Tell us about what inspired you to join the industry. 

I am driven by a passion for solving problems and a desire to engage in meaningful work. Growing up in Hawaii, I embarked on a career in the engineering industry, starting as a mechanical engineer with NAVFAC. There, I honed my craft and managed complex projects throughout the Pacific. The work was inspiring and took me far beyond the islands, including an unforgettable experience at the South Pole working on the National Science Foundation program. These diverse experiences, coupled with my love for a good challenge, ultimately inspired me to test my skills in the private sector. Embracing the steep learning curve at ArchTam, I gained a deeper understanding of the business, built valuable relationships, and evolved into a well-rounded and effective program manager. My career journey reflects a powerful combination of curiosity, a desire to grow, and the unique opportunities I’ve been fortunate to embrace. 

Reflecting on my career, it’s hard to pinpoint a single favorite project, but a couple truly stand out for the impact they had on my growth and perspective. One of my earliest projects with ArchTam was a marine aviation logistics facility and a corrosion control hangar at Andersen Air Force Base, as part of MILCON projects for NAVFAC Pacific. These were intricate design-build endeavors that allowed me to leverage my A/E expertise along with ArchTam’s depth of resources to enhance project deliverables. Working to solve these complex challenges taught me invaluable lessons and helped shape my approach to problem-solving in the engineering field. Another memorable project was the Army Family Housing initiative for USACE Japan, which entailed three phases with comprehensive interior and exterior modernization, renovation, and repair of housing units. Through countless heartfelt discussions and dedicated teamwork, we turned the project around, earning a “very good” rating from the client — a testament to the power of perseverance and collaboration. 

These experiences not only deepened my technical expertise, they also highlighted the incredible talent within the consulting industry. Working alongside brilliant engineers and architects from around the world who are passionate about military design is inspiring. I cherish the moments we shared, discussing innovative approaches and learning from each other’s expertise. It’s these interactions that continually fuel my enthusiasm for what we do. 

Throughout my career, I’ve prioritized clear and effective communication, a skill that has been instrumental in managing diverse programs across the Pacific for our federal clients. These projects and the people behind them have been integral to my journey, and I’m proud to have been part of such transformative work. 

Share a piece of career advice.

If I were to share a piece of career advice, I’d say it starts with working hard and being credible — honest and responsible in everything you do. Communication is key; as you gain experience, focus on developing this skill. It’s also crucial to learn as much as you can from others. There are so many brilliant minds out there and taking the time to connect and learn from them not only helps you grow but also fosters mutual development. 

I’ve always tried to approach my career with humility. While I might not be one to boast about my achievements, I’ve been fortunate to have people in my corner who remind me of the importance of recognizing and appreciating the impact of my work. Building strong relationships and surrounding yourself with supportive individuals is invaluable. 

Another essential aspect is understanding yourself — what drives you, what makes you tick. Self-awareness allows you to navigate challenges effectively and support others in doing the same. Developing your emotional intelligence is as important as honing technical skills; it helps you handle situations with empathy and resilience. Ultimately, embracing growth, maintaining humility, and fostering connections are the cornerstones of a fulfilling career. 

The post Across the Indo-Pacific, from Alaska to Japan: Meet Randy Yuen appeared first on Blog.

There’s a noticeable shift happening in the way the public sector approaches social value. It’s not just about measuring outputs or meeting procurement criteria anymore. It’s about embedding social impact into the heart of every project, and recognising the vital role SMEs and VCSEs play in making that happen.

At ArchTam, we’re proud to support this change. Through our Sustainable Legacies strategy, our work with public sector frameworks, and direct partnerships with local enterprises and community-led organisations, we’re helping clients turn ambitions into action. And the conversations at UKREiiF confirmed what we are experiencing: this shift is only accelerating.

Social value: no longer a tick-box

At UKREiiF, social value wasn’t a side conversation – it was centre stage. From panels on inclusive growth and procurement reform to deep dives on place-based development, the message was clear: social value is no longer a “nice to have”, it’s a core measure of success in public infrastructure.

ArchTam’s panel discussion, ‘Collaboration for Growth and Social Impact’, highlighted the need to align social value outcomes with local priorities. But this wasn’t just our voice. Across UKREiiF organisations such as local councils, health trusts, and combined authorities reinforced the importance of early engagement, joined-up planning, and long-term thinking.

It’s a message that resonates with how we work – embedding social value from the very beginning of a project, not retrofitting it later.

SMEs and VCSEs: from supply chain to strategic partner

One of the most energising parts of UKREiiF for me was the growing recognition of SMEs and VCSEs as not just part of the supply chain, but as co-creators of impact.

At ArchTam, we’ve seen this first-hand on projects such as the Northumberland Line, where we’ve worked with regional SMEs to deliver outcomes that extend far beyond the build. ArchTam awarded over £1.5 million of SME spend on the Northumberland Line, supporting small businesses and social enterprises, creating new jobs in the area, and delivering skills-based social value aligned to regional needs.

The public sector is increasingly aware that to unlock this kind of value at scale, we need inclusive supply chains – ones that proactively engage SMEs and VCSEs and empower them to contribute meaningfully, not just fill subcontracting roles.

Building skills, building futures

Another standout theme from UKREiiF was the focus on skills and inclusive employment – not just as a workforce issue, but as a core pillar of social value.

One highlight was hearing from Morgan Godden, a Graduate Environmental Consultant at ArchTam, who spoke on our panel about her journey from the ESG Launchpad – a joint initiative between ArchTam and VCSE The Land Collective – into her current role. Morgan’s story shows what’s possible when we invest in the next generation, especially young people from underrepresented backgrounds.

This kind of work doesn’t just shape individual futures, it builds long-term sector resilience, and SMEs and VCSEs have a vital role to play here, offering placements, apprenticeships, community outreach, or mentoring as part of their social value contribution.

Looking ahead

UKREiiF 2025 made one thing clear: we’re entering a new era for social value. It’s more embedded, more strategic, and more impactful – and SMEs and VCSEs are absolutely central to delivering it.

At ArchTam, we’re committed to building inclusive, purpose-driven partnerships that leave a positive legacy. That means creating space for SMEs and VCSEs to thrive. Learn more about how we partner with SMEs.

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Workforce needs

If one thing is certain in the aftermath of the pandemic, it’s that nothing is certain, with polls on workforce trends providing contradictory information. A recent Gallup poll, for example, suggests that only two in 10 remote-capable workers are expected to be on-site full-time in 2023, down from 60 percent in 2019. And yet, workers are returning to the office. In January 2023, office usage increased in 10 major metro areas, rising to about 50 percent of 2020’s pre-pandemic attendance per Kastle Systems, a key card property management company that tracks office building entries. Still, it’s estimated that fewer than 10 percent of employees are in the office five days a week.

Variability

With the expectations of how and where we work continuing to shift, we are clearly not returning to the same workplace that we left. In the past, developers, landlords, owners and corporations could plan their spaces using a basic metric centered on the premise that workers were present in the office according to the standard five-day work week. While workers are returning to the office, attendance numbers and specific days vary — even from week to week — which makes planning for a returning workforce even more challenging. The one constant is there is no one solution that fits all. Instead, there are variable scenarios tied to an assortment of new workforce trends that can accommodate nearly every office environment. 

Flexibility

This is where flexibility comes in. There is not one solution for all real estate portfolios, for an office building with multiple tenants, or even for one company, as optimal scenarios are driven by business goals, assets and their associated workforces. As a corporate and commercial real estate stakeholder, it’s imperative that you determine and implement flexible solutions that consider potential trends, variability and workforce needs to enable success across the spectrum.

Depending on your position as a stakeholder, you have a wide range of potential scenarios and solutions. For example, developers, landlords, owners and corporations may look at different long- or short-term leasing arrangements providing greater flexibility in occupied space. Alternatively, landlords may find that five years in the future, the office space could be best transformed into an alternative use.

As potential scenarios are further defined, it is important for you not to lose track of the workforce. There are as many perspectives on flexibility as there are workers in an office, with views that can make the difference in who returns to their workplace and for how many days each week. The key may be in developing solutions that address common worker needs — which can vary greatly depending on the company and the industry — ranging from providing onsite services such as daycare to establishing multiple, smaller offices in more convenient locations.

We routinely employ scenario planning and predictive analytics to develop processes that bridge the gap between business, people and the built environment. This level of engagement enables us to better understand your workforces, visualize your assets and analyze your real estate portfolios — helping clarify the pros and cons of current and future scenarios and paving the way to make better informed decisions. 

Our professionals recently delivered scenario planning and portfolio optimization services for a global pharmaceutical corporation. Using our planning tools, we analyzed workforce patterns, culture and values while optimizing assets across 4.5 million square feet of space on 11 different campuses.

More and more, we are embedding digital tools such as PreView, SSIM, and ArchTamzero into our planning and analysis, providing for greater predictability and deeper insights in a more rapid manner.

A framework of success

Developing frameworks that allow for rapid scenario analysis is a process, and selecting successful scenarios is a challenge. Working with an expert team of corporate and commercial real estate professionals who understand how to integrate the evolving needs of today’s workforce with critical factors like variability and flexibility will ensure you are making the most of your office portfolio, now and into the future.

Learn about People + Place Advisory (our strategic spaces consultancy)

Learn about Strategy+ (our design-led management consulting studio)

The post <strong>Optimize your office portfolio with scenario planning</strong> appeared first on Blog.

It seems that many of the architectural trends of the last decade have finally run their course. Ross Wimer, who leads ArchTam’s architecture practice for the Americas, discusses new directions with Mike Consol, editor of the Institutional Real Estate Letter for the Americas, in this podcast.

These icons will be familiar to anyone who has paid attention to design in the last 10 years: the skyscraper shaped like some kind of kitchen utensil jutting out of the Asian or Middle Eastern cityscape (or London for that matter); the branded downtown high rise that puts a company on the economic map of the American or European city; and the ever-present word…sustainability.

Ross discusses with Mike how program, performance, technology, and people are changing the shape of buildings. City and company iconography are still part of the brief, but Ross says that things are moving away from the “willful form making.” Is it as simple as form following function? Not exactly.

As for sustainability, Ross says, “The dialogue is moving beyond the buzzwords, and people are looking at the long-term performance and how you measure it and how that makes for a more positive space to be in.” So quantitative data is critical, but it’s not just about defining a building by its energy meter.

Mike asks about intelligent buildings. Ross notes that “Buildings are always becoming more sophisticated, and the technology is becoming more economically accessible.” But he is more interested in changing building forms in response to their environments than in layering new technologies onto standard forms. Conversely, technology is aiding this process. Ross explains.

Meanwhile for the Tech giants, instead of wowing the city with a skyscraper while everyone works (or does whatever) from home, it’s about the campus that offers employees all the amenities they could want or need, as well as the flexible and creative workplace to keep innovating.

Listen to Ross’s and Mike’s full conversation here.

Ross Wimer (ross.wimer@archtam.com) leads ArchTam’s architecture practice for the Americas.

Jake Herson (jacob.herson@archtam.com) is a senior writer/editor with ArchTam and managing editor of the Connected Cities blog.

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Looking back to when we (then DEGW, now Strategy Plus at ArchTam) carried out the first Time Utilisation Survey (TUS) for IBM in the early 1990s, we didn’t realise that it would become the start of a database of over ten million observations of around 125,000 workspaces across nearly 500 buildings worldwide!

We initially did these studies in the UK, but it quickly became apparent that clients wanted to understand their space use across geographies, not just within one office. This started to reveal interesting comparisons between sectors and work cultures, and a great benefit of the database as it is now is that we can show clients how their workspace use compares with many other groups: other companies in their business sector, country or region, organisations who have already implemented new ways of working, or organisations who have also implemented desk sharing.

Looking closely at these differences can be fascinating, but the more data we collect, the more the database reinforces a bigger picture that we have long reported but that still surprises people: our workplaces are grossly underutilised, on average at just over 40%. This wouldn’t be accepted in other spheres – NHS beds are occupied 88% of the time and West End musical theatre seats at 73%  in 2013 – so why is it acceptable that our offices are used at such a lower level? I discussed this in more detail recently, with Nicola Gillen, in our See Further magazine.

The database now contains nearly all the TUS studies we have done dating back to 2005, and a sample of those dating back to 1995. It’s been a labour of love for me and my colleagues who have worked on it, and I believe the scope of the database is unrivaled in our industry. However, we won’t be standing still admiring our work for long – there’s work to do, as we want to continue adding early studies to the database and look for trends over time in workspace utilisation, giving us an even richer resource to draw from when planning the offices of the future. I also want to find ways to augment the data about space with data about people, as until we can understand what people are doing and their experience of the space, we are still not getting the full picture. It will be interesting to see what that picture looks like in another ten years!

Carolyn Whitehead (carolyn.whitehead@archtam.com) is a senior consultant with ArchTam’s Strategy Plus practice in London. 

The post Ten years of time utilisation studies appeared first on Blog.

Urbanism, the future of work, and the implications of both for real estate were top of mind when the Strategy Plus team hosted a Think+Drink event in ArchTam’s San Francisco office earlier this month. The “thinking” portion of the event, attended by more than 50 guests, centered on a lively panel discussion.

The conversation was-wide ranging and touched on some unexpected topics such as the surprising uses Houstonians find for their city’s parking lots. Panelists Neeraj Bhatia (architecture professor at California College of the Arts), Alexa Arena (senior vice president at Forest City), and Andrew Laing (global practice leader, StrategyPlus, ArchTam) also debated more practical topics, ranging from the influence of the tech industry on work patterns (especially relevant for those of us in the Bay Area), to the reality of workers using the broader city as a workplace.

Some of us on the team were intrigued by one topic in particular: the role of suburbs and what their status means for future cities. The debate centers on whether suburbs (particularly those in the United States) are declining and only arose relatively recently as an anomalous urban development pattern, or, as some argue, represent a natural advancement in city planning and show no sign of going anywhere. Considering the stakes for urban infrastructure and real estate over the next 20 years it’s surprising that a scan of the literature finds this debate unresolved. A trend one way or the other would dramatically impact the look and feel of future cities, not to mention the ways future citizens of these cities will live and work.

For this post let’s consider a possible future that bends toward one side of the spectrum. Imagine a 2034 in which migration to urban centers has continued steadily for 20 years. New semi-urban communities with their own walkable centers have sprung up around existing city centers. Overall density has increased significantly as people prefer to live relatively close to their friends and colleagues. The people of these cities buy fewer cars to avoid inadequate infrastructure, preferring instead to use public transit and buy transportation on an as-needed basis. They live in smaller dwellings, and instead of a daily commute routine to the same office, they purchase a variety of work services depending on given day’s workstyle need. Technology has not replaced the need to interact with associates in person, but instead has augmented and supplemented those interactions.

A trend in this direction would mean a rethinking of strategy for real estate developers. Instead of leasing large office blocks to single-use tenants, city blocks would be broken up into smaller leases and building types tailored to a broader range of functions. Imagine mixed-use development on a new scale and with a new level of connection to the city. Forest City’s 5M project speaks to this future. They’re already partnering with thousands of organizations and individuals and throwing thousands of annual events as they embed themselves into the community at the beginning of a multi-phase development. The development sprawls across a San Francisco city block. It makes use of existing buildings, includes plans for new construction, and focuses on activating adjacent streets and alleys.

Growing urban populations and new trends in real estate development provide powerful arguments on one side of the suburb debate, as in Forest City’s 5M development.

Whichever direction the future trends, today’s suburbs may be the bellwether for U.S. cities. But in truth, the trend may be well underway in high-growth cities around the world such as Tokyo, São Paolo, and Mumbai. Will the global trend towards urbanization continue? If so, which city will be the U.S. poster child? Do mega-cities in other parts of the world show us a window into the future for U.S. cities? The debate continues and we look forward to exploring the possibilities with you. Let us know what you think!

Devin Harvath is a design strategist with ArchTam’s Strategy Plus practice in San Francisco.

The post Suburbs or city center? appeared first on Blog.

Mainland Chinese investors form a sizable slice of this growing pie. ArchTam’s latest Market Pulse publication, which provides analysis of building activity and construction tender price trends, showed that Chinese investors, long active in the residential property space, are increasingly focusing on the commercial property market. AUD$871 million of Chinese direct investment in commercial property in 2013 compared to just AUD$17 million in 2007 paints a pretty clear picture.

It’s easy – tempting even – to assume the steady stream of announcements pertaining to Chinese investment in Australia will continue. As speculation continues as to whether China’s own internal property boom is on the wane, why shouldn’t it instead focus on acquisitions in Australia’s cities?

It’s easy to assume, yes, but dangerous too. A stable political climate and security of title are certainly advantages, but they alone aren’t enough to ensure Chinese investment continues at such rates. Businesses in Australia need to evolve to reflect changing needs on the part of potential Chinese investors.

In many ways, it’s a two-way street. There’s great opportunity for all parties to benefit from new ways of doing business, of forming partnerships based on mutual trust and understanding, where high-level guidance on the opportunities and big-picture plans in different regions are presented clearly, regularly, and honestly.

I recently attended a function at ArchTam’s Brisbane office, hosted by The Property Leaders Association. The event looked at the impact of foreign investment in Brisbane, a city that’s been labelled “Australia’s New World City,” and a city that will welcome everyone from U.S. President Barrack Obama to German Chancellor Angela Merkel during November’s G20 summit.

Industry leaders joined Chinese Consul-General Dr. Zhao Yongchen and Brisbane Lord Mayor Cr. Graham Quirk for a wide-ranging discussion that, among other things, explored what Brisbane has to do to continue developing as an attractive investment destination for Chinese property developers in particular.

The idea of the city further strengthening its strong cultural identity was raised several times. Brisbane is and will remain an attractive investment destination because of its burgeoning reputation as a regional powerhouse in technology and innovation, mining and resources, tourism and higher education.

In short, cities become attractive for investors when they play to their strengths or, to put it another way, when they don’t try to be things they’re not. The same can be said for businesses wanting to partner with potential Chinese investors; those that play to their strengths, without pretense, stand to form meaningful, productive and, ultimately, mutually-rewarding relationships.

We could see that last month, when we held a breakfast briefing for developers in our Sydney office at which a colleague presented ArchTam’s views on the potential development opportunities in and around Sydney resulting from Sydney’s Draft Strategic Plan. This was attended by a number of Chinese investors.

The type of open, two-way communication seen at these two recent events is something we‘ll see more of. This sort of partnering demonstrates both how Australia’s property sector has evolved, and an acceptance that, in the Asian century, how Australia engages its neighbors in the Asia-Pacific in a business sense will make all the difference.

Alan Baker is ArchTam’s managing director, Program Cost Consultancy, Australia + New Zealand.

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The Symposium brought together the full lifecycle of academia – design students, PhDs, lecturers and professors – and an incredibly diverse range of practitioners – architects, engineers, BIM modellers, and conservation planners – even facility managers. The conference themes covered Utzon’s humanist philosophy and dedication to a collaborative design process, the transcendent poetry of epic architecture, transcultural influences in Utzon’s work, the dilemmas of living with and adapting world heritage with the focus question across all fields being “what would Utzon do now?”

The papers ranged from technical (water proofing ceramic façade glazing units/orientation and daylighting in Utzon’s houses) through to incredibly personal and sometimes viciously political (testimony from Utzon’s colleagues, friends and family, recounts of the process to select the design, defending the completion of the building by Hall Todd and Littlemore.)

The organisers where keen to extend Utzon’s thinking, and rather than just viewing Utzon’s contribution from an historic perspective, engage with contemporary and future discourse across architecture and urbanism. ArchTam submitted two papers addressing the city-making theme. James Rosenwax looked at the development challenges of Western Sydney, and Andrew Laing and I offered a perspective on how the changing workplace is reshaping our cities. We set out five propositions for the emerging workscape that recasts the office as an urban proposition, rather than a private arrangement:

• Use less space
• Share the space you have
• Look for permeable precincts
• Celebrate in-between spaces
• Plan for events and experiences.

See the illustrated paper here.

In 2014 people really can work anywhere, anytime. They have more options to choose from. The organisations that they work for are rethinking how much space they need. They’re questioning the purpose it serves, how it should be organised and what skills are needed to help it thrive.

Many players in real estate in Australia are in denial about the fundamental shifts that face the sector. Supply-side industry commentators continue to promote the view that flexible work practices are just the latest design trend, and pose no real threat to the take-up of commercial office space.  I’d be happy to debate them anywhere, anytime!

Sue Wittenoom (sue.wittenoom@archtam.com) is a director with ArchTam’s Strategy Plus practice in Sydney.

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