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To address this, we’ve developed a growth strategy that’s based on finding extraordinary leaders. This requires in-depth knowledge of each employee’s strengths, goals, aspirations, and personal challenges. This knowledge is gained through assigning each team member challenging assignments with every project, formal performance planning discussions, and informal interactions. TZL: Trust is essential. How do you earn the trust of your clients? DK: Client trust is fragile and at times can be armor-clad. Perhaps the most important way we earn our clients’ trust is through clear communication, listening, and responding nimbly, accurately, and creatively. Once trust is earned, they’re our best advocate. However, the way to ensure that trust continues is to perform at our best when times are tough. These are our best opportunities to show them what makes us tick. TZL: You’ve been firm president for a little over five years. What springs to mind as an accomplishment that you’re most proud of? Why? DK: Embracing the firmwide culture and expertise that existed prior to me joining Hanbury and focusing our firm to be a talent- based one. We’ve brought in additional design and market leadership and grown the firm three-fold. While we are now in multiple locations, the culture is “OneHanbury” and it contrasts many of the large firms that seem too interested in corporate growth, expansion, and growth of stock value to focus on each individual’s potential within the firm. “Perhaps the most important way we earn our clients’ trust is through clear communication, listening, and responding nimbly, accurately, and creatively. Once trust is earned, they’re our best advocate.” TZL: Who are you admiring right now in the AEC industry? Where do you see thought leadership and excellence? DK: I’ve been working closely with Höweler + Yoon in Cambridge, Massachusetts, on the Karsh Institute of Democracy at the University of Virginia. The company is relatively young – it was founded in 2004 – however the impacts of their work, research, unique variety of projects, and contributions to educating
the next generations of young architects are remarkable. I believe their practice is a model of what’s possible, not confined by pre- conceived norms – stretching the possible while not taking unnecessary risks on unlikely outcomes. “Talent is key to success and motivated talent will always be successful.” TZL: What skills are required to run a successful practice? What do you wish you knew starting out that you know now? DK: Talent is key to success and motivated talent will always be successful. I’ve been a student of the profession for many years. Starting as a design architect, I believed that good design would be the best business model. However, over the years I have come to understand that good design is essential, but those that thrive have more – they provide something for their people, their clients, and the community that is sought out. I think the ability to design with ideas that stretch our clients’ reach, to tell clear stories that elevate the ideas around the project, to have the ability to deliver those ideas within the framework provided, and to have fun doing it is a pretty great way to practice. TZL: Tell me about the Legacy programs. How did they come about? What do you hope to get out of them? How do they relate to the concept of a “living company?” DK: Our Legacy programs are very unique. They were developed to create better connections to address the “Why?” of what made us get into the profession in the first place. For many in the profession, school is the best time of our careers. We’re challenged to think broadly, to see things globally and to collaborate with others. This spirit of exploration is the foundation of the Legacy Programs and each one contributes to our culture in a different way: 1. Jane C. Rathbone Design Retreat. Annually, about 10-12 employees are selected to travel abroad and immerse themselves. The travel is curated to include visits to significant architecture in the region as well as visits with notable architecture firms. Most of the trips are to Europe and often are collaborations with universities with overseas programs. Destinations have included: Riva San Vitale, Genoa, Copenhagen, Shanghai, Zurich, Venice, Barcelona, Bilbao, Egypt, See EMPOWERING TALENT , page 8
HEADQUARTERS: None – Hanbury is one firm located in:
Norfolk, VA
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Richmond, VA
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Raleigh, NC
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Baltimore, MD
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Blacksburg, VA
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Clemson, SC
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NUMBER OF EMPLOYEES: 120
YEAR FOUNDED: 1979
MARKETS:
Higher education
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Science and technology
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Civic/community
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SERVICES:
Architecture
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Interior design
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Planning and urban design
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Laboratory planning
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© Copyright 2023. Zweig Group. All rights reserved.
RUARY 27, 2023, ISSUE 1478
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