A Word From David Reed:

2010 sees the beginning of a new firm, built on the experience and passion of a group Architects and designers who believe in the practice of Architecture as a Team Sport. Throughout my career, I have learned that the most successful projects are those that engage all parties, from the client to the contractor and each consultant as a team member, working together for the best interests of the client and the project.

I use this sports analogy for the practice of Architecture:

  • Offense: Client, has a project (the ball)
  • Defense: Contractor, protecting the team from the outside world, cost escalation, ensuring good workmanship
  • Special Teams: Design Consultants - specialists in their fields
  • Coach: Architect, understanding the offense's strengths and maximizing their talents and ability to be successful, mapping out a game plan that places the client in the perfect position to score, ensuring the Defense and Special Teams are all working together to advance the ball

The best teams are the ones that are strong in all phases of the game. Sure some games are won by one or two cylinders clicking, but to be the best it takes all parties performing at the highest levels. Providing the defense with all the tools to be successful and to guard against penalties and delays. Special teams ensuring they are in the right positions and understanding their roles to make the entire team a huge success.

I have seen too many examples of projects that are run like individual camps, the client in one camp, the contractor in another camp and the design team split up into smaller camps all fighting each other throughout the project. This is not the secret to a successful project but, instead, an unhappy client.

As the son of a builder, I have been around the construction industry over 30 years. I learned at a young age that nowhere is it more clear to see that time is money than on a construction site. When a contractor has questions it is imperative that the design team works together to provide clear direction quickly.

I have a great deal of respect, admiration and gratitude for the Architects of the past and the firms I have had the privilege to work with over the last 20 years of my career. I have been blessed to have had the opportunity to work with some outstanding Architects and Clients on many amazing projects, from athletic facilities for universities to K-12, hospitals, churches and residential.

 

Major Projects

Boone Pickens Stadium began as a SPARKS, Sports project in 2001, under the leadership of Gary Sparks, Architect of Record. My role began in 2005 with Phase 3-West End Zone, as the project Architect meeting with the client and individual user groups to develop a program along with Jill Selman, Gary Sparks and Mike Hessert.

We spent months working with each user group, understanding their roles and responsibilities in order to design spaces that enhanced each users ability to function at the highest possible level of efficiency. I personally traveled with the team as an equipment manager on an away game to fully understand the functions, requirements and logistics of transporting an NCAA Division 1 football team. The experiences I gained from being immersed in the athletic department have proven invaluable in the understanding and design decisions that are critical in producing an optimal functioning project.

One of the key things I learned working alongside and observing each user group is that efficiency is crucial. Just as every athlete is striving to be at peek performance to gain a competitive edge, the NCAA has a very strict set of guidelines that all programs must follow. Everyone is given 24 hours a day, and the NCAA dictates how many hours are spent in certain things. The competitive advantage comes by making design decisions that enable each person to perform and function at their peak. Cutting down on travel distances from key activities, enabling users to get what they need and where they need to be in as few steps as possible are strategic advantages, allowing the athlete to maximize his or her time.

With the experiences and knowledge I gained through programming and over 12 years of experience on several other athletic facilities, I became the lead designer of a team of very talented individuals, Jill Selman Interior Designer (formerly of CTS), Jodi Chronister Interior Designer (formerly of CTS), John Alig Intern Architect (formerly of CTS), Danny Little Project Coordinator (formerly of CTS), Brandon Gee Project Coordinator (formerly of CTS), Dan Kent Project Coordinator (formerly of CTS), Alberto Mejia Project Architect (formerly of CTS), Frank Reihart Project Architect (formerly of CTS), and Ivan Griffith Sr. Project Architect, on the West End Zone throughout the design and construction document phases of the project. I am very proud to have served and led such a talented team of design professionals. It was also my role as lead Project Architect to coordinate with all engineering consultants and ensure the overall design team worked together in the best interest of the project and not just the best interest of their individual discipline.

“It was amazing to see how one person, David Reed, was able to step into the role of Sr. Project Manager (September of 2007) and make a difference. It was incredible the impact one person had on a $180M project. His ability to work with the construction team and client to advance the project and help everyone work together was very impressive."
-- Flintco Division President David Kollmann

In following the “Master Architect” tradition that far too many firms have lost sight of, my role evolved along with the project, and I followed the project all the way through the Construction Administration phase as the Sr. Project Manager. This, in my opinion, is a critical step in ensuring a successful project. The role of Sr. Project Manager during the Construction Administration allowed me the opportunity to ensure that the decisions made during programming and design were not compromised by decisions made during construction. It is during construction that the “Rubber meets the Road” and we see that “time is money.” That is why it is crucial to have continuity throughout the project from programming to the completion of construction with the decision makers and designers working together with the contractors.