Aug 26, 2025
At Chipman Design Architecture, we believe that culture is a cornerstone of an innovative, creative environment. Moving beyond simply definition, culture is something that we are constantly coaching, nurturing and evolving. As CEO, I’ve come to see leadership not as a top-down directive but as an act of composition: bringing together diverse voices, rhythms, and movements to create something greater than the sum of its parts.
Before stepping into architecture, I was immersed in a different kind of structure and harmony as a classical musician and educator. The discipline of rehearsal, the nuance of ensemble collaboration and the joy of helping others grow taught me that extraordinary experiences are built through listening, empathy and shared purpose. That same philosophy guides our approach at CDA, where we’ve built a multi-generational workplace grounded in three essential pillars: growth, transparency and connection.
Over the past year, we promoted four Principals who each have more than a decade of tenure with the firm. That kind of growth doesn’t happen by accident. It stems from a culture rooted in coaching: one that prioritizes development, continuous feedback and collaborative mentorship.
We’ve created structured feedback loops and built mentorship into our daily practices. By encouraging the exchange of perspectives across generations, we unlock insights that not only strengthen individuals but also fuel our collective innovation.
1. Goal Setting and Habit Building
Each January, we begin with a firmwide Town Hall focused on goal setting. This sharing of ideas is not focused just on New Year’s resolutions, but as a commitment to identifying and celebrating actionable items that can inspire our team members. We introduce micro habits and identity-based habit circuits that connect long-term aspirations to daily behaviors. The goal is resilience, not perfection, and this approach helps every team member to thrive both professionally and personally, regardless of their phase in life.
2. One-on-Ones that Matter
Twice a year, I meet individually with each of our 125 team members. These one-on-ones have nothing to do with performance reviews. They’re about understanding, listening and affirming each person’s vision for their career and having an open opportunity to ask me questions about our firm and business. I believe that these conversations create a ripple effect: when leaders are accessible, it models a culture of openness that extends to managers, HR and peers alike.
3. The State of the Firm: Radical Transparency
Every year, we pull back the curtain. During our “State of the Firm” Town Hall, our CFO and I share our strategic priorities, budget and key decisions. It’s a window into how we operate and an invitation to think beyond individual roles toward the broader success of the firm. When people understand the why behind decisions, they feel ownership and pride in their contributions.
I’m often asked if I miss music but I haven’t left it behind, I’ve simply changed the stage. My true passion has always been about people: helping them grow, helping them feel seen and creating moments that matter.
So I’ll leave you with this: What one action can you take today to build a workplace where every person feels they belong? Whether it’s investing in growth, opening up a conversation or simply listening more deeply, I believe those small moments are what make the culture.
