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.

Sarah Wallace, FSDA, LEED Green Associate

Controller at Choate + Hertlein Architects

What inspired you to pursue the CDFO certification after having received your CDFA?

I have always been passionate about leadership and was thrilled when it was recognized as an official focus area. I believe leadership skill development is directly correlated to continued personal and professional growth. I was excited to register and hopefully encourage others to pursue their CDFO!  

How has earning your CDFO credential impacted your confidence, skills, or credibility in your role?

Passing the CDFA helped me shore up knowledge in areas I was less confident in (i.e. HR) and resulted in a higher level of confidence in my skill set all around.  When interviewing for my current position year ago, I know that this credential definitely provided credibility in my A/E/C management abilities. 

Were there any doubts or hurdles you had to overcome in deciding to take the Leadership Section? How did you move past them?

Having participated in the 2024 Path2Success sessions, I felt very confident in registering for the exam.  The only hurdle was making time each week to dedicate to reading the book, watching the videos, and studying.

What surprised you most about the preparation or exam process?

I continue to be surprised by how often I refer to the different Laws of Leadership and also find myself referencing the different types outside of the office as well.

Did you engage with the Path2Success program, CDFO Study Group, mentor, or other resources? If so, how did it help?

I did participate with the Path2Success program originally and watched the recorded sessions again during my study process as provided by the CDFO Study forum. I read all CDFO forum posts and challenged myself to actively post replies to many of them to help engage/inspire others in the group to do the same.  I also was fortunate to have a fellow SDA member send me a test exam prepared by ChatGPT, which helped reinforce areas that needed more focus.  I am a tactile learner, so created flashcards that also helped me retain all the information.  Overall the combination of all available resources made it easy to prepare and reach out as needed throughout the study process.

What topic or section challenged you the most--and how did you tackle it?

The Law of the Inner Circle made me realize I didn't have one.  So that has brought a unique level of awareness to my own personal development that I am working on addressing.

How have your employer or colleagues responded to your certification?

I let the principals know that I planned to take the CDFO exam during my annual review at the beginning of the year while discussing my short-term goals to hold myself accountable and ensure I did not delay. This organically led into the ongoing discussion I have been having regarding updating my title (which recognizes advancement for those of us in smaller firms without actual upward mobility paths).  One of the Principals suggested this could be reviewed after receiving the new credential mid-year. I am looking forward to continuing the title discussion and believe that achieving my CDFO demonstrates my ongoing commitment and dedication to my career in A/E/C business operations and management, which will ultimately help me continue to advocate for myself now and in the future. 

What would you say to someone in the A/E industry who is unsure if the CDFO credential is worth it?

There's no better time to invest in yourself and your future than now, don't hesitate, register today and you will see the difference it makes in your career!

At the heart of every great organization is a group of people who keep the mission moving forward. For SDA, that group is the National Executive Committee. Often called “ExCom,” this team of volunteer leaders works alongside the Executive Director to guide the association, uphold its values, and shape its future. Together, they make sure SDA continues to deliver on its promise of education, connection, and excellence in design firm business operations.

Serving on ExCom is a chance to make a real impact. Each officer takes responsibility for a key area of SDA’s governance and strategic direction, while also acting as a bridge between national leadership, committees, and local chapters. Members of ExCom serve as liaisons to at least one national committee and several chapters, helping ideas and energy flow both ways. It is part strategy, part mentorship, and part inspiration, all focused on keeping the organization strong and forward-thinking.

But beyond the structure and titles, the real experience of serving on ExCom is about collaboration and shared purpose. It is sitting around a virtual table with people who care deeply about SDA and the design community, trading ideas that turn into initiatives, and finding creative solutions together. It is learning from peers across the country who bring different experiences and perspectives but share the same passion for making SDA better for everyone.

Many who serve on ExCom discover that the experience sparks something new in their professional journey. For some, it becomes a pathway to greater leadership within SDA, often building toward the role of President. But it is never just about the title. Each step offers opportunities to grow, mentor others, and shape the organization’s direction in meaningful ways. At its core, ExCom service is about amplifying the energy and ideas of our members, celebrating their successes, and helping guide SDA toward an even brighter future.

One of the most valuable aspects of earning the CDFO (Certificate in Design Firm Operations) is the way it connects leadership theory to practical application in the A/E industry. The CDFO isn’t just another credential — it’s a roadmap for understanding how operations, finance, people, and leadership all intersect to strengthen a firm.

John Maxwell’s 21 Irrefutable Laws of Leadership makes one thing crystal clear: leadership is influence, nothing more, nothing less. Titles, job descriptions, or authority might get short-term compliance, but they don’t inspire long-term loyalty or commitment. Authentic leadership happens when people choose to follow you — not because they must, but because they want to.

Influence Over Authority

Think about the best leader you’ve worked with. Chances are, it wasn’t their title that inspired you. Instead, it was their ability to connect, to communicate vision, and to make you feel part of something bigger than yourself. That’s the essence of influence.

By contrast, positional authority might secure short-term results, but it often creates dependency and fear. Influence builds trust, ownership, and momentum that outlasts a single project or even a leader’s presence.

What Does Influence as a Leadership Style Look Like?

When leaders adopt influence as their style, they move away from “command and control” and lean into inspiration and collaboration. Here are a few ways it shows up:

• Integrity and Character – People follow leaders they believe in.
• Relationships and Trust – Influence grows out of genuine connection, not transactions.
• Knowledge and Credibility – Expertise creates confidence in decision-making.
• Vision and Communication – A compelling “why” inspires others to commit.
• Consistency in Actions – Influence is earned every day, not in a single moment.

Real-World A/E Examples of Influence in Action

Influence isn’t reserved for the CEO or principal. It shows up across our firms in roles that, at first glance, might not look like “leadership” positions — but the impact is undeniable.

• The Controller Who Shapes Strategy
  Even without being in a line position, a Controller with deep financial expertise can influence executive leadership. By identifying trends such as increases in chargeability or a decline in project multipliers, the Controller provides insights that directly impact decisions on staffing, pricing, and project delivery. Their credibility makes them a trusted advisor, and their influence extends beyond the accounting department to the entire firm’s bottom line.
• The Operations Professional Who Understands Contracts
  An operations person who knows the ins and outs of contract language may not sign agreements, but their guidance helps project managers avoid pitfalls. By highlighting scope risks, billing terms, or liability concerns, they influence project setup and execution, saving the firm from costly missteps and strengthening client relationships.
• The PMA Who Masters Scheduling
  A Project Management Assistant (PMA) who truly understands scheduling can anticipate resource conflicts before they become roadblocks. By providing clear, data-driven recommendations, they influence how project managers allocate people, prioritize tasks, and meet deadlines. Their influence ensures smoother delivery and greater client satisfaction — all without holding the official title of “project manager.”

These examples show that leadership through influence is alive across every discipline of an A/E firm. Expertise, credibility, and a willingness to share knowledge give professionals the ability to shape outcomes and elevate the entire organization.

Influence Creates Multipliers

The real power of influence is its ripple effect. A leader who models integrity, shares knowledge, and invests in people creates followers who in turn become leaders themselves. Influence multiplies through culture — shaping the way people treat each other, solve problems, and pursue goals long after the leader steps aside.

Practicing Influence Every Day

Leaders don’t wake up one morning suddenly influential. It’s a daily choice, built over time. Some practical steps:

• Listen more than you talk. Influence starts with understanding.
• Give credit generously. Recognition builds trust and loyalty.
• Mentor and empower. Help others succeed, and your influence grows naturally.
• Stay consistent. People respect what they can predict and rely on.

Final Thought

Influence isn’t just one aspect of leadership — it’s the essence of leadership. Authority may move people’s hands, but influence moves their hearts. And when hearts are engaged, results follow.

Leadership isn’t about the position you hold; it’s about the difference you make. Influence isn’t a tool in the leader’s toolkit — it is the toolkit.

If you’re ready to strengthen your leadership and influence in the A/E industry, the next step is clear: pursue the CDFO certification. It’s more than a credential — it’s an investment in yourself, your career, and the success of your firm.  

Apply for the CDFO today and take the next step in your leadership journey.

Where do you have the most opportunity to lead through influence in your current role? Share in the comments below how you’re applying (or plan to apply) this kind of leadership in your daily work. 

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.