ON THE MOVE WARE MALCOMB ANNOUNCES JASON DOOLEY PROMOTED TO PRINCIPAL IN ATLANTA OFFICE Ware Malcomb , an international design firm, announced Jason Dooley was promoted to principal in the firm’s Atlanta office. In this role, Dooley is responsible for leading the overall growth and management of the firm’s offices in Atlanta and Miami, with other responsibilities encompassing the Southeast region. Dooley brings nearly 22 years of design and construction experience to the Ware Malcomb team. He joined Ware Malcomb in early 2016 as regional manager to open and grow the firm’s new Atlanta office, and was promoted to regional director in 2018. Since his hire, Dooley has successfully connected with Ware Malcomb’s national clients in the Atlanta market, as well as made new connections throughout the region, with projects spanning beyond Georgia to include North Carolina, South Carolina, Tennessee, Alabama, Mississippi, Florida, Louisiana and
Virginia. His architecture and interior design expertise includes build-to-suit, building expansion, building renovation, complex tenant improvements, industrial, healthcare, office, science and technology, multi-family and higher education projects. “Ware Malcomb’s Atlanta office has experienced tremendous growth under Jason’s leadership, prompting the firm’s recent expansion into a new, larger office space in the Buckhead business district,” said Kenneth Wink, CEO of Ware Malcomb. “With this promotion to principal, Jason is now taking on responsibility for overseeing the growth of the firm’s Miami office as well. We look forward to Jason’s continued success in growing Ware Malcomb’s presence in the Southeast region.” A registered architect, Dooley holds bachelor’s and master’s degrees from the Georgia Institute of Technology in Atlanta. He is an active member of industry organizations including the National Association of Industrial.
Dooley was one of three people recently elevated to the position of principal within Ware Malcomb’s offices across North America. Ware Malcomb also announced the promotion of Mary Cheval to principal, interior architecture and design in the firm’s Irvine, California, office and Edward Mayer to principal, architecture in the Newark, New Jersey office. Established in 1972, Ware Malcomb is an international design firm providing planning, architecture, interior design, branding, civil engineeringandbuildingmeasurement services to commercial real estate and corporate clients. With office locations throughout the United States, Canada and Mexico, the firm specializes in the design of commercial office, corporate, industrial, science and technology, healthcare, retail, auto, public/educational facilities and renovation projects. Ware Malcomb is recognized as a Hot Firm and Best Firm to Work For by Zweig Group.
MEGAN BERGSTROM & VALERIE HENDEL, from page 11
the only one talking, step back and invite others’ input and give their ideas equal weight. If your team has differing ideas about how to approach a project, go back to the vision and goals to evaluate which ideas will best achieve those goals. ❚ ❚ Give your time. Marketing is a time-driven profession, and your team needs to meet their goals and deadlines. They know best how much time they need to build in for research, writing, and editing to produce quality work. Make their deadlines your deadlines, since they will build in time for final editing, timely turnaround, and all the things that make our clients happy. Principals are a vital resource for marketing content and need to be available to answer questions, provide information, and respond in a timely manner. One strategy to get information to your team quickly and efficiently is have them interview the project manager, or subject matter expert directly. Concepts are clarified on the spot allowing your team to generate highly effective content. Finally, a good editing protocol should never be sacrificed because of a failure to get materials to marketing on time. A low-quality proposal or project is less persuasive to your audience and can even cast your firm’s credibility into doubt. When principals commit to a pursuit, they are investing time to work with the marketing team. Timely responses allow the marketing team to budget the appropriate time and resources to meet the deadline and produce a solid product, one that reflects well on your firm’s capabilities. Supercharging your relationship with your marketing team will unleash marketing potential. It will help drive your team’s success in connecting your firm’s service, culture, and leadership to your clients and prospective employees. When principals use an effective go/no-go process and partner with their marketers, they set up their marketing teams for maximum efficiency and productivity that returns more of the wins your entire team can celebrate. MEGAN BERGSTROM, marketing manager, and VALERIE HENDEL, marketing coordinator, lead marketing efforts for PCS Structural Solutions, which provides structural engineering services to clients across a diverse array of markets. Megan and Valerie can be reached at email@example.com and firstname.lastname@example.org.
can set meaningful goals and develop an on-target strategy to meet your goals. Equally important is establishing who you are trying to reach. The why and who will orient your marketing team closer to the target. They will inform many of the core decisions your marketing team will use to put together a successful project such as type of collateral, content, voice, and where to publish, for example. Whether you draw a schematic for your team, create an outline or brainstorm together, give time upfront to get on the same page with your marketing team. “Supercharging your relationship with your marketing team will unleash marketing potential. It will help drive your team’s success in connecting your firm’s service, culture, and leadership to your clients and prospective employees.” ❚ ❚ Leverage team strengths to get the best ideas. Collaboration yields a higher-quality, better informed product. If you want the best from your team, you need your marketing team participating as full and equal partners to your company’s success. It’s the nature of team dynamics that your staff defer to leadership. For that reason, it’s up to leadership to intentionally build a collaborative culture. A dynamic team asks questions that will help them articulate your vision, generate viable ideas, and produce relevant suggestions and recommendations. When you actively promote shared ownership of a pursuit, you will get the best out of your team. Work in your strength and allow your team members to work in theirs. Lean on your team’s knowledge about industry best practices and let them be experts in their field. Your team can establish editing protocol and liaise with the publication, platform, and client to ensure for deadlines, style guides, word limits, and publication goals. Invite push back from your team. If you’re
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THE ZWEIG LETTER JULY 20, 2020, ISSUE 1353
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