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DMR General Counsel Charles H. Sarlo, Esq. Named a General Counsel of the Year Finalist

DMR General Counsel Charles H. Sarlo, Esq. Named a General Counsel of the Year Finalist 150 150 DMR Architects

This morning, members of the New Jersey business community are gathering with General Counsels from around the State to celebrate the 2017 NJBiz General Counsel of the Year Awards, and we are excited to share that our own General Counsel, Charles H. Sarlo, Esq., is among the finalists.

Charles joined DMR back in 2001, and since then, has continually proven himself as a valued resource on the DMR team, ultimately being named one of the firm’s first partners earlier this year. He provides peer review, a check and balance, and constructive feedback on not only legal, but also general business matters.

With more than 30 years of combined experience in corporate legal affairs, Charles draws upon a unique set of academic credentials, with includes not only his juris doctorate degree, but also an MBA in Corporate Finance and a Bachelor of Science in Engineering. For more than 10 years, he has served as a member of the Board of Directors of the New Jersey Economic Development Authority (EDA), and since 2007, has been Chairman of the EDA’s Real Estate Committee.

He gets it. He gets the real estate development and construction industry, and the industry’s pillars, the practice of architecture and engineering. All of us here at DMR seek and heed his advice, and are excited to celebrate him this morning.

YMCA Opening

The Meadowlands YMCA is Finally a “Y with Walls”!

The Meadowlands YMCA is Finally a “Y with Walls”! 789 444 DMR Architects

DMR joined the YMCA Board of Directors, CEO & staff; John Mara of the New York Giants; and stakeholders of the Meadowlands community for the grand opening celebration of the new Meadowlands YMCA on May 19.

The Meadowlands Area YMCA, once referred to as “the Y without walls” because it operated out of more than 50 locations throughout the region since 1920, moved into its first centralized location this month.

DMR was retained to transform the former Brooklyn Nets headquarters and training center into a new 83,200-square-foot community center. The project redesigned the existing building to provide a 21st Century Y that answers the needs of today’s health-conscious population in a modern, accessible environment replete with amenities including the Gourmet Fit Cafe, retail shop and numerous Wi-Fi enabled social spaces. A 9,600-square-foot aqua-center with a 25-yd, six-lane competition pool is under construction and scheduled to open in the fall.

In addition to the gymnasium with two NBA-grade basketball courts, members will enjoy more than 400 programs, The Mara Center for Early Childhood Learning, state-of-the-art wellness center, exercise and dance studios, cycling studio, teen and senior center, cooking studio, technology labs, multi-purpose rooms and meeting spaces. SportsCare, a physical therapy practice will be located at the facility.

“While so much has changed about our lifestyle, technology, communication, and transportation in the past century, the Meadowlands YMCA has been a mainstay in the community,”  Jane A. Egan, President and CEO of the Meadowlands Area YMCA and a staff member since 1980, said.  Through the support of our donors and elected officials, we’ve been able to create a center that will serve the community for at least another 100 years.”

“The contributions that led to this day came in many forms from many corners of the community,” Ron Simoncini, Chairman of the Meadowlands Area YMCA’s Board of Directors, said.  “This is a facility that transforms the region, and we are very gratified to start our next 97 years with an asset we can all be proud of.”

Nearly 25 years later

Nearly 25 years later, building is the same, but serving builders is very different

Nearly 25 years later, building is the same, but serving builders is very different 960 540 DMR Architects

by Gregg Stopa, AIA, Senior Vice President/Partner

I’ve been with DMR Architects for 23 years, recently becoming a partner in the now 25-year-old firm. This milestone inspired reflection about the architecture industry. For the most part, how buildings are being built is the same. Design-build projects and some new equipment provide a means to go a little faster, perhaps, but building is still all about the steel, sheetrock, concrete, wood and bricks.

Architectural services, on the other hand, have expanded and evolved to the point where the architect of the 1990’s might not recognize the profession today. The most significant change is in information technology, which creates productivity and expedites communication, but also unnecessarily adds a level of stress and complexity.

First, the expectation of responsiveness pressures every facet of our service. Driven by information technology and financial structure, projects now are developed in a context that would be impossible 25 years ago. The Internet contains more information than any architect or person could possibly know. The number of suppliers, products and processes is infinite. We find frequently that clients discover prospective solutions—sometimes when there is no problem to solve—that are not even relevant, never mind applicable, to our work on their behalf. But the requirement that we address the issues is very inefficient and disruptive. And financial structures today impose an enormous pressure on our clients to complete projects at budget and on time, despite variables that are beyond anyone’s control are ever-present. The architect’s function is unrelated to these dynamics but become influencers in how our work is delivered.

Being able to work virtually from anywhere digitally creates a set of expectations for responsiveness that has caused us to change how we operate the business. Because most of us use our own personal devices for work phone calls and emails, we also have seen our workday creep longer. 25 years ago, we received and delivered documents or materials by hand—often through regular mail. 25 years ago the client called us at our desk to confer. We could only get mail once a day. Now we have developed a mindset of being ready to perform virtually on-demand.

These expectations and the technology that fomented them come with many benefits, including a massive improvement in productivity. Is the work any better? Of course, styles change, but good work always looks like good work even when it ages. User specifications, especially in health care and other technical fields, are far more complex than they once were and the efficiency demands on space are far greater. Our profession has not just responded to those demands, we developed design strategies that improved our clients’ businesses and led to new performance standards and real estate practices.

In that sense, the architect has not changed. The architect is still the person that figures out how it should look, what it should be made of and how it should get built. So while the architect of 25 years ago would be lost if transported to today—and the architect of today similarly lost if transported to 25 years ago—the object of our profession is the same. Like everyone else, we are just expected to work harder at it and be better at it than ever before.

DMR Earth Day

For Earth Day, DMR Looks Back on Sustainable Achievements

For Earth Day, DMR Looks Back on Sustainable Achievements 789 444 DMR Architects

Here at DMR, we are committed to sustainability on Earth Day & everyday. Today we celebrate this commitment by looking back on some of our top sustainable moments.

West Hall Achieves LEED Gold Certification • 2017

West Hall at Middlesex County College (MCC) achieved LEED Gold Certification on March 23. West Hall was DMR’s second LEED certified new construction project at MCC – Crabiel Hall achieved LEED Silver certification in 2011.

Pradeep Kapoor named co-chair of Northern New Jersey USGBC • 2009

In April 2009, Pradeep Kapoor, DMR’s director of sustainability, was named co-chair or the northern New Jersey Branch of the United States Green Building Council. A passionate sustainable designer, Pradeep has been the driving force behind DMR’s embrace of sustainability. He even translated this passion into the design of his home, which is 39% more energy efficient than a standard new home and 53% more energy efficient than a typical existing home.

DMR Staff Receive LEED Accreditation • 2003-present

DMR embraced sustainability from early on, with our first staff member receiving accreditation in 2003. Today, our staff includes numerous LEED professionals whose accreditations include LEED Green Associate, LEED AP, LEED AP BD+C & LEED AP ID+C.

Carlstadt Elementary School achieves LEED Silver Certification • 2007

Carlstadt Elementary School was the first LEED certified building in Bergen County, and the first LEED Silver certified public school in New Jersey.

Architecture in 2017: sophisticated services in a complex environment

Architecture in 2017: sophisticated services in a complex environment 960 540 DMR Architects

by Lloyd A. Rosenberg, AIA, President & CEO

Architecture is a continually stimulating profession, especially for the firm’s owner who addresses complexities in various industries in delivering the service. Most people correctly associate architecture with creativity, as design is at the core of our profession, but the business of architecture incorporates numerous skills and processes beyond aesthetics. No where is this more true than DMR, which is larger and more diverse than most architectural firms, and integrates engineering, planning, environmental, bidding, construction supervision, legal and more into our service mix.

But it does always come back to design, because that is our deliverable. A subject of much discussion in every project, the challenges of design begin not with a blank canvas but with a set of constraints: space limitations, functionality, budgets and available materials are just four of the variables that are addressed by the architect. The real estate business positions the architect as the natural pivot point between the property owner and the contractor, so not only are we engaged for design, the architect is largely focused on managing the business issues of real estate development.

The architect’s role in development has never been greater than in the current environment, where regulatory standards have grown in complexity. For example, in New Jersey, various government agencies responding to Superstorm Sandy have adopted regulations on flood plains that can undermine the viability of projects already on the drawing board. And among other issues we have encountered this year, the unexpected presence of migratory birds prevented us from removing trees, postponing construction. Unknowns adds risk to development, and one of an architect¹s functions is to foresee potential issues and plan around them, eliminating the risk, but it is not always possible.

And finally, there is the variable represented by the market itself. Construction materials and labor costs can change after the planning for a project, but before it is commenced. The architect must monitor these issues so that there are no negative surprises after construction begins. And projects that seemed to be in demand when planned might not find a robust market when completed. All of these issues and many more must be factored not only into our service to our clients, but in the management of our architectural practice.

After 25 years in business, over which time DMR has become the 4th largest architectural firm in New Jersey, we’ve seen multiple cycles in the real estate industry. No economy is like any other, making it impossible to predict the length or impact of an expansion or a contraction. The correct management policy is to be ready to respond to changes in either direction always looking for the best position for future growth. Even when the business climate is in a downturn, there is a right way to contract that allows architects to take advantage of the inevitable opportunities to grow.

At DMR the main principle of stability is depth and diversity. We have structured the firm to weather downs and maximize ups by being able to shift into various practice areas depending on the demand cycle. In expansions, office and residential work is plentiful. In contractions, education and healthcare work may not be as plentiful but technology advancements often lead to redevelopment. By maintaining a staff that has expertise in a broad array of practice areas, we not only protect the stability of our own firm, we provide our clients with a depth of institutional knowledge that can only be developed through taking good ideas from one area and applying them to another.

A complicated business? Yes. But a rewarding one, especially when the day comes that a project is complete and we see it not only for its excellent design, but for all the elements that we blended into accomplishing its development.

West Hall 30,000 Student Transactions

In Five Months Since Opening, West Hall Handles Nearly 30,000 Student Transactions

In Five Months Since Opening, West Hall Handles Nearly 30,000 Student Transactions 789 444 DMR Architects

Since opening the doors of its new, DMR-designed one-stop Enrollment Services Center in October 2016, Middlesex County College staff have handled nearly 30,000 student transactions.

The design of West Hall was an uncommon design project, as the building was designed in support of a complete change to the College’s business model, simultaneous to the implementation of this change. The 32,000 square foot facility now provides the College’s population of more than 13,000 with a central location for services such as academic advising, financial aid and registrar.

“The new building is beautiful and we’re enjoying full administrative support in our efforts to better serve students through the one-stop model,” Brian Clemmons, Dean of Enrollment Management, said. “Thanks to the new building, we’re able to help more students in less time, while streamlining the flow of work for our employees as well.”

The building is currently under review for LEED Gold Certification from the United States Green Building Council.

Timing and Process Is Key in Development Projects

Timing and Process Is Key in Development Projects 960 540 DMR Architects

by Lloyd A. Rosenberg, AIA, President & CEO

Delays in construction projects can be costly—but perhaps the most expensive delays are the ones that occur before construction even begins. Materials and labor costs continue to rise in the economic expansion, and the cost of projects can increase from 10-20% from the time they are approved to the time construction begins.

The political environment can be very cumbersome, and months or even years can pass between the time a project is originally conceived and budgeted until it actually breaks ground. We’ve worked with some townships on building plans as recently as two years ago that are now not in the budget anymore because they waited.

As we are currently working on more than 12 municipal building projects across New Jersey, we recommend that municipalities calendar a re-budgeting process every three months so that delays can be priced into the final budget; and that bidding for jobs take place as soon as possible after approval. Typically a consultant has been retained to assist in the bidding for the project during its design phase who can be tasked with regular estimate updates. All the costs associated with the project need to be affirmed at regular intervals if there are hang-ups in getting started.

Another important discipline is foresight into what happens with the project in the next generation. For example, if the municipality needs to house 50 office employees now, what happens if the number is 70 in 10 years? Or 30? With growth in government balanced by automation of some functions, requirements of today surely will evolve with time, and a conscious approach to how property assets can be repurposed will save challenges for the next generation.

And finally, the project managers on the municipal side need to be satisfied that they understand all the elements of the project and their ramifications before it commences and specifically articulate all of their expectations. Too often, both sides take it for granted that everything is understood by a review of the drawings. But the business issues are much deeper than the plans, and without a detailed examination of the architect’s buildings plans against the client’s plan for the building, disaster can strike in the form of surprises when the building is complete and it’s too late for alterations.

Challenge your architect to explain how the plans relate to regulatory and other requirements conditions, which will help reveal potential complications in timing, and budget impacts.

With so many elements going into the making of a new building, recognizing that there will be surprises during the construction phase that even your architect or contractor didn’t imagine, and accounting for that ahead of time can save municipalities both time and money. DMR, acting as the project manager for projects including the currently-in-construction Frank J. Gargiulo Campus in Secaucus, is using technologies that allow all contractors on the project to talk daily in real time about potential issues and practical solutions, keeping them on a tight budget and aggressive timeline.

There are risk-management processes that can deliver highly predictable and desirable project outcomes, but often timeframes and budget issues push even the most disciplined professionals off best practices. At every turn, people need to remind themselves to measure twice and cut once. Mistakes mean doing things over, and that is far more expensive than doing them right the first time.

This article also appeared on New Jersey Association of Counties Newsletter.

Making Partner

Making Partner

Making Partner 960 540 DMR Architects

by Lloyd A. Rosenberg, AIA, President & CEO

The firm I founded in 1991, DMR Architects, belongs to six of us a result of naming the first of what I expect will be many partners.

The profession of architecture has spawned many compensation structures and equity arrangements, but it is probably fair to say that if a firm is going to invite partnership, it does so sooner than 25 years. So why now?

DMR generously rewards innovation and productivity and as a result we enjoy strong employee retention and company morale. Our wonderful company culture is always evolving and at this point in our history needed an aura of leadership that is prospectively eternal and needed to expand beyond one person. And then, after going through the process of contemplating where to begin sharing the firm, I realized that “making partner” is not just a recognition by the firm of the team member attaining an elevated value as a result of their contributions. Making partner happens because the firm itself creates an environment that encourages personal growth for its employees and has committed to a system of promotion that goes all the way to the top. Under that criteria, when I considered whom to name a partner, I realized I could make a case for almost everyone at the firm. And thereby began a difficult process of identifying a first set of partners who could act as mentors for other team members, resulting in the first five “making partner” and providing a path for the rest.

The new partners have committed to incorporating into our value system a process of continuing to make new partners, which will take on a life of its own. As a profession, architecture evades a simple metric for who drives the success of the firm. For example, while law firms are collaborative places, their nature is quite different from an architectural firm, where contributions to the end product come from a diverse set of professionals inside of and outside of the firm; and the regulatory and professional controls are applied in a variety of environments. Our billing routines are also unique to our profession. Like law firms, we like rainmakers and we like workhorses, but we don’t limit the measure of the team member’s value to those criteria. For example, we recognize that the contributions made by our in-house legal, finance, new business development and marketing people are invaluable to the operation of the firm.

So what “makes” a partner? At DMR, the common thread is that they treated the firm like owners before they owned it, but the other aspects vary a surprising amount. In varying proportions our new partners are old-hands, younger-hands, extroverts, introverts, scholars, warriors, romantics and empire-builders in varying proportions, among many other attributes.

If it is puzzling why it would take me 25 years to make partners and now I have made five partners and am looking forward to considering more, it’s because the process of inviting our first set of shareholders has been an epiphany to me of what makes DMR work: which is that many of our people feel like they own the place and are willing to do what it takes to help us advance as a firm.

Read more about DMR’s partnership announcement here.

Bergen architectural firm seizes big opportunities, thrives on a challenge

Bergen architectural firm seizes big opportunities, thrives on a challenge 960 540 DMR Architects

by Linda Moss

Architect Lloyd Rosenberg was undaunted when plans for a nearly $1 billion commercial development in Ridgefield Park had to be dramatically reconfigured to accommodate Al and Alice, a pair of bald eagles.

“We had to redesign the whole project,” said Rosenberg, president and chief executive officer of DMR Architects in Hasbrouck Heights. “It’s just part of what we have to do … It’s not unusual.”

DMR has done extensive work in North Jersey, where the only land left to develop often poses environmental or wildlife-conservation challenges, be it protecting eagles or bog turtles, according to Rosenberg. If you live in the region, odds are pretty good that you’ve set eyes on at least one place or project DMR has worked on, be it a hospital like Holy Name Medical Center in Teaneck, the Secaucus train station, downtown Hackensack’s redevelopment or the New Jersey Vietnam Veterans’ Memorial in Holmdel.

This year, booming DMR, the fourth-largest architectural firm in the state in terms of staff size, is busy with two big projects. It is architect and planner for SkyMark, a Ridgefield Park development — in the works for two decades — that will include about 1,500 residential units, 350,000 square feet of retail space and a 300-room hotel when its final phase is complete. Construction on the project, dubbed “Eagle’s Nest” by some, is finally expected to begin this spring. And work is continuing on Hudson County’s new $144 million High Tech High School in Secaucus, designed by DMR. The final steel beam was installed last week at the site, 22 acres adjacent to Laurel Hill County Park. The 350,000-square-foot facility is slated to open in September next year.

A third DMR project, the $10 million transformation of the former Nets basketball team’s training center in East Rutherford to the home of the Meadowlands Area YMCA, opens in April.

Buoyed by such undertakings, and the economy’s recovery, DMR enjoyed a banner year in 2016, when it celebrated its 25th anniversary. The firm, which has about 100 projects in various stages, saw its projected revenue last year climb about 84 percent to $9.8 million from $5.3 million in 2015. So it could accommodate its increased workload, last year DMR added nine employees, bringing its staff roster to 39. And last week, for the first time, DMR named five partners, Rosenberg said, to spread management duties and to lay a foundation for his succession.

New high school was a boon

DMR founder Rosenberg, who turned 74 last week, said the firm got a big boost last year because work on the regional high school in Hudson County got off the ground, a project being bankrolled by the county and the state. He acknowledged that DMR suffered some bad years, most notably during the Great Recession, and cited the cyclical nature of his business in explaining why 2016 was stellar.

“The real estate market was strong in New Jersey,” Rosenberg said. “The municipalities we work with felt confident to go out and have their facilities improved. The private developers – low-interest rate, greater demand, increased values – they became strong. The reason we’re so successful is we have a very diverse practice. So we do private work. We do schools and colleges. We do public facilities, police stations and municipal buildings. We do office buildings. We do health care … We have a diverse practice, and all of the sectors in the market sort of increased volume.”

That’s the strategy behind having a full-service architectural practice, according to Rosenberg.

“We anticipate at times one sector is going to go down, and one sector is going to go up,” he said. “This particular year [2016] everybody went up.

Consequently, we did better and we hired more people.”

DMR’s recent growth appears to have been outpacing its peers. The American Institute of Architects tracks billings nationally and regionally through its Architecture Billings Index, or ABI , said Ben Lee, the new president of the group’s New Jersey chapter and chief financial officer for NK Architects in Morristown. In November, the index was 50.6 nationally and 50.8 for the Northeast, according to Lee. Anything above 50 represents an increase in billings. Referring to the Northeast’s performance, he said, “It’s good, but it’s not moving a full digit.”

Eagle issue resolved at SkyMark

The SkyMark center rivals American Dream Meadowlands, the massive retail-entertainment complex being built in the East Rutherford Meadowlands, in terms of its delays.

“We’ve owned this property since 1999,” said Tony Noce, development manager for Paramus-based SkyMark Development Co. “It was originally going to be developed as office but now it’s mixed use and it’s just a complex project … We’ve done all the environmental remediation. There was an eagle’s nest. We had to get major infrastructure improvements approved with the N.J. DOT [Department of Transportation] and the Turnpike Authority to provide access to the site. All these things take a lot of time to get.”

As the architect and planner, Rosenberg said DMR had the task of reworking SkyMark’s plans to create a five-acre buffer to protect the two eagles and their nest.

Ultimately, the plan approved by federal officials will carve out an 11-acre eagle preserve on the southern end of the SkyMark property, taking up about 20 percent of the 55-acre site, Noce said. SkyMark will be built at the crossroads of the New Jersey Turnpike and routes 46 and 80.

Noce said he and developer Ralph Ianuzzi Jr. are in the final stages of putting together SkyMark’s financing. They are slated to meet with the Ridgefield Park village board of commissioners this week to update them on the project, according to Mayor George Fosdick. Noce said he expects construction to start in late spring.

Police headquarters projects 

This year construction on another one of DMR’s projects, a $7 million Garfield police station, is also slated to begin. The current headquarters on Midland Avenue, constructed in 1960,  is “woefully undersized” for the 66-member police force and “was built for another era,” City Manager Thomas Duch said. Local police headquarters have become another DMR area of expertise, according to Rosenberg.

Originally, plans were for another architecture firm to design the new Garfield police headquarters. However, city officials gave DMR the job after they were “impressed” by a presentation by Rosenberg, as well as by his design work at the Bergen County Public Safety Operations Center in Mahwah, according to Duch.

“Many of these police stations now are outdated,” Rosenberg said. “They don’t have the current technology. Their facilities are not safe. They’re not habitable.”

Rosenberg said it’s hard to make forecasts for this year, but that he thinks President Trump will be effective helping the business community and stimulating the economy, especially in the tri-state region.

“I hope that he does the things that he said he’s going to do with infrastructure and public work and hospitals and schools,” Rosenberg said. “We do live in his geographic area.”

This article originally appeared on NorthJersey.com.

New Jersey firm has a nice book of business thanks to a willingness to both study and influence the industry it serves

New Jersey firm has a nice book of business thanks to a willingness to both study and influence the industry it serves 960 540 DMR Architects

by Richard Massey

DMR Architects of New Jersey has been retained by six law firms in New Jersey and one in California for projects that encompass relocation assistance and retrofit, office expansion, interior renovations, and interior design. How was DMR able to win so much niche work? The firm knows the market.

“Law office redesigns and build-outs are a particularly robust category for architects as firms merge and respond to technology’s influence on their physical locations,” says Lloyd Rosenberg, founder and president of DMR Architects. “Lawyers need less space and less support staff and community uses such as law libraries are being downsized or eliminated. While a large conference room remains an integral asset in most large firms, there also is a need for a cluster of smaller offices so the various sides of contentious or confidential work can be efficiently performed.”

Rosenberg took the time to answer a few questions from The Zweig Letter.

The Zweig Letter: What kind of team do you assemble to win so much of this kind of work?

LR: DMR has built a diverse staff over its 25-year history in response to market needs resulting in our being able to provide professional and urban planning including site analysis, sustainable services, facilitating public-private partnerships, engineering services, interior design, and project management. Our clients appreciate that we can provide so many services seamlessly under one roof as well as the network of colleagues that we can introduce them to in related fields.

TZL: You show a great deal of knowledge about what modern law offices have to have to serve the client. How did you obtain that knowledge?

LR: When we come into a law firm, they are asking us to resolve functional issues. We’ve worked with a lot of law firms, but we’ve also worked with clients in other industries that have similar issues—downsizing and repurposing space, for example—that we’ve been able to convert into relevant solutions for our legal clients.

We also bring in our ability to envision what hasn’t been done yet and use that vision to address a law firm’s current needs in a way that recognizes that they are a distinct entity business with unique issues that require a custom-fit solution.

TZL: What is the trick to winning this kind of work? Marketing, project management, pricing, experience in the field, specialized proposals, etc.?

LR: DMR has staff with skill sets that speak to clients’ needs at every stage of a project; we can be there for site selection and help negotiate with the real estate broker, provide the plans, manage relationships with the builder and other contractors, and take it all the way through to choosing the right paint colors and textures, and design for the furniture. This has been a successful equation for 25 years, earning us both repeat business and referrals from our legal clients.

TZL: What is the market like in this niche field and how long has it been a “hot” market?

LR: Lawyers have clients too, and they don’t want to pay by the hour for unnecessarily large offices, ostentatious furnishing, and oversized windows so that their lawyers can enjoy the view. DMR has seen an uptick in the need for downsizing and redesigning to speak to this. Additionally, similar to the healthcare industry, firms that can afford to are expanding by creating small satellite offices so that clients can see them within their community instead of having to travel larger distances to that firm’s headquarters.

TZL: In general, how does a firm anticipate a trend?

LR: People in our industry trigger the trends by looking at how our clients need to use their space and addressing their new business models in unique and creative ways. When our clients said they were not meeting with clients in their personal offices, and that they were using fewer paralegals, we made the “corner offices” smaller, and provided less room in the “bull pens” in order to make additional conference rooms.

DMR studies the architecture industry as much as we influence it. We are also committed to the continued education of our staff, and are not afraid to take ideas that we’ve seen in other industries and apply them to address needs in legal offices. We’ve taken a lot of the principles that have been applied to revamping marketing firm spaces for millennials and applied them to our legal clients. By doing so, we’ve created an environment that fosters innovation.

This article originally appeared on The Zweig Letter.