We've been busy interviewing some of our members who have recently accomplished their CDFA designation by passing the Certified Design Firm Administrator exam. This week we'll hear from Blair Valdiviseo, CDFA, Operations Manager with VIA design architects, pc in Norfolk, VA.

What motivated you to earn your CDFA certification?

I was motivated to earn my CDFA certification because I want to be more validated and respected in the industry and by my peers. I wanted to challenge myself as well!

Did you have any concerns, or fears, about taking the exam?

I hold “bad-test-taker” against myself, so I knew I had to prepare well in order to perform well on the CDFA exam.

What study tools did you find most useful?

CDFA-yoU, practice questions, and printing out the materials. I printed out all of the category-specific sections into one bound document. I broke up each section and only focused on one at a time. I took the practice questions multiple times and continued to check my progress by how many I answered correctly per section. I tried my best to corelate exam materials to real-life-experiences in my role.

Did you learn anything new, or surprising, while preparing for the exam?

Yes! The IT section was very interesting, because I am assisting with a lot of IT focused goals right now. I felt I learned the most from that section. The Project Management section was also interesting, and I feel that I can share that new knowledge with my peers at work to help the improve their own processes and tactics.

What section of the exam was the most difficult for you?

I did the most poorly on the Marketing section, but that is the least of my day-to-day responsibility, so it makes sense that I had the least amount of practical experience to relate to the material.

What role, if any, has your CDFA played in advancing your professional or personal development, growth, network or career?

So far, the designation has really only bolstered me at my firm, but I am excited to get more involved with my local SDA chapter and continue learning from others and building my network.

Was your employer supportive of your CDFA goals and accomplishment?

Yes! A social media post regarding my accomplishment, internal announcement, and I received a bonus for my achievement.

What is your top tip to someone considering the pursuit of a CDFA designation?

Prepare well by really getting an understanding of the materials included, relate as much as you can to rea-world experiences, and do the practice questions A LOT!

What has obtaining your CDFA meant to you?

Earning the credential, and also only missing 10 questions on the exam, has shown me that even in a busy, fast-paced phase of life, I can focus on something and put the effort and dedication into it that will result in POSITIVE experiences and results in the end. If you put your mind to it…it can happen.

Role models are important because they help guide us in the right direction as we make life decisions, they provide inspiration and support when we need it, and they offer their experiences with similar obstacles or struggles.  Throughout our lives, we will have several different role models, from our parents and coaches to peers and bosses.  These people are integral influences in our lives and our careers.  So how do you know if you are a role model?  And why is it important?

There is no ceremony commemorating one’s transition into a “role model.”  Often times, this is a gradual transition that seamlessly happens throughout the years.  A Canstruction team member who becomes a team captain, who then joins the event planning committee and eventually chairs the event.  Another example could be someone who participates regularly with local Habitat for Humanity events and then steps up to serve as leader with a local build event like Carter Work Project.  Both of these examples allow for one-on-one connections between those in leadership positions and others, but also the connection between that individual and the organization as a whole.  Have you found yourself serving on a public or community service organization board?  Have you helped make significant sustained contributions to that organization?  Then you are a role model.

A role model is a person whose behavior, example, or success is or can be emulated by others, especially by younger people.^[1]    When we are younger, we look up to our role models for inspiration and use this as a blueprint for how to achieve success and happiness.  It’s important for SDA members to serve as role models because it will help each member continue their personal and professional growth, continue to practice model behavior, and guide future generations of leaders.  Role models are not perfect, they are human, and they make mistakes.  Don’t be afraid to step up and explore the benefits you gain from serving others.  You may be surprised how much you get back in return. 

One of the criteria to become an SDA Fellow is to be a role model.  Have you discovered that you already are a role model and didn’t even know it?  If so, you may be eligible to submit for the 2021 Fellows Class.  If you haven’t taken that step to serve as a role model yet, evaluate your opportunities to do so in order to continue your leadership path and maximize your growth potential.

Sarah Wallace, FSDA is the Chair of the SDA Fellows and is a member of the SDA Atlanta Chapter. 

The gut reaction in some A/E firms is to first ‘fire all the administrators,’ a statement made by Frank Stasiowski in an article advising on how to get through the 2008-11 recession.  Here is why that’s bad advice.

Now, more than ever, administrators have specific skills and duties that are always necessary, such as project administration, spec preparation, payroll, finance, as well as the specialized software knowledge to manage all of those functions such as Newforma, Vision, Ajera, Masterspec, and Quickbooks.  They’re also the ones who maintain a relationship with your bank’s loan officer for your line of credit, manage your Accounts Receivable and Accounts Payable. So why would they be the first to go?  The business of architecture and engineering has become much more complicated since 2011.  Keeping the business personnel in your office allows you, the design professionals, to do what you do best--design.  Isn’t your time better spent reaching out to clients, asking if they’re in need of anything, such as help on scheduling issues, coordinating with other consultants or construction firms on their behalf, rather than collecting timesheets and making sure the billing still goes out?  Your business personnel are the ones with existing knowledge and relationships with the bank and insurance companies.  The first thing that happens in a down economy is construction companies start filing lawsuits. That’s when you need access to A|E business networks like SDA.  Why spend your valuable time trying to get up to speed in any one of those areas?  The COVID19 virus pandemic is a marathon not a sprint, and just as it is hard to find good architects and engineers (heck any architects and engineers), it is very hard to find an administrator who knows Vision or Ajera.  Ask more of your administrators, yes, just like you’re going to ask more of your technical personnel to compensate for possibly sick personnel or family members but maintain your staff levels.  Everyone in your firm is probably more capable than you think, when asked to step up.  Let’s all step up together.     

Share the Pain. Wouldn’t it be fairer for everyone to take a 10-15% pay cut or reduce everyone’s hours by 10% and keep the family that is your firm working hand in hand to overcome this challenge?  Come August or September when things start getting back to normal and everyone is in a rush with accelerated schedules, do you really want to spend time and energy hiring and training new people?  The new OASDI or social security tax relief passed today will provide you with some relief. The example below shows that the new legislation just passed could save you $120,000 or the salary of at least 2 or 3 of your lowest paid employees for a 20-person firm.    

$5,000,000 gross revenue

$3,000,000 net revenue

$2,100,000 labor expenses

$1,575,000 labor expenses last 3 quarters

$120,488 7.65% of labor – savings under new tax relief

And, you also do not want your unemployment coefficient to go up because your fired employees file for unemployment.  The these firings will follow you for three years into the future. 

Think long-term.  Some of the strategic planning tasks administrative staff can be working on:

• Have marketing brush off or write a 5-year marketing plan.  Research new project types you’re interested in pursuing
• Have accounting write up accounting manuals – especially in the event this crisis lasts longer than we think. There are no accounting manuals for Ajera, Vision, or QB out there.
• Have human resources keep up with all available information on the business aspects and effects of the COVID19 virus.  Examine your employee handbook and note any policies that are in discrepancy with practices you’ve implemented to adapt to the situation. Write a pandemic policy for now and the future.
• Clean up those databases, libraries, storage unit, employee files, plan files
• Develop standards for CADD.
• Emphasize over-looked training and new certifications that will position individuals and the firm in a better place when the pandemic ends.  

Take the Lead.  Show your clients and employees you have the business savvy to weather this storm.

What are your firms doing to weather the storm? Share your ideas in the comment box below.

Deborah Gill, CPA, FSDA is the Owner of Profit by Design in Norfolk, VA