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cy Ruddy

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starting our own in 1987. We have very dif- ferent skills, but similar world views about what is important in architecture and a prac- tice. We started as a two-person firm. Today, we have more than 100. TZL: What is important to you as a firm? NR: We want to serve our community. We have a special interest in housing – from sub- sidized to luxury living. We like to focus on solving issues around how people live and to create spaces to serve those unique needs. TZL: How have you seen CetraRuddy evolve over the years? NR: Our project diversity, complexity, and project size has changed. We work on about 75 percent housing now and are also active in educational pursuits. Our projects range from 5,000 to 1.5 million square feet. We’ve matured. We’re able to solve more complex problems. For 26 years, John and I were the sole partners. We’ve added two partners (both people have been with us for about 10 years), and have an executive committee of 10 people. This has broadended our leader- ship base. TZL: What are your key strengths? NR: Architecture and design is not like what’s represented in the book, Fountainhead . It’s a collaborative game. I’m good at team building and communicating project visions. I work based on a client mission and then develop the program and keep the needs and goals fo- cused. I can translate to the team and provide a road map for design. I zoom in on the es- sence of the project and set the overall proj- ect tone. I ensure we all have a shared goal. I also enjoy mentoring staff and encouraging growth and innovation. I love to see someone who reaches greater heights. It’s not at all po- litical or ego-driven, either. It’s important to see people as individuals with personal goals and aspirations. We try to maintain a very fa- milial atmosphere and celebrate private lives as well as professional. People need to be able to see their daughter’s dance recital. TZL: What’s been a top challenge in run- ning the firm? NR: Six years ago we started to do work on an international level. We’re a very hands- on firm so distance was a challenge. How would we maintain that closeness working on See Q&A, page 8

mber 19, 2016, ISSUE 1180

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