number indicated they were running slightly behind expectations, very few described their business as significantly behind plan.

One notable difference from some of our earlier surveys is that relatively few respondents identified tariffs as their primary concern. Instead, many described an environment where uncertainty surrounding project timing, forecasting, and customer decision-making has become a greater challenge than tariffs themselves.

Question 2

How would you characterize the quality of your current sales pipeline compared to six months ago?

  • 38.6% — Slightly improved
  • 27.3% — Stronger—higher-probability, better-funded projects
  • 25.0% — About the same
  • 9.1% — Less certain—more delays or volatility
  • 0.0% — Significantly weaker

Observation

Nearly two-thirds of respondents described their pipeline as either stronger or slightly improved compared to six months ago. That suggests opportunity remains present across much of the marketplace despite continued economic and geopolitical uncertainty.

Healthy pipelines, however, tell only part of the story.

Question 3

What are you seeing most often in project activity right now?

  • 50.6% — Slower decision-making / Extended timelines
  • 18.3% — Projects moving forward as planned
  • 17.6% — Scope reductions / Value engineering
  • 12.2% — Increased activity / Acceleration
  • 1.3% — Increased cancellations / Deferrals

Observation

This may have been our survey’s most revealing result.

While many companies reported healthy or improving pipelines, more than half of respondents also cited slower decision-making and extended project timelines as the most common activity they’re seeing today. Rather than suggesting a lack of opportunity, the responses paint a picture of a market where projects continue to move—but often more slowly than many executives anticipated.

That theme has appeared in multiple surveys and continues to be one of the most consistent observations we’re hearing from executives throughout the industry.

Question 4

What is one assumption you held at the start of 2026 that has proven wrong so far?

Several executives admitted they had underestimated the market’s resilience, noting stronger demand, healthier specification activity, and better-than-expected growth despite ongoing uncertainty. Others expected greater market stability, faster project releases, and shorter sales cycles than they have actually experienced.

Interestingly, relatively few respondents suggested there wasn’t enough work. Instead, many described a market that continues to generate opportunity but remains difficult to forecast with confidence. Delayed project releases, value engineering, financing considerations, and longer decision cycles appeared repeatedly throughout the comments.

Observation

Demand appears to remain resilient among the executives we surveyed. Predicting when that demand will convert into business has become the greater challenge.

NEWS