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Beyond Design: DMR’s Pradeep Kapoor Speaks on the Business Side of Architecture

Beyond Design: DMR’s Pradeep Kapoor Speaks on the Business Side of Architecture 789 444 DMR Architects

Architecture students are trained to design. Far fewer are taught how to run a project, build a client relationship, or sustain a business. Those were the gaps Pradeep Kapoor addressed in his lecture, “Business in Design,” a two-hour, discussion-based session delivered on April 17 at Boston Architectural College.

Organized by the college’s chapter of the American Institute of Architecture Students, the session also included a student exhibition, “Feedback Loop,” featuring project pin-ups and discussion.

Drawing from his own career progression, from designer in 2001 to CEO in 2024, Kapoor outlined what he wished he had understood earlier and how the role of an architect evolves over time. Early in his career, the focus was on honing design skills. As his responsibilities grew, the role expanded to include understanding project scope and fees, managing budgets and schedules, and navigating client expectations. At the leadership level, the emphasis shifted to building trust, winning repeat work, and driving the business forward.

The lecture focused on what is often not taught in architecture school: how projects are funded, that clients are buying a project rather than just a design, and why a well-designed project can still be a poor business decision. Kapoor emphasized the importance of clearly explaining budget, schedule and risk, and the role architects play in keeping projects viable so they can ultimately be built.

Additional topics included fee writing, negotiation, business writing, marketing and business development, and how firms pursue work through RFPs and RFQs. Kapoor also addressed how architects evaluate project profitability, from steady, reliable work to projects that may offer visibility but limited financial return.

“Design is essential, but it is only one part of the process,” Kapoor said. “The ability to manage the business side is what allows projects to move forward and ultimately get built.”

A central theme was that creativity is not enough unless a project can be financed, approved, and delivered and that understanding funding sources, public processes and client priorities is critical to keeping projects viable.

“Business is how a design enterprise executes, not merely on a single project, but in building an enduring organization that is mission-driven and sustainable over decades and beyond,” said Dr. Mahesh Daas, DPACSA, President, Boston Architectural College. “The real magic of building, running, and aligning design organizations lies in the design of the business itself. That is why this conversation matters so much for our students. I’m so grateful that Pradeep Kapoor is kindly sharing his inspiring leadership experience to guide the next generation.”

The session included case studies and examples from DMR’s portfolio, along with an interactive discussion of student work, offering a practical look at how design and business intersect in the real world.

Designed Relevance and Reverence: 10 Transformational DMR Projects That Continue to Shape the Region

Designed Relevance and Reverence: 10 Transformational DMR Projects That Continue to Shape the Region 789 444 DMR Architects

With more than 5,000 projects completed over its 34-year history, DMR has left a lasting imprint on New Jersey’s architectural footprint. Great communities are anchored by strong systems of transportation, education, and healthcare, and DMR has played a vital role in shaping each of these across our region. Many of the firm’s projects continue to perform exactly as envisioned, while others have been revisited and enhanced over time to meet evolving user needs and respond to changing regional contexts.

“It is especially rewarding to be brought back to a property years after having designed it to make changes that extend its life,” says Lloyd Rosenberg. “We return to find that not only does the building need to address new considerations of the user, it also is responding to fundamental issues occurring in the industry, immediate surroundings, and broader region.”

The following 10 projects exemplify how thoughtful, future-ready design can support not only a building’s long-term performance, but also its evolving role within its surrounding environment.

  1. Annin Lofts

One of Russo Development’s first residential projects, Annin Lofts in Verona is the site of the Annin Flag factory, which was redeveloped, and a new structure that was similar in scale and reminiscent of the design of the original building.

“Annin Lofts was unique in the Russo portfolio because it was our only adaptive re-use project, but it also demonstrated one of our core values of tapping into demand for luxury housing in unexpected locations,” says Ed Russo, president of Russo Development. “Its appeal to renters in the Essex County suburbs only gets stronger with time, and much of that has to do with the project’s innovative blending of old and new.”

  1. Tenafly School District

DMR is an expert at supporting referendum-based school projects across New Jersey, helping pass more than $300 million in funding that has delivered new schools in Sparta, Carlstadt, Carteret and Franklin Lakes. DMR also helped pass three referendums in Tenafly, first in the early 2000s and then again in 2024. These long-standing relationships highlight DMR’s trusted role in helping school districts plan, communicate, and deliver impactful educational environments supported by their communities.

The current $76 million Tenafly project series prioritizes improved instructional spaces, security and ADA accessibility across six schools plus the Geissinger Athletic Complex and the district’s offices.

“A lot has changed in education in just the past two decades and investing in upgrades is imperative to New Jersey schools if they want to remain competitive,” said Pradeep Kapoor. “That goes for classrooms but also extracurricular and sports activities that may not have existed in the early 2000s like STEM programs and pickleball.”

  1. Robert Wood Johnson Campus

Tenafly is not the only entity to retain DMR over multiple time periods. DMR has a long-standing track record in designing healthcare and specialty treatment facilities. While DMR’s work includes notable projects such as the Holy Name Cancer Center—originally built two decades ago and still serving the community—its longstanding relationship with Robert Wood Johnson University Hospital exemplifies the firm’s ability to adapt to the rapidly changing demands of healthcare environments.

Technology has a dramatic effect on architecture, but no more so than in the healthcare space. When DMR introduced New Jersey’s first PET scan lab at Robert Wood Johnson hospital the landscape was yet to be transformed by the series of mergers–and innovations–that have come to define today’s healthcare environment.

Other DMR projects on RWJ’s campus included offices, labs, outpatient offices and nurse’s stations.

  1. St. Joseph’s School for the Blind

St. Joseph’s School for the Blind in Jersey City retained the firm in 2005 to build a new school, as their 1927 Concordia Learning Center had become too small to address the growing needs and evolving program of the school and accommodate students with multiple disabilities. The result was a 73,000 SF facility with 17 classrooms, a multi-purpose gymnasium/auditorium, a multimedia center, therapy and work rooms, a physical therapy pool, an adaptive playground, and music, art and pre-vocational classrooms.

The building was one of New Jersey’s first LEED certified private schools and also DMR President Pradeep Kapoor’s first LEED Certified project, the catalyst to a portfolio that has grown to include seven Certified, Silver and Gold level projects.

“LEED certification at the time of the original construction was a pioneering feature that allowed DMR to be among the first to explore environmental issues that have become a required consideration, whether the owner seeks the designation or not,” said Mr. Kapoor. “Sustainability is in the DMR DNA and a lot of that traces back to St. Joseph’s.”

  1. Blue Foundry Headquarters

Blue Foundry Bank engaged DMR to design its new administrative headquarters as it relocated from downtown Rutherford to Morris County in 2021. The project not only needed to embody the bank’s evolving brand identity but also required mid-course workspace adjustments to address pandemic-related concerns.

“The aesthetic and functionality of our new administrative headquarters serve as symbols of the bank’s renewed business focus and vision,” says Blue Foundry Bank President & CEO Jim Nesci. “It was essential for us to align our physical space with our brand, and a tour of our offices clearly shows how the bank’s image is thoughtfully crafted into nearly every aspect of the design.”

  1. Jersey City Justice Center

Jersey City’s Justice Center at 365 Summit Avenue originally opened in 2001 and has shown itself to be a durable facility and an iconic venue for the City’s courts and offices for judges, prosecutors and staff.

“We designed the Justice Center to meet the needs of the City at the time, but also with enough flexibility to grow with it,” said Lloyd Rosenberg. “It’s rewarding to see how well the building has adapted over the years to support new technology, procedures, and expanded use without losing its original purpose.”

  1. Wayne Police Department

When Mayor Chris Vergano spearheaded the municipality’s development of a new police station in 2012, the objectives extended beyond accommodating the growth of the department and the introduction of new policing tactics and technology. The final design balances function and civic presence with clearly defined operational zones, and spaces that support both law enforcement and community interaction.

“Our goal was to create a facility that supported the department’s operational needs while also projecting openness and accessibility to the community,” said Kurt Vierheilig. “We worked closely with the Township to develop a design that could evolve with the way public safety services are delivered over time.”

  1. Meadowlands Sports Complex Train Station

The train station at the Meadowlands Sports Complex was an enhancement related to the construction of what became American Dream and was a critical consideration of the Stakeholder Committee that was convened to assess the impacts of the development on the community.

“The Meadowlands Station was a forward-thinking investment in the region’s future,” said Jim Kirkos, president of the Meadowlands Chamber and a member of the Stakeholder Committee. “The talent and vision of DMR Architects added critical mobility to the complex via the design of the train station and helped lay the groundwork for major regional wins—from hosting the Super Bowl and WrestleMania to securing the 2026 FIFA World Cup.”

  1. Carteret’s New Junior High School

In Carteret, DMR designed the new 60,000 SF Junior High School after a site planning exercise that resulted in locating the building on a property adjacent to the town’s high school. Funded through a referendum that DMR guided, plans also included a pedestrian bridge between the Junior and Senior High Schools so that the schools could share a newly renovated auditorium.

The project was the starting point for Carteret to hire DMR for additional work throughout the district including a redesign of the high school’s main entrance that served to provide the building with an identity and visual impact while increasing security measures.

  1. Bergen PAC

DMR has worked on notable historic preservation projects, including enhancements and design improvements to the iconic Bergen Performing Arts Center. The renovation transformed the beloved 1,300-seat theater, originally opened in 1926, into a modern venue capable of hosting nearly 200 events annually. The project included a full renovation and expansion of the existing lobby and the addition of a new VIP room featuring two bars and a private entrance.

To honor the building’s legacy while appealing to a contemporary audience, DMR blended raw industrial design elements, such as exposed beams, brick walls, pendant lighting, and visible ductwork, with the refined traditional finishes expected in a classic theater. The result is a dynamic, updated space that respects the theater’s historical character while meeting the demands of today’s diverse performing arts audiences.

“DMR Architects did an incredible job transforming our historic theater. Their design preserves the character and legacy of bergenPAC while introducing modern features that elevate the experience for both performers and audiences,” said Alexander Diaz, Executive Director at Bergen PAC. “It’s a renovation that honors our past and supports our future.”

Text that says DMR Dimensions, Winter 2023-2024.

DMR Dimensions – Winter 2023-2024 Edition

DMR Dimensions – Winter 2023-2024 Edition 2550 1252 DMR Architects

The latest DMR Dimensions is here.

We hope you enjoy reading about the people and projects that made 2023 another great year at DMR.

The DMR team poses for a group photo.

DMR’s Success Linked to Team’s Cultural and Skills Diversity

DMR’s Success Linked to Team’s Cultural and Skills Diversity 789 444 DMR Architects

New Jersey is the fourth most diverse state in the United States and nowhere is that more evident – or beneficial – than at DMR Architects, where more than half of the employees are naturalized or first-generation Americans.

DMR’s teams of varied voices are uniquely qualified to lead projects that are intended for vast populations including healthcare, public education and parks, municipal redevelopment plans and buildings, and residential options that range from affordable rental housing to luxury condominiums. The outcomes ensure that no one will walk in and think “this building is not for me.”

“The benefits of diversity and inclusivity are profound – we see positive impacts in a broad spectrum of expected and unexpected parts of our business,” said Lloyd Rosenberg, AIA.

“A variety of cultures creates a mixture of perspectives and that leads to greater creativity in our work – something we would expect.   But additionally, our clients come from a broad set of backgrounds, and when they respect that our organization has a value system that welcomes diversity, a comfort level ensues.”

Mr. Rosenberg, a native of Jersey City, which is among the most diverse cities in the country, observed that DMR’s structure – which features integration of practice areas – also is an allegory for diversity.

This firm’s cultural diversity is mirrored in the varied skill sets and levels of the team – and its business thrives as a result.

“In our environment, the blending of diverse professional foci is beneficial to serving our clients and to our employees’ career advancement.  It is perfectly natural that the backgrounds of our people would contribute to our culture of performance.”

There are 14 different countries of birth for DMR employees, and when their parents’ places of birth are added in, the total of 26 countries of origin is an extraordinary representation at a firm of just 45 employees.

“Architecture today should reflect inclusivity that goes beyond ADA compliance; it should have cultural compliance.  We want everyone to feel seen and heard and comfortable being themselves.”

Just as cross-practice interaction has led to outcomes that far surpassed what one mindset would achieve, cross-cultural collaborations garner far more creativity than if the firm were more homogenous.

“We’ve created the workplace composition that is necessary to get today’s projects done in a way that will continue to be relevant for generations.”

Employees pose for a photo at a party and the author's photo.

Why We Stay

Why We Stay 2560 1450 DMR Architects

This post originally appeared as part of a two-part series with Real Estate New Jersey. See also, part 1, “You Build Trust by Trusting People,” which outlines DMR’s culture of empowerment. In this article, RENJ sat down with several DMR staff members to understand their experiences growing their careers at DMR. 

Pradeep Kapoor, AIA, LEED AP BD+C, Chief Operating Officer, Partner (21 years)

Pradeep Kapoor was a junior architect in 2003 when the sustainable design movement was taking hold. He recalls that Lloyd Rosenberg, DMR Architects’ president and CEO, saw the trend as a potential game-changer and asked his team if someone was interested in helping to build a practice in the emerging growth area.

Kapoor stepped forward, studied and soon became certified in the U.S. Green Building Council’s Leadership in Energy and Environmental Design program. By 2005, DMR had secured its first assignment in the field, the Carlstadt Elementary School, which in 2007 became New Jersey’s first LEED-certified public school.

“We not only give people opportunity. We ask people to bring opportunities that they would like to explore,” Kapoor said, adding: “That was something I learned from Lloyd because, when I wanted to pursue LEED and other avenues of architecture, he always encouraged me.”

Kevin Johnson, Project Manager (10 years)

Job jumping may be a common practice among young professionals, but not for Kevin Johnson, who joined DMR in 2012 and has never looked back.

Here’s one major reason: He has the tools he needs to do his job.

“I’ve always felt supported with technology,” said Johnson, a project manager. “That’s been a huge issue with some people I know — they don’t get the support they need, the computers are too slow, they don’t have the programs they need.

“So not only did I start with a good system in place, but any time I’ve had a concern about something, I’ve brought it up and it’s been looked into.”

Janet Pini, AIA, Sr. Project Manager/Associate (20 years)

Janet Pini has only ever known DMR Architects, the company she has called home since she graduated from New Jersey Institute of Technology in 2002. The firm “afforded me the opportunity to learn right as I got started,” she recalls, noting that she quickly worked on different aspects of the profession — from design and production to construction administration — along with different industries and asset classes.

“That’s been a theme through my whole career here, and I think one of the reasons why I’ve stayed is I’m not doing the same thing every day,” she said. “I’m working on municipal projects and school projects, which really has become my focus here, but I still do get housing projects, health care projects. So there’s that variety.”

Pini now spearheads a mentoring program for the firm’s junior-level talent, hoping to engender the kind of creative freedom and hands-on, supportive learning environment that have kept her at DMR for two decades.

Kurt Vierheilig, AIA, LEED AP BD+C, Director of Design, Partner (23 years)

Collaboration is key, but it’s not the only ingredient for thriving in a group setting. It also comes down to being able to understand the creative choices, opinions and suggestions of others — even if they don’t always align — and ultimately find a solution.

“I always felt that the people that worked here were really working in sync,” said Kurt Vierheilig, who was named a partner in 2017. “Everyone respected everyone else. Even if you don’t agree, you understand why you don’t agree, but there’s a goal that you’re trying to reach toward.

“I think if people understand why you might have a difference of opinion, that also helps them develop, but it also helps to keep things going in the right direction, in a respectful way as co-workers. And I’ve always felt that, no matter where you were, no matter what level you’re at, there’s always a good collaborative process. Because buildings are complicated — there’s so many different ways you can do it, different approaches you can take and a lot that goes into it.”

Fassil Zewdou, Sr. Project Manager, Associate  (21 years)

Fassil Zewdou is candid when he notes that “I really don’t like to move around.” But even he is amazed to have spent more than two decades with DMR Architects.

Why has he stayed? There’s the ability to learn, the attention from senior leaders and the strong business fundamentals that help the firm endure even in leaner times. But he also points to something that can’t be so easily quantified — company culture.

“You can define value in terms of what the company stands for — if it is employee-centered as opposed to just financials,” said Zewdou, who focuses primarily on education projects in New York City. “You can’t quantify that distinction — you just know it.”

Employees posing for a photo during the holiday party and the author's photo.

You Build Trust by Trusting People

You Build Trust by Trusting People 2560 1450 DMR Architects

This article originally appeared as part of a two-part series with Real Estate NJ.

See also part 2, “Why We Stay“. 

That philosophy has allowed DMR Architects to become a top architecture, interior design and professional planning firm, with a practice that is among the industry’s most diverse and a team large enough to accomplish projects of any size.

Lloyd A. Rosenberg has been building that team for more than 30 years, with a focus on mentorship, flexibility and the freedom to explore new areas and new technology.

We asked Rosenberg to share his thoughts on hiring and developing talent, as well as the ongoing role that DMR’s team plays in the commercial real estate industry.

You’ve built such a diverse practice. Does that happen organically or by design?

It’s probably both, but I certainly have always encouraged our staff to be independent and creative, provided it is within the scope of our project. By managing, monitoring and guiding them they are able to grow and we achieve the best outcome for everyone. And if they have a passion to do something, that’s great, because we empower them to push themselves to learn and develop personally and professionally.

At the same time, I’ve hired talented people that didn’t always fit the position we were trying to fill. So I step back and say to myself, ‘Well, are they talented? Could they do something else? Could they add value? Could they add another dimension to the firm?’ This approach has had such a positive impact on DMR.

What are you most proud of as you’ve assembled this team and created this business over three decades?

It’s several things: First, we have developed a brand and a name. That was one of my goals: I wanted anyone who introduces themselves as an employee of DMR to be immediately respected and thought of as someone who has real expertise.

I also invited in additional owners, each with their own talents and abilities, and mentored them. Today, my presence is less important. I’m not going to every meeting anymore, but I’m still here. The fact is, they are successful on their own, which is what I wanted.

But I’m most proud of the fact that I’ve been able to develop people who have produced countless meaningful and important projects. We’ve developed so many special places that years later we continue to hear from people who are enjoying our work. I often hear from people who don’t know me, or who wasn’t there when I designed that building 25 years ago, say, ‘What a wonderful facility this is.’

DMR Dimensions – 30th Anniversary Edition

DMR Dimensions – 30th Anniversary Edition 2000 1125 DMR Architects

On July 15, 1991, a team of four opened DMR Architects. Led by Lloyd Rosenberg, AIA, the group set off first to find a client and a project, then on to building the firm as we know it today. Since then, we’ve designed thousands of projects valued at billions of dollars in construction work. We’ve worked right in our own backyard and across the world in China, Costa Rica, Nigeria and Romania. We’ve designed elementary schools, luxury lofts, downtown master plans, police stations, modern offices, and renovations to an elementary school forced to close following Superstorm Sandy. We’ve seen technology and trends come and go, but we’ve always maintained our commitment to inspire through functional and aesthetically pleasing design. In our anniversary issue of DMR Dimensions, we recap the latest DMR news, and also look back on many of our most significant professional milestones and projects over the years.

Introducing the DMR Foundation

Introducing the DMR Foundation 789 444 DMR Architects

Today we are excited to announce the establishment of the DMR Foundation.

Since 1991, we have seen our work have a profound impact on the communities we serve. Just as we have delivered the visions and physical infrastructure that have provided critical programs, paved the way for economic growth and improved quality of life, we have turned our clients into friends, joining them in support of their civic and philanthropic efforts.

To that end, we’re celebrating our 30th anniversary by expanding our charitable efforts. The establishment of the DMR Foundation will allow us to expand our support of the services that are most important to our neighbors, ensuring that we continue to grow together.

DMR’s Culture of Collegiality Keeps $1B in Construction on Track During Pandemic

DMR’s Culture of Collegiality Keeps $1B in Construction on Track During Pandemic 789 444 DMR Architects

Despite the challenges we are all facing due to COVID-19, today we are happy to share some good news: nearly all of the 150 projects that make up our nearly $1 billion pipeline have remained actively under development or construction throughout the pandemic.

These projects include significant progress in projects across all sectors. Construction is near completion on The Residences at 30 Court, a luxury apartment building in Morristown and the design of Wyndham Place at Ridgefield Park is underway, bringing our rental unit count to 4,500. The DMR team is also currently working at 80 schools, including renovation projects at 44 facilities in New York City, and new schools in Carteret, Plainfield, and Paterson in New Jersey. Our team also continues to marry functionality and aesthetics at public facilities throughout New Jersey and is currently working on municipal building projects for Monmouth County and the municipalities of Montgomery, Ridgefield, and Red Bank. DMR’s municipal planning team is now working as the municipal planner in Dunellen and Roselle.

“I’m very proud that across all our practice areas we’ve maintained our culture of collaboration despite our staff being physically separated by shelter-in-place directives,” said Lloyd A. Rosenberg, AIA. “Each of our team members are trained in the most innovative planning and communication tools available, and take personal pride in each project to ensure that the long-term goals of our clients are met in the same way they would without a quarantine and its complications.”

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