Based in Madrid, Diego Camazano is a seasoned leader in data center design and strategy, balancing his professional achievements with life as a father of two. He began his career as an engineer at various design firms and consultancies before joining ArchTam eight years ago as a project manager. Over the years, Diego has advanced to become Head of Data Center in Spain and now serves as Data Center Sector Lead in Spain and is responsible for the growth of the co-location (CoLo) sector in Europe. In this role, he drives ArchTam’s expansion into CoLo markets, scaling operations and championing sustainable growth across international regions. His work focuses on identifying strategic opportunities, developing growth initiatives, and aligning cross-functional teams to deliver impactful results globally.

Tell us about what inspired you to join the industry.

My passion for engineering and construction began early on. I’ve always been fascinated by how the spaces we live and work in are conceived, designed and built. That curiosity naturally led me to pursue a degree in engineering, and my professional journey began over 20 years ago at a Spanish firm, where I had the opportunity to learn from talented professionals, including one of my former university professors.

In the early stages of my career, I focused on designing a wide variety of building projects. This experience gave me a comprehensive view of the industry and a deep understanding of the unique challenges each project presents. In 2008, I designed my first data centre, and I was immediately drawn to the technical complexity, operational criticality and fast evolution of this sector.

In 2010, driven by a desire to bridge the gap between design and execution, I made the decision to transition from engineering into construction. I wanted to experience firsthand how design takes shape on site and how challenges are resolved during the construction phase.

Since then, I’ve worked across sectors like hospitality, defense, infrastructure and data centres — always with a mindset of learning, adapting and embracing new challenges. ArchTam has been the ideal place to consolidate that journey: a global company with multidisciplinary teams and a strong commitment to technical excellence and international collaboration. In 2020, I returned to the data centre sector to lead a hyperscale construction project. By 2022, I was given the opportunity to head our data centre sector in Spain. Today, I also support its growth across Europe and serve as client account manager for several key international clients.

What is your favorite ArchTam project that you’ve worked on and why?

More than a single project, I would highlight my journey leading the data centre sector in Spain. In 2022, I stepped into this role at a time when we had only one client in the country. It was a challenging beginning, building trust, aligning and connecting geographically dispersed teams, and structuring the service delivery model.

Through collaboration, perseverance, and a shared vision, we’ve built a strong, multi-skilled team capable of delivering high-impact results across the lifecycle of data centre projects. Seeing the sector grow — with new clients and increasing complexity — has been one of the most rewarding experiences of my career so far. It’s not just about project success; it’s about building long-term relationships and becoming a trusted advisor to our clients in a fast-evolving industry.

Tell us a story of how your work positively impacted the community.

The data centre sector plays a pivotal role in enabling the digital transformation of our society. The projects we deliver help strengthen the technological infrastructure of entire regions, generate local employment during construction phases, and support broader economic development.

Our work also increasingly integrates sustainability standards from energy efficiency to the circular economy, making a positive environmental impact. But perhaps one of the most fulfilling aspects has been working with multicultural, multi-geography teams — shaping the way we collaborate with greater empathy, cultural awareness, and a truly global mindset. That shift not only improves our delivery, but it also strengthens our connection to the communities we serve.

Share a piece of career advice.

There’s a quote that always keeps me going: “Don’t wish it was easier, wish you were better. Don’t wish for less problems, wish for more skills. Don’t wish for less challenge, wish for more wisdom.” – Jim Rohn

Invest in your own development, embrace complexity, and see each challenge as a chance to expand your skills and perspective. Surround yourself with strong teams, build trust and focus on creating value.

Throughout my career, I’ve learned that growth often comes from discomfort, from those moments when you’re out of your depth but choose to lean in instead of step back. The most meaningful achievements are rarely the easiest. That mindset has helped me stay grounded and keep evolving, personally and professionally.

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David Cheshire is a director at ArchTam and leads a team of sustainability experts who provide advice on net zero, circular economy, low embodied carbon, building performance, and net positive, regenerative design. His team covers building assessments, including LEED, BREEAM, WELL, SKA, NABERS, embodied carbon assessments, the UK Net Zero Carbon Building Standard, and soft landings. David is the author of Building Revolutions, The Handbook to Building a Circular Economy and the newly released Regenerative by Design, which explores how buildings can have a positive impact on the planet, becoming an active part of the ecosystem. He has also authored the Chartered Institution of Building Services Engineers (CIBSE) guide to sustainability and CIBSE TM54, a widely adopted industry standard for evaluating the operational energy performance of buildings at the design stage. 

Tell us about what inspired you to join the industry.

I grew up in the countryside, surrounded by nature, and I spent much of my time making dens and treehouses from scavenged materials. I think it was my upbringing and the growing awareness of global warming back in the late eighties that inspired me to become an environmentalist. I was also always fascinated by buildings, and so when I went to university all my building design assignments included natural ventilation with thermal mass and openable windows. I even drew red and blue arrows to illustrate the movement of hot and cold air in the design until a lecturer pointed out that drawing arrows didn’t mean the air would flow as I intended! It was a simple yet powerful insight. So, I decided to dive deeper and pursue a master’s degree in Energy and the Built Environment, where I learned all about heat transfer and modelled buildings in Tas — a tool that was then at the forefront of dynamic simulation.

My dream job was to become involved in environmentally conscious buildings and when I started working with Miles Attenborough in 1997, I knew I’d found the right career. Miles is still my boss nearly thirty years later.

What is your favorite ArchTam project that you’ve worked on and why?

My favourite project has been working with the Greater London Authority (GLA) on implementing its circular economy policies. By lucky timing, I published my first book on applying the circular economy to the built environment a year before the GLA published its new draft London Plan.

The GLA introduced new policies on circular economy buildings into the draft London Plan and they asked whether they could include one of the key diagrams from my book. My diagram summarises the circular design principles, including prioritising retention of existing buildings, design for adaptability, and design for disassembly. The GLA adopted these design principles to assess the circular economy design of projects applying for planning permission.

Since then, I’ve had the good fortune to work with the GLA to implement its policies. I helped to pilot the draft circular economy guidance, refining and updating it for publication. I then assembled a team that produced the review templates, proformas and assessment tools to create an enforceable system.

It has been a real privilege to have shaped the implementation of such a ground-breaking policy. Prior to the introduction of the policies, the amount of waste arising from the demolition and construction of buildings remained largely unknown, and retention and refurbishment were not prioritised. When I was writing my book, the term circular economy was very much a niche subject, so it has been brilliant to be part of the rapid change that has happened in London.

The progress in implementing the policies is reported annually by the GLA. The reports demonstrate that applicants are considering how London’s existing buildings can be retained for the future and are delivering best practice and industry leading strategies.

Tell us a story of how your work positively impacted the community.

It has been very rewarding working on several new hospital projects, including Moorfields Eye Hospital, Hillingdon and the Cambridge Cancer Research Hospital. All new hospitals must meet the National Health Service’s Net Zero Carbon Buildings Standard, and my team has been working to ensure that the buildings reduce their impact on the planet while providing essential healthcare services for the community.

In addition to cutting embodied carbon and operational energy use in the designs, we have emphasised the importance of learning from our projects already in operation. To support this, Richard Mann and I launched the EVOL^+VE initiative within ArchTam in 2019. The program encourages our engineers to revisit projects a year or more after completion to gather valuable feedback from the building operators and occupants, and to review the building performance against the design intent. We initially implemented EVOL^+VE on healthcare projects, where it has provided invaluable insights on how to make buildings work better for the people, planet and for the budget.

These valuable lessons learned have influenced new projects, including the use of 3D walkthroughs to demonstrate key building functions to operators and occupants, and designing out complexity to ensure comfort and ease of operation.

I have had the opportunity to apply these learnings as the Government Soft Landings Champion for the Cambridge Cancer Research Hospital project. Soft Landings is all about ensuring a smooth transition from design to operation — fine-tuning the building to perform as intended. This approach includes ongoing support from designers and constructors after completion to resolve any early issues, and actively involves building occupants and operators in the design process to ensure that there is no gap between expectation and reality.

I had always been inspired by the potential for buildings to leave a positive impact on the planet. When I saw the idea of regenerative design start to take root in the UK, I decided to write my third book on the topic. The idea of regenerative design is to create a built environment that becomes an active part of the ecosystem, rather than one that takes from the planet. It recognises that the ecosystem is our life support system — without it we would have no fresh water, edible food and breathable air. Since it was published last year, I have been asked to present at numerous events and directly to many developers and architectural practices. From the feedback I’m getting, it’s proven highly popular and an inspiring topic for the whole design and construction community.

I’m passionate about helping avert the worst impacts of climate change. It’s an impossible task for one person, so I believe it’s essential to set out a vision for progress and encourage others to join in shaping the path forward. I hope my work will inspire at least one person to better align their design for a project with the natural world. We are, after all, all part of nature and utterly dependant on having a healthy ecosystem for our continued existence.

Share a piece of career advice.

Firstly, I think it’s crucial to find a good leader and mentor to work with, who respects you and is keen to develop your career and support you. Then I think you should try and work in an area that you are passionate about. I’ve been incredibly lucky to have found both a great place to work, a great line manager and an area of work that I’m passionate about.

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Dana brings a unique blend of architectural vision, engineering expertise and strategic leadership to her role. With a career rooted in both design and delivery, she has built a reputation for guiding complex projects that make a lasting impact on communities. Her commitment to collaboration, sustainability and client success shines through in every phase of her work, from concept to completion.

Tell us a bit about yourself – your career journey and current role as Market Sector Lead.

My interest in the built environment took root early on. I was drawn to the idea that every structure begins as a vision and, then through a blend of creativity, coordination and technical skill, becomes something tangible and lasting. That curiosity led me to study architecture, but as my understanding of the industry deepened, I found myself increasingly drawn to the engineering side of construction. I transitioned into construction engineering at Arizona State University, and later earned a Master of Business Administration from the University of Phoenix to strengthen my leadership capabilities and broaden my strategic business perspective.

Over the years, I’ve discovered that my greatest strength lies in helping clients bring their capital improvement and facility expansion goals to life. As a market sector lead, I take pride in building strong teams and delivering strategic growth through thoughtful leadership and collaboration. I am deeply committed to fostering meaningful partnerships with small, local and diverse suppliers, recognizing the vital role we play together in shaping a more inclusive and resilient industry. By working side by side, we deliver projects that reflect our clients’ values and create lasting benefits for the San Diego community.

Talk to us about a project that has impacted or been a major highlight of your career.

One of the most meaningful projects I’ve worked on has been during my time as a project manager with the San Diego Unified School District (SDUSD). My relationship with SDUSD spans decades — from 2001 to 2007, and again since 2013. What keeps drawing me back is the impact. It’s a place where strategic planning meets real, lasting community transformation. As a project manager for SDUSD, I’ve had the opportunity to lead efforts across more than a dozen campuses, overseeing modernization, new construction, and infrastructure upgrades under multi-billion-dollar bond programs. Our work has helped SDUSD expand access to safe, inclusive and future-ready learning environments for charter schools and traditional campuses. These projects like whole site modernizations, new student union buildings, and improved security features, incorporated solutions that helped schools better accommodate growing student populations, refresh aging facilities, and foster more inclusive learning environments. Revitalizing these school facilities has increased community safety and engagement as well as created shared spaces that serve families beyond the classroom.

Helping ensure that schools are equipped to meet both current and future demands has been incredibly rewarding. Walking through a completed site and seeing it come to life with activity and purpose, knowing it directly benefits students, educators and families, is deeply fulfilling. Every time I step onto a campus or attend a ribbon-cutting ceremony, I’m reminded that our work matters. We’re helping shape the places where the next generation will learn, dream and grow.

How do you incorporate community engagement into your design process to support sustainable practices and enhance health and well-being outcomes?

For me, community engagement isn’t optional, it’s essential.

Every project starts with listening. We prioritize understanding the unique needs and values of the people we serve, which allows us to design spaces that are not only environmentally responsible but also supportive of health and well-being of the community.

The San Diego community’s top concerns in education include equitable access, safe and inclusive learning environments, and long-term sustainability. These priorities shape every project we undertake. To address them, as a project manager, I have the opportunity to lead a process grounded in early and ongoing engagement with stakeholders, including district staff, school leaders, families, and community advocates.

Community input informs planning and design from the start, ensuring each project reflects local values. Through transparency and collaboration during construction, we deliver outcomes that are functional, resilient, and deeply connected to the communities they serve. This approach is especially important in a place like San Diego, where the vibrant, collaborative spirit of the city shapes everything we do. The city’s diversity, creativity and innovation create a dynamic environment where partnerships can truly flourish. It’s a privilege to work alongside people who care deeply about their city and its future. Our shared commitment drives more thoughtful, inclusive and sustainable outcomes.

Share a piece of career advice:

One of the most valuable lessons I’ve learned is the importance of being intentional with your time and energy. It’s easy to get caught up in the pace of a demanding career, especially when you’re passionate about the work, but staying grounded requires more than just good time management. It takes self-awareness, clear priorities, and the ability to pause and reset when needed.

I often say my life runs on 15-minute calendar blocks, and while that’s partly a joke, it reflects how structured my days can be. What keeps me balanced is making space for the things that matter outside of work. Whether that’s volunteering with ACE Mentor program or Construction Management Association of America (CMAA), leading a Girl Scout troop, or spending time outdoors hiking, skiing or golfing. A fulfilling career isn’t just about what you accomplish professionally, it’s about how you stay connected to your values and your community along the way.

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One of his notable achievements includes the drafting of a new NEC clause on the application of ECC Secondary Option X20. This clause emphasizes key performance indicators, focusing on timely clearance of site portions and early completion of tree survey reports for a site formation contract with Hong Kong’s Civil Engineering and Development Department (CEDD).

Francis has also led several award-winning projects recognized for their sustainable, innovative and collaborative practices under NEC frameworks.

How did you come about integrating NEC practices into your professional work and projects?

NEC contracts are renowned for fostering collaborative relationships and effective communication between all parties involved, ensuring projects are delivered on time and within budget. My journey as an Approved NEC Expert by the CEDD of the HKSAR Government began on June 9, 2015. After that, I have been actively involved in advocating for NEC adoption in ArchTam projects, as well as training resident site staff and head office staff on the practice. In July 2021, we published ArchTam’s NEC Administration Handbook — a key milestone on best practice and internal knowledge sharing. This was followed by a series of training sessions over the subsequent years to ensure that our practitioners are well-versed in NEC practices.

What has been the most rewarding experience in your career?

There’re plenty that I could cite, but a more recent one is our work on the Kwu Tung North and Fanling North New Development Area (NDA) Phase 1 project. We delivered two innovative solutions for this project — Hong Kong’s first bridge rotation over live railway tracks, which set a new benchmark for efficiency and safety by saving three months of construction time; and the world’s first use of ultra-high strength S960 steel in footbridge construction that not only achieved a remarkable reduction in the superstructure’s weight but also enhanced safety for the community.

This project also received the Grand Award in the ‘Demonstrating carbon dioxide reduction initiatives towards net-zero category’ at NEC Martin Barnes Awards 2024, and we’re honored to have been part of this achievement.

You continuously engage with the community to promote NEC. How has this shaped your experience in incorporating NEC principles into your work?

Engaging with the NEC community has profoundly shaped my understanding of NEC and how I applied its principles. Through participation in conferences, webinars and workshops, I have exchanged ideas with industry thought leaders and stay at the forefront of NEC’s evolving best practices and innovations within its framework.

Some highlights from my earliest involvements:

• April 2019:  Panelist at Hong Kong Construction Industry Council in April 2019
• August 2021: Shared insights on the evolution of NEC in Hong Kong for Project Management Institute Singapore’s international webinar
• November 2024: Spoke on fostering collaboration (NEC’s core principle of NEC) at the NEC Asia Pacific Conference, where the focus was.

These experiences have broadened my perspective, and I translated my newly gained knowledge into my projects. For example, the Tung Chung New Town Extension – Reclamation and Advance Works project which won NEC Contract Innovation Award in 2020; the Fanling Bypass Eastern Section and the Kwu Tung North & Fanling North NDA projects which received commendations for their excellence in NEC implementation for transportation and sustainability.

These have been great achievements not only for ArchTam but also for Hong Kong’s engineering community. As NEC is an evolving practice, constant engagement and collaboration are crucial in advancing its application to enhance innovative and sustainable solutions in the construction industry.

Francis was named Runner-up for the Individual Excellence Award at the NEC Martin Barnes Awards 2025 among strong competition, in recognition of his continued leadership and innovation in NEC applications across Hong Kong.

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It’s all about resiliency
Climate change and extreme weather have caused a five-fold increase in natural disasters over the past 50 years, according to the World Meteorological Organization (WMO) and the UN Office for Disaster Risk Reduction (UNDRR). As a result, asset resiliency is critical across all scales — from individual buildings to infrastructure and entire communities. Of all natural disasters, extreme heat is one of the most widespread, affecting nearly all regions.

A fascinating paradox lies in balancing resilient design with decarbonization. While future impacts can be anticipated, the exact risks and frequency remain uncertain. Striking the right balance between preparing for future challenges and avoiding over-design is essential, as excessive material use increases embodied carbon and hinders progress toward decarbonization goals.

The financial case for sustainability
Investors and insurance companies are beginning to recognize the long-term benefits of resilient and sustainable design, incentivizing businesses to adopt these measures. Increasingly, funding is linked to emission reduction targets, such as those set by SBTi and GRESB. Third-party certification programs like LEED offer governance and assurance for sustainable and resilient design.

LEED V5
The final version of LEED V5 is anticipated to launch in early 2025, with LEED V4 registrations expected to close by the end of that year. Over 50 percent of LEED V5 credits will emphasize decarbonization, while the other key focus areas include Quality of Life and Ecological Conservation and Restoration. Resiliency will play a prominent role, requiring projects to conduct climate resilience assessments. To support this, the LEED reference manual will offer user-friendly tools for a more streamlined approach to meeting these requirements.

Role of AI in energy use
The use of AI is growing exponentially, yet its significant energy demands often go overlooked. AI is a major driver of increased electricity demand in the U.S., with new data centers emerging to meet this need. Looking ahead, it will be essential to address and account for their energy consumption.

Are aggressive carbon neutrality goals hindering progress?
While Greenbuild unfolded, governments met at COP29 in Azerbaijan to discuss advancing the Paris Agreement goals to limit global warming to 1.5°C. Achieving this requires greenhouse gas emissions to peak by 2025 and decline by 43 percent by 2030. This urgency has led some entities to set aggressive targets like carbon neutrality by 2030. Unrealistic timelines often lead to reliance on carbon offsets, which act as self-imposed fines. Alternative strategies like redirecting funds from offsets into green investment funds or decarbonization projects may yield better results. By selling RECs and reinvesting in decarbonization, organizations could achieve more impactful progress. However, the question remains if buildings should aim for carbon neutrality or instead strive for carbon-free operations.

Transparency in building performance accelerates change
Cities are adopting energy efficiency policies to support decarbonization, beginning with benchmarking and progressing to emission targets. Key examples include carbon limits and fines set by Local Law 97 in New York City, 2025 emission standards set by BERDO in Boston and phased reduction of building size threshold that need to meet Building Energy Performance Standards in Washington, DC. Cities like Seattle, Denver and Chicago have similar performance standards in place or planned, with targets due as early as 2025. Transparency through policies like these motivates building owners to improve energy efficiency, driving broader sustainability efforts.

Focus on zero waste
We are generating more waste than ever, especially food waste, and the lack of commercial composting services further aggravates the situation. Working closely with users, operators and vendors to educate them on recycling protocols will reduce contamination and increase recycling rates. The adoption of technology and AI to bolster these initiatives is increasingly prevalent. Communities, agencies and projects worldwide are beginning to work toward zero waste as seen through projects shared at Greenbuild including Intuit Dome where teams work 24/7 to separate waste streams during major events, and Boston’s Carbon Leadership Forum’s Reuse Working Group that aims to reduce environmental impacts, create jobs, lower costs, and promote equity. Such initiatives underscore how waste reduction fosters economic, environmental and social benefits.

As we look to the future, Greenbuild serves as a powerful reminder that ideals like achieving sustainability and zero waste are imperative and require bold innovation, collective action and unwavering commitment to create resilient communities for generations to come.

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In the Intuit Dome blog series, we are taking a deep dive into each element of Intuit Dome with the leaders who made this project a reality. Throughout these pieces, we discuss features like community engagement, sustainability and visionary design/innovation to learn more about what makes Intuit Dome a game-changer in sports and entertainment.

LA Clippers owner Steve Ballmer originally thought that having an existing building (Staples Center at the time) would be beneficial when he bought the team. Within the first six months, he realized that the situation was unworkable as the third tenant in the building, so he sought out ArchTam as lead designer when he was envisioning the creation of his team’s new home. After initial site selection and concept design, Ballmer then brought ArchTam Hunt on board to review real-time construction cost estimates. A separate procurement led to the hire of an ArchTam Hunt and Turner Construction joint venture as construction manager at-risk. From there, a unique partnership formed that proved to be as iconic as the venue itself.

The magnitude of this project drove the design and delivery team because of Steve Ballmer’s leadership and commitment. On many projects, the design team and contractors are put in opposing camps to identify responsibility for risk or challenges. With Intuit Dome, everyone set aside historic practices to put the success of the project first. The typical process of change orders and requests for information was not discussed in contractual terms but instead focused on solutions. Combining design and construction management expertise to complete this project elevates it to another level.

ArchTam has served concurrently in both roles in the past, most recently at the Barclays Center in Brooklyn, but typically these roles have been contracted separately with the assumption that we would act in traditional designer/contractor roles. However, this is the first time that we have engaged in a full collaboration along with the team at CAA ICON.  Across all team members, regardless of company, everyone’s focus was on delivering the highest standard for our client. 

Intuit Dome supersedes all others in the sports and entertainment realm regarding technological advancements. With the arena’s design and ambitious technology goals, the team coordinated with technology partners early in preconstruction. The most visible symbol of this commitment is the Halo scoreboard, which is almost an acre of 4k LED screens, 4-5 times the size of a typical NBA scoreboard. This is also the first time a venue is equipped with fan focused technology like frictionless point-of-sale — from concessions, to merchandise, to their very own seat. With the technology ingrained into the building, the focus is truly on creating an atmosphere that prioritizes the fan experience.

Additionally, on the construction side, the team utilized Microsoft HoloLens technology allowing crews to use real-time BIM information in augmented reality to verify work in place and resolve conflicts. We believe that we’re just scratching the surface of the future usage of technology on large-scale projects like Intuit Dome.

Throughout the design and construction process, a few challenges arose for our team to conquer. This project was unique in that we had to deliver the design and construction documents during COVID-19 while working across offices in LA, Chicago, Kansas City, London and Melbourne. The joint venture had to deal with the cost impact of the pandemic as well as limited commodities and reliance on overseas work. As a result, our team was very clear to the client about the cost impact and to outline the increases and risks.

Moreover, one main schedule issue on the project involved the fabrication and delivery of our diagrid steel. The stadium’s 2,791-ton diagrid structural steel frame (or gridshell) is a design inspired by a basketball net. It consists primarily of pipe radial, diagonal members and complex nodes. The arena enclosure, parking garage, plaza and garden were all impacted by the diagrad’s delivery schedule. Despite all schedule challenges, our team worked cohesively to meet our client’s needs by creating different sequences to pull certain components of the work forward.

Beyond the arena, the project’s connection to the surrounding neighborhood was critical, both socially and sustainably. The LA Clippers worked with the City of Inglewood on a far-reaching benefits package — funding for schools, housing, infrastructure and jobs have all been part of the commitment to develop an arena with positive community impact. Inglewood Mayor James Butts wanted this project to increase employment opportunities in his city, especially the training of young adults. Before the construction of Intuit Dome and SoFi Stadium just to the north, the unemployment rate in Inglewood was around 17 percent. Now, as job creation in the area has increased, the unemployment rate has declined to around 4 percent.

All in all, the ArchTam partnership proved to be more efficient and cost-effective, allowed for greater design quality and produced a better outcome. Working together and successfully creating a world-renowned venue speaks volumes to our ability as a company to be able to deliver a show-stopping project like Intuit Dome.

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Embodied carbon is the greenhouse gas emissions resulting from the manufacturing, transportation, installation, maintenance and eventual disposal of building materials. As I like to say, it’s the carbon that is baked into the cake. Consider this: most of the embodied carbon footprint of a building is front-loaded, meaning that carbon is already in the atmosphere. Whereas operational carbon can be thought of as future carbon, starting at zero on Day 1 and building up from there. With 2030 not far off, embodied carbon offers a tremendous opportunity to make an impact now. An honest accounting of a project’s impact requires a view of the Total Carbon Picture – operational as well as embodied. 

There is a time value to carbon, meaning there are different levels of impact based on when we make reductions. For example, if you have two buildings that reduced carbon by 50 percent over a 10-year timespan, a building that makes those reductions up front via embodied carbon has a significantly lower climate change impact than a building that cuts operational carbon 5 percent a year over 10 years. In a perfect world a project does both, but those unicorns are few and far between. Anybody who has experienced the complete process of planning, design and then construction of a building knows that tradeoffs are unavoidable. What we can do is inform those decisions using the Total Carbon Picture approach so that the tradeoffs made best align with the project mission and its overall carbon performance.

Cities are waking up to this reality. In New York, Mayor Adams recently issued an executive order, EO23 Clean Construction, calling on projects built with city funds to utilize low carbon concrete, develop environmental product declarations, and utilize low emission construction vehicles and equipment. While city-funded projects make up a small percentage of total construction in NYC, the importance of this executive order is its signal to the market that embodied carbon is a priority. Many other cities and states are following suit with either local laws or statewide procurement requirements. Even the federal government is getting into the mix with new guidelines requiring carbon disclosures for vendors over $7.5 million and within the Inflation Reduction Act. While these signals are uncoordinated and generally coastal, there are enough of them to prompt action for those looking at our future market through the lens of competitive advantage or risk management.

At ArchTam, our Construction Management business has already begun preparing for this future by measuring embodied carbon on projects whether requested by the client or not. We know, to solve a problem effectively, we must first understand it, but in our case, we must understand it across a variety of project types in a variety of different markets. That means we are measuring the embodied carbon footprint of concrete and steel, from arenas to skyscrapers, from New York to California.

If understanding the problem is step one, doing something about it is an obvious step two. In parallel to our project measurement effort is a large sub-contractor engagement initiative. We recognize that our sub-contractor partners are critical in any effort to decarbonize the construction material supply chain. They have a sensitivity to cost premiums and material lead times that is extremely valuable and through this initiative our relationships are evolving to include discussions around carbon performance that have never happened before. Our goal is to engage with every sub-contractor in the top 50 percent of carbon emissions in our supply chain.

At the other end of the project spectrum, success will require clients to engage builders earlier than in the past. On some projects, we are hired for pre-construction services where we are a voice at the table during design. Traditionally, that role has been focused on cost and schedule, but now we are beginning to roll carbon into the decision-making process. As builders, we are in the unique position to quickly understand the cost and schedule impact of low carbon decisions. Also, through our relationships with sub-contractors, we can bridge any gaps between the low carbon aspirations of the design and what the market is able to deliver.

Solving complex, multivariate problems has been a hallmark of our work for decades and decarbonizing construction will be no exception. Together, we can get it done.

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I am the vice president of creative services with ArchTam’s Construction Management business, overseeing all creative design projects, translating marketing objectives into creative strategies, and advancing the firm’s brand identity. I lead and direct a team of designers and production artists in the development of high-profile proposals, presentations and marketing materials.

Finding my inspiration

I was born in Paris, France, and as a teenager, was really into American culture. I loved the automobile industry, especially the cars from the 50s to the 70s. I loved the seaside motels and their architecture.

I remember enjoying the film title sequences designed by Saul Bass. He designed all the great credits for Hitchcock and Kubrick movies. That was my inspiration.

Opening up a world of opportunities

My first experience in construction was when I was hired as a production artist by Lehrer McGovern Bovis. I just could not believe the projects that were landing on my desk. It was the renovation of The Statue of Liberty, the renovation of Grand Central Station, Canary Wharf in London. It was just this opportunity that opened, and I was right in the midst of new building and old building construction. And then I could walk in the street and see that building being built, in the process of being built.

My purpose and passion

To be able to participate in the building of next generation of skylines, of vertical towers — in this country, as an immigrant, it’s a real honor and an amazing privilege.

An everlasting legacy for the community

Whether people realize it or not, ArchTam’s work is embedded in the fabric of New York City. I think the most impactful project for me is our work at the World Trade Center. For many New Yorkers the Twin Towers didn’t just dominate the skyline, they were the skyline, which was part of why their absence was felt so viscerally. The new World Trade Center is perfectly fitted for the community. The vertical towers standing tall is a visual representation of our rebound as a nation; we get our freedom of movement back with the Transportation Hub; and a calming oasis for reflection at the 9/11 Memorial Plaza and Liberty Park.

Lessons for new graphic designers

First, fall in love with a range of great designers. You need to study the classics and pay attention. Design is everywhere — Paul Rand’s collection of visual identities, Charlotte Perriand and Ray Eames’ furniture, Milton Glaser’s “I love NY” ad campaign, even album covers like Pink Floyd’s Dark Side of the Moon. This is your framework, recognizing what works.

Then you can move on to architects, builders, and their iconic creations — the Sheats Golden Stein residence, the Shard, the United Nations Headquarters, the Gateway Arch, the Sidney Opera House and so many more! Challenge yourself to ask questions and find the answers. Why was it designed this way? What were the solutions to obstacles and challenges? Observe the details, like the Chrysler Building’s sunburst pattern of the stainless-steel cladding.

With love comes curiosity, research, knowledge and understanding. Graphic design is an integral tool in successful marketing departments. The craft of creating visual content to communicate is like learning a new language. Stay open-minded, listen to unexpected sources, accept criticism and directions to improve your work, be patient to let ideas develop, try new technology, never stop learning and enjoy the problem solving!

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