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BUSINESS NEWS LMN ARCHITECTS BEGIN WORK ON BALTIMORE CONVENTION CENTER EXPANSION STUDY LMN Architects , a Seattle-based, multidisciplinary design firm with a reputation for distinctive, community-focused projects, announced its engagement in a study to determine the future of the Baltimore Convention Center, along with Architect of Record, Ayers Saint Gross . Mark Reddington, FAIA, design partner for LMN Architects on the project noted, “This project has the opportunity to shape the future of downtown Baltimore, connecting neighborhoods, building community, and creating a place for broader social and civic engagement, while enhancing the economic vitality of the city. We are honored to be a part of this talented team, and to work on such a pivotal project for the city of Baltimore.” Working with the Maryland Stadium Authority to determine the best solution for both the city and the state, the team will study four alternative development options: ❚ ❚ An expanded and renovated convention center ❚ ❚ An expanded and renovated convention center that incorporates an arena ❚ ❚ An expanded and renovated convention center that incorporates a new hotel ❚ ❚ An expanded and renovated convention center that incorporates both an arena and a new hotel

Take your advice from Mark Zweig to-go.

A recognized leader in the evolution of convention center design, LMN has been involved in the study and development of more than 80 convention center projects across the globe. The firm has leveraged these opportunities to create projects that enrich urban vitality, serving as a catalyst for civic engagement and economic growth within their communities. In addition to LMN Architects, who are leading the development of the master plan and the convention center component of the study, other firms on the team include Baltimore-based Ayers Saint Gross (prime consultant for the team); Perkins Eastman , a New York-based design firm focused on the hotel component of the study; Populous , a globally-based design firm focused on the arena component of the study; and Clark Construction of Bethesda, Maryland. Funding for the study is being provided by public and private sources, including the city and state. Based on the recommendations, a second phase of the study may be authorized in the future. LMN Architects specializes in the planning and design of significant public and private projects, including education facilities, cultural venues, convention centers, office buildings, mixed- use developments, transit stations, and other urban environments that celebrate and enrich communities.

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1200 North College Ave. Fayetteville, AR 72703 Mark Zweig | Publisher mzweig@zweiggroup.com Richard Massey | Managing Editor rmassey@zweiggroup.com Christina Zweig | Contributing Editor christinaz@zweiggroup.com Sara Parkman | Editor and Designer sparkman@zweiggroup.com Liisa Andreassen | Correspondent landreassen@zweiggroup.com

MARK ZWEIG, from page 1

brand. CH2M is a great example of a brand name in water. They get work just because of who they are. There are many other examples, both large and small. Throwing that away may not be smart. On the other hand, my experience is that if you let them keep their name you will have a harder time integrating every other aspect of the firm. Their people may assume it is business as usual – the way it was pre-acquisition – and it might be difficult to change their behavior on other matters. There are pros and cons. Most buyers of AEC firms are other AEC firms, and that is the assumption here. Those who do keep the acquired company’s name usually don’t do so for more than a couple years at most, unless they have a “portfolio” strategy where they keep all their acquisitions functioning independently. Combined names usually result when two strong companies – both brand names – come together. Some may say that’s the way to have the best of both worlds. Some may say that hurts both companies. There is not one best answer. Q: How do you handle a troublemaker in the firm we just bought – i.e., someone who breeds discontent in the troops and clients? A: This is a toughie and may not be easy to solve. The person may be a valuable person to you and part of the reason you bought the company. It could be a former principal or key employee. In any case, it has to be confronted – gently at first and forcefully if that doesn’t work. You cannot let this person go on polluting the minds of anyone who will listen to them or the cancer will grow. The ultimate sanction is to exorcise the demon from the firm. That is a course of last resort because it can generate unwanted negative consequences when this person is popular inside and/or outside of the firm. MARK ZWEIG is Zweig Group’s chairman and founder. Contact him at mzweig@zweiggroup.com.

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THE ZWEIG LETTER October 16, 2017, ISSUE 1220

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