When Ryan Noone joined EMBARC, it was a start up of a mere four people, and he was an architect with just under three years of experience. Now they're an office of sixty-five, and Ryan a Principal. EMBARC is a renowned architecture and interior design firm based in Boston. Ryan works across some of their most complex projects - commercial offices, restaurants, breweries, cannabis dispensaries, and multi-family residential developments. He works directly with clients, engineers, and contractors, making sure the project's vision holds together from start to finish.

On this week's episode, Ryan and Rens cover a lot of ground; Ryan talks through how the architect's role has shifted, away from being purely design-focused and toward coordinating a matrix of specialized consultants. Communication, he argues, is at the center of everything. Drawings aren't just design, they're how concepts get translated into something a contractor can build and an engineer can coordinate around.

Reflecting on his early career, Ryan expresses the pressure he felt to reach the top of every area of knowledge he thought he needed; to become the immediate subject matter expert. It was, he says, stressful, and he quickly realized this wasn't a sustainable approach. So he stepped back and started thinking about his career differently: less like a race to the top and more like building a pyramid, adding new skills one level at a time.

They also dive into the details of project delivery - specifically how early contractor involvement changes the dynamic of a project and why the design-assist model offers advantages over the traditional design-bid-build approach. Ryan draws on his experience overseeing complex project lifecycles, where responsibilities shift, to make the case for why getting the contractor in the room early matters. "When you have goals that are more commonly aligned, like with early pre-construction partnerships, it's invaluable."

Ryan has spent thirteen years at one firm working across some of the most coordination-heavy projects in Boston. What that time has taught him is that the work only holds together when the team, the client, and the business are all pointed in the same direction. Get any one of those out of sync and the work suffers, and that's true whether you're talking about a single project or a firm trying to grow. 

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Andrew Bisbee is Principal at Cranshaw Construction leading the preconstruction and estimating. department. As their longest-serving employee, he has built deep expertise in construction technologies, project types, and industry complexity. Appointed to the firm’s Executive Committee, he leads estimating and preconstruction for healthcare, laboratory, multifamily, hospitality, industrial, retail, and office projects ranging from sub-$1M fit-outs to high-rises approaching $200M. Grounded in the Massachusetts market, Andrew emphasizes proactive risk management, leverages strong subcontractor relationships, and engages stakeholders early to provide essential pricing insights for informed decision-making.

Throughout the episode, Andrew elaborates on the importance of understanding cost exposure and the collaborative processes required to fill knowledge gaps and manage project risk effectively. Drawing from his extensive experience, he likens estimating to both an art and a science, emphasizing the continuous refinement and strategic value it brings to project planning. Furthermore, the discussion touches on Cranshaw's strategic growth, market positioning, and its multifaceted approach to construction project execution. Andrew provides insights into recent organizational changes, including the designation of market-sector leads and the appointment of a CEO to enhance strategic operations.

Key Takeaways:

• Proactive Risk Management: Andrew emphasizes the importance of identifying cost drivers early in the pre-construction phase and involving all stakeholders to reduce unpredictability.
• Estimating as an Art and Science: Estimating is portrayed as a blend of art and science, requiring continuous refinement and collaboration to produce accurate predictions.
• Organizational Strategy: Cranshaw Construction's recent shift towards appointing sector-specific leaders and a CEO aims to enhance market engagement and brand presence.
• Value of Experience: Andrew highlights the value of experience, citing long-tenured team members as a crucial asset for navigating project complexities and ensuring project success.
• Industry Challenges and Opportunities: Discussion on the roles of estimating and business development in an underperforming market and how strategic partnerships and operational excellence can improve outcomes.

Notable Quotes:

1. "All these jobs have similarities, but they’re all different. It’s important to dig into what the cost drivers are."
2. "Estimating is never complete—it's like golf; you're never finished, always tinkering."
3. "Our DNA is rooted in understanding that what we provide to a client is grounded in reality and accountability."
4. "Working at Cranshaw has always been about recognition for har

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Dave Snell is an architect with a focus on creating great places for people to come together, live, work, and play. He is a Principal at Prellwitz Chilinski Associates (PCA), a leading architecture firm with a strong focus on mixed-use developments and innovative design solutions. Dave began his career at PCA as a co-op student from Northeastern University and has over two decades of experience in architecture and planning. His expertise spans across various sectors, including mixed-use residential, retail, and hospitality. Snell has played a key role in notable projects such as Suffolk Downs and Arsenal Yards, bringing a creative and collaborative approach to complex developments. 

Dave and Rens' conversation navigates through the challenges in the market, highlighting the cautious optimism seen in sectors like market-rate housing, which necessitates creativity in design, capital stack, and construction processes. Snell offers insights into his personal journey at PCA, revealing how mentorship and a supportive culture at the firm have propelled his growth. They also discuss the importance of hospitality as a business strategy and how a philosophy of unreasonable hospitality enhances both client relationships and project successes. 

Key Takeaways:

• The current market in Greater Boston suggests cautious optimism, with a need for creativity in design and construction to tackle increased code requirements and financial challenges.
• Mixed-use developments are shifting towards creating community spaces that prioritize placemaking, pedestrian flow, and enhanced user experiences to foster social interaction.
• PCA's internal culture emphasizes mentorship, collaboration, and providing employees with opportunities to contribute to firm-wide growth.
• Emphasizing hospitality as a fundamental business strategy can enhance client relationships, turning transactional interactions into meaningful partnerships.
• Robust project planning, as seen in developments like Tuscan Village and the Green District, requires comprehensive stakeholder collaboration and patience to materialize successful community-integrated spaces.

Notable Quotes:

• "The process is our life. This is what we do every day."
• "You have a culture whether you intend to or not, so you might as well be intentional."
• "We're a creative design firm. We're designing anything that comes our way, and we're all going to figure it out together."
• "You never have all the answers... you just ask questions to make sure you understand what they need."

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Liz von Goeler is a Principal of Interior Design at Sasaki, a globally recognized design firm shaping environments for more than 75 years. With over 25 years of experience, she has led high-profile workplace, lobby repositioning, retail, restaurant, and multifamily projects for brands including Toast, PepsiCo, and Microsoft.

Liz approaches every project with people at the center. She aligns space with brand and desired experience through an iterative, highly collaborative process tailored to each client’s goals. Grounded in how teams actually work, she designs offices that foster interaction and deliver functional, flexible environments built to last and remembered long after the first impression.

The discussion begins with Liz's commitment to creating spaces that maximize both employee satisfaction and client needs, reflecting trends that resonate post-pandemic, where workplace environments are constantly evolving. The conversation further explores Sasaki's innovative approach to interior design, including the firm's philosophy and strategies for nurturing a collaborative and multidisciplinary workplace environment. The episode provides a deep dive into Sasaki’s methodologies for office space conversions, the importance of adaptive design in corporate settings, and the complexities of navigating large-scale transformations in built environments. 

Key Takeaways:

• Science of Interior Design: Liz emphasizes the complexity beyond aesthetics, focusing on functional and psychological impacts of design on human interaction and workflow.
• Hybrid Work Environments: The pandemic has reshaped how businesses approach real estate, pushing for more adaptable workspaces to fit specific company cultures and operational needs.
• Role in CREW: Involvement in CREW Boston underscores the importance of networks in fostering leadership and professional growth for women in real estate.
• Adaptive Design Strategies: Sasaki’s transition to new office concepts illustrates how flexibility and thoughtful design can drive business efficiency and employee satisfaction.
• Conversion Challenges: Office to residential conversions present both opportunities and challenges, particularly in urban settings such as Boston.

Notable Quotes:

1. "When we come into a space as designers, we're not only thinking about how it looks, but we're thinking about the arrangement of spaces, how you move through the space, and what the experience is when you're there?" 
2. "We're trying to use our skills to predict and create not only for today’s needs but also future-proof spaces for whatever tomorrow might bring." 
3. "Design is ultimately about understanding and then improving how people interact with their environments."

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Ben Hansen is a profitability specialist, award-winning entrepreneur, and speaker who helps business owners stop the financial bleeding and restore healthy profits and cash flow. 

Known as The Profit Doctor, he specializes in curing Profititis - when the revenue is there, but the profit isn’t. A 5x Inc. 5000 founder and former Fortune 100 executive (Dell, Microsoft), Ben built an eight-figure staffing firm from the ground up. Today, he advises $2M–$50M owner-led companies looking to reclaim the dream that got them started.

Through his Profit Accelerator™ and private consulting, Ben helps leadership teams uncover and plug hidden profit leaks - often doubling profitability in 90 days or less, guaranteed. His approach is practical, field-tested, and built on one truth: growth without profit leads to frustration - not freedom.

The episode covers the common misunderstandings surrounding profitability and the essential strategies to combat them. Ben shares insights on financial literacy's significance and how misconceptions about profit often lead to ill-informed business decisions. Using practical examples and success stories, he elaborates on actionable approaches that lead to significant profitability improvements, quickly moving businesses from the bottom tier to the top echelon of profit performance. 

Key Takeaways:

• Many business owners are experts in their fields but lack formal business training, leading to common issues in understanding and optimizing profitability.
• Allocating time and resources to financially strategic planning can drastically improve profit margins and business stability.
• A successful business needs to separate growth strategies from profitability optimization to avoid the inefficiencies found in combining these aspects.
• Implementing operational changes such as the "Operation Dog Catcher" strategy can help businesses identify and phase out non-profitable projects swiftly.
• Understanding the impact of your decisions on the bottom line is crucial for long-term business success and for increasing an entity's enterprise value.

Notable Quotes:

1. "If you don't know if you are above or below average profitability, there's a high likelihood that you haven't really optimized for profitability."
2. "I call this metaphor the profit bus... If you don't think that having the company that you work for be highly profitable is in your interest, you have missed the bus." 
3. "If you're not spending half a day a week, you and your exec team focusing on profitability, you shouldn't be surprised that you are not well optimized for profitability."

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Ray Tse’s first fascination with architecture came by looking up - way, way up. 

A native of Hong Kong, Ray spent a good deal of his youth gazing up at the city’s striking, monumental skyscrapers, like architect Norman Foster’s HSBC Headquarters and I.M. Pei’s Bank of China building. Ray and his family later moved to New Orleans, where the famous architectural heritage sits much closer to the ground but proved no less captivating. Ray explored his new city with his pad and pen at the ready, making sketches of the Crescent City’s old colonial buildings and historic homes. He wanted to do more than just appreciate architecture, however, so when the time came to pick a career path, Ray’s choice came easily. 

As Principal at KTGY, Ray is involved through all design phases and specializes in developing strong concepts that excite clients. Working in high-rise and multifamily design for over 20 years, Ray’s goal is for each client to walk away with contextual, balanced design solutions that exceed expectations, invigorate communities, and elevate the built environment. Over his career, Ray has worked in different typologies but maintains an affinity for striking, soaring structures. He served on the AIA Board of Directors in Baton Rouge, and he remains an active participant in AIA committees and in the ACE mentorship program. 

Ray elaborates on KTGY's comprehensive approach to architectural development ranging from the embracing of new technologies like AI to strategic diversification into various housing typologies. Emphasizing the importance of cultural integration post-acquisition, Ray shares insights on effective leadership, design innovation, and the overarching vision that continues to drive KTGY’s national prominence. Additionally, Ray touches upon the pivotal role of lifelong learning and offers valuable resources and takeaways for aspiring architects and industry enthusiasts alike.

Key Takeaways:

• Emphasizing the importance of cultural integration and strategic collaboration in successful mergers and acquisitions within the architectural industry.
• Leveraging high-rise and mixed-use residential design experiences to create efficient and impactful urban spaces.
• The significant role of technology, such as AI, in enhancing architectural workflow and efficiency, especially in tedious or repetitive tasks.
• The significance of continuous learning and open communication in fostering professional growth and building resilient teams.
• Drawing inspiration from diverse global influences and past architectural practices to innovate modern-day solutions in the built environment.

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Jonathan Garland is the President and Founder of JGE, a Boston-based 100% minority-owned architecture and design firm with a comprehensive portfolio comprised of multi-family housing, mixed-use development, academic, life sciences, commercial, and university projects. 

JGE Development focuses on transforming underperforming assets and underutilized parcels into stabilized income-restricted, and market-rate multi-family housing. JGE Development partners with communities to activate and improve historically disinvested neighborhoods throughout Boston’s inner city and urban core.

Jonathan has over 25 years of professional experience planning and designing residential, mixed-use, academic, and institutional projects. He has cultivated a widely respected, seasoned approach to designing buildings and transforming neighborhoods and urban communities through high-quality collaborative design and development strategies. A Boston native, Jonathan launched his career with strong educational foundations from the Boston Architectural College and has since been committed to alleviating the housing crisis through innovative and socially responsible real estate solutions. 

Jonathan discusses the strategic decision behind running both an architectural and development firm, underscoring the significance of community engagement in creating impactful projects. His firm focuses on solving the housing crisis through creative approaches and staying connected with the community. 

Key Takeaways:

• Jonathan Garland emphasizes that launching a business requires careful client selection to align with the company's mission and prevent growth stifling.
• The housing crisis in Massachusetts is accentuated by high construction and living costs, making it crucial to provide affordable housing.
• Building with community involves genuine conversations to ensure developments meet the real needs of local populations.
• A deep understanding of development economics and proactive community engagement are essential for architects and developers.

Notable Quotes:

1. "When you deal with people in the community, and you engage them, they very rarely remember the designs. They very rarely remember how they got to the final result, but they absolutely remember how they were treated in those meetings."
2. “When we get on our horse every morning, it’s not just putting wall sections together and making floor plans; we’re really trying to marry cost-conscious budgets with housing.” 
3. "It really is character, you know, before qualifications. There are certain things you can train with individuals and certain things you can’t train."

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Phil Cohen, Principal at Boston Communities, has over a decade of affordable and mixed-income housing development experience working in both the public and private sectors. Phil’s projects include over 4,000 units of housing and leverage local, state, and federal resources to create affordable and market-rate rental and ownership housing for families and elderly adults. Phil has worked with Low Income Housing Tax Credits, Historic Tax Credits, Workforce Housing funds, Common Wealth Builders funds, RAD and Section 18 conversions, and myriad local funding sources. In the public section, Phil wrote the 2015 Inclusionary Development Policy and worked on other middle-income housing policies including Linkage, density bonuses, and compact unit policies, while permitting over $2B and over 4M square feet of construction including thousands of housing units.

The conversation starts with the impact of the Affordable Homes Act of 2024, which infused $5.16 billion into Massachusetts' affordable housing initiatives, strengthening state support and ensuring a robust pipeline for housing projects. Cohen elaborates on how this additional funding has facilitated the creation of diverse housing opportunities that serve communities better by preventing displacement and offering mixed-income housing solutions near transit-oriented areas.

Cohen discusses specific projects such as the Roslindale development and shares insights into project funding, acquisition, and the complex approval process required to make such housing a reality. Furthermore, the discussion navigates through pressing topics like rent control and how it can potentially distort housing economics if not implemented thoughtfully. 

Key Takeaways:

• The Affordable Homes Act of 2024 has significantly bolstered Massachusetts's affordable housing landscape, allowing ongoing funding and development.
• Transit-oriented and gateway cities provide strategic locations for housing development, optimizing existing infrastructure to improve accessibility to jobs and resources.
• Phil Cohen emphasizes the value of mixed-income developments as they create socio-economic mobility and prevent concentrated pockets of poverty in urban areas.
• Affordable housing relies on complex funding mechanisms and partnerships with communities and multiple stakeholders to address displacement and achieve sustainable growth.

Notable Quotes:

• “We're all helping to create affordability in communities that really need affordability to prevent displacement, keep people in their homes, keep people in the neighborhoods.”
• “What we don't want to see is pockets of poverty where all the rich kids are on this side of the street, and all the poor kids are on this side of the street."

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Thomas O'Brien is the Managing Partner and Chief Executive Officer of The HYM Investment Group, LLC. HYM is currently leading the development of over twenty (20) million square feet of mixed-use development in Greater Boston, including the following notable and complex projects: Bulfinch Crossing (the redevelopment of the Government Center Garage), Suffolk Downs, and Parcel 3 in Roxbury. Prior to HYM, O'Brien served as a Managing Partner for JPI, a national developer and owner of multifamily communities, and as a Managing Director in Boston and New York for Tishman Speyer, one of the world’s leading real estate firms. 

O'Brien also led the Boston Redevelopment Authority as its Director and Chief of Staff, overseeing the development of over 12 million square feet of projects in Boston, from 1993 to 2000. O'Brien has served as Chairman of The Greater Boston Real Estate Board and is Vice Chair of the Board of Overseers of The Anti-Defamation League of New England, which awarded O’Brien its Abraham Joshua Heschel Interfaith Relations Award in 2016. 

In 2011, Governor Deval Patrick appointed O’Brien to the Board of the Massachusetts Housing Finance Agency. In 2016, Mayor Martin J. Walsh appointed O’Brien to the Board of Trustees of the Rose F. Kennedy Greenway Conservancy and in 2024 Governor Maura Healey appointed him to the Board of The Rose Kennedy Greenway Conservancy. 

He also serves as a Board Member of the Pine Street Inn, Project 351 and the American Repertory Theater at Harvard University. O’Brien is a graduate of Brown University and Suffolk University Law School and is a member of the Massachusetts Bar.

Throughout the discussion, themes of resilience, strategic vision, and community impact are highlighted. O'Brien elaborates on his firm's focus on developing high-impact projects situated near transportation hubs, transforming urban landscapes while catering to market demands. Navigating economic fluctuations, seeking opportunities in undervalued sectors like office spaces, and maintaining transparency with partners are key strategies shared by O'Brien in realizing ambitious real estate objectives.  

Thank you so much for listening and thank you for joining the Design Development community. Don't forget to subscribe to hear about the latest episodes dropping every Wednesday. If this episode resonated with you, share it with a friend.

Our goal is to help people in the industry identify opportunities for growth by sharing the journey of top performers. There is no one path. Success isn't a straight line. There is something to learn from everyone's story. Let's go!

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As a Senior Managing Director at Greystar, one of the world’s leading real estate firms, Gary oversees a diverse portfolio of investments spanning more than 5,000 multifamily units across Boston and New York, 2 million square feet of speculative life science space, and 1 million square feet of industrial assets. 

With over 30,000 employees and $79 billion in assets under management, Greystar is recognized as the largest owner, operator, and developer of multifamily housing worldwide. Kerr has played a significant role in the company's growth, focusing on fostering relationships with capital partners, team development, and revenue generation strategies.

Kerr shares insights into the importance of networking, navigating the complexities of development projects, and how Greystar maintains its leadership in the market despite industry challenges, like its modular construction initiative. Kerr elaborates on his personal career journey, shedding light on the critical skills needed to excel in real estate development and the importance of being adaptable, innovative, and a proactive problem solver. 

Key Takeaways:

• Networking and Relationships: Gary emphasizes the importance of building genuine relationships over just networking, especially within your peer group and immediately above you.
• Navigating Market Entry: By leveraging Greystar’s breadth of experience and data, Gary explains how they enter and succeed in challenging markets like Everett, Massachusetts, by identifying untapped potential and scalable opportunities.
• Innovative Construction Methods: The discussion covers Greystar's push into modular construction with Modern Living Solutions, highlighting its potential to reduce costs and accelerate timelines in real estate development.
• Growth and Opportunity: Growth isn't just a goal, but a means to provide value and innovation in their projects.
• Crisis and Adaptation: The housing crisis in Massachusetts is dissected with a focus on practical solutions and strategic foresight to address long-term challenges in housing affordability.

Notable Quotes:

1. "Growth provides opportunity. So if you want to maintain the best people in the market, you have to continually create new opportunities for them."
2. "Be the most valuable person in the room you can, and all the success, promotions, all those things will just naturally follow."
3. "You solve the problems that no one else wants, and that's how you get ahead."
4. "It's important to have the ability to innovate and define success singularly across all your teams."

Resources:

• Greystar Official Website
• The Psychology of Money by Morgan Heisel

Thank you so much for listening and thank you for joining the Design Development community. Don't forget to subscribe to hear about the latest episodes dropping every Wednesday. If this episode resonated with you, share it with a friend.

Our goal is to help people in the industry identify opportunities for growth by sharing the journey of top performers. There is no one path. Success isn't a straight line. There is something to learn from everyone's story. Let's go!

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