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work-life balance. What the pandemic taught us was how to do it better. We invested in a lot of new technologies that allowed staff to connect more seamlessly. There was a particular focus on collaboration tools that allowed our design process to flourish while we were not together. The discussion now is around the right balance between in-office and out-of-office work. We acknowledge that our work benefits from being together so that incidental interactions happen. These interactions support new ideas, quality assurance, and mentoring. “I believe that collaboration is the key to success here, and I recognize that I don’t have all the answers. I like to foster an environment that allows individuals to participate in the discussion with the goal of finding common ground.” TZL: What role does your family play in your career? Are work and family separate, or is there overlap? JB: My career and my family have been intertwined since the start. I met my wife in graduate school as she is a designer too. We are connected through design, and we find that a lot of “free” time is spent on activities that involve design, searching for Russell Wright pieces, or the constant renovation and work on our house. And, we’re now seeing that our daughter is catching the “design bug” too. Design is a 24-hour life for us which gives us the ability to relate to each other’s issues as we advance through our careers. TZL: What type of leader do you consider yourself to be? JB: When I started out in my career, I didn’t start out to be a leader; I started out to be an architect. That’s still very much part of my being. I look for innovative solutions for a particular problem. It’s safe to say that this same mentality has found its way into my leadership capabilities. I strive to understand a particular situation and then find an elegant and efficient direction to proceed. I believe that collaboration is the key to success here, and I recognize that I don’t have all the answers. I like to foster an environment that allows individuals to participate in the discussion with the goal of finding common ground. But I also believe that I have a
good sense about when the group needs leadership to move to the next level and I’m not afraid to provide that leadership. Also, it’s difficult to talk about leadership without talking about being inspiring. I’m not necessarily a “cheerleader,” but I inspire by being a role model. TZL: Are you using the R&D tax credit? If so, how is it working for your firm? If not, why not? JB: Yes, and it’s been working quite well. The financial benefit we gain allows us to dive deeper into our strategic initiatives. For example, we’re working to make significant reductions in the carbon footprint on all of our projects. This credit allows us to invest in tools and additional time to further respond to this critical need. TZL: Ownership transition can be tricky, to say the least. What’s the key to ensuring a smooth passing of the baton? What’s the biggest pitfall to avoid? JB: I was very lucky to find GGLO because from the conception of the firm, it has been focused on providing a future for all of its employees. The founding owners were proactive about creating an ownership transition that allowed for this to happen. They started early and we continue with that tradition as we search out young talent that can take the firm into the future. Just last year, we brought on five new owners and we’re excited by their ability to do this. We strive to always have a balance between owners who are investing in and owners who are divesting out. There is a lot of energy in this dynamic that we strive on to do better work. To avoid the pitfall is easy: Start early. TZL: According to the “Design Process” statement on your website, GGLO “works to transform an environment in ways that enhance its beauty and support the well-being of people and planet.” Can you provide a recent example that touches on all points here? See FOCUSED, page 8 its employees. The founding owners were proactive about creating an ownership transition that allowed for this to happen.” “From the conception of the firm, [GGLO] has been focused on providing a future for all of
HEADQUARTERS: Seattle, WA
NUMBER OF EMPLOYEES: 119
YEAR FOUNDED: 1986
OFFICE LOCATIONS:
❚ ❚ Seattle, WA
❚ ❚ Los Angeles, CA
❚ ❚ Boise, ID
PRACTICE:
❚ ❚ Architecture
❚ ❚ Urban design
❚ ❚ Planning
❚ ❚ Research
❚ ❚ Interior design
❚ ❚ Landscape architecture
© Copyright 2021. Zweig Group. All rights reserved.
OBER 11, 2021, ISSUE 1412
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