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BUSINESS NEWS WARE MALCOMB
ANNOUNCES WESTMONT
the structure is built on a wood and steel frame. A clean and modern aesthetic was created through careful choice of building materials, including board and batten, stucco, a standing seam metal roof and rough sawn wood bracing. A light and inviting earth tone palette is complemented by crisp white and red cedar. Inside, amenities for residents include an indoor therapy pool, library, theater, beauty salon, activity rooms, full fitness center, full-service kitchen and a commercial laundry center. “Our San Diego team was proud to work closely with Westmont to bring their vision to fruition, and we believe the residents will find it a beautiful place to call home,” said Brian Koshley, regional
director of Ware Malcomb’s San Diego offices. Construction on Westmont of Encinitas was led by general contractor Westmont Construction. Westmont of Encinitas prides itself on providing the right amount of support for seniors seeking active, maintenance-free lifestyles with added help for daily living activities. Established in 1972, Ware Malcomb is a contemporary and expanding full service design firm providing professional architecture, planning, interior design, civil engineering, branding and building measurement services to corporate, commercial/residential developer and public/institutional clients throughout the world.
COMPLETION
OF
OF ENCINITAS, CALIFORNIA Ware Malcomb, an award- winning international design firm, announced construction is complete on Westmont of Encinitas, an assisted living center for seniors, located at 1920 South El Camino Real in Encinitas, California. Ware Malcomb provided architectural services for the 91,334 square foot project. ENCINITAS IN Westmont of Encinitas is a two-story garden-style structure built on 3.2 acres. It incorporates 101 beds and 93 units: 35 studios, 50 one-bedroom units, and eight two-bedroom units. Designed in the Craftsman style with coastal influences,
do the job of an AEC marketing/BD professional, financial controller, IT specialist, office manager, etc. These people think high-level, long-term, are constantly multi-tasking, and generally are required to master a broad spectrum of skills for a wide variety of responsibilities. They amass an enormous amount of contextual knowledge, knowledge of the firm, understanding of how best to support and motivate the technical staff, and they are arguably some of the hardest to replace because rarely is someone waiting in the wings who can be easily plugged in. I am fortunate to know AEC marketers and business developers across the country who are true rock stars. Most have worked very hard, arguably harder than they should’ve had to, for the recognition and authority they deserve. Many of us have been in situations where our work is boiled down to “making proposals look pretty,” or our recommendations for how to win a pitch were disregarded because we weren’t seen as “technical staff.” Don’t make your support staff fight harder than anyone else in the room to be heard. Because these professionals are most often women, they are already working to overcome the challenges of succeeding within a male-dominated industry. What’s more, their unique areas of expertise mean they likely have valuable perspectives no one else can offer. Every successful team is made up of many parts, with distinct strengths and specialties, and a successful AEC firm is no different. Responsibility falls to leadership to set a tone firmwide, one that recognizes and emphasizes the work that’s done by people in every role. It is an understanding that investing in support staff, as well as technical staff, will not only strengthen your company culture, but will also assuredly strengthen your bottom line. When you do that, you will find that such sentiment reverberates throughout the company and its people. It tells everyone at all levels that they matter, that their work matters, and that both are seen and appreciated. Katie Batill-Bigler is marketing director at Patel, Greene & Associates, LLC. Connect with her on LinkedIn .
KATIE BATILL-BIGLER, from page 9
At PGA, our “support staff” span three departments: Administration (financials, office management, and contracting); IT; and marketing (pursuit tracking and proposal development, advertising, graphics, and internal and external communications). The value of their contributions is irrefutable. When we secured a prominent contract last year that required an exhaustive and detailed monthly invoicing effort, we recognized that delivering accurate and reliable progress reports and invoices was just as critical to the contract’s success as delivering quality engineering services. With that in mind, our administration worked to develop a process that has allowed us to consistently submit documents early and accurately. Thanks to the excellence of our administrative staff, our overall capabilities and reliability have been further strengthened in the client’s eyes. When I was considering joining PGA in 2018, I could tell right away the firm understood the value of marketing and business development just by reading the robust job description for my potential position. Since then, our group has optimized pursuit workflows, implemented a CRM system, begun overhauling our website for stronger recruiting and brand positioning, and continued to build a team that has grown in step with the rest of PGA. Our marketing staff can focus on their areas of expertise, while having time to continue exploring new skills, all while understanding their supervisors care about their day- to-day experience and that their hard work is appreciated. The quality of our proposals and presentations, our ability to be proactive and organized, and our commitment to promoting brand recognition all further PGA’s growth. It would be a mistake to assume that just anybody could “Every successful team is made up of many parts, with distinct strengths and specialties, and a successful AEC firm is no different.”
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THE ZWEIG LETTER MARCH 28, 2022, ISSUE 1434
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