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.

Reference: “Why you’re overlooking your secret career strengths (and how to start recognizing them,” Harry McCracken, global technology editor, Fast Company.

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.

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
• Explore upcoming SDA programs
• Connect with peers who understand your role through the SDA Discussion Hub
• Learn more about becoming an SDA member

Wherever you are in your career, SDA helps you go further—and that impact reaches farther than you might expect.

Explore, connect, and see how SDA can support your success.

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 finding your professional home and growing with confidence through community and credentials by Melanie Schmidt, CDFO, Office Administrator for Snell Engineering Consultants in Sarasota, FL.

When I first stumbled upon the Society for Design Firm Administrators (SDA), I had no idea I was about to discover a professional community that would fundamentally change my career trajectory. Like many design firm administrators, I had been navigating the unique challenges of our industry primarily on my own, learning through trial and error, and often feeling isolated in my role. More importantly, SDA helped me find a way to turn what had been just a job into a true career with clear pathways for growth and professional development. 

The Discovery That Changed Everything

My journey with SDA began most serendipitously. I had approached my Principal, also my supervisor, about advancing my career within the business, seeking guidance on professional development opportunities. As fate would have it, he had recently learned about SDA through a client conversation and immediately saw the potential value for my role. He forwarded the organization information to me and, recognizing the opportunity, told me the firm would support my membership in SDA and send me to EDSymposium, the yearly SDA conference. Three jam-packed days of learning, networking, and empowerment. But he didn't stop there – he challenged me with setting a goal of earning the CDFA credential.

That conversation was a pivotal moment in my career. Here was the Principal of my firm, not only supporting my professional development but actively encouraging me to pursue industry-specific credentials that would benefit both my growth and our firm's operations.

The architecture and design industry has its own particular administrative challenges—from project management complexities to unique billing structures, from managing creative personalities to understanding the intricacies of professional liability. Traditional business administration resources often fall short of addressing these specialized needs.

When I explored sdanational.org, I immediately recognized that I had found MY people. Here was an entire organization of A/E/C administrative professionals who understood exactly what I dealt with every day. The wealth of resources, the community of experienced professionals, and the commitment to advancing our profession were exactly what I had been searching for without even knowing it existed.

Growing Through Credentials: CDFA and CDFO

One of the most transformative aspects of my SDA membership has been pursuing and achieving both the Certified Design Firm Administrator (CDFA) and Certified Design Firm Operations (CDFO) credentials. These certifications have not only validated my expertise but have also provided structured learning opportunities that have made me significantly more effective in my role.

The CDFA Journey

Earning my CDFA credential was a comprehensive deep dive into the fundamentals of design firm administration. The program covered everything from financial management and human resources to project administration and business development support. What I appreciated most was how the curriculum was specifically tailored to our industry's unique needs. Instead of generic business principles, I was learning best practices that had been developed by and for design firm administrators.

The preparation process itself was incredibly valuable. It forced me to examine my own practices critically and identify areas for improvement. The networking opportunities with other CDFA candidates and certified professionals created lasting professional relationships that continue to benefit me today.

Advancing to CDFO

Building on the foundation of my CDFA, pursuing the CDFO credential allowed me to dive deeper into the operational aspects of design firm management. This advanced certification covers strategic planning, advanced financial management, leadership development, and organizational effectiveness – all crucial skills for senior administrators who want to contribute at a strategic level.

The CDFO program challenged me to think beyond day-to-day operations and consider how I could contribute to my firm's long-term success. It gave me the tools and knowledge to participate meaningfully in executive-level discussions about firm direction, growth strategies, and operational improvements.

The Value of Member at Large Status

Being a Member at Large with SDA has opened doors I didn't even know existed. This membership level provides access to an incredible network of professionals nationwide, each bringing their expertise and perspectives to our shared challenges. 

The Ripple Effect of Professional Growth

The knowledge and connections I've gained through SDA haven't just benefited my career—they've made me a more valuable contributor to my firm and the broader design community. The best practices I've learned have improved our operational efficiency, the financial management techniques have contributed to better project outcomes, and the leadership skills have enhanced my ability to support our design teams effectively.

My colleagues have noticed the difference. I approach challenges more confidently, armed with proven strategies and a network of professionals I can consult when facing new situations. The credibility that comes with CDFA and CDFO certification has also elevated my standing within my firm and opened up new opportunities for leadership and growth.

Looking Forward

My journey with SDA continues to evolve. The organization's commitment to advancing the profession means there are always new learning opportunities, emerging best practices to explore, and ways to contribute to our professional community. Whether participating in research initiatives, mentoring newer administrators, or helping to develop new educational programs, SDA provides numerous avenues for ongoing engagement and growth.

I can't recommend it highly enough for any design firm administrator who has yet to discover SDA. Whether you're just starting your career or are a seasoned professional, the Society of Design Firm Administrators offers resources, community, and opportunities that can transform your professional journey.

The investment in SDA membership and credentials isn't just an investment in your career—it's an investment in advancing our entire profession. By joining this community of dedicated professionals, you become part of a movement elevating the standards and recognition of design firm administration.

Finding SDA wasn't just finding a professional organization – it was finding my professional home. And that home has made all the difference in my career journey.

If Melanie’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
• Explore upcoming SDA programs here
• Connect with peers who understand your role through the SDA Discussion Hub
• Or learn more about becoming an SDA member
  

Wherever you are in your career, SDA helps you go further—and this community is proof.

We invite you to explore, connect, and see how SDA can support your success.

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
• Explore upcoming SDA programs here
• Connect with peers who understand your role through the SDA Discussion Hub
• Or learn more about becoming an SDA member

Wherever you are in your career, SDA helps you go further—and this community is proof.

We invite you to explore, connect, and see how SDA can support your success.

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’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.

Penny Nelson, FSDA

Chief Financial Officer at Douglas Pancake Architects, Inc.

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

As an SDA Fellow, I felt that I needed to set a good example for the members. I also like to keep current with my certifications. 

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

It has given me some great insight into the leaders of our firm, as well as understanding my own leadership style and what I need to do to enhance my skills.

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

I haven't had to study for an exam since obtaining my CDFA.  I'm used to studying for facts, and this section is more about theory, so it was a bit more difficult to solidify the information in my head.

What surprised you most about the preparation or exam process?

The theoretical aspect of the section.  I didn't realize I would struggle with that. 

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

No.

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

Understanding the subtle differences between the 21 laws was a challenge. 

How have your employer or colleagues responded to your certification?

Just congratulations, nothing more. 

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

Obtaining the CDFO provides an instant confidence boost! You have proven your expertise in the industry. 

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.

Debra Ellis, FSDA
Office Manager, Barker Rinker Seacat Architecture

What inspired you to pursue the CDFO certification after having received your CDFA? 
I felt that, as a Fellow in the organization, I should take the next step and complete this certification.

How has earning your CDFO credential impacted your confidence, skills, or credibility in your role?
This is one more credential that I have earned that I am very proud of. It shows my hard work over the years, especially since I did not complete college, and has been worth it.

Were there any doubts or hurdles you had to overcome in deciding to take the Leadership Section? How did you move past them?
The only doubt that I had was that I am not a very good test taker. However, I knew I was prepared since I had participated in the Path2Success program, so I knew the material.

What surprised you most about the preparation or exam process?
I was not surprised by the preparation of the exam process. Again, because I had participated in the Path2Sucess program.

Did you engage with the Path2Success program, CDFO Study Group, mentor, or other resources? If so, how did it help?
The Path2Success program is given by the Fellows, so yes, I participated in the program. This allowed me to read the book and join in the discussions, which helped me to understand the information in the book and the test.

What topic or section challenged you the most--and how did you tackle it?
I can't think of any specific section.

How have your employer or colleagues responded to your certification?

They celebrated in the office.

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

I think that any credentials that the Administrative, HR, Accounting, and Marketing staff can achieve in the A/E/C industry, they should pursue. It helps to bring credibility to you, your position in your firm, and to SDA.

What Is Servant Leadership?

Servant Leadership is a leadership style that prioritizes the growth, well-being, and empowerment of others. While traditional leadership often emphasizes organizational success first, servant leadership flips the perspective: it exists to serve people, ensuring the organization succeeds through their success.

First introduced by Robert K. Greenleaf in the 1970s, servant leadership has since been widely adopted across industries for its ability to foster healthier, more engaged workplaces. For administrative staff in the AEC industry, this approach resonates deeply. Operations personnel, whether in accounting, project management, marketing, or administration, often lead by building trust, fostering collaboration, and ensuring that projects and people succeed together, hallmarks of servant leadership.

We can express it simply as Compassion, Character, and Competence—or expand it into ten guiding principles.

Ten Principles of Servant Leadership

• Listening – Ask questions and truly listen. Conversations reveal needs, build trust, and spark solutions.
• Empathy – Understand the perspectives and emotions of your colleagues to create a supportive environment.
• Healing – Address conflict with patience and compassion. True servant leaders model resilience by practicing self-care as well.
• Awareness – Know your own strengths, blind spots, and biases. Self-reflection helps align actions with your team’s best interests.
• Persuasion – Influence through reasoning and trust, not authority. Inspire buy-in for shared goals.
• Conceptualization – See the bigger picture. Look beyond day-to-day operations to envision what’s possible and set ambitious goals.
• Foresight – Use intuition and experience to anticipate challenges and prepare your team to navigate them.
• Stewardship – Act as a caretaker of your organization and people. Stewardship builds trust and empowers others to succeed.
• Commitment to Growth – Invest in your team’s skills, knowledge, and confidence. When people grow, so does the firm.
• Building Community – Strong teams are built on trust and connection. Nurturing relationships creates a culture of collaboration and belonging.

Why It Matters for Operations Personnel in A|E|C

In the Architecture, Engineering, and Construction industry, operational staff are often the connective tissue that holds projects together. By practicing servant leadership, operations personnel don’t just manage tasks; they:

• Elevate others by anticipating needs and removing obstacles.
• Foster collaboration across disciplines, strengthening project outcomes.
• Model resilience and adaptability, inspiring others to do the same.
• Build inclusive communities where diverse voices and ideas can flourish.

Research shows servant leadership is especially effective when practiced with empathy and mentoring. Studies even suggest women often excel in these areas, an insight that resonates strongly with the operations personnel who form the backbone of A|E|C firms. Servant leadership is not just a philosophy but a lived reality for many SDA members.

Pitfalls of Overextending as a Servant Leader

Like all leadership approaches, servant leadership requires balance. Without it, even the best intentions can create challenges. Common pitfalls include:

• Neglecting Self-Care – Always putting others first can lead to burnout. Leaders must serve from a place of strength, not exhaustion.
• Over-Accommodating Others – Compassion without accountability can enable unhealthy dynamics or allow underperformance to persist.
• Creating Dependence – Solving every problem for others may prevent colleagues from developing independence and confidence.
• Losing Sight of the Big Picture – Focusing too much on individual needs can sometimes overshadow organizational goals.

How to Stay Balanced

• Protect time for your own renewal and growth.
• Pair empathy with clear expectations.
• Coach others to find solutions rather than rescuing them.
• Keep support aligned with both team and organizational priorities.

For operations personnel in the A|E|C, often seen as the “fixers” in their firms, acknowledging these boundaries ensures that servant leadership is both sustainable and effective.

Real-World Inspiration: Shared Leadership at Onyx Creative

At Onyx Creative, Carole Sanderson, CDFA, exemplifies servant leadership at a 50-year-old architecture and engineering firm based in Cleveland, OH. Rising through finance and operations ranks, she became CFO, sharing leadership with the President and guiding the firm through several acquisitions to expand its size, footprint, and services. Their profit-sharing approach, rooted in employee engagement and trust, demonstrates how servant leadership can break traditional methodologies, marry the front and back offices, and inspire new ways of leading in architecture.

Take Action: Who Will You Serve Next?

Servant leadership isn’t just a theory; it’s a practice. Here’s a simple exercise to put it into action:

• I will mentor: ________________________ (Name of colleague or team member)
• Why I chose this person: ____________________(Their potential, interest, or unique need)
• What I have to offer: ___________________ (Skills, experiences, or insights you can share)
• Three ways I can add value: ____________________________________________ (Examples: training on tools, career guidance, confidence building)
• We will meet: (Once each / every other week for ___ months)

This intentional commitment transforms relationships and demonstrates the heart of servant leadership: serving others so that together, we all succeed.

Closing Thought

Operations personnel in the A|E|C industry have long led through service by supporting leaders, guiding projects, and mentoring peers. Servant leadership simply names and elevates what many SDA members already embody: leadership rooted in empathy, trust, and growth. By practicing these principles while also caring for themselves, A|E|C operations personnel not only empower their teams but redefine what effective leadership looks like in our industry.

References

• Greenleaf Center for Servant Leadership – What Is Servant Leadership
• Harvard Business Review – How Servant Leaders Uplift Others
• University at Buffalo – Study on Women as Servant Leaders
• The Times – Shared Leadership at HOK
• SDA CDFO Resource Guide, Leadership Section
• The 21 Irrefutable Laws of Leadership, John C. Maxwell

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.

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.

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.

Jayne Niemann, CDFO
Business Manager at Acquilano

What inspired you to pursue the CDFO certification after having received your CDFA?
I'm a lifelong learner and getting the credential is a way to show others that continuation. I've always been fascinated by leadership styles and wanted to read the study materials! I also wanted an excuse to celebrate and prove to the industry that I'm not done growing.

How has earning your CDFO credential impacted your confidence, skills, or credibility in your role?
Adding the leadership section has helped me learn about my leadership style and how I can improve as a leader. I mostly bring these skills to a non-profit that I volunteer for, but they are helpful when Principals are looking for guidance when it comes to employee engagement.

Were there any doubts or hurdles you had to overcome in deciding to take the Leadership Section? How did you move past them?
It's always nerve-wracking to take tests, so I made sure to study the materials multiple times over. I also did some deep breathing before the test started!

What surprised you most about the preparation or exam process?
I was most surprised that the study content taught me so much about myself and how I can improve as a leader. I've since made it a point to work on my inner circle - I have more of a get-stuff-done mentality and I need those that have big-picture ideas in my circle.

Did you engage with the Path2Success program, CDFO Study Group, mentor, or other resources? If so, how did it help?
Unfortunately, my calendar didn't line up with any of the additional resources.

What topic or section challenged you the most--and how did you tackle it?
I recall the project management section of the CDFA being the most challenging. Just as now, I studied extra!

How have your employer or colleagues responded to your certification?
My employer has been very generous - a bonus and a title promotion!

What would you say to someone in the A/E industry who is unsure if the CDFO credential is worth it?
I think you can never have too many letters! Keep learning and keep proving yourself - you're worth it.

The Past Presidents’ Council (PPC) is composed of former SDA National Presidents who continue to serve the SDA long after their terms conclude. Their commitment does not end with leadership. It evolves into stewardship.

The PPC’s philanthropic mission centers on expanding educational access and professional growth opportunities for SDA members. Through speaker sponsorships, educational scholarships, and leadership development initiatives, the council helps ensure that learning and advancement remain accessible across our community.

To support these efforts, the PPC established the SDAPPC Foundation, a charitable 501(c)(3) organization that allows members and supporters to make tax-deductible contributions. The Foundation serves as the vehicle through which generosity becomes opportunity.

Each year, the PPC organizes fundraising initiatives that directly fuel these investments. Highlights include the annual raffle at EDSymposium, the Empower20 Giving Circle, and participation in Giving Tuesday. These efforts generate the funds that allow the Council to award grants and scholarships to members throughout the United States and Canada.

The impact of these initiatives extends far beyond a single event or award. Speaker sponsorships enrich national programming. Scholarships reduce financial barriers to education. Leadership coaching and mentoring cultivate the next generation of SDA leaders. Strategic investments today strengthen the profession for years to come.

Ways to Support the PPC Foundation

To sustain and expand this important work, the PPC invites members and chapters to consider the following opportunities:

1.    Monthly Contributions
Join the Empower20 Giving Circle by setting up a recurring monthly donation. Even modest contributions create meaningful impact over time. A $20 monthly gift places you in the Empower20 circle and helps build consistent support for scholarships and grants.

2.  Renewal Contributions
Consider adding a donation when renewing your SDA membership. A simple addition can directly support professional development opportunities for fellow members.

3.  Company Matching Gifts
Many employers offer matching gift programs. Checking with your HR department could double the impact of your contribution.

4.  Chapter Annual Contributions
Chapters may choose to allocate an annual contribution to the PPC Foundation during budgeting. Collective support significantly expands the funds available for member-focused educational initiatives.

The PPC’s work reflects a powerful truth: leadership does not end with a title. It continues through service, investment, and a shared commitment to strengthening our profession.

Together, we can ensure that SDA members have access to the resources, education, and mentorship they need to grow and lead.

Kim Celenza is SDA Immediate Past National President and Marketing Manager at JFK&M Consulting Group, a full service MEP Engineering Consulting Firm.

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.

Lynda Meyer, MSA, CDFO

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

After earning my CDFA in 2009—studying alongside my chapter through what were then known as PEGs (now Focus Groups)—I gained a much deeper understanding of the A/E/C industry. As an accounting manager at the time, my role didn’t always allow me visibility into the day-to-day challenges of project management, IT, marketing or operations. The CDFA helped bridge that gap and broaden my perspective.  Now, as I continue to grow in my leadership role, pursuing the CDFO felt like a natural next step. This certification aligns with my commitment to becoming a more strategic thinker and a more effective CFO. It’s not just about deepening my technical expertise—it’s about stepping out of my comfort zone and strengthening the leadership and critical thinking skills needed to guide my firm forward.

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

Earning my CDFO has reinforced my commitment to excellence in the A/E industry and demonstrated my dedication to continuous growth in my areas of expertise. It’s expanded my skill set and strengthened my confidence as a leader, particularly in approaching challenges with a more strategic mindset. I feel more equipped than ever to contribute at a higher level and guide my firm with clarity and purpose.

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

For me, there were no doubts about taking the Leadership section—I was genuinely excited for the opportunity to learn and grow. The only hurdle was making sure I dedicated the time to study and truly absorb the material. I approached it with curiosity and a desire to expand my knowledge base, knowing it would make me a stronger leader and a more well-rounded contributor to my firm.

What surprised you most about the preparation or exam process?

What surprised me most about the preparation process was how genuinely engaging and well-crafted the materials were. The audiobook quickly became one of the most impactful I’ve listened to—it held my attention and felt incredibly relatable to both my professional and personal experiences. I also really appreciated the study guide—it was clearly written, easy to follow, and perfect for highlighting, which is how I learn best. Altogether, the resources made the process enjoyable and effective.

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

For this particular exam, I didn’t engage with the Path2Success program, study group, or a mentor. I chose to study independently this time, using the provided materials, which were clear, engaging, and well-structured—more than enough to support my preparation.

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

I wouldn’t say any one topic stood out as more challenging than the others—instead, the overall challenge was absorbing and fully understanding all 21 Laws of Leadership, since the content was entirely new to me. That said, I approached it with focus and consistency, taking time to reflect on each law and how it applied to both my personal and professional life, which made the material more meaningful and easier to retain.

How have your employer or colleagues responded to your certification?

My colleagues and employer were incredibly supportive and excited about my certification. They celebrated the achievement with me and even promoted it on our company’s social media, which was a great show of encouragement. It meant a lot to see my professional growth recognized and shared in such a public way.

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

I would say—absolutely, it’s worth it. The CDFO credential goes beyond technical knowledge; it helps you grow into a more strategic, well-rounded leader in the A/E industry. If you’re looking to elevate your role, understand the bigger picture of firm operations, and build confidence in your decision-making, this certification is a powerful step forward. It pushes you to think differently, connect the dots across departments, and lead with intention. Investing in yourself through the CDFO is truly an investment in your firm's future too.

Operations personnel keep AEC firms moving, linking project managers, architects, engineers, field teams, and clients. Two development tools can dramatically amplify that impact: coaching and mentoring. They’re related, but not the same, and knowing when to use each helps your people (and projects) level up.

Guiding Principle:

• Choose coaching when someone must perform now.
• Choose mentoring when someone needs context, confidence, and a longer-term growth plan.
• Add sponsorship when someone needs visible opportunities and advocacy to advance.

Your Field Guide: Moments to Coach & Mentor

The “Lock It In” Principle: Learn It → Apply It → Now

Lock It In, as taught by Jonathan Wilson (PSMJ Resources), turns passive listening into active learning by having the learner apply the skill immediately after you teach it.

For example, after you explain the Accounts Payable (A/P) process, ask:

• “Can you explain it back to me?”
• “Can you show me the file naming convention we use?”
• “Can you tell me 2 details that must be on the invoice before paying?”
• “Will you come back to me with improvements in the process if you find any needed?”

Lock It In = Don’t just tell it. Don’t just show it. Let them do it.

Celebrate Mistakes (Learn, Don’t Shame)

• Own it in the moment: “That was my miss, thanks for catching it.”
• Debrief quickly: “What happened here?” “What can we try next time?”
• Strengthen systems: Would a checklist or workflow catch this earlier?

Coaching Opportunities by Time Frame

• 3 minutes – Quick learning bite: Share a tip/video; ask, “What’s one thing you’ll try next?”
• 5 minutes – Micro-training: Demo a step; “Now you do the next one.”
• 10 minutes – Focused 1:1: Tackle a challenge; end with clear next step + date.
• 30 minutes – Coffee chat / Lunch & Learn: Build relationship; “What insight will you apply next?”
• 60 minutes – Team workshop / Firm-wide learning session: Assign action items for next check-in.
• 1–3 hours – Deep dive learning: Apply immediately to a live operational system or project.
• 1–3 days – Retreat / Intensive: Close with written action plans, accountability partners, and scheduled follow-ups.

Coaching Best Practices

• After every moment, ask: “What did you take away?”
• Slow down; focus on one or two lessons at a time.
• Reinforce by repeating key ideas in future touchpoints.
• Follow up: “Did you try it? What came up?”

Coach with Empathy

Listen without interrupting, match their pace, and check in with “How are you feeling about this?” before “Any questions?” Psychological safety fuels real growth.

When to Coach vs. When to Mentor (Quick Scenarios)

• Coach a project coordinator to run tomorrow’s OAC meeting: rehearse the agenda, role-play stakeholder questions, and commit to one improvement.
• Mentor an operations person mapping a move from project support to marketing/BD: share how the firm wins work, offer feedback on a portfolio, and make two introductions.
• Sponsor a rising team member: put their name forward to lead a client touchpoint or an internal improvement sprint.

Make It Real in Your Firm

1. Publish a shared one-pager (use the table above) so PMs and PMAs align on terms and expectations.
2. Offer both pathways: short, skills-focused coaching for immediate performance and relationship-based mentoring for broader development.
3. Measure what matters:
   • Coaching: observable behavior change, meeting outcomes, accuracy/quality.
   • Mentoring: role readiness, internal mobility, retention, engagement.

1. Equip leaders to teach basic coaching skills (questioning, contracting, and feedback) and how to mentor without turning sessions into status updates.
2. Close the loop: schedule brief follow-ups to check what was applied and what’s next.

References/Resources

• Coaching vs Mentoring Cheat Sheet
• Harvard Business Review – A Guide to Mentors, Sponsors, and Coaches (clear distinctions + when to use each).
• Center for Creative Leadership (CCL) – How to Use Coaching and Mentoring Programs to Develop New Leaders (program design & best practices).
• PSMJ Resources – AEC TalentMAX pre-conference AEC Executive Workshop (source of “Lock It In” as taught by Jonathan Wilson).
• PSMJ Resources – Jonathan Wilson bio (coach/instructor background).

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.

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.

Leilani Rose, CDFO
Office Manager, Senior Associate at Semple Brown Design, P.C.

What inspired you to pursue the CDFO certification after having received your CDFA?
I was inspired to pursue the CDFO certification when I heard that it reflected more of a mid-career design administrator, in terms of leadership and experience.

How has earning your CDFO credential impacted your confidence, skills, or credibility in your role?
I feel that it is a tangible way to show my leadership team that I am striving to always learn and grow and improve my skillset.

Were there any doubts or hurdles you had to overcome in deciding to take the Leadership Section? How did you move past them?
It's a time commitment as you have to set aside time to study and schedule your test -- but signing up for the Path2Success program last fall helped me keep up with my reading, and scheduling my test helped me set a goal that I could work towards.

What surprised you most about the preparation or exam process?
Understanding my own leadership style better, and also recognizing what didn't work for me.

Did you engage with the Path2Success program, CDFO Study Group, mentor, or other resources? If so, how did it help?
I signed up for the Fall 2024 Path2Success program, and we read and discussed the "21 Irrefutable Laws of Leadership" book; it is one of reading materials towards the CDFO portion of the exam, so it helped me study for the exam.

What topic or section challenged you the most--and how did you tackle it?
A lot of contemporary books on leadership, including the ones that were the recommended readings, felt a little male-centric while a majority of design administrators tend to be female, so I felt a dissonance there and felt like there was something missing. I tackled it by taking what I could learn and applying it the best I could.

How have your employer or colleagues responded to your certification?
They were very proud and happy to know that I gained this new certification.

What would you say to someone in the A/E industry who is unsure if the CDFO credential is worth it?
The CDFO certification is a great way to demonstrate your experience and leadership as a design administrator, and it can show your leadership team that you are constantly striving for improvement. There are so few certifications specifically geared towards our role in this industry, so why not take advantage of a certification that is widely recognized across the A/E industry?

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!

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.

Melanie Schmidt, CDFO

Office Administrator at Snell Engineering Consultants

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

My job is growing in the Operations side of our firm, and the CDFO credential is more fitting for my job goals.

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

It is empowering to have the CDFO credential. It validates the work I do, gives worth to my role within my firm, and shows those I interact with outside of my firm that I am dedicated and educated in my role.

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

Yes, I didn't want to fail the Leadership Section test. Knowing I already had the CDFA credential, I wavered between settling with what I had and what I would have to do to pass the Leadership section. It was a lot of information. Then I decided that a leader represented who I wanted to be in my career, so I decided to take the exam for the CDFO certification.

What surprised you most about the preparation or exam process?

It surprised me that I already knew some of the information as I studied. Much of it was intuitive. The exam was challenging, and I was surprised that I passed!  

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

The Path2Success program has been phenomenal for me. It inspired me to take on many new challenges and pushed me to grow in ways I didn't think I could. I did not make the sign-up in time this year and am disappointed, but I will try again next year. I also used the CDFO study group materials. The practice tests and videos were really helpful.

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

The Leadership section isn't necessarily black and white with situational questions and answers. I decided to 'go with my gut' rather than overthink my answers. 

How have your employer or colleagues responded to your certification?

My employer and colleagues are super supportive. They encourage me to learn and grow in my career and celebrate the certifications with me.

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

DO IT! There are so many reasons why. The ability to learn from others, networking, self-growth, career growth, earned respect within your firm, a seat at the table, empowerment. 

LinkedIn has evolved into one of the most powerful tools for design professionals looking to build visibility, credibility, and meaningful connections. Yet many architects, engineers, and operations leaders aren't leveraging the platform to its fullest potential. During our final EDConnect25 session, marketing strategist Josh King—founder of Tinderbox Marketing and instructor at Whitworth University—shared practical, actionable guidance tailored specifically to professionals in the A/E/C industry.

Why LinkedIn Matters More Than Ever

LinkedIn is no longer just an online résumé—it's your digital storefront. It's often the first place clients, colleagues, future employers, and industry partners go to learn who you are and what you do. A strong LinkedIn presence helps design professionals:

• Communicate their expertise
• Showcase meaningful work
• Strengthen firm visibility
• Build lasting industry relationships

In today's competitive landscape, a well-managed profile isn't optional—it's a core part of building both personal and firm-wide reputation.

About Josh King

With a career spanning digital media, brand strategy, and corporate marketing, Josh King brings deep insight into how creative and technical professionals can communicate with clarity and impact. His session focused on simple, sustainable steps anyone can take to strengthen their LinkedIn presence—no marketing or social media background required.

1. Build a Strong Personal Profile

Your profile is the foundation of your professional brand. Josh emphasized several essentials that design professionals should update immediately:

• Professional Photography: A clean, high-quality headshot provides an immediate boost in credibility. Skip the selfies and casual crops.
• Meaningful Headlines: Move beyond job titles. Use your headline to communicate your role, specialty, or what differentiates your work.
• Updated Contact Information: Make it easy for people to reach you—especially clients, partners, and recruiters.
• A Clear, Third-Person Bio: Your About section should function as both an introduction and a professional summary. Write it in the third person to make it easy for others to share, reference, or repurpose when needed.

A polished profile builds trust and sets the tone for your interactions across the platform.

2. Post Content With Intention

You don't have to post every day, but consistency matters. Josh recommends posting two to three times each week, focusing on content that:

• Highlights recent projects or milestones
• Offers behind-the-scenes insights into your process
• Shares lessons learned or best practices
• Responds to industry trends
• Elevates colleagues or celebrates team achievements

For those unsure where to start, even short audio notes, project reflections, or meeting takeaways can be transformed into posts using generative AI tools. The goal is progress, not perfection.

3. Strengthen Your Firm's Presence

A firm's LinkedIn presence is often one of the first touch points for prospective clients and talent. Josh encouraged firms to:

• Assign ownership of the company page to designated staff
• Maintain branding consistency, especially across visuals and messaging
• Encourage employees to engage, share content, and amplify company updates
• Repurpose long-form content into shorter posts to extend reach

A cohesive firm presence reinforces brand identity and showcases the human side of your work.

Quick Tips You Can Put Into Action Today

• Start your morning with a 5–10 minute LinkedIn check-in. Engage with posts, comment thoughtfully, or share a quick insight.
• Ask a colleague or leader to record a 30-second voice note about a recent project—turn it into a post.
• Review your headline and About section. Updating these two areas can dramatically improve your profile in minutes.
• Consider a weekly "LinkedIn Power Hour" where your team posts, shares, or updates profiles together.

Small, consistent actions create momentum and make the platform feel manageable rather than overwhelming.

4. Track What's Working

LinkedIn offers valuable metrics—profile views, post performance, follower growth, and engagement trends. Reviewing these regularly helps you understand what resonates with your audience and refine your content strategy accordingly.

Your Next Step: Refresh Your Presence

Josh's message was clear: your LinkedIn presence deserves intentional care. A few small updates can dramatically improve your visibility and impact in the A/E/C community. Whether you're a marketer, business operations professional, emerging designer, or firm leader, your profile is one of the easiest and most effective ways to strengthen your professional voice.

Want to Learn Directly From Josh? Share the Full Session With Your Team

This article only scratches the surface of the insights Josh delivered at EDConnect25. If you want to explore his full strategies—including live examples, profile walk-throughs, and deeper implementation tips—you can purchase the complete session recording here. SDA Member Price: $59 (be sure to log-in for member pricing).

Many firms use SDA recordings for:

• Team lunch-and-learns
• Marketing and business development training
• New hire onboarding
• Professional development credit
• Skill-building for emerging leaders

It's an excellent resource for individuals and teams looking to elevate their LinkedIn presence and strengthen their professional brand.

In today’s fast-paced A/E firm environment, productivity is less about working harder—and more about designing smarter systems, workflows, and habits that remove friction from the day.

During SDA’s January 2026 Productivity Hacks Virtual Roundtable, members from across the country came together for a lively peer-to-peer conversation focused on practical ways to save time, streamline work, and improve day-to-day operations. The discussion surfaced ideas spanning automation, technology, task management, and workflow design—grounded in real-world experience.

Here are a few key takeaways from the session.

Reducing Manual Work Through Better Systems

One of the strongest themes was the value of reducing manual processes through smarter workflows. Several members shared how moving requests and data collection out of email and into simple online forms has improved accuracy, reduced follow-ups, and saved time.

By standardizing how information enters the system, firms are able to launch projects faster, eliminate missing details, and create cleaner handoffs between teams. The takeaway was clear: meaningful productivity gains often come from redesigning how work flows, not adding more tools.

Technology That Truly Supports Productivity

Participants highlighted several digital tools that have become part of their everyday workflow.

The Remarkable Tablet generated strong interest as a practical way to combine handwritten notes with digital organization, helping reduce paper clutter while keeping information accessible.

AI tools such as ChatGPT were also discussed as helpful partners for drafting emails, outlining procedures, and jump-starting documentation. While adoption varies, many agreed that starting with low-risk, routine tasks is an effective way to build comfort and uncover value.

Across the discussion, one theme emerged consistently: the goal is not technology for its own sake, but technology that removes friction from routine work.

Simple Habits That Make a Big Difference

Beyond tools, members shared time-management strategies that help maintain focus in busy operational roles. Daily priority lists—especially identifying the top three “must-do” tasks—were a popular way to protect time and maintain momentum amid interruptions.

Others shared how small adjustments, such as using Outlook reminders, Excel shortcuts, and task boards, have helped reduce rework and stay organized. These incremental improvements, when combined, create noticeable gains across the workday.

Making Invisible Work Visible

One powerful theme that emerged during the roundtable was the importance of recognizing SDA members not simply as “support,” but as the designers of the systems that keep firms running. When an administrator streamlines a proposal process, automates a report, or creates a smarter template, it isn’t “no big deal”—it’s reclaimed time, reduced stress, and improved consistency for the entire team.

Even a 10-minute improvement to a recurring task, multiplied across dozens of proposals or projects each year, adds up to hours of capacity a firm can reinvest in higher-value work. As a community, SDA members are encouraged to document and articulate these wins rather than minimize them, helping ensure that the often-invisible impact of their expertise becomes visible, understood, and valued within their firms.

The Power of Peer Learning

Perhaps the most valuable outcome of the roundtable was the shared learning itself. From automation successes to adoption challenges, the conversation reinforced that productivity challenges are rarely unique—and that peer insight is often the fastest path to better solutions.

The session closed with a reminder that small changes, applied consistently, can significantly improve both efficiency and work satisfaction.

Continue the Conversation

Missed the session or want to revisit the discussion? The recording is available for purchase through the SDA Store.

Have a productivity tip that’s working well in your firm? We invite you to share your ideas in the comments below. Be sure to join future roundtables as we continue exploring ways to strengthen operations and elevate performance across A/E firms.

To learn more about upcoming programs, visit the SDA Events Calendar and stay connected with the SDA community.

John Maxwell’s 21 Irrefutable Laws of Leadership teaches us that leadership ability is the “lid” on personal and organizational effectiveness. In simple terms, your leadership skills set the ceiling on your success and your team’s success.

A highly skilled engineer, architect, or accountant might be excellent technically, but if their leadership capacity is limited, the entire team’s performance will eventually plateau. On the other hand, when leaders intentionally grow, they “raise the lid”—allowing themselves and those they lead to achieve more than they ever thought possible.

The Lid in Action: A/E Industry Examples

• The Project Manager’s Lid
  A project manager may be brilliant with design and technical details but struggles to communicate expectations clearly. The result? Confusion, rework, and loss of profitability. The leadership lid holds back the team’s effectiveness, and not because of skill, but because of limited leadership ability.
• The Department Head’s Lid
  A department head who refuses to delegate keeps all decisions at their desk. The bottleneck creates frustration, slows projects, and prevents team members from developing. The lid isn’t a technical ability; it’s a lack of trust and empowerment.

A principal who invests in developing emerging leaders lifts the lid. By providing training, mentorship, and opportunities for others to step up, they expand the team’s capacity. That investment multiplies the firm’s effectiveness and strengthens its future.

Why This Matters for Design Firm Leaders

In the A/E industry, we pride ourselves on technical excellence — and rightly so. But the Law of the Lid reminds us that technical skills alone don’t scale organizations. Leadership capacity does. The way we communicate, empower, delegate, and influence determines whether our firms thrive or stall.

The CDFO Connection

The lack of leadership skills is where the Certificate in Design Firm Operations (CDFO) comes in. Preparing for and earning the CDFO is one of the most effective ways to raise your leadership lid.

The program doesn’t just deepen your knowledge of finance, contracts, and operations — it broadens your perspective as a leader. It equips you to:

• See beyond your department and understand firm-wide dynamics.
• Make better strategic decisions rooted in both numbers and people.
• Influence outcomes across the organization, not just in your lane of expertise.

In short, the CDFO helps you raise your lid and, in turn, raise your firm’s lid. Where might your own leadership lid be showing up today? And what’s one step you could take to raise it?

The best leaders are lid-lifters. They invest in themselves so they can invest in others, raising the ceiling on what’s possible for their teams and organizations.

👉 Apply for the CDFO today and take the next step in raising your leadership capacity — and your firm’s future.

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.

Choate+Hertlein Architects

Our firm opened its doors in 1971 with small projects, typically quirky in nature, requiring out of the box solutions. Evolving over five decades and influenced by the varied interests of the partners, our resulting body of work represents a wide range of abilities and accomplishments, capitalizing on the variety of what Atlanta and the Southeast region has offered.

Throughout the years, one of the main areas of focus for our work has been the preservation, restoration, and adaptation of historic buildings resulting in an intimate knowledge of the fabric of built antiquity — the bones and sinew of the architecture of bygone eras. Located in a vibrant and growing city, other kinds of opportunities have allowed us to explore our interest in the design of highly original modern architecture. In many cases, we have been able to blend these two approaches in the adaptive fusion of historic and modern themes. 

With this wide range of differing expertise, the joy of our practice is found in the goal of creating a common thread to run through it all. This has evolved into a level of creativity and care that heightens and distinguishes the quality of our built work, whether respectfully historic or creatively new. Underlying our approach is the belief that no two opportunities are the same. We stretch to find the "Big Idea" that will give our work a sense of place and time, all in the service of our clients´ needs and desires.

The type, scale, and complexity of Choate + Hertlein Architects (C+H) work ranges from small, custom and finely-detailed interventions to large, complex adaptive reuse projects such as Ponce City Market and the redevelopment of the Centennial Yards South buildings in downtown Atlanta. We specialize in finding the appropriate solution to each unique challenge. Based on our accumulated knowledge and our creative passion, we consistently deliver pragmatic solutions and profound results. 

Thank you to Choate + Hertlein Architects for being a firm sponsor with SDA National. To learn more about Choate + Hertlein Architects and their work visit their website Choate + Hertlein Architects

The SDA Fellows Program celebrates the best of the best, people who have helped shape the Society for Design and raised the bar for the business of design. These are the mentors, innovators, and big-picture thinkers who do more than show up; they make things happen. Becoming an FSDA means you have done more than contribute to SDA. It means you have made a lasting impact on your firm, your peers, and the profession itself.

Becoming a Fellow is a milestone worth aiming for. The process starts with a self-nomination, which is really an opportunity to pause and reflect on how far you have come and where you want to grow next. A panel of SDA Fellows reviews each application, looking for individuals who have shown leadership, dedication, and a commitment to advancing practice management. Along the way, you may find yourself inspired to pursue certification, take on new challenges, and continue developing your skills and confidence as a leader.

And here is the best part: the journey does not stop once you are named a Fellow. This group is always up to something good, mentoring members, leading programs, and creating spaces for meaningful professional growth. Their annual Path2Success series has become a fan favorite. It is part book club, part leadership lab, where SDA members dig into big ideas together. This year’s pick, Radical Candor, sparked great conversation about feedback, communication, and authentic leadership that truly changes workplaces for the better.

At its heart, being an SDA Fellow is not about a title. It is about belonging to a circle of professionals who lift others while continuing to grow themselves. Fellows are the ones who see what is possible and help the rest of us get there. If that sounds like you, or the you you want to become, maybe it is time to start your own Path to Success.

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.

Founded in 1973, Intergroup Architects has been a trusted name in commercial design for over 50 years. Headquartered in Littleton, Colorado, we offer architectural, planning, and interior design services across the nation. Our work spans a diverse range of industries, including office spaces, healthcare, education, retail, industrial, and more, with over 11,000 projects completed in 36 states. We’ve built a reputation for delivering designs that not only meet the immediate needs of our clients but also foster long-term growth and success.

A Focus on Client Partnerships

At Intergroup, we understand that every project is unique, and that’s why we approach each one with a commitment to collaboration and trust. Whether you’re a large corporation, a small startup, or a government agency, we believe in building long-term partnerships that are grounded in clear communication and mutual success. Our team works closely with you to understand your vision, goals, and challenges, ensuring that the end result is a space that helps your business thrive.

Our approach to design is grounded in our iGTechnique—a step-by-step process that guides every project from concept to completion. This proven method ensures we stay aligned with client goals and project objectives, while also providing a seamless and enjoyable experience. Our five-stage approach includes:

1. Define the Vision – Understanding your goals and aspirations.

2. Translate the Concept – Transforming ideas into workable designs.

3. Refine and Balance the Design – Ensuring form meets function and sustainability.

4. Make it Real – Bringing the design to life through careful planning.

5. Get it Built – Delivering the project on time and within budget.

By adhering to this process, we ensure that every project is completed efficiently and to the highest standards, making your experience as smooth as possible.

A Team Built for Success

At the heart of Intergroup is our team—a group of 13 dedicated professionals, including licensed architects, LEED Accredited Professionals, and industry experts. We value collaboration, accountability, and continuous professional growth. Every team member plays a key role in the firm’s success, contributing to a culture of creativity, innovation, and excellence. This collaborative approach allows us to deliver projects that meet both the technical requirements and the specific needs of each client.

Industrial Design Expertise

Intergroup is also a recognized leader in industrial design. With over 200 industrial buildings completed, our expertise covers everything from manufacturing and warehousing to high-tech facilities and distribution centers. Our designs are tailored to maximize efficiency, flexibility, and sustainability, while also addressing industry-specific needs, such as energy efficiency, truck access, and product flow. Whether it’s a large-scale project like a multi-phased industrial park or a smaller, specialized facility, we have the experience and technical know-how to deliver outstanding results.

Client-Centered Approach

Our commitment to exceptional service is reflected in the fact that over 85% of our business comes from repeat clients or referrals. We pride ourselves on creating a strong, transparent relationship with each client, ensuring that all stakeholders are aligned and informed throughout the process. Our principal-led service is another key factor in our success. Bill Smith and Tony Casey, our senior principals, are actively involved in every project, providing direct oversight and ensuring that our clients receive the highest level of service and design quality.

Government Project Expertise

Intergroup Architects also has a solid track record in working with government agencies, including the City of Littleton, City of Colorado Springs, and the Colorado Department of Transportation. We are experienced in managing the unique challenges of government projects, ensuring they are completed on time, within budget, and to the satisfaction of all stakeholders.

“With over 50 years of experience, Intergroup Architects is proud to continue shaping spaces that foster innovation, enhance functionality, and support the success of our clients. From start to finish, we’re here to ensure your project exceeds expectations—building lasting relationships and creating environments that stand the test of time” – Tony Casey, Senior Principal

Thank you to Intergroup Architects for being a firm sponsor with SDA National. To learn more about Intergroup and their work visit their website Intergroup Architects

When you talk about leadership that endures, you're really talking about influence—and few have influenced SDA's national community quite like Nikki Pierce, CDFA, LEED AP. This year, the Society for Design Administration proudly honors Nikki with the 2025 Lifetime Achievement Award, recognizing her two decades of dedication to elevating design firm operations, empowering peers, and shaping SDA's educational legacy.

A Journey of Growth

Nikki's story is one of steady growth, grounded in curiosity and service. She began her career at Clark Nexsen in 1999 as a receptionist—a role that quickly became a springboard for her natural leadership abilities. Within a few years, she had advanced to administrative lead in the Charlotte office, and by 2020, she became the firm's Knowledge Manager, helping integrate people, processes, and technology across the organization.

Her colleagues describe her as someone who doesn't wait to be asked.

"When Nikki sees something that needs attention, she takes care of it—or makes sure someone does," recalls one longtime coworker.

That instinct to serve and improve has defined her leadership for more than two decades.

Her SDA Impact

Nikki joined SDA in 2005 through Canstruction's "Canstruct-a-Member" initiative and immediately became active in the Charlotte Chapter—serving as President, Past President, and Treasurer. When the chapter dissolved, she continued her commitment as a Member-at-Large, promoting SDA's mission of education and excellence.

She earned her Certified Design Firm Administrator (CDFA) credential in 2008, joined the National Certification Committee in 2009, and later chaired it from 2012 to 2016. Under her leadership, the Certification Guidebook was extensively revised and the exam strengthened to better reflect the evolving needs of the A/E industry. She returned as Co-Chair from 2020 to 2022 and continues to serve as a valued committee member.

Beyond certification, Nikki has contributed to the National Education Services Committee, Membership Committee, and numerous SDA publications and forums. She has also encouraged colleagues at her firm and across the country to pursue SDA membership and certification, broadening the organization's reach and impact.

Leadership Through Influence

Nikki embodies leadership through influence rather than authority. She mentors generously, collaborates widely, and approaches every challenge with humility and purpose. Her ability to connect people and ideas has shaped SDA's programs and inspired countless professionals to grow their own leadership potential.

As she once reflected in her SDA Secretary application:

"Over time, I have found inspiration in my SDA colleagues. Their articulation and accomplishments have motivated me to push beyond being comfortable in my career and seek out assignments and accreditation I may never have entertained if I had not been exposed to these talented professionals."

That commitment to continual learning and encouragement is the hallmark of her influence.

A Legacy of Leadership

From her years of Canstruction involvement to her role in advancing SDA's certification standards, Nikki's leadership has left a lasting mark on both the organization and the A/E industry. Her influence multiplies through the colleagues she has mentored and the systems she has improved—proof that true leadership isn't about position, but about the difference you make.

SDA is proud to celebrate Nikki Pierce as the 2025 Lifetime Achievement Award recipient, honoring a career built on integrity, education, and service.

Join the Celebration

Join us in congratulating Nikki Pierce, CDFA, LEED AP, on this well-deserved honor! We invite members and colleagues to share their stories, memories, and messages of appreciation in the comments below.

When the Certified Design Firm Operations (CDFO) exam underwent a major content overhaul in 2025, Carrie Hubbard stepped up. Known for her precision, insight, and deep commitment to SDA’s mission, Carrie played a central role in reshaping the exam to better reflect the evolving demands of AEC firm operations. In recognition of her outstanding contributions, she was honored with a 2025 GEM Award—SDA’s highest acknowledgment of volunteer dedication—presented on May 22, 2025. Her work exemplifies the power of member leadership in strengthening the SDA community.

Recognizing Extraordinary Service

The GEM Award (Going the Extra Mile) is presented annually to SDA members who demonstrate exceptional service and impact within the organization. Carrie Hubbard earned this prestigious honor for her pivotal role in developing the Operations section of the updated CDFO exam. Her work included authoring comprehensive exam content, preparing and delivering two professional presentations on the new material, and assisting with the creation of new exam questions. These efforts ensure the exam remains relevant and valuable for future operations leaders. Carrie’s recognition not only celebrates her dedication, but also highlights the vital role volunteers play in advancing SDA’s professional standards.

Leadership in Action

Carrie Hubbard, CDFA, who was recently promoted to Director of Operations at Harbor Architects LLC located in Aberdeen Washington, has consistently demonstrated a passion for raising the bar in professional development. Her involvement in the CDFO exam update was both strategic and hands-on—bringing not just knowledge, but clarity and structure to a critical piece of SDA’s certification pathway. Carrie’s volunteerism extends beyond curriculum development; she is also known for delivering engaging, practical presentations that help members understand complex operations topics and apply them in real-world settings. Her contributions reflect a commitment to operational excellence, lifelong learning, and peer empowerment—values that resonate deeply throughout the SDA membership.

Strengthening the AEC Community

Carrie’s work on the CDFO exam update ensures that operations professionals in AEC firms are assessed on the most current, practical, and strategic content. Her dedication to clarity and relevance means that certification holders are better equipped to drive firm profitability and process improvement. Beyond certification content, her presentations have supported many SDA members in navigating new expectations and expanding their skill sets. Carrie’s influence will be felt for years to come—through both the exam and the professionals who earn it.

Inspiring Service and Collaboration

Her work not only strengthens SDA’s certification programs but inspires fellow members to get involved, share expertise, and support one another’s growth. Carrie’s recognition is a celebration of service, excellence, and the spirit of the professional community.

Amplifying SDA’s Voice: Jennifer Greene’s Leadership Earns 2025 GEM Award

Behind every strong professional community is a leader who ensures its message is heard, its value is clear, and its members feel connected. For SDA, that leader is Jennifer Greene, CDFA. Through her exceptional leadership as Chair of the MarCom Committee in 2023–2024 and Co-Chair in 2024–2025, Jennifer has helped shape the way SDA communicates, grows, and engages. Her service was formally recognized with the 2025 GEM Award—SDA’s highest honor for volunteerism—presented on May 22, 2025. A longtime SDA member, Jennifer exemplifies the commitment and professionalism that define our community. 

Leading the Way

The GEM Award (Going the Extra Mile) is awarded annually by SDA to honor individuals who demonstrate extraordinary dedication through volunteer leadership. Jennifer Greene, CDFA, earned the 2025 distinction for her ongoing role leading the Marketing & Communications (MarCom) Committee during two pivotal years. As Chair and then Co-Chair, Jennifer worked to strengthen SDA’s messaging, increase member engagement, and elevate the organization’s visibility across the AEC industry. Her efforts directly supported SDA’s mission to empower operations professionals by ensuring that resources, achievements, and opportunities were communicated clearly and consistently. Jennifer’s contributions reflect not only her talent for strategic outreach, but also her unwavering commitment to the professional development of others. 

A Career Built for Marketing

Jennifer Greene who is the Director of Marketing at Ronnette Riley Architect’s in New York, New York has dedicated years of leadership and thoughtful collaboration to SDA. As a Certified Design Firm Administrator (CDFA), she brings a deep understanding of both firm operations and professional communications—skills she has used to guide SDA’s MarCom team’s efforts with clarity and vision. Her ability to bring structure, creativity, and strategic thinking to SDA’s messaging helped enhance outreach, unify branding, and better inform members across the country. Jennifer’s leadership style is marked by reliability, inclusiveness, and a clear passion for supporting others. Her efforts have not only made SDA stronger—they have created a more connected, informed, and inspired member community. Her recognition with the GEM Award is a well-earned testament to her impact. 

A Continued Leader

Jennifer’s work within SDA has strengthened the organization’s communications infrastructure—an often-invisible but essential part of supporting member engagement and retention. By championing clear and consistent messaging, Jennifer has played a critical role in SDA’s continued growth and visibility within the AEC industry. Her influence will continue through the tools, strategies, and content she helped develop.

Jennifer’s GEM Award honors not only her service—but her ability to inspire, connect, and lead with purpose. SDA is proud to celebrate her outstanding contributions and lasting impact.

Exemplary leadership and service define Fran Carrillo’s contributions to the Society for Design Administration (SDA). As Operations Manager at MIG, Inc. in San Diego, Fran has long been recognized for her organizational insight and steady guidance. This year, her dedication earned national recognition with the GEM Award, honoring SDA members who serve as “Guiding Examples to our Members” through their significant contributions to the organization and its mission.

When Fran stepped into the role of Co-Chair of SDA’s Marketing and Communications (MarCom) Committee, she brought a collaborative energy that elevated the organization’s visibility and engagement across multiple platforms. The MarCom Committee oversees SDA’s marketing, public relations, social media, and publications—areas that reflect how SDA connects, informs, and celebrates its members. Through her leadership, Fran helped strengthen SDA’s brand voice and ensured that communications reflected the professionalism and spirit of the AEC community.

The GEM Award celebrates members whose service and influence shine throughout the SDA network, and Fran’s impact certainly fits that description. She first served as MarCom Co-Chair from 2020 to 2022, guiding the committee through a time when digital communication became more vital than ever. Returning to the role again for 2024 to 2025, Fran has continued to foster creative collaboration and consistency in how SDA presents itself to current and prospective members. Her ability to balance strategic vision with hands-on support exemplifies the type of leadership that strengthens the organization from within.

Fran’s professional journey at MIG, Inc. further reflects her commitment to excellence and teamwork. As Operations Manager, she supports a multidisciplinary design and planning firm known for its community-centered projects. Her dual perspective—rooted in both business operations and design collaboration—aligns perfectly with SDA’s mission to empower the professionals who keep AEC firms running smoothly and effectively. Within both her firm and SDA, Fran models the kind of leadership that values communication, mentorship, and shared success.

Her long-standing involvement in SDA highlights the power of professional engagement. Since joining the organization in 2017, Fran has contributed her time and expertise to advancing SDA’s visibility and resources for members. Under her guidance, the MarCom Committee’s initiatives have supported national campaigns, chapter outreach, and publications that spotlight member achievements—strengthening the bridge between local chapters and the national community.

Beyond her committee work, Fran’s influence extends through the connections she builds. Her approach demonstrates that effective communication is not only about messaging—it’s about meaning. She continues to inspire members by showing how thoughtful collaboration and steady commitment can create lasting value within professional organizations like SDA.

SDA National proudly congratulates Fran Carrillo on receiving the GEM Award. Her leadership, dedication, and enthusiasm exemplify what it means to serve as a guiding example for others. Through her efforts, SDA’s message of empowerment and professional excellence reaches farther and resonates deeper—reminding us all that the strength of our community lies in members like her.

How one little dash can throw your automations, templates, and filenames into chaos

During our most recent First Friday Virtual Coffee, a seemingly simple question kicked off a surprisingly lively debate:

“How do you name your project files—year/month/day, year/day/month, or month/day/year?”

As members compared formats, the conversation turned to punctuation. One person said their firm was told not to use periods (.) in filenames. Another said they always use underscores (_). Someone else swore by hyphens (-).

And then someone asked, “Wait—does it matter which dash we use?” That question stopped us in our tracks.

Because as it turns out, yes—it matters a lot more than most of us realize.

Why It Matters

Your computer sees a world of difference between a hyphen (-), an en dash (–), and an em dash (—)—even if your eyes don’t. Smart punctuation settings in Word, Google Docs, or macOS can “helpfully” replace a plain hyphen with one of the longer versions.

Those subtle swaps look harmless in text—but when used in filenames, automations, or templates, they can quietly break things.

An en dash or em dash in a file or field name can cause integrations to fail, automations to stop working, or exports to misread the label entirely. So if your workflow ever breaks for no apparent reason… your punctuation might be the hidden culprit.

Quick Fixes That Actually Work

• Hyphen (-) → ✅ Safe for file names and automations. Use it for joining short words or labels.
• Underscore (_) → ✅ Also safe. Common in code or legacy systems.
• En dash (–) / Em dash (—) → ❌ Save these for writing, not for filenames or templates.
• Periods and spaces → ⚠️ Avoid when possible; they can break URLs, links, or scripts.

Bottom line: boring punctuation is reliable punctuation. The plain hyphen will almost always win.

A Member-to-Member Tip

This entire post came out of SDA members sharing real experiences during First Friday Coffee—the kind of everyday troubleshooting that makes our community so valuable.

So if you’ve ever spent hours rebuilding an automation that “mysteriously stopped working,” double-check your punctuation before you panic. Sometimes, one tiny line is the whole problem.

Want to Dig Deeper?

If this kind of detail makes your inner systems nerd light up, you’ll love SDA member, Elizabeth Harris’s full guide on Substack.

The Extremely Niche, Mildly Unhinged Guide to Dashes (for Substack, Notion, and Zapier People)

It’s an entertaining deep dive into the world of dashes, underscores, and invisible formatting gremlins—with screenshots, examples, and even a “dash decoder” visual to help you spot the difference.

Keep the Conversation Going

Join us for our next First Friday Virtual Coffee to share what’s working in your firm—or to pick up a few new tricks from fellow members. You never know which casual question will spark your next great “aha” moment.

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.

When it comes to dedication, reliability, and community spirit, SDA Orange County’s Marsha Bastian shines brightly. This year, her years of service and leadership earned her the SDA STAR Award, a national honor presented annually by each chapter of the Society for Design Administration to recognize outstanding members whose contributions exemplify SDA’s values of excellence, collaboration, and professional growth.

For more than five years, Marsha has served as Recording Secretary for SDA Orange County, maintaining detailed and accurate meeting minutes that keep the chapter’s operations running smoothly. Her precise documentation ensures that chapter leaders can reference decisions and discussions with confidence—an often unsung but essential role that reflects her professionalism and attention to detail. “Her notes have been a big help when needing to track what has been discussed or decided at previous business meetings,” shared a chapter colleague.

Beyond her secretarial duties, Marsha has strengthened SDA/OC’s programming by connecting the chapter with expert speakers from her insurance firm, Risk Strategies, helping organize multiple lunch seminars and webinars on topics vital to AEC business operations. Her willingness to share resources and expertise has enriched chapter education and engagement, providing valuable insight for members and their firms.

Marsha joined SDA in 2015, quickly becoming an active participant in nearly every chapter function—from board meetings and professional seminars to networking and social events. Her steady presence and enthusiasm have made her a cornerstone of the SDA/OC community. As one member noted, “She’s just not an attendee, she’s a participant,” a sentiment that captures the energy and initiative she brings to everything she does.

The STAR Award honors SDA members whose exceptional service advances both their chapter and the broader profession. Marsha’s recognition underscores the impact of her commitment to fostering professional excellence and connection within the AEC community. Her contributions demonstrate how consistent involvement, leadership, and generosity of knowledge strengthen the foundation of SDA as a whole.

SDA National congratulates Marsha Bastian on this well-deserved recognition. Her example reminds us that leadership takes many forms—and that attention to detail, collaboration, and community-minded service are at the heart of what makes the SDA thrive.

For nearly three decades, SDA New York Chapter member Ross Arnel has exemplified the spirit of community and collaboration that defines the Society for Design Administration. This year, his exceptional commitment was recognized nationally when he received the SDA Star Award, an honor presented by each chapter to celebrate members whose dedication, service, and leadership shine brightly across the organization.

When it comes to strengthening the SDA network, Ross’s name is synonymous with generosity and engagement. As founder and president of Arnel Associates, an insurance benefits consulting firm serving architecture, engineering, and construction professionals, Ross has shared his 35-plus years of expertise with SDA members, guiding firms and individuals through complex questions about coverage, employee assistance programs, and Medicare supplements. But it’s his enduring involvement—not just his professional insight—that has made him such an integral part of SDA New York’s success.

A member since 1997, Ross has contributed tirelessly through his roles on both the Programs and Membership Committees, including multiple years as Programs Chair. His leadership helped bring valuable learning and networking opportunities to members, and his firm has been a longtime chapter sponsor, supporting SDA events that foster connection and professional growth. Whether coordinating programs, mentoring new members, or simply showing up—Ross is known for being there. He attends the majority of SDA New York events and is often one of the first to volunteer when help is needed.

Those who know Ross describe him as an enthusiastic ambassador for SDA, always encouraging others to get involved. He often shares how he has witnessed firsthand the personal and professional growth members achieve through active participation in SDA—a message he continues to champion with warmth and authenticity.

Ross’s recognition with the Star Award is not only a celebration of his individual contributions but also a reflection of the strong community he’s helped nurture. His commitment to service, education, and camaraderie embodies the very best of SDA.

“SDA New York congratulates Ross Arnel on this well-deserved honor. His years of dedication and support have strengthened both the New York Chapter and our broader professional community. Members like Ross inspire others to lead, contribute, and continue advancing the mission of SDA.”

Congratulations to Ross Arnel, recipient of the SDA Star Award from the New York Chapter—and a shining example of what it means to lead by giving back.

Driving Growth, Inspiring Change: Deborah Gill Honored with SDA STAR Award

In every thriving organization, there are individuals whose quiet dedication powers lasting transformation. For the Mid-Atlantic Chapter of the Society for Design Administration (SDA), that person is Deborah Gill. With more than three decades of SDA membership and a career spanning 40 years in the AEC industry, Deborah’s contributions have not only strengthened her chapter, they’ve shaped the profession itself. In recognition of her exceptional service, leadership, and impact, Deborah has been honored with the 2025 STAR Award, SDA’s highest tribute to volunteer excellence.

A Career Dedicated to AEC Business Excellence

Deborah Gill is more than a seasoned CPA, she’s a changemaker whose expertise has guided firms across the architecture, engineering, construction, and land surveying industries. As the founder of Profit by Design, LLC, Deborah has supported over 100 clients in optimizing their Deltek Vision systems and improving operational efficiency. Her reputation as a trusted management consultant, author, and lecturer is built on decades of experience helping firms grow stronger, smarter, and more sustainable.

With a B.A. from the University of Mary Washington and a CPA license in Virginia, Deborah has built an impressive legacy of service, both to the industry and the professional organizations that support it. She has delivered insightful presentations for AIA, ACEC, IFMA, NSPE, NSPS, and of course, SDA, where her influence has been especially profound.

SDA Impact: A Lifelong Legacy of Leadership

Deborah joined SDA 34 years ago, and since then has become a cornerstone of the community. Her leadership helped develop SDA’s signature practice management course, BizTrak, a vital educational resource that continues to empower business operations professionals across the country.

Locally, she is described as “the heartbeat” of the Mid-Atlantic Chapter, offering strategic direction, behind-the-scenes support, and an unwavering commitment to growth. Deborah is never one to shy away from advocating for change, and her vision has driven the success of countless chapter initiatives.

But beyond her titles and achievements, Deborah is most often celebrated for her generosity of spirit. Her ability to encourage, engage, and uplift others has made a lasting impression on everyone she works with.

Sharing Knowledge, Strengthening Firms

Even beyond her consulting work, Deborah remains committed to advancing business acumen within the AEC industry. Today, she continues to support nonprofit organizations with accounting guidance, while also mentoring small A/E firms to implement better business practices. Her dedication to knowledge-sharing through speaking engagements and course development has helped create a stronger, more connected professional community.

Celebrating a True STAR

“Deborah embodies everything it means to be a STAR,” said members of the Mid-Atlantic Chapter. “Her leadership, support, and tireless efforts have made a meaningful and lasting impact—not just here at home, but across the national SDA community.”

SDA proudly celebrates Deborah Gill for her extraordinary contributions and enduring legacy of service. Her work is a powerful reminder that one member’s commitment can spark growth, empower others, and elevate an entire industry.

Hiring can be complicated.  Pressure to fill an immediate need, coupled with the necessity of finding the right fit for your firm, is an exercise that balances urgency and patience.  Recruitment and talent acquisition are not the same, though they are often used interchangeably.  Recruitment is based on a reactive, immediate need. In contrast, talent acquisition is proactive: a carefully curated process that firms rely upon to find the very best fit for their teams.  In either scenario, establishing an efficient hiring process is essential to an organization’s success and future growth.

In our earlier blog, Crafting Comprehensive Job Descriptions in the AEC Industry, the importance of providing clear criteria for the role is established.  The next step is to find and hire the right candidate.  Easy right?  Not always.  Considerations include where to post your job opening, how you will collect and review resumes, establishing an interview process and identifying who will be involved, making an offer and lastly, onboarding.

Firms typically post job openings on various platforms to reach a broad audience:

• Job Boards: Popular sites like Indeed, LinkedIn, and Glassdoor.
• Company Websites: Many firms have a dedicated careers page.
• Social media: Platforms such as LinkedIn and Facebook are used to attract talent.
• Industry-Specific Sites: Niche job boards, such as SDA and Archinect, are tailored to specific industries.
• University Career Centers: For entry-level positions and internships.

Once the position has been posted, with clear criteria for the role and instructions for applying, the real work begins.

In the past, applicants could come into a place of business and drop off a resume or request a job application, whether it was solicited or otherwise.  The evolution of technology has turned that process on its head.  More firms are using Applicant Tracking System (ATS) platforms to collect resumes and cover letters.  Platforms such as Lever, Greenhouse, and Workday help collect and manage candidates once they’ve applied for a position, regardless of where it is posted.  Firms may also use online forms tied to their website or have an email submission process.  The aim is to centralize the collection of applicants.

The use of ATS platforms can give employers the ability to review applicants, coordinate with team members involved in the hiring process to communicate with one another internally and externally, and have the ability to coordinate calendars to establish availability for scheduling interviews. 

Narrowing down candidates happens at each stage of the hiring process.  Based on the criteria of the role and position requirements, resume and cover letter reviews are quick glimpses used to establish a good fit.  Things to look for include:

• Spelling errors.  If there are spelling errors, exclude them.
  • This demonstrates low attention to detail in their work.  Digital aids are available to help with spelling and grammar. 
• Frequent job changes:
  • A history of short-term positions without clear reasons is usually a red flag.  Make sure to look for stints that are two years or more at a role.  Two years is enough to see the firm through a business cycle – low and high points.  Year-long hiring is an indicator that the candidate is uncomfortable with change and may leave as soon as things get uncomfortable. This can also indicate a person who is quickly bored or lacks commitment and stability.
  • Overly vague descriptions or lack of specific details about previous roles and responsibilities.
  • Exaggerated qualifications or claims that do not match the candidate’s experience level.
• Self-employment could also be a red flag.  There is a certain cadence about being your own boss and having to make decisions about all aspects of a business.  Making that switch to work on specific aspects of a company could be a difficult switch for the candidate.  An exception could be if the applicant does not want to be a business owner anymore. 

Depending on the number of applicants, some companies use AI to review resumes ahead of a hiring manager.  An ATS system can be set up to scan resumes for specific keywords and phrases that match the job description using machine learning algorithms.  These algorithms analyze resumes to rank candidates based on their qualifications, experience, and relevance to the position.  Parameters that an AI system uses:

• Keywords: Specific terms related to the job, such as skills, certifications, and job titles.
• Experience: Relevant work history, including job roles and durations.
• Education: Degrees, certifications, and relevant coursework.
• Skills: Both hard skills and soft skills.
• Achievements: Notable accomplishments and contributions in earlier roles.

It is not a fool-proof process.  AI can disqualify applicants based on several factors:

• Lack of keywords could cause a resume to be filtered out.
• Inconsistent information in a resume can lead to it being disqualified.
• Formatting issues can make it difficult for the AI to review, and it could be rejected.

The interview process can vary from firm to firm and depend upon the role being filled.  Phone interviews are a good way to establish a quick screen of an applicant based on their resume and application information.  Phone screens allow the opportunity to ask clarifying questions and to decide if the person is right for moving on to a face-to-face interview.  Generally, phone interviews should be kept to 15 to 20 minutes in length.  Phone interviews are not a requirement for all applicants. 

Face-to-face interviews are where the decisions are made about whether an applicant will be hired.  First impressions matter.  Things to look for during the interview process:

• Did the candidate show up late, unprepared or request a reschedule? 
• Was the candidate challenging to contact to schedule an interview? 
• Does the candidate’s experience match the resume?
• Does the candidate avoid answering the questions asked during the interview process?
• Does the candidate spend time speaking poorly about their current or past employers?
• Does the candidate show unprofessional behavior? 
•  How does the candidate treat others during the interview appointment?  This could be the person who receives them for the appointment or the person who gives them a tour.
• Are the candidate’s salary expectations aligned with the market, role type and skillset being brought to the role?
• Are there indications that the candidate’s values or work style does not align with the company’s culture?

Depending on the role, candidates may take part in multiple face-to-face interviews before a decision is made.  It is important to keep communication clear throughout the hiring process about the next steps and timeline.  When a decision is made, it is important to move quickly.  Contact the candidate as soon as the decision is made to show enthusiasm and reduce the risk of losing them to another offer.  Provide a timeline for the candidate to accept or reject the offer.  The offer letter should be clear and detailed to avoid misunderstandings.  Stay in touch with the candidate during their decision period to answer any questions they may have.

Establishing an efficient hiring process is crucial for any firm’s success and growth.  By clearly defining the role, using modern technology like ATS platforms, and implementing structured interview processes, firms can effectively attract and select the best candidates.  It is essential to balance urgency with thoroughness, ensuring that each step—from job posting to the final offer—is handled with care and precision.

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.

From Mentor to Movement Builder: Justin Hoff’s Commitment to SDA Earns National Recognition

When dedication meets leadership, the result is transformative—and that’s exactly what Justin Hoff has brought to the Society for Design Administration (SDA). A member since 2008, Justin has become a guiding force in SDA’s mission to elevate business operations professionals in the AEC industry. This year, his exceptional service and professional contributions earned him the prestigious Star Award from SDA, recognizing his profound impact on education, certification, and member engagement at the national level.

Elevating the Profession Through Service

The Star Award honors individuals who have demonstrated outstanding leadership and innovation in the Architecture, Engineering, and Construction (AEC) industry. Selected from a pool of accomplished professionals, Justin stood out for his multidimensional impact—not just within his firm or SDA chapter, but across the national SDA community. Whether mentoring certification candidates, writing thought leadership content, or advocating for member inclusivity, his contributions exemplify the very best of what the AEC support community has to offer.

A Journey Marked by Growth and Giving Back

Justin joined SDA in 2008, but in recent years has truly stepped into the national spotlight. His involvement with the Certification Committee has been especially impactful. By helping shape the SDA Certification Resource Guide, crafting rigorous exam questions, and personally mentoring candidates, Justin has played a key role in strengthening the CDFA and CDFO certification programs—cornerstones of professional growth in our industry.

With a strong background in Human Resources, Justin brings a valuable perspective to the Innovations in Education Committee, where his blog articles continue to offer members practical insights and in-depth analysis of evolving workplace topics. His thoughtful writing helps bridge the gap between operational knowledge and strategic leadership—ensuring SDA members are prepared to meet the challenges of a changing AEC landscape.

As a member-at-large on the Membership Committee, Justin advocates for those who may not be connected to a local chapter, ensuring their voices are heard and their needs addressed. His focus on equity, access, and engagement has made a lasting difference in how SDA connects with professionals across the country.

Influencing the Future of AEC Operations

Justin’s influence reaches far beyond committee meetings and blog posts. By investing his time in mentoring others, he’s cultivating the next generation of SDA leaders. His collaborative spirit and dedication to continuous improvement reflect SDA’s highest values. Whether through national leadership roles or his writing, Justin exemplifies the kind of professional who uplifts those around him—making our entire industry stronger.

Celebrating a STAR Among Us

“Justin’s energy, expertise, and willingness to invest in the growth of SDA make him a standout STAR,” said Stephanie Kirschner, Executive Director, SDA National. “His work is a powerful reminder that our organization thrives because of members who give so generously of their time and talent.”

Please join us in congratulating Justin Hoff on this well-deserved recognition—and in celebrating the passion, insight, and leadership that he continues to bring to the SDA community.

Viviana Garcia, CDFO, doesn’t just support her SDA chapter—she elevates it. With a background in architecture and a talent for administration, Viviana has become a cornerstone of the San Antonio Chapter since joining in 2021. Her leadership, technical savvy, and unwavering dedication have earned her the 2025 STAR Award, one of SDA’s most prestigious honors. As a four-year member and Path2Success alumna, Viviana exemplifies the kind of excellence and innovation that define SDA’s impact on the AEC industry.

Celebrating a STAR in the Digital Era

The STAR Award, presented annually by SDA National, recognizes members who demonstrate exceptional leadership, service, and commitment to advancing the organization. Viviana’s nomination highlights her multifaceted contributions—from coordinating chapter event registrations and contact lists using Constant Contact, to presenting at networking meetings and serving multiple terms on the Board.

Her ability to adapt to new tools and technologies has helped streamline chapter operations and enhance member engagement. Viviana’s attention to detail and proactive mindset ensure that every task is executed with precision and care, making her an indispensable part of the chapter’s success.

A Career Built on Design, Discipline, and Dedication

Viviana holds a B.S. in Architecture from Arizona State University and currently serves as Operations Manager at Michael G. Imber, Architects, PLLC—a role she’s held for the past five years. Her dual expertise in design and administration allows her to contribute meaningfully across a range of firm and chapter initiatives.

As a Certified Design Firm Administrator (CDFA), Viviana brings professionalism and rigor to every role she takes on. Her peers describe her as someone who consistently goes the extra mile—whether it’s stepping up to learn new systems, offering fresh ideas, or simply lending a helping hand with a smile. Her positive energy and collaborative spirit have made her a trusted leader and a role model within the SDA community.

Strengthening the AEC Community Through Innovation and Inclusion

Viviana’s work benefits not only her chapter but the broader AEC community. Her presentations at networking meetings foster knowledge-sharing and professional growth, while her behind-the-scenes coordination ensures smooth, inclusive events that bring members together. Her willingness to embrace new challenges and technologies reflects the evolving nature of business operations in AEC firms—and her leadership helps others navigate that change with confidence.

A Community Celebration of Excellence

Viviana Garcia’s STAR Award nomination is a celebration of excellence, adaptability, and heart. Her contributions to SDA’s San Antonio Chapter reflect the very best of our organization’s values: service, innovation, and community. SDA National proudly recognizes Viviana’s achievements and the inspiration she brings to our professional family.

Her journey reminds us that leadership isn’t just about titles—it’s about showing up, stepping forward, and lifting others along the way.

When Carrie Hubbard, CDFA, joined the Pacific Northwest Chapter’s Board of Directors, she didn’t just take a seat—she took initiative. Her fearless approach to leadership and unwavering commitment to community engagement have already made a lasting impact. Now, her contributions are being recognized with the 2025 STAR Award, one of SDA’s most prestigious honors. As a proud SDA member, Carrie exemplifies the kind of forward-thinking leadership that strengthens both our organization and the broader AEC industry.

Honoring Excellence: The STAR Award Recipient

The STAR Award, presented annually by SDA, celebrates members who demonstrate outstanding leadership, innovation, and service within their chapters and the AEC community. Carrie’s selection as the 2025 STAR Award recipient reflects her immediate and meaningful contributions to the Pacific Northwest Chapter, where she has consistently stepped up to lead, support, and inspire. From moderating roundtable discussions on emerging topics like artificial intelligence to volunteering on committees and personally connecting with members each month, Carrie’s dedication is both visible and impactful.

Her recognition highlights her inquisitive nature and her willingness to challenge the status quo—qualities that push SDA forward and encourage others to think critically about how we operate and evolve. Her proactive spirit and reliability have earned the trust of her peers, and her influence continues to grow.

A Journey Defined by Action and Integrity

Carrie’s professional journey is marked by strength, determination, and a commitment to excellence. Though newer to the Pacific Northwest Chapter’s leadership team, she has quickly become a driving force. Her insights have encouraged the Board to reexamine processes and embrace innovation, helping the chapter thrive in a rapidly changing industry landscape.

Her SDA involvement reflects a deep belief in the power of community and professional development. Carrie earned her CDFA certification, further demonstrating her commitment to advancing the role of administrative professionals in AEC firms. Her leadership style—rooted in collaboration, curiosity, and consistency—has elevated the chapter’s engagement and effectiveness.

Carrie has worked at Harbor Architects for 25 years as Office Manager. Hobbies include cheering for the Kraken, animals, and a good book.

Inspiring Change Across the AEC Community

Carrie’s influence extends beyond her chapter. By leading conversations on AI and other emerging trends, she helps SDA members stay informed and empowered. Her monthly outreach to members fosters connection and mentorship, reinforcing the collaborative spirit that defines SDA. Her work not only benefits her chapter—it strengthens the entire AEC community by promoting operational excellence and thoughtful leadership.

Celebrating a True STAR

Carrie Hubbard’s receipt of the 2025 STAR Award is a testament to her passion, integrity, and impact. Her leadership inspires others to step forward, speak up, and contribute meaningfully. As SDA continues to grow and evolve, members like Carrie remind us of the strength and potential within our community.

We are proud to celebrate Carrie’s achievements and grateful for the energy she brings to SDA. Her example sets a high bar—and encourages us all to rise to it.

The Fair Labor Standards Act: What Every A|E Firm Needs to Know in 2025

Navigate the complexities of overtime, exemptions, and compliance with confidence.

If you’re managing people in an architecture or engineering firm, chances are you’ve encountered the Fair Labor Standards Act (FLSA) in some way. Maybe it was during a heated discussion about whether your new graduate engineer should be classified as exempt or non-exempt. Or perhaps it came up when you were trying to figure out if travel time to a job site counts as compensable hours.

The truth is, the FLSA has been a moving target lately. There have been many changes in the past few years, with the minimum salary threshold changing back and forth as each new administration was elected. The good news? At this moment, nothing has changed from where we were in 2019.

Here’s the latest: On April 26, 2024, the U.S. Department of Labor published a final rule that increased the minimum salary threshold, but on November 15, 2024, the U.S. District Court for the Eastern District of Texas vacated that rule. So, we’re back to the 2019 standards—the Department is now applying the minimum salary level of $684 per week and total annual compensation requirement for highly compensated employees of $107,432 per year.

But here’s the catch: employers should stay alert to potential future changes, as lawsuits regarding the 2024 final rule are currently pending in other federal district courts, and the United States has filed a notice of appeal.

Let’s dive into what you need to know to keep your firm compliant and your employees properly classified.

The FLSA Basics: More Than Just Minimum Wage

The Fair Labor Standards Act isn’t just about paying people $7.25 an hour (the federal minimum wage since 2009). It’s the foundation that determines who gets overtime pay and who doesn’t. And in our industry, where project deadlines can mean long hours, getting this right is crucial.

The Two Types of Workers

The FLSA creates two distinct categories of workers:

Exempt Employees are exempt from overtime because of the type of work they perform AND their salary level. There are four main categories: Executive, Administrative, Professional, and Outside Sales. Here’s the key: they can be paid a salary and still not qualify as exempt if they don’t meet the duties test.

Non-exempt Employees must receive overtime pay for any hours worked over 40 in a workweek. This includes most production workers and many others who don’t meet the strict exemption criteria.

The 40-Hour Rule (And Why It’s Not Negotiable)

Non-exempt workers are entitled to overtime pay at one and one-half times their regular rate for all hours worked over 40 per workweek. Notice we said “workweek,” not pay period.

Here’s a quick example that trips up many employers:

Real-World Scenario: Your CAD technician earns $20.00/hour and is paid biweekly. Week 1: 50 hours. Week 2: 35 hours.

Week 1: $20.00 × 40 = $800 + $30.00 × 10 = $300 OT
Week 2: $20.00 × 35 = $700
Total: $1,800

You cannot average the 85 hours over two weeks. Each week stands alone.

The “Suffer Work” Concept (Yes, That’s Really What It’s Called)

Here’s where it gets interesting. The FLSA uses the archaic term “suffer work,” which essentially means the employee must actually perform work to be entitled to overtime.

So in our example above, if the employee took a vacation day during that 50-hour week, they actually only “suffered work” for 42 hours, meaning only 2 hours of overtime, not 10.

Common FLSA Scenarios That Keep A|E Firms Up at Night

Over the years, the Department of Labor has clarified many situations that are particularly relevant to our industry:

• Working overtime without approval? Still, overtime pay is required.
• Answering emails during lunch at your desk? That’s compensable time.
• Mandatory lunch-and-learns? Compensable. Voluntary ones? Not compensable.
• Travel time for non-exempt employees? Here’s where it gets complex...

The Travel Time Dilemma

For non-exempt employees traveling outside regular working hours (like a 3 PM to 10 PM flight), only the regular 8-hour workday counts toward overtime calculations.

Travel time to work sites generally isn’t compensable under FLSA standards—except for the driver. However, in the A|E industry, many firms choose to compensate this time anyway as a recruiting and retention tool. Even construction and surveying firms, where travel is standard, often use this as a competitive advantage.

The $684 Per Week Rule: Your Exemption Baseline

All exempt categories share one common requirement: a minimum salary of $684 per week ($35,568 annually). But remember—meeting the salary threshold is just the starting point. Employees must also pass the duties test for their specific exemption category.

Individual States’ Overtime Rules May Vary

It can get complex, especially if you have offices in multiple states. California, Alaska, and Nevada have laws mandating overtime pay after an employee works more than eight hours in a single day. Other states have daily overtime rules, but the specific number of hours varies (e.g., Colorado – 12 and Oregon – 10). Always check state requirements, too.

What the FLSA Doesn’t Require (But State Laws Might)

The federal FLSA doesn’t mandate:

• Vacation, holiday, severance, or sick pay
• Meal or rest periods
• Premium pay for weekend or holiday work
• Pay raises or fringe benefits
• Discharge notices or immediate payment of final wages

However, many states have their own requirements for these items, so always check your local laws.

Recordkeeping: Your Best Defense

The FLSA requires employers to maintain specific records. The good news? Most of this information is typically kept during normal business operations. For employees subject to minimum wage and/or overtime provisions, you must keep:

1. Personal information (name, address, occupation, sex, birth date if under 19)
2. When the workweek begins
3. Total hours worked each day and week
4. Total daily or weekly straight-time earnings
5. Regular hourly pay rate for overtime weeks
6. Total overtime pay for the workweek
7. Wage deductions or additions
8. Total wages paid each pay period
9. Payment date and pay period covered

Pro tip: You don’t need specific forms or time clocks—just accurate records in whatever format works for your business.

A|E Industry Hot Topics

The Professional Exemption Debate

Remember the controversy over intern architects and engineers-in-training? The question was whether they were exempt due to professional status or non-exempt because they required supervision more than 50% of the time.

Today’s trend: Architects and engineers with college degrees are generally considered exempt from day one. However, many firms still have their own criteria—some consider new graduates non-exempt for the first year, others only consider registered professionals exempt.

The bottom line: If your firm follows different rules than the FLSA minimum, document it, communicate it clearly, and follow it consistently.

The Designer Dilemma

What about designers who came up through the ranks without degrees? This issue has largely resolved itself through attrition, but these employees likely wouldn’t meet the learned professional exemption. They might, however, qualify as creative professionals—the question is determining when a designer crosses that threshold.

Administrative Staff: The 50% Rule

Here’s where many A|E firms get tripped up. An administrative employee who spends time on both management/business operations AND billable project work needs careful analysis, such as a Project Management Assistant, Administrator, or Accountant (PMA).

The test: If they have a utilization rate of more than 50% of their time, they’re likely non-exempt, regardless of their title or degree.

Marketing Personnel: Degrees Don’t Equal Exemptions

A college degree doesn’t automatically create an exemption. Marketing staff need job descriptions that clearly define their duties and demonstrate the exercise of judgment and discretion required for exemption status.

Bonuses and Overtime: The Discretionary Distinction

When calculating overtime wages, non-discretionary bonuses must be included in the overtime calculation. Discretionary bonuses (typically holiday, profit-sharing, or performance bonuses) don’t need to be included.

Most bonuses in the A|E industry are discretionary, but include clear language in your employee manual to avoid confusion during an audit.

The Timesheet Imperative

Here’s some hard-earned wisdom: overtime issues are never a problem until they become one—usually with a disgruntled employee filing a complaint. Without timesheets, it becomes your word against theirs.

Best practice: Require complete, accurate timesheets for ALL salaried employees, even when they’re just charging time to overhead.

Special Considerations: Nursing Mothers

Under the PPACA amendment to FLSA Section 7, firms with more than 50 employees must provide reasonable break time for non-exempt nursing mothers for up to one year. You must provide a private space (not a bathroom) that’s shielded from view and free from intrusion. The break time doesn’t need to be compensated.

Quick Reference: FLSA Exemption Categories

Executive Exemption

• Primary duty: Managing the enterprise or a recognized department
• Supervision: Directs two or more full-time employees
• Authority: Can hire/fire employees
• Salary: At least $684/week

Learned Professional Exemption

• Primary duty: Requires advanced knowledge in science or learning acquired through prolonged specialized courses
• Discretion: Regularly exercises discretion and judgment
• Salary: At least $684/week

Creative Professional Exemption

• Primary duty: Work requiring invention, imagination, originality, or talent in recognized artistic/creative fields
• Discretion: Regularly exercises discretion and judgment
• Salary: At least $684/week

Administrative Exemption

• Primary duty: Office/non-manual work related to management or business operations
• Discretion: Regularly exercises discretion and judgment on matters of significance
• Salary: At least $684/week

Computer Professional Exemption

• Primary duty: Systems analysis, design/development/testing of computer systems or programs
• Pay: At least $27.63/hour if hourly OR $684/week if salaried

Outside Sales Exemption

• Primary duty: Making sales or obtaining orders/contracts for services
• Location: Customarily and regularly engaged away from employer’s place of business
• No minimum salary requirement

Staying Compliant in an Ever-Changing Landscape

The FLSA landscape continues to evolve, and the recent court decisions remind us that regulatory changes can be reversed. The key to compliance is staying informed, maintaining accurate records, and regularly reviewing your employee classifications.

Remember: These salary thresholds are subject to change. Always research the latest amounts and consult with employment law counsel when in doubt.

The bottom line? The FLSA might seem complex, but understanding its core principles and staying current with changes will help protect your firm from costly violations while ensuring your employees are properly classified and compensated.

This article provides general information about the Fair Labor Standards Act as it applies to A|E firms. For specific situations or legal advice, consult with qualified employment law counsel.

When a leader’s commitment transcends titles and timelines, their impact resonates across an entire professional community. Diane Klug, CDFO, has exemplified this type of leadership for more than two decades—championing SDA’s mission and empowering administrative professionals across the AEC industry. In recognition of her sustained service and forward-thinking contributions, Diane has been honored with the SDA Star Award, one of the Society’s most prestigious accolades.

From launching innovative programs to guiding strategic conversations, Diane’s influence continues to shape the future of SDA—and strengthen its value for members in firms of all sizes.

Honoring a Leader Who Goes the Extra Mile

The SDA Star Award is presented to members who demonstrate extraordinary service and dedication to both their local chapter and the national organization. It recognizes those who contribute meaningfully through leadership, participation, and ongoing support of SDA’s mission.

Diane’s leadership journey has extended far beyond the chapter level. When the St. Louis Chapter dissolved, she continued her SDA service as a Member-at-Large, maintaining strong ties with the organization while advocating for members from large and complex firms. Over the past year, she has been instrumental in helping SDA better understand and respond to the evolving needs of large firm partners—ensuring SDA remains inclusive, adaptive, and forward-looking.

A Career Anchored in Strategy and Advocacy

Diane Klug serves as National Director of Administration at WSP, one of the world’s leading professional services firms, with 73,000 employees across the globe. Balancing the demands of a high-level national role, Diane has never stepped back from her commitment to SDA. Her influence is felt across programs and platforms, bringing the voice of large-firm administrators into critical conversations about SDA’s future.

In 2023, Diane was honored with WSP USA’s Business Support “Extra Mile” Award, recognizing her exceptional commitment to operational excellence. That same spirit of service shines through in her contributions to SDA—from her leadership role in the inaugural SparkSDA program to her expert panel participation at EDSymposium, where she addressed business contingency planning with insight and clarity.

Her SparkSDA presentation on integrating Rocketbook into administrative workflows was so popular, it returned by demand for a deeper dive—proof of her ability to deliver immediately useful, future-focused content that resonates with peers across the country.

Advancing the SDA Community Through Shared Expertise

What sets Diane apart is not just her expertise, but her willingness to share it. Whether mentoring peers, speaking at national events, or leveraging her network to create new opportunities, Diane exemplifies SDA’s values of community, collaboration, and continuous learning. Her insights have helped SDA adapt its programming and outreach to better meet the needs of administrators at every level of firm size and complexity.

Her influence on strategic initiatives continues to pave the way for new members to find their place and purpose within the organization.

Celebrating an SDA Trailblazer

Diane Klug’s Star Award is a celebration of sustained impact, not just exceptional moments. Her dedication, leadership, and generosity of spirit have made SDA stronger and more future-ready. As the Society grows and evolves, members like Diane remind us what long-term service and vision can accomplish.

We are proud to celebrate Diane’s achievements and thankful for the lasting mark she continues to make on the SDA community.

From Chapter Champion to Industry Influencer: Jacqueline Coté Earns SDA Denver’s Star Award

When a leader combines operational precision with a passion for community, the results can reshape both a firm’s culture and a professional network. Since joining the SDA in January 2021, Jacqueline Coté has elevated the Denver Chapter through her unwavering dedication and thoughtful leadership. Now, her exceptional service has been honored nationally: Jacqueline, Associate Principal and Office Manager at Architectural Workshop, is a 2025 recipient of the prestigious SDA Star Award.

This award not only celebrates Jacqueline’s contributions to the SDA but also recognizes how her energy and commitment have strengthened the administrative core of AEC practices in her region and beyond.

Honoring Excellence in Service and Leadership

The Star Award recognizes individuals who exemplify outstanding service to their local chapter and to the Society as a whole. It is one of SDA’s highest honors, celebrating members who go above and beyond in areas such as event planning, publications, recruitment, and organizational leadership.

In Jacqueline’s case, her creative and consistent outreach as Membership Chair—ranging from recruitment campaigns to personal touches like birthday recognition—has not only grown the Denver Chapter but also deepened its sense of connection. Her efforts reflect the very spirit of the Star Award: a commitment to community, collaboration, and continual growth.

A Career Built on Operational Excellence

Jacqueline’s path in the AEC industry is rooted in a rare combination of business acumen and team-focused leadership. At Architectural Workshop, she oversees the operational backbone of the firm, bringing structure and efficiency to the creative process. Her background in economics and sociology, earned at the University of North Carolina at Greensboro, informs her holistic understanding of organizational behavior—skills she deploys daily to support a thriving, collaborative studio environment.

Since joining SDA, Jacqueline has continued to invest in her professional development. She is a Certified Design Firm Administrator (CDFA) and part of the inaugural class to earn the Certificate in Design Firm Operations (CDFO), both of which reflect her deep expertise in the AEC business landscape.

Elevating the Industry—One Connection at a Time

Beyond the walls of her firm, Jacqueline’s impact resonates across the AEC industry. Through SDA, she fosters meaningful connections among peers, championing the value of professional development and shared knowledge. Her enthusiasm at the chapter level has inspired other members to get involved, demonstrating how strong leadership at the grassroots level can ripple across an entire organization.

As SDA continues to champion the business professionals who keep AEC firms running smoothly, Jacqueline’s journey reminds us of the power of service-minded leadership. Her story is proof that operational excellence and people-first values are not mutually exclusive—they are, in fact, the formula for long-term impact.

Celebrating a Star in Our Ranks

Jacqueline Coté’s recognition with the Star Award shines a light on the kind of leadership that sustains and elevates SDA. Her efforts have strengthened the Denver Chapter, enriched the national community, and demonstrated the tangible value of SDA membership.

SDA is proud to count Jacqueline among its most dedicated members, and we look forward to seeing how her leadership continues to inspire and influence others across the AEC industry.

Thanks to the generous support of the PPC Grant, I had the incredible opportunity to attend EDSymposium25 in Lexington, KY—a conference that not only expanded my professional knowledge but also deeply enriched my personal and career journey.

A Warm Welcome: Horses, Bourbon, and Friendships

Before the conference officially began, I joined the pre-conference bus tour, which was a great way to experience the local culture – we toured Keeneland race track, Mill Ridge horse farm, and tasted bourbon in The Kentucky Castle! It set the tone for the days ahead - full of learning and laughter.

Reuniting with friends and colleagues from across the country is always one of the most rewarding aspects of the national conferences. Having candid conversations about our work, challenges, and aspirations reminds me of the strength and support within the SDA community. It was a powerful affirmation of why we do what we do.

Critical Thinking: A Career Safety Net

Carla Howard’s workshop on Critical Thinking was a game-changer. I walked away with a practical skill stack that included:

• Draw connections when analyzing data.
• Listen intently to understand, not just respond.
• Offer concise, actionable solutions - no more than three, with a focus on simplicity.
• Measure success and pivot when necessary.

I look forward to using these tools to approach problems more strategically and communicate more effectively.

Raising My AI IQ

Kristin Kautz’s session, “R(AI)sing Your AI IQ,” introduced practical tools like ChatGPT, Perplexity, and HighlightAI. I now understand:

• The difference between automation and intelligent agents.
• How to evaluate AI tools for security (e.g., SOC-2 compliance).
• Ways to integrate AI into daily workflows - from summarizing data to planning travel.

This session gave me the confidence to further experiment with AI in my own work, and I’ve already started identifying tasks that can be automated or enhanced.

Courageous Conversations: Leading with Clarity

The keynote on Courageous Conversations was both inspiring and practical. I learned how to approach difficult conversations with empathy, clarity, and confidence using a structured framework:

1. Preparing candidly.
2. Choosing a positive mindset.
3. Embracing vulnerability.
4. Keeping messages simple and clear.
5. Inviting collaboration.
6. Defining next steps.

I look forward to using the framework in my next courageous conversation.

Building a Business That Works

Bryon McCartney’s session, “How to Grow Your Firm,” used the metaphor of an airplane to explain business structure. I gained insights into:

• Aligning leadership, marketing, and sales for maximum impact.
• Clarifying messaging using the StoryBrand framework.
• Managing cash flow through a five-account system.

These lessons are directly applicable to my role in as an office manager and have inspired new strategies for streamlining our firm’s internal processes.

Business, Benefits, and Beyond

Other standout sessions included:

• AI in Design and Construction: I learned how to implement AI responsibly and the importance of staying with the innovation curve.

• Keynote Lunch What Makes Equine Architecture & Planning Unique? with local architect, Joe Martinolich, was fascinating!  
• Designing a Better Future with Mike Rankin, which explored aligning employee benefits with financial wellness.
• Ten Commandments of Professional Liability with Timothy Shumrick provided additional insights into risk management for my firm.
• Business Continuity Planning, a panel that emphasized the importance of preparedness and resilience in the case of disaster.
• SparkSDA: The SparkSDA mini-sessions were invaluable for peer learning. Topics like mentoring, knowledge sharing, and role-based prompting in AI tools provided fresh perspectives and practical takeaways.

Each session offered actionable insights that I’m looking forward to bringing to my firm.

A Personal Milestone: Earning My CDFO

One of the most meaningful moments of the conference was taking the Leadership section of the CDFO exam—and passing! Earning my CDFO certification is a proud achievement and a testament to the knowledge and confidence I’ve gained through SDA.

Conclusion

EDSymposium25 was more than just a conference—it was a catalyst for growth, connection, and inspiration. I returned home with a head full of shiny new skills, deeper relationships, and a renewed sense of purpose. I’m incredibly grateful to SDA and the PPC Grant Committee for making this experience possible.

Let’s wrap up this inspiring series! As our final PPC Grant recipient story from EDSymposium25, Jayne’s journey is filled with powerful session takeaways, new strategies for her firm, and the proud moment of earning her CDFO credential. What part of her experience resonates most with you? Share your thoughts and encouragement in the comments below!

And now that you’ve heard from all three recipients, what’s your biggest takeaway from their stories? Could next year be your year to apply for the PPC Grant? 

Newcomer, Natural Leader: Kim Hunter’s Enthusiasm Earns Her SDA’s Star Award

Some people make an immediate impact—not by seeking the spotlight, but by radiating warmth, reliability, and purpose from day one. Kim Hunter, Studio Coordinator at Gensler’s Dallas office, has been a member of SDA for just over a year, yet her presence already feels essential. Recognized by the Dallas Chapter for her outstanding positivity, initiative, and team spirit, Kim is the proud recipient of this year’s SDA Star Award—a celebration of her exceptional contributions and the deep connection she’s built with the SDA community in record time.

An Award for Those Who Shine Brightest from Within

The SDA Star Award honors members who exemplify collaboration, reliability, and a passion for lifting others up—qualities Kim has embodied since her first day. While the award often recognizes longtime members, Kim’s selection speaks volumes about her character. In just over a year, she has become a vital part of chapter life, proving that the strength of one's impact isn’t measured in time, but in generosity, commitment, and kindness.

From the moment she joined SDA, Kim “dove in headfirst,” immediately joining the Dallas Chapter’s CANstruction Committee. Her blend of diligence and joy has left a lasting impression. Whether she’s helping organize logistics or brightening a meeting with her genuine smile, Kim is described by peers as “the kindest, most helpful and joyful person you’ll ever meet.”

Professional Strength Meets Human Connection

At Gensler, Kim serves as Studio Coordinator—a role that requires precision, poise, and an eye for both detail and big-picture operations. With over a year at one of the world’s most renowned architecture firms, she brings both fresh perspective and steadfast professionalism to her team.

Prior to joining Gensler, Kim cultivated a career built on trust, organization, and relationship-building—qualities that now serve both her studio and her SDA chapter. As a mother to a college senior and a longtime enthusiast of University of Kansas sports, Kim balances her professional life with a vibrant personal world. Whether attending a local theater production or winning a hand of mahjong, she brings the same warmth and engagement that make her such a valued SDA member.

A Short Tenure, A Lasting Impact

Though Kim is relatively new to the AEC industry’s professional support network, her contributions have already left a permanent mark. Her work on the CANstruction Committee helped drive one of the chapter’s most visible and impactful community efforts, and her presence has helped energize a welcoming, inclusive culture within SDA Dallas.

Colleagues say it best: “I can’t imagine our chapter without Kim.” That’s the power of presence, and the lasting impression of a leader who leads with heart.

A Community Celebration of Excellence

SDA proudly celebrates Kim Hunter as a 2025 Star Award honoree. Her enthusiasm, trustworthiness, and kindness have enriched our community—and reminded us that true leadership starts with authenticity.

Kim, thank you for jumping in, lifting others, and being exactly the kind of teammate SDA is proud to call its own. You’re a star in every sense. Congratulations!

Steadfast Support and Lasting Impact: Arlene Mohammed Honored with SDA’s Star Award

When a member embodies the heart of SDA’s mission—empowering AEC firm leaders through knowledge, connection, and shared success—the community takes notice. For over a decade, Arlene Mohammed of SDA’s Atlanta Chapter has done just that. With a career spanning 18 years at Eberly & Associates, LLC and 11 years of active SDA membership, Arlene’s dedication, generosity, and leadership have earned her one of SDA’s highest honors: the Star Award. This recognition highlights not only her professional excellence but also her unwavering commitment to the advancement of SDA and the broader AEC community.

A Tribute to Consistent Contribution: The Star Award

Presented annually, the SDA Star Award honors members who consistently demonstrate exceptional service, a collaborative spirit, and a deep commitment to SDA’s mission. Unlike performance-based awards tied to a single milestone, the Star Award celebrates longevity, mentorship, and a genuine passion for helping others thrive. Arlene’s selection is a testament to the influence she’s had over the years—not only within her firm but across the SDA network.

Peers describe Arlene as “kind and supportive,” with a wealth of SDA knowledge and a generous willingness to share it. She’s been a steady source of guidance for chapter members, always ready to lend a hand or offer insight when needed. In a community built on connection, her presence has been both foundational and inspiring.

From Accounting to Principal: Arlene’s Professional Path

Arlene’s professional journey is one marked by growth, trust, and leadership. With a Bachelor of Business Administration in Accounting, she joined Eberly & Associates, LLC nearly two decades ago. Today, she serves as Controller and Principal—roles that reflect both her technical expertise and the respect she’s earned within the firm.

Her leadership style balances precision with compassion, making her not only a trusted financial steward but also a valued voice in company culture. As a Principal, Arlene contributes to strategic decision-making that influences operations, profitability, and long-term planning. Her ability to bridge the worlds of finance and leadership exemplifies the type of multidisciplinary strength SDA strives to cultivate among its members.

Arlene joined SDA 11 years ago and quickly became a pillar of the Atlanta Chapter. She has volunteered her time, mentored newer members, and continuously advocated for SDA’s value in professional development. Her contributions have directly supported chapter growth and sustained engagement in the Southeast region.

Shaping the Industry Through Mentorship and Vision

While Arlene’s professional and organizational accomplishments are impressive, her influence reaches beyond titles and metrics. She’s known for sharing insights generously—whether that’s guiding a peer through budgeting best practices or offering advice to a new chapter leader. Her leadership has helped shape not just her firm’s internal processes but the professional lives of those around her.

With retirement on the horizon in April 2026, Arlene continues to focus on lifting others up, leaving behind a legacy of mentorship, empowerment, and operational excellence that will echo throughout the AEC community.

Celebrating One of SDA’s Brightest Stars

SDA is proud to honor Arlene Mohammed with the 2025 Star Award. Her example reminds us that leadership doesn’t always look like the loudest voice in the room—it often looks like the steady, kind hand that helps others rise.

Arlene, your dedication, wisdom, and warmth have touched so many. Congratulations on this well-earned recognition. Your legacy inspires us all.

Signing up for something like EDSymposium25 in Lexington, Kentucky was a mix of excitement and nerves. I wasn’t sure what to expect. Would I get lost in the crowd? Would the sessions be over my head? Would I spend the whole time wishing I had brought a buddy?

Turns out, I didn’t need one. From the moment I arrived, the atmosphere was welcoming and genuinely energizing. Everyone was open, curious, and eager to connect. If you’re even slightly considering going next year, especially if it’ll be your first time, I say go for it. You’ll be so glad you did.

The whole experience was a mix of energizing sessions, practical takeaways, and casual introductions, many of which turned into real conversations and lasting professional connections. There was also that instant spark of recognition when you realize someone else truly gets the challenges you face every day.

One of the most memorable sessions was Carla Howard’s “Critical Thinking” workshop. She introduced us to her Critical Thinking Skill Stack, a practical, actionable framework designed to sharpen the way we think, solve problems, and communicate at work. We explored how to be curious, listen intently, analyze information, offer solutions, make decisions, and communicate crisply. 

I came away realizing I’m pretty strong in the listening department—focused, present, and tuned in. But my communication needs a little work. Knowing what I want to say isn’t the same as saying it clearly, especially in high-stakes or emotional moments. Carla’s framework helped me see that gap and gave me the tools to start closing it. This is where the catchphrase “Eureka!” was born. It became the theme or “inside joke” of the conference, popping up in later conversations and in other sessions.

My favorite session overall was “R(AI)sing Your AI IQ” with Kristin Kautz. I’d been curious about AI for a while but hadn’t had the time (or brain space!) to fully dive in. Kristin made it click. She broke things down in a way that was practical and empowering, not overwhelming. It wasn’t about replacing our creativity, it was about giving us time back to focus on it. (And yes, that “Eureka!” energy definitely carried over into this session too, the lightbulb moments just kept coming.) I left buzzing with ideas and have already started putting a few of them into practice. I’ve begun using AI tools like ChatGPT regularly, both at home and at work, and I’m not kidding when I say it is my new best friend. 

Carla also gave the Keynote Breakfast: Courageous Conversations, which had us digging into self-awareness, personal brand, and how to lead ourselves well before we try to lead anyone else. She had us reflecting on how others perceive us (not always a comfortable thought, but definitely a necessary one) and helped us think through how to show up more intentionally. It was heartfelt, real, and a perfect way to start the day.

As someone without a local chapter (I'm a member-at-large), this conference was my first time meeting my fellow SDA members in person. Until now, my experience had been limited to Zoom calls and emails. Being in the same room as others who understood the unique challenges of administrative work in the AEC industry was both validating and invigorating. It reminded me why I joined this organization in the first place: to learn, to connect, and to grow. 

Back at home, my mentor is preparing to take a serious medical leave and I’ll be stepping up to support more of the firm’s operational responsibilities. Attending EDS25 felt like the perfect way to prepare. I came home with fresh perspective, new tools, and renewed momentum. And if anyone back at the office needs help figuring out how AI can make their workday a little easier—well, I might just be your girl now.

To anyone on the fence: say yes. You don’t need to have all the answers or know a single soul in the room. EDS is the kind of experience that meets you where you are and gives you the inspiration, knowledge, and connections to take the next step forward.

A huge thank you to everyone who made EDS25 such a meaningful and memorable experience, and to the Past Presidents Council for offering me the grant that made it possible. I’m so glad I went and am even more excited for what’s ahead.

We’d love to hear from you! What part of Teagan’s first EDSymposium experience resonated most with you? Share your reflections in the comments below! And if you’ve attended EDSymposium before—what was your biggest “Eureka!” moment? If you haven’t, what would you hope to take away from your first time? Your insight might inspire someone else to take that leap next year! 

Three years ago, I swapped firms after 15 years at the same one joining a firm with 16 offices across the states and took on caregiving for my elderly mom. Chaos? Absolutely. While my personal and professional lives were doing somersaults, SDA was the steady force that helped me keep my footing—at least professionally. That stability inspired me to take a hard look at how I was spending my time. This year I am stepping away from a state nonprofit board after serving 5 years, while wrapping up my role as a city arts commissioner, and decided 2025 would be my year to refocus on growth (and maybe sleep).

Since joining SDA in 2017, I’ve soaked up seminars, national conventions, and committee work—even presented a few Quick in 30s.  SDA has been my go-to for industry insight, skill building, and connecting with the kind of people who actually get what we do. I needed a reboot.

The plan? Double down on my growth, finally pursue my CDFO (Certificate in Design Firm Operations), and get back to the community that helped shape my career. I’d been missing EDSymposiums—those energizing annual gatherings of like-minded doers and thinkers—and the absence was starting to feel like skipping the main course of a really great meal. The flavor just wasn’t the same.

Enter: the PPC Grant. Perfect timing, perfect purpose. It gave me the opportunity to return to EDSymposium, reconnect with longtime colleagues, and plug back into the conversations that matter. Yes, the sessions were incredible, but let’s be honest—the shared war stories and tips from fellow members were just as impactful

However, of all the insightful sessions, a few stood out as game changers for me. First up on day one Kristin Kautz’s R(AI)sing Your AI IQ half day workshop. It really framed AI not as a buzzword but as a systemic shift—one we simply cannot afford to ignore. There are tools already at our fingertips, and many of us (guilty!) are either underusing them or don’t even know they exist. She made the entire topic approachable, acknowledging the concerns while championing the potential. I’ve been working with AI tools in Canva for SDA for over a year, and even I walked away with a fresh perspective—and a longer to-do list. Her message was clear: this train has already left the station. It’s time to get on board or risk being left behind.

The next day, Diane Mika picked up the thread with Managing Evolving Risks of AI in Design and Construction. Her session emphasized the need for firms to start drafting real policies now—addressing concerns around data, ethical use, and content credibility. It served as the perfect complement to Kristin’s session: practical, informative, and a strong reminder that AI isn’t just about convenience—it’s about responsibility.

After not only these workshops but also chatting with fellow attendees—whether in side conversations, between sessions, or yes, at the bar—investing in AI as a tool in my bag felt like a no-brainer. I’ve dabbled before, but once I got home, I made it official and got my own personal paid AI assistant. Now “Zoey” is by my side, helping me stay efficient, streamline tasks, and free up brain space to focus on the actual work. (Fun fact: Zoey even lent a hand getting this blog post written. So, if you’re enjoying it, thank her too—we make a good team 😉)

Now, let’s talk about the session that might’ve hit the most personal nerve: Carla Howard’s keynote address Courageous Conversations which came perfectly a day after her workshop on Critical Thinking. This was an early morning and over breakfast, but it was the perfect wakeup call addressing those “ugh, do I really have to have this talk?” moments and turned them into something empowering. She didn’t just tell us why tough conversations matters she showed us how to have them. She broke down the process into digestible “elements,” and somehow turned a potentially uncomfortable topic into something empowering, even energizing.  Her six steps—Candidness, Choosing Your Mood, and Inviting Collaboration, among others—were more than just slides on a screen. They were frameworks I could immediately apply. It seems I might use some of these in those family holiday conversations that tend to walk the tightrope of disaster. Carla reminded us that difficult conversations don’t have to be disasters. With the right tools, they can be opportunities for growth, clarity, and (dare I say) actual connection. And if you’re like me her outlines and breakdowns in the materials provided are your new go-to reference sheets—already highlighted, and living permanently on your desktop.

Now I’m back in my little corner of the world—juggling CDFO coursework, learning the ropes as your new SDA National Vice President (still not sure who let that happen), and seeking ways to boost our SDA membership (if you haven’t heard we all are connecting on LinkedIn, so connect with me already!)

Most importantly, I’m channeling everything I absorbed at EDSymposium into my work at MIG and into conversations with my colleagues—encouraging them to explore their own professional paths. I believe deeply that operations professionals deserve spaces to grow, learn, and lead. SDA provides exactly that, and I’m honored to be part of its leadership at this exciting time.

To the PPC committee: thank you. This grant allowed me to reconnect, reenergize, and realign with my goals. It wasn’t just about attending a conference—it was about re-entering a space that fuels me professionally and personally.

To anyone wondering if attending EDSymposium is worth it: It is. The content is rich, the people are brilliant, and the impact lingers long after you leave the ballroom.

And to those who might be considering applying for the PPC Grant in the future: Do it. Don’t hesitate. Invest in yourself—you’re worth it, and so is this experience.

Because at the end of the day, whether you’re crunching numbers, managing people, or holding it all together with spreadsheets and snacks—this is a career of opportunity and growth.

We’d love to hear from you! What part of Fran's EDSymposium25 experience resonated most with you? Leave a comment below to let her know! And while you're at it—think back to your own EDSymposium experience. What session, speaker, or moment made a lasting impact? Or if you haven’t attended yet, what are you hoping to gain when you do? Let’s keep the inspiration (and conversation) going! 

In a world that never stops moving, time often feels elusive. We juggle work, family, and personal goals—yet somehow, the things we want to do always get pushed aside. Have you ever felt busy all day, only to wonder what you actually accomplished? 

Whether you're preparing for the CDFO exam, leading a team, or simply trying to find time to breathe, let’s explore practical strategies to beat procrastination, increase efficiency, and reclaim time for what is truly most important to you.

Why we procrastinate, and how to break the cycle

Procrastination isn’t laziness—it’s often a response to fear of failure, feeling overwhelmed, or having a lack of clarity. The key is to start small and build momentum. 

At EDS25, speaker Carla Howard reflected on the time management technique known as “Eat the Frog.”  If it’s your job to eat a frog, do it first thing in the morning—it’s likely the worst thing you’ll face all day. The “frog” represents your most challenging task. Tackling it first gives you a sense of accomplishment that fuels the rest of your day.

Break tasks into micro-steps. 

Instead of: “I need to study for the CDFO,” try: “I’ll review one section for 20 minutes.” This micro-commitment lowers resistance and gets you moving.

Time Management Techniques

If frogs aren’t your thing, here are other effective time management techniques:

• Pomodoro Technique:  Work in focused 25-minute intervals with 5-minute breaks. After four sessions, take a longer break. Great for maintaining energy and focus.
• Time Blocking: Schedule your day in blocks dedicated to specific tasks. This minimizes distractions and ensures time is allocated to what matters.
• Eisenhower Matrix: Prioritize tasks by urgency and importance. Focus on what’s important, not just what’s screaming for attention.
• The 2-Minute Rule: If a task takes less than two minutes, do it immediately. It clears mental clutter and builds momentum.

Automate and Delegate

Efficiency isn’t just about doing more—it’s about doing less of what doesn’t matter. What tasks can you eliminate? Ask yourself: Am I being busy, or am I being effective?

• Use automation tools like Zapier, Notion, or Google Calendar to handle repetitive tasks.
• Delegate tasks that don’t require your unique skills.
• Batch similar tasks (like emails) to reduce context switching. (Wearing too many hats hurts your brain!)

Learn to say “No”

Is the task your responsibility, or are you stepping in to be helpful?  Saying no to tasks that drain your time and distract you from your priorities is a vital time management skill.  Learning to say “no” is part of practicing assertive communication and setting healthy boundaries.  If you need to say no, offer an alternative solution. 

What to Do With the Time You Save?

As you advance in your career and leadership, maximizing efficiency empowers you to choose how to utilize your reclaimed time.

• Do another task. Yes, if you’re building momentum towards a goal you've set for yourself.
•  Meditate or journal. Self-care is a way to recharge your mind.
• Travel or explore. Absolutely! A simple walk outside can energize you.
• Stop and smell the roses.   Literally, be present. Living in the moment is powerful.
• Schedule “white space” in your calendar—time with no agenda. White space gives you room to focus and reset, freeing you from constant reactivity, replacing it with intentional, distraction-free time for productive work.

Lead by example

If you’re in a leadership role, your time habits set the tone for your team. Model the following:

• Prioritization over busyness
• Boundaries over burnout
• Purpose over pressure

Empower your team to work smarter—not harder.

Studying for the CDFO? You’ve got this!

If preparing for the new Certificate in Design Firm Operations (CDFO) exam feels daunting, SDA has resources at your fingertips. Join a study group or find an accountability partner. Use the strategies above to break your study plan into manageable pieces, and reward yourself after each session to reinforce the habit.

Time Is a tool—use it with intention. 

Time management isn’t about squeezing more into your day. It’s about making space for what matters most. When you master your time, you reclaim your energy, your focus, and your freedom to enjoy what matters most to you.

You don’t need more hours in the day—you need more intention in the hours you already have. What time management tips have been useful for you? Share them in the comment box below.

Spotlight Resources:

CDFO Information and Application

Online resources:  SDA Blog Article - That One Thing

An addendum is something that is added to a document. Your rental lease might have an addendum attached to it. If a firm’s Bid Documents had a change after the fact, it was an addendum that added additional information to the documents.

Addendum is the singular form. Addenda is the plural form.

With reference to our industry, Bid Documents contain the plans, specifications, and estimates that are sent out to Bidders. If, for example, the Bidders then have questions or bring up a situation that might prompt a change to the Bid Documents, an addendum would be issued. After the bidding process, if there were any changes, the Owner might issue a set of Conformed Documents that would include that one addendum, or if Bidders prompted a number of different changes, then all of the addenda would be incorporated into the Conformed Documents.

It's easy to confuse the singular and plural forms; just remember that if there’s more than one addendum to the document, it’s considered plural, so addenda is the correct word to use.

Special thanks to our authors - Judy Beebe, FSDA and Carol Wanda Spradlin, CDFA - both with the SDA Pacific Northwest (formerly Seattle) chapter.

Rounding out our 2025 National Executive Committee spotlight series is Kim Celenza, Past President of SDA and Marketing Manager at JFK&M Consulting Group in New York. A longtime leader and advocate for SDA, Kim brings a wealth of experience, a sharp strategic eye, and a deep passion for the profession. As Past President, she continues to play an essential role in mentoring leadership, guiding big-picture strategy, and championing the growth of SDA across the A/E/C industry.d reinforcing our reputation as the go-to resource for best practices in the A/E/C industry.

Serving as SDA’s National President was both an honor and a responsibility I embraced with dedication. I’m proud of the progress we made together—advancing key initiatives, strengthening our member value, and reinforcing SDA’s role as the voice for business operations professionals in the A/E/C industry.

Now, as Past President, I remain committed to supporting the organization’s continued success. I look forward to mentoring new leaders, offering historical perspective when helpful, and contributing to strategic conversations that shape our future. It’s an exciting time for SDA, and I’m confident the path forward is bright.

Kim’s passion for growth and excellence continues to shape SDA’s future. Her commitment to clarity, collaboration, and high standards sets a powerful tone for our organization. Inspired by her vision? Help us grow the SDA network—talk about it, share what it’s done for you, and bring a colleague into the fold. Together, we can build something even stronger.

As we continue spotlighting SDA’s 2025 National Executive Committee, meet Lynda Meyer, CDFO, SDA’s National Treasurer and Chief Financial Officer at Legacy Engineering in Fredericksburg, VA. With a deep understanding of business operations and long-term financial planning, Lynda brings clarity, precision, and purpose to her leadership. She’s focused on keeping SDA financially strong—while helping position the organization for smart, sustainable growth.

Over the next 1–5 years, my vision is to expand our membership across the U.S. and Canada and position the SDA as the leading source of best practice management education in the A/E/C industry. I want us to be the most sought-after organization to join, with a widely recognized and respected brand.

A key initiative to support this vision is empowering our business development teams and staff with a clear understanding of the value we offer—both to the industry and to individual firms. With that knowledge, they can effectively promote SDA at events, in conversations, and through our marketing materials.

As a member of the executive committee, I bring a broad range of strengths to help support our continued growth. I have a proven track record in leadership, with the ability to make tough decisions, inspire teams, and drive progress toward strategic goals. My approach encourages collaboration, innovation, and a positive, team-oriented culture.

I’m highly organized, capable of balancing competing priorities while maintaining precision and efficiency. I communicate effectively, both in writing and in speech, and I actively listen to ensure diverse perspectives are heard and valued.

With these strengths, I’m confident I can make a meaningful contribution to our executive committee’s initiatives, strategic planning, and long-term success.

Lynda’s strategic mindset and steady leadership help ensure that SDA isn’t just growing—we’re growing wisely. Her focus on stability, clarity, and long-term planning strengthens our ability to serve members well into the future. If you’re inspired by that vision, there are plenty of ways to get involved—join a committee, share your insight, or lend your voice to our conversation. Your input helps shape what’s next.

Continuing our National Executive Committee spotlight series, meet Jennifer Greene, Associate AIA, SDA’s National Secretary and Director of Marketing at Ronnette Riley Architect in New York. With a passion for education, ethics, and elevating the role of design firm administrators, Jennifer brings thoughtful leadership and a future-focused mindset to the SDA table. Her commitment to strengthening our professional community is clear—and contagious.

My vision for the future of the SDA focuses on growth, excellence, and strengthening our professional community.

One of our core values is educating members in the disciplines that support design firm administration. I want to enhance and expand opportunities for professional development—through workshops, seminars, webinars—and encourage members to pursue certification as a way to invest in their careers.

I’ll continue working closely with ExCom to implement strategies that attract new members and retain existing ones by offering meaningful benefits: networking opportunities, access to resources, mentorship programs, and career support. I’m committed to fostering a strong sense of community and collaboration across the U.S. and Canada.

I will uphold and promote high ethical standards, encouraging a culture of integrity, transparency, and accountability. I’ll support members in navigating ethical challenges, resolving conflicts, and maintaining professionalism in our field.

Ultimately, I want to reinforce our organization’s position as a dynamic, forward-thinking leader in the industry—one that empowers design administrators to grow and thrive in a changing landscape. I’m committed to driving positive change and helping shape the future of our organization.

Jennifer’s dedication to growth, ethics, and professional excellence is helping shape a stronger future for SDA. Her focus on opportunity and integrity is a reminder of what makes our community powerful. Want to help make that vision a reality? Jump in—whether by pursuing certification, mentoring a colleague, or simply sharing your experience. Let’s keep building this network of support, together.