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KH: Where to start? Inflation, material costs and availability, ongoing supply chain disruption, threat of global conflict, and an inevitable market correction (the “R” word) have probably gotten the most attention. However, I like to think that we do a good job with identifying potential blind spots by staying engaged with our clients, contractors, and consultants and openly talking about this internally. One of the more recent and less obvious challenges was how much of a hit the professional labor pool took coming out of the COVID years. There was a noticeable drop off in available talent, just to keep up with normal levels of attrition, let alone impacts from the “great resignation.” Our marketing and HR teams have done amazing work to help us differentiate Method, innovate our approach to hiring experienced talent, and find new ways to engage with universities across the state to attract up and coming talent. “Our marketing and HR teams have done amazing work to help us differentiate Method, innovate our approach to hiring experienced talent, and find new ways to engage with universities across the state to attract up and coming talent.” TZL: I like the concept of “ego-free architecture.” Tell me about how this tagline came about. KH: It’s more than a tagline. “Ego-free” isn’t one of the firm’s core values by accident. It’s our commitment to make the profession better. It’s also somewhat of a reaction against a longstanding perception and stereotype that “star-chitects” and “black-cape” architects are the profession. The idea of ego-free architecture came from us understanding that our clients know what their needs are better than we do, so our responsibility is to be facilitators and translators for the built environment. To clarify, it’s not meant to say that we don’t or can’t have ego. We are all human. It’s more about being intentional about putting our ego aside and focusing on our clients’ needs ahead of our own. TZL: Have you had a particular mentor who has guided you – in school, in your career, or
in general? Who were they and how did they help? KH: I’m fortunate to have many. My parents and family created an environment based on sound morals and a solid work ethic, but still made room for play and surprise. Additionally, I’ve had coaches, teachers, and professors who have guided me at critical times to push me beyond what I thought was possible for myself. Early in my career, I can point to a few people in commercial real estate, specifically Brent Wood (EastGroup Properties), as the greatest influence on the importance of a really great team and how to use humor/levity in business situations. It makes it much easier to go through the imperfect parts of the design and construction process armed with both. TZL: How much time do you spend working “in the business” rather than “on the business?” KH: I am 99.9 percent working “on” the business and my role continues to be refined to better support our teams and firm goals. This was a hard transition, coming from an owner/doer model, but it was something that I think all the partners recognize is essential if we want to continue to evolve Method into what we think it can become. TZL: As a Native-American owned firm, is it important to you to pay homage to traditions or the overall culture within the world of architecture? If yes, can you please illustrate with a specific example? KH: Absolutely. This idea of cultural inclusion is key to any piece of architecture, native or not. As architects, we must be in tune with the local community and its needs to create culturally- responsive and useful buildings. Our teams work with several tribes across the country and one of the first steps when starting a new project is to meet with the local community members and tribal leadership to understand their goals and challenges, and to learn more about their traditions, symbology, and history. Each tribe is unique so each design decision must be as well. Respect and listening are the foundation of our strategy when working with tribal communities. TZL: Trust is essential. How do you earn the trust of your clients? KH: Demonstrating accountability and effective communications are important, but I think that authenticity is essential to the early foundation of any successful relationship. Experience certainly doesn’t hurt, but I’m a believer that you need to start on some common ground See TRANSLATOR, page 8
HEADQUARTERS: Houston, TX
NUMBER OF EMPLOYEES: 73
YEAR FOUNDED: 2016
OFFICE LOCATIONS:
■ ■ Austin, TX
■ ■ Dallas, TX
■ ■ Houston, TX
■ ■ San Antonio, TX
MARKETS:
■ ■ Industrial
■ ■ Office
■ ■ Mixed-use
■ ■ Brewery
■ ■ Public
■ ■ Tribal
SERVICES:
■ ■ Commercial architecture
■ ■ Interior design
© Copyright 2022. Zweig Group. All rights reserved.
GUST 22, 2022, ISSUE 1454
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