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Posted By SDA National,
2 hours ago
Updated: 2 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 Jayne Niemann, CDFO,
Tuesday, April 21, 2026
Updated: Tuesday, April 21, 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 how the skills you build through SDA extend beyond your role—shaping how you lead, support others, and make an impact in every area of your life by Jayne Niemann, CDFO, Business Manager with Acquilano, an Interior Architecture, women-owned firm in Denver, CO.
When I joined SDA, I expected to grow professionally. What I didn’t expect was how deeply it would shape the way I lead in my personal life.
SDA has given me tools, confidence, and a community that helps me show up as a leader in all the spaces I care about. Through the leadership programs and CDFO certification, I’ve learned how to communicate clearly, organize effectively, and support others with empathy and purpose. These skills don’t stay in the office—they follow me everywhere.
As president of my roller derby league, I use what I’ve learned through SDA to build team culture, resolve conflicts, and keep our league running smoothly. While studying for the leadership portion of the certification exam, I read The 21 Irrefutable Laws of Leadership. This book not only helped me put words to what I was already learning through SDA, but it helped me identify my leadership style. One law that really stuck with me is the Law of the Inner Circle—that a leader’s potential and success are directly determined by the quality and composition of their inner circle of people.
I took this knowledge to the rest of the league’s board, and we compared notes on our leadership styles. This helped us identify gaps in styles and recruit additional help to our inner circle. Roller derby is fast-paced and full of strong personalities, and leading in that space requires clarity, compassion, and adaptability. Having an inner circle that supports me in adapting to changes and member concerns has been invaluable, and I wouldn’t have learned this without SDA.
In my circle of friends, I use the knowledge I’ve gained through SDA to help them in their professional lives. From honing resumes and cover letters to interview prep to helping with difficult work conversations, it’s not just about being organized—it’s about helping people feel confident and capable. SDA has taught me how to lead with encouragement and structure, especially when coaching someone through career changes or advancements.
Being part of SDA reminds me that leadership isn’t confined to a job title. It’s about how you show up for others, how you solve problems, and how you create opportunities for growth—whether that’s in a boardroom, on the track, or around a dinner table.
SDA helps me lead with intention, in every part of my life. And that’s the kind of leadership that lasts.
If Jayne’s story resonates with you, take a moment to reflect on where your own leadership shows up—both in your work and in the spaces that matter most to you.
Leave a comment below and share one way you’ve grown as a leader—at work or beyond
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 SDA National,
Wednesday, April 1, 2026
Updated: Wednesday, April 1, 2026
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.
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.
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