In 1998, the three principals of Buffington Mohr McNeal (BMM) opened their doors with a promise to be their client’s advocate. McNeal says, “We help our clients make decisions about anything financial. We are their first call.” BMM gives their clients the gift of time by doing all the detail work to manage their portfolios. It is this mentality that has earned them loyalty from their clients and has grown their business from managing $66 million in 1998 to $800 million today.
Reception
Taking It Down To The Shell
When they first rented their space in Boise’s Hoff building, the firm had to look like a bank. So, they bought stuffy cherry wood, deep, dark glass tops, credenzas, and leather couches to look the part. Recently, however, Hendricks bought the Hoff building and is changing things. “What they are doing in our space is a lot more than we would have ever envisioned. They took it down to a shell and took everything out of both our current space and the next suite over. That has given us the opportunity to work with CSHQA, the architects, and the Wright Brothers, the GC.”
Customizing The Space
The change could not have come at a better time. Since 1998, BMM’s staff has gone from four to twelve employees, and they were busting at the seams. Starting with a clean slate and an additional suite, allowed them to customize the space to meet their specific needs. After their interior designer, Megumi Haus, nailed the colors and floor coverings in her first try (all green and black which conveniently resembles both their logo and the color of money), finding the right furniture became the next important task.
According to McNeal, “We were really impressed with Michelle (OEC Workplace Consultant) and Rachael (OEC Designer) and their vision for what we were trying to do. They asked us questions about how we were going to use the space which is really important to us. They also had great technology to help us visualize their ideas.” Some of those needs included a café, which the staff has never had. The new café is complete with a high-top table and barstools etched with the BMM advisor’s alma maters including Michigan State, Georgia Tech, Boise State, and Nevada. “It is going to make that room collegial and a fun place to hang out.”
Alma Mater Bar Stools
“We give our clients the gift of time and that theme is going to exist throughout the space.” – Carey McNeal
BMM’s Artistic Flair
Another important addition is a collaborative space with an artistic flair where BMM’s Investment Committee does all its communication and securities trading. It is in a central space between all the modular wall offices, so they decided to design a mural for the wall. The mural is a map of the world with time zones on it. “It is a cool visual for the world we live in. We give our clients the gift of time and that theme is going to exist throughout the space.”
World Wall Mural
Working With Extra Space
Although he is biased, McNeal’s office is the thing he is most excited about. “I have two locations in my office where I’ll be able to meet with clients. One is a very formal setting at a conference table with a monitor, and then another is a living room setting with a couch and a table that is a whiteboard. I wasn’t planning on that, but it has made a big difference for me. I imagine using those spaces differently now.”
Private Office
With more beautiful and functional space, the firm is looking forward to going from stodgy bankers to contemporary wealth managers with room for growth. Let’s hope that growth helps them also bring their business over the billion-dollar threshold!
Founder and President of VERTICAL Construction Todd Weltner did not expect to become an entrepreneur. However, after working in the industry for a few years, he realized that he would rather have his own company than be a “corporate” guy. Since 2002, Todd and his team have been doing commercial remodels, tenant improvements, office interiors, and more recently multi-family projects. Some of his most notable projects include Eberlestock, Fusions, Alavita, Bittercreek, Bardenay(s), Bogus Basin, and the Waterhouse Row townhomes.
Todd Weltner: Founder & President of VERTICAL Construction
“Its a relationship business, and we are building those relationships just like we do people’s dreams.”
Vertical Staying Lean And Mean
Unlike most companies, Todd is determined to stay lean and mean. “It sounds cliche, but we really just want to work with good people. It is a relationship business, and we are building those relationships just like we do people’s dreams. We work for people we trust and who respect what we do and appreciate the advice we bring to the table.” Todd likes to work directly with his clients. This helps them not only accomplish their needs, but also do it within budget.
Working With Repeat Clients
While VERTICAL is not “everybody’s” contractor, they are fortunate to work with many repeat clients. One such client is HUB International, a leading insurance broker in Boise. Fifteen years ago, VERTICAL remodeled the first floor of their building. Today they are reconfiguring the second floor. When finished, the space will have brand new offices, conference rooms, and a break room complete with Steelcase furniture from OEC.
“Who else gets to, literally, have a hand in making a dream a reality the way we do – a dream that will still be standing when we are all gone?”
By getting involved early in a project, VERTICAL can assist with the design of the project alongside the architects, designers, and business owners to help maximize the spaces. An example of this recently happened at HUB. After gutting the second floor, VERTICAL showed the design team that the ceiling could be raised to nine feet instead of eight, greatly enhancing the feel of the offices and open spaces.
Working Through The Unexpected
While there have been many curveballs for VERTICAL, Todd is looking forward to a future where the important things remain the same. “As long as we can bring passion and energy to every project, we are not going to change much. We will continue to work with people we like and offer creative solutions to some interesting dilemmas. Who else gets to, literally, have a hand in making a dream a reality the way we do – a dream that will still be standing when we are gone?”
Like any good friend, VERTICAL goes the extra mile. They not only minimize costs, but also deliver the kind of experience that brings clients back fifteen years later.
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Develop more explicit norms to set hybrid teams up for success.
As more organizations return employees to the office, many are also allowing more flexibility for employees to choose where and how they need to work. When everyone is in the office, many cultural values and social norms can go unspoken. A hybrid workplace requires more clearly communicated shared etiquette and protocols. More explicit norms will increase equity and engagement, and create a sense of inclusion and belonging. Remember to stay agile and revisit these as needs change.
Here are six tips from Steelcase
1. Schedule Transparency
Develop a system for communicating who will be in person and who will be remote. This will impact who comes in (when your colleague is in the office, you’ll likely want to be as well), and it will impact the space and technology needed. Make this available to all so people can plan the best possible collaboration experience.
2. Social Start
Make proper introductions so everyone in the room and on video is familiar (remote participants should have video on whenever possible), and start each meeting with just a few minutes of check in to build social capital.
3. Hear and Be Heard
Know and clearly mark where microphones are in the room and make sure everyone who is remote can hear what’s going on and be heard. Ask people to avoid making noise that will make it harder to hear (loud typing, crunching, side talk).
4. See and Be Seen
Consider assigning an in-person participant to pay attention to what remote attendees see. Does the camera need to move? Can remote attendees see content? Do you need to send a photo for a close-up of markerboard content?
5. Pause with Purpose
Stop regularly and ask remote participants if they have input. Develop engagement protocols based on group size and type of work. Will everyone raise their hand digitally? Who will monitor the chat? How will you ensure remote participants can jump in and engage?
6. Clear Next Steps
One of the worst experiences as a remote participant is missing the wrap up conversation that can happen after a meeting is officially over. Avoid this by ending each collaboration session with clearly stated and visible next steps.
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The future of the workplace is hybrid and so is the future of collaboration. Sixty-eight percent of global organizations are planning to experiment with hybrid work. They are allowing employees to work partly in the office and partly at home or elsewhere to varying degrees. Even companies who will primarily be in the office will encounter hybrid work — some partners, suppliers and customers will expect to connect over distance — and that means people will be collaborating with a blend of remote and co-located teammates more than ever before.
Leading organizations are taking steps now to prepare for a significant increase in hybrid collaboration, as more people return to the office, so they can be as productive as possible. These organizations recognize how much they need the energy and vibe that drive innovation and growth, but understand if people struggle, they will retreat to their homes.
Hybrid Collaboration Is Complex
“Starting now, every space is a video space. People are spending so much time adjusting camera angles, and figuring out content streams, they are losing the human connection and we need to make things easier,” says Jessie Storey, Steelcase design manager who’s been working on improving the hybrid experience for 15 years. The problems people faced pre-pandemic will only accelerate and masks and distancing won’t help, notes Storey. Issues people will struggle with are:
Inequitable environment – When remote teammates can’t see or hear, they have to work harder to be involved. The root cause of that presence disparity is the poor integration of physical space and digital tools.
Complex connections – It’s tough to read body language, make eye contact and sense the group’s mood over video.
Failing to engage – It’s hard to share content in a way that engages both in-person and remote participants. Can remote teammates see if someone is using a markerboard?
Inhibiting innovation – Generating new ideas is the most difficult type of collaboration. Being active can help people be more engaged and creative — that’s tough on video.
A Hybrid Future + BYOD
As organizations test new ways of working some variables will remain in flux. For example, how many people will participate on both ends of a video call, how will employees own and share different types of collaboration spaces, and what hardware and software platforms will stick.
Other shifts are more certain — like a hybrid future and a BYOD (bring your own device) model. BYOD relies more heavily on workers’ mobile devices instead of completely integrated, dedicated room systems. By supporting and integrating a variety of hardware and software solutions, people can connect in the easiest and most productive ways for them.
Range of Spaces + Technology
To create the best possible hybrid work experience, organizations will want to offer a range of spaces and technology solutions to easily support diverse types of collaboration — from a planned creative session to an impromptu one-on-one and everything in between. “We need to focus on braiding the digital and the physical,” says Storey. “It’s not enough to just bring remote people into the space. We need to give those in the office a better virtual presence by designing important elements like cameras, acoustics, content and lighting.
“It’s not enough to just bring remote people into the space. We need to give those in the office a better virtual presence.”
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OEC talked with Architects and Designers about their experiences returning to the office.
Jennifer Duke-Turner Designer & PM, HUMMEL ARCHITECTS
What do you like about being back in the office?
The collaboration. There’s nothing like physically working near colleagues in a design service industry. While remote we had zoom staff meetings, team calls, but most of the time you were looking at a name on a blank screen because of technological or home office restraints. In the office you can have impromptu chats that solve problems, innovate ideas, saving time and effort. We are able to sustain our workplace culture, which gives employees a feeling of family and commitment to the firm.
What do you appreciate now that you didn’t before?
I appreciate my health, watching so many people die from the pandemic, I am grateful to be alive..
What changes have you seen or would you like to see in the future?
The biggest change has been workflow. So many projects were put on hold last year due to Covid, but now our expectations are optimistic for the foreseeable future.
Curtis Hendershot Principal, TREANORHL
What do you like about being back in the office?
The healthy, competitive nature within an office and the banter between co-workers. I also recognize that many of our intern staff were missing out on critical learning skills that can only be picked up in an office environment. For example, listening to a senior architect on a call with an owner or contractor, understanding how to handle situations effectively, and asking co-workers what they would do in specific situations. These are things that cannot be learned in your home and most likely NOT over zoom calls.
What do you appreciate now that you didn’t before?
Last year had lots of bad outcomes, but we should also see that it brought some monumental change in how we all work and interact. It works well when you have senior staff that are dedicated to their jobs.
What changes have you seen or would you like to see in the future?
I would like to see a hybrid approach adopted and in fact that is currently our office policy. We have decided to have two “in office” workdays per week. We recognize that having a MANDATORY back to work policy would drive many of our staff to look for new positions. There most likely will be some very healthy work experiences with this new blended model.
Rachael Ross Designer, OEC
What do you like about being back in the office?
It is much more conducive to collaborative work especially as a designer. I missed the human interaction with both my coworkers and our clients. The ability to drive clients through their designs in person fosters a better relationship and flow of work.
What do you appreciate now that you didn’t before?
I have come to appreciate the products we sell. When I began working at home I was sitting in a chair that lacked many of the ergonomic features of my setup at the office. I came to OEC and picked up a chair and there was an immediate, noticeable difference. Having a height adjustable desk and adjustable dual monitor arms allowed me to work without feeling like my focus and quality of work were being compromised.
What changes have you seen or would you like to see in the future?
Internally, our most notable change has been how we conduct meetings. Rather than in an enclosed space we have been able to utilize many of our open areas. The need for space hasn’t gone away, but we are seeing changes in the way it is being used.
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Pets are a big part of our lives in the U.S. They make us laugh, comfort us when we cry, share in our vacations, and hang with us at home. For many people, they are an irreplaceable part of the family. Pets make life better; that is why PETIQ is making it affordable and convenient for all pet parents to provide their pets with the care they need to live full, healthy lives. With the new PETIQ Headquarters in Eagle, Idaho, they will be able to do that like never before.
PETIQ Grows
Although PETIQ started in Eagle, Idaho, it has since expanded into forty-one states, with twelve hundred manufacturers and five hundred plus distributed medications. In 2017, the company went public and has been rapidly growing since with acquisitions and offerings. After such strong growth, the company decided to consolidate with a new headquarters. Because the founder and CEO, McCord Christensen, grew up in Eagle, he wanted to give back by putting down roots in his hometown. Fortunately, Eagle had everything that PETIQ needed to support the endeavor, and in 2019, Cole Architects began drawing the plans.
PETIQ Headquarters Rooftop Deck
Unfortunately, things did not progress as smoothly as planned. While the architects almost immediately hit the design spot on, the city of Eagle needed some persuasion to accept a bold, modern design in an otherwise quaint town. Through some heavy negotiating, PETIQ got its modern design, and Eagle got a brick-clad job generator on its main intersection. In the middle of the design negotiations, Covid hit the country. The shutdown was an interesting time for PETIQ. While they continued to grow on their product side, they had to shut down their service offerings. Due to the careful planning of their leadership team, they did not lay anyone off and decided to continue the build process.
The New Headquarters
Fast forward to the present, and PETIQ has moved into its beautiful three-story building with a rooftop deck (pictured on the cover) and incredible office furnishings. The structure of the building is unique; with a 45-degree break near the centerline, the design capitalizes on the surrounding views. The executive offices and terrace enjoy excellent views of Bogus Basin to the east while staff enjoys waterside views on the patios accessible from the café. An atrium stairway connects all three floors. OEC designed the furniture on each floor to meet the needs of the occupying department. For example, the IT department has an open floorplan with flexible furniture options. In contrast, cubicles and sleek Volo Wall private offices take up a majority of the other spaces.
Executive Conference Room Table
“We are entrenched here; our roots are here [in Eagle]. We wanted to give back, and this was one way we could give back immediately.”– Chad Longson
Giving Back
While new employees begin to occupy the building, providing jobs is not the only way PETIQ is making a positive change in Eagle. At the ribbon-cutting ceremony, the mayor of Eagle shared his appreciation for PETIQ’s dedication to the city. Not only would the company’s headquarters improve the city’s commerce by providing jobs for its residents, but it was also helping the community in a way it was perfectly suited for: building a dog park. When the mayor called Chad Longson, the PETIQ VP of Real Estate, about the dog park, Christensen and the CFO, John Newland, jumped on board right away. “We are entrenched here; our roots are here [in Eagle]. We wanted to give back, and this was one way we could give back immediately.” -Chad Longson.
Staircase & Atrium
With a new PETIQ Headquarters, and a new dog park bearing its name, the company will do what it does best. They will continue to grow by helping keep pets around the country happy and healthy.
I’m constantly reminded why space matters. A few weeks ago OEC hosted a Casino night at our downtown Boise office where we hosted influencers from architecture, design, commercial, real estate, and general contractors. Over 100 guests spent the evening connecting, having fun, eating and drinking, learning (how to play roulette and craps), networking, and transacting business. Not transacting business in the sense of selling chairs. Rather, transacting future business built on trust and personal connection.
Scott pictured with key talent from Steelcase who flew into Boise to celebrate the casino night event. (Left to Right) Bonnie Carpenter, Deborah Warren & Anne Chillman
Space brings people together in a way that fosters trust and personal connection; this is something zoom can never do. Sure, zoom is a great tool for having meetings and sharing information. But there really is no replacement for space where you create shared work and personal experiences.
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“Passion for your work will follow your working hard at something and achieving mastery in it.” – Mike Rowe
For years, students preparing to graduate high school have heard “Work Smarter, Not Harder!” disparaging trade work and promoting a four-year degree with touted higher earning potential. While college life is exciting and developmental, the reality is many students will leave with high student debt and a job unrelated to their field of study. All the while, plumbers and electricians are in high demand with few replacements. So where did we go wrong and, how can our cities, counties, and states revive the trades?
Clay Long | Idaho CTE
Giving Students Direction
Clay Long, the state administrator at Idaho Career & Technical Education (CTE), knows well the challenges facing Idaho trades. He guides Idaho’s six educational regions toward developing youth and adults for the workforce. “We want to focus on the broader spectrum of career exploration. When someone sees where they are headed, it makes all the difference in the world. I would attribute that to the fact that a student feels connected, and it is not a guessing game where they are heading.”
The CTE programs available range from traditional ag to the medical field, and the CTE’s major focus right now is apprenticeship programs. While there may not be a complete welding program within a district, the CTE can partner with a local employer so that a student can go through an apprenticeship model. “If we don’t have businesses, then we won’t have successful programs. It doesn’t do a student, parent, community, or employer any good if students complete a program and the skills are not directly aligned to what the labor market needs.”
Redefining Success
Perhaps the biggest problem facing the trades is the underlying push toward attending a four-year university. “There is still this stigma that CTE is for those students that aren’t ‘academically inclined,’ and I would argue that when I think of academically inclined, I think of students that can read and write, do math, and apply it. Every one of our programs does that. For example, a student who takes part in our CTE program and ends with a CAN certification after their first two years of school will have an easier time getting into an RN program than a student who takes multiple AP and dual credit courses.”
“With the CTE program, the student has already been exposed to medical for four years and is committed to what they are doing, so it gives them a leg up on the competition. So, when we see an oversaturated market of four-year degrees, it is because they don’t have any tangible skills to accommodate what employers are hiring for.”
Wayne Hammon | AGC
Success In The Trades
Wayne Hammon, the CEO of Idaho AGC, the state’s largest network of commercial contractor professionals, has been working hard to solve the labor problem as well. With 600 companies in the Idaho AGC and 60% of them located in the Treasure Valley, helping supply these businesses with skilled labor is a tremendous task. After 18 years working in the government, Wayne was happy to work with the hardworking community of tradespeople who just want to solve problems. While he and his team are great at their administrative jobs, please don’t ask them to hang a picture!
The AGC understands the importance of education in reviving the trades and is making in-roads with educators. “We have reached out to high school and junior high guidance counselors to educate them on a path forward [in construction]. Being a craftsman requires a lot of skill and thinking, and not every kid needs a four-year degree to be successful. [Students] can have just as successful careers in construction. So, let’s paint them a path to success tailored to their individual needs.”
Working With Local School Districts
Fortunately, the AGC has excellent school districts that are supportive of their work. For example, in the Boise School District, students can take a bus out of town to the Dennis Technical Centers for CTE classes. The AGC paid to take all 8th graders (10,000-20,000 students) in the district to see what the CTE programs had available when enrollment was dropping. After that brief field trip, enrollment doubled. The following year, the district asked if the students could bring their parents on a Saturday, and enrollment doubled again. With higher enrollment levels, the AGC is asking contractors around the area to tell them exactly what they want at the end of the pipeline to make these programs successful. Once they know the exact skills employers are looking for, they have schools ready to develop programs to teach them.
However, what really lies at the heart of trade work is a passion for the job and the assurance of stable employment. The AGC recognizes this and is trying to educate individuals on the perks of being a tradesperson. “Most tradesmen and women set their own schedule, and many of them own a business. That is a great way to run your life. You can live anywhere you want because there is a job in construction for you, no matter where you are. It is also a great way to make a really good wage with good benefits without college debt. It is a fast track to a rewarding, lifelong career.”
Aaron Brown | OEC
Getting Paid To Learn The Trades
Minimizing debt was important for OEC’s Construction Superintendent, Aaron Brown. Despite being pushed towards college by family, Brown knew early on that he wanted to do hands-on work. “I knew school wasn’t for me. I wasn’t going to pay for it, and I would rather get paid to learn what I want to do.” While his friends went off to college, and the inevitable debt, to discover what they wanted to do, he took a year off to travel before eventually connecting with a carpenter’s union. Through an apprenticeship, he was able to work and earn his AA in civil engineering over four years.
Brown’s enthusiasm for the trades has even extended to encouraging his nephews to pursue them as well. “I am always learning new things, and the industry is always changing. I like problem-solving, and with what we do, there is always a problem to solve.” Aaron learned about the trades after he graduated; so he sees the importance of teaching students about them early. “I think if schools preached the trades, it would change things a lot. The stability of having a job that will always be there with good pay is important. I keep telling the guys we hire that if they get good at this and take pride in their work, the sky is the limit on how far they can go.”
Mike Babbitt | OEC
Making Things Happen
Someone who has gotten very good at his trade is OEC’s Furniture Superintendent, Mike Babbitt. After 30 years in the industry, his expertise is unparalleled. “I have pretty much had my hands on every system of furniture that is out there.” His trade of office furnishings has taken him to New Orleans, Houston, Wyoming, California, and now Idaho. To Hammon’s point, furniture installation has been a consistent and successful career for Babbitt regardless of geography. Since every job is a new experience, Babbitt embraces each challenge. Hel loves that when there is a whole team together, they can make a lot of things happen.
Making things happen is precisely why the trades are so important to revive. While architects and designers spend hours a day designing extraordinary things, it all would be meaningless without the people who put in the blood, sweat, and tears to bring them to life. So, let’s not forget that CTE programs and four-year colleges, designers and carpenters, are equally important to building strong, robust communities.
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Many people can’t wait to return to the office and work side-by-side with their colleagues again and organizations are taking every precaution to make sure workplaces are safe when people do come back. But what if these precautionary measures make the office interiors feel sad and even more isolating than working from home? Below are a few things organizations should consider when introducing a hybrid work style to their offices.
An Office Café
Can you have culture without coffee? You might be able to bring people together virtually to work on a problem, but you don’t get people bumping into each other, coming across diverse perspectives or walking around and seeing what’s going on in another meeting. With that in mind, Cafés are spaces that often sit empty most of the day because they are typically used just for dining, individual work or small meetings. By looking at underutilized spaces in new ways, cafes can be redesigned as social hubs that will inspire people and provide high-performing settings where they can reconnect with their colleagues, as well as collaborate effectively.
Office Café
Braid The Digital And Physical Experience
There are three key factors to consider when creating a space: Equity, Engagement, and Ease.
Equity: How do we make this a great experience for people in the room and for people who are remote? Mobility is the key. People in the room should be able to move around while they take their screens with them. Angled conference tables help remote team members see everyone while those in the room can also see the screen.
Engagement: How can our space help us engage with one another? Movement increases brain activity so physically using tools like whiteboards or digital tools make it easier to co-create from afar.
Ease: How do you make space and technology easy to work with? You should be able to walk in and join a session as simply as possible.
Hybrid Digital Conference Room: Microsoft Surface Hub
Setting Guardrails
Organizations should set clear expectations moving forward. While they must acknowledge the autonomy and flexibility employees are looking for, they also must set some guardrails. Too much choice can be overwhelming and stifling. Organizations should set parameters around hybrid work expectations and consider creating social contracts with their employees.
Safe & Connected
Culture, innovation and growth are exactly the things leaders globally are worried about. That’s why contrary to what we read a year ago about the office going away, the opposite has actually happened. Whether or not our future workplace is bigger, the same size or smaller, or is made up of an ecosystem that includes home, the places where we come together matter more now than they ever did because we have a year to make up for.
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“Design creates culture. Culture shapes values. Values determine the future.” -Robert L. Peters
As we have learned over the last year and a half, the spaces we live in matter. They matter to our productivity, our creativity, and overall, to our wellbeing. We have learned that things like color, ergonomics, and flexibility are essential to helping us be successful. At OEC, we asked four designers from different firms to tell us what they are doing to create spaces that inspire, whether that be encouraging people to return to work with confidence or striving toward personal transformation.
Jordan Yankovich | KovichCo Interiors
Digging A Deep Well
At KovichCo Interiors, inspiration has always been at the heart of the business. Led by its principal, Jordan Yankovich, the 4-and-a-half-year-old firm has skyrocketed in popularity through its various commercial and residential projects. “Inspiration is something that we really take to heart. It is a part of our process, and we never neglect it no matter what the project is.” But in a world of recycling and regurgitation, finding real inspiration is difficult. Because Jordan tries not to repeat herself, except for the occasional mohair, she has to foster a creative spirit. “As designers, you want to be inspired all the time, so one of our mantras here is to be continually digging a deeper well that you have to draw on when you meet a client. Curiosity is one of our core cultural values, so everyone is expected to go down rabbit holes and share things with the team.” Recently those rabbit holes have come to include anything from design books to Antiques Roadshows.
For KovichCo, the idea of trends does not even register. Instead, they find inspiration by working very closely with their clients to discover what they need to accomplish in the space. “I love building the concept and reaching into the depths. I’ve pulled poetry out of clients or pictures, and they’ll have this look of, ‘Aren’t you going to pick carpet?’” By diving deep into what their clients want, KovichCo can create a more robust vision that appeals to all the senses. In some cases, they will even reselect a chair before they change a fabric. “Textiles are incredibly important both in color and pattern stories, and getting that tactile feel is really important because you want to hit people in all senses. I also believe strongly in the emotional side, not just functionality. I want to know what the space is doing for me emotionally.” While KovichCo may not be the perfect designer for everyone, they certainly are fun, thanks to one of Jordan’s important policies. “If it scares you a little bit, go for it.”
Megumi Haus | CSHQA
Colors That Inspire
Similar to KovichCo, Megumi Haus at CSHQA also starts with the vision of the client. Because CSHQA has a diverse portfolio with everything from government, aviation, and hospitality, to retail and office, beginning with a substantial client vision is extremely helpful. “Discovering what the client wants is definitely a great place to start. Then it is our job to guide them and give them other options.” However, if left to her own devices, Megumi prefers to pull inspiration from nature by using muted, neutral colors with a bit of color popping throughout. “I tell people; you don’t see a huge orange field in nature. When you walk in the park, you’ll see browns and grays and a little bit of green. So, I try to give a nice neutral palette that they can accessorize.”
Jordan McKnight | Kieffer Design Group
Themes That Inspire
Jordyn McKnight from Kieffer Design Group (KDG) designs mainly hotels with some commercial and multifamily projects. With the hospitality industry taking a big hit this past year, creating spaces that inspire people to travel is top of mind for the firm. For one of their recent projects in downtown Boise, they pulled inspiration from the surrounding foothills. “With the foothills in the background, we took this idea of home and incorporated the colors of the foothills, which are pops of blues and indigo.” One of the exciting ways the firm achieved a homey feel was by creating a wall of recycled leather belts. The belt wall is unique in that it immediately puts guests at ease. From there, creating the rest of that feel comes down to spatial layout. “If you design something well, it makes people want to go to that space. Giving them an opportunity to decide if they want to sit in a grouping of four where they can be social, or by themselves helps them feel like they are a part of something.”
Catie Buck | Babcock Design Group
Furnishings That Inspire
For Catie Buck at Babcock Design Group, she likes to push clients a little bit out of their comfort zone. “I feel like pushing the envelope amplifies the customization of the space for the client.” Starting with the client’s branding and culture as a foundation, Catie plays with color, texture, and lighting to create an inspirational space. “If there is one thing I could push as a designer, it would be lighting and chairs. They need to make a statement while being comfortable and functional. For me, furniture is like the icing on the cake.”
These designers all have something in common. They are being invited to design in workplaces and homes like never before. People are beginning to realize that designers provide a holistic approach that fosters community and, if they are lucky, leave them inspired.
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