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TRANSACTIONS GLOBAL ARCHITECTURE & DESIGN FIRM, CORGAN ACQUIRES DYER BROWN & ASSOCIATES Global architecture and design firm Corgan has acquired Boston-based Dyer Brown in a move grounded in shared values and a commitment to design excellence – strengthening their collective impact. This addition reinforces Corgan’s presence in the Eastern United States – adding to its established New York and Washington D.C. offices while providing Dyer Brown’s clients and team access to broader expertise and national reach. Corgan, ranked as the fourth largest architecture and design firm in the U.S., has a large interiors and workplace practice serving global clients across financial services, consulting, technology and consumer brands. Dyer Brown, a 56-year-old firm, has a diverse interiors portfolio including hospitality, retail, building repositioning and healthcare with deep experience in workplace – all of which aligns with Corgan’s expertise. “This partnership was driven by more than just strategy – it’s about cultural and creative alignment,” said Scott Ruch,
CEO of Corgan. “Both firms share a belief in the power of design, a commitment to client relationships, and a people-first culture. We’re excited about what we’ll accomplish together.” Corgan, an 87-year-old firm, has experienced significant organic growth and operates in 19 offices across the U.S., U.K., Dublin and Singapore with more than 1,200 employees. Dyer Brown’s portfolio of work and nearly 30 employees, including the firm’s principals, as well as current office, will now operate as part of Corgan’s global practice. “It is an exciting time to join Corgan,” said Brent Zeigler, Dyer Brown’s President and Principal. “From the start, it was clear that this was more than an acquisition – it was a values match. Corgan’s global platform will create new opportunities for our team and our clients, and we’re confident this move allows us to grow while continuing to do the work we love.” Corgan services a variety of sectors and ranks as the No. 1 data center and No. 2 aviation architecture firm as well as an Interior Design Giant and American
Society of Interior Designers Firm of the Year. Corgan and Dyer Brown share a legacy of design excellence and trusted client relationships, each with a strong portfolio and a high percentage of repeat client work – a testament to the quality and consistency they deliver both in the US and internationally. “Similar to Corgan, Dyer Brown has a strong workplace interiors portfolio and by joining forces, we are amplifying our workplace practice – bringing together deep expertise in strategy, design, and delivery to create environments that elevate employee experience and reflect the evolving role of workplaces for organizations today,” said Lindsay Wilson, president, principal and Interiors Sector leader for Corgan. “We are thrilled to collaborate with a team that shares our passion for purposeful design and innovation, and we look forward to what we’ll build together – spaces that inspire people and drive organizational impact.” Corgan is an employee-owned architecture and design firm with 20 locations and more than 1,200 team members globally.
6. Implement an ongoing client satisfaction monitoring and reporting program through a third-party provider. I recently had one of these interviews with someone who was outside the service provider and being paid to conduct them. When she asked if I had any advice for the business owners I suggested they keep doing these interviews every month and provide the results to all employees in the business. That way it’s not a once a year, or once every five years deal, and the frequency of feedback may encourage changing more rapidly based on the feedback they are getting. This is a great strategy to make improving service quality real. 7. Provide company cellphones to all employees at no charge, but insist they try to respond to after-hours calls, texts, and emails. Have all timekeeping and expense reporting through an app on everyone’s phone. We all know responsiveness is one of the most important aspects of client service, so do what it takes to help make that real. Plus it is also a great benefit for your people and not that costly to implement. Another great strategy you could use. There are many more of these strategies you could employ if you wanted to. But regardless, whatever strategies you are using, I would recommend that you write them down, get concurrence amongst all management, and share them with your people. Don’t assume everyone in your firm actually knows what your strategies are. Mark Zweig is Zweig Group’s chairman and founder. Contact him at mzweig@zweiggroup.com.
MARK ZWEIG, from page 5
is because they often think management goes along with ownership, that all owners have to be on the board of directors, and/or that owners are unaccountable to anyone. None of this has to be the case. It’s all self- imposed. Selling small bits of ownership to key people gives them a chance to build wealth outside of their homes or 401(k) plans. It ties them to the company more than not being an owner. And it rewards them if the company is successful. All good things. It also improves the firm’s balance sheet. So I would make this part of my strategy. 4. Implement open-book management for all employees. I will be talking about the benefits of OBM until I keel over because it builds trust with management and any firm can do it. It also teaches your people how the business makes money which helps train the next generation of managers. Always a strategy I would implement. 5. Pay a certain percentage of cash basis profits out to all employees on a monthly basis. Make everyone feel like an owner. And don’t wait to do this once a year. Get people in the firm used to the idea that if the firm makes money, so do they. And also get them believing that every month could be a good month if the firm generates sufficent revenue to justify sending out the bills that they can then help collect on. Cash basis is crucial here, as is the frequency of payout. Annually is too long to wait.
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THE ZWEIG LETTER SEPTEMBER 15, 2025, ISSUE 1601
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