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ON THE MOVE HUMPHREYS & PARTNERS ARCHITECTS ANNOUNCES NEW LEADERSHIP, SIGNALING A GENERATIONAL SHIFT AND RENEWED VISION Humphreys & Partners Architects, a national leader in multifamily architecture and design, has announced a new leadership team and expanded operational structure, marking a generational transition and positioning the firm for its next 30+ years of design excellence. These changes aim to bring new energy, creative strength, and sharper alignment to the evolving needs of developers, investors, and communities across the U.S. “This is a firm built on design. We’re doubling down on a foundation over three decades strong,” said Robin Bellerby, AIA, newly appointed chief architecture officer. “Clients come to us for thoughtful, buildable, market-savvy solutions – and now, we’re even more focused on strengthening that mission.” Bellerby brings 30 years of multifamily and leadership experience to the role – much of it shaped during her long- standing tenure with Humphreys. In her previous role as senior vice president of Strategy & Risk, Bellerby played a pivotal role in guiding the firm’s strategic direction, overseeing project and
business risk, and aligning architectural practice with real-world performance while navigating the complex demands of today’s development landscape. On the interiors side, Chelsea Dora- Shibley steps into an expanded role as chief interior design officer while continuing as president of HPA Design Group. Under her leadership, the interiors practice has become a thought leader in the multifamily space – bringing elevated, resident-focused experiences to both new construction and renovations. “Our interiors work is about more than just finishes – it’s about creating spaces people want to spend their lives within,” she said. “Whether we’re collaborating with our own architecture team or with external partners, we bring the same attention to lifestyle, function, and design integrity.” This leadership transition comes after the passing of founder Mark Humphreys three years ago and the recent shift of Greg Faulkner, AIA, into a corporate growth-focused role as president emeritus. Faulkner helped guide the firm through its formative years, and his deep connections and relationships will continue to impact its future direction.
“My goal with Mark was to build a firm that clients could count on and that our teams could be proud of,” said Faulkner. “We built a hell of a firm, and I trust this new leadership to keep that fire lit and take it even further.” Brad Tillett, a Dallas native with deep financial and operational expertise, has been named Chief Operating Officer, after joining the firm as Chief Financial Officer in late 2024. He now leads firmwide operations and financial strategy, supported by Erica Brodie, newly appointed vice president of HR and Workplace, who is focused on employee experience and internal culture. “Culture isn’t just about perks – it’s about trust, communication, and clarity of purpose,” said Brodie. “We’re building an environment where people feel supported, connected, and proud of the work they’re doing. When that happens, everything else – the creativity, the collaboration, the results – gets stronger.” Humphreys remains focused on what it does best: delivering standout design, forward-thinking leadership, and dependable execution. With a revitalized leadership team and a clear-eyed view of the future, the firm is poised for continued growth and influence.
to take because of the potential growth that accompanied it. TGE also expanded locally, moving its headquarters to a space nearly triple the size to accommodate rapid growth and provide access for more people in the greater Boise region. THE RIGHT TEAM IS KEY. One of the most important factors when evaluating risk in the industry is having the proper team established to handle it. While a firm may want to double its size in a given amount of time, that may not be realistic without proper processes, procedures, and people in place. When establishing the best team to tackle a risky initiative, it’s important to evaluate the expertise and diversity of skills. Great AEC firms that are growth-oriented often have technical, human resources, operations, financial, business development, and marketing professionals as part of the decision-making team to ensure all angles are being evaluated. Risk is not something that firm leaders typically search for when planning for an upcoming year, but can have significant positive implications if handled properly. Always ensure a high-functioning team is in place, with a well-thought-out plan, and risk can turn into a great growth tool. Duncan Robertson, CPSM, is director of business development and marketing at Tamarack Grove Engineering. Contact him at duncan.robertson@tamarackgrove.com.
DUNCAN ROBERTSON , from page 9
AI is just one of many areas of risk that a firm can evaluate and create a plan for. Every growing and successful firm should create and revisit a strategic plan each year when planning for the next year, and also check on it periodically throughout the year to make sure they’re on track. A strategic plan is a great place to add risky initiatives, dream big, and take calculated risks when planning for the year ahead. A GEOGRAPHIC RISK. At Tamarack Grove Engineering, the firm created a strategic plan in 2023 that aimed to open a new office on the East Coast, knowing they were losing an engineer at the firm headquarters due to relocation. As both a retention tool for that key team member, and to capitalize on the potential opportunities for recruiting new clients and staff in a new geographic region, the firm’s leadership agreed this was a risky but necessary goal. While you can come up with some of the most detailed plans, it’s nearly impossible to plan for every situation that may occur within a calendar year. Not even halfway through 2024, the firm was finalizing plans to relocate an engineer to New Jersey, while also closing on a deal with an engineer and office space in Bozeman, Montana. The Montana engineer new hire and office was not part of the original plan, but it was an opportunity that presented itself and a risk the firm was willing
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THE ZWEIG LETTER OCTOBER 13, 2025, ISSUE 1605
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