There is a growing consensus among industry professionals that the AEC sector is moving toward a digital transformation. Higher levels of digitalization challenge traditional AEC business models, where consultancy firms with current business models based on a “selling by the hour” logic, are highlighted as one of the most affected firm types. While the implementation of digital business models is a prioritized concern for these firms,this process is complicated by several internal and external factors. This study aims to increase the understanding of how these factors affect AEC consultancy firms in the implementation of digital business models, and to outline a strategic approach for these firms to be successful in this process. To achieve this aim, a major consultancy firm in the Swedish AEC sector was used as a case, where a total of 17 semi-structured were conducted with representatives from the firm as well as some of its main clients. External and internal blockers of digital business model implementation were identified and discussed in a focus group interview to identify steppingstones that after adjustment would make up the strategic approach. The study concludes that implementation of digital business models could be facilitated through development of a diverse business model portfolio, where a suggested strategic approach to developing this portfolio is focused on shifting mental models, forming partnerships, breaking data silos, and developing dynamic capabilities.