1183

BUSINESS NEWS EYP ANNOUNCES PLANS TO ADD STANLEY BEAMAN & SEARS In response to the critical need for better healthcare environments for children, EYP Inc. , national leader in sustainability and comprehensive high-performance design, announced its intent to acquire Atlanta-based Stanley Beaman & Sears , an award-winning architecture and interior design firm and pioneer in the design of children’s hospitals. This union brings an additional specialization to EYP’s healthcare practice and specifically addresses the global need for high-quality, innovative pediatric care facilities. Stanley Beaman & Sears was the first to integrate technology for education and entertainment into children’s hospitals to enhance young patients’ journey to health and wellness. Sharing EYP’s commitment to expertise driven design, Stanley Beaman & Sears has worked on pediatric care facilities for renowned clients, including St. Jude Children’s Research Hospital, Nemours Children’s Hospital, Children’s Healthcare of Atlanta, University of Chicago Comer Children’s Hospital, Children’s Hospital of New Orleans, and University of Virginia Medical Center, among others. Additionally, the pediatric firm is involved with a range of philanthropic work in support of child health in Africa. The addition of Stanley Beaman & Sears continues to grow EYP’s international healthcare presence. In 2014, EYP acquired

WHRArchitects to lead its healthcare practice, which is consistently ranked No.1 in healthcare renovation by Health Facilities Management Magazine . The group has seen continuous success and recognition for their deep expertise in evidence-based design, patient- centered care and behavioral healthcare in both new and renovation projects, such as Stamford Hospital, Jersey Shore University Medical Center, Fulton State Psychiatric Hospital, and Denmark’s Bispebjerg Somatic Hospital. As the premier pediatric design firm practice in the U.S., Stanley Beaman & Sears complements the expertise of the group and expands EYP’s team of experts in healthcare design, client-focused care and biomedical research. The combined resources of WHR Architects and Stanley Beaman & Sears now places EYP among the largest healthcare design practices in the country. Stanley Beaman & Sears also brings added expertise in experiential graphic design and interior design to EYP, complementing EYP’s offerings for the government, higher education, healthcare, science and technology, and corporate industries. Stanley Beaman & Sears has provided these areas of expertise for such clients as Georgia Institute of Technology, University of Virginia, Children’s Healthcare of Atlanta, Children’s Hospital of Philadelphia, the Georgia Museum of Art, and the new Mercedes Benz Stadium in Atlanta.

“We design for clients who recognize that the fulfillment of their mission is directly linked to the performance of their facilities. For more than 40 years, we have helped those clients – institutions of higher education, federal agencies, corporations, and healthcare providers – advance their vision and goals by providing environments that are informed by deep, relevant knowledge,” said Tom Birdsey, AIA, president and CEO of EYP. “EYP and Stanley Beaman & Sears are united by passion and purpose, fueled by innovation, and focused on furthering our clients’ missions. Together with Stanley Beaman & Sears, we will continue to advance new methods of delivery that respond to the ever-changing needs of pediatric facilities nationwide. Expertise-driven design is our mission – it’s how we help our clients realize their vision.” “It’s hard to imagine a better fit for our culture than EYP,” said Kimberly Stanley, AIA, principal of Stanley Beaman & Sears, “and the benefits to our clients are outstanding. Both firms see design as a collaborative journey of discovery with our clients. We’re excited about having in-house engineers and energy specialists on our project teams as well as being able to offer EYP clients new expertise and services.”

is in line with your strategy and communicated to your entire team. 5)Improve automation. In the event of another recession, being efficient and automated will give you a competitive advantage and allow you to be leaner. Technology is cheaper than human capital, and optimizing the use of the systems you have already invested in is a great start. Those firms that use their systems, and especially those systems that improve project management, already have a competitive advantage. By increasing the operational and financial performance of your firm, you can make your firm more valuable, efficient, and better prepared for any economic climate. Whether the next recession is big or small, long or short, having a lean and operationally optimized business will go a long way toward long-term survival and growth. JUNE JEWELL is president of AEC Business Solutions. Connect with her on LinkedIn and learn more about how to improve your firm’s financial performance at aecbusiness.com. “Whether the next recession is big or small, long or short, having a lean and operationally optimized business will go a long way toward long-term survival and growth.”

JUNE JEWELL, from page 11

few trends I’m seeing in this area are broadening the net of ownership in the firm, investing in developing future leaders, and improving the performance management process and approach. A more professional approach to employee success will help to keep employees satisfied and committed. 3)Differentiate your firm. Breaking the commoditization trap is something that many A/E firms are struggling with right now. Even though work is plentiful, pricing your services based on the value you offer clients is still a new concept for the industry. By exploring where you firm is better, and saves your clients’ money, you can start to put together messaging that is different than your typical competitor. “By increasing the operational and financial performance of your firm, you can make your firm more valuable, efficient, and better prepared for any economic climate.” 4)Explore different strategies. Many firms meet on an annual basis to discuss strategy but either don’t explore new options, or fail to implement the ideas from these retreats. Deciding to pursue a new strategy – whether it is a new line of busi- ness, client industry, different services or geography, requires sticking with a plan and refusing to pursue work that is not in line with the new strategy. Make sure your go/no-go process

THE ZWEIG LETTER January 16, 2017, ISSUE 1183

Made with FlippingBook Annual report