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Posted By SDA National,
6 hours ago
Updated: 5 hours ago
The Problem: Being Heard But Not Heeded
At a recent gathering of A|E accounting personnel, they were heard voicing the issues that often surprised management at year-end. More importantly, they weren’t taking action on the facts being delivered to them. For example, why didn’t they stop working with the client who is not profitable and doesn’t pay on time? Why don’t they realize that man cannot live on bread alone, architects can’t live just on K-12 schools or multi-family housing, and engineers can’t just chase municipal water projects?
My observation from my years as a consultant, hearing this complaint from many, many clients, and as a Controller in industry, listening to my staff complain, was that they had not built up their credibility within leadership enough. They had not presented solutions along with the facts, analysis, and trends.
The Hidden Challenge: Overlooking Your Secret Strengths
This credibility gap is often compounded by a deeper issue that operations professionals face. As Harry McCracken, global technology editor at Fast Company, explains in his article “Why you’re overlooking your secret career strengths (and how to start recognizing them):“ “When a talent comes naturally, without deliberate effort, we often don’t recognize it as a strength.”
He uses Katherine, a talented up-and-coming leader at a high-growth technology company, as his example. Still, it could be anyone in operations in the A&E industry who recognizes their value and strengths but considers themselves unheard.
“Like many leaders, Katherine was aware of the skills that were closely tied to her job description, but didn’t have the full picture of the value she was bringing to the organization.”
“When a talent comes naturally, without deliberate effort, we often don’t recognize it as a strength. Skills like critical thinking, problem solving, or strategic insight can feel so effortless that we don’t notice them in ourselves. Or sometimes, we assume others are equally adept at the same skills, and dismiss their value.”
This scenario is what I see happen time and time again. We are operations people; we just get it, but because we do, we often forget that the technical guys don’t have the same skill set. Our biggest challenge is to have an impact. We must have credibility and deliver the message in terms that resonate with them. They are not adept at the same skills. Why do MBA candidates spend so much time creating PowerPoint decks? They know they must tell a story and communicate their advice on the client’s terms.
The Foundation: Building Credibility
As John Maxwell says in The 21 Irrefutable Laws of Leadership, you must first become self-aware. Harry McCracken further explains, “Uncovering the true essence of your unique contribution can be an illuminating process that strengthens your personal brand and boosts your leadership effectiveness.”
How do you build credibility in our world?
You know your stuff. If a junior architect complains that the time system isn’t correct, and they didn’t spend all that time on the project, can you literally trace the project report back to their timesheet? If someone asks how the project multiplier is calculated, can you quote the formula verbatim? If someone asks why client or project diversity is important—you know why and you’ve done the research—can you communicate it?
You study, and you obtain an industry- and position-specific credential. Suppose you missed the opportunity to obtain the education required for an MBA or the experience needed for a CPA or CMA. In that case, several credentials are valuable in our industry: CDFO, CDT, LEED AP, CPSM, SHRM-CP, and the new CDFO-FM. These are generally a combination of education, experience, and examination. They take time, but they’re worth it. You’re worth it.
You join, are active in, and take on a leadership role of an A|E industry organization—and let management know. SDA comes to mind—obviously—but also make sure you’re in consideration for your local Chamber of Commerce’s leadership training or ACEC’s Leadership series, to name two. ACEC offers associate memberships, too.
Make sure you don’t overlook your secret career strengths. Recognize and articulate the natural talents that you might take for granted but that add tremendous value to your organization.
Learn a new vocabulary. So rather than:
“Here are the Ajera Reports.” → “Here is the financial data and analysis I’ve prepared so we can review project performance.”
“Here’s the benefits package.” → “Here is the newly designed benefits structure I’ve put together for us to discuss.”
“Here’s the salary plan.” → “Here is the research and incentive compensation plan I’ve structured for us to evaluate.”
Liz Harris, FSDA, at Kevin Harris Architects, explains it like this: “The work is identical—but now the expertise behind it is visible. And that matters because when administrators name their analysis rather than the paperwork, others start to see the role differently. And just as importantly, so do they.”
The Payoff: What Becomes Possible
Once you are aware of your intrinsic strengths, hone your skills, build your credibility, and recognize the value that operations information can deliver to the overall health of the firm, here’s what becomes possible:
You will have greater influence on the outcomes. “Owning and leveraging your key strengths can increase your confidence, clarity, and credibility, making you more magnetic and influential.” Your operational leadership will keep the firm on a steady financial course.
You will increase your influence to fuel innovation. “Unearthing strengths like vision, creativity, or strategy can give you permission and embolden you to step outside your lane, challenge the status quo, speak up with new ideas, and pursue opportunities you may have previously dismissed.” Having the financial and operational facts—and their impact—at your fingertips, along with your improved credibility and self-assurance, will put you and operations front and center in firm management.
SDA does not endorse any products or services mentioned, and SDA does not assume responsibility for any circumstances arising out of the interpretation, application, use, or misuse of any information presented. SDA recommends that the reader consult the appropriate legal, financial, or human resource counsel before implementing the information contained herein.
Posted By Justin Hoff, CDFA,
Tuesday, April 7, 2026
Updated: Tuesday, April 7, 2026
As part of our Administrative Professionals Month celebration, SDA is highlighting the professionals who keep A/E/C firms running—those who bring clarity, connection, and consistency to their organizations every day.
This week, we’re sharing a perspective on career growth and the power of community to help you move forward by Justin Hoff, CDFA, Chief Operating Officer with Emergent Architecture in Cedar Rapids, Iowa.
When I started in the AEC industry back in 2008, my title was Office Manager. I was eager to learn, but I also knew I needed support and resources that spoke to the realities of our work. Generic training just didn’t cut it and I wanted something that understood the nuances of design firm operations. That’s when I found the Society for Design Administration (SDA).
SDA became more than a professional association to me. It was a lifeline of resources, a network of peers, and a community that believed administrative professionals weren’t just support staff we were essential partners in firm leadership.
Back in those early years, I remember seeing the Certified Design Firm Administrator (CDFA) credential and thinking, “I’ll never get there.” Still, I put it on my list as a long-term goal. More than a decade later, in 2021, I finally accomplished it. Earning that certification was incredibly uplifting and it gave me confidence in my own expertise and proved that perseverance pays off. That confidence inspired me to push even further, and just a year later, I earned my SHRM-CP credential to strengthen my HR knowledge.
Over the years, SDA supported me as I moved from Office Manager to Business Manager, and later to COO. At each stage, the community gave me tools, mentors, and confidence to take the next step. Every milestone reinforced what SDA has always stood for: that the skills and leadership capacity of administrative professionals matter not just to us, but to the firms we serve.
In addition to my own career journey, I’ve had the privilege of giving back to SDA by serving on the Innovation in Education Committee, the Membership Committee and the Certification Committee, for the past two years. One of the projects I’m most proud of is helping create the new guide for the Certified Design Firm Operations (CDFO) program. Because of my involvement in shaping the program, I won’t be able to earn the credential myself for a couple of years but pursuing CDFO is now my newest SDA goal.
I also serve as a Member at Large, since I don’t have a local chapter in my area. What I’ve discovered is that this role can be just as powerful and sometimes even more so because it allows me to support chapters across the country. Being a Member at Large has opened the door for me to collaborate widely, share resources, and help strengthen SDA in multiple regions, not just one. It’s proof that no matter where you’re located, there’s a place for you in this network.
I’ve also been actively engaged with the Pacific Northwest Chapter, where I am co-leading a four-part AI webinar series alongside Carrie Hubbard, showcasing how emerging technologies can shape the future of firm administration. Collaborations like that remind me how powerful this community is. SDA isn’t just a professional association, it’s a network of amazing individuals who push each other forward, share knowledge generously, and empower one another to lead.
I never sought recognition for this work, but at the 2025 national EdSymposium Conference, I was honored with the SDA All Star Award. That moment reminded me that our efforts, the committees, the programs, the mentoring, the connections all truly go a long way and are noticed.
And it’s the network that makes the biggest difference. At a First Friday Coffee, I connected with Melanie Schmidt, who shared her firm’s experience using Deltek Ajera for ERP and Unanet for CRM. At the time, my own firm was considering that exact mix of programs, and Melanie’s firsthand feedback was critical in helping me get the project off the ground. That same First Friday Coffee connected me to Dana Sather, a Deltek Ajera Consultant and SDA member, who guided me in learning Ajera since my background had been primarily in VantagePoint. Those conversations alone saved me months of uncertainty and thousands of dollars in missteps.
The sheer volume of resources SDA offers form blogs, knowledge papers, white papers, templates, and AEC-specific guides is worth the membership fee ten times over in a single year. Add to that the ability to ask tough questions of peers, get honest feedback, and learn from others’ experiences, and the value becomes immeasurable. Time and again, SDA has helped me save both time and money by ensuring I had the right information before moving forward with major decisions.
Growth never really stops, and I believe in leading by example. Right now, I’m also studying for my Lean Six Sigma Black Belt, adding yet another tool to support operational excellence in our industry.
And that’s really the heart of SDA: wherever you are in your career, there’s a place for you to learn, grow, and lead. For some members, that looks like finding confidence in a first role. For others, it’s breaking through plateaus and stepping into new responsibilities. For all of us, it’s about knowing you’re not alone and that this community is proof that growth is possible.
So whether you’re just starting out, looking to level up, or considering what comes next, SDA can help you go further. This community is proof.
If Justin’s story resonates with you, we invite you to continue the conversation:
Leave a comment below to share your thoughts or encourage a fellow member
Posted By Jennifer Greene, CDFO,
Tuesday, March 31, 2026
Updated: Tuesday, March 31, 2026
SDA’s transition from Certified Design Firm Administrator (CDFA) to Certificate in Design Firm Operations (CDFO) reflects the evolving leadership role of today’s design firm professionals. To recognize the strength of the original CDFA, existing holders completed only the new Leadership section of the exam. Those who passed earned the CDFO—demonstrating both deep operational knowledge and the leadership skills shaping the future of the profession.
Penny Nelson, FSDA
Chief Financial Officer at Douglas Pancake Architects, Inc.
What inspired you to pursue the CDFO certification after having received your CDFA?
As an SDA Fellow, I felt that I needed to set a good example for the members. I also like to keep current with my certifications.
How has earning your CDFO credential impacted your confidence, skills, or credibility in your role?
It has given me some great insight into the leaders of our firm, as well as understanding my own leadership style and what I need to do to enhance my skills.
Were there any doubts or hurdles you had to overcome in deciding to take the Leadership Section? How did you move past them?
I haven't had to study for an exam since obtaining my CDFA. I'm used to studying for facts, and this section is more about theory, so it was a bit more difficult to solidify the information in my head.
What surprised you most about the preparation or exam process?
The theoretical aspect of the section. I didn't realize I would struggle with that.
Did you engage with the Path2Success program, CDFO Study Group, mentor, or other resources? If so, how did it help?
No.
What topic or section challenged you the most--and how did you tackle it?
Understanding the subtle differences between the 21 laws was a challenge.
How have your employer or colleagues responded to your certification?
Just congratulations, nothing more.
What would you say to someone in the A/E industry who is unsure if the CDFO credential is worth it?
Obtaining the CDFO provides an instant confidence boost! You have proven your expertise in the industry.
Posted By Innovations in Education Committee,
Thursday, March 19, 2026
Updated: Thursday, March 19, 2026
What Is Servant Leadership?
Servant Leadership is a leadership style that prioritizes the growth, well-being, and empowerment of others. While traditional leadership often emphasizes organizational success first, servant leadership flips the perspective: it exists to serve people, ensuring the organization succeeds through their success.
First introduced by Robert K. Greenleaf in the 1970s, servant leadership has since been widely adopted across industries for its ability to foster healthier, more engaged workplaces. For administrative staff in the AEC industry, this approach resonates deeply. Operations personnel, whether in accounting, project management, marketing, or administration, often lead by building trust, fostering collaboration, and ensuring that projects and people succeed together, hallmarks of servant leadership.
We can express it simply as Compassion, Character, and Competence—or expand it into ten guiding principles.
Ten Principles of Servant Leadership
Listening – Ask questions and truly listen. Conversations reveal needs, build trust, and spark solutions.
Empathy – Understand the perspectives and emotions of your colleagues to create a supportive environment.
Healing – Address conflict with patience and compassion. True servant leaders model resilience by practicing self-care as well.
Awareness – Know your own strengths, blind spots, and biases. Self-reflection helps align actions with your team’s best interests.
Persuasion – Influence through reasoning and trust, not authority. Inspire buy-in for shared goals.
Conceptualization – See the bigger picture. Look beyond day-to-day operations to envision what’s possible and set ambitious goals.
Foresight – Use intuition and experience to anticipate challenges and prepare your team to navigate them.
Stewardship – Act as a caretaker of your organization and people. Stewardship builds trust and empowers others to succeed.
Commitment to Growth – Invest in your team’s skills, knowledge, and confidence. When people grow, so does the firm.
Building Community – Strong teams are built on trust and connection. Nurturing relationships creates a culture of collaboration and belonging.
Why It Matters for Operations Personnel in A|E|C
In the Architecture, Engineering, and Construction industry, operational staff are often the connective tissue that holds projects together. By practicing servant leadership, operations personnel don’t just manage tasks; they:
Elevate others by anticipating needs and removing obstacles.
Foster collaboration across disciplines, strengthening project outcomes.
Model resilience and adaptability, inspiring others to do the same.
Build inclusive communities where diverse voices and ideas can flourish.
Research shows servant leadership is especially effective when practiced with empathy and mentoring. Studies even suggest women often excel in these areas, an insight that resonates strongly with the operations personnel who form the backbone of A|E|C firms. Servant leadership is not just a philosophy but a lived reality for many SDA members.
Pitfalls of Overextending as a Servant Leader
Like all leadership approaches, servant leadership requires balance. Without it, even the best intentions can create challenges. Common pitfalls include:
Neglecting Self-Care – Always putting others first can lead to burnout. Leaders must serve from a place of strength, not exhaustion.
Over-Accommodating Others – Compassion without accountability can enable unhealthy dynamics or allow underperformance to persist.
Creating Dependence – Solving every problem for others may prevent colleagues from developing independence and confidence.
Losing Sight of the Big Picture – Focusing too much on individual needs can sometimes overshadow organizational goals.
How to Stay Balanced
Protect time for your own renewal and growth.
Pair empathy with clear expectations.
Coach others to find solutions rather than rescuing them.
Keep support aligned with both team and organizational priorities.
For operations personnel in the A|E|C, often seen as the “fixers” in their firms, acknowledging these boundaries ensures that servant leadership is both sustainable and effective.
Real-World Inspiration: Shared Leadership at Onyx Creative
At Onyx Creative, Carole Sanderson, CDFA, exemplifies servant leadership at a 50-year-old architecture and engineering firm based in Cleveland, OH. Rising through finance and operations ranks, she became CFO, sharing leadership with the President and guiding the firm through several acquisitions to expand its size, footprint, and services. Their profit-sharing approach, rooted in employee engagement and trust, demonstrates how servant leadership can break traditional methodologies, marry the front and back offices, and inspire new ways of leading in architecture.
Take Action: Who Will You Serve Next?
Servant leadership isn’t just a theory; it’s a practice. Here’s a simple exercise to put it into action:
I will mentor: ________________________ (Name of colleague or team member)
Why I chose this person: ____________________(Their potential, interest, or unique need)
What I have to offer: ___________________ (Skills, experiences, or insights you can share)
Three ways I can add value: ____________________________________________ (Examples: training on tools, career guidance, confidence building)
We will meet: (Once each / every other week for ___ months)
This intentional commitment transforms relationships and demonstrates the heart of servant leadership: serving others so that together, we all succeed.
Closing Thought
Operations personnel in the A|E|C industry have long led through service by supporting leaders, guiding projects, and mentoring peers. Servant leadership simply names and elevates what many SDA members already embody: leadership rooted in empathy, trust, and growth. By practicing these principles while also caring for themselves, A|E|C operations personnel not only empower their teams but redefine what effective leadership looks like in our industry.
SDA does not endorse any products or services mentioned, and SDA does not assume responsibility for any circumstances arising out of the interpretation, application, use, or misuse of any information presented. SDA recommends that the reader consult the appropriate legal, financial, or human resource counsel before implementing the information contained herein.
Posted By SDA National,
Tuesday, March 17, 2026
Updated: Tuesday, March 17, 2026
SDA’s transition from Certified Design Firm Administrator (CDFA) to Certificate in Design Firm Operations (CDFO) reflects the evolving leadership role of today’s design firm professionals. To recognize the strength of the original CDFA, existing holders completed only the new Leadership section of the exam. Those who passed earned the CDFO—demonstrating both deep operational knowledge and the leadership skills shaping the future of the profession.
Jennifer Greene, CDFO
Director of Marketing, Ronnette Riley Architect
What inspired you to pursue the CDFO certification after having received your CDFA?
Two things. I wanted to take the leadership section to prove that I could pass it! Having been in a leadership position for many years, I hoped I could, and I did! I also wanted to set an example for others who have their CDFA but might not consider taking the Leadership section to get their CDFO. If I could pass it...
How has earning your CDFO credential impacted your confidence, skills, or credibility in your role?
Completing this certification and passing its leadership component has strengthened my confidence, sharpened my skills, and enhanced my credibility within our industry. I’m excited to apply this knowledge to drive operational excellence, support our teams, and continue contributing to my firm’s success.
Were there any doubts or hurdles you had to overcome in deciding to take the Leadership Section? How did you move past them?
100% doubts that I would not pass on the first try! I moved past them by reading the book "The 21 Irrefutable Laws of Leadership," then rereading it, and studying the leadership guide/section. I also read "The 7 Habits of Highly Effective People" by Stephen R. Covey. This book is referenced quite a bit in the study guide.
What surprised you most about the preparation or exam process?
I was very motivated and carved time out of every weekend to study. I live in NYC and take the subway to work, so I also used that time to read and reread the book.
Did you engage with the Path2Success program, CDFO Study Group, mentor, or other resources? If so, how did it help?
I took the Path2Success program and used the CDFO study guide. The Path2success also included study sessions led by Deborah Gill, FSDA, that I found very helpful.
What topic or section challenged you the most--and how did you tackle it?
Fortunately, I only had to take/pass the Leadership section, so I was not as stressed as when I took/passed my CDFA!
How have your employer or colleagues responded to your certification?
Everyone congratulated me, and I got new business cards!
What would you say to someone in the A/E industry who is unsure if the CDFO credential is worth it?
It will improve your confidence and enhance your skills. I think the most important aspect of earning your CDFO is it will increase your credibility. The CDFO credential is a respected marker of operational and leadership excellence, signaling to colleagues, clients, and leadership that you meet a high standard of knowledge and capability. Certification enhances your professional authority, helping you earn trust and buy-in when presenting solutions or leading initiatives. Plus, holding the CDFO positions you as a leader committed to continuous improvement, which can/should open doors to new responsibilities, promotions, and thought leadership opportunities.
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