Subconsultants are essential to delivering successful projects—but managing them well is where operational excellence is truly tested, and where small breakdowns can quietly erode profitability and relationships alike.

At a recent SDA Roundtable, members came together for a candid conversation about the realities of subconsultant coordination: what's working, what isn't, and where firms are feeling the most pressure. The discussion made one thing clear—the technical work rarely creates the biggest headaches. It's the business side of subconsultant management that demands the most attention, and for many firms, that's an area still in need of refinement.

Where Firms Are Feeling the Pressure

Invoicing and financial tracking consistently surfaced as a top frustration. Missing project information, delayed submissions, and the manual effort required to reconcile subconsultant billing all contribute to cash flow uncertainty that compounds over time. Even firms with dedicated project management software often find themselves relying on spreadsheets to fill the gaps—a clear sign that tools alone aren’t solving the underlying process problems.

Scope creep was equally common—and costly. Work performed without clear authorization often goes undetected until the invoice arrives, at which point the conversation becomes difficult for everyone involved. In many cases, the issue isn't a subconsultant acting in bad faith; it's a project manager or team member making informal requests outside of established channels. Preventing it requires more than a well-written contract. It requires consistent internal communication and clearly defined approval processes that everyone on the team understands and follows.

Communication breakdowns extend further than scope management. Several members raised concerns about subconsultants interacting directly with clients without routing through the prime—a dynamic that blurs accountability, creates misalignment, and introduces real risk. Even when contracts specify communication protocols, real-world behavior doesn't always follow. Firms that have had the most success here address expectations explicitly at project kickoff, not just in the agreement itself.

Payment practices and insurance compliance rounded out the most commonly cited pressure points. The 'pay when paid' approach remains widespread, but its application varies considerably from firm to firm—and most members acknowledged that payment strategy is as much a relationship decision as a financial one. On the compliance side, tracking Certificates of Insurance across multiple subconsultants is still a largely manual process for many firms, and one that tends to be reactive rather than proactive.

What's Actually Working

Despite these challenges, the roundtable surfaced several practices that are making a meaningful difference—practical shifts that firms can implement right away. Project kickoff meetings that bring together PMs, accounting, and subconsultants early on consistently reduce downstream friction. Standardized contract templates—particularly firms moving toward their own agreements rather than signing subconsultant terms—provide stronger footing on scope, payment, and compliance from the start.

Regular internal check-ins help surface issues before they escalate, and centralized tracking systems, even imperfect ones, provide a single source of truth that scattered email threads simply cannot. Across the board, the firms navigating subconsultant relationships most effectively have invested in clear roles, documented expectations, and repeatable processes that don’t rely on institutional memory to function.

The most important takeaway may be this: most subconsultant challenges aren’t really about the subconsultants—they’re about us. They’re about the communication habits and internal consistency within our own firms—and those are things we have the ability to improve.

Hear the Full Conversation

Want to hear how your peers are tackling these challenges in real time? The full Roundtable recording dives deeper into the tools, workflows, and real-world scenarios shared during the discussion. Purchase the recording from the SDA Store and walk away with practical ideas you can apply immediately.

Question: How is your firm managing subconsultants—and where are you feeling the pressure? We’d love to hear what’s working for you. Tell us in the comments below.

Thinking Outside the Box: Employee Engagement in Action

Guest Contributor: Rich Friedman, Friedman & Partners

SDA is always looking for ways to bring fresh perspectives to our members. We’re pleased to share this guest contribution from Rich Friedman, who explores how A/E/C firms are rethinking employee engagement in meaningful and lasting ways.

In an era defined by labor shortages, generational change, and rising employee expectations, engagement has become one of the most powerful drivers of retention, recruitment, and long-term stability.

But leading firms aren’t relying on generic programs. Instead, they’re creating distinct, firm-specific approaches that give employees a voice, reinforce values, and build real connection.

Here are three examples of what that looks like in action.

Recognition as Culture: Bergmeyer’s Unicorn Awards

At Bergmeyer, engagement starts with recognition—and not the top-down kind.

Their “Unicorn Award” is a monthly, peer-nominated program open to everyone in the firm. Employees nominate colleagues who demonstrate creativity, collaboration, or going above and beyond.

Rather than being a marketing initiative, the program is intentionally internal. Winners are celebrated at all-hands meetings and receive a custom handmade award, reinforcing that recognition is personal and meaningful.

What makes it work?

• Peer-driven, not leadership-selected
• Inclusive across all roles
• Embedded into regular firm rituals

The result is a culture where people feel seen—not just for results, but for how they contribute.

Engagement Through Structure: MKSK’s Staff Council

MKSK takes a different approach—focusing on structure and voice.

After transitioning to a 100% ESOP, leadership recognized that while ownership had expanded, decision-making had not. Their solution: a Staff Council representing employees across offices and levels.

The council meets regularly, gathers feedback through informal conversations, and brings real issues to leadership—ranging from benefits to workplace policies.

What makes this effective:

• Direct line between staff and leadership
• Rotating participation to broaden involvement
• Transparency about what can (and can’t) be implemented

An unexpected benefit?
The council has become a leadership development pipeline, giving emerging professionals insight into how decisions are made.

Stepping Away to Reconnect: The MKSK Design Summit

MKSK also invests in connection at a firmwide level through its annual Design Summit.

This two-day event brings employees together from across offices for:

• Project tours and learning sessions
• Peer connection and mentorship
• External speakers outside the firm’s daily work

While the investment is significant, the return is clear:
Stronger relationships, shared identity, and a sense that employees are part of something bigger.

As one leader put it:

“It feels like a conference—but it’s ours. And that distinction matters.”

Different Approaches, Same Outcome

While these examples differ in style—from playful recognition to structured governance—they share one critical trait:

Intentionality.

Each firm has built engagement strategies that reflect its culture, not someone else’s template.

Engagement as a Strategy, Not an Add-On

The most successful firms don’t treat engagement as an HR initiative or occasional program.

They embed it into:

• How decisions are made
• How recognition happens
• How leaders show up every day

There’s no one-size-fits-all solution—but there is a common principle:

• Understand what your people value
• Create ways for them to be heard
• Reinforce it consistently

In today’s market, firms that do this well aren’t just improving culture—they’re building organizations people want to stay with.

Join the Conversation

What unique employee engagement strategies have worked in your firm?

Share your ideas in the comments—we’d love to continue the conversation and highlight additional approaches from across the SDA community.

This article has been adapted for SDA members from an original piece by Rich Friedman.

👉 Read the full article here: Outside the Box Employee Engagement

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.