Building Culture with Brian: The CMBA Way

In this episode of Laying the Foundation, we sit down with Brian Crichton, the CEO of CMBA Architects, to discuss the company's unique approach to architecture and design. Brian shares insights into CMBA's philosophy of "Upward Thinking" and how it differentiates the firm from others in the industry.

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Episode Transcript

(Skyler): All right, everybody. Welcome to another episode of Laying the Foundation. We're back again for another of the mini-series that we're creating called Building Culture with Brian, who is our CEO. Welcome, Brian.

(Brian): Good to see you again.

(Skyler): Back to the recording studio here. Today we're talking about the CMBA Way. Now, Brian, the CMBA Way. I mean, it's a broad concept, right? It's everything about CMBA that we put focus into to help drive what we do as a company and to help remind us as a company who we are and why we're doing what we're doing. And I think that's really important. So can you talk to me? Let's start with the kind of upward thinking concept. What does that mean? What is upward thinking? How does it influence what we do?

(Brian): Well, good to see you again, by the way.

(Skyler): Oh, yes. Sorry. Kind of jumping in.

(Brian): Appreciate that. No, no worries at all. I think, you know, as architects and designers, any type of design person, we go through a process. We start a project and we step by step through a process of a project. And we're taught that in school, but we use these funny terms sometimes.

(Skyler): Sure.

(Brian): We use, you know, schematic design or design development and then construction documents. Most people don't fully understand what that means when I say that. So we thought, okay, yes, we could just say, hey, that's exactly what we're describing in our upward thinking process. But it's truly about building a foundation. Laying the foundation, like our podcast.

(Skyler): That's right.

(Brian): Right. But building the foundation of discovering who they are. And that sets the stage for everything that we're going to build on top of that. Right. So that upward thinking has to start with discovery for us to understand why are they doing this? Yeah. What are they hoping to get out of it? How is this going to benefit that organization moving forward? And then we can start to inspire them, right, to the next step. Like, hey, have you thought about this? Here's some cool things that are happening even nationally or internationally, with whatever you're thinking about. And we bring those ideas to the table. But if we don't have that foundation, where are we starting from?

(Skyler): Absolutely. So you don't want to start from the middle and go up. You want to start from the very bottom and go up.

(Brian): Correct. Because all designers, and I'm going to say architects, because that's what I am.

(Skyler): Yeah, yeah.

(Brian): All architects can put boxes on a piece of paper, sure. But if you don't know why the box is there or how it's going to impact the other box on the piece of paper or why it should impact, then you're missing a huge part of a project, in my opinion. So our upward thinking process is, yes, it builds upon each other as you go through it. Hence upward thinking. Yeah. But you have to start with a place. You have to start at a place of solid foundation. That discovery phase is so crucial to any success for projects.

(Skyler): Absolutely. Kind of taking that initial concept of what the client thinks, you know, they want, and they have an idea obviously. But then looking into what things they're struggling with and saying, well, how can we really get down to the core of whatever it is that you guys are challenged with and find a solution for it? I know Courtney and Lee have both talked about that with the K12 stuff and like, what if we add a daycare to this project? You know, how much is that going to free up different elements of this or anything on the healthcare side? You know, what is really the challenge that your staff is dealing with as far as time management or accessibility or whatever else? What can we do to implement an actual solution that helps better you guys?

(Brian): Yeah. An example, if I can use one. So we're doing work for Carl T. Curtis Health Education Center down in Macy, Nebraska.

(Skyler): Absolutely.

(Brian): We were hired to do a clinic addition to that facility, and it was a basic, probably 7,000 square foot addition. It had some exam rooms in it, new entry, drive-through pharmacy pickup window. Had to do with COVID money helped fund some of this. As we were doing that project, we started looking outside of the parameters of that project at the rest of the facility, going, well, what about that? What, how is this going to help? How does it flow? I mean, some asking those questions.

(Skyler): Yeah.

(Brian): And they said, hold on a second, all right. You're asking questions and we don't know the answers to.

(Skyler): Right.

(Brian): So let's take a step back and can you help us with a mini master plan is what they called it at the time, a mini master plan for our organization to think a little bit bigger. Yes, a little bit bigger at a 30,000-foot level or even higher, to say what's the future of this organization? How does this clinic function truly impact what you're doing in dental? Truly impact lab. Truly impact really where a potential future emergency department may be. Sure. Or how do ambulances get to the site? What is that process? Right. So we absolutely took a step back, thought about their campus, which then led to, what about other parts of this community, the Macy community? Because we've got a daycare that's right next to the health center. Is that the best place for that daycare?

(Skyler): Sure.

(Brian): You know, if the health center wants to expand, that might not be the best place for it. So let's look elsewhere in the community. Where could we put this daycare? And it's going to be by the school. That's the intent right now. Mhm. Some of this is out in the public, maybe not all of it. Not yet, I'm not going to tip my hand too much.

(Skyler): Yeah, yeah.

(Brian): But those are the things that clients ask us to do.

(Skyler): Yeah.

(Brian): But we have to ask those questions first. We have to be willing to say, okay, I'm not just going to operate in this box. I'm going to really think about the organization that I'm working for and go, is this really the best decision? And it's okay to push back on a client? It's okay. That's our job.

(Skyler): Yeah.

(Brian): Is to make them think this through fully. Because they're investing a lot of money.

(Skyler): It's true.

(Brian): And effort. And if we're not asking the hard questions and pushing back, sometimes they make the wrong decisions. Right. And we're there to help them through that.

(Skyler): Absolutely. And it's important to really emphasize the fact that it's not. We're not trying to upsell. We're not trying to, like, push you into getting something that you don't necessarily want. It's trying to, again, look forward, look upward and say, how can we actually solve the problems that you're struggling with or the challenges that you are having? As opposed to.

(Brian): Yeah.

(Skyler): We're not trying to upsell you. We're trying to help you.

(Brian): No. And they have to think future. Right. They're only there for a short time in their career.

(Skyler): Right.

(Brian): And may move on quicker, potentially if they decide to move on to something else. But they're only there for a certain time. But that building, that organization is going to be there long term.

(Skyler): Absolutely.

(Brian): And we need to think long term.

(Skyler): Yes.

(Brian): Think about how do we add value?

(Skyler): Absolutely. Or we want to make sure that whatever it is that we're doing ensures that this is around for a long time. Because sometimes, something just kind of hits that roadblock and there's not really anywhere else.

(Brian): We're not having to redo something either in the future.

(Skyler): Exactly, yeah. Exactly. Perfect. So what are the primary areas that CMBA focuses on when it comes to their approach to architecture and design? What are sort of those?

(Brian): Well, I think a couple of things. One, our client experience to me is a key piece. We would like our clients, because we do have clients that have facilities in different locations, and they may not work with the same design team every time. They might have the same principal that's in charge because of the relationship, but the architect may be a little different or the interior designer may be a little different. And we want that experience that that client has to be similar across our company. Not saying the design is similar. No, we're not trying to standardize that.

(Skyler): No.

(Brian): But it's from the first time that we step into their offices. Like, okay, the contract or the letter agreement should be similar across our company. Should be similar when we send a bill to you. Should be similar when we answer our phone at the front desk. Should be similar. Sure. Right. So it's thinking about how is CMBA presented to our clients in a very, I'm going to put it in quotes, but somewhat consistent way.

(Skyler): Consistent, a good word.

(Brian): Right. Not standard. Right. Not a checklist specifically, but a consistent way. So they're getting a consistent experience across every office, across every team member. Like they know at the end of each phase of our projects, I'm going to get this handed to me because that's part of the contract, that's part of our agreement that we had. Yeah. And we're very clear about what those steps are. Right. So are we perfect with that? No, we're trying to get there. Yes. And we're also trying to help our employees with their experience because sometimes, and I remember growing up as a young architect, you're like, well, I don't know what I'm supposed to put together here. What am I supposed to do for the client, what am I supposed to hand them? Right. I don't want them to think about that stuff. I want them to do great design work and solve the problems that the client has. And these process pieces or these deliverables that we put together, they're standard in format, they're standard in function, they're standard in timing of it. Yeah. Like, okay, here you go. I just pull it in, put it in, move on. Right. We don't have to reinvent the wheel every time. No, I get what I'm saying. But if we, from an employee experience standpoint, that allows them freedom to truly do their design work without having to think about how is that letter supposed to be set up, what's the template for that? Right. Where is that? Where do we store that? Right. Some of those kinds of things. Operational improvement is kind of where my mindset goes, is how do I free up the design staff to do their best awesome work, which I see every day to the best of their ability, without all the stuff getting in their way?

(Skyler): Absolutely.

(Brian): And that stuff can bog people down really quickly. So we're trying to make that a better experience.

(Skyler): You dread that paperwork and stuff that, you know, you don't necessarily want to do, but it needs to be done and it's important to the project. It's taking that consistency, but then also emphasizing efficiencies and making sure that everything's being done in such a way that it's like you said, fulfilling what it is that we've promised.

(Brian): Yeah. We have contractual obligations. Yes. There's legal obligations, things that you're required to do as a designer, as a licensed professional. And we're supposed to do things specifically. But we did sign a contract with an owner and we need to fulfill that obligation, whatever that may be. And we tend to get, again, bogged down into, let's design, design, design. Well, there are things that we're supposed to do along the way as well too.

(Skyler): So as much as we want to have fun on the drafting table. Exactly.

(Brian): Yes. We have to do some of those reports, some of those renderings that get put on to, you know, whatever marketing material it may be, we have to do some of that stuff.

(Skyler): So yeah, it's like with police, you know, I want to get back out to the field. I want to solve crimes, I want to, you know, stop bad guys. But at the end of day I got to get back to the office, I got to make sure the reports are filled out correctly.

(Brian): Right.

(Skyler): Along those lines.

(Brian): And that's on the client side. But even internally, I, again, this is me talking as a CEO, trying to give vision. Here is, as an employee, it should be similar for you as it is for an employee in Des Moines.

(Skyler): Sure.

(Brian): In Omaha. Right. That experience as an employee from how I am mentored, how I am given feedback, how my health benefits.

(Skyler): Absolutely.

(Brian): I mean, all of those little day-to-day things that you as an employee think about or have a chance or have potential issues with, that message to you and that delivery of service to you should be the same no matter where you sit with CMBA.

(Skyler): Absolutely.

(Brian): So let's say you decide to move to Des Moines. Yeah. And you're underneath of Kent right now, the principal in charge down there. That experience as an employee should be no different than here.

(Skyler): Absolutely.

(Brian): And vice versa. Yeah.

(Skyler): And we touched on that a little bit in our previous episode about the company history and growth and acquiring other firms, the culture side and making sure that, yeah, all of that stuff meshes together in a cohesive and efficient way as well. So. Yeah, absolutely. Well, to finish things up, we talked about this in previous projects, videos, and so on and so forth with our CMBA sort of motto, which is the Unite, Serve, and Impact. Talk to me about what that means and how that affects kind of our company culture and what that means for the CMBA Way.

(Brian): Sure. So again, we've got multiple locations, multiple employees. But if there's an opportunity for us to come together corporately and to truly give impact to an organization, an example is United Way. We make an effort corporately, through all of our offices to give to the United Way, and that's the way in which we can unite together.

(Skyler): Yes.

(Brian): Either through our efforts, physical, or through our gifts. Like I know on the marketing side we help them with some marketing materials.

(Skyler): Absolutely.

(Brian): Or financially, obviously from our paychecks. But if there's a way that we can come together and truly make a bigger impact corporately, that's come. You know that Unite side. Right. Yeah. And then serving. Using your hands, using your mind. Yes. Your gifts that you're given on a weekly or bi-weekly basis, and your family potentially. That's what we're asked to do, is to serve. Yeah. That's where we are best, at our best really is, is with our hands to say, how can I help you?


(Skyler): Sure.

(Brian): Not to say what can you give to me, but how can I help you? Right.

(Skyler): Giving back.

(Brian): Exactly.

(Skyler): Absolutely. And then of course, like you said, the impact.

(Brian): Yeah. Impact for us, yes, we can write checks all day. But are we truly making an impact in the communities that we serve in? And we want to make an impact in those communities, helping them thrive and grow and being there to just assist when needed and to serve alongside. An example, Spencer, the city of Spencer. This past summer, major flooding came through. How can we as an organization help with that? With the technical skills that we have, to advise, to assist, to give thoughts about what's going on today. But also the future of Spencer, like should we build things in these areas? Again, probably not. Right. That's a basic example, and I'm not sure I'm not a part of that, but I know there are some people out of our Spencer office involved in that future planning of that community.

(Skyler): That'd be exciting.

(Brian): Yeah, absolutely. Because that was a huge impact. Thousands of people were impacted by that. And it's going to change that community forever. And how can we be a part of that? Absolutely.

(Skyler): And to see our communities thrive, that means we're going to thrive. And not to say that it's like we want, we want, we want. No, it's beautiful to be able to see and be a part of that growth. And if you're not being a part of the growth, then you're kind of outside.

(Brian): You're.

(Skyler): You're leaving things stagnant.

(Brian): Well, for sure.

(Skyler): I think that's about everything to give a nice overview of the CMBA Way. And obviously, every one of these episodes is going to kind of contribute to that to some extent.

(Brian): Yeah, for sure.

(Skyler): So we're going to have one at the end of the year that's going to be talking all about giving back, and so that's going to really get into the nitty-gritty of the Unite, Serve, Impact and how we as a firm are giving back to our community in a variety of different ways and seeing what that looks like. So thank you, Brian, for joining me for another one of these episodes and talking to me a little bit about sort of the internal side of CMBA, so we can share that with people, so they know who we are and what we're up to.

(Brian): So there's a lot going on. There’s a lot we care about. That's what it's about. We just care about our communities.

(Skyler): Absolutely.

(Brian): For sure.

(Skyler): Awesome. Thanks again, Brian.

(Skyler): All right, if you'd like to find out more about the Laying the Foundation podcast, you can head over to any podcast streaming platform such as Spotify, iTunes, Google Podcasts, and others. You can also find out more about CMBA Architects through social media such as Facebook, LinkedIn, Twitter, and Instagram. Additionally, you can head over to the CMBA website at cmbaarchitects.com. If you're an architecture or design professional or an intern looking for an internship within those fields, please be sure to check out our website and click on the Careers tab to find out more about what opportunities we offer. This has been another episode of the Laying the Foundation podcast. We'll see you next time.