Every SDA member has a unique story—one that reflects their journey, growth, and connection to our vibrant community. In our new blog series, SDA & Me, we’re highlighting the voices of our members as they share what brought them to SDA, how their experience has evolved, and the moments that have made the biggest impact. Whether it’s professional development, lasting friendships, or unforgettable experiences, these testimonials showcase the value of being part of SDA. Today, we feature Jennifer Greene, CDFA, who shares her SDA journey and what keeps her engaged in our community.

When did you join SDA and what initially motivated you to join?

I joined SDA in 1992. My boss at the time, Frances Halsband, FAIA of Kliment & Halsband Architects, was also the Dean of the Architecture School at The Pratt Institute in Brooklyn. She, along the several SDA New York Chapter Members, were working on the creation of a Design Management program at Pratt to develop strategic management skills for their architects-in-training in five areas related to design management: operations management, financial management, marketing management, organization and human resource management, and management of innovation and change. She came back to the office one day and said “Jen, you must join this great organization, SDA (then it was called Society of Design Administrators). So I did!

How has your experience with SDA changed over time?

When I first joined, I was new to the business. I started at Kliment & Halsband Architects as a temp word processor. The third day I was there, one of the associates came over to me and said, “You’ve kind of taken over here and we are wondering if you’d like to be our permanent office manager?” I said, “What’s an office manager?” and, when he explained the responsibilities, I said “Sure, I can do that!” Joining the SDA helped me turn my job into a career. I could ask a question on the list serve and immediately get twenty answers. It helped me save money by getting recommendations for phone systems, printers, whatever. It gave me friends for life.

What aspects of SDA have you enjoyed the most?  

 Certainly, the continuing education has made my job easier. Getting my CDFA helped me learn about the other aspects of running a design firm that are not marketing or office administration – HR, IT, and Finance. Especially Finance! But the aspect that I have enjoyed the most is the amazing friends I have in my NYC chapter and around the country and Canada.

What motivates you to stay engaged or involved with SDA?

I love the SDA. I love to keep learning new things to make my job easier, to save my firm money, to save time in doing specific tasks. I love the people I work with on the various committees and those I serve with on ExCom.

Can you describe a memorable experience you’ve had as an SDA member?

So many memorable experiences! The crazy bus driver we had on our tour of the Black Hills and Mount Rushmore who had one bad dad joke after another and preached to us about Jesus being our savior! The horse-drawn carriage ride that Lula Blackwell-Hafner took a few of us on around Philadelphia. The Regional Conference the New York Chapter hosted the year after 9/11 and taking the attendees up to my roof that overlooked what was the World Trade Center. How at each national conference I meet fabulous new people and visit with the fabulous friends I’ve already made. My membership in the SDA is made up of thousands of memorable experiences, it’s hard to pick just one or a few.

Want to share your SDA story? Each member’s journey is unique, and we’d love to hear yours! If SDA has made an impact on your career and connections, reach out to us (admin@sdanational.org) to be featured in a future SDA & Me spotlight. Stay tuned for more inspiring stories from our amazing members!

Hiring in the architectural, engineering, and construction (A|E|C) industry comes with unique challenges and opportunities. As BizOps professionals in operations, finance, marketing, human resources, and project management, we play a pivotal role in shaping the teams that drive our firms’ success. This guide outlines key elements to consider in the interviewing process, ensuring a structured, compliant, and mutually beneficial experience for all involved.

What to Ask and What Not to Ask. The cornerstone of a successful interview is asking the right questions. Focus on questions that assess technical skills, cultural fit, and problem-solving abilities. Avoid anything related to age, religion, family status, or health conditions. For example:

• Legal Questions: “Can you share an example of how you managed competing project deadlines?”
• Illegal Questions: “Do you have children?” is not permitted and is irrelevant to job performance.

Why This Matters: Adhering to legal guidelines protects your firm from liability and ensures a fair and inclusive hiring process.

Phone Interviews vs. Face-to-Face Interviews. Both interview formats serve unique purposes.

• Phone Interviews:
  • Suitable for initial screenings.
  • Focus on basic qualifications and interest in the role.
  • Keep it structured with 4-6 questions lasting 15-30 minutes.
• Face-to-Face Interviews:
  • Ideal for deeper discussions about skills, cultural fit, and long-term goals.
  • Use behavioral questions to understand how candidates think and respond in real-world scenarios.

Pro Tip: Have a structured set of questions tailored to the candidate’s experience and the role’s requirements.

How Many Interviews and Who Should Join? The number of interviews depends on the role’s complexity:

• Entry-Level Roles: One to two interviews.
• Mid-Level to Senior Roles: Three interviews, including a technical assessment, cultural fit evaluation, and leadership review.

Include a mix of team members relevant to the position, such as:

• Hiring manager
• HR representative
• Potential peers or cross-functional collaborators

Interview Process Best Practices. A structured process ensures consistency and fairness. Key steps:

1.     Preparation: Review resumés and application materials in advance.

2.     Welcome: Create a comfortable environment by introducing all participants.

3.     Questions: Follow a structured format, with time for candidate questions.

4.     Closing: Outline next steps and provide a timeline for follow-up. 

Mutually Beneficial Relationship: Remember, the interview is a two-way street. While you assess the candidate, they are evaluating your firm. Highlight your company culture, growth opportunities, and unique benefits.

Goals of Each Stage of the Interview Process

• Discovery Calls: Gauge interest, availability, and basic qualifications.
• Initial Interview: Assess technical skills and cultural fit.
• Final Interview: Dive deeper into problem-solving abilities and long-term goals.

Documentation. Proper documentation is critical for maintaining a transparent and defensible hiring process. : It ensures consistency, aids in decision-making, and protects your firm in case of disputes.

• Running Notes: Take detailed notes during interviews, explaining why candidates were eliminated or advanced.
• Zoom Recordings: Record virtual interviews (with consent) for reference and to share with decision-makers.

Conclusion. An effective interview process is more than just a series of questions—it’s a strategic tool to build teams that drive success in the A/E/C industry. By understanding what to ask (and what not to), structuring interviews thoughtfully, and embracing a collaborative, transparent approach, you find the best candidates and strengthen your firm’s reputation as a great workplace. Documentation and consistent evaluation ensure fairness and compliance while focusing on mutual benefit fosters trust and engagement. With the proper preparation and structure, your interview process becomes a powerful opportunity to align the best talent with your firm’s mission, vision, and values, setting the stage for long-term growth and achievement.

Want to learn more? Here are some resources.

SDA National - Forms & Templates for Human Resources

PSMJ - A/E Job Descriptions

AIA - Definition of architectural positions

LinkedIn - Tips on Writing a Job Description

ArchiPro - Architecture and Design Job Descriptions

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.       

A quick and friendly reminder about lose and loose.

They are two different words with two different pronunciations.

·      Lose is pronounced with the same “oo” sound as in the word choose. And there’s a “z” sound in there as well.

·      Loose is pronounced the same way you’d say goose. (A definite “s” sound; no “z” sound.)

They have different meanings. Simply:

·      Lose means you no longer (or will no longer) have something, or you didn’t (or will not) win something.

·      Loose means something isn’t secured, or it’s not restrained or restricted.

Putting the words into practice: If you’re trying to make it as a social media influencer in the fashion field of skintight clothing, you probably should think twice about posting pics of yourself wearing loose clothing; you don’t want to lose followers, do you?

Special thanks to Carol Wanda Spradlin, CDFA and Judy Beebe, FSDA, both of the Seattle Chapter,

for providing our current Word Nerd feature.