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ON THE MOVE DLR GROUP EMPLOYEE-OWNERSHIP GROWS WITH 200+ LEADERSHIP APPOINTMENTS Two managing principals, four senior principals, and 28 principals, as well as 174 senior associates and associates were recently appointed at DLR Group, a 100 percent employee- owned global integrated design firm. “Through appointments, we recognize employee-owners who are driving transformative change in our business and embodying our brand promise to enhance the human experience through design,” said Steven McKay, RIBA, LEED AP, managing principal and CEO at DLR Group. “These visionary leaders exemplify our core values, and their design innovation will ensure our ability to meet the evolving needs of clients worldwide.” As part of a planned leadership transition initiated over the past two years, Pamela Touschner, FAIA, and Peter Rutti, AIA, have each been appointed a DLR Group managing principal. Both are also members of the executive team. Touschner joined DLR Group in 1993. Based in Los Angeles, she leads 290 employee-owners as the California Region Leader, managing operations for six California offices representing more than $75 million of revenue. She has held leadership positions in numerous arms of AIA and NOMA. Rutti joined DLR Group in 2012. As the firm’s chief design officer, he directs all aspects of the integrated design process to achieve DLR Group’s commitment to elevate the human experience through
design. He is a recognized performing arts and cultural institution designer and a faculty associate and visiting critic at design schools across the U.S. DLR Group senior principals are established, visible, respected leaders and mentors who play a key role in establishing and realizing the firm’s strategic goals. Less than 2 percent of the firm’s more than 1,600 staff hold this critical leadership title.
View High School. As an advisory board member, she effectively champions the value of employee ownership. DLR Group principals demonstrate the firm’s core values while proactively, positively, and ethically leading the firm to new levels. The class of 2024 principals includes 28 individuals representing architecture, engineering, interior design, planning, and specialty services. DLR Group also welcomed 79 new senior associates and 95 new associates. Senior associates inspire and mentor others while exhibiting leadership by taking on new challenges and influencing design outcomes. Associates consistently excel in their role while proactively sharing their design voice and contributing to culture. Since the previous year’s appointments, strong organic growth as well as merger and acquisition activity brought 71 additional leaders into the firm with appointments on-hire. This cohort included three executive teammates, Chief Growth Officer Beth Miller and Chief Development Officer Ignacio Reyes, FAIA, LEED AP, both senior principals, and Principal and Global Leader of Equity Diversity and Belonging, Jessica Bantom. Twenty additional principals, 16 senior associates, and 32 associates round out this cohort. DLR Group is an integrated design firm delivering architecture, engineering, interiors, planning, and building optimization for new construction, renovation, and adaptive reuse.
Molly Johnson leads a robust human resources function within the firm, having introduced benefits, compensation, learning and development, performance management, and talent acquisition specialties. She also gives employee-owners critical feedback toward improving DLR Group’s culture with an annual Culture Index. Audrey Koehn, NCIDQ, LEED AP leads the firm’s interior design discipline. She leads a team of more than 175 designers across all of the firm’s client sectors. Adam St. Cyr, AIA, the firm’s Texas region leader, is responsible for growing the business and culture across three offices in one of DLR Group’s fastest-growing regions. He is also an accomplished architect and experienced K-12 education client leader. Carmen Wyckoff, AIA, LEED AP is a project manager and architect specializing in innovative K-12 education facilities such as the MacConnell award-winning Canyon
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every role instead of “good people” who are just going through the motions. So the bottom line is this – if you have too many processors working for you, isn’t it time to take some real action so you are more of a results-generator yourself? I think so. Mark Zweig is Zweig Group’s chairman and founder. Contact him at mzweig@zweiggroup.com. “They put in the time, show up, do all the tasks they are supposed to do, and seem like loyal servants dedicated to the company and their jobs. The problem is they don’t add any value.”
MARK ZWEIG, from page 5
Sometimes, people who start out as results-generators metamorphose into processors. What causes people to become processors? A number of things. Loss of belief in the real purpose of the organization so they get turned off. Achieving personal financial or career goals so motivation wanes. Personal problems that become more important than the job. Fear of change and resulting aversion to all risk in trying something new. There are many factors – some within the control of the company, and some not. Obviously, you need to be concerned with the things you can control about the company that would demotivate a good person and turn them into a processor. But it’s not all within your control. And ultimately, all that matters is the individuals and how they are doing their jobs in spite of issues in the firm or outside of it. YOUR mandate is to have results-generators in
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THE ZWEIG LETTER OCTOBER 21, 2024, ISSUE 1558
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