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’ve taken a deep dive into each element of Intuit Dome with the leaders who made this project a reality. Today, we learn more about the empowering design architects who brought this project to life and their experience as women in architecture.

Q: What inspired you to pursue a career in architecture, and how did your background influence your design approach on Intuit Dome?

My diverse background includes experiences in sports, corporate, hospitality and furniture. This has equipped me with a unique perspective and an ability to problem-solve creatively. I enjoy looking at situations from different angles, whether it’s the big picture or the smallest details.

I pursued architecture because I enjoy challenges, allowing me to explore new ideas using technology and art.

My passion began with a deep curiosity about how things work and a fascination with the world around us. This curiosity led me to pursue an engineering degree, where I found the intersection of physics and building design especially captivating. I was drawn to building physics — the study of how the laws of physics apply to the built environment — which ultimately shaped my career path. In 2013, I was fortunate to transition to the High-Performance Buildings and Communities team within our Buildings + Places business line. There, I worked on notable projects such as the Golden 1 Center, applying the lessons learned to future endeavors like Intuit Dome.

Q: Can you describe your specific role with Intuit Dome? What were your main responsibilities?

As the Lead Interior Designer, I was responsible for creating premium, team and public spaces that aligned with the owner’s vision. I collaborated with the team to develop unique designs that catered to the needs of patrons, the team and Clippers staff, overseeing the project from conception to completion.

The Intuit Dome project has many components such as the arena, garages, ancillary buildings and the outdoor plaza. I led the design team for the arena and my primary responsibilities were coordinating the architectural team and the discipline designers, i.e., structural engineers, mechanical engineers and others to deliver contract documents to the construction team.

In my role on the Intuit Dome project, I led the performance-based design modeling, collaborating with high-performance building design specialists across our regions, including the U.S., the UK and Australia. My primary responsibility was to support the project in achieving its ambitious sustainability targets, such as net zero carbon, 100 percent electric energy use and LEED Platinum certification. Additionally, I worked to balance these sustainability goals with other key project requirements, such as enhancing aesthetics, optimizing the fan experience, ensuring thermal comfort and managing costs.

Q: How do you think projects like Intuit Dome contribute to the visibility and recognition of women in architecture?

The prominent presence of women in leadership roles on the Intuit Dome project, including architects, designers, specifiers, construction managers, owners’ representatives and clients, has significantly advanced the field of architecture. Our visibility off-site waiting for a rideshare or our coffee order, often marked by the distinctive PPE gear, has sparked conversations about gender diversity and inspired a desire for more women in these roles.

The Intuit Dome project contributed extensively to the visibility of women in business and architecture. Women were visible at all levels from Gillian Zucker, President of Business Operations for the LA Clippers to young intern architects at our office.

Projects like Intuit Dome are excellent platforms to highlight the invaluable contributions women make to iconic projects, reinforcing their visibility and recognition in architecture. Role models play a critical role in this process, as studies have shown that nearly 60 percent of women believe having a relatable role model is essential to achieving career success. Seeing women in leadership positions on such high-profile projects boosts confidence and support for others, demonstrating that women not only belong in these spaces but are instrumental to their success.

Q: How has the acceptance of women in your field changed throughout the years? How do you think it will look in the future?

Over the years, I’ve witnessed a gradual increase in the acceptance of women in architecture. This trend is encouraging, and I believe it will continue as younger generations recognize the profession as a viable career path. I hope that we’ll eventually achieve gender equality in the field.

I have observed a growing acceptance of women in the workplace, largely due to a stronger focus on diversity and inclusion. However, there is still work to be done to ensure that all women can fully realize their potential and thrive in their careers, and I hope this will occur in the future. Raising awareness and discussing biases and their impact on women’s careers is key, as is fostering a culture of respect and belonging that celebrates diversity. Accountability, particularly at the managerial level, is crucial to advancing diversity and inclusion with leaders supporting work-life balance through flexible working arrangements to help women succeed.

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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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Elisabet Olle Amat is a versatile urban designer, architect and planner, leveraging her multidisciplinary training to innovate across various fields and tailor optimal solutions for urban environments. She draws her urban experience solutions from living in Barcelona, London and a few cities in the U.S. Elisabet demonstrates a profound understanding of the complexities within urban landscapes, particularly in cities like Los Angeles where she advocates towards more inclusive, plural, livable, walkable and people-oriented environments.

Tell us a bit about yourself – your role and career journey.  

My background in architecture and urban design allows me to cross-pollinate between both disciplines to develop effective solutions for urban environments. My career began in Barcelona, then I spent four years in London, and eight years ago, I moved to the United States to attend UCLA. Along the way, I had the opportunity to experience living in two different cities, Chicago and Los Angeles. Changing geographies exposed me to stark differences in urban design philosophies, particularly coming from a pedestrian-friendly environment to car-centric cities in America like Los Angeles.

Throughout my career, I’ve had the opportunity to work on a variety of projects, ranging from large-scale city master plans to smaller neighborhood designs and public spaces. My focus has consistently been on creating more walkable, human-centric environments that prioritize safety and livability. This often involves reimagining suburban models to foster pedestrian-friendly spaces. I’ve also contributed to transit projects, including station designs and transit-oriented developments. My work reflects a commitment to enhancing urban landscapes through innovative design solutions tailored to the needs of individual communities.

Talk to us about a project that has impacted or been a major highlight of your career. How is it solving the challenges and issues our clients and communities are facing today?

A pivotal project in my career was the Transit-Oriented Development (TOD) master plan for the Compton Artesia station on California’s Blue Line. This project tackles the challenge of transit infrastructure being disconnected from its surrounding environment.

Situated in a suburban area alongside an industrial zone and outdoor mall, the station suffered from wayfinding issues and underutilized lots, causing low ridership due to its isolated location. Funded by Los Angeles Metro, the project aimed to revitalize the station through a transit-oriented development plan. By introducing diverse programming, it aims to benefit Compton through housing, retail, and open spaces enhancement. It involved thorough assessments, conceptualizations and community engagement sessions. Initially held at a city-owned space, engagement efforts expanded to include various stakeholders as identified by the local community.

Our inclusive approach enabled direct dialogue with residents, offering insights into their needs and aspirations for the neighborhood. Engaging with Compton’s residents proved both challenging and rewarding. The process highlighted the importance of inclusive planning and getting to know what residents want for their community. Directly hearing the voices of the people and helping them articulate their vision for their neighborhood was incredibly interesting and hugely rewarding for me.

How do you incorporate green infrastructure into your designs to promote sustainable practices and positively impact health and well-being?

Incorporating green infrastructure into our designs involves various strategies aimed at capturing and managing stormwater, which plays a vital role in addressing urban climate challenges by working with nature. Depending on the project, whether that be urban design or planning initiatives, we employ diverse approaches which are always tailored to the specific context. For instance, when designing streets, we prioritize permeable surfaces, integrate bioswales, and plant more trees to mitigate stormwater runoff and enhance water absorption. In a recent project focused on urban forestry in Los Angeles, we investigated the disparities in tree distribution across different neighborhoods, particularly noting that low-income areas tend to have fewer trees compared to wealthier neighborhoods. Through community engagement and research, we highlighted the significance of tree preservation policies, as seen in cities like Pasadena, which have stricter regulations when it comes to protecting trees. As LA faces densification and increased construction, preserving trees is crucial to maintaining urban greenery and mitigating heatwaves. All these elements make up part of our sustainable practices and improve overall community health and wellbeing.

How does the unique culture and character of Los Angeles influence your approach to urban design?

I’d like to highlight two key aspects of Los Angeles. Firstly, it is a remarkably diverse community, comprising people from various cultures and backgrounds. Secondly, the city’s character, which is primarily designed for cars rather than for people, poses a significant challenge. Understanding these two elements of Los Angeles is paramount in the design process. Empowering the community and actively soliciting their input are essential steps in ensuring inclusivity and responsiveness to their needs. As an urban designer, my role is pivotal in reimagining urban spaces to prioritize pedestrian experiences and community connectivity. This involves fundamental shifts in how we conceptualize urban spaces with an emphasis on human-centric design principles.    

Transforming the city’s design ethos involves advocating for changes in urban planning policies, collaborating with municipalities, developers, and designers to integrate urban design principles at every stage of development. By fostering dialogue and raising awareness about the importance of urban design, we can catalyze a shift towards more inclusive, people-oriented environments that reflect the vibrant culture and diverse identities of Los Angeles.

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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.

Intuit Dome, the new permanent home of the Los Angeles Clippers, has been designed with a level of innovation and excellence that supersedes all others in the industry. With meticulous attention to detail from the gridshell exterior of the building to the myriad features inside that prioritize the fans and the community, Intuit Dome will provide a unique, multidimensional experience. The centerpiece of this mixed-use development is the 18,000-seat arena which is combined with 100,000 square feet of administrative office space, 9,500 square feet of retail space, an 86,000-square-foot training facility, and community amenities including an open public plaza with a large media screen, concert stage and basketball court. A key motivator behind Intuit Dome’s design features and envisioned user experience is a strong commitment to carbon neutrality and sustainability.

As a design architect, I believe a building should be tuned to its environment. Whether the project is a tower in the Middle East or a rail station in China, our design teams strive to create buildings that fit into and work appropriately within the context of their surroundings. A large part of this concept is ensuring that the building is efficient in terms of how it uses resources. In Los Angeles, we need to conserve water, but we have the benefit of abundant daylight and mild temperatures.  Additionally, we tried to connect the visitor experience to the California environment to create a unique presence for Intuit Dome.

When we looked at the Intuit Dome program, it proved to be larger than the usual arena facility, so it needed an expanded “envelope.” As conceived by our design team, Intuit Dome’s architecture works with the favorable Southern California climate by allowing as much fresh air and daylight inside the building as possible. An innovative gridshell enclosure creates an envelope that defines the volume of the building. It encompasses the arena and team-related facilities as well as the informal spaces, which include indoor/outdoor terraces, linking the primary levels of the interior of the building to its natural surroundings.

Appropriate to the California climate, the outside skin of the building, or gridshell, is built of ultra-lightweight material and seismically isolated from the building’s structure. The gridshell carries a system of flexible, durable membrane panels that modulate wind, sun and rain. The three panel types, ETFE, PTFE and laminated PTFE, protect most of the informal spaces from rain while also allowing for fresh air flow and solar glare control. These membrane materials are translucent and do not reflect light like glass. As a result, the material is a better surface for bird safety, which is important as Intuit Dome is located within a major avian migration path. The venue will use 100 percent outdoor air within the arena bowl, reducing energy consumption, enhancing thermal comfort and providing significant health benefits. The shell design also improves the outward perception of the venue. Since the primary interior spaces are separately enclosed and acoustically insulated, the informal exterior spaces are opened giving visibility to internal movement that allows the venue to have a lively active expression.

The interior of the building is as innovative as the exterior. Intuit Dome’s 18,000-seat arena is designed to both bring fans closer to the action and give them the most legroom in the NBA, whether they’re sitting in premium locations courtside or in the upper bowl. The loudest contingent of Clippers fans will be located immediately behind the opposing team’s basket, in a steep section we call “The Wall” where there will be special features catering to these fans. Our upper bowl seats are accessed from above rather than below to make that experience less intimidating. The innovative design of the unique halo-shaped LED scoreboard will bring statistics and replay footage for the audience at an unmatched scale. The form of the board allows it to be easily visible from all seats, but it is lifted to the rafters so that it does not compete with the action on the court. The curved surface of the board totals almost an acre of media.

For the players, office staff and Clippers organization, we have designed their part of the facility to feel like home. Access points have been coordinated to provide privacy and convenience. The team locker room is used for both practices and on game day for easy movement to the practice courts, training room and therapy equipment. The practice courts and dining areas have views of a lush, terraced landscape that includes a lap pool.

Going beyond the building, it is important to us that Intuit Dome belongs to its neighborhood. To do this, we designed a large public plaza that leads to the front entrance. This vibrant community space features a large media screen and basketball court framed by retail, restaurants and a grand staircase shaded by a canopy. Visitors can access these amenities, even if they don’t have tickets to an event. The plaza can allow anyone to enjoy a game on the public screen and partake in the energy and excitement that concerts and NBA games will bring.

From redefining the multidimensional fan experience and environmental standards to empowering economic revitalization and community connections, Intuit Dome is truly more than an arena providing the blueprint for a sustainable legacy.

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At the 2024 United for Infrastructure West Coast Anchor Event at Los Angeles’ historic Union Station, Dr. Beverley Stinson, ArchTam’s global Water business line chief executive, moderated a panel focused on the future of LA’s infrastructure amidst the growing impacts of climate change.

The panel, introduced by our LA Metro Executive & Strategy + Growth Leader Jill Kurth, featured Barbara Romero, Director and General Manager, LA Department of Sanitation & Environment, Aram Benyamin, COO, LA Department of Water and Power, Adel Hagekhalil, General Manager, Metropolitan Water District of Southern California and Mami Hara from the US Water Alliance.

Looking beyond funding

The panelists emphasized the importance of greater investment in water infrastructure in response to climate change, but also stressed the need to look beyond funding to find innovative solutions for the long term. “The US Water alliance just released a study with the American Society of Civil Engineers (ASCE), that demonstrates that even if we continue to invest in water infrastructure, at IIJA levels, for the next 20 years, we will not come close to meeting the trillions of dollars of gap in water infrastructure that have been accrued over the last 50 years,” said Mami Hara.

“We are going to have to be innovative, because of the limited resources that we have we must be very serious about renewable water resources that are sustainable. We need to think long term,” Aram Benyamin said.

The discussion also touched on the importance of continued water and power access for residents of LA. “We have been dealing with infrastructure in LA for a 100 years and we have pipes that are 140 years old still working in LA, so when you look at the decarbonization, and infrastructure renewals that we have to do, we have to make sure that the water and power for over 4 million people are sustained while we are doing that transition, “ said Aram Benyamin.

Looking to the future

The panelists agreed that substantial thought and investment will be needed to ensure the right decisions are being made, not just for today but for future generations. Adel Hagekhalil said, “What we do today is going to impact the future for our children and grandchildren. We must make a commitment to invest in resiliency.”

“We are relying on our grandparents’ infrastructure, so we have to invest and make it work to be prepared for not just a 10-year storm but a 100-year storm,” Barbara Romero shared.

Together is how we can succeed

Panelists recognized the critical need for not only a green transition but one that addresses environmental, economic and community health needs to create a regenerative economy. Mami Hara emphasized her firm belief that “funding partnerships with local community members are essential to meeting the demands of this region and others.”

Barbara Romero agreed that partnerships are essential for making good choices with the limited resources in the region: “When you do not have enough resources, you figure out how to make it work. Having those coordination efforts is going to be critical, we are at that critical point where we need to make some decisions to proceed forward.”

The issues facing the region are a collective problem requiring a collective solution across agencies and organizations. To uplift and protect communities from climate change, industry members need to collaborate and leverage their resources because this is a problem that cannot be solved alone. “You can only move at the speed of trust, and we need to build trust, trust each other, and create a new paradigm,” said Adel Hagekhalil.

As Jill Kurth shared during her panel introduction, “mega projects require mega partnerships.”

With nearly a thousand technical experts based in Los Angeles, we stand ready to partner with our clients to help transform LA’s future for the next 100 years. Click here to learn more about how our people are at the forefront of solving some of today’s most complex challenges in the region.

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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.

A game-changer in sustainable arena design and community impact, Intuit Dome topples all categories in innovative sports architecture. Design features like a unique gridshell enclosure, a 38,375-square-foot halo-shaped LED board, five full-size courts, a commitment to carbon neutrality and much more make Intuit Dome an iconic sports and entertainment venue.

Although an extraordinary level of innovation and attention to detail has informed the design of the internal aspects of the Intuit Dome program, its connection to the surrounding neighborhood was also 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. Intuit Dome naming rights partner Intuit is committed to making the arena a hub for programs that power economic prosperity and benefit the community.

As a native Angeleno born and raised in Inglewood, I understand the need for empowerment and investment for the long-term development of this community. ArchTam was given the opportunity to not only develop and design Intuit Dome, but the responsibility of ensuring that this project brought about positive social impact and economic inclusion. As Intuit Dome’s VP for Diversity, Equity and Inclusion (DEI), my job was to lead the charge for community engagement to effect that ambitious goal.

The positive impact is already in motion. Local Inglewood businesses are getting their first opportunity to take part in a massive global project in their own backyard. Workforce development programs have given second chances to union workers with good pay and benefits. With these commitments also comes looking toward the future of infrastructure in Inglewood. Our team firmly believes in “leaving it better than how we found it.” We are interested in not just building the future of physical infrastructure but human infrastructure as well. For this project, that entails a dedication to the youth and prioritization of sustainable legacies.

You can design and build one of the most notable arenas in the world and create a vast impact and ensure there is a legacy to leave behind at the very same time.

For Intuit Dome, we have focused on four key pillars as they relate to community engagement and ArchTam’s commitment to the client and arena. The first is business inclusion, honing in on requirements, goals, and efforts so that minority and local businesses participate in the project’s success through subcontracting. The next pillar is workforce development, which involves setting goals to ensure that ArchTam prioritizes local community members in relation to the building trades. The third pillar is community and stakeholder engagement. For this pillar, I manage the relationships outside of the project, ranging from the mayor to city council to community organizations, nearby residents, and local businesses. Creating a foundation with these elements helps ArchTam to lean into the community and support local organizations and local community members and set up a good neighbor program.

The last pillar is youth education. We are deeply committed to including the local youth in the region— who are a large part of the overall success of the project. The team has programming ranging from student tours to youth career fairs. As part of the youth education pillar, ArchTam has built a strong partnership with the ACE (Architecture, Construction, Engineering) Mentor Program, which provides exposure to science, technology, engineering, and math (STEM) understanding, engagement and opportunities for students at a local high school, City Honors High School, as part of Inglewood Unified School District. The impact that ArchTam has on the community is one of the most impressive parts of the arena and this program showcases that. ArchTam also brought the first-ever pre-apprenticeship program to Inglewood Unified School District, ensuring that with the legacy left behind, there will be a more sufficient pipeline from high school to post-high school into the building trades.

The overall vital commitment to the community is also tangibly illustrated through Inglewood’s drop in unemployment rates. Prior to 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.

We have the talent in our own backyards. Our investment in them is how we ensure that we tap into those resources and talents and bring them into the company to help move communities forward, in Los Angeles and beyond.

Learn more about Intuit Dome and how we are delivering a better world in Los Angeles and beyond. Get inside Intuit Dome.

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Calum Thompson is ArchTam Buildings + Places’ Energy Planning Lead based in California. He leverages his extensive experience of buildings and infrastructure modeling to develop decarbonization and resilience plans for campuses and portfolios.

1. Tell us a bit about yourself – your role and career journey

I’ve been with ArchTam for 13 years based in the Orange County, New York and Edinburgh offices. I grew up in Scotland and from an early age I knew I wanted to do something with sustainability — something that would play a role in helping to fight climate change. I did a degree in enviro-mechanical engineering at the University of Strathclyde, Glasgow. After graduation, I volunteered with the organization Engineers Without Borders on a project in India to research the use of biogas to produce clean and accessible power in rural communities. When I got back, I started my first industry job as a sustainability master planner in London.

My first role at ArchTam, in 2010, involved developing Excel-based models for feasibility assessments of energy efficiency and renewable energy projects across facility portfolios such as cities and military campuses. This grew into developing larger, more sophisticated models that could evaluate a range of scenarios from the impact of policy on future carbon emissions, optimize the operation of battery storage systems, or create phased decarbonization roadmaps for entire building portfolios. These models now serve as the foundation for our Energy Planning team’s core services: the development of strategic decarbonization plans and data-driven energy system design.

2. Talk to us about a project that has impacted or been a major highlight of your career. How is it solving the challenges and issues our clients and communities are facing today?

I think most engineers love the projects that actually get built. I’ve spent 90 percent of my career in strategic planning or energy systems master planning, which can have long lead times and are often very different once (and if) they’re realized. I was fortunate enough to work on the design of National Western Center (NWC) district energy system in Denver. Completed in 2022, it’s currently the largest sewer heat recovery district energy system in North America.

My role in the project involved design conceptualization, feasibility assessment, and business case development of the system as part of the wider ArchTam design team. We used energy master planning as the basis of design and worked with engineers and experts across the world in areas such as sewer, water, heat recovery and wastewater systems to implement a decarbonized energy system by electrifying heating systems in cold environments. By taking advantage of the wastewater connection, providing more than 90 percent of the heating and cooling needed for the campus, the system avoids 2,600 metric tons of carbon dioxide equivalent and over 15 million gallons of water per year. This project demonstrates one great way to solve the biggest pressing issue for mitigating ongoing emissions from our buildings — decarbonizing heat. 

3. Different sectors are at different stages of maturity when it comes to their energy transitions. How are we helping our clients implement decarbonization strategies and roadmaps to achieve their net zero goals?

Different sectors certainly vary and even within individual sectors, such as cities or higher education, there are wide variations to our clients’ readiness to act now. Some may not yet understand their existing energy performance or have established goals they’re working towards. Others have already implemented and are teaching us about how it can be done.   

One example is our recent work with the San Diego Gas and Electric facilities team. They had publicly announced a net zero target, but while they made great strides in the implementation of solar and established net zero requirements for new buildings, they didn’t know what else should be done and by when. In cases like this, we can help our clients to set their own vision — by educating stakeholders and conducting workshops to help them define their targets, strategies, and lay out the initial foundation to further quantify their current performance by reviewing their energy use data.

In addition to developing technical energy projects, we also help to identify organizational, educational, and financing strategies for our clients, developing a final action plan which is reflective of what is realistically achievable for that organization. Our role is to make each roadmap bespoke and unique to each individual client, empowering them to implement it successfully.

4. How do you utilize the latest technological advancements and strategies to help clients in different industries with their decarbonization efforts.

There are two primary ways that technology advancement impacts our work:

1. Using the right tools to support our work. Internally, we are constantly innovating to accelerate processes through data analytics and feasibility assessments, allowing us to do it more cost-effectively, easily, and robustly at an early stage. For instance, I led the development of Rosetta, a web-based analytics platform funded by ArchTam’s Global Challenge — a global employee ideation competition. It allows us to rapidly model energy demands of facility portfolios and the projects that can help meet the client’s carbon, cost and resilience goals. Like all the tools we develop, it’s about making smarter decisions faster. Externally, we support our clients to develop their own technological innovations. We are currently supporting a national lab to develop a new type of infrastructure planning model to understand the infrastructure implications of different planning scenarios, and to quantify and visualize the impacts on electrical infrastructure.

2. Understanding available emerging technologies. There’s currently a lot of innovation and development in energy systems for decarbonization including batteries, solar systems, heat pumps to hydrogen. Our responsibility is not only to understand the technologies and where they might apply, but also to know about procurement, market availability, performance, reliability, and associated components so we can accurately advise our clients on how to incorporate them most effectively.

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Ken Billups is the vice president of economic inclusion and social impact based in Los Angeles, California, where he is currently leading inclusion and community engagement for Intuit Dome. His strategic approach of actively engaging with the community to prioritize education, empower local businesses and foster transparent communication results in meaningful contributions to the city of Inglewood.

1. Tell us a bit about yourself – your role and career journey   

My journey began in my hometown of Los Angeles, where I was born and raised in a town called Inglewood. After completing my education, where I majored in business at Florida A&M University, a renowned historically black college and university, I returned to Los Angeles to embark on my career in the nonprofit sector. I started as a community organizer and leader, landing my first role overseeing the business inclusion and workforce development program for the Inglewood Unified School District (IUSD).

Subsequently, I transitioned into the private sector, focusing on inclusion initiatives in the construction and infrastructure sector.  Around two and a half years ago, I joined ArchTam Hunt to lead inclusion and community engagement initiatives for the Intuit Dome in my hometown of Inglewood, California and now as Vice President of Economic Inclusion and Social Impact for the LA Metro and Southern California area.

2. Talk to us about your work in the City of Inglewood, how have some of these projects and initiatives responded to the challenges and issues faced by the local communities there?

For our work in the City of Inglewood to be impactful, we first had to deeply understand the challenges, barriers, and needs of the local community. This involved active listening and learning in order to be responsive in our development and deployment of a business inclusion and workforce development strategy and ensure we really engaged with key stakeholders and community members. We prioritized education and youth support, to make sure our projects had a positive impact on future generations.

Our approach was highly strategic and inclusive, particularly in the empowerment of minority and local businesses. We made deliberate efforts to prioritize local residents, offering opportunities in the building trades and careers in construction. Open and transparent communication with the nearby community was vital to minimize construction-related disruptions. We also got actively involved in the community by supporting local block clubs that we call the ‘Good Neighbor’ program, which incentivizes and supports local neighbors, developed the first ever pre-apprenticeship program for IUSD — providing a starting point for local residents to enter skilled construction jobs, and supported the Inglewood Unified School District, by actively participating in after-school programs focused on architecture, construction, and engineering.

Our approach, emphasizing inclusion and community impact, was well-received by the local community. We continue to do great work, both within the projects we undertake and within the broader community. These efforts are instrumental in shaping a positive work culture in the communities we serve, aligning seamlessly with our commitment to ESG.

3. Community and stakeholder engagement is a vital part of urban renewal and regeneration, can you share any specific examples of successful community engagement strategies and their impact?

Successful community and stakeholder engagement starts with active listening and learning. At Intuit Dome, we organized various formal and informal events to understand the surrounding communities and cultures better. This insight influenced our decisions, including design choices and construction schedules that pertain to the sensitivity of the project that’s in the middle of the urban community.

Additionally, we were dedicated to being responsive to the needs and commitments that we had to the community. This included commitments to minority and local businesses, as well as ensuring the active participation of women in the trades related to our project. Our responsiveness extended to collaborating closely with key stakeholders, including faith-based organizations, city leaders, local businesses, and neighborhood block clubs, all of which contribute to the success of the project.

4. Business inclusion, workforce development and leadership are 3 vital ingredients in improving social equity. What are some of the best examples of these that you’ve seen across the industry?

At ArchTam, we take pride in our approach to business inclusion, workforce development and leadership. We’ve found ways to minimize barriers and maximize opportunities. We go a step further by investing in the marketplace and building capacity. When it comes to workforce development, we’ve identified strategic partners to collaboratively build opportunities for careers in construction. We focus on exposing the youth to various career paths within our industry and developing the future workforce.  We’ve also been very strategic about how we engage key stakeholders to ensure that they’re part of the success of the project.  

5. In your experience, what are some of the key elements in establishing successful strategic partnerships to advance equity, diversity and inclusion within a community?

We always say equity is a verb, but it starts with our leadership. Effective leadership is not only a commitment but an action. At Intuit Dome, we have a great leadership team that has embraced these commitments and ensured that our trade partners also adhere to these principles. So, equity is very much a part of leadership commitment.

Secondly, strategic partnerships are crucial. Equity is a team sport — it cannot thrive in isolation. It’s about leveraging expertise and resources to be able to identify the right trade partners that can work on the project because in this space, innovation happens through collaboration. The key elements — strong and accountable leadership coupled with strategic partnerships — create a framework where social equity can advance, leaving a lasting impact on projects and communities alike.

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Alexis Plair leads our strategic consulting team in Los Angeles, California. With 10 years of experience, Alexis is highly skilled in design strategy and driving product and design strategy for leading, mission-driven organizations across infrastructure, technology, urban design, clean energy, and transportation sectors. Through her work with public agencies on sustainable infrastructure, she has been a champion for social and climate impact in the Los Angeles area.

1. Tell us a bit about yourself – your role and career journey   

I am the manager of the Los Angeles team for Strategy+, ArchTam’s design-led strategic consulting group. My team works to guide organizations through strategic planning, process improvement, and organizational transformation. We also focus on understanding people and communications dynamics within organizations and advancing equitable community outcomes.

As a participatory design strategist, I approach design by centering the people we’re designing for throughout the entire design process. I work to engage the people we’re designing for in every stage, from defining goals and methods, to brainstorming and iterating on different ideas, to implementation and monitoring results. My approach in design strategy comes from my background as a product manager where I managed products and customer experiences with a focus on people, ensuring their needs were central to the entire product design process.

2. Talk to us about a project that has impacted or been a major highlight of your career. How is it solving the challenges and issues our clients and communities are facing today?

One of the highlights of my career so far has been working with a local client on a move management strategy. My team led the design strategy and internal work planning through each stage of the project, from data collection and understanding, to solution ideation, to the development and delivery of the final study. We put the users of the facility at the center of the project from start to finish, by facilitating interviews, workshops, and feedback sessions with stakeholders to understand their required equipment, operations, and logistics needs to inform our recommendations.

3. The rise of AI and other emerging technologies are driving organizations to modernize and transform the way they work.  How does the work of Strategy+ help businesses to ensure their future success?

My career actually began at IBM, focusing on artificial intelligence technology in the form of text analytics and natural language processing. So now, nearly a decade later, it’s fascinating to witness the widespread adoption of AI across various sectors, including the public sector and our diverse client base.

Generally, when we think about technology, we perceive it as a facilitator for smoother processes, streamlined data gathering, and increased efficiency. The key, though, lies in understanding how people engage with and adopt these tools. Knowing where AI and technology generally provide the most value and how they can be optimally integrated into processes is more important than whether or not the technology is used. The tools by themselves are not valuable at all — the value is only realized when people use and adopt them effectively, maximizing their potential benefits.

So, this is where our Strategy+ team comes in, guiding the people side of technological advancement. We help clients understand the tools available to them. We draw expertise from digital specialists and help our clients to connect the dots — clarifying the objectives behind using specific technologies, identifying potential risks and disruptions to the business, and guiding clients in considering these factors as they plan their digital transformation strategies. We empower our clients to proactively embrace change, harnessing the potential of these innovations, and enabling them to thrive in an ever-evolving technological landscape.

4. Are there specific strategies or frameworks you utilize to assess and enhance the social value of infrastructure projects in Los Angeles?

Los Angeles is home to a diverse population, and it’s crucial that we prioritize communities that may have been overlooked historically and adversely affected by past investments as we design the future of infrastructure in LA. This shift aligns with the broader commitments of the City of LA and LA County to integrate equity into every infrastructure initiative.

At Strategy+, we embed this equity focus into our strategic planning process. When defining program success, we include equity as a fundamental aspect of our discussions. We approach equitable outcomes and social impact with the same rigor as we do business outcomes, ensuring they are integral to our project objectives. We’re actively partnering with our clients to drive tangible social change in Los Angeles. We establish equity-based objectives, make sure we center the right people and track the right data. This holistic approach is testament to our dedication in fostering meaningful social impact in the Los Angeles area.

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