North American Design Magazine, Fall 2009

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dependent on heating systems or airconditioning systems. •Monthly temperature frequencies show the degree to which temperatures vary in a given day or month, which allows for the calculation of heating and cooling degree days, as well as the potential for time-lag cooling. •The comparison between wet- and drybulb temperatures demonstrates relative humidity levels at different times of year, which determines the potential for evaporative cooling. •Solar radiation profiles indicate which vertical surfaces need sun protection during hot times of the year and which ones are appropriate for passive solar collection during cooler seasons. •Seasonal wind rose diagrams show when there is an opportunity for passive ventilation cooling and where protection must be provided from winter winds. LEED AND REGIONAL DESIGN The sustainable design community continues to push the energy efficiency barrier for buildings in a way that has resulted in renewed investment in long-established practices like climate-specific design. In this “best-of-bothworlds” approach, architects are simultaneously able to optimize energy design for the local environment and uphold the integrity of a regional architectural aesthetic. LEED rating systems now recognize regional characteristics in the allocation of the total number of points available to a project seeking certification, and some regions have identified energy optimization as a priority. However, no preference is

Home Sweet Home The city of Pittsburgh, where Sheane lives, has well-defined seasons. Normal temperatures vary from 52 F to 83 F in the summer and 19 F to 42 F in the winter, according to the National Oceanic and Atmospheric Administration. Strategies for building form and orientation that can be used to enhance energy performance based on these regional attributes are: • Building envelope with good insulating capacities; • Passive solar heating during the winter months; • External shading to prevent heat gain in summer; • Wind protection to slow heat exchange in the winter; and • Natural ventilation in the summer to dissipate heat in hot and humid months. Solutions that would be effective in cities consistently hot and arid throughout the year, with day-tonight temperature swings, such as Phoenix or Las Vegas, are: • Time lag heating or cooling by using thermal mass as a heat sink; • Evaporative cooling; • Year-round sun shading of glazing; and • Inducement of wind across building surfaces using permanent architectural or landscape components.

given to projects that implement conservation measures through passive means as opposed to active ones. Since energy optimization is calculated as a percentage reduction based on cost, savings achieved by conserving energy through passive means has equal contribution to the achievement of LEED points as “free” energy produced from on-site renewable sources such as photovoltaic panels – although the latter is often more expensive. In other green building rating programs, such as the Living Building Challenge, where the focus is on 100 percent self-sufficiency from a water and energy perspective, it is very difficult to achieve the goals without scrupulous attention paid to passive design for climate. In this case, architects and engineers are more likely to take a truly integrated approach to a building’s design.

It Hot

Catherine T. Sheane is the sustainable design manager for Astorino, a Pittsburgh-based architecture and engineering firm that deploys a discovery, design and build strategy, combining human-centered research, design and construction services into one seamless process. She can be reached at [email protected] or at 412-765-1700.

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Industry Relationships

BY CURTIS J. MOODY

Creating a Dream Team s budgets tighten and competition increases, more firms of all disciplines are joining forces with one another to win work. While teaming can cut down on competition and help firms enter new focus areas, dealing with different cultures, personalities and work strategies can quickly turn a partnership sour. It is important to not go into a teaming agreement without knowing exactly what you hope to achieve from the partnership. Before choosing a partner, define the attributes you are looking for in a teammate and the parameters of the partnership. Know the strengths of the team members and what they will bring to the table. You may choose a firm because you need a local partner to be competitive, or you may have the project experience but not a strong enough relationship with the client. Evaluate what your needs are early on and stay focused on those needs. That will define who you choose as your team member. When establishing your team, it is also important to develop a matrix of responsibilities, which will help determine whether all parties involved are willing to move forward with the project in their assigned roles. For example, some consultants ask the lead firms of projects to sign statements indicating their roles on projects before they commit to pursuing projects with those firms. Although this might seem a little preemptive, there will not be any uncertainty about their roles in the projects when they are won. At the very least, make sure that everyone has a general understanding of their role at the beginning of the teaming arrangement.

A As it becomes more financially feasible to team, and more skill sets are needed in order to be competitive for projects, these firms must embrace teaming and build relationships with other firms.

MAKE IT WORK Different firms have different cultures and ways of working through the various stages of a project. If you remain flexible with your approach, you can get along with most everyone for the duration of the project. How the initial partnership works will determine if it is a single team-

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Flexibility is the key to a successful partnership when working with other firms.

ing arrangement or if you will continue to look for other opportunities with that firm. Don’t approach these arrangements thinking that you are going to change the culture or habits of your teaming partner. If you are not happy with the teaming relationship at the end of an experience, you can move on to another partner in that market. Ending a partnership in the middle of a project should be a last resort. There will be occasions where you have to in

order to protect the best interest of the project and the client, but in most cases, you should try to make it work. There will always be issues with any partnership, but the more you work with another firm, the easier the partnership will become. Our firm has been working with one partner for more than 20 years. We still run into problems, but we tend to recognize them early and overcome them quickly because we know the parties involved. There will be cultural differences that you don’t understand until you are in the middle of a project, but you have to maintain a level of flexibility in how you work with each entity to capitalize on both organizations’ aspirations. JUDGMENT CALL Sometimes you or a client or a teammate will think that another teammate is not doing all that he or she could or should be. If you are the

Common Pitfalls

ABOVE: Bridge any potential gaps by ensuring everyone has a clear understanding of their roles at the beginning of the partnership. BELOW: It is important to know the architectural strengths of all potential team members on a project and to understand what benefits they could offer the client.

• Lack of Leadership – Good management is necessary to facilitate the work that needs to be done. • Individual Agendas – Experienced architects with strong opinions about the appropriate direction to take can create unnecessary conflict. • Divided Attention – Remembering the goal at hand – meeting the client’s needs – will decrease the amount of disagreements among team members. • Member Isolation – Isolating your firm from the rest of group as a means to make rapid progress could result in a number of misunderstandings.

lead firm, this is a judgment call and it is one you have to make very carefully. That firm may think that it is doing a good job, and it is your job to make sure that your judgment of its performance is accurate. Openly discuss any issues with that team member and explain that it is critical to get back on track. If one part of the team is doing poorly, then the team in general is not doing its job, which will result in an unsatisfied client. Rather than place blame, work together to resolve the issue. If at that point a teammate is still not pulling the right amount of weight, the lead firm must take ownership of the issue. TEAMS OF TOMORROW It is my belief that partnering relationships will continue to increase rather than decrease. In the past, many entities could pursue work alone and be successful, and therefore do not have experience with teaming. But as it becomes more financially feasible to team and more skill sets are needed in order to be competitive for projects, these firms must embrace teaming and build relationships with other firms. Relationships can be developed that promote the strengths of all team members and lead to successful projects and more work for your individual firm. Ultimately, maintaining a level of flexibility within your approach is the most valuable asset when forming successful teaming relationships. Curtis J. Moody is president and CEO of Columbus, Ohio-based Moody•Nolan Inc., the largest African-American owned and operated architecture firm in the nation, specializing in higher education, sports/recreation, healthcare and public service facilities. He can be reached at [email protected]. FALL 2009 NORTHAMERICAN-DESIGN.COM

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Project Focus(

Franke Consumer Products

)

Washing Others Away Franke is one of America’s largest kitchen systems makers. BY KELLY MCCABE ennsylvania-based Franke Consumer Products USA’s goal of “making preparation and cleanup more convenient in the kitchen” has led the company to be one of the country’s largest sink manufacturers. And the company really keeps it clean, producing approximately 1.5 million sinks each year in its North American factories. Franke also produces and markets all the products that surround sinks, such as faucets, waste disposals and integrated accessories, including shelves, colanders and cutting boards. Franke stainless steel sinks – which are a popular choice because of their ease of use and wide range of options – are available in single, double, triple and specialty bowls. The company’s stainless steel sinks have a high nickel content for increased corrosion resistance. “A mark or scratch will not damage its corrosion resistance qualities due to a protective oxide film that is self-healing,” Franke states. “A protective layer forms immediately, which prevents bacteria from forming or corrosion from setting in.” Sudden temperature changes often times damage sinks, but Franke’s can handle the heat. “That means you can drain hot boiling pasta in your sink, followed with a rinse of ice-cold water, without causing any damage to your sink’s surface,” it says. Franke’s granite sinks are made by bonding quartz crystals with acrylic resin, providing rockhard surfaces. The granite sinks come in a wide range of colors and styles, the company says. The flexibility of its sinks, combined with their high resistance to damage, attracts a wide range of customers. “We have a long history and reputation for providing the best fit, feel and finish in our stainless steel sinks and incorporating sink systems rather than just sinks,” says Charles Lawrence, head of Franke’s luxury products group. “Each sink has custom accessories that fit perfectly in that sink – they can slide in and out and raise up or down. They’re all functional and integrated into the product so when they’re not in use, they’re just as attractive and

P

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Since the late 1930s, Franke has produced and sold more than 50 million sinks. The company says it is the United States’ leading stainless steel sink manufacturer.

Company Profile Franke Consumer Products www.frankeconsumerproducts.com • Headquarters: Hatfield, Pa. • Employees: 400 in North America • Products: Kitchen products and systems • Charles Lawrence, head of luxury products group: “We’re the No. 1 provider of more reasonably priced items.”

Project Focus(

In addition to sinks, Franke makes built-in sink accessories, such as cutting boards and colanders. Many of these accessories can easily be hidden when not in use.

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Franke Consumer Products

) functional as when they are in use.” He adds that Franke is recognized by many as the stainless steel expert. Its global businesses include systems for quick-service restaurants, commercial coffee systems, beer kegs and kitchen ventilation, in addition to being the largest producer of stainless steel kitchen sinks. Customers are varied and include chain restaurants such as McDonald’s, Taco Bell and Starbucks; breweries such as Miller Brewing and Coors; and retail customers such as Lowe’s and many specialty retailers. “Our customers are far-ranging,” Lawrence says. “On the premium side of our consumer business, we sell luxury showrooms from coast to coast. We also work closely with wholesalers and appliance showrooms. Many of our customers for our luxury products division are as dedicated as we are about proving excellent service before and after the sale. “These often [are] independent specialty kitchen and bath showrooms, plumbing wholesalers and custom builders, all specializing in luxury remodeling and construction. They understand the value of offering high-style and high-quality products that differentiate them from their competition.” Constant innovation is key to catering to Franke’s luxury customers, Lawrence explains. To do so, every year Franke typically introduces more than 100 new products, but in the past two years, it has introduced more than 300. “We believe it is critical to be fresh and innovative because luxury customers are looking for newness,” he says. “Architects, designers and specifiers are always looking for innovative and unique products that give them the edge that makes their business unique.” To manufacture the best systems possible, Franke focuses on how customers use the products. Trend research, customer councils and regularly scheduled events to solicit input from designers and architects are integrated to find the new solutions, Lawrence explains. This is combined with input from Franke’s research and development group at its global headquarters in Aarburg, Switzerland. “Through the utilization of a proprietary process, unique design features are combined with high quality standards, high utility with our ability to use every available manufacturing technique, including deep drawing, extra deep bowls, hand fabrication and specialized welding

technologies,” the company states. “While many things change, there's one thing that remains constant – our steadfast commitment to serving our customers.”

“

We don’t have to worry about our stock price every day,

ADAPTING TO CHANGES Lawrence says that Franke’s dual focus on the do-it-yourself and luxury markets has allowed the company to maintain solid footing, as the middle market is struggling most during the challenging economy. “The affluent consumer – the top 5 to 10 percent – those folks tend to be a little less impacted by the economic downturns,” he states. “We continue to develop new products for that market, particularly because those folks are still participating in remodeling rather than moving.” In fact, Lawrence recently was promoted to head Franke’s luxury products group. “This is an ideal time to redefine luxury, moving beyond ostentation to focus on quality, heritage and genuine creativity,” he said in a statement. “These are the values at the heart of the Franke

so we have the luxury of being a little more strategic and forward-thinking during these challenging economic times.

”

European Flair Franke Consumer Products USA’s parent company is the Franke Group, based in Switzerland. The company is the world’s largest stainless steel fabricator, and its divisions include kitchen, coffee, washroom, beverage and foodservice systems. It’s also the world’s largest producer of beer kegs for clients such as Budweiser, Coors, Miller and microbreweries. Franke USA’s Kitchen Systems division makes up about $1 billion of Franke Group’s $3 billion in revenues, making it the largest division globally. Franke USA takes advantage of having such a large parent company and incorporates European touches into its products. “The other thing that sets us apart beyond the functional aspects is the European influence that we include in the products we design for North America,” Charles Lawrence says. “We take a lot of inspiration for design from our European heritage, but we incorporate the best parts of that and modify that for North American consumers.” For example, he explains that European sinks are much smaller and U.S. consumers use much larger utensils and cooking techniques, so sinks have to accommodate that difference.

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Project Focus(

Franke Consumer Products

brand and the ones we are determined to preserve and strengthen.” Franke Kitchen Systems’ division President Torsten Tuerling says Lawrence’s goals will be to redefine the sales organization and partner with a selective distribution network that is committed to investing in the growth of the luxury business. Franke USA will be launching products from the company’s Swiss Competence Center. “The company also plans in the next year to undertake a major process re-engineering, including a new warehouse and a customer service call center upgrade to strengthen and expand its enhanced support initiatives,” Franke says. Lawrence also says being a privately owned global company means it has struggled less than

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Franke’s range of kitchen systems and products includes overhead ventilation systems for foodservice clients.

some competitors during the recession. “The nice thing about being global is that not all markets are affected simultaneously,” he says. “And we don’t have to worry about our stock price every day, so we have the luxury of being a little more strategic and forward-thinking during these challenging economic times.” In 1911, Herman Franke founded a sheet metal business bearing his name in Rorschach, Switzerland. The construction and industrial boom in the late 1920s led the company to produce sanitary installations of oven tops, skylights and dormer windows. The company made its first fully welded, smooth sink unit in 1937 and since then has produced and delivered more than 50 million worldwide.

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Pugh + Scarpa Architects

Project Focus )

For Richer or Poorer

Pugh + Scarpa integrates sustainability with affordability. BY BROOKE INFUSINO ustainable architecture may no longer be news to many, but when you combine it with affordability and cutting-edge design, you’ve got the makings for the one-of-a-kind firm that is Pugh + Scarpa Architects. The mid-sized architecture, engineering, interior design and planning firm was founded in Santa Monica, Calif., in 1991 and maintains offices there and in Charlotte, N.C. “I like to think that we look at every project in a fresh way and we take our client’s site needs and infuse them into something that resonates with them,” Principal Larry Scarpa notes. Together with partners Gwynne Pugh and Angela Brooks, Scarpa has grown the firm to specialize in a variety of projects from singlefamily homes to the industrial, institutional and commercial segments. Above all, Scarpa and his partners have encouraged a culture of ingenuity that enables it to maintain a fresh approach to every project it undertakes, regardless of the scale – big or small, whether for public or private use. Pugh + Scarpa’s distinguishing factor is its ability to develop inventive, non-formulaic projects where each client is left with a building that is completely their own. “I always said that I would leave the profession when I start to plagiarize myself,” Scarpa says. “We tend to be pretty

S

exploratory. We work with the clients in their element, but we always try to give them more than what they are asking for.” GREEN PORTFOLIO Pugh + Scarpa is known for creating industry firsts, and Colorado Court in Santa Monica is a prime example of this. Colorado Court is not only the first affordable-housing project in the country to be 100 percent energy-neutral, but also the first to achieve LEED gold certification. Colorado Court distinguishes itself from most conventionally developed projects in that it incorporates energy-efficient measures that opti-

Company Profile Pugh + Scarpa Architects www.pugh-scarpa.com • Headquarters: Santa Monica, Calif. • Employees: 20 • Services: Architecture, engineering, interior design and planning • Larry Scarpa, principal: “I always said that I would leave the profession when I start to plagiarize myself.”

Pugh + Scarpa designed the Cherokee Lofts (left) to be the first LEED gold-certified project in Hollywood. FALL 2009 NORTHAMERICAN-DESIGN.COM

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mize building performance and ensure reduced energy use during construction and occupancy. Pugh + Scarpa completed the 44-unit affordable housing project for low-income residents for its client, the Community Corporation of Santa Monica, in November 2002. The building was oriented to face mostly south to take advantage of the sun for solar power and prevailing winds for ventilation. By stacking the units vertically in three five-story towers, the heating and plumbing systems could be maximized for efficiency. Each tower has exterior single-loaded corridors or decks that provide access to light and ventilation for the units. The project uses wood framing and a concrete base structure with a stucco exterior. The 30,150-square-foot, five-story multifamily project uses a 196-panel solar electric panel system integrated into the façade and roof of the building. The panels supply about 30 percent of the electrical needs of the building. The building also collects rainwater runoff from the entire city block behind the property and funnels it into a series of underground chambers. The water slowly percolates back into the soil, which filters the pollutants from the water while preventing contaminated water from spilling into Santa Monica Bay. The project earned several awards, including the National AIA/COTE “Top 10 Green Project” Award, the National AIA Honor Award, and was also exhibited at the National Building Museum in Washington, D.C., in 2004. If you ask Scarpa about the firm’s policy on sustainability, he will tell you that it was one of the principal notions the firm was founded on. “Sustainability is not a concept – it is a question of ethics,” he notes. “It is our job to integrate that into a singular statement or idea. What I am most proud of is that I had sat on many committees and listened to people in the affordable housing market say that it could never be done. Now, everyone sees that we did it.” BPA GROUP BPA GROUP’S STRUCTURAL ENGINEERS HAVE DEVELOPED A STRONG PROFESSIONAL RELATIONSHIP WITH PUGH+SCARPA ARCHITECTS. BOTH COMPANIES SHARE SIMILAR PHILOSOPHIES AND STRONGLY BELIEVE IN PROVIDING LEADING-EDGE DESIGNS THAT ARE COST-CONSCIOUS AND ENVIRONMENTALLY EFFICIENT. THIS SHARED COMMITMENT TO QUALITY HAS PRODUCED DYNAMIC DESIGN SOLUTIONS THAT ALLOW ARCHITECTURAL INNOVATIONS TO FLOURISH WITH EFFECTIVELY-DEVELOPED STRUCTURES.

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( A HOLLYWOOD DEBUT Pugh + Scarpa is also underway on another firstof-its-kind project in Los Angeles. The Cherokee Lofts will be the first LEED gold-certified building in Hollywood, and the first LEED gold-certified mixed-use multifamily building in Southern California, according to the firm. Cherokee Lofts’ unique architectural form and integrated function create a high performing building that is an expression of the environmental and cultural context in which it is built. The development will pay homage to the musical and Hollywood history of Cherokee Recording Studios, MGM Studios before it, and the artists who recorded music on the site, from Frank Sinatra to David Bowie to Dave Mathews. Cherokee Lofts will consist of 12 condominium lofts and 2,800 square feet of retail space. The five-story building will include one level of underground parking, first-floor retail and parking, three floors of lofts on floors two through four, a rooftop deck and green roof. The lofts will range from 1,000 square feet to

Pugh + Scarpa Architects

Pugh + Scarpa says Colorado Court in Santa Monica, Calif., is the first affordable housing project in the United States to be energy-neutral.

Project Focus )

2,000 square feet in size, with distinctive floor plans. Seven of the lofts will be two-story town homes perched 30 to 50 feet above street level. The living space will host a state-of-the-art kitchen, great room, bathroom and a home recording studio or office on the fourth floor, 38 feet above street level, so as to maximize city skyline views, daylight and energy efficiency. Three of the lofts will have 17-foot-high ceilings with mezzanines that open to a landscaped courtyard. Two loft flats will have 10-foot-high ceilings, which also open to the courtyard. All lofts will have between two and three bathrooms and one to four bedrooms. Interiors including kitchens, baths and finishes will all be eco-friendly.

RUIZ BROTHERS CONSTRUCTION CO. RUIZ BROTHERS CONSTRUCTION CO. HAS BEEN WORKING WITH PUGH + SCARPA SINCE 2000. RUIZ BROTHERS CONSTRUCTION HAS BUILT A TRUSTING RELATIONSHIP WITH PUGH + SCARPA BY CONTINUALLY CONSTRUCTING TECHNICALLY SOUND BUILDINGS. RUIZ BROTHERS STRIVES TO CONTINUE TO LEAD THE FOREFRONT IN CONSTRUCTING LEED-CERTIFIED BUILDINGS IN SOUTHERN CALIFORNIA.

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Reich+Petch Design International

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Reich+Petch designed the Lake Superior Provincial Park Visitor Centre in Wisconsin. The firm specializes in architecture and interior design for the institutional sector.

Exhibiting Perfection Reich+Petch has earned some top museum contracts. BY BROOKE INFUSINO Company Profile Reich+Petch Design www.reich-petch.com • Headquarters: Toronto • Employees: 25 • Services: Architecture and exhibition design • Tony Reich, principal: “We want to relate our designs to what the visitor enjoys and what they expect when they go to a museum or exhibition.”

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f you have ever walked the halls of the Smithsonian Institution or the Royal Ontario Museum, it is likely that you have had the chance to view one of the design feats of Reich+Petch Design International of Toronto. The firm has maintained long-term relationships with several recognizable museums in North America – and now internationally – because it focuses more on the visitor experience, Principal Tony Reich says. “We are trying to design for the visitor experience,” Reich notes. “We want to relate our designs to what the visitor enjoys and what they expect when they go to a museum or exhibition.” Formed in 1987, Reich+Petch is an international, interdisciplinary design firm. Not only has the firm carved out a niche for exhibit design, it

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also specializes in architecture and interior design for casinos and art institutions. Reich, along with partner and principal Whit Petch, focus on select projects in the North American marketplace. What makes Reich+Petch stand out from other architecture and design firms that merely dabble in exhibit work is that the firm fully embarks on understanding the visitor demographic of the particular institution it works with before starting the design process. “Each client we work with is catering to a different group, and societies differ greatly in how they regard an exhibition,” Reich says. “We embark on the front-end by testing an idea with the public before we ever start the design. We come up with a design and theme, and we go through a formative evaluation and the testing carries through until all of the installations

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Reich+Petch Design International

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By the Numbers A recent survey by the American Association of Museums (AAM) found half of the respondents reported they had begun or recently completed an expansion. AAM’s 2006 Museum Financial Information survey found that the median annual attendance for different types of museums is as follows: Museum Type Arboretum/botanic garden Art museum Children’s/youth museum General museum Historic house/site History museum Natural history/anthropology Nature center Science/technology museum Specialized museum Zoo

Attendance 106,235 59,822 78,500 43,500 16,000 10,750 62,803 52,850 244,589 20,000 440,502

are on the floor. We can even pull people in before the exhibit actually opens and see what they like or dislike.” MULTIFACETED APPROACH The process of developing a concept for an exhibit starts with the firm’s versatile design team. A core group of employees consisting of architects, interior, museum and industrial designers, graphic artists and planners has helped put together an impressive portfolio of projects for clients, including the Hong Kong Heritage Museum, the Saudi Arabia National Museum and the Canadian Museum of Nature. “We get a lot of disciplines working together to discuss the design,” Reich says. “We are unusual in that we have in-house disciplines like graphic designers working with interior designers. There is a cross-fertilization of design ideas here that make you look at a project in a different way.” One of the best examples of this team integration can be seen at the Behring Hall of Mammals exhibit at the Smithsonian Institution National Museum of Natural History in Washington, D.C. The theme of the Hall of Mammals involves the exploration of mammal characteristics, diversity and evolution. Reich+Petch was given a $13.5 million budget to create the 21,500-square-foot exhibit in which the firm created innovative spaces that would be both engaging and educational. Exhibits were

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With extensive experience in exhibition and museum design, Reich+Petch helped design the reconstructed entrance to the Cantonese theatre at the Hong Kong Heritage Museum.

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Patrons want more innovation – more cutting-edge technology. That has really opened us up for more opportunities. to use media to create an environment.

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designed to appear like modern theater sets. The mammals are posed with minimal props, complemented with dramatic lighting and multimedia technology. These contemporary displays contrast with the neo-classical interior in the National Museum of Natural History, which, in 2003, underwent its largest restoration since 1910. “This won 17 design awards, and is a great example of how many specialists worked well together to create the space,” Reich says. TECH SAVVY In today’s society, integrating user-friendly technology into the design is increasing in importance. “Patrons want more innovation – more cutting-edge technology,” Reich explains. However, gaining acceptance of multimedia technology isn’t always as simple as placing a kiosk on the exhibit floor. “Museums were generally quite resistant to having computers and multimedia within the galleries because of concerns with reliability and maintenance problems,” Reich explains. “We’re in the digital age now, and these systems have become higher quality and more reliable. That has really opened us up for more opportunities to use media to recreate an environment. Dioramas are going by the wayside. Today, we can layer information in a way that the user can retrieve information at will.”

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Toker + Associates

Project Focus )

Teamwork Atmosphere

Toker + Associates focuses on sustainable and innovative solutions for clients. BY LIBBY JOHN

oker + Associates, an architecture and interiors firm based in Calgary, Alberta, Canada, strives to incorporate sustainable features in all projects, Principal Eric Toker says. “We understand great design needs to deliver on program and budget, as well as reach towards the client’s larger corporate goals,” he says. Offering sustainable solutions is important to the company, as well as its mechanical and engineering partners. “We work as a team to come up with solutions,” he says. ”It’s important to work closely with each other from the beginning. It benefits the client.” Founded in 2002, Toker + Associates undertakes a wide variety of project types, including commercial interiors, commercial development, recreation and community facilities, and other public and private sector work. Current projects include a new fitness center for Jasper, Alberta, a twin-ice arena for Lethbridge, Alberta, as well as multiple interiors. “Working on projects at multiple scales is natural for the firm,” he says. “We focus on innovative projects that will challenge us, and we are deeply committed to personal service and customized solutions. Clients actually get to work with the principals. We are able to follow through with each client, right through to contract administration, and that’s how we differentiate ourselves.”

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BELL CANADA In January, Toker completed a tenant improvement project for Bell Canada – a $25 million venture in Calgary. The 200,000-square-foot new head office for Bell Canada targeted LEED gold certification, the largest commercial interior project in Canada to do so. During the design phase, Toker + Associates conducted culture engagement studies with Bell Canada’s vice presidents, managers and employ-

The First Calgary Savings Training Centre (top) is aiming for LEED, despite challenges. Bell Canada’s new office (bottom) is Canada’s largest LEED gold commercial interior project.

Company Profile Toker + Associates www.tokerassociates.com • Headquarters: Calgary, Alberta, Canada • Employees: 10 • Service: Architecture, interiors and sustainable design • Eric Toker, principal: “We work with our clients to achieve sustainable, innovative projects.”

ees across all departments to determine their vision for the project. “The goal was to really understand the clients and their corporate culture,” Toker says. “We can then design what they truly want. It is our goal to fit the client.” The facility features ample daylighting – natural light extends to 95 percent of the space. “There is light to all the work stations,” he says. “The base building has a very deep floor plate, and there are large skylights that break up the floor plate. “There are very few private offices,” he continues. “Any private offices are close to the core, so all the work stations have views.” This arrangement of private offices versus open workspaces suited Bell and allowed for a great increase in meeting and collaborative spaces, he explains. The project also implemented a waste diversion process as part of its specifications. The general contractor and subcontractors separated construction waste, including cardboard, wood and metal. FALL 2009 NORTHAMERICAN-DESIGN.COM

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Toker + Associates

LETHBRIDGE CITY HALL Toker + Associates is converting a 20,000square-foot warehouse into workspaces for the Lethbridge City Hall. “It is important project for all the staff in city hall and the community,” Toker says. “It is a public building, so there are high expectations on both quality and budget. “We have to relocate about 50 staff members from the existing facility into a renovated warehouse,” he says. “It’s a challenge to ensure we create an inspiring work environment. We have delivered a real vision for the space to make the transition positive for the users.” The project is unique because the warehouse was constructed in the 1950s. “There are exposed wooden beams, and we tried to incorporate some of the historic elements,” he adds. It also incorporated sustainable features such as low-water landscaping, movable wall partitions, reused existing structure and space flexibility. “We also have an efficient floor layout and planning,” he says. “Reducing its footprint saves on materials and land costs.” The space also has hoteling, which is work space used by people who are in the office for a short time. “All the workspaces have natural light and a common gathering space at the center and that’s where we have skylights,” he says. The company also conducted culture engagement studies on this project to determine what its clients wanted. “It lets clients participate instead of us just leading it, and they provide valuable inputs that really influence the final design,” he says. FIRST CALGARY SAVINGS In November 2008, Toker + Associates renovated two facilities for First Calgary Savings: a 5,000-square-foot contact center and a 3,000square-foot training center. The contact center is utilized by its customer care representatives, Toker says. “It will support the group that assists with customer-relations issues,” he says. “It’s a fairly tense role, so we added a lot of natural light to add comfort to their day. “There is a tranquility room, where employees now can close the door and have specialty lighting to help relax,” he adds. “It’s the same with the lunch room.” The training center is geared for employee training at any level. “The facility is really flexible to accommodate the style and size of the group,” Toker explains.

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Both projects are targeting LEED certification, Toker says. They include access to natural light, lighting efficiency, materials with no and low VOC’s, and high recycled content. They also use modular partitions that provide flexibility and easy reconfiguring. “There is a focus to make sure everything is salvaged and recycled,” he adds. It was difficult to incorporate LEED features because the base building was built in 1960s. “The existing lighting and mechanical systems don’t lend themselves to LEED certification,” Toker explains. “It was a challenge because the ductwork is basic and fresh air supply is limited. We really had to resourceful to meet and overcome these challenges.” INNOVATIVE SOLUTIONS “Our office is growing because we have a really strong support for our approach,” Toker says. “People want to work with specialized firms.” Toker + Associates’ five-year goal is to become a 25-person firm. “We want to support new and existing clients and have multiple projects on the drawing boards,” he says. “We want to continue to develop innovative projects.”

Bell Canada’s new head office in Calgary includes ample daylighting that extends to 95 percent of the work space. Toker is focused on sustainability in all its projects.

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Project Focus(

AENA Architects

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For the past 15 years, AENA has been involved in the design/build, interior design and the mechanical and architectural planning of several buildings in New York City.

Authentic Innovation

AENA’s full scope of services gives it a competitive advantage. BY GENEVIEVE DIESING

Company Profile AENA Architects www.aenaarchitects.com • HQ: New York City • Services: Architecture, interiors, planning, design/build and design/bid/build • Alex Nussbaumer, principal: “[With] an integrated approach, we can cut out a certain level of documentation and a certain amount of time.”

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o many, “innovation” may be just a design industry buzzword, but to AENA Architects Principal Alex Nussbaumer, the concept can be weighty. “You can’t truly innovate if you don’t understand the entire process of building and design,” he says. “Only by understanding the process can you efficiently propose innovative design solutions.” In Nussbaumer’s estimation, AENA truly understands this. The company has a grip on both the intricacies of architectural design and the technical complexities of structural and mechanical design, giving it a holistic view of the entire design process. This view distinguishes the firm as a genuine innovator in its field, Nussbaumer explains. Now in its 15th year, this New York City-based archi-

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tecture, interiors, planning, design/build and design/bid/build firm says the synergy that occurs every day in its offices is a direct result of having a full spectrum of specialties in-house, an asset it says most of the competition can’t measure up to. This empowers AENA personnel to continuously make the most effective and creative design and technical decisions on clients’ behalf, he notes. “There is a lot of cross-feeding of information [between staff] because we do design/build and we have engineers right in the same studio with architects,” Nussbaumer notes. “It’s a very steady and productive transfer of information on projects. It makes it easier to implement new types of design solutions because you have the expertise in-house to really understand and execute new and innovative building strategies.”

AENA is working on a condominium project called Condos on 122nd Street in Harlem, N.Y., and another condominium project called Galehouse. They are designed to LEED gold and silver levels, respectively. “We’ve been able to employ some sustainable strategies in terms of HVAC systems, graywater systems, solar panels and innovative use of heating systems,” Nussbaumer says. “We were able to boil those down to a design/build level. The way that we do it, we don’t add much cost to the project as with traditional design/bid/build delivery methods.” Practical design and cost control are critical parts of AENA’s design philosophy, which come from effective communication. “When we do design/ build, we can have the tradesmen that are going to execute the project in the room when we are doing the design,” he notes. “Because we’re using an integrated approach, we can cut out a certain level of documentation and time. “That ability to quickly understand design from the implementation side and conquer problems and hurdles – it’s a huge benefit.”

PERMANENT NICHE AENA’s staff is its biggest asset, so it takes time to train it properly. “Once we decide on hiring someone, we pair them with a senior project manager so they understand the ways that we work,” Nussbaumer says. “Once they are trained in the ways we do design, they are allowed to manage thier own project. We do place an emphasis on keeping everyone on track to manage and design their own projects.” AENA is a relatively small firm, especially compared to the design behemoths in New York City, Nussbaumer says. He is noticing a drop in the prominence of small firms such as his in the area. “We’ve definitely seen that smaller developers have left the marketplace,” he says. Fortunately, AENA’s integrated business model affords it its own niche, he says. “The ability for us to go across the studio and ask a licensed plumber [his or her opinion during a project] is a huge benefit,” he says. “Our expertise in-house will always distinguish us.”

Although AENA is small compared to many of its regional competitors, it stands out as a unique architecture firm in New York City because of the full scope of services it offers.

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DE ESIGNER R SPOTLIGHT  T  Chateau Interiors & Design

Chateau Interiors’ designers meet with clients at a model home to help determine their preferred style of furnishings and the features they want for their own home.

Designs for a Lifetime

Technology helps Chateau serve clients for the life of their homes. BY STACI DAVIDSON

Company Profile Chateau Interiors & Design www.chateauinteriorsanddesign.com • Headquarters: Irvine, Calif. • Employees: Five • Services: Interior design • Nancy Giangeruso, president: “Our designers have fewer clients now than before, but they are making more money now and having more long-term relationships with clients.”

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ounded in 1978 to provide interior design services to a few new home builders in California and Nevada, Chateau Interiors & Design has grown to become one of the largest firms of its kind in the region. And it is not only new homebuilders that benefit from Chateau’s expertise – it has grown to also provide its full-service interior design offerings to homeowners, as well. Headquartered in Irvine, Calif., where it has a 13,000-square-foot design center and state-ofthe art showroom, Chateau has become a onestop shop for professional interior design and consultation. By offering high-end, brand-name designs and serving as an exclusive supplier of select products, Chateau meets the needs of clients who just want to refresh their home’s

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interiors as well as those who want to completely update and redo their living spaces. In a recent conversation with President Nancy Giangeruso, North American Design learned how Chateau Interiors & Design is evolving to meet the needs of the market and offer a greater range of services. North American Design: What has been the key to your company’s success? Nancy Giangeruso: We work toward a finished home design with our clients – we are not just selling products. We work with our customers to come up with an actual interior design plan for them. We help them form an idea of how they will want their home to look now and into the future.

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DE ESIGNER R SPOTLIGHT  T  Chateau Interiors & Design

NAD: What is Chateau’s process for working with customers? NG: We act as a design center for a few builders – Warmington Homes California, Warmington Homes Nevada, TriPointe Homes Inc. and TruMark Homes. We also have Studio Chateau, which is our online catalog. Customers are able to create a catalog for their individual lot and they get a virtual shopping cart with pricing and pictures. It also provides them with guidance on what decisions they have to make and when they have to make them. We call our first meeting with a customer the “lifestyle appointment.” One of our designers meets with the customer at the model for their home. They discuss what they like about the design, what they don’t and we get them to start thinking about the type of changes they might want to make. Our designer will also explain the process to them for the next few months, so they are able to make the best decisions. At the next appointment, they will come to the studio and meet with a designer. We introduce Studio Chateau and guide them through the process. This is a great tool because it allows for more time to create a design with a client vs. just picking out products. In the last couple of years, we’ve been operating a showroom. This has allowed us to be a onestop shop for our customers’ house forever. Their online catalog never goes away, and they can contact our customer service through the site. The customer will stay with the same designer over time. Right before the customer moves in, the designer will walk the house with them, giving them a free hour of design tips and consulting. They also help the customer determine what they still need. NAD: Do you provide training to your designers? NG: Every Thursday we have a weekly product

review meeting. Our designers are very talented, but we want to keep them up to date. Our technology is really driving their business. Traditionally, designers meet with their customers and take them store to store, shopping for products. Our designers can bring their customers to our showroom, help them use Studio Chateau and help them create a finished home design concept. Our designers have fewer clients than before, but now they are making more money and are

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Clients can find products for their home through Chateau’s online services or in the company’s showroom.

having longer-term relationships with clients. We’ve also opened our showroom to some independent designers. They may be laid off or not with a firm, but they can bring their clients to our showroom and work on their own to build their business. Everything we have in our showroom is the latest and greatest – all of the top brands. We also are a dealer for several local lines: Eco Smart fireplaces that are green and run on ethanol; Euro Design cabinets; and we have a Disney license through Tuft Shaw. Our system has worked so well that we created the Chateau Learning Center. This is an endto-end complete operating system that includes Studio Chateau, and we offer it to other design centers and contractors. There is nothing like this in the industry.

we’re starting on. That is huge, because not long ago the number was zero. We’re finding that consumers want to spend money on options to make their house more of a home – people aren’t just flipping houses anymore. We will continue to work with our current builders, but we’re also working with a few clients outside of that realm. We’ve also started doing some remodels. We will expand our business when we find the right partnerships.

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We’re finding that consumers want to spend money on options to make their house more of a home – people aren’t

NAD: What types of partnerships do you want? NG: Someone who understands the options

business and knows it’s a service to their clients. It’s also a value for them financially. For the most part, it’s the smaller, private builders that look to provide this level of service to their clients.

NAD: What are your plans for the growth? NG: Studio Chateau will help us grow, because

NAD: What is your vision for the company? NG: My vision is for us to continue to create life-

we will be offering that to firms across the United States and internationally. Business is starting to come back – we have 16 new projects

time design concepts for our clients. This has propelled us into doing commercial buildings and hospitality suites, and it will just keep going.

just flipping houses anymore.

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DE ESIGNER R SPOTLIGHT  T  DC 2 Design Consortium

Passion Burns at DC 2 Jack Michaelson still loves his job after 47 years in design. BY BRIAN SALGADO on’t ask Jack Michaelson about retirement. The architecture veteran is so passionate about the work he does out of his boutique firm – DC 2 Design Consortium in New York City – that the thought of quitting hasn’t come close to entering the 70-year-old designer’s mind. That’s because the 47-year veteran with an unflappable work ethic isn’t close to slowing down. Clients were so impressed with his commercial design work through DC 2 Consortium they urged him to start a construction firm. Michaelson – who puts the clients’ needs before anything else – happily obliged, operating PDC Interiors as a nationwide construction management firm. Although business was booming for 18 years, he realized his passion for design superceded his desire to take on the construction side of the industry. “I couldn’t burn the candle at both ends anymore, so I said to myself, ‘Do I stay in construction or design?’” Michaelson explains. “With my background in design, I wanted to stay a design group, so I slowly closed down PDC.” While clients expressed disappointment that Michaelson couldn’t run their projects anymore, they were more than happy to retain him for his design services. So, Michaelson gracefully transitioned to the role of owners’ representative. “My clients become my family,” Michaelson says. “I’ve had clients for over 35 years, and I’ve worked for the sons of the father of the grandfather of families. “When your clients are family and you tell them you’re changing direction, they say, ‘Well, we want you around, so whatever decision you make is fine with us.’ So, I continue to do their design work.”

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RETURNING TO ROOTS Being forced to scale back has helped Michaelson and DC 2 in more ways than one. After establishing DC 2 out of members of PDC in 1999, the company quickly grew from 11 to 68 employees. However, Michaelson noticed his lack of con-

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Jack Michaelson designed a Manhattan storefront for international retailer Nat Sherman as well as a residence Nat’s son Joel Sherman.

Company Profile DC 2 Design Consortium www.DC 2.com • HQ: New York City • Employees: 11 • Services: Commercial design • Jack Michaelson, owner: “I’ve had clients for over 35 years, and I’ve worked for the sons of the father of the grandfather of families.”

trol over projects had allowed too many rogue project managers to do whatever they wanted, he says. For instance, after building a reputation as the go-to designer to bring a project in on budget, Michaelson found himself fielding complaints about bloated budgets for projects that didn’t have as much of his personal touch as he would have liked. “The project now had to be redesigned, and in many instances clients would not pay, or valueengineer, to get it down to what they wanted to build their space,” Michaelson laments. “A project manager works for the design firm, but eventually they say, ‘It’s time to go out on my own.’ That’s what they were doing – building up a reputation for themselves by working for my company.”

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DE ESIGNER R SPOTLIGHT  T  DC 2 Design Consortium

Eventually, Michaelson had had enough. He scaled back from 68 to 11 employees and now personally runs every project that DC 2 earns. “I do not design for myself, but for the client,” Michaelson explains. “My biggest thing is to design a project in budget, on time and to give these people a home. It’s been my philosophy for 47 years.” These projects include pre-built spaces for landlords searching for leasers throughout Manhattan. Michaelson’s designs have helped landlords fill their empty spots as quickly as possible to make sure revenue is flowing once again. “I will not let anyone in my firm run any of my projects,” he stresses. “I take a project designer with me, but clients will only see a designer when it comes to selection of samples. Otherwise, I will be the only person they will see throughout the entire project, and that is what I have maintained. “It’s very refreshing because I can give all my attention to the clients I have,” Michaelson adds. “Being small gives you a lot more time to really pay attention to the job.”

DC 2 Design Consortium has a reputation for bringing a sense of comfort through its designs while executing jobs on time and within a project owner’s budget.

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TOTAL CONTROL This model has allowed Michaelson to do what he does best: create spaces that clients can call home. After hearing clients share stories of spending 15 or more hours a day at the office, Michaelson knows office space has to be as comforting as possible to his clients, their employees and their customers. “It is important for me to design someone’s commercial space for them,” Michaelson adds. “It’s like going to a doctor: I want to get well, so he pays attention and makes you well. That’s what I do.” And clients have definitely noticed. Fifteen years after designing international retailer Nat Sherman’s Manhattan location, Joel Sherman – Nat’s son — called upon Michaelson to design his new home on 42nd Street and 5th Avenue in New York in 2006. “It was very European with a full façade and very heavy on the millwork details,” Michaelson says. “It was publicized and they threw big parties and held openings, and they honored me at this party. Mr. Sherman made a speech and everybody was applauding.” Sounds like Michaelson’s embers are still burning for design work almost a half century after breaking into the industry.

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DE ESIGNER R SPOTLIGHT  T  Jauregui Inc.

The Highest Standard

Jauregui Inc. prides itself on providing clients with exceptional-quality homes in Texas. asonry fireplaces, custom decorative iron work and a 50-foot infinity edge pool with a spa are considered luxury features for most architects, but for Jauregui Inc. in Austin, Texas, they are standards for its homes. Jauregui Inc. custom builds and designs luxury homes in Texas and provides architectural, interior design, brokerage and construction services. The company’s homes range from 7,000 to 20,000 square feet and value between $2 million to $4 million. “We provide exceptional construction quality built to the highest standard,” it says. “Our inhouse designers work with [clients] to select, specify and cost all owner selections and finishes during the design process and prior to construction, ensuring full integration of architecture and interiors.”

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In its spec work, [the staff] will often create elements to attract

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new customers. –Luis Jauregui, founder

Company Profile Jauregui Inc. www.jaureguiarchitect.com • Headquarters: Austin, Texas • Service: Home designer and builder

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DESIGN/BUILD The company’s total design process can take anywhere from six to eight months. Jauregui Inc. begins the process by discussing their clients’ lifestyles within them. “We will create a preliminary floor plan and site plan for [customers’] consideration and feedback,” it says. “This preliminary process represents a large portion of the creative design time to create a customized, thoughtful plan.” After that eight- to 10-week preliminary process, the interior designers prepare a package that includes all the hardware, plumbing, tile, appliances and lighting that will be included. “We will include color photos of all selections to best convey the essence of our design direction, including vignettes of individual rooms with selections juxtaposed to help visualize final results,” the company explains.

Jauregui Inc. says creating preliminary floor and site plans are important in its ability to provide clients with customized and thoughtful designs.

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DE ESIGNER R SPOTLIGHT  T  Jauregui Inc.

Best of the Best Several leading industry organizations have recognized Jauregui Inc.’s accomplishments, including: • The Home Builder’s Association of Greater Austin gave it two Max Awards in 2008 – Best Product Design – Custom for homes in the $2 million to $3 million range, and Best Product Design – Custom for homes in the $3 million to $4 million range. • In 2008, the U.S. Hispanic Contractors Association honored the company with the Homebuilder of the Year award. • In 2006, the company received five Texas Star Awards – Custom Builder of the Year, Best Custom Home Over $1 million, Best Architectural Design Home over $1 million, Best Web Site and Best Sales Brochure.

The construction documents also include specifications regarding the methods of construction as well as the cost estimate. “These specifications are particularly complete because of the additional design time dedicated to selection specificity prior to construction,” the company explains. FOCUSED ON DESIGN/BUILD Luis Jauregui founded the firm in 1981– which was one of the first design/build companies in the Austin area. “His initial challenge was to prove to clients the value design/build brings to the table,” the company says. “The establishment view among architects held that combining design and construction constituted a conflict of interest.” Over time, the design/build model became more popular as the industry realized that combining design and construction shortened the communication cycle. This venture allowed the company to create a niche in the upper-end luxury custom home market, it says. Jauregui strives to be a leader in Austin’s design and construction community. The company says he was the director and president of TxCaba, Austin’s local association of home builders. He helped establish and led the Custom Builder Council. He also served as the state and national director of the National Association of Home Builders and was elected to its elite Builder 20, a nationally selected group of million-dollar homebuilders. SPECULATIVE HOMES Jauregui Inc. also is involved in the speculative home market, although it is not a big part of its

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The design/build method of project delivery helped Jauregui Inc. to create a niche for itself in the luxury custom home market.

business. The company builds at least one speculative home a year and sees it as an opportunity to showcase its work to the masses. “We’ve never left that part of the business,” Jauregui said in a statement. “My entrepreneurial blood keeps us in that area because it forces us to really be involved in a lot of areas of marketing, to fully understand a product and how it sells.” Jauregui also enjoys the control the company has while working on speculative homes. “We have control over creating the home and the process of construction so we can make quicker decisions,” he said. “We have more control over construction starts and more architectural freedom. [As a result,] you really get to express your style and your own architectural likes and dislikes.” It also gives the company’s staff a chance to experiment. “In its spec work, [they] will often create elements to attract new customers,” the company says. “For some projects, that means connected rooms, while others might be having a separate media room.”

DESIGNER R SPOTLIGHT  WWCOT

Working West to East

WWCOT credits its 45 years of success to a global portfolio. BY BRIAN SALGADO hether it’s large-scale urban planning in China or a politically-charged school project in California, Santa Monica, Calif.-based WWCOT is equipped with the diverse experience and know-how to take on any challenge an owner may throw its way. “We’ve been successful because we’re diverse with our services,” firmwide Managing Partner Adrian Cohen says. “Designing across building types and market sectors has helped us to be flexible and adaptable.” Chet Widom, who retired from the firm this year, founded Widom Wein Cohen in 1964. The company has since gone through a series of mergers and acquisitions, most significant of which was the acquisition of O’Leary Terasawa in the mid-1990s. The resulting merger was renamed WWCOT, and today, the company has grown to 150 employees working in offices in Santa Monica, Modesto, Riverside and Palm Springs, Calif., as well as Shanghai, China. WWCOT’s 12 partners and six principals boast vast design experience and are heavily involved as industry leaders.

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MASTER PLANNING IN ASIA WWCOT has been designing projects in China for about 10 years. “Working in China allows us to explore a lot of exciting ideas,” Cohen says. “I call it a ‘laboratory’ because unique ideas get built there in larger settings. We’re able to explore things there we’re not able to do here due to budget constraints.” Design Partner Andrea Cohen Gehring says the company has implemented a number of new sustainable design ideas in China, often on a larger scale than what’s possible at home. Recently, she led the master planning of various communities along a 13-mile stretch of the Han River waterfront in Wuhan, China, which is currently being implemented. WWCOT created a system of dry riverbeds with bioswales to collect the river’s runoff water. This system made the creation of massive, unsightly concrete walls unnecessary.

Company Profile WWCOT www.wwcot.com • Headquarters: Santa Monica, Calif. • Employees: 150 • Services: Architectural design

SAVING THE DAY WWCOT can live up to challenging demands domestically, as well. It took over the floundering former Belmont Learning Complex in downtown Los Angeles after the partially-built project had sat stagnant for six years. Cohen says the original project had been tied up in litigation because a seismic fault and toxic methane gas had been discovered under the job site. As the case lingered on in court, the empty structure incurred extensive damage from the

• Adrian Cohen, managing partner: “We’ve been successful because we’re diverse with out services.”

WWCOT1 is executing 13 projects under the Los Angeles Community College District’s $6 billion, ninecampus modernization program. Among these projects is the 45,000square-foot Harbor College Library Learning Resource Center, which is aiming for LEED gold certification. This project has required extensive collaboration with the college president, as well as the end-users.

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DE ESIGNER R SPOTLIGHT  T  WWCOT Architects

WWCOT has the capabilities to handle a variety of projects ranging from the Edward R. Roybal Learning Center in Los Angeles to the Wuhan master plan in China.

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elements. Once WWCOT took over, its in-house architectural forensics experts investigated the damage and designed a plan to finish the $150 million job in seven months. “The abandoned project had a huge impact on the community, which, due to a lack of semester-seats, required busing and year-round schooling,” Cohen says of the newly renamed Edward R. Roybal Learning Center. “Now that the project is complete, the community is coming back to life.” “This is an incredible design and our architecture firm came in here, took on this risk, and did a fabulous job of converting this old design into the new school with the new requirements we have today,” said Guy Mehula, chief executive of LAUSD’s facilities division. The collaborative team effort between the architects, owner, project manager and contractor made this project a success despite its overwhelming odds. As a result, the project received the General Contractors of America Marvin M. Black Excellence in Partnering Award 2009, and the Council of Educational Facility

Planners International Monarch Award of Merit 2009. INTEGRATION, CONSENSUS, SUCCESS WWCOT is executing 13 projects under the Los Angeles Community College District’s $6 billion, nine-campus modernization project. Soon to start construction, the 45,000-squarefoot Harbor College Library Learning Resource Center is aiming for LEED gold certification. “Historically separate functions, this dynamic and sustainable facility will fully integrate the library and learning resource center functions to enhance student education and success through seamless access to technology, materials, amenities, services and staff,” says Pam Touschner, managing partner of the Riverside and Palm Springs offices. Key to the success of this project was collaborating with numerous user occupants on establishing their needs and priorities. “Your group does a good job of listening and getting folks to consensus,” College President Dr. Linda Spink told WWCOT. “Thanks for a job well done.”

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DE ESIGNER R SPOTLIGHT  T  Tr a p o l i n A r c h i t e c t s

A Strong Recovery

Trapolin Architects is looking to its future in New Orleans. BY GENEVIEVE DIESING or Peter Trapolin, president of New Orleans-based Trapolin Architects, starting his career was easy. Trapolin began working out of his home in 1981, lending his architectural services to small renovation and addition projects. Before he knew it, demand for his services took off. “Unbeknownst to me, the economy was very good, and I started getting contacted by clients about large, whole building renovations and central business district hotels,” Trapolin says.

F Company Profile Trapolin Architects www.trapolin.com • HQ: New Orleans • Services: Architectural design • Peter Trapolin, founder and president: “We call Hurricane Katrina our stimulus act.”

Trapolin Architects is well-versed in historic renovation projects, highend hospitality work and high-end residential building, as well.

“Within a year, I leased a small office space and began to take on some staff.” This eventually led to a long list of residential projects and historic property renovations, and later, a good deal of hospitality work. “The firm really evolved from an operation that was primarily residential, to one that was primarily commercial,” Trapolin explains. EXPERIENCE EVOLUTION Trapolin Architects’ experience with high-end hospitality work bled into its residential work, and as a result, the residential section of its portfolio reflected increasingly high-quality design. “A lot of our work in the hospitality industry is similar, in a way, to the residential industry, in that hotels have the feel of a home, and a lot of the detailing in the hospitality industry is similar to high-end homes,” Trapolin explains. “So, we became recognized by being an architectural firm that does high-end custom homes.” Again, Trapolin Architects’ name preceded it. “A high-end condominium project developer recognized our name from [work in the] residential market,” Trapolin recalls. The developer commissioned Trapolin Architects’ to design a high-end condominium project, and “since then, we’ve done quite a few high-end condominiums,” Trapolin says. Although the condominium design side of the company’s business has grown, Trapolin Architects’ speciality remains in historic renovation and restoration and adaptive reuse projects, Trapolin says. THE HURRICANES As a result of its talent and work ethic, good fortune seemed to have a way of falling into Trapolin Architects’ lap. Unfortunately, this lucky streak came to an end in 2005, when Hurricane Katrina hit New Orleans and devastated the city. “Everyone evacuated, but we were some of the first people to come back,” Trapolin explains. “Our building was fine.” Trapolin Architects had managed to evacuate

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in time, and it set up a temporary office in Lafayette, La. “At that time, people were saying it would take at least six months until people started moving back [to New Orleans],” Trapolin says. “We finally got our telephone service and our Internet access set up in Lafayette, and we got our computers linked together. “When [Hurricane] Rita brushed through Lafayette [in 2006] and took the roof off the building on our office and ruined the equipment I’d saved, the following day I piled everything in my car and drove back to New Orleans to concentrate on putting our office back together,” he adds. It took Trapolin Architects several months to get everything at the office up and running again, and it also took time to restore employee confidence, Trapolin acknowledges. “It took a couple months before we began to even feel like a firm again,” he admits. “Since then, we have been involved in the recovery [of New Orleans].”

BUILDING IT BACK Trapolin became a member of several historic preservation committees, and has since been working with the city to redesign and rebuild fire stations for New Orleans, as two-thirds of them were destroyed. The firm is also renovating dormitories that date back to the 1930s for Dillard University, as well as helping families rebuild their damaged homes. “One of the nice things about this is, we call Hurricane Katrina our stimulus act,” Trapolin says. “There are still so many projects that need to be done. “The architectural firms in the city as a whole have remained pretty strong. In New Orleans, we attract architects, designers and contractors from other parts of the country because we are of one of the few areas that has a strong construction economy right now.” Trapolin expects his company to continue to grow in the near future, he says, and that his firm’s signature, “well thought-out” design will have an even bigger place in the changing identity of New Orleans.

“

It took a couple months before we began to even feel like a firm again. Since then, we have been involved in the recov-

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ery of [New Orleans.]

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DE ESIGNER R SPOTLIGHT  T  Retail Construction Services Inc.

Responding to Retail

Retailers depend on RCS’s organized construction processes.BY STACI DAVIDSON

Company Profile Retail Construction Services www.retailconstruction.com • HQ: Lake Elmo, Minn. • Employees: 80 • Services: Construction management, project management and general contracting • Steve Bachman, president: “This is important when we’re working all over the country – it’s great to have people we know we can trust.”

n many markets, one is likely to take a quick drive around a neighborhood and notice new retail establishments that have popped up seemingly overnight. In actuality, the process is not that simple. Commercial construction can be a lengthy process that involves many different players. Retailers, however, rely heavily on a strong building program, and need the work managed carefully and efficiently. Retail Construction Services (RCS) Inc. considers itself a good fit for the job. As do the many repeat clients that have worked with RCS for its more than 25 years in operation. The general contracting and construction management leader has worked with many national retail brands, such as Gap, Nine

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West, Guess Jeans, L.L. Bean, Sony and J. Crew. Its strength in this market has also enabled the operation to expand its services to the financial market and golf courses. North American Design recently spoke with President Steve Bachman about RCS’s relationships with clients, subs and vendors and how it remains competitive in the current market. North American Design:

How do you organize

each project? Steve Bachman: We have an on-site superintendent that is the point of contact for everyone involved with the project – the subs, landlord, owner’s rep, owner’s vendors and our vendors. Our project manager is the liaison between the customer, architect and us. They establish the proper flow of information and hire the right subs. NAD: How do you work with customers? SB: Most of our customers are repeat clients and

have been working with us for many years. When we start a project with them, we basically only need to learn if there are any changes to the design, change in the architect used or any change in personnel that we need to know about. When we work with new customers, we have a kick-off meeting to get to know them better. We have to understand their flow of paperwork, the communication medium they prefer to use and the protocol we need to use when we need answers to questions. This is important for everyone involved in the project to meet each other, and we are able to understand how our client expects the job to be done. We also cover any hot button issues that we anticipate will come up. NAD: What have been some recent projects? SB: We have been working with H&M stores, a

RCS constructs commercial projects throughout North America, the U.S. Virgin Islands and Puerto Rico.

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Swedish clothing retailer, for awhile now, and we’re working on two stores for them right now – in the Twin Cities, Minn., and Orlando, Fla. We also just finished a prototype store for Guess Jeans in the SoHo neighborhood in New York City. It was a very involved project because it was a co-op building that was in tremendous

structural disrepair. It took us six weeks to deal with the issues. But the project is done now, and it’s gorgeous. It’s a beautiful building in a highprofile location, and everyone involved is happy.

“

It was a very involved project because it was a co-op building

NAD: How do you work with subs and vendors? SB: We created a management database called

the Databahn that has information on 11,000 subs and vendors. It tells us their location, the local taxes and their insurance compliance. Some of them we’ve worked with for 25 years, so we have great relationships with them. This is important when we’re working all over the country – it’s great to have people we can trust.

that was in tremendous structural disrepair. It took us six weeks to deal with the issues. But the

NAD: Have you noticed any market trends? SB: The market right now is challenging for

many reasons. In some areas, the level of retail is overbuilt, and the level of shopping activity is diminished, so there is less work for us. Additionally, there is a tremendous pressure to find the cheapest way to do everything. Five years ago, customers were after quality, service

and price. Now, however, everything is pricedriven. Other companies are coming out of the woodwork to perform projects at a fraction of our cost – I simply do not know how they do it. Some clients just have to go with the lowest-cost contractor and suffer the consequences later.

project is done now, and it’s gorgeous.

”

NAD: How are you responding? SB: We are looking at new markets. We’re pursu-

ing healthcare, and we’ve been working on banks, but they’re in financial trouble now, too. We are more mindful of who we’re working for now than five years ago. Our golf course and clubhouse business is also on the back burner because neighborhoods aren’t being built as much. NAD: How is RCS remaining competitive? SB: We are doing what we’ve always done –

verifying with the owners that we understand what they need and then submitting quality bids with the right subs for the job. We’ve tightened our numbers to be more precise in what we present to clients.

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Company Profile Lighting Design Alliance

Variations on a Theme Lighting Design Alliance’s work integrates light into design. BY CHRIS PETERSEN Company Profile Lighting Design Alliance www.lightingdesign alliance.com • 2008 sales: $6.5 million • Headquarters: Long Beach, Calif. • Employees: 26 • Service: Architectural lighting • Chip Israel, president: “The first thing we do is, either with ourselves or with the client, develop what we call a storyline.”

he amazing nature of light makes it possible for stars billions of miles from Earth to be visible to the naked eye. Although not in the same way, the work done by Lighting Design Alliance also can be seen from great distances, as it criss-crosses the globe with architectural lighting designs that meet its clients’ needs. From its offices in Chicago, Los Angeles and Dubai, the firm considers itself a leader in the industry, according to founder and President Chip Israel. A product of Penn State’s architectural engineering program, Israel began his career working for a lighting dimmer manufacturer. That experience led him to the Los Angeles office of a lighting design firm, which he bought out and started operating on his own in 1992. The firm

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services clients by designing complete lighting and control systems, creating systems for real estate developers, corporations and architectural firms from around the world. Israel says what distinguishes Lighting Design Alliance from other firms is its unparalleled understanding of technology and the latest advances in lighting. As a fellow of the International Association of Lighting Designers and founder of its education trust fund, Israel devotes his time to studying the trends that impact the industry. MORE THAN A FEELING The firm’s intimate knowledge of lighting design is essential in helping it meet its clients’

Lighting Design Alliance’s work can be seen in locales as varied as Los Angeles, Chicago and Dubai, as well as in other points around the world.

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Company Profile Lighting Design Alliance needs, Israel says. Even though guests couldn’t see much without it, he says, a lighting system design has to be barely seen itself to be successful. “One of the keys is to integrate the architectural lighting, so many times some of our best jobs are the ones where you don’t notice it,” he says. “Lighting is just one of the design tools, but it has to be integrated.” Lighting Design Alliance is known for developing themed environments, such as hotels for Disney and Universal Studios theme parks. Israel says the firm seeks to create an integrated feeling for the space from the outset of the project. “The first thing we do is, either with ourselves or with the client, develop what we call a storyline,” he says. For example, the firm recently designed the lighting profile of a food court for a resort hotel. The food court’s theme was designed to look as if it had gradually grown up over time, with some stations meant to look older than others. Israel says Lighting Design Alliance took this into consideration and designed lighting fixtures that encompassed numerous time periods while adhering to the overall setting. Israel says the firm takes its inspiration from the work of Frank Lloyd Wright, who never turned to outside designers for any aspect of the homes he designed and therefore created unified spaces. “Frank Lloyd Wright designed everything in his residential products,” Israel says. A COMPLETE ENVIRONMENT Other projects developed by Lighting Design Alliance incorporate lighting elements into the design of the buildings to create a total experience that is seamless and evocative. Developed by the firm’s Los Angeles office, the Children’s Hospital of Orange County Tower II project was an addition to an existing building. Lighting Design Alliance handled the design of lighting schemes for the interior and exterior of the project, “creating an atmosphere that is both inviting and playful for patients and their visitors,” the firm says. Bright, multicolored elements and projected teddy-bear shapes contribute to that welcoming environment. For a mixed-use project in Chino Hills, Calif., Lighting Design Alliance considered the retail component of the 750,000-square-foot project as the focal point. “Lighting Design Alliance was tasked with reinforcing the architectural hierar-

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Lighting Design Alliance says its overriding philosophy is integrating lighting with the rest of an interior design.

“

One of the keys is to integrate the lighting, so many times some of our best jobs are the ones where you don’t notice it. Lighting is just one of the design tools, but it has to be integrated

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[with the others].

chy by focusing the majority of façade accent lighting on corner tower features,” the firm says. “Special attention was focused on bringing out the rich textures and colors of the planting and landscape features. Blue twinkle lights mounted within street trees’ canopies exemplifies the use of color to add drama and provide the center with a unique feel.” In Detroit, Lighting Design Alliance contributed to the ambiance at Iridescence, located LIGHTOLIER FOR MORE THAN A CENTURY, LIGHTOLIER HAS BEEN THE LEADER IN INNOVATIVE LIGHTING SOLUTIONS, DEDICATED TO A “DO IT FIRST, DO IT BETTER” PRODUCT DEVELOPMENT MENTALITY. FROM THE INVENTION OF TRACK LIGHTING TO THE LATEST IN SUSTAINABLE SOLID-STATE SOLUTIONS, LIGHTOLIER PROVIDES ENERGY-EFFICIENT PRODUCTS WITH THE QUALITY CUSTOMERS HAVE COME TO EXPECT.

WHITE ASSOCIATES LIGHTING WHITE ASSOCIATES LIGHTING, A MULTI-LINE LIGHTING AGENCY BASED IN SOUTHERN CALIFORNIA, HAS BEEN COLLABORATING WITH LIGHTING DESIGN ALLIANCE (LDA) SINCE 1992. THE COMPANY IS PROUD THAT LDA CHOSE TO USE LUMASCAPE USA AND TOKISTAR LIGHTING IN ITS NEW OFFICES. FOR MORE INFORMATION, CALL 800-850-855, EMAIL [email protected] OR VISIT WWW.WHITEASSOCIATESLIGHTING.COM

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Company Profile Lighting Design Alliance

From its offices in Chicago, Dubai and Los Angeles, Lighting Design Alliance develops integrated lighting designs.

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at the top of the Motor City Casino and the city’s only four-star restaurant. “Inside, large dichroicglass lightboxes built into the walls shimmer and change color as guests walk through the restaurant,” the firm says. “Suspended glass globes create a ‘virtual ceiling’ overhead, and narrow pinspots in the vaulted ceiling accent individual tables, creating a distinctive environment.” The firm brought its considerable talents to bear on the restoration of the entrance fountain at the landmark Hollywood Bowl. Lighting Design Alliance designed a fiber optic system that highlighted the fountain’s granite and also cast new light on some of the fountain’s most prominent features. “While not part of the original scheme, lighting of the fountain’s three statues was deemed a must,” the firm says. A spotlight across the entry drive was used to illuminate the 15-foot-tall “Muse of Music,” while uplights were positioned to highlight the smaller “Muse of Drama” and “Muse of Dance.” “Low-voltage halogen fountain spots accent small water jets to provide added drama and tie together cool and warm white lighting elements,” the firm adds. The restoration project

was designed to restore the fountain to its original state, circa 1940. Aesthetic considerations aren’t the only things Lighting Design Alliance concentrates on during the design of a project, however. The firm also has experience in helping clients meet sustainability goals. For example, the firm recently helped retail giant Williams-Sonoma Group design a lighting system for its stores that was more eco-friendly. STAYING BUSY Such projects are common in Lighting Design Alliance’s portfolio, Israel says, and their successes have brought clients back for more the vast majority of the time. He says 95 percent of the firm’s work is done for repeat clients, which is especially important during a time in which many architectural firms are half the size they were a few years ago due to the weak economy. Israel says the firm’s expertise in sustainable design has helped it generate new clients as well as create repeat business. For example, Israel says, the firm designed the lighting schemes for

all The Cheesecake Factory locations, and now the restaurant chain has come back to Lighting Design Alliance for ways to reduce its energy costs through new lighting systems. The firm’s wealth of experience, along with its leadership position in the industry as part of the International Association of Lighting Designers, puts it in a position to help guide clients through the maze of misinformation that surrounds sustainable design, Israel says. Many clients come to the firm asking to use LED lighting for its energy efficiency. However, he says,

there are other factors to consider, such as the warmth of light it generates, which is an important factor in designing architectural lighting schemes. Thanks to green refurbishing work, Lighting Design Alliance sees a light at the end of the tunnel to the economic down-

turn, Israel says. Such projects should be enough to carry the firm through to the start of the next recovery period, according to Israel. “I see us maintaining for four to six months, and then I see we’ll be back on a growth trend,” he says.

LIGHTING DESIGN ALLIANCE KEEPING UP WITH THE LATEST ADVANCEMENTS IN LIGHTING PRODUCTS CAN BE A DAUNTING CHALLENGE – AND LIGHTING DESIGN ALLIANCE IS PARTICULARLY ADEPT IN THIS ARENA. PERFORMANCE LIGHTING SYSTEMS HAS BEEN HONORED TO COLLABORATE WITH LIGHTING DESIGN ALLIANCE IN BRINGING THE INDUSTRY’S BEST FOR PROJECTS WITH STRINGENT TITLE24 AND LEED CERTIFICATION REQUIREMENTS. IF YOU ARE LOCATED IN SOUTHERN CALIFORNIA AND WANT TO KNOW HOW PERFORMANCE LIGHTING SYSTEMS CAN HELP YOU, CONTACT US AT 949.878.9000, [email protected] OR WWW.PERFORMANCELTG.COM

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Company Profile CS&P Architects Inc.

Sustainability 101

CS&P Architects Inc. teaches clients about the benefits of LEED. BY BRIAN SALGADO Company Profile CS&P Architects Inc. www.csparch.com • Headquarters: Toronto • Employees: 50 • Services: Architectural design • Paul Cravit, principal: “‘Green’ is a magic word for clients. There’s a cost involved, but it’s also something they’re beginning to appreciate and understand the benefits.”

CS&P Architects Inc. brought a sustainable mind set to the Georgian College and Welland Civic Center.

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S&P Architects Inc. has never been primarily focused with establishing a signature architectural style as a main point of departure for a project. Principal Paul Cravit says the company bases its designs instead on an understanding of how people live, work and play. “We’re all modernists in our design approach, but our work grows out of our understanding of a program and how to expand upon it while responding to the project’s context and site conditions.” Cravit says. “Our approach to these issues is grounded in the form and culture of sustainable design.” The challenging part of architecture today is informing and educating owners about sustainable design and how this green approach goes beyond energy efficiency. According to Principal

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Susan Lewin, director of sustainable design, this greener consciousness has become a critical and integral consideration in our “humanistic” approach to architecture. “We have worked, primarily, on government projects where LEED is mandated, but owners often have limited understanding of what LEED is,” Lewin relates. “They sometimes confuse LEED with simple energy savings. Our role is to help them in all aspects of sustainable design such as healthy indoor environment, benefits of daylighting and sustainable site management which can improve the buildings overall environmental and social qualities.” CS&P Architects – based in Toronto – was founded in 1962. Today, the company has 50 employees and caters primarily to public-sector clients throughout Canada. CS&P Architects

focuses on education, community and recreational projects, which are two sectors that are as strong as ever as local municipalities sponsor projects with federal stimulus funds. These projects include schools, community and recreation centers, police and justice facilities, childcare centers, libraries and city halls and other civic projects. For instance, CS&P was awarded a $70 million design/build contract for the Convention Center in Niagara Falls and a $49 million contract for the Wayne Gretzky Sportsplex in Ontario, both of which are using federal stimulus fund.

ance of everyone involved,” she says. CS&P now implements sustainable practices in every project it tackles, according to Cravit. This includes the work it has involvement with internationally, as well as locally. “Sustainability is first and foremost in

every project we do,” Cravit says. “‘Green’ is a magic word for clients. There’s a cost involved, but clients have come to appreciate the overriding benefits.” The additional costs associated with sustainable design, which can vary from a 3 to 6 percent premium, can be a hard sell

NURTURING SUSTAINABILITY As vice chairman of Toronto’s chapter of the Canadian Green Building Council, Lewin coordinates the LEED charge for CS&P. “In schools, it has been proven that the degree of daylighting has a very positive effect upon the student’s daily learning appears to reduce the absenteeism of teachers, and generally helps the perform-

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Company Profile CS&P Architects Inc. in some international markets, especially the Caribbean, according to Craig Goodman, principal in charge of the recent offshore projects. He says CS&P strives to bring a culture and awareness of local practices which relate to LEED standards as much as possible in this part of the world, but some aspects of construction that are readily available in Canada are more difficult to come by in the Caribbean. “The recognition of locally produced elements and placing limits on delivery distances to meet LEED criteria can be a tremendous challenge in some of the Caribbean islands unless you take time to do some research and look for ways to support the local building suppliers and trades,” Goodman says. CS&P has learned to work through these stumbling blocks by finding methods to adjust the building designs suitable for the local context. Studying historic indigenous buildings’ form and orientation has provided clues to developing passive design improvements. Recently, CS&P was awarded a new school project in George Town, Grand Cayman. The architectural team was brought in early enough to participate in the innovative educational programming which involved a consortium of education planning consultants from around the world. The project’s focus is child-centered learning, and it is designed around a philosophy of nontraditional learning spaces where the child is free to move through a variety of interconnected areas more conducive to individual and group study than the traditional classroom. “The challenge to us was to heighten our awareness of each element of space that can lend itself to support of an agile learning environment and then connect it to a way of demonstrating a healthy sustainable environment that provides clear links between indoor and outdoor space,” Goodman adds. ALL ENCOMPASSING The future is bright for CS&P, according to Goodman, because the firm’s holistic approach to architecture is striking a chord with clients. “Architecture is heading in an interesting direction as challenges from the environment grow,” Goodman says. “I think firms are starting to expand these boundaries in creative ways to include more primary resources such as biologists, botanists, chemists, archaeologists, and other R&D specialists.”

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CS&P Architects Inc. incorporates numerous disciplines in its designs beyond architecture to create a more humanistic approach that benefits clients and end-users.

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Company Profile Friesen Tokar

Friesen Tokar recently moved into a new office in The Strand, which is a mixed-use office/condominium development in Winnipeg, Manitoba’s exchange district.

Workshop Synergy

Friesen Tokar strives to make clients feel like part of the team. BY BRIAN SALGADO

Company Profile Friesen Tokar www.friesentokar.com • Headquarters: Winnipeg, Manitoba, Canada • Employees: 40 • Services: Architecture, landscaping and interior design • Brian W. Tokar, principal: “We have never been busier, and it says a lot about our capabilities as a design firm.”

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s Friesen Tokar expands its reach across Canada, it has learned to adapt to the economic whims of each region it enters. For instance, when the prices of a barrel of oil reached historic heights, the full-service architectural, landscaping and interior designer focused on projects in Alberta. However, as oil prices have dropped, the company has shifted focus to Manitoba and Saskatchewan, which are more economically diverse and have not felt the effects of the recession as strongly. The plan has worked, according to Principal John B. van Leeuwen, who boasts that Friesen Tokar is busier than ever in 2009. While the company remains cautiously optimistic,

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Principal Brian W. Tokar attributes his company’s success in the face of adversity to his namesake’s reputation. “We have never been busier, and it says a lot about our capabilities as a design firm,” Tokar adds. These projects include the $25 million cadet dormitory at the Royal Canadian Mounted Police headquarters in Regina, Saskatchewan, and a $40 million tenant improvement contract for the Calgary South Health Center in Calgary, Alberta. Friesen Tokar was established in 1975, and today the company has headquarters in Winnipeg, Manitoba, and a satellite office in Calgary, Alberta. The company retains 40 employees, nine of which are its LEED-accredit-

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Company Profile Friesen Tokar A Major Makeover As part of its retention and development efforts, Friesen Tokar recently developed a new headquarters in Manitoba as part of a mixed-use development. The company occupies the second floor of The Strand – a 16unit waterfront office/condominium development in the Exchange District of downtown Winnipeg. Likely to achieve LEED gold certification for commercial interiors, Friesen Tokar’s space is full of natural daylight and utilizes an open office layout where partners and employees work side by side. “We put a project team together with the appropriate disciplines working together on a daily basis through the completion of the project,” Tokar adds. “People are then moved to another pod to form a project team. This provides flexibility and a positive working environment.” The Strand is part of an overall revitalization program in the exchange district of Winnipeg, according to Tokar. The company is also involved in the exchange district with the construction of a parkade located between two heritage buildings. The challenge is creating a design that will not aesthetically impede the existing connected structures’ historical appearance, Tokar adds. “We’re investigating covering the entire façade of the parkade with a metal mesh that will shimmer in natural light and be design neutral relative to the aesthetics of the heritage aspects of the buildings on either side,” Tokar adds. “It requires a lengthy consultation process, and there is quite a regulatory process that the firm has to be a part of to develop this project.”

ed professionals. Tokar and van Leeuwen took time to speak with North American Design about working in the Canadian prairies, how to get clients deeply involved in a project and retaining personnel that can be groomed as future management for Friesen Tokar. North American Design: What does it take to be successful in the regions where you perform your work? John B. van Leeuwen: Alberta is economically driven by oil, which is a boom and bust economy. Saskatchewan and Manitoba tend to be systematic in maintaining economies based on a diverse economic base. There, it’s a mix of agriculture, manufacturing and resource-based economies. That diversity creates slower growth, but it’s more stable. NAD: What distinguishes Friesen Tokar’s work from the competition? Brian W. Tokar: Better communication is becoming more crucial and our success on proj-

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The Royal Canadian Mounted Police called on Friesen Tokar to design the $25 million cadet dormitory at its headquarters in Regina, Saskatchewan, Canada.

ects is greatly improved by the use of an integrated design processes. To foster this, we hold workshops throughout a project’s development with stakeholders, endusers, clients and engineering professionals. Workshops can go on as long as two days, but there are synergistic benefits to be realized. We gauge our success on projects to the degree by which our clients take ownership of the design. NAD: How have your clients reacted to these project workshops? BT: Initially, we are met with some trepidation because they aren’t clear of the agenda. But after we get into a workshop, no page is left unturned in regards to brainstorming and CROSIER KILGOUR & PARTNERS LTD. CROSIER KILGOUR & PARTNERS HAS ALWAYS BELIEVED THAT FORMING LASTING RELATIONSHIPS WITH ITS CLIENTS IS AS INTEGRAL TO ITS BUSINESS AS BUILDING DURABLE STRUCTURES. CROSIER KILGOUR & PARTNERS HAS HAD A REMARKABLE RELATIONSHIP WITH FRIESEN TOKAR FOR OVER 30 YEARS, AND LOOK FORWARD TO GROWING THAT RELATIONSHIP INTO THE FUTURE.

concluding on planning, design, technology, costing, scheduling and operational issues. Once the client feels part of a solution or problem-solving process and starts to take ownership of the design, it becomes fun and generates positive results. JV: If a client comes in with a number of its user groups and they are represented at the table and part of the process, they buy in. Users usually aren’t decision-makers, but that’s not how we operate day to day. They become part of the larger group buy-in, as well and part of the client’s successful design. In this day and age with e-mails being pushed around and electronic communication, there is nothing better than getting the whole team together in a room and dialoging face to face. The client is part of the process, participates in the process and takes ownership in the process. This usually translates into satisfied clients. NAD: How are you incorporating sustainable practices into your designs?

BT: We’re dealing with energy efficiencies by means of energy modeling. It is almost to the point of becoming a standard service. By computer modeling energy measures, you can achieve accurate tested energy efficiencies on projects. We look at geothermal heating and cooling and look at energy efficient MEP systems, including occupancy systems for lighting.

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The client sees part of the process, participates in the process and takes ownership in the process. This

NAD: What is your vision of the future for Friesen Tokar, and how are you preparing for a leadership tranistion? BT: We want to be the most respected firm in the prairies and most admired by our peers for the work we do. We’re also starting to obtain larger and more complex projects with greater opportunities and challenges. JV: We’re also trying to develop a team for the future. We have many young people in the office to groom and retain. Staff retention is a challenge, so we strive to have an office culture and environment that attracts and retains talented individuals.

translates into satisfied clients.

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Company Profile Swanke Hayden Connell Architects

World-Class Designs

SHCA helps clients worldwide reach U.S. design standards. BY STACI DAVIDSON ounded in 1906, Swanke Hayden Connell Architects (SHCA) is an architecture firm that also has interior design and historic preservation practices. This level of experience has given it time to develop a large project portfolio that includes some big-name clients and high-profile projects. To quickly name drop, the firm has worked on the Statue of Liberty and is one of four architects to ever work at the U.S. Capitol. Even with more than 100 years of experience, how does a firm attract clients like these? Swanke Hayden Connell says it is the result of consistent quality and creating and shaping the marketplace in which it works. “We combine many disciplines in our practice, which is one of our strong suits,” U.S. COO Joe Aliotta says. “For a long time, interior design was separate from architecture. For example, in the 1960s, the corporate interior design standards of today did not exist. We worked with the manufacturing industry to develop products that would improve the workplace, such as indirect lighting, the Herman Miller work station and Mecco shades. This was instrumental in bringing the architecture and design fields to where they are today.” Based in New York, Swanke Hayden Connell has another office in Washington, D.C., as well as in London, Moscow, Paris and Istanbul. It also is opening a new office in Shanghai. “This is not the greatest economy, so we are using it to our advantage and spending the time working to expand,” U.S. CEO Peter Gross says. “We are taking this time to grow and push outwards, and it is making us more competitive.” North American Design recently spoke to Aliotta and Gross about the firm’s various markets and what consideration to make when taking a U.S. architecture firm global.

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North American Design: Is your firm focused on

a particular market segment or geographic area? Peter Gross: We are very keen on our current

geographic areas, but we are looking elsewhere. We see Istanbul as the key to our expansion in the Middle East. Moscow is a slow market now,

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Swanke Hayden Connell serves clients from offices worldwide.

Company Profile Swanke Hayden Connell Architects www.shca.com • Headquarters: New York • Employees: Approx. 300 • Services: Architecture, interior design, historical preservation and master planning • Peter Gross, U.S. CEO: “The key to our expansion is to provide the level of services and quality that we know the market needs.”

but we have a presence there and are poised for when it comes roaring back. We are one of the few western architecture firms who is licensed to work in Russia, and that is a key advantage for us. We are also looking to expand into Abu Dhabi, the Middle East, North Africa and Southeast Asia. We are working in India right now, and we will definitely expand there. NAD: How do you expand into new markets? PG: We have different strategies. If we are going

into a developed market, we must have a strong local presence to be successful there. In lessdeveloped international markets, however, you can get away easier by just working with a local partner. Regardless, the key to our expansion is to provide the level of services and quality that we know the market needs.

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Company Profile Swanke Hayden Connell Architects gold standard for the world, and so international healthcare providers want U.S. architects involved in their projects around the world. NAD: How do you stay competitive? PG: We are unusual in the mix of disciplines we

Swanke Hayden Connell Architects is one of only four architecture firms to ever work on the U.S. Capitol building in Washington, D.C.

When going into some of these new areas, we have to take a new mindset – we have to use a more collaborative process. However, it’s also important that we know how to put documents together and work through the regulatory process of building in these areas.

offer. Our mix is unusual, but together, they are a strong combination. As a result, a client may want to engage us for more than one discipline. We can trade information, experiences and sensitivities because of the diversity of expertise at our firm, and we often collaborate internally to improve a project. Joe Aliotta: On a recent project, we won over the client during our first presentation. We showed them layouts for various client types, and they responded enthusiastically. They told us they had never worked with an architect who had done that. NAD: How are you doing in this economy? PG: There are fewer jobs and more competition,

Clients come to us

NAD: What are some of your current projects? PG: In our international work, we have a large

wanting to be world-

mixed-use project in Shanghai – it is a threebuilding complex of office spaces and a hotel. We also are working on a very large multi-unit building in Moscow. Domestically, we are doing a lot of healthcare work – that market is growing rapidly.

so we have to get better at what we do. We are focusing on providing projects faster and cheaper, but also better. We are all the better for it. JA: We are doing a lot to improve our operations. For example, we’re using building information modeling on our projects, which gives a big boost to efficiency. PG: Technology is important in our ability to remain efficient. Our offices are global, so our firm is working 24 hours a day. We are all linked on video conferencing equipment.

NAD: What types of services do you provide? PG: The United States and Europe have the

NAD: What is your vision for the firm’s future? PG: We will definitely be pushing harder in

most advanced building quality standards in terms of space, technical aspects and the level of finish. When we are working in other countries, they want that technology and those standards brought to their projects. However, local standards and products are often not of the same caliber as what you would find in the United States and Europe. Local contractors may not be used to doing things a certain way, but it is our job to help our clients achieve world-class spaces. Clients come to us wanting to be world-class, so we have to fight against the different trade practices. We have to convince, explain and communicate why a new way might be effective for them. You especially see this on healthcare projects. The U.S. healthcare system is still the

developing new markets. However, our key strategy is to increase the imperative of our sustainable agenda. It is an architecture morality issue – we have to take responsibility to design and develop buildings in a better way. This is a big deal, and we take it very seriously. Sustainable design is already a part of what we do, but we have to continue to make it a part of every aspect of our business – our philosophy, products, everything.

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class, so we have to fight against different trade practices. We have to convince, explain and communicate why a new way might be effec-

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tive for them.

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EDWARDS & ZUCK P.C. EDWARDS & ZUCK SPECIALIZES IN MECHANICAL, ELECTRICAL AND PLUMBING, COMMISSIONING AND TECHNOLOGY ENGINEERING SERVICES. FOR MORE THAN 25 YEARS, THE COMPANY HAS PROVIDED DESIGN EXPERTISE ON NUMEROUS PROJECTS WITH SWANKE HAYDEN CONNELL ARCHITECTS. EDWARDS & ZUCK IS HONORED TO CONTINUE TO TEAM WITH SHCA ON NEW AND EXCITING PROJECTS.

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Company Profile Tillett Lighting Design

Extra-Sensory Skills

Tillett Lighting Design tackles the social effects of lighting. BY CHRIS PETERSEN ight is necessary for our essential sense of sight. But not many people think about the effect light has on the state of our minds. For Tillett Lighting Design founder and principal Linnaea Tillett, however, the question of how light impacts our moods and feelings was so intriguing that she put her career on hold. Tillett had a successful firm – founded in 1983 – that originally concentrated on lighting design for luxury residences, fine art collections and museum installations. But, in 1991, she

L Company Profile Tillett Lighting Design www.tillettlighting.com • Headquarters: Brooklyn, N.Y. • Employees: 5 • Specialty: Lighting design • Linnaea Tillett, founder/principal: “With lighting, we design not just the visual environment – but the emotional environment, as well.”

Tillett Lighting Design concentrates on designing lighting for public spaces, with an emphasis on their social and psychological impact.

became interested in how people experience light and how it influences our emotions and behaviors. “I wanted to explore how people sense space very differently at night than during the day, especially in public areas like sidewalks and parks,” Tillett says. After earning a Ph.D. in environmental psychology, Tillett returned in 1999 to the firm she created and revitalized it with a new approach. She began to design lighting that not only enhances architecture and art, but also enhances the experience of the people using the space. She expanded her clientele into the public realm. “Growing up in New York City, I was particularly fascinated by how strangers interact in public,” Tillett says. “What role can lighting play in making a vital city?” Her expertise in the psychological and social dimensions of light has allowed Tillett to create lighting designs that are both emotionally and ecologically sensitive. “Our aim is to use minimal amounts of light, while creating a space in which people can experience a sensation of safety and delight,” Tillett says. Several of the firm’s associates, such as Associate Senior Designer Stephen Horner, have backgrounds in the social sciences. “Our firm offers a unique perspective that our clients can’t find anywhere else,” says Horner, who has a degree in anthropology as well as lighting. Over the last 10 years, Tillett and staff have collaborated with many prominent architecture and landscape architecture firms. POINTING THE WAY “This Way,” a light art installation under the Brooklyn Bridge, is an example of how the firm uses light to transform a space. Prior to the firm’s intervention, according to Tillett, the underpass was dark, intimidating and confusing to the many people passing through it on their way between Manhattan and Brooklyn. “This area was originally kind of a backdoor to Brooklyn and the bridge,” Tillett says. “But as the surrounding neighborhood developed into a sig-

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Company Profile Tillett Lighting Design

Tillett Lighting Design draws from the experience of its associates, who have backgrounds in psychology and sociology.

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We addressed a very complex set of dynamics to make a viable place. As more people begin to inhabit or pass through these spaces, they become places, and need to be

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treated as such.

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nificant destination, it became a significant [pedestrian] passage.” Tillett and architect Karin Tehve designed a series of linear fiber optic forms that direct pedestrians through a maze of underpasses and roadways. Blue LED downlights add to the sense of safety and enjoyment in an area once forbidding and ugly. The need for people to feel comfortable was the paramount design problem. “We addressed a very complex set of social and wayfinding dynamics to make [it] a viable place,” she says. Another unique project in Tillett Lighting Design’s portfolio is the Bear Canyon Bicycle/ Pedestrian Bridge in Albuquerque, N.M. The bridge is part of the city’s public art program and helps consolidate the disparate elements of the landscape, according to the firm. “Illumination conducts a dialogue between multiple voices in the landscape: six lanes of whizzing traffic; a fragment of arroyo still teeming with life and ancient memory; grand spectacle of mountain and sky; and the bridge’s engineered bones of metal and mesh,” the firm says.

Tillett believes public landscape design will increasingly focus on these kinds of spaces produced by infrastructure. “As more people begin to inhabit or pass through these unplanned spaces, they become places, and need to be treated as such,” she says. GREAT RESPONSIBILITY At the same time, Tillett says, the firm understands that lighting needs to be designed responsibly. She says the issue of light pollution is one that is starting to become more prominent, and clients’ concerns about the impact of artificial light on the surrounding area fits in perfectly with Tillett Lighting’s way of thinking. “I actually think that our firm is in some ways thriving in this environment, because we philosophically think we should be using less light; not just less energy, but less light,” Tillett says. “As a firm, we’re trying to push ourselves to be more conscious.” Tillett says the industry too often mistakes technological innovations for clearer thinking about a problem, such as energy efficiency. She

says many design firms turn to technology such as LED lighting in response to energy efficiency concerns, but without thinking about the impact that type of lighting will have on the surrounding area and the people who will use it. LED lights may be more energy-efficient, but their unique type of light may not necessarily be the best choice given the nature of the project and the context in which it exists. “We’re very conscious, and I think some people have spoken about this, [but] there’s not a lot of thought being given to the sociological and psychological impact of that technology,” Tillett says, adding that most designers only think about the immediate impact of their lighting designs and not what happens after that light escapes the area intended to be illuminated. UNIQUE SOLUTIONS In addition to Lighting Design Alliance’s unique philosophy of lighting design, Horner says that the firm’s relatively small size also gives it an advantage. The firm’s size makes it possible for

Public spaces require more thought in their lighting design than most firms put into them, Tillett says.

Tillett Lighting Design to give each project the attention and innovation it needs. A high level of design and creative use of cutting-edge technology are encouraged in the studio atmosphere. However, Horner says, design fees are kept in check by the firm’s accomplished designer managers. “It’s a very well-run firm that takes great pride in its products and its relationships with clients,” he says. Tillett believes that the firm will continue to transform public space through assignments that require the firm’s distinctive approach. There are no cookie-cutter projects in Tillett Lighting Design’s portfolio, and Tillett says that is because the firm has the creativity and skill to design projects that not only stand alone in the context of their environment, but also among other projects of a similar nature. “We do a lot of one-of-a-kind projects,” she explains. “People often come to us because they’re looking for very thoughtful and unique [lighting] solutions.”

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Company Profile AECOM Design

Integrated Approaches AECOM excels globally with the integrated delivery platform. BY KATHRYN JONES Company Profile AECOM Design www.aecom.com • 2009 revenues: $6.1 billion (companywide) • Headquarters: Los Angeles • Employees: 44,000+ (companywide) • Services: Architecture, building engineering, program and construction management, and design and planning • James Mitchell, CCM, AECOM Design – Program & Construction Management business line president: “Clients are looking for integrated delivery today more so than in the past.”

s a Fortune 500 company with $6.1 billion in revenues and more than 44,000 employees around the world, AECOM is an influential force in every market it serves. Engineering News-Record consistently ranks the Los Angeles-based technical and management support services provider among the top-five architectural and engineering firms in the nation – a reflection of its ability to set industry benchmarks and provide value-driven solutions to clients in more than 100 countries. AECOM recently underwent a corporate restructuring, integrating its global operations into specific business lines such as design. “For our employees, the new structure provides enhanced career and professional development opportunities, while better facilitating peer-topeer sharing of expertise and capabilities across geographic and organizational boundaries,” the company explains. “For our clients, this change

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means greater access to AECOM’s worldwide capabilities and professional expertise, and improved delivery of a vast array of AECOM services and technologies.” OFFERING MULTIPLE ELEMENTS AECOM’s design group, AECOM Design, is further broken down into various service offerings: architecture, building engineering, program management/construction management, economics and design + planning. James Mitchell, CCM, business line president of AECOM Design – Program & Construction Management, says the new arrangement enables AECOM to take an integrated delivery approach to project management and thereby fulfill an increasingly popular client request. “Clients are looking for integrated delivery today more so than in the past,” Mitchell observes. “They may have hired a company to

AECOM has the capabilities to bring all aspects of engineering, architecture and program management to the table in its work with clients worldwide.

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Company Profile AECOM Design provide architecture and engineering design, another one providing construction, and a third company providing program management. But now we see clients looking for integrated delivery where one firm delivers most elements of the work.” AECOM, he adds, is the best candidate for the position. “We bring all aspects of engineering, architecture and program/construction management to the table,” he says. For efficiency alone, integrated delivery is the most sensible approach to projects, Mitchell notes. “Clients are looking for a single entity for accountability, streamlined in communication and understanding the overall concept from start to finish,” he says. “Time, budget, quality and value are always factors in what we’re doing – especially in our business – and this is the most efficient way to maximize resources on behalf of the client. I think you shorten the project by a considerable amount because you eliminate multiple procurement efforts when going to a single firm that can bring integrated solutions.” Many architecture and design firms on the smaller scale argue that a key competitive advantage they have over large, global corporations such as AECOM is an ability to provide the client with personalized attention. However, “Whether you are a small firm or a large firm, all projects are delivered locally,” Mitchell contends. “A large firm has the depth and breadth of resources to bring to a project, but they are delivered locally through local people. It’s the ability to draw on experience, subject matter and in-house expertise that differentiates a firm like AECOM from a smaller firm. We believe this provides us with far more efficient delivery system and greater value to our clients.” HYBRID MODEL AECOM’s private sector clients in the United States are reaping the benefits of an integrated delivery approach, which seems to be “their delivery model of choice,” Mitchell says. Public clients tend to be limited in their procurement abilities based on federal, state and local regulations. However, “We are seeing some hybrids of this model that the federal government is using right now under the stimulus dollars – specifically design/build – and we are bringing in construction management or program management to manage that effort,” he says. For example, Mitchell says the General Services Administration is using a “hybrid of an integrated delivery platform” on the

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new location for the Department of Homeland Security (DHS). It temporarily resides in a former naval facility with 32 buildings comprising 566,000 square feet. In 2007, DHS submitted a $4.1 billion proposal to Congress to move its operations to the Saint Elizabeths Hospital campus in Southeast Washington, D.C. Fifty-two of the 62 structures on the historic grounds will be renovated, including the Center Building, a Gothicrevival red brick structure designed by Thomas U. Walter, the man also responsible for designing the U.S. Capitol dome. Groundbreaking took place in September, and the earliest tenants are expected to move into the complex by 2012.

AECOM utilizes integrated delivery overseas more so than in the United States, particularly on projects in the Middle East and Asia.

GLOBE TROTTERS AECOM utilizes integrated delivery overseas more so than in the United States, Mitchell says, particularly in the Middle East and Asia. “AECOM is very much a global company, Mitchell notes. “This last year, in excess of 50 percent of our overall corporate revenues came from non-U.S. operations, so we see it as a real opportunity to balance out our business model, which will provide for an even revenue stream. “The world as we knew it 10 or 15 years ago has changed with the globalization of our engineering, architecture and construction management programs, and I think it’s an exciting time to be working on an international basis,” he continues. “Looking ahead, we have a major focus on Eastern Europe, Russia, the Commonwealth of Independent States, Africa and South America in addition to the geographies where we already have a well-established presence.”

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Company Profile B.R. Fries Constructors

Sturdy Foundations

Thirty-year-old B.R. Fries Constructors benefits from 80 percent repeat clientele. rom pre- to post-construction, B.R. Fries Constructors has its bases covered when it comes to offering total turnkey construction and design solutions for the New York City marketplace. But in today’s business climate, building the desired structure is equally as important as building a relationship. Although the contractor says its has the experience, flexibility and dedication its clients require, it sets itself apart by developing a relationship with its clients based on trust and integrity. “As 80 percent of our clients keep coming back for more, we know this is also the framework for building great relationships,” B.R. Fries states. Earning such a high percentage of repeat business is “all part of the can-do attitude we bring

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Company Profile B.R. Fries Constructors www.brfries.com • Projected 2009 sales: $85 million • Headquarters: New York City • Employees: 150 • Services: Construction management and design/build • B.R. Fries Constructors: “[Trust is] the framework for building great relationships.”

to every renovation, restoration and new construction project from office buildings, lobbies and facades ´ to corporate interiors, retail spaces, shopping centers and malls, and educational and healthcare facilities.” B.R. Fries offers construction management, general contracting and design/build services to clients in the retail, healthcare and commercial office sectors. The 30-year-old firm says clients can benefit from its ability to fast-track projects, quality craftsmanship, exceptional problemsolving skills and 24/7 access to the project team. STUDIOUS PROJECTS In 2008, B.R. Fries completed the interior office renovation of NBC Universal World News head-

Working throughout New York City, B.R. Fries helped renovate and clean Century 21’s flagship department store after it was destroyed as a result of the 9/11 attacks.

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Company Profile B.R. Fries Constructors quarters at 30 Rockefeller Center in Midtown Manhattan. The firm provided preconstruction services, including budgeting, value-engineering, estimating, scheduling and constructability expertise, and served as general contractor for this four-phase, $16 million project. The project involved consolidating NBC Universal’s news operations from various locations, including MSNBC, into the third and fourth floors at 30 Rockefeller Center, which is home to studios including “The Today Show,” “Dateline” and “Nightly News with Brian Williams.” Working with TPG Architecture, the space was gutted and reconfigured to allow for more efficient operations, including two reception areas, open plan and private offices, conference rooms, a high-tech presentation room, multiple cafes and ancillary space. A staircase connecting the floors was integrated, along with new furniture, finishes, lighting, and new mechanical, electrical and plumbing systems. The project was awarded the 2008 International Facilities Management Association’s (IFMA) Excellence in Design/Construction award. Interior renovations and new construction projects for office and healthcare facilities represent roughly 50 percent of the firm’s work. The other half is consumed by retail projects, including bigbox and drop-center stores. For example, B.R. Fries inserted a new second floor level into the 1934 Grand Hall at Century 21’s flagship department store in Lower Manhattan that expanded selling space by 7,500 square feet. The $5 million project was constructed on a fast-track schedule while the store remained open for business. According to B.R. Fries, the project incorporates a grand staircase and railings with intricate details that complement the existing ornamental ironwork. The firm maintained the dramatic effect of the existing Grand Hall’s 40-foot-high vaulted ceiling by creating a new atrium space. DEVELOPING A RELATIONSHIP B.R. Fries’ first project at Century 21 was the renovation and clean up of the Cortland Street flagship department store and headquarters, which was destroyed in the wake of 9/11. The project required the renovation of the structural and mechanical systems and interior renovation of the 55,000-square-foot, five-story building. Surprisingly, the project was completed in five months, which was rather challenging, considering the site was initially off-limits to non-

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emergency personnel. In addition to windows having been blown out, the infrastructure was destroyed and covered with debris, which included beams from the World Trade Center that landed on the roof. As many as 200 workers were on the job at any one time, putting in 12- to 18-hour days to fast-track the project without the original building plans because the architectural drawings could not be located. The project required intensive communication with both Gensler Architects and Horst Design to complete the work without a full set of construction documents, B.R. Fries notes. Additional projects at the Century 21 flagship store included a six-month phased renovation of the second and third floors. The first phase of construction began with the relocation of the women’s shoe department to an expanded 7,500-square-foot facility, which then allowed for the second-phase renovation of the second floor of the main building. The third phase of construction involved the conversion of the third-floor customer service department to sales space and the addition of new retail space.

B.R. Fries has completed several landmark projects in New York City, including the renovation of the NBC studios in 30 Rockefeller Center.

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[Repeat business is] all part of the can-do attitude we bring to every renovation, restoration and new construction project from office buildings to corporate interiors, retail spaces and healthcare facilities.

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Chandler Associates Architecture Company Profile

Function, Form, Future Sustainability is key for Chandler Associates Architecture on all its projects. BY KELLY MCCABE

hen designing for clients such as foodservice enterprises, major retailers and high-tech companies, Chandler Associates Architecture knows there are many things to focus on, and each is equally important. The company works closely with developers as well as the users of the facility to ensure all parties are satisfied. “We come at it from both aspects of what it requires to produce a successful shopping center,” Principal Sheldon Chandler says. “From the lifestyle point of view, we look at how to sensitively design and create an enjoyable shopping experience, which relates to what the retailers want, users want and developers want, because it all contributes to a busy, well-attended development.”

W Chandler Associates Architecture says it is focused on the environment in every project. In fact, Principal Sheldon Chandler says British Columbia is environmentally conscious.

‘INFECTIOUS’ INVOLVEMENT Based in Vancouver, British Columbia, the medium-sized Chandler & Associates designs projects in three western provinces in addition to British Columbia –Alberta, Manitoba and Saskatchewan. In recent years, the company has stepped up its efforts to not only be green in the office, but incorporate sustainability in its projects. A number of staff are LEED-accredited, and roughly 10 more are in the process of obtaining accreditation. Chandler & Associates pays for employees’ registration, and it holds once-a-week study sessions before the exam. “It’s infectious here in the office,” Principal Wally Ewert says. “When you’re living, dealing, breathing the work, it makes people really eager to get involved.” The firm is working on a large redevelopment of a shopping center in Victoria, British Columbia. The vertically integrated, 900,000square-foot development sits on a small 14-acre footprint; Ewert states that if it were a typical horizontally integrated center, it would take up

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When you’re living, dealing, breathing the work, it makes people really eager to get

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involved.

–Chris Block, partner

Company Profile Chandler Associates www.caa-architecture.com • Headquarters: Vancouver, British Columbia • Employees: 40 • Specialty: Commercial and foodservice design

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Company Profile Chandler Associates Architecture approximately 80 acres. “It’s a response to smart growth principles,” he says. “It’s quite a dense redevelopment, and it’s in a campus of buildings that will be the very first LEED gold neighborhood development shopping center in Canada.” Five of the buildings on the campus have LEED certification – all of them gold certified, with the exception of one silver building. “We’re in a retail market that’s very soft, and most retailers focus on survival, so we’re in a little bit of a lull,” Ewert says. “However, we have a client on this project that is very strongly committed to sustainability and hasn’t altered its focus. It’s projects like this that will maybe bring some of the retailers to sustainability on a competitive basis.” Chandler says that while his company’s focus on sustainability is notable, it’s engrained in the British Columbia way of thinking. “I cannot think of any project in this office where the objective at the very outset is not sustainability,” he states. “The community is very interested in sustainability, as is the province. It’s leading to some highly creative solutions.” FRIENDLY COMMUTE Nearly three years ago, Chandler & Associates moved to a new location that is a transportation hub in Vancouver, adjacent to the city’s Olympic venue. The area has access to nearby light rail commuter trains, buses and water ferries. The firm offers its employees discounted transit cards. The variety of transportation options is a key feature in Chandler & Associates’ focus on sustainability. “Ninety-five percent of the staff takes transit to work,” Partner Chris Block says. “We were very conscious that moving here would be a sustainable asset, and virtually all people get here by one of those modes.” And the firm relies on its Zipcar membership to get to job sites. The car-sharing service allows members the convenience of driving without needing to own a car, cutting down on vehicle emissions and gas usage. But when driving isn’t an effective option, Chandler & Associates takes it to the sky, but still in a sustainable fashion. “We do projects in three western provinces in addition to this province, and at our doorstep is an air service so we go by float planes and helicopter,” Block says. “Because of the winter Olympics, there is now a direct rapid transit to the airport.”

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Chandler Associates Architecture practices sustainability inside the office and out. Its location in a transportation hub in Vancouver allows 95 percent of office staff to take mass transit to work.

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Company Profile MC Harry & Associates Inc.

Consistency Pays Off

MC Harry & Associates serves clients with consistent service. BY CHRIS PETERSEN Company Profile MC Harry & Associates Inc. www.mcharry.com • 2008 revenue: $4.1 million • Headquarters: Miami • Employees: 32 • Service: Architecture and engineering firm • Jim Piersol, owner: “I think our key to success continues to be consistency with our overriding philosophy around service.”

hen your firm has established a reputation for being one of the most successful architecture and engineering firms in the Southeast, you want the word “consistent” to be associated with it. For MC Harry & Associates Inc. of Miami, that word has come to define its work for numerous institutional clients, thanks to the leaders who have worked their way through the ranks to guide the firm through the past 50 years. Owner Jim Piersol started his career at the very bottom of the ladder as an intern with the firm in the mid-1970s, and his partner Tom Carlson joined the firm at about the same time.

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MC Harry & Associates has been designing projects in the Southeast for more than 30 years.

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When they joined the firm, it specialized in small commercial work and was headed by Milton Carlisle Harry, who had been leading the firm since its inception in 1957. While Piersol and Carlson were finding their way as members of the firm, MC Harry & Associates was evolving into a firm adept at public sector projects, starting with renovations to Miami International Airport in the late 1970s and early 1980s. “Eventually, Milton Harry retired and myself and Tom Carlson took over ownership and management of the company,” Piersol says. “We have built our practice around providing services to the various municipalities, the various school

districts, universities and other institutions [in the South Florida metropolitan area].”

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Part of our reputation is being architects

MEETING NEEDS MC Harry has secured a place for itself in the South Florida metropolitan market even though it is relatively small compared to the numerous large firms there. Piersol says this is because MC Harry concentrates on areas the larger firms typically don’t. “We’ve tried to build the practice around the concept of service,” he says. “Most of our clients come to use with some form of problem, so we have to quickly translate that to a project and get the problem solved to their benefit.” Piersol says that because the firm’s clients are typically institutional agencies who are operating on a strict budget and a tight deadline, those clients appreciate an architecture firm that can complete a project quickly and without hang-ups. “Part of our reputation is being architects who get the job done, so rather than sit around and draw pretty pictures, we are proud of the fact that we are proactive problem-solvers,” he says.

who get the job done, so rather than sit around and draw pretty pictures, we are proud of the fact that we are proactive problem-solvers.

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The other aspect of the firm that sets it apart from its larger competitors is the fact that being an MC Harry associate carries with it a sense of community. Unlike other firms that hire only on a project-by-project basis, Carlson says, MC Harry hires designers for the long term and expects experienced designers to mentor the less-experienced ones. “The people we hire, we hire them over the long haul, and we do consider them family,” he says. “This philosophy goes back perhaps to Milton Harry, when he hired Tom and I,” Piersol says. Young associates who join MC Harry aren’t asked to toil away at drafting before earning a spot on a design team, Piersol adds. Instead, they’re placed on a design team right away to gain the full benefit of working on a project and learning from the more experienced members of the staff. Piersol says this has led many past associates to form deep bonds with the firm even after they move on in their careers. “They experience everything,” Piersol says. “What this leads to is that over the years, there

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Company Profile MC Harry & Associates Inc. have been many architects who have come through here who have opened their own firms, and we still consider them MC Harry alumni.” In fact, the firm recently marked its 50th anniversary with a celebration that saw more than 150 alumni of the firm return for a party that Piersol describes as “like a big high school reunion.” WINNING SERVICE The firm’s expertise and skill has led to it winning numerous high-profile institutional and municipal projects over the years. Most recently, the firm was selected to help shape the future of the MiamiDade Public Schools by designing its new prototype elementary school. The school was designed to house between 800 and 1,300 students, depending on the site, and can be easily adapted to sites of varying sizes and shapes. “The goal of the prototype system is to achieve a high-performance school that delivers meaningful civic presence, responds well to varying site conditions and creates an inviting educational environment for impressionable young minds,” the firm says. “The architect has responded with a collection of ‘protoparts’ to create a village-style campus organized around a central ‘main street’ pedestrian environment.” An example of a school based on this prototype is West Hialeah Elementary School in Hialeah Gardens, Fla., which was completed in 2007. The “main street” section of the building is defined by the classroom buildings that flank it, and it is fronted by outdoor eating spaces and shaded activity spaces. Part of the prototype concept designed by MC Harry is flexibility for public use. The design of West Hialeah Elementary includes three spaces intended to be easily accessible to the general public after school hours: the media center, the auditorium and collaboration spaces within each classroom all can be used for adult education programs. Another recent project was the recipient of a design award from the American Institute of Architects (AIA). The firm designed a 90,000-square-foot science

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MC Harry & Associates has built a name for itself as a go-to firm to design municipal and institutional projects such as schools and city buildings.

building for the North Campus of Miami Dade College in Miami. The project encompasses 40,000 square feet of laboratory space, 8,000 square feet of lecture hall and classroom space, and 12,000 square feet of faculty and administrative offices. The project, which broke ground in 2005, received a design award from the Miami chapter of AIA in that same year. CONTINUING SERVICE Projects such as the Miami-Dade prototype school and the science building at Miami Dade College illustrate why MC Harry will continue to thrive even as many large-scale firms move into the South Florida market and go after the jobs MC Harry competes for, Piersol says. He says the firm can be counted on to deliver the same quality of work on every project, and this has created strong bonds with clients. “I think our key to success continues to be consistency with our overriding philosophy around service,” he says. “A lot of our clients are repeat clients I think our vision of the firm is a continuation of the many years of successful service to the public agencies that we serve.”

Company Profile Quinn Design Associates Inc.

Expertise Gone Global

Quinn Design Associates performs a majority of its projects overseas. BY LIBBY JOHN

Company Profile Quinn Design Associates Inc. www.quinn-associates.com • Headquarters: Toronto, Ontario, Canada • Employees: 15 • Service: Landscape architecture and urban design • John Quinn, principal: “We do a significant amount of hospitality and hotel work and will continue to foster that type of work internationally.”

ike most companies, Quinn Design Associates Inc. experienced a downturn last fall. However, it has seen signs of improvement since early this year, Principal John Quinn says. In fact, the company has hired back the six employees it had to lay off last year. “They have all come back to us, and we expect to take on more people,” he adds. “We’ve been successful in securing some governmentsponsored work in healthcare.” The company is based in Toronto, Ontario, and performs work across the country and worldwide. About 50 to 60 percent of its work is international, including in Jordan, Egypt, Malta, Romania, United Arab Emirates, Italy, Russia and the Caribbean.

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“We have been working overseas for 10 to 15 years,” Quinn says. “We’ve had firms that have recognized our work and solicited proposals from us as international consultants to their work. These firms acknowledge our expertise in dealing with international work.” The company works in a variety of markets in Canada, but mainly performs hospitality, hotel/resort and large-scale residential work overseas. It has worked with clients such as Four Seasons Hotels and Resorts, Marriott Group, Ritz Carlton, Sheraton and the Hyatt. All of its overseas projects are performed from its Toronto office. “We send people overseas to travel and meet with clients,” Quinn says. “It’s not difficult with today’s Web-based technology.”

Quinn Design Associates expects to perform more “main street/town center”-type developments – a new concept in Canada – in the near future.

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Company Profile Quinn Design Associates Inc. RECENT PROJECTS Quinn Design recently completed the landscape design for the Shops at Don Mills in Toronto, a 1 million-square-foot retail development that has more than 100 shops and boutiques and is designed as a “main street/town center”-type development, Quinn says. “It’s a relatively new concept coming to Canada,” he notes. “The main street retail development is modeled from a number of successful projects in Cleveland and Columbus, Ohio.” Quinn predicts the company will perform more of these types of projects in the near future. “It’s new in Toronto, and it’s a unique experience for the shopper,” he says. Quinn Design also has completed the landscape design for the Bell Creekbank project in Mississauga, which is the third phase of a large commercial office campus. The new office building has a central landscape feature and will facilitate 10,000 employees. “The landscape has been rebuilt to create a campus-like setting and create a vibrant multi-purpose open space,” Quinn says. AFFORDABLE AND LEAN Quinn says the company has adopted more green development standards. For example, it has developed green roofs for a number of projects within the past five years. “We’ve adapted our business to respond to LEED requirements in terms of sustainable landscapes,” he says. “Most of our projects are LEED certified now. We are in the process of [getting employees LEED] certified, and we hope to have a number of them [complete the process] very soon.” The company strives to makes its projects more affordable as well. “We are looking for affordability within some of the developments,” he explains. “We want to be able to deliver a cost-efficient landscape that requires less maintenance to operate and is more sustainable.” For example, “The materials selected are more durable,” he says. “We have a selection of plant materials that relies less on manicured maintenance and more on naturalistic approaches. “Minimizing the use of potable water for landscape irrigation purposes and the capture of rainwater for irrigation use are standard procedures of the firm’s approach to soft landscape design,” he adds. “The use of permeable paving products as well as high albedo surfaces are highly considered aspects of every project.”

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Quinn Design is focused on affordable and green construction design, such as green roofs and durable materials, and is in the process of getting most of its employees LEED certified.

AWARD-WINNING WORK Quinn Design was recently part of the team that received an Urban Design award from the city of Ottawa, Ontario, for an office building it completed. “Our role was to develop the urban edge and streetscape,” Quinn says. “The Urban Design Award is issued to projects that have merits in the urban context and quality of design.” Quinn says each project Quinn Design receives is considered an award. He attributes the company’s success to its employees and highlights senior associates: •Bob Parkin – Parkin has been with the company for three years. •Greg Hill – Hill has worked with the company for five years. FURTHER DEVELOPMENT “We regard ourselves as a boutique-style company and will probably expand somewhat, but not grow very large,” Quinn says. “We might become 30 to 50 percent larger, and we will continue performing unique, quality-type projects. [For example], we are involved in the healthcare sector and will continue to develop those markets.”

Studio O+A Company Profile

Dot-com Doctrine

Studio O+A designs offices throughout Northern California. BY BRIAN SALGADO igh-school-friends-turned-business partners Primo Orpilla and Verda Alexander, learned a few valuable lessons during and, particularly, after the dot-com bubble burst in the late 1990s. One of the more priceless megabytes that came from that feast-or-famine age is, diversity is the best way for Studio O+A to survive the plateau of a booming industry. “We were doing a lot of technology when we first started because there were a ton of dot-com companies,” Alexander says. “As we were growing, the whole dot-com era hit, and we were able to take several companies in the technology sector and help build their businesses. Some of those still exist and others don’t.” Orpilla says the partners soon realized they were too highly leveraged in one area and had to diversify immediately to stay in business. “We called it ‘a lesson of love,’” Orpilla says. “We actually still work a lot in those facilities, but our services are a little bit more flexible, where we don’t have to be building all the time.” Since coming together to form Studio O+A in 1991, Orpilla and Alexander have established a reputation for creating office environments that set a standard for design, comfort and function. The partners have filled a niche in the Bay Area with its design expertise and flexibility to adjust to the whims of the region’s large technology industry, as well as remain nimble enough to tackle any other office design that comes their way. “Now, we look carefully at every project that comes in,” Alexander says. “We’ve done some residential work, but in the last three or four years, we’ve been doing mostly office and tenant improvements. We also did some hospitality and retail.” Studio O+A is based in San Francisco but the company has designed in every major city in Northern California, as well as in Chicago and New York.

Although Studio O+A still takes on a bevy of dot-com work like the headquarters for Facebook (above), it has diversified into new sectors for projects like the W Salon (right).

Company Profile Studio O+A www.o-plus-a.com • HQ: San Francisco • Employees: 12 • Service: Office design • Verda Alexander, partner: “For all the stuff that came from dot-coms, there is more of a sense of responsibility or work ethic associated with it, more so now than before.”

PHOTO: DAVID WAKELY

CHANGING THE WORK LANDSCAPE With open office plans graduating from fad to viable option, owners and designers are teaming

PHOTO: CESAR RUBIO

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PHOTOS: JASPER SANIDAD

Company Profile Studio O+A

Although Studio O+A primarily handles projects throughout Northern California, the company designed space for StubHub! in Chicago.

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up to step even farther away from the cubicles to bring in the new generation of workers. This means implementing a style Orpilla calls “work/play/work.” EMPLOYEE LIFESTYLE The style is based on the idea that today’s employee pool expects to do more than work at the place of business. Orpilla argues that these employees are willing to work 24/7 as long as there are meals and amenities readily available. “These have fun areas for employees, as well, because a lot of these companies have become where they live and hang out,” Orpilla says. “It has changed the landscape of the office space.” Alexander says this is another byproduct of the dot-com era, when a happy worker equaled a productive worker. However, in 2009, companies are adding these stress-relief amenities for employees without going overboard. In other words, Studio O+A doesn’t expect to be installing a sumo wrestling ring in an office space any time soon. “Now, it is more like functional meetings that get used for a lot of work,

but there are ways to do this and make it a fun environment without a carnival-type scene,” Alexander says. “For all the stuff that came from dot-coms, there is more of a sense of responsibility or work ethic associated with it, more so now than before.” NO SIGNATURE REQUIRED Since Studio O+A doesn’t claim a signature style all its own, the company has been able to take on a wide variety of projects. It focuses on incorporating elements of design from across the various industries it serves to mix and match them across sectors. “We’re going to see a lot more flexibility in the future because we will be better crosstrained with knowledge from other industries,” Alexander says. “We’re bringing in things like business, workplace strategy and psychology to better help companies strategizing and establishing a corporate identity. “It’s like going back to the Bauhaus, where design thinking was integrated and interdependent,” she adds.

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Company Profile architectsAlliance

Designing Alliances

architectsAlliance strives to bring accessible design to a variety of market sectors. BY STACI DAVIDSON uildings must be more than a place to live, study or work, according to architectsAlliance. The company explains its team of architects, designers, planners and technologists believe a building should be “a place in which to dream, to create – a place that inspires people to think and experiment.” With a belief that “the entire spectrum of the built environment benefits from thoughtful design,” architectsAlliance has created designs for condominiums, classrooms, laboratories, research buildings, affordable housing and mixeduse communities. Working throughout Canada, the United States and Europe, architectsAlliance has won awards from organizations such as the Canadian Urban Institute, Royal Institute of British Architects, Ontario Association of Architects, Canada’s Ministry of Natural Resources and World Architecture Magazine. North American Design recently spoke with CEO Peter Clewes about the philosophy behind architectsAlliance’s work.

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North American Design: How did architectsAlliance get started? Peter Clewes: We launched this firm in 1999, when I came from Wolman Clewes & Bergman and my friend Adrian Dicastri came from Van Nostrand Dicastri. We decided to start a firm together because we had both come through some hard years. From 1990 to 1997, there was a recession in Ontario, and architects really had to fight to survive and stay in business. In 1997, things started to improve, and Adrian and I wanted to focus less on operations and more on design. We looked at the multifamily housing, institutional and academic markets as areas where there were opportunities to bring a new design component to the work.

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architectsAlliance’s work includes a number of high-rise residential structures, university buildings and the revitalization of Toronto’s Harbourfrong Centre recreational area.

Company Profile architectsAlliance www.architectsalliance.com • Headquarters: Toronto • Services: Architecture and design • Peter Clewes, CEO: “We operate by keeping a consistency of design at every level of detail.”

NAD: How do you approach your work? PC: We operate in a studio-type office. We oper-

ate by keeping a consistency of design at every level of detail. Our partner, Mark Garber, heads up the project delivery part of the business. NAD: What have been some of the innovative things architectsAlliance has done? PC: A project at the University of Toronto was great for us. They needed a new lab research center, but we had never done anything like that before. We approached that as a positive because we knew we could bring a fresh perspective to the design. We created a 19th-century, loft-style space. The labs were simple and had a lot of natural light. We focused on collegiality. The second and third stories had gardens with lounge areas. We also recently worked on a multi-unit residential complex. Our goal was to get the highest amount of amenities within each residential unit. We gave each unit an exterior balcony and

created fewer units per floor. In everything we do, we believe in focusing on design and innovation at all levels.

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NAD: Has the company implemented any sustainable practices? PC: We have been focused on designing for sustainability for more than 10 years. In 1999, we worked on the York University Computer Science building, which was the first green building in Ontario. It won the World Green Building Design Award. We are always looking for opportunities where we can improve a project to be more sustainable. We are doing a lot of multi-unit residential work, and those projects are primarily focused on price, but there are many sustainable opportunities, too.

that you can take

NAD: How do you manage price in your work? PC: We go through the value engineering

process and try not to design elements that can be seen as superfluous. By eliminating those elements, there is a higher likelihood that the pri-

We approach our work with a belief

almost any project and make it a more beautiful and amenable building without boosting the cost.

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mary design element will stay intact. We also focus a lot on the mechanical and electrical systems, because there are always opportunities for value engineering there. NAD: What distinguishes architectsAlliance? PC: We focus on design and make it accessible

and affordable. We provide a balance of design and pragmatism. These are uncertain times, but we are holding our own. We are busy and we’re not laying people off. There is a fair amount of government stimulus money for work at the University of Toronto, which will keep us busy. We are focused on organic, natural growth. NAD: What are you most proud of? PC: I am proud that we bring thoughtful, prag-

matic and well-considered design to this profession. Our design is accessible. We approach our work with a belief that you can take almost any project and make it a more beautiful and amenable building without boosting the cost.

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Company Profile blank studio Inc.

The Careful Approach

blank studio Inc. looks at projects as a chance to experiment. BY CHRIS PETERSEN ike its name suggests, blank studio Inc. approaches each project as a blank page that it will fill with details. That means the Phoenix-based architecture and design firm doesn’t take a get-it-done-fast mentality, Partner Matthew Trzebiatowski says, instead preferring to labor over every aspect of the design to create an authentic space that engages a visitor through all of the five senses. “I think we like to say it’s the attention we give in the design phase that most [others] don’t [that sets us apart],” he says. Trzebiatowski founded blank studio with his wife, Lisa, in 2001 after spending a number of years working in small boutique design studios. There, he says, he learned that working at a slower pace than many design firms gave him the opportunity to create a more immersive environment for clients. To maintain that focus, blank studio remains a small, tight-knit studio even as its reputation grows in the Southwest and it becomes more in demand. The firm concentrated on smaller projects at first, including residential and remodeling projects, but today Trzebiatowski notes that blank studio has an equal amount of commercial work. “We’ve gotten lucky and gotten some interesting retail projects at the same time, so it’s been a good mix,” he says.

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SENSORY APPRECIATION Whether the project is a private residence or a retail store, Trzebiatowski says blank studio’s focus is to engage a visitor completely, using more than just the visual aspects of design to accomplish that. “Every project type tends to offer you different things,” he says. In residential spaces, for example, the firm uses new types of acoustic material to create “dead” areas for sound that become quiet, intimate spaces. For commercial spaces, Trzebiatowski says the studio likes to incorporate scents into the space, saying different scents can enhance visitors’ experience and make them feel more comfortable. Trzebiatowski says blank studio likes to find FALL 2009 NORTHAMERICAN-DESIGN.COM

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Phoenix-based blank studio Inc. says it is a small firm that can concentrate on unique projects.

Company Profile blank studio Inc. www.blankspaces.net • Headquarters: Phoenix • Employees: 3 • Service: Architecture and design • Matthew Trzebiatowski, partner: “Architecture is simply not a short attention-span endeavor.”

new elements to incorporate into its designs, as well as new uses for existing materials. “It really is about exploring new materials at this point,” he says. For instance, the company has used oriented strand board, a recycled wood product typically used for sheathing, in some interiors by finishing it. The studio also has used material normally used for concrete forms for millwork because of its uniform flatness and unusually colored resin coating. “It was an incredibly costeffective material,” Trzebiatowski says. Another project blank studio designed includes a woven, wire mesh material used as a

shade screen on the exterior of the building that takes on qualities of fabric in certain kinds of light, Trzebiatowski says. “We’re always on the lookout to find what is out there,” he says. The firm’s experimentation is encouraged by what he calls a “research lab feel” in the studio, with certain experts brought in on a project-by-project basis to lend their expertise.

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I think we like to say it’s the attention we give in the design phase that most [others] don’t [that

TAKING IT SLOW Trzebiatowski says he can afford to be careful and meticulous not only with the designs its creates, but also with the clients it provides them for. That’s because both Trzebiatowski and his wife have other careers as teachers, allowing them the luxury of giving blank studio as much attention as they want. “We’ll expand and contract as necessary,” he says. Maintaining an appropriate size for the market has been one of the firm’s guiding principles ever since its inception, Trzebiatowski says. Even though the firm was founded in 2001, it wasn’t until the start of the construction boom around

sets us apart]. When you’re invested with someone, you’re invested in them.

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2006 when it began to take off. Trzebiatowski says he and his wife listened carefully to colleagues and decided not to fall into the mindset that the boom was going to last forever, like many other firms did. Instead, blank studio remained small and concentrated on the types of projects that were appropriate for its size and capabilities. “We didn’t staff up, and we didn’t take on projects we knew we couldn’t handle,” Trzebiatowski says. That attitude is crucial for the firm, he adds, because he doesn’t want blank studio to ever be in a position where it has to take a project to stay afloat. Doing so, he says, could potentially take the firm’s attention off of its primary focus and negatively impact the project. Trzebiatowski says blank studio understands that a firm cannot establish a good reputation by simply phoning a project in. A true designer, he adds, spends the time to get a project done right. “Architecture is simply not a short attentionspan endeavor,” he says. “When you’re invested with someone, you’re invested in them.”

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Company Profile Boenigk Masonry Inc. Boenigk Masonry specializes in projects such as parking garages for clients including Texas A&M University.

Neighborly Service

Boenigk Masonry is proud its clients and neighbors trust it. BY CHRIS PETERSEN ne of the things that makes Texas unique is its sense of community. Even though it’s the largest state in the continental United States, Texans value close contact with their neighbors. This is also one of the driving forces that has made Boenigk Masonry a successful contractor, according to owner Randy Boenigk. He says the company has close ties to many of its customers, and its small size allows it to give those customers a kind of connection that larger contractors can’t. In fact, even for customers as large as Texas A&M University, for whom the company has built many buildings and parking garages, Boenigk Masonry brings a personal touch to the professional relationship. “We live here, so they know that we’re going to take care of the small items,” Boenigk says. “They expect more from us than they would from someone else sometimes.” The company has maintained that relationship with Texas A&M since the mid-1980s on projects that include a $4 million health science center and a $1 million power plant. Boenigk Masonry doesn’t just roll onto campus for the high-profile work, however. “Our work will range from $5,000 to $10,000 on campus to $4 million,” Boenigk says. Within the last five years, the company completed work on Texas A&M’s west campus park-

O Company Profile Boenigk Masonry Inc. • 2008 sales: $45 million • Headquarters: College Station, Texas • Employees: 60-70 • Service: Masonry contractor • Randy Boenigk, owner: “We live here, so they know that we’re going to take care of the small items.”

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ing garage. The $4 million project represented a big challenge for Boenigk Masonry, according to Boenigk. “At the time, that was our largest masonry project ever,” he says. “It had over 3,500 columns that were 12 inches by 16 inches by eight feet tall.” Additionally, the project featured more than a mile’s worth of serpentine undulating walls. TOUGH TIMES Even though Boenigk Masonry has established a strong and fruitful relationship with Texas A&M, the recession has made things more difficult for both of them. Boenigk says projects at the university have slowed down as a result of the economy. “They’re putting everything on hold,” he says. “A lot of jobs have been cancelled or put on hold.” This has led the company to start thinking about making changes in where it bids. “Things are getting so tight now that we’re going to have to branch out and bid stuff that we don’t normally bid,” Boenigk says. Normally, the company focuses on working within a 60mile radius of its hometown, but now it is looking for jobs within a 100-mile radius. The slowdown in work has affected the company’s labor situation, as well. “We went from 60 or 70 employees to about 30 employees in

two months,” Boenigk says. “They have to work, too, and we couldn’t keep them busy.” Many workers have moved away from the area looking for work, which has forced Boenigk Masonry to look for labor outside of the area. Boenigk says the company is looking in Houston and west central Texas for workers now. A STABLE MARKET Even though Boenigk Masonry is more than equipped to handle large-scale projects such as those, Boenigk says the company’s greatest asset is its ability to establish a rapport with clients. The main reason for that, he says, is its size. “I would consider us small,” Boenigk says, noting the company generally has between 60 and 70 employees at a given time. Because the company is relatively small, it can devote its attention more thoroughly to a project and provide clients with direct contact to the decision-makers. “I typically try to make it to the jobs once a week, and all of our people are local,” Boenigk says. “It’s still kind of hands-

on.” Boenigk also notes that many of the local inspectors are neighbors and friends of Boenigk Masonry’s employees, and that it’s not uncommon to see them at their children’s Little League games. Boenigk says that friendliness is in direct contrast to the attitude brought into the market by out-of-town contractors who are dropping their prices. “We’re not as cutthroat in this area as some of them,” Boenigk says. “It’s starting to get like that because of the economy.” Although more ruthless contractors are trying to snatch away jobs from local contractors like Boenigk Masonry, Boenigk says the company’s strong relationships with its customers and reputation as a local contractor serve it well. “We try to keep as decent and nice as you can,” Boenigk explains. Despite the recession, Boenigk says he sees no reason for the company to worry. “We’ll be stable in this area,” he says. “It’s not going to be a boom and it’s not going to be a bust, but it’s going to be stable.”

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We live here, so [clients] know that we’re gong to take care of the small items. They expect more from us than they would from someone else sometimes.

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Company Profile Mancini•Duffy

Revamping Workplaces

Washington, D.C.’s Mancini•Duffy reinvents offices and existing buildings. BY KELLY McCABE rchitecture firm Mancini•Duffy has seen many stereotypical workplaces, where employees spend the day isolated in individual cubicles – and with innovative design solutions, it’s trying to break that mold. “We’re working to redesign the way people work,” Principal Yves Springuel says. “We go through an in-depth process of planning and developing workplace strategies to help the client better understand the intersection of real estate and human resources issues.” The company has worked for law firms, associations and the federal government, designing such spaces as offices and high-end conference centers. On a recent project, the firm’s solution was to break down various visual, verbal and physical barriers. “In a corporate headquarters, very often we find that the job of directors and executives is to move around among specific teams,”Springuel explains. “Bringing those teams physically together is a better solution than just scheduling another meeting. “Our strategy put people 8-feet apart at most, with no partitions between them,” he continues. “They also have the right tools, mobile communication and computer devices, enabling them to work anywhere, with anyone.” Springuel notes that after the project was completed, the only employees who had permanent desks are support employees, such as those in record keeping and human resources, because “they have a need for permanence.” “We provided meeting spaces for one-on-one meetings, project rooms and a lot more shared space, so that the density of a given floor area almost doubles,” he continues. “The result is a more cost-effective use of real estate and a different, more productive way of working.”

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As clients see you can resolve their issues with creativity, it’s a

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no-brainer.

–Anik Jhaveri, principal

Company Profile Mancini•Duffy – Washington, D.C., office www.manciniduffy.com • Location: Washington, D.C. • 2009 revenues: $3 million+ • Employees: 22 • Services: Architecture and interior design

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Mancini•Duffy teams often visits a client’s building for several days to observe, understand and document different ways to solve issues in the space.

Mancini•Duffy Principal Anik Jhaveri explains that getting to the root of client issues requires extensive communication, observation and questioning. He says it is common for him to conduct a charrette, where his team goes into a client’s building and “squats” for several days, observing, understanding and documenting various solutions to stated objectives and issues in different ways. “We give our client’s leadership a series of options based on value, not just cost – one that they asked for, one that represents a beautiful realism and one that stretches the client’s imagination,” he explains. “It’s a very interactive, energetic path to the ‘right’ solution. We end up with a room filled with cards pinned to walls illustrating ideas, detailing pricing, identifying specifics for LEED and value.” ENLIVENING AREAS The firm is bringing together its sustainability and land-use planning skills on a Washington, D.C., project that is in the conceptual design phase. What started as an interiors project has

evolved to include some exterior work and adaptive reuse to the existing building to reposition the building in the marketplace, Jhaveri explains. Mancini•Duffy is investigating opportunities to enliven the street frontage by asking for zoning modifications that would allow retail and foodservice functions on the ground floor of the building – thereby reinvigorating an adjacent courtyard and drawing the street in. The firm also expects to revamp the building, incorporating LEED and Energy Star features, which would “give it more years of life” and make the Class B building a Class A. The evolution of an originally simple and straightforward project into something more complex and comprehensive is not unusual for Mancini•Duffy and results, the principals explain, from the firm’s approach to every project and client. “Sometimes it’s not what they say, but what is implied, so you have to do a lot of digging,” Jhaveri says. “But as clients see you resolve their issues with creativity and added value, it’s a no-brainer.”

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Company Profile Dean/Wolf Architects

Successful Approach

Dean/Wolf’s strategic approach allows it to complete unique designs. BY LIBBY JOHN ean/Wolf Architects – based in New York City – has been recognized for its creative abilities and style since the company was founded in 1991. The firm’s award-winning loft interiors are small-scale wonders precisely crafted from sensual materials such as concrete, steel, maple and glass. The company focuses on the residential and institutional markets in the United States and abroad. Partner Kathryn Dean says many of Dean/Wolf’s clients are familiar with its work because they have seen it in the magazines such as Architectural Record, Architectural Review and Architect or in books such as The New American House, The New American Apartment and Domestic Interiors. “We have a lot of repeat clients and often other architects refer to us,” she says. “Many times, our clients have seen something in real life and become interested in our work.” One of the company’s strengths is its ability to create unique designs. “Our strength lies in creating individual projects for each client,” she says. “Nothing is ever repeated. We enjoy getting to know them and creating a strong and clear identity for their spaces. That sensitivity is why people come to us – it’s a fundamental reason.”

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PROJECT APPROACH Dean says the company takes a careful and strategic approach to all projects. “Our work is grounded in two things,” she says. “One is situation – we look at what the potentials are as well as what the problems are in each situation. We look carefully [at the project] from every view. “We combine that with an instinct for who the client is and why they might have chosen that space, land, etc.,” she continues. “That is our initial way to draw a solution that is unique to their identity in the world.” For example, Dean/Wolf recently completed a home for a woman who had recently lost her husband – an architect who built a ground-up town house for his family. When she was in the unfortunate situation of needing to sell the house for economic reasons, she hired

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Dean/Wolf strives to create unique designs by looking at each client’s needs and situations individually.

Company Profile Dean/Wolf Architects www.dean-wolf.com • Headquarters: New York City • Employees: 3 • Service: Residential and institutional • Kathryn Dean, partner: “Nothing is ever repeated. Everything has a strong and clear identity.”

Dean/Wolf Architects to renovate an older town house in the same neighborhood. The client wanted the new renovation to be more feminine than her original house and designed to meet her current needs for a smaller house centered on the kitchen and family life for her two children. “The existing townhouse was a mess,” she says. “It was divided into apartments and it felt tiny inside.” The company excavated a luxurious interior space with a skylight that admits light and air into the parlor level. It also fabricated a stairway of laser cut and folded stainless steel that is sus-

pended into the space and encourages descent down into this space. The stairway was awarded and Research and Design Award from Architect magazine in August. “The house was dark and heavy and now it’s more her – light, airy and very lovely,” she adds. “So in a way, we were completely capturing the space and the person it was for. We were tying the two things together and that was unique. We looked at the client’s wish and her situation. Not many architects start from this place.” ‘BOLD AND DYNAMIC’ Dean says it would like to expand further into public work. For example, it is part of New York Mayor Michael Bloomberg’s Design Excellence initiative in New York City. Dean/Wolf designed the Queens Hospital Emergency Medical Services Station – a 12,000-square-foot ground-up construction for the New York City Department of Design and Construction contracted through the Design Excellence Program.

“The double bar structure rises up and out of the site, countering the downward slope of the topography,” the company says. “The diagonal form pulses with the anticipation of movement, embodying the programmatic need for immediate action, and energizing the community with a sense of engagement.” The facility is metal, white and red, Dean describes. “It is very bold and dynamic,” she says. “It is associated with the colors of the city’s ambulances and the fast movement required for emergency medical services.” “The EMS building needed to express the ever-ready presence of the fire department and the implicit sophistication of advanced medical rescue technology,” the company adds. The project was the recipient of several awards, such as: •Center for Architecture’s Going Public Invited Exhibition in 2006; and •Architecture Awards Program gave it the Society of Registered Architects Award of Excellence and the NYC Arts Commission Commendation.

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Company Profile JHL Constructors Inc.

Constructing Colorado

JHL Constructors Inc. has high hopes for post-recession growth. BY BRIAN SALGADO hile many companies are just hoping to stay in business during the recession, JHL Constructors Inc. – a general contractor focused on the Front Range of the Colorado Rocky Mountains – is eagerly awaiting the eventual return to normalcy to continue growing. In the meantime, Chris Osgood, director of preconstruction, says JHL Constructors will focus on its core competencies in education, office, healthcare, religious and recreation con-

W Company Profile JHL Constructors Inc. www.jhlconstructors.com • 2008 sales: $65 million • Headquarters: Centennial, Colo. • Employees: 60 • Services: General contracting • Chris Osgood, director of preconstruction: “We’re still planning for the future while working on what is given to us at this point.” JHL Constructors Inc. has been delivering quality construction services since its inception in 1987. The firm is a go-to contractor along the Front Range of Colorado’s Rocky Mountains.

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struction before returning to the multifamily residential sector. “We’re still planning for the future while working on what is given to us at this point,” Osgood says. “We don’t lose sight of those other types of projects, but instead we’re positioning ourselves so when we come out of the economic downturn we’ll be able to fit right into those other areas.” Founded in 1987 in Centennial, Colo., JHL Constructors provides conceptual estimating, value-engineering, construction management, general contracting and design/build services for clients throughout the state. Osgood says a majority of the company’s present work comes from the education sector. “[Our] success is due to the dedication of JHL team members, our hard-working subcontractors and our loyal clients,” the company says. INCREASED COMPETITION With the recession in full swing, JHL Constructors has encountered increased competition whenever it bids for work throughout Colorado. With more bidders vying for the same jobs, owners have ramped up their vetting process, including more extensive prequalification requirements. “There is increased competition for everything,” Osgood says. “That goes for suppliers, subcontractors, general contractors … anyone interested in this type of work.” However, Osgood still maintains that JHL Constructors is in a good position to continue growing once the recession comes to an end. The company had $65 million in sales in 2008, and he sees JHL Constructors experiencing steady growth until it reaches about $200 million in annual sales. “We’re in a positive mode where we’re looking into a future full of growth,” he adds. “It will be controlled growth this year, and [we will] continue our controlled, planned growth in the near future. “Our vision of the future is to be a quality and one-on-one type company that people come to,”

Osgood says. “We want to be able to maintain the same values that we’ve come to be known for.” One of the sectors JHL Constructors has targeted as a vehicle for growth is multifamily residential construction. Although this market has been hit particularly hard by the recession, JHL Constructors is the construction manager for the Prospect Village apartment complex in Arapahoe County, Colo. With buildings as tall as four stories and combining to encompass 700,000 square feet, this is by far the largest apartment project JHL Constructors has ever built, Osgood says. The $43 million project broke ground in May 2009 and is slated for completion in March 2010. COSTS COME DOWN The recession has brought down the prices for subcontractors and materials for projects like Prospect Village. However, that has become a double-edged sword for Osgood, who conducts even more due diligence on the financial wherewithal of potential construction team members.

“Pricing has gone down, but you have to be careful,” he says. “Some subcontractors are having a tough time, so you have to be careful to make sure who you’re working with will be around. This whole thing in the construction industry is just as bad as any out there.”

JHL Constructors has benefited from the recession and decreasing construction costs.

HIRING SOLID SUBCONTRACTORS To ensure financial solubility in its subcontractors and vendors, Osgood says he spends even more time checking financial records and references of firms that bid on his projects. “It’s just a matter of going a little bit further to see if they’re financially solvent and can withstand the storm,” he adds. So far, so good for JHL Constructors and its largest apartment project to date. Osgood says the company is meeting major milestones in the construction schedule and, hopefully, creating a repeat client along the way. “We have to make the client happy first, then the dollars will follow,” he adds. “If we have unhappy clients, then it’s for naught.”

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Company Profile Bob’s Your Uncle Design Ltd.

BYU Design says clients are more aware of “true design,” which includes quality workmanship, space planning, environmental influence and quality of life considerations.

Functional Design

BYU Design seeks to prove that design can enhance lifestyles. BY GENEVIEVE DIESING s a design firm motivated by enhancing its clients’ lifestyles, demand for Vancouver, British Columbia-based BYU Design’s services is on the rise. The six-person boutique firm’s portfolio includes a strong base of multiunit residential projects, and is expanding to include work in more service-oriented markets, such as the medical sector, where BYU is currently working on a modern physiotherapist clinic. “Our passion is to create spaces that define and improve people’s lives,” Principal and co-founder Ada Bonini notes. “While it’s evident in residential design how your home directly affects you and can improve – or alternatively can negatively affect – your life, we are finding our clients are becoming more savvy about how interior spaces can influence and affect the bottom line of their business.”

A Company Profile Bob’s Your Uncle Design Ltd. www.byudesign.com • HQ: Vancouver, British Columbia • Employees: Six • Ada Bonini, principal and co-founder: “Our passion is to create spaces that define and improve people’s lives.”

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Clients recognize the need for beneficial design, Bonini explains. This increased awareness has caused them to demand more in the way of “true design,” she notes. “Things like quality of workmanship, orientation, space planning, space adjacencies, proper programming of usage of space, how the buildings are influencing the environment around [clients] – and their own quality of life – these are items that are slowly rising to the top of [clients’] musthave list[s].” BOB’S YOUR UNCLE BYU is an abbreviation for “Bob’s Your Uncle,” a British catch phrase that means “the job is done” or “it’s a sure thing.” Bonini and cofounder Cheryl Broadhead chose this phrase

because they felt it reflected their unique, yet laid-back business approach. Their small work environment is “intimate and collaborative,” Bonini says, which makes design more efficient. “We find that once you move past 15 employees, the principals lose design time,” she states. “It’s more about managing staff and the corporation. We are a bit selfish that way – we like to get our fingers in all aspects of design in our firm.” Being small doesn’t mean BYU isn’t a force to be reckoned with. The company offers all phases of design services to clients, including programming, space planning, conceptualization and documentation. Bonini says the team’s organized approach has earned it many accolades. “Consistently, we are told by contractors and clients that our contract documentation is some of the best in the business,” Bonina says. “Cheryl and I are sticklers for detail and accurate documentation. If something is not correct, we don’t shy away from responsibility based on the error.” The company is also up-to-date on the latest industry certifications. Broadhead holds LEED

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The sign of a great designer is if they can

accreditation; she and Bonini are registered with Interior Designers of British Columbia and are certified with the National Council for Interior Design Qualification.

move outside of their comfort zone and design a space with a style that they themselves loathe or would never personally choose as their own.

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INDIVIDUAL APPROACH BYU employs designers who are passionate about their craft, Bonini says. “Soul and personality are important for us in the finished product,” she explains. ”We like to think that our spaces excite and inspire.” Innovative design is about creativity and tuning in to a client’s needs, she notes. “We always tell our younger staff that it’s important for a designer to be adaptable to style or a look,” she says. “The sign of a great designer is if they can move outside of their comfort zone and design a space with a style that they themselves loathe or would never personally choose as their own. “One job of the designer is to interpret what the client desires and make it a reality. There are clients who I don’t particularly agree with tastewise, but my job is to make their vision a reality.”

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Company Profile New City Design

New City, New Focus New City Design’s interactions set it apart from competitors. BY KELLY MCCABE

ince its inception in 1996, New City Design Group has navigated the waters of the design profession by maintaining an intimate, well-balanced studio intent on providing the highest level of customer service. The result is a portfolio diverse in aesthetic style and project types complementing a long list of loyal repeat clients. New City doesn’t have a specific design aesthetic that serves as its calling card, but that’s exactly what Project Manager Jon Wright says sets the company apart. “Our identity is not a specific look or style,” he states. “We have become known for our ability to work with clients and bring a new, unique style to individualize their project. “One thing we feel is critical to a successful project is interaction between the design team and the client; at the end of the day, the project needs to meet the client’s needs and convey their identity, not ours.” While known for its restaurant work, New City prides itself on the firm’s ability to shift gears and work on a wide range of project types. A quick scan of its portfolio shows a mix of retail, residential, office, industrial and mixeduse projects.

PHOTO: ©JAMESWEST/JWESTPRODUCTIONS.COM

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New City Design’s portfolio includes diverse looks and building types, and Project Manager Jon Wright says that diversity and flexibility keep its clients coming back.

FOCUSED APPROACH New City has completed projects as far away as Seattle, Las Vegas, Minneapolis and Florida, but its focus is at home in Raleigh, N.C. “It is integral to be involved in the growth and development of our city,” Principal Corey Bates says. “We want to design buildings we appreciate and are proud of while adding to the overall context of the city.” With a staff that always hovers around 10 to 15 employees, New City’s intimate approach to projects means clients can expect close contact from principals. “Some of our competitors are much larger,” Bates explains. “But our philosophy is based on client relationships. We not only market each project, we also remain heavily involved in each project from concept through project completion.”

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New City’s principals ensure that the firm’s architects continue to fashion top-notch designs by giving employees the room to grow and learn. “We have a good reputation of holding onto our staff and keeping them around because we enjoy what we do , and we hope that joy shows through in projects,” Bates says. “We also allow individuals to develop at their own pace. It’s about working hard and having fun.” NEW SERVICES The smaller scale of the firm also allows New City to be more fluid in expanding existing services and providing new ones for their client base. “The pool of opportunities has dried up a little, so there’s more competition on projects,” Wright says. “Clients are more critical of design, causing architects to be that much more creative on the front-end.” In addition to designing new buildings, Bates says New City Design recently has been active in work with historic buildings and land-use planning. The firm helps clients determine the best

Company Profile New City Design www.newcitydesign.com • Headquarters: Raleigh, N.C. • Employees: 10 • Specialty: Private-sector architecture • Corey Bates, principal: “Our job is to take it one step farther and one step nicer than what they would typically expect.”

use for older buildings by completing site and building studies. These studies might show that a different use or project type being more successful than the client’s initial direction. “Our job is to take it one step farther and one step nicer than what they would typically expect,” Bates states. “We give the client any information available and help them analyze the best way to develop it,” he continues. “Then we can help them with rezoning, site planning, etc., so it really carries the project through from cradle to occupancy.” New City’s work with land-use planning is another differentiating factor, because firms often turn to engineers to complete that part of a project. “A lot of firms hire civil engineers for site planning and hire architects to create the façade,” Bates explains. “Instead, New City likes to get involved early in the project with site engineers to evaluate the site, building orientation, sun angles, etc. This process helps develop not only a building, but a project that makes sense as a whole.”

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Company Profile Nucor Construction Corp. Nucor Construction Corp. specializes in interior renovation work for banking, commercial and retail clients.

Big Apple Business

When companies set up shop in NYC, Nucor creates their space. BY BRIAN SALGADO fter working for three companies for the first 11 years of his construction career, Mark A. Pollaci realized something was missing from the industry. So when he founded Nucor Construction Corp., he made sure his company offered as much of a personal touch as possible to help put clients at ease. “What I tried to bring more than anything else is personalized professional service to the project,” Pollaci says. “We are always putting the client first. “As large as the numbers are to contractors, they can get meaningless at times,” he adds. “We have to keep clients in mind and put ourselves in their seat. If it was us undertaking this construction project, what would we want? Integrity, honesty and the quality of construction goes without saying, but also someone who will be a straight shooter.” Nucor and its employees have been shooting straight with clients since Nucor’s inception in 1986. In the last 23 years, Nucor has grown into one of the strongest mid-sized general contractors operating in the New York City area. The company specializes in highly technical banking, commercial and retail projects, specifically, interior renovation work. Nucor has worked on numerous high-profile projects, such as the global trading headquarters for Chemical Bank.

A Company Profile Nucor Construction Corp. www.nucorconstruction.com • Headquarters: New York City • Employees: 32 • Services: Office renovations, rehabilitation projects • Mark A. Pollaci, president: “What I tried to bring more than anything else is personalized, professional service to the project.”

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A NEW ERA Although Nucor Construction has yet to lay off any of its 32 employees, the company has had to institute various cost-reduction strategies to stay afloat during the recession. This is because, according to Pollaci, the residential market is stagnant, which has forced contractors who focused on that sector to jump into the slightly warmer commercial market. “The commercial market is very, very tight, but the residential market is almost completely at a standstill,” Pollaci says. “In commercial, there is some movement and it has created a competitive atmosphere.” As a result, Nucor has seen its margins shrink considerably on contracts it wins these days. Pollaci says the company is currently constructing spaces for 20 percent less than what it had charged the last two years. STILL BUSY Even though the recession is in full swing, Nucor has projects that will keep its employees busy for some time. Pollaci says the firm has earned a fair number of contracts in the past two months that will keep money flowing into the company. This work has stemmed predominantly from Nucor’s relationship with landlords, who are con-

structing pre-built spaces to attract clients. Since project owners are feeling the pain from the recession as much as contractors are, they are electing to renovate their current spaces instead of financing bigger and more modern ground-up projects. “We’re getting more work for prebuilt spaces from landlords, who get architectural firms to design a general space that can be easily modified once they do have a potential tenant, because it shows a lot better,” Pollaci says. The other aspect of Nucor’s business that is coming into play is the company’s repeat clientele. Nucor has been benefitting most from the work produced by JPMorgan Chase, Capital One and the Municipal Credit Union. FAMILIAR JOB Along with familiar owners, Nucor Construction has the benefit of familiarity with specific New York structures. For instance, the firm has performed countless jobs at 250 Park Avenue in Manhattan. So, AB InBev logically choose Nucor to build its New York City office.

AB InBev – which is the Belgian parent company of Anheuser Busch – called on Nucor Construction to be a construction manager of the 30,000-square-foot space on the second floor of 250 Park Avenue. AB InBev wanted the project completed on a fast-track schedule. “Our responsibility was coordinating all of the construction trades, keeping the budget and maintaining a very aggressive schedule of nineand-a-half weeks for 30,000 square feet,” Pollaci says. “It was a full renovation with air conditioning and new [mechanical, electrical and plumbing] systems; it was a raw concrete space when we started. The challenge was building the space in a very short time frame and keeping it within a pretty tight budget. “It was no different from any other fasttrack project where time was of the essence and a sense of urgency has to be at the forefront of your thoughts every day,” Pollaci adds. “You have to be thinking three steps ahead and do not have the luxury of time.”

Nucor has been getting a lot of repeat business from customers such as JPMorgan Chase, Capital One and the Municipal Credit Union.

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Company Profile SAHURI + Partners Architecture Inc.

A Firmer Commitment

SAHURI + Partners Architecture Inc. is devoted to sustainable architecture. BY CHRIS PETERSEN he advent of sustainable design has fundamentally changed the way architects see their work. Now, rather than considering only the practical and aesthetic impacts of their designs, architects spend as much time thinking about how those designs interact with the environment. As such, many firms are making green design their primary focus, and one of the most prominent of those is SAHURI + Partners Architecture Inc. Principal Tim Sahuri says the firm concentrates on designing properties that serve the local ecology as well as they serve the people and institutions that use them. “We’re a strongly design-based architecture studio,” he says. “We’ve got a strong focus on appropriate architectural solutions that conserve energy and preserve the natural environment.” With offices in Calgary, Edmonton and Medicine Hat, Alberta, SAHURI + Partners has been recognized as one of the foremost Canadian architects to embrace sustainability. Sahuri says the firm was chosen by the Alberta government to be the LEED consultants for 18 new school projects, and the firm has about 40 projects in the LEED certification process. “We’ve got a strong commitment to the environment,” Sahuri says.

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Company Profile SAHURI + Partners Architecture Inc. www.sahuri.com • Headquarters: Calgary, Alberta • Employees: 45 • Service: Architecture • Tim Sahuri, principal: “We’ve bought into [sustainability], heart and soul.”

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TOTAL APPROACH SAHURI + Partners’ approach mirrors its dedication to ensuring the building serves the interests of all stakeholders by having the client meet with the full design team before the process begins. Sahuri says it is crucial for everyone working on the project to fully understand how exactly the finished product will reflect the context in which it is built. “Our designs are created from their specific locations, which would

SAHURI + Partners Architecture specializes in projects that are energy-efficient and reflect the natural environment, including many LEED-certified projects in Alberta.

include consideration of the local site, culture and the community that they serve,” Sahuri says. “The primary consideration is really the buy-in from everyone involved in the project.” Part of obtaining that buy-in is stressing the importance of green design, and Sahuri says the firm and clients are learning that this often is easier than it seems. Although much of the focus in sustainability is in new technology, a back-to-basics approach has proven to be just as effective. This includes adopting softer approaches that take advantage of passive elements such as natural shading elements and use of natural light. On the other hand, many clients are trying to develop net-zero energy projects that use technologies such as hydroelectric and solar generation to create buildings that generate at least as much electricity as they use. Sahuri says both approaches are becoming common. “It’s a pretty broad spectrum, which keeps things interesting for all those involved,” he says. “[We’ve seen] really keen interest in our studio from some of the young architects.”

Overall, SAHURI + Partners has a young group of designers and architects, which serves the firm’s goal of sustainability. The majority of the firm’s staff are LEED-accredited professionals, Sahuri says, something that is less common at firms with older staff.

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We’re a strongly design-based architecture studio. We’ve got a strong

‘HEART AND SOUL’ The firm’s youth and enthusiasm will serve it well in the future, Sahuri says, as it looks to spread its services into more international work. Currently, SAHURI + Partners is working with a philanthropic group to master-plan a 2,000-student school and orphanage complex in Sudan. “We live in a part of the world in North America that is very privileged,” Sahuri says. In that project, as well as in every project, SAHURI + Partners looks to continue its commitment to sustainability because of its potential to ease worldwide problems. “The biggest trend is going toward conserving energy at a very deep level,” Sahuri says. “We’ve bought into that, heart and soul.”

focus on appropriate architectural solutions that conserve energy and preserve the

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natural environment.

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Company Profile Drew Mandel Design

Taking A Fresh Look

Drew Mandel Design delivers quality work on all projects. BY LIBBY JOHN o matter what the project – whether it be a modest-sized home or a mansion – Drew Mandel Design brings passion and excitement to each. “We stay interested in every project, and bring something fresh,” President Drew Mandel says. “[For every project], there is always something new to explore.” The Toronto-based architectural firm offers a broad range of design services for interiors, products, buildings and landscaping. It focuses on the private residential sector, as well as com-

N Company Profile Drew Mandel Design www.drewmandeldesign.com • Headquarters: Toronto • Employees: 3 • Service: Architecture • Drew Mandel, owner: “[For every project], there is always something new to explore.” Drew Mandel Design has seen a growing demand for contemporary homes with flexible, adaptive and light-filled spaces.

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mercial interiors, and has completed its first office building. In 2007, the company completed the Ravine House, a 4,400-square-foot replacement home. The growing family lived across the street from the new home and wanted to build a house that would last for a long time. “It was going to be a house for years and years,” Mandel says. “They wanted [a building] they felt at home in and that would accommodate their lifestyles. “They also wanted a strong feeling of a home, and not too institutional feeling or emotionally cold,” he adds. For example, the family had a big interest in art. “We incorporated some large, uninterrupted expanses of wall space for art, and the lighting was designed to accommodate that,” he says. Open space also was a priority. The steelframed house has large window walls with mahogany wood frames that slide open. There also is a large terrace, lookout pavilion and barbecue area so the family can fully enjoy the wooded ravine setting, he adds. LOFT HOMES Recently, Mandel says, there has been increased interest in contemporary homes. “These houses attempt to be more connected to and reflective of both their site and their users,” he says. “They offer flexible, adaptive, light-filled spaces, which accommodate a variety of live/work uses.” Loft-style homes are a prime example. “They can adapt to residents’ uses,” Mandel says. “It’s a big open space with big windows and floor plans. It’s a natural setup. “Toronto had innovative success with the conversion of industrial buildings to residential uses,” he says. “These projects introduced architectural ideas for single-family residential applications. Many loft-condo owners have now graduated to houses and they crave something, which is not available on the market.” Mandel says he expects to see more of these types of projects, especially in urban areas. The

designs of those projects also will improve, he adds, as a younger generation of architects comes into play. Residential work is entry level for young architectural talent, he believes. “I think you’re going to see better and better [projects],” he says. “You’re going to see good, quality work. “These projects can offer a more imaginative use of limited space and resources. The goal always should be meaningful place-making.” STAYING PASSIONATE Drew Mandel Design tries to implement a fiveyear plan, but it is hard to predict where the company might end up, Mandel says. “Our real rule is to do good work, whatever we are working on,” he says. “That always leads to good things. “In the near future, we will have projects ranging from a small jewel of a vacation home, a renovation/addition and reworking of a historic property, and a new infill (replacement) city house located adjacent to protected ravine

lands,” he says. “We also hope to implement more green strategies now that it has been pushed into the mainstream and both clients and builders are enthusiastic.” The company plans to stick to its niche, which is doing contemporary work and the capability to do a full-service project. “We can assist with the interiors and make it a coherent thing for people,” he says. “We even want to expand our landscaping design work,” he adds. “We want to have that ability so busy people only have to deal with one person. We want to be able to resolve every design issue.” The company also will strive to perform more public work, such as art galleries, libraries and community centers, Mandel says. “We try to make sure to stay passionate and excited [about all projects],” he states. “We try to draw on a variety of interests and stay interested in every project and bring something fresh,” Mandel continues. “We want to stay excited for ourselves. There is always something new to explore.”

In 2007, Drew Mandel Design completed the Ravine House, a 4,400-square-foot replacement home. It features large expanses of wall space to display artwork.

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No Desert Mirage

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