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A C O O P E R CAR RY MAGA Z I N E


We  aspire  to wake up every morning energized by the belief that we can change the world by designing a better environmental experience for its people. ASPIRE IS A PUBLICATION OF COOPER CARRY. ITS INTENT IS TO CELEBRATE THE PROJECTS AND THE PEOPLE WHO COLLABORATE TO MAKE THEM BECOME A REALITY.

EDITOR . . . . . . . . . . . . . . . . . . . . . . . PRATT FARMER ASSISTANT EDITOR . . . . . . . . . . . AMANDA D’LUHY DESIGN. . . . . . . . . . . . . . . . . . . JULIE ARGO YOUNG CONTRIBUTING EDITOR . . . . . . . . . . . . . YEN DINH COPY EDITOR . . . . . . . . . . . . . . . CHRISTINA BAILEY CONTRIBUTORS. . . . . . . . . . . . . . . . . . JORGE ABAD STEPHANIE ALLEN DOUG BARDWELL PATRICIA BROWN STEPHEN BUSCH KEVIN CANTLEY STEVE CARLIN ROBERT EDSALL HEBA BELLA ALI GAGLIARDO BOB JUST MARK KILL GWEN KOVAR LYNNETTE MCKISSIC ABBEY OKLAK ERIC PHAN MARCO PIERI KYLE REIS MEG ROBIE FRANCIS ROGG KIM ROUSSEAU KEITH SCHUTZ STEPHANIE SMID


FROM THE EDITOR

Welcome to this edition of Aspire It’s truly gratifying to work in a firm that has such diversity of talent, ideas, experiences, projects and people. Every day I am encouraged multiple times as I interact with our employees and clients. This issue of Aspire strikes me as one that highlights all of this and much more. You will be fascinated by an in-depth article about the Hilton Cleveland Downtown Hotel. The story, written and published by Properties magazine walks readers through the history of the development process, beginning back in 2009. The hotel opened to much fanfare in the early summer of this year. Our design teams are passionate about what they do, and when a project is recognized with an award by their peers or a professional group, it means a lot. In the past two years, Cooper Carry projects have won 25 awards! Not only will you get to read about them, but in our digital edition of Aspire we also link to them on our website. We share a recent interiors project, eVestment, in both words and pictures. You will learn how one company evolved from expanding their space to relocating, and the role Cooper Carry played in that two year process. Two members of the firm discuss The Art of Drawing in our continued series; and in honor of summer vacations,

several employees share their most memorable trip. I didn’t realize we had so many world travelers. Thought leadership is something we not only encourage, but promote as well. A recent SlideShare “From Classrooms to Board Rooms” examines the affect that first graders are now having on corporate office space. It is thoughtprovoking and informative about the way we learn, beginning at an early age. Also quite interesting is a photo montage of a scale model designed and built by Cooper Carry’s own Heba Bella. It was featured in the American Institute of Architects D.C.’s “Built to Scale” exhibit, which explored the use of scale models by architects. Bella’s model of the hypothetical “Boarding School for the Liberal Arts” was designed as part of her Master of Architecture thesis. We hope that you enjoy this edition of Aspire magazine and that something in the magazine will inspire you to greater heights.

All the best,

Pratt Farmer Associate Principal Director of Marketing


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CONTENTS Elevating Attention: Hilton Cleveland Downtown. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6 Design Awards Stack Up. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 18 Sign, Sign, Everywhere a Sign. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 28 Doing Well by Doing Good . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 32 Pacaya Lodge & Spa Employs Nicaraguan Locals, Trains Students . . . . . . . . . . . . . . . . . . . . . . 34 Alexandria’s 40 Under 40 Honors Abbey Oklak. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 40 Leadership VS Management . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 42 Flexible Suite of Software Results in Flexible Office Space . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 44 Old Town Alexandria, Virginia: A Portrait of a Past that is Present.. . . . . . . . . . . . . . . . . . . . . . . . 50 The Art of Drawing. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 62 From Classroom to Boardrooms. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 68 Business + Leisure = Bleisure. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 70 Belonging: Master of Architecture Thesis by Heba Bella . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 72 History of Architecture, Part Three. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 76 Go Big Yellow! Cooper Carry Soccer Team has Winning Season . . . . . . . . . . . . . . . . . . . . . . . 80 Cooper Carry Employees Share Their “Trip of a Lifetime”. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 82 Anniversaries & New Employees. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 90 Cooper Carry in the News. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 97 What’s New at Cooper Carry . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 98 On the Boards. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 100 Recent Wins. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .102 Contributors + Sneak Peak . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 106


Hilton Cleveland Downtown rises along city skyline, just in time for Republican National Convention (RNC) D O U G BAR DWE LL

Portions reprinted with permission from Properties Magazine, Inc., July 2016 www.propertiesmag.com

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zure blue skies with puffy white clouds over Mall B are always a welcome sight. Clevelanders and visitors can now enjoy them twice as much with their reflections off the spectacular 32-story Hilton Cleveland Downtown. This $272 million, 642,000-square-foot, 600room hotel at 100 Lakeside is the latest and largest hotel to open just in time for the Republican National Convention. By now, you’ve probably forgotten about that onequarter percent sales tax increase, which was proposed by the county commissioners back in July 2007. But the upside is that we now have a new convention center, Global Center for Health Innovation and beautiful new hotel to show for it. Whether you spend a night there or just stop

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in to experience Bar 32 and its jaw-dropping views of Cleveland, you’ll undoubtedly appreciate the results.

OFF TO A CONTENTIOUS START On May 4, 2009, the podium was set up on Mall B, with Public Hall as a backdrop. Mayor Jackson announced to the world that an agreement had been reached between City Hall and the county commissioners. A letter of intent had been signed and the then-titled Medical Mart/Convention Center deal would proceed. “We are pleased that we have reached an agreement that we think represents the best interests of both the city and county,” said Commissioner Tim Hagan, then president of the Board of Commissioners.

Not everyone agreed, as concerns were raised with the agreement by many in the community. A day later, Jeff Appelbaum, chairman of the Construction Project Management Group at Thompson Hine and managing director of Project Management Consultants, LLC (PMC), was hired to address those concerns and move the project forward. He began by untangling the original deal and structuring a complicated series of agreements covering the purchase of real estate, the management agreement and construction delivery of the project. Key to the financing was fast-tracking the project to enable it to receive “shovel-ready” stimulus monies available in 2010. “We were able to put the whole project together using bridging designbuild project delivery and


special financing in such a way that we were the only project in Ohio that could take advantage of the stimulus money,” explains Appelbaum. “So, not only did we get our full requested allocation, we were able to absorb all the other Ohio unallocated funds, as well.” Secondarily, fasttracking was necessary to be “first-to-market” with a Medical Mart to preempt competitive projects in Nashville and New York City. A Construction Administration Agreement was crafted by the commissioners in January 2010 to enable the developer, MMPI, to build just the convention center and the Medical Mart. It also provided the county with certain termination rights should MMPI fail to perform adequately. By December 1, the master budget was capped at $418 million. Before the year wrapped up, the county was rocked by 37 FBI indictments against county officials, auditor’s office employees, sitting judges and contractors.

THERE MUST BE A BETTER WAY In November 2009, the Cuyahoga County electorate voted for a new charter form of government that created a County Executive and 11-member council. In November 2010, Ed FitzGerald was elected Executive. In January 2011, just as FitzGerald was being sworn in, construction started on the Convention Center and

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they were relocating their offices, which would open the northwest corner of the property for hotel development. “So in March/April 2013 we did a quick study including site fit, parametric estimating and preliminary schedule,” says Appelbaum. “We took this information and presented it to FitzGerald and Mayor Jackson on May 20, 2013,” recalls Appelbaum. “Knowing how much money we had saved on the Convention Center by this time, we were able to present not only a concept plan for the hotel, but also a financing plan and a schedule for completion. Taxpayers would not have to contribute anything additional to get a hotel.” Medical Mart projects. As the project got underway, it was apparent that MMPI would not be the ideal operator for the project, and the County began to press its termination rights to remove MMPI as developer based on its apparent lack of operational management capabilities and the opportunity to achieve substantial savings through their removal. They were ultimately dismissed by the fall of 2013 and replaced by a non-profit authority (The Cuyahoga County Convention Facilities Development Corporation), which resulted in better operations and substantial savings to the county. During the same period, as the Convention 8

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Center and Medical Mart complex neared completion, the county also turned its attention to the need for an attached convention center hotel. “Funded by Destination Cleveland, we conducted a study in January 2013, which showed that all our major competitor cities [Pittsburgh, Columbus, Cincinnati and Indianapolis] had 500+ room hotels immediately connected to their convention centers,” explains Appelbaum. “Meeting planners also confirmed that we were 600 rooms short of being able to attract the most desirable major events.” At the same time, county officials had decided that

Financing of the project would consist of construction savings already realized, hotel revenue generation, a TIF, bed-tax generated by the hotel itself and a portion of the quarter percent sales tax. Without any of the typical governmental delay normally expected, 16 days later, on June 5, 2013, FitzGerald announced the plan for a new hotel with an accelerated schedule for June 2016 completion.

PROJECT FAST TRACK The first step for Project Management Consultants, as owner’s rep, was to go out with an RFQ for a Design/Concept Architect.

Seventeen national and international design firms responded. From there, a short list was developed and six were invited to present. Cooper Carry, represented by partners Robert Neal, AIA and Pope Bullock, AIA, won the competition and were given conceptual design responsibility. “Initially, from a planning perspective, our approach was to better understand the site, as it was envisioned by Daniel Burnham’s Group Plan of 1903, and to contribute to the completion of this work,” explains Neal. “We designed the building to express a unique character that represented Cleveland’s future while borrowing from its rich history.” A former Clevelander, Ellis Katz presented for John Portman & Associates, one of the teams that was in the final running but was not selected. Determined to come back to Cleveland, and to be a part of the project, Katz accepted an offer from Appelbaum to head up the hospitality group at PMC, which served as the owner’s rep for the project. Subsequently, RFPs (requests for proposals) were issued for a Bridging Design/Build team and the tri-venture of Turner/ Ozanne/Van Auken Akins Architects was successful. By November, a DesignBuild Agreement was created and was signed in 2013. The team then hired Stantec (VOA Associates)


of Chicago as Architect of Record to work with Cooper Carry, the Design Architect. The building’s interiors were designed by Pam Anderson of Anderson Miller Ltd., directed from the firm’s Bloomfield, Michigan offices. “Anderson Miller quickly embraced the notion to create an authentic experience rooted in its sense of place,” Neal says. Finally, RFPs were issued for hotel operator, FF&E (furniture, fixtures and equipment) supplier and OS&E (operating supplies and equipment) supplier. Bray Whaler of Centennial, Colorado obtained the FF&E package, while Hilton Worldwide was successful for both other bids. “Early in the design process, meetings were held with project stakeholders and the general public,” explains Bullock. “From these meetings, several requests were discussed and goals were better defined. The desires for a space where Clevelanders could experience the hotel were first heard at these meetings. As a result, the owners revised the program to include a rooftop bar.” Looking at the eastern side of the building, one notices a slight crease in the building’s reflective curtain wall of Viracon glass. According to Neal, the crease actually mirrors the crease in the mall itself. “It was important that design expressions were

“The existing neo classical structures on the mall are distinguished by solid corners, a one story base, and columns reaching to the cornice. We created a modern abstraction for the building base using the same compositional elements,” says Pope Bullock. AIA

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intentional and developed in a way that was reflective of Cleveland,” he said. “The metal projections along the lower portion of the building were designed to recall the construction of the iron work history in Cleveland. This approach provided layers of depth and interest to the façade, while recognizing the height of buildings determined in the group plan.” The design of the exterior was developed by the team as a collaborative effort, using the design criteria presented by Cooper Carry as a starting point. Unique elements of the design include the slope of the façade and the 10

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cantilever at Bar 32. As the team further developed the design, rigorous collaboration was a key part of the process. Turner, Cooper Carry, Harmon (the building enclosure contractor), Stantec (VOA) and the consultants worked together to develop concepts, systems and details, and to assure the initial design vision was maintained. “We didn’t see our task to design a specific building on a specific site as much as we saw it as an opportunity to contribute to the growth of a city and to build upon ideas that were principally strong. The physical building was the result of understanding those ideas,” Neal says.

BEAUTIFUL INSIDE AND OUT “As a member of the design team, we worked closely with the Design Architect, Cooper Carry out of Atlanta,” says Pam Anderson, principal of Anderson Miller Ltd. “The overall design aesthetic is contemporary and cleanlined, providing a backdrop for an extensive local art collection commissioned by hotel owner Cuyahoga County. The lobby features a custom designed, patterned terrazzo floor in shades of charcoal to gray and white with silver metal accents in contrast with natural walnut veneer. The floor pattern also extends

to the ceiling above, reinforcing the diagonal line of the structure in both locations. Green, preserved moss panels provide an organic relief to the reception area and extend to the oval bar above.” The hotel contains a $1.5 million art collection commissioned by project art consultant Kalisher on behalf of Cuyahoga County and produced by its resident artist population. The contemporary collection features largescale artwork installations and sculpture contrasting with the creamy cool envelope of the interior design palette. “As a design component, we wanted to acknowledge the importance of industry


and steel fabrication to the origination and subsequent development of the city of Cleveland,” Anderson says. “The central design element is a cylindrical screen composed of twoinch-wide steel members, resembling the latticework of Cleveland’s many bridges, and housing the reception area and front desk. The screen structure is canted to mimic centrifugal motion. Steel members were ‘spun’ from the central screen, creating a series of smaller screens and illuminated steel elements that appear to spin to the ceiling above. The steel elements represent the origins of the steel industry in Cleveland and the evolution of these beginnings to a prosperous diversity of business and industry coinciding with the gentrification of what is now the revitalized City of Cleveland.”

to maintain the schedule. We started off with coordination calls once or twice a week, and later transitioned to meetings on-site as the building progressed.” There were dozens of unique areas that required special attention, such as the lobby bar, reception

area and high-tech meeting rooms, as well as integration of all the artwork. The ballrooms were the ones most people commented on, however. In the main ballroom on the fifth floor, suspended drywall panels create a diamondshaped ceiling pattern with diagonal bespoke

LEFT: The porch faces Daniel Burnham’s Group Plan and activates the open space with a restaurant, bar and views from the conference levels.

The registation area (top) and second floor bar are connected by a two-story moss covered green wall.

RIGHT:

Working locally, Robert Klann of Robert P. Madison International, Inc. translated interior design concepts into construction documents. With multiple trips to Detroit to meet with Anderson Miller, each wall, each floor and each ceiling were individually specified. Reflective ceiling plans with distinctive lighting were one of the favorite components they developed. “It was an extremely collaborative process,” recalls Michelle Crawford, designer for Madison. “Everything needed to be carefully specified to maintain design intent, but also turned around very quickly AS P I R E

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lighting elements. “These fixtures were created by Preciosa International Inc. in the Czech Republic, who sent their own installation team,” Crawford says. The third floor junior ballroom wasn’t without its special ceiling either. Somewhat reminiscent of Lake Erie, “the ceiling panels ripple across the room and suspended octagonal pendant fixtures provide illumination,” Crawford says.

CONSTRUCTION STARTS As subcontractors were finalizing their bids for the construction contracts, they were each asked to submit their hiring goals for SBE, MBE, FBE, etc. Upon award, their estimated goals were made part of their contractual agreements. At the end of the project, results were compared and all goals were met or exceeded. “As a 100 percent femaleowned small business firm, we were thrilled to see so many of our fellow MBE/FBE/SBE partners involved,” says Jill Akins, principal in Van Auken Akins Architects. “Having to take time to demolish and abate the former County Administration Building actually gave us time to analyze multiple scenarios and create the ideal accelerated schedule,” says Marty Burgwinkle, project executive for Turner Construction Company. “If the county hadn’t agreed to do a double move, the 12

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project could have never opened June of this year.” The largest challenge for this project, seemingly, was the compressed schedule. Being brought on board as part of the team in 2013, Stantec (VOA) quickly assembled their entire team and moved directly into a fast-track process of design packages, keeping pace with work in the field that was commenced as we were still developing documents. “Another of the keys to our success was having great design-assist subcontractors who were committed to the target budgets and timetables,” Burgwinkle says. Having their assistance during the design phase enabled the fast-track completion needed to deliver this project on time. “Fortunately, much of our design assist team had also worked together on the Convention Center project and were already up to speed on our procurement and diversity goals,” says Burgwinkle. “We co-located all their offices with us in one big area, so coordination was just a matter of walking down the hall.” “Our fully integrated team was also a prime reason for our success,” adds Jason Jones, general manager of Turner Construction Company. “Ozanne’s and VAA’s superintendents

and engineers blended perfectly with ours. People never knew what firm they were dealing with; it was just one collaborative effort.” On the design side, Barber & Hoffman, the structural engineer, Karpinski Engineering, mechanical and electrical engineers, Robert P. Madison International, the local architect partner, Osborn Engineering, civil engineer, – along with many others, contributed to the project’s success. With a compressed project timeline and a fixed completion date, the project indeed posed many unique challenges, according to Brian Stewart, project director with technical and engineering consulting firm NV5. “Before construction started, NV5 worked with Turner to prepare the detailed baseline schedule, taking into account concurrent design and construction work, a phased bid/award process, challenging site logistics and planning for the construction of a high-rise building through two winter construction seasons,” he says. By December 2013, abatement was completed on the old County Administration Building and work could begin for the new hotel.

“On a zero lot line, extremely compact site, there was barely enough room to sink the 29 caissons, ranging in size from three feet to seven and a half feet diameter, down to a depth of 200 feet,” explains Jones. “Because the possibility of a hotel was considered when the convention center was started, a penetration point had previously been identified to connect the two buildings,” says Appelbaum. That connection located at the northeast corner of the lower level in the hotel matched up with the concourse level of the convention center. As efficiently as the job began, Mother Nature had other ideas come winter. “Rising 32 stories with a cast-in-place concrete frame for the guest room tower, during the horrendous winter of 2014-2015, we lost 59 days of work due to wind and cold – 14 days in the month of February alone,” relates Burgwinkle. “I’ve never lost that much time to weather on a project before.” Fortunately, with all the advance planning and scenario evaluations, schedules were adjusted and work continued. “Daily collaboration with the design-assist partners was extremely important in keeping pace with the

The 32 story hotel as seen from the mall. Bar 32, an Indoor/Outdoor bar is located on the top floor, offering sweeping views of Cleveland and Lake Erie. According to Pope Bullock, AIA, “The glass tower has three vertical sections to enhance the verticality of the horizontal building mass, each section has a different treatment to the glass and mullion.”

LEFT:

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fast-track process,” says Brian David, senior vice president with Karpinski Engineering. “Not only do high-rise buildings present many technical challenges, but the design and construction processes were at times moving hand-in-hand – and communication is always key. Our engineers spent many, many hours on-site doing just that – working closely with Turner’s team.” By October 2015, the building was closed in and protected from the weather. Lean construction played a major role according to Jones, especially on the tight site, roughly 300 feet by 350 feet. Burgwinkle’s team had done a complete material status list, so every delivery could be planned and scheduled. Just-in-time deliveries were a requirement with no laydown areas available. The other saving grace for the project was BIM (building information modeling), which enabled much of the electrical and mechanical systems to be prefabricated off site, eliminating any cutting in the field. Electrical outlets were prewired, pipes were precut and entire rack assemblies of pipes could be lowered into place. In the heating plant alone, Burgwinkle explains that there are over 6,000 welds in some rather sizeable piping. Utilizing BIM technology to facilitate prefabrication, 4,500 of the welds were done off-site, under controlled 14

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conditions in the shop, and they all fit with precision when delivered to the site. The final benefits were realized in lack of waste, scrap and clean-up needed as the work progressed. Rich Baxendale, mechanical engineer with Osborn Engineering, notes that special attention was paid in fire pump and standpipe design for the project, specifically regarding working pressure of the system and pressure limitations of the components. “Given the available water supply, the pump was appropriately sized to supply the required flows and pressure throughout the building, which was split into two pressure zones through the use of pressure reducing valves,” he says. “This approach allowed the design to minimize the required use of high pressure fittings and components.” All the subs brought their A-team tradespeople, according to Jones, and Turner made sure the site was a safe and clean place for the workers, most of whom worked continuing overtime schedules. As the job came to a close, they were awarded recognition from Liberty Mutual for 850,000 man hours without a losttime accident. Completion of the project was achieved well in advance of the June 1, 2016 hotel opening date. With early completion and more than $1 million of contingency monies returned to the owners,

Dusk view of the guestroom tower as it rises above the public space podium

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From the living room corridor, views to City Hall, Lake Erie, First Energy Stadium and the Rock and Roll Hall of Fame.

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consultant Zack Bruell. Together, they toured New Orleans, Charleston and Austin looking for inspiration.

EQUIPPED FOR CONVENTION BUSINESS

everyone judged the construction to be a resounding achievement. “We couldn’t have had a better team,” Burgwinkle says. “From Ellis Katz, the owner’s rep, to the designers, to our subs and our partners on the project, this was the perfect team. There was never a hint of finger-pointing; everyone collaborated to bring this project in as planned.”

the demographics of the community and many of our employees are new to the hospitality business, but all possess great attitudes, wanting to be of utmost service to our guests. Secondly, our views are tremendous, from the second floor ‘living room’ space, all the way up to Bar 32 on the 32nd floor; and lastly, our art collection is without parallel.”

FROM THE HOTEL’S VIEWPOINT

One hundred ninety-four pieces of original art were commissioned for the hotel, all from Ohio artists. Familiar names like Harvey, Duda, Drost and Schrekengost all have work on display. “A dozen Cleveland-based artists were given commissions to create Clevelandthemed murals above the headboards throughout the hotel,” adds Agosta.

As one of the premier convention center hotel operators, and with a worldwide sales team, Hilton was a logical choice for operator. This is the first hotel in Cleveland for its flagship brand – Hilton Hotels & Resorts. Hotel General Manager Teri Agosta said she thinks three things set this hotel apart. “Our staff of 350 clearly reflect

In addition to professional artists, shutterbugs from across the region

submitted “selfies” with the hashtag #MyCLEPhoto, and 2,800 of them have been used to create a panoramic Cleveland skyline mosaic on the wall leading to the Convention Center. Walking in through the front door, “It’s like a hotel and a museum, all in one,” said one of the doormen to Agosta. Not only was he correct, you could say it’s a living museum, as multitextured and multi-level moss creates live murals the width of the reception/ check-in area and again on the second floor in Eliot’s Bar. In addition to Bar 32 and Eliot’s, the Burnham will be the hotel’s threelevel, signature restaurant, named for Daniel Burnham, architect of the Cleveland Group Plan. Executive Chef Maxime Kien and Chef de Cuisine Ryan Beck promise to offer a wide variety of American fare with help from famed Cleveland restaurateur and

Able to serve the needs of conventioneers, the hotel boasts 600 guest rooms, 37 of which are suites, including two-bay and three-bay suites. All of the rooms are decorated with Cleveland-inspired art, but two of the suites have special themes – the Graffiti Arts suite and the Rock and Roll Hall of Fame suite. A stylized map of downtown is woven into the carpet in all the elevator lobbies. For recreation, a full-sized pool is located on the sixth level, where you’ll also find a dozen Precor machines in the fitness room. If you prefer to exercise in private, opt for one of the Hilton Fitness Guestrooms outfitted with in-room yoga or cardio/ strength training setups. For meeting, wedding or banquet needs, the hotel offers more than 50,000 square feet of flexible function space on floors three and five. The Superior is the 20,778-square-foot grand ballroom on the fifth floor, while the Hope junior ballroom on the third floor adds almost 16,000 more. Each can be sub-divided into four or five smaller spaces and each floor also offers up to four additional separate meeting rooms with full-height lake views. AS P I R E

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STILL TO COME Between now and the end of next year, look for two more additions – both for pedestrians. An underground connector is currently under construction to take guests from the hotel to the Huntington Garage, across 16

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Lakeside Avenue, notes Reed Boden, civil engineer at Osborn Engineering. “The tunnel will connect to the lower level of the hotel, allowing patrons increased parking access without having to endure outdoor elements,” Boden says. Above ground, look for an iconic-designed, elevated

walkway over the railroad tracks and the Shoreway, down to the grassy area of the North Coast Harbor. “With the Hilton Cleveland Downtown, we now have a world-class hotel that will help attract many more visitors, conferences and meetings to Cleveland,” says Cuyahoga County

Executive Officer, Armond Budish. “It’s a beautiful hotel, well designed and constructed with maximum views of the city that become greater the higher up you go.” “If not for the Hilton, we would not have attracted the Republican National


Convention,” he says. “It also acts together as the third leg of a stool with the Convention Center and the Center for Global Health Innovation all working together to bring more business to the region. And, this in turn will enhance all the other hotels and businesses in

the community. “We’re very proud that the hotel reflects our city through its use of artwork throughout the facility and glad to be moving forward with the tunnel access to the parking garage. Our tradesmen in this area are second to none and we’re proud

that Turner Construction, working with their teams of subcontractors and suppliers, were able to deliver this ahead of schedule and well under budget.”

The Cleveland Downtown Hilton in its location adjacent to the Huntington Convention Center and the Global Center for Health Innovation ABOVE:

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DESIGN AWARDS STACK UP


Engineered Biosystems Building (EBB) Georgia Institute of Technology, Atlanta, Georgia

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AIA Georgia, Design Merit Award CMAA South Atlantic Chapter, Project of the Year CMAA South Atlantic Chapter, Project Achievement Award >$100M Construction ENR Southeast Award of Merit for Best Sustainable Building Practices

(Excerpt from AIA Georgia Awards Program) The Georgia Institute of Technology’s new Engineered Biosystems Building (EBB) is a six-story, 218,000-square-foot research facility. The design for EBB re-conceptualizes laboratory design, creating an interdisciplinary environment that supports the acceleration of advanced research development. EBB brings together chemists, engineers, biologists and computational scientists to foster interdisciplinary collaboration in research neighborhoods designed around a targeted focus. Encouraging active engagement and collaboration between researchers from varying disciplines was a core driver in the research facility’s design. Challenging traditional laboratory design — typically composed of small silos of individual research teams – EBB creates a system of open lab neighborhoods that foster engagement. The building is organized into a series of layers, which include research support labs, a linear equipment corridor, research labs, open graduate student offices, closed post-doctoral offices, collaboration and teaching spaces and a researcher office wing. Open office clusters are situated with a direct line of site for research assistants to see into the lab from their write up area. EBB’s interactive and open-lab environment is enhanced by transparency and an ease of collaboration that extends to its two-story break area spaces which bookend the building. Spaces that require privacy remain in thoughtful proximity to the lab neighborhoods and, where needed, glass partitions interrupt open space to provide privacy between the graduate student offices and open lab spaces. Breakrooms bookend the building, alternating floors to direct vertical circulation. This design move ultimately encourages those who have breakrooms on their own floor to move not only laterally but also vertically throughout the building. This circulation pattern

allows for serendipitous interdisciplinary interactions which may not otherwise occur if researchers had all amenities in their home neighborhood. The building café creates an additional place for researchers to gather and congregate amongst each other and with researchers from neighboring buildings. Currently tracking LEED Platinum, EBB is situated at the historic headwaters of the Atlanta water system. Revealing this water source became a dramatic connective tissue for the building and campus. Landscape runnels and a wetland pond expose water coming from foundation dewatering, rainwater cisterns and condensate collection while showcasing site ecology and giving building occupants a place of respite. EBB’s vertically-scaled, narrow structure exhibits a light footprint that maximizes the scale at which daylighting penetrates the entire building. Views frame northern Midtown across Atlanta and create a more porous, transparent edge to the entire campus as a new vibrant entry. Lake|Flato joined our team as the design architect. Learn more about the project.

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900 16th Street NW Washington, D.C.

Washington Building Congress, Craftsmanship Award

This prestigious building located two blocks from the White House, combines a Class A office building with an Iconic Church for the Christian Scientists. The site is notable in that we demolished a controversial brutalist I.M. Pei building. Because the former building was designated a historic landmark, it took 17 years to redevelop the site. The Church is a light airy glass structure deliberately transparent to convey an open, welcome feeling. The “jewel” like façade constantly changes as the sun moves past the site. This façade was technically challenging, taking three years to engineer in multiple 3D programs, with designers from Germany, structural fabricators in Bulgaria and glass fabrication in Abu Dhabi. In contrast to the church, the office building is expressed in a very classical vein that reflects the character of the Washington Historic District. It is faced in Cherokee marble and Indiana limestone with bronze articulated details. Interior lobby materials include a feature wall, which has a real gold thread fabric, hand spun by an artisan in Paris.

Talley Student Union North Carolina State University, Raleigh, North Carlolina • • •

Architectural Woodwork Institute National AWI Award of Excellence ENR Southeast Award of Merit Association of College Unions International (ACUI) Facility Design Award

The six-year gestation period of the Talley Student Center was part marathon, part roller coaster and part phenomenon. The marathon started with a multi-day charette and interview process, which inspired the ensuing journey. The involvement of students from 20

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The nine-story building is 201,481 squarefeet. It includes a restaurant, a fitness center and three stories of below grade parking. The top floor has an occupied penthouse with a large roof terrace overlooking the White House and the Washington Monument. Due to recent zoning changes, our project has the last occupied roof terrace this close to the White House. Cooper Carry (architect) collaborated with Robert A.M. Stern Associates (designer) on the project. Learn more about the project.


the beginning brought unbridled energy and insight to what could be done. The roller coaster of balancing all the programs, areas, costs and adjacencies brought highs and lows that resulted in a phenomenal ride of design energy. The crossroads of campus was born and neighborhoods of student space emerged and took shape. The building needed to stay open and remain in service as construction phases proceeded, shifting from building new, abandoning old, renovating anew and shifting again. It was an evolutionary transformation, which both encapsulated and reinvented what had been there before. A defining moment occurred during a construction visit when a visiting alumni stopped and

asked, “Where is Talley?” as we stood in front of the building that she could no longer recognize from her time on campus. The phased occupancy by students provided inspiration along the way. When the new dining areas opened in fall of 2013, the building came alive and never looked back. The final phase opened in fall of 2015 and slowly culminated our journey with the project. It had truly become the new crossroads of the campus and the nexus for student life at NC State. It has been an enlightening and gratifying trip. Duda|Paine was the architect in association with Cooper Carry as the interior architect.

It was an evolutionary transformation, which both encapsulated and reinvented what had been there before.

Learn more about this project.

Student Recreation & Activities Center Kennesaw State University, Kennesaw, Georgia

American Council of Engineering Companies of Georgia (ACEC Georgia) Engineering Excellence Award

When the doors of the new KSU Recreation Center opened, students took to it like an old friend. It was amazing to see how every area was instantly swarming with students using the equipment, courts and climbing walls. There were pickup games on the basketball courts, aerobic equipment humming and weights clanging throughout the fitness space. A few days earlier it had been empty. To see the spaces so engaged and full of students made the journey all worthwhile. The challenges of balancing the scope, costs and quality through a complex bridging document delivery approach culminated in a place that will encourage health and wellness for so many. The new facility succeeded in maximizing the value of the preexisting building by seamlessly connecting it with the new. The soaring spaces infused with natural light have become a

welcoming new destination on campus. All that mattered to the students was that it was done, and they now had a place to blow off some steam, make some new friends and balance out the rigor of college life. Learn more about this project.

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Marriott Marquis Washington, D.C. • •

NAIOP Best Mixed Use Project Washington Building Congress, Craftsmanship Award

On May 20, 1927 - the day aviator Charles Lindbergh began his historic transatlantic solo flight – J.W. Marriott opened a nine-stool root beer stand on 14th Street in Washington, D.C. In June 2014, Cooper Carry opened the Washington Marriott Marquis, the 4,000th hotel in the prestigious company’s history. The largest hotel in our nation’s capital, the project was conceived to provide guestrooms and meeting spaces needed to support the popular Washington Convention Center. “Washington is one of the world’s greatest cities and we American Federation of Labor building was integrated are excited to host visitors and groups from across the into the hotel’s design, housing a specialty club, a globe at our newest hotel two-level exercise facility to fly the Marriott Hotels and selective boutique flag. The Marriott Marquis guestrooms. Washington, D.C. also has created more than 500 The height limits placed new jobs, with 63 percent on the facility required coming from the District,” that the convention said J.W. Marriott Jr., and banquet spaces be Executive Chairman. The located below-grade. hotel provides multiple Large openings are placed food and beverage outlets, in the floors to introduce state-of-the-art conference natural light to these and banquet facilities and below-grade floors giving will serve as the nation’s the appearance of spaces capital flagship convention located at or above grade. hotel. Supporting this design - J.W. Marriott Jr., principle is a 189-footExecutive Chairman Located along long glass porte cochere. Massachusetts Avenue, Such a structure might one of the most have created a cavernous recognizable street names space at the entrance; in the world, the architects however, natural light were challenged to create a large convention hotel that filters through the canopy and lands in the lobby would fit into the smaller urban scale of Washington. and convention spaces beyond, similar to the glass This was achieved in part by providing a unique building awnings so often seen on the world’s embassies along massing that respects the proportions of the existing Massachusetts Avenue. The facility was designed and context. District of Columbia guidelines restrict the documented in collaboration with tvsdesign. height of downtown buildings, so the massing was sensitive to other neighboring buildings. The historic Learn more about this project.

The Marriott Marquis Washington, D.C. also has created more than 500 new jobs, with 63 percent coming from the District,”

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Plantation Golf Club at Sea Pines Hilton Head Island, South Carolina

Clubhouse of the Year 2015, Golf Inc. Magazine

If you golf, or you know someone who does, then you know regardless of how wonderful a golf course might be, it’s the clubhouse that makes the day. That’s certainly true with the Plantation Golf Club at Sea Pines resort in Hilton Head, South Carolina. So much so that Golf Inc. Magazine named it their “2015 Clubhouse of the Year.” An excerpt from the magazine properly sets the tone, “[T]ake one look at the new clubhouse at Plantation Golf Club and its role as a winner is clear. The elegance of the Lowcountry aesthetic awed judges for being simultaneously grandiose and understated. Bob Neal, AIA and Manny Dominguez, AIA, dutifully explored both courses before deciding a backward design approach was best.” Zach Wilson, RA and T. Jack Bagby, RA rounded out the design team. From the outset the design team recognized the significance of the clubhouse and how the facility would be required to serve many purposes. It had to not only be a place where golfers would finish their day with dinner or a beverage, but others could come to relax, grab lunch, shop for branded items or simply socialize. Creating a sense of arrival is very important for any building but especially so for resort-type properties. “I believe that our extensive experience in designing hotels, and certainly resort hotels, afforded the team a greater vision for how we should treat the club,” Dominguez says. Along with wings, the building’s three smaller areas are connected through a perimeter of porches — a truly Southern element that Neal says could not be overlooked. “The Southern expression of

a porch has a lot of connotations,” he said. “It is really meant to be the living room of the community.” The design team did not want members to feel displaced. So, elements of the previous clubhouse, including Savannah gray bricks and a bronze alligator statue, were reclaimed. “It was important that members felt like they had some of their past integrated into the design,” Dominguez said. “We reused old materials so as not to let go of that history.” Utilizing plenty of large windows, the clubhouse takes advantage of the 270-degree view to the north, east and west. Learn more about this project.

Georgia BioScience Training Center Social Circle, Georgia

AIA Georgia, Design Excellence Award

(Excerpt from AIA Georgia Awards Program) The Center — operated by Georgia Quick Start, a division of the Technical College System of Georgia — was designed to meet three main objectives: to serve as a flexible facility that can accommodate a variety of industry training technologies, laboratory operations AS P I R E

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and pedagogical approaches; to be a dramatic showcase for economic development to serve as a strong marketing piece to present to professionals and prospective industry clients; and to create a ‘home’ for bio-industry professionals in Georgia with state-ofthe-art conferencing and meeting spaces, which will host networking and professional events that create synergies across the state. Assistant Commissioner for Economic Development for the Technical College System Jackie Rohosky stated, “Beyond training and the provision of a pool of workforce talent, we also collaborated with Baxalta on the design of the center by deciding what needs to go into planning a state-ofthe-art facility. We initially looked at other centers, but decided to go with an entirely original design—a one-ofa-kind. We looked to nature and many of the aesthetics tied to the life sciences industry.” The design team advanced the clients vision with subtractive design ideas; in effect each decision should resolve multiple issues and create a uniquely tailored experience. The approach to the Training Center was to synthesize multiple levels of transparency, material contrast and engineering to create a strong juxtaposition against the natural backdrop. Guests are engaged by a main entrance canopy structure that is engineered as a double cantilever. The client’s goal of a high-tech/high performance building translated into the idea of a secondary skin or “veil.” This stainless steel fabric screen reduces solar glare and heat gain with a precision engineered aesthetic. The resulting shading device is expressed independently from the main envelope with faceted panels to create a sense of

The Woodley Washington, D.C.

Washington Building Congress, Craftsmanship Award

The main lobby of this project features walnut panels on the walls and fluted columns, and the ceiling features walnut beams with crown molding. The lobby desk is comprised of a polished bronze. Both the club and library rooms include African mahogany with diamond pattern mahogany panels and fluted columns, as well as beautiful solid mahogany pocket doors and acoustical wall panels with custom fabric. Learn more about this project. 24

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movement by reflecting the sun and sky to create depth, shadow and crystalline effect. When siting the building, we elevated the natural grade to provide a greater scale and presence while visually screening services and parking. Labs, classrooms, offices and multipurpose/ event spaces were designed with a module to enable future flexibility. Building planning centered on the idea of a “10-minute marketing tour” as the state will tour thousands of future “prospect” companies through the facility. The spaces were organized around a central ellipse shaped event space courtyard, which is open to the sky and lined with glass walls, infusing light to interior circulation and breakout collaboration spaces. Diffused “borrowed” light then passes into the training spaces. By centralizing this natural amenity and event space, all spaces are energized by daylight while vistas create an open, highly-collaborative environment. Modular planning provides flexibility for future companies that may require space modifications. The module is expressed in the architecture to provide scale and rhythm. The result is a high performance design that evokes the sophistication of 21st century biomanufacturing. Learn more about this project.


Capitol Point Hyatt Place Washington, D.C.

Washington Building Congress Craftsmanship Award

Moisture intrusion into walls can cause a variety of issues in a building. Rain screen panels serve to protect exterior walls by efficiently draining rain on vertical walls. Beyond water mitigation, the panels give the Capital Square Hyatt a unique exterior look. Window wall, architectural cast-in-place concrete, metal panels and granite stone were all used but the rain screen panels give the building the unique look. The rain screen panels are fiber cement panels of varying size and color, including three shades of red/orange and three shades of gray. A randomized color selection was used, as the panels were installed at the penthouse walls, and various locations on all four elevations, as well as bands running across building elevations. To install the panels, first a sub frame was installed, then insulation, then the panels themselves, including four

rivets per panel. There are thousands of panels on the building, each with a unique and exact location. Learn more about this project.

North Atlanta High School Atlanta, Georgia

American Council of Engineering Companies of Georgia (ACEC Georgia), 2015 Engineering Excellence Award, Grand Prize

When Cooper Carry was awarded the New North Atlanta High School, the design team knew it would be the project of a lifetime. How many architects can say they have an 11-story high school in their portfolio? At the start of the project, the team contemplated how this would be done. Fast forward to 2016 and the school has been open for two years. It’s been in the news, it’s been written about in numerous national and local publications, but most importantly, it’s been a huge success. A project of this magnitude certainly had its obstacles. In order to get 2,400 students to class on time at the sound of the bell, the design team had to figure out creative ways to encourage students to use the stairs in addition to converting the elevators to state-of-theart destination elevators. In order to keep students AS P I R E

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safe, all the floor-to-ceiling glass was changed to high performance laminated safety glass, which also allowed the opportunity to make the building energy efficient. Since life safety codes for an office building built in the 70’s were different than that of a school built today, many new revisions were made that not only met new codes, but exceeded them. As the site was far from flat, in an effort to minimize grading and deforestation, existing parking lots were converted into sports venues. A lot of money was saved in the process, but moreover, the site retained its beauty.

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In a building that spans across a lake set in a rugged wooded landscape, it’s hard to miss that the occupants appreciate their “one of a kind school.” It can be seen in their faces when they talk about their school. At Cooper Carry, we call this “pride of place.” While it is apparent that many good decisions had to be made to make the project an award winner, the first one came from someone at Atlanta Public Schools who had to say “Why not?” Learn more about this project.


OTHER RECENT RECOGNITION Cooper Carry is a contextually oriented design firm whose central focus is the creation of successful places, buildings and spaces for people. In one word: Communities. The firm has planned and executed the design of over thirty-five new urban and suburban districts, representing over 35 million square feet of facilities and billions of dollars of public and private investments. A summary of recent awards follows.

2016 • Fairfax County Exceptional Design Award, Bailey’s Upper Elementary School for the Arts and Sciences, Falls Church, VA • CMAA South Atlantic Chapter, Project of the Year—Georgia Tech, Engineered Biosystems Building (EBB), Atlanta, GA • CMAA South Atlantic Chapter, Project Achievement Award >$100M Construction—Georgia Tech, Engineered Biosystems Building (EBB), Atlanta, GA • DBIA Mid-Atlantic Region, Honor Award—NASA Integrated Engineering Services Building, Hampton, VA • Architectural Woodwork Institute National AWI Award of Excellence— North Carolina State University, Talley Student Union, Raleigh, NC • AIA Georgia, Design Excellence Award—Georgia BioScience Training Center, Social Circle, GA • AIA Georgia, Design Merit Award—Georgia Tech, Engineered Biosystems Building (EBB), Atlanta, GA • ENR Southeast Award of Merit for Best Sustainable Building Practices—Georgia Tech, Engineered Biosystems Building (EBB), Atlanta, GA • ENR Southeast Award of Merit— North Carolina State University, Talley Student Union, Raleigh, NC • Association of College Unions International (ACUI) Facility Design Award—North Carolina State University, Talley Student Union, Raleigh, NC

• ACEC Engineering Excellence Award, Kennesaw State Student Recreation and Activities Center, Kennesaw, GA

2015 • NAIOP Northern Virginia, Award of Excellence, Best Building Repositioning/Adaptive Re-Use— Skyline 7, Falls Church, VA • Washington Building Congress Craftsmanship Award—900 16th Street NW Washington, DC • ENR Southeast Award of Merit for Green Category—NASA Integrated Engineering Services Building, Hampton, VA • GSA Regional Administrator Award Making a More Sustainable Government Environmental Footprint—NASA Integrated Engineering Services Building, Hampton, VA • GSA Project Management Award for Large Federal Construction—NASA Integrated Engineering Services Building, Hampton, VA • AIA Northern Virginia Award of Merit in Institutional Architecture—NASA Integrated Engineering Services Building, Hampton, VA • U.S. Department of Energy, Federal Energy and Water Management Award—NASA Integrated Engineering Services Building, Hampton, VA • Clubhouse of the Year Award, Golf Inc., 2015—Sea Pines Golf Clubhouse, Hilton Head, SC • 2015 AIA Northern Virginia Award

• of Merit in Institutional Architecture, NASA Integrated Engineering Services Building, Hampton, VA • IIDA Mid-Atlantic Chapter Design Awards, Award of Honor, Bailey’s Upper Elementary School for the Arts & Sciences, Falls Church, VA • American Council of Engineering Companies of Georgia (ACEC Georgia), 2015 Engineering Excellence Award, Grand Prize— North Atlanta High School, Atlanta, GA • Washington Building Congress, Craftsmanship Award, The Woodley, Washington, DC • Washington Building Congress, Craftsmanship Award, Capitol Point Hyatt Place, Washington, DC • Washington Building Congress, Craftsmanship Award— Marriott Marquis, Washington DC • Washington Business Journal, Best Real Estate Deal, The Woodley, Washington, DC

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S IG N

SIG N EVE RYWHER E

A S IG N In 1971, the popular musical group, Five Man Electrical Band, released their only hit song, “Signs.” It told the story of a long-haired hippie encountering sign after sign. The lyrics were rather “anti-establishment” to say the least. At Cooper Carry our environmental graphics studio is challenged, by every project undertaken, to creatively approach signage in a way that signs are not obtrusive, yet easily identifiable when one needs further information. For example, the studio is currently working with State Farm to develop a sign program that will not only direct 28

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but inform, as well. In one particular strategy session, the design team learned that State Farm was interested in promoting the use of stairwells when moving from floor to floor. That vision led to the placement of interesting factoids throughout the stairwells. These tidbits of information include facts about the company and the surrounding area of Dunwoody where the new building is located, extending on to encompass Atlanta as a region. “Our goal with the stairwell project was to provide information that could be visually absorbed walking by. But if the individual is intrigued


Exterior sign outside the Cooper Carry-designed Intergraph Headquarters in Huntsville, Alabama.

TOP RIGHT:

BOTTOM RIGHT: Path finding elements inside the Intergraph Headquarter’s stairwell.

have incorporated a more detailed paragraph,” said Steve Carlin, SEGD, the studio leader. While many might still think of environmental graphics as a monument sign out front, the occasional logo in the lobby and a few other directional signs thrown in for good measure, it has matured into a much broader, more detailed and visually compelling art form that serves to take the client’s brand and transfer that into any number of mediums. These mediums serve to move people from point A to point B, all the while informing and engaging them.

Because environmental graphics is a studio within Cooper Carry, the team works on a vast array of projects across all the markets we serve. Most recently, the City of Milton, Georgia engaged the studio to develop a casual platform within the new city hall designed by the firm. The visual communications package includes interactive kiosks that welcome visitors to the city by engaging them in learning about history, special events, city programs and other initiatives being promoted by the city. Bobbi Sweeney, another designer on the Milton project describes the project as a “bold, visual AS P I R E

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display that almost reaches out to the city hall visitors, beckoning them to walk up and interact in order to learn more.” Incorporating graphics, which represent the city accentuates its brand and serves to further promote the tranquil, peaceful community that lies 35 miles north of Atlanta, GA. Carlin says the studio is beginning to branch out further by working with The Johnson Studio at Cooper Carry (TJS) to provide broad brand 30

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identity expertise to the restaurants and clubs to which the studio provides design services. “The opportunity for our studio to begin a branding project with the TJS team on day one is significant because we have the luxury of being a part of those early positioning discussions that ultimately impact what the restaurant operator’s goals are when it comes to the brand statement and all that it entails,” said Carlin.

So, the next time you see a sign think of it as an encouraging communication tool rather than a negative admonition.


University branding inside the atrium of the Talley Student Union at North Carolina State University.

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TOP RIGHT: Rendered sign designs for The Shops at Wiregrass, a retail development in Wesley Chapel, Florida BOTTOM RIGHT: Completed signage at The Shops at Wiregrass

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KEVI N CANTLEY,

AIA

principa l , chi ef ex e c u t ive o f f ic e r

The economist Milton Friedman wrote that the only “social responsibility of business” is to “increase its profits.” In his Capitalism and Freedom he wrote “The corporation is an instrument of the stockholders who own it. If the corporation makes a contribution, it prevents the individual stockholder from himself deciding how he should dispose of his funds.” Friedman held that contributions should be made by individual stockholders or individual employees. Notwithstanding Friedman’s views on monetary contributions, Cooper Carry engages in corporate philanthropy as do many corporations. Some might assume that giving to charitable organizations is for offsetting tax deductions. However, all reasonable 32

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corporate expenditures are deductible. There is no specific tax advantage for spending on philanthropy as opposed to other corporate purposes. If it’s considered “marketing,” it is deductible whether for charitable expenditures or not. So, why? We exist and do business in a social context. The health of that social context has a direct effect on our business, and on the health and satisfaction of our people. As an entity, Cooper Carry has the collective ability to influence change in our social context, which in most cases exceeds what we as individuals might be able to do. In fact, over time, corporations will often survive individual employees, thus affecting changes in society for generations. This is often done via


foundations established by corporations or their founders. For instance, the Rockefeller Foundation was created in 1913 and the Bill and Melinda Gates Foundation was formed in 1994. Undoubtedly, you have heard of both these organizations. While vastly smaller, the Cooper Carry Charitable Foundation was formed in 1997. Regardless of size, these foundations strive to help improve society over generations. A healthier society will typically result in a better business environment and happier, healthier and more satisfied employees. Given the impact that corporate charitable foundations have had on society, Friedman’s viewpoint is a bit limiting and maybe even extreme. Cooper Carry’s giving takes several forms. We make direct cash contributions to many organizations and charities. The firm and its employees contribute labor in the form of service to the community and pro-bono professional services. These contributions are realized in three ways: directly by Cooper Carry, Inc.; by the Cooper Carry Charitable Foundation, Inc.; and by the voluntary collective action of our employees. Often these three groups give in concert. Many times our giving activities originate from an employee. We give financial support to several programs in architecture at universities. Of note is a special fund for the University of Tennessee in memory of Tom Robbins, a beloved employee who passed in 2005. Cooper Carry employees contribute gifts each Christmas season to children who would otherwise not receive gifts. We give to research institutions striving to cure diseases, some of which have afflicted our employees. The Foundation has built a house for Habitat for Humanity. We have given design services pro bono to the Atlanta Food Bank, Covenant House, the Vine City Police Precinct and the Fulton County Courts, just to name a few. The list of charities receiving support from Cooper Carry is long and the ways that we give are numerous. A recent pro-bono effort is the design of the Pacaya Spa and Lodge in Nicaragua. It is featured in this issue of Aspire.

Not shown is the nearby technical high school for which we provided the Master Plan pro-bono. Both are projects of Opportunity Nicaragua, an organization seeking to build self sufficient communities in impoverished areas. Profits from the Pacaya Spa and Lodge go to the high school where its students are taught skills, which they can use in the emerging tourist and hospitality industry in Nicaragua. This symbiotic relationship between lodge and high school is designed to survive those who created them. Cooper Carry is delighted to have been a part of this effort.

TOP: Associate Principal Kyle Reis and Payroll Manager Jane Matthews pose for a photo during a Habitat for Humanity home build.

BOTTOM: Architect Zachary Wilson paints the trim on the newly completed home.

While we support and contribute to worthy organizations through our charitable foundation it should be noted that we, likewise, continue to encourage and support employees as they individually contribute of their resources. After all, it’s not so much about the “how” as the “why.” AS P I R E

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Eco-resort disrupts traditional charitable concepts by supporting local trade school

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This summer, 48 Nicaraguan high school students, the first graduating class from Opportunity International Nicaragua’s Emprendedora, cheered as they accomplished a feat they never thought possible: earning a valuable education in hospitality management and service. Throughout their schooling, many of the students gained useful hospitality experience at the Cooper


Employs Nicaraguan Locals, Trains Students

Carry-designed Pacaya Lodge & Spa, an eco-resort featuring 26 luxury villas nestled into the lush surroundings of Laguna de Apoyo, a picturesque volcanic lake overlooking the historic city of Granada in Nicaragua. The nearby technical high school, which supports over 300 rural students, was conceived and brought to life in conjunction with

the eco-resort – a pioneering vision led by Atlanta-based developer David Allman, the founder and chairman of Regent Partners. Also sited and planned by Cooper Carry, the high school focuses on two of Nicaragua’s most profitable sectors: agriculture and hospitality. The resort and school are located less than an hour drive from Augusto C. Sandino International Airport in Managua.

Portions of the high-end resort’s funds are reinvested into the school. This unique model represents a disruptive approach to charity by dramatically impacting the cycles of poverty in third-world countries. “This model makes money with the poor, not ‘for-the-poor’ or ‘on-thepoor’,” Allman said. “Pacaya Lodge & Spa is an incredible example of AS P I R E

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PREVIOUS: Aerial view of the Pacaya Lodge & Spa overlooking Laguna de Apoyo, a picturesque volcanic lake overlooking the historic city of Granada in Nicaragua.

Pool-side lounge chairs offer sweeping vistas of the Nicaraguan countryside.

TOP LEFT:

The 26 luxury villas have access to a scenic pool deck with a zero gravity pool and other spa ammenities.

BOTTOM LEFT:

RIGHT: The furniture and art inside the villas are locally made by Nicaraguan artisans.

how a for-profit business investment can have an impactful, lasting effect on an entire region where years of charity work alone would fail.” The resort, which opened in March 2016, employs 35 locals and provides internship opportunities for students in their senior year of high school. “This innovative partnership between the resort and school arms the impoverished community with the tools to grow and support its own economy,” said Pope Bullock, AIA, principal with Atlanta-based design firm Cooper Carry, which provided pro-bono design services for the venture. “Our team was tasked with designing a resort that looked like it was always there,

like a natural extension of the topography and local culture. This is a project for the community, and we wanted it to feel like theirs.” Cooper Carry interfaced with local architect, Patricia Somarriba, to incorporate indigenous Nicaraguan architecture using local materials from nearby craftsmen. This includes locally made furniture, art and even saltshakers on the restaurant tables. The main building offers a great sense of arrival with a traditional Nicaraguan courtyard. The reception, bar and restaurant are open-air, immersing guests in the wonders of the surrounding natural habitat. Throughout the resort, local materials such as tile, wood and stucco abound. AS P I R E

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The 26 open-air cottages are connected by meandering paths, gently placed in relation to the distinct topography as they slope down hill towards a zero gravity pool. Every room offers panoramic views over the jungle canopy to the volcanic lake. The resort also includes a restaurant featuring local cuisine, a spa offering private massages and indoor meeting rooms. “This resort is perfect for travelers seeking an impactful and immersive Nicaraguan cultural experience, especially for those looking to enhance the sustainability of the local region,” Bullock said. “We purposefully limited access to power to provide guests an ‘off the grid’ stay, encouraging them to appreciate and explore their beautiful surroundings.” Guests have the opportunity to enjoy relaxing yoga classes on the yoga deck, dig for pre-Colombian artifacts, track wildlife in the rainforest, and set sail or paddleboard on Laguna de Apoyo, the clear waters

of Nicaragua’s iconic crater lake. Wedged between the towns of Masaya and Granada, guests are in easy access to the artisan’s market and Mombacho Volcano, where they can hike and zip line. “The resort gives travelers a new and unique way to experience Nicaragua, while also economically impacting the region in a meaningful way,” Allman said. “Rather than creating a culture of dependency, as many well-intended, one-way charity models do, this collaboration between the school and resort creates a sustainable solution to help the local community. We’d like to see this model replicated in other scenic, developing regions.” For more information on Pacaya Lodge & Spa, visit the website here and enjoy a video tour here.

TOP: Throughout the resort, local materials such as tile, wood and stucco abound. Every room offers panoramic views over the jungle canopy to the volcanic lake. BOTTOM RIGHT:

BOTTOM LEFT:

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The main building offers a great sense of arrival with a traditional Nicaraguan courtyard.

The reception, bar and restaurant are open-air, immersing guests in the wonders of the surrounding natural habitat.


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UNDER

4040

Abbey Oklak Recognized as One of Alexandria’s

As a firm, the idea of creating and enhancing local communities is essential to our practice. Cooper Carry planner and designer, Abbey Oklak, was recently recognized with an Alexandria Virginia Chamber of Commerce 40 Under 40 Award. Honorees were selected by a committee from more than 200 nominees based on their future goals, educational accomplishments, professional successes and community involvement. The award recognizes Oklak’s achievements in improving the Alexandria community, both professionally and personally. As a planner and designer, Oklak works on entitlements for mixed-use buildings and develops masterplans for both the public and private sectors. She is a board member of her local civic association in the Braddock Metro neighborhood. In 2014, she co-created Cards Against Urbanity, a game celebrating urban planning and design. Oklak’s academic achievements include: The Prince’s Foundation for Building Community’s Graduate Fellowship in London, UK where she worked on urban design charrettes and various architecture projects in England. Visit the Alexandria Chamber of Commerce website to learn more about the 40 Under 40 Award. 40

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CHECK OUT SOME SOME OF ABBEY’S PROJECTS Oakville Triangle - Alexandria, Virginia

Eastover Glass Manor Forest Heights - Forest Heights, Maryland

Chevy Chase Lake Master Plan - Chevy Chase, Maryland AS P I R E

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LEADERSHIPVSMANAGEMENT MAR K KI LL,

AIA

principa l , chi ef o p e ra t in g o f f ic e r

We can sometimes confuse the meanings and behaviors associated with leadership and management. While organizationally interrelated, they are distinct. Let us explore these ideas. Some contrasts include, from Warren Bennis, a business leadership thinker: “Leaders are people who do the right thing; managers are people who do things right.” From John Kotter, a leadership and change visionary: “Leadership is about coping with

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change; management is about coping with complexity.” A few more from Mr. Bennis include: • “Managers accept the status quo; leaders challenge it.” • “Managers ask ‘how’ and ‘when;’ leaders ask ‘what’ and ‘why.’” • “Managers have short-range views; leaders have long-range perspectives.” From John Mariotti: “Leaders are the architects; managers are the

builders.” Please do not take this too literally, design professionals. Finally, Stephen Covey says that leadership is about people – their effectiveness, investment, empowerment, principles and purpose in contrast to management being about things – their efficiency, expense, control, practices and methods. Therefore, a question might be “Is one group ‘better’ than the other?” Probably not. Both contribute greatly to organizations’ successes. Does


this mean that leaders cluster together in one place to do their people things while managers are somewhere else focusing strictly on things? No, it does not. Neither group would be effective without the other. Therein lies the co-dependency. Both traits can manifest in one, super-duper, balanced, business body. I believe a limiting factor to fuller realization of both of these qualities in one person is time. We each could be more personally and professionally selfactualized if there were 36 hours in a day; extra time to actually LEARN more about the practice, which we would like to bolster. How can leaders leverage those learnings or one’s natural talent (yes, some are BORN with it)? James Kouzes and Barry Posner comment on the Five Practices of Exemplary Leaders:

1. Envision a beneficial future by appealing to others’ values, interests and dreams. 2. Behave in ways consistent with shared values through incremental wins showing progress and commitment. 3. Promote collaboration and strengthen people through empowerment and visible support. 4. Find opportunities to change, grow, improve and innovate and experiment through measured risk-taking and learning from mistakes. 5. Recognize individual contributions and routinely celebrate team accomplishments, both publicly.

The following are for your further investigation. • • • • •

Bennis Kotter Mariotti Covey Kouzes and Posner

My top words for both groups are honesty, competence, credibility and authenticity. What are yours?

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Flexible Flexible

SOFTWARE COMPANY REQUIRES

OFFICE SPACE

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After more than 24 months of design meetings, due diligence, test fits and reviews of numerous alternatives, our interiors studio was on hand for the official opening of the new eVestment offices in Atlanta, Georgia. The Atlanta-based fintech firm specializes in providing easy-to-use, cloud-based solutions to help the institutional investing community identify and capitalize on global investment trends, better select and monitor investment managers and more successfully enable asset managers to market their funds worldwide. With continued accelerated growth, the company had outgrown its existing space and selected Cooper Carry to work with them to either renovate and expand their existing space or work with them on new space. “The project began with our corporate and interiors studios teaming up to work with eVestment to determine if their existing building would accommodate an expansion,” says Cooper Carry’s interiors principal, Kim Rousseau, NCIDQ. She and Bill Halter, AIA, a principal in the corporate/office studio, worked closely with eVestment leadership to “turn over every rock possible,” looking at a number of design possibilities, which would allow the client to remain in their

present location by expanding the footprint of the building. “In the end, it became quite apparent that the company would have to seek another location” says Halter. With that conclusion, the interiors team assumed a leadership role from Cooper Carry’s perspective, working with the client and their real estate broker to review office space, provide test fits and generally act as a sounding board. Ultimately a building was identified and our design team set about to create an incredible space comprised of five floors. Stephanie Allen, the interior design lead, describes the space as “open, airy, bathed-in-light and energetic.” No individual has a private office because eVestment desired to communicate the firm’s philosophy of the value and importance of everyone, with no pecking order, which is often defined by private offices of varying sizes. Employing the office design philosophy of “benching,” you will find workspaces that are focused on long tables where employees sit across from each other. “This enhances collaboration, improves communication and speeds up the manner in which tasks are completed,’” said Allen. Every AS P I R E

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employee has a “sit/ stand” desk which allows the greatest flexibility in how one decides to work.

or the great outdoor patio accessed by opening two large garage doors that fold into the ceiling.

With the open spaces throughout the office, there was a need for more private areas where people could come together to work or discuss an issue. Sprinkled throughout are enclosed team rooms, which can accommodate one to 15 people, depending upon the need. Many have standing height tables and some are more relaxed with sofas and chairs.

Being very cognizant of the client’s brand, the design team introduced various company colors on floors as a method of wayfinding. Each floor has a different color with furniture to match, making it easy to return furniture to its rightful area. To keep employees “connected,” the design team opened up access to the “town hall” and all of the first floor with a communicating stair. A large area incorporates stairs connecting floors and becomes a very unique, yet purposeful space for the more than 300 employees to gather for company news and celebrations. “We find this space most useful because it not only serves as a tool for us to share with the employees, but also accentuates our brand and culture…all important to everyone at eVestment,” says Heath Wilson, eVestment’s cofounder.

Because eVestment is philosophically aligned with a true concern for the health and well-being of its employees, a fully equipped fitness center is available 24 hours a day. In addition, there is a large lounge area where employees can grab a piece of fruit from a wide selection of fresh, daily offerings or enjoy gaming with co-workers on a large screen monitor. In addition, employees can enjoy foosball, cornhole

TOP + RIGHT: eVestment

communal space with large garage doors and flexible seating.

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eVestment Conference Room

TOP LEFT:

BOTTOM LEFT:

eVestment Group Meeting Room eVestment Interior Seating

TOP RIGHT:

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Virtually every surface in the space is capable of being written on. “The firm is in the technology business and, as such, there are always ideas to share, problems to solve or messages to deliver to a broader audience,” Rousseau says. “Whether it’s glass walls, windows or the writable surfaces of the work stations, eVestment employees are encouraged to share.”

With such a unique space and story, it’s no wonder that Inc. Magazine has ranked eVestment in its annual Inc. 500|5000 list. For 10 consecutive years, eVestment has been recognized as a top workplace nationally by Fortune Magazine, and locally by both the Atlanta Journal-Constitution and the Atlanta Business Chronicle.

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Alexandria,

VIRGINIA


F

rom its inception, Cooper Carry’s office in Northern Virginia has always been referred to as the “Washington, D.C. office,” despite the fact that it is actually located in Old Town Alexandria, Virginia – the historic district of Alexandria. This small discrepancy is common practice for many companies – refer to the largest and most

A bird’s eye view of Alexandria from the Potomac in 1863, Charles Magnus (1826–1900.) Map courtesy of the United States Library of Congress’ Geography & Map Division

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recognizable nearby metropolis as your place of business. However, it is also important to realize that, for Cooper Carry, the actual city that our office resides in has a tremendously rich history. Old Town Alexandria, Va. as a whole represents many of Cooper Carry’s major design ideals that we strive to incorporate into all of our projects: walkability, context-driven design, community-building and,


ultimately, connecting people to place. The following article explores the history and practices of Old Town Alexandria and how it has inspired our work and ideals at Cooper Carry. Founded by Scottish traders in 1749, Old Town Alexandria then represented the humble beginnings of one of the largest and most

successful cities in the Commonwealth of Virginia. Located along the western bank of the Potomac River, downriver from the fall line and the eventual site of the Capital, Old Town had strong roots in the tobacco and wheat trade and, by the 19th Century, was one of the busiest ports in America. Founded on a 6,000-acre strip of land purchased by John Alexander in 1674, Old Town was originally

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part of the Alexander family tobacco plantations. With the prospect of having a tobacco-oriented town on the river, the Virginia Assembly of 1730 developed “official tobacco inspection stations and warehouses in John Alexander’s quarter. Merchants settling around the warehouses created a community… and petitioned for recognition as an independent town in Fairfax County.”1 Following this petition, the Virginia General Assembly granted the recognition of Belhaven, which was eventually called Alexandria after John Alexander, on May 11, 1749. The land was to be “surveyed, divided into blocks in a gridiron pattern by streets, cut into half-acre lots and auctioned for prompt development – all within a specified time limit: four months.”2 By 1779, on the 30th anniversary of its founding, Alexandria was incorporated as a town and, by 1798, Old Town was laid out on a large grid. It was composed of generously-sized square blocks radiating from the intersection of the two main streets closest to the Potomac, King Street and Union Street. The town became the port of call for many cargo ships that docked, traded and delivered goods from Europe and the West Indies. By 1843, Alexandria had its own canal to points west and, by 1851, was connected by rail to wider resources and markets. With Alexandria’s population increasing to 12,652 by 1860, the city had great promise in becoming a large urban center but, with the ensuing wars limiting further development, Old Town Alexandria quickly became a dialectic between a city of war, industry and economic decline and an insular enclave of culture, commerce and 54

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LEFT: Circa

1865. Alexandria Virginia, Soldiers Cemetery - When the Civil War ended for these men - In 1861- 65. Wet plate negative.

ABOVE: Early map of Alexandria drawn by George Washington. - A Plan of Alexandria, now Belhaven, By George Washington, ca. 1749. Courtesy Library of Congress, Washington, D.C.

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resilience; it was a city in constant flux. With the outbreak of the Civil War in 1861, Alexandria’s site and relative proximity to Washington, D.C. made it the primary target for the Union army such that “the town endured the longest military occupation…of any town during the conflict.”3 Additionally, in hindsight, the natural landscape of Old Town Alexandria’s site was inherently limiting with cliffs and forests to the north, dense forests and marshland to the south, a river to the east and large topographical changes to the west. It was, however, its strategic location that proved 56

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to be the immediate reason for Alexandria’s underdeveloped status under the Union occupation - during what could have been a period of expansion and development. During the Civil War, “the position of Alexandria was an unusual one. Although located directly across the Potomac from the capital of the Union, its sympathies were all with the Confederate cause.”4 As a city of strategic importance, Alexandria became a major center for the Union army, where they converted homes and businesses into offices, hospitals and headquarters, repressing further development

of the urban grid. The natural landscape of the site combined with its strategic location during the Civil War provided no potential for Old Town to expand into a large urban grid but it did, however, create a small, successful and protected enclave receptive to outside influences yet distinctly separate from the greater city of Alexandria and larger D.C./Metropolitan area; the nature of this enclave is further emphasized, later in history, by the manmade boundaries such as the Capital Beltway, the King Street Metro and the George Washington Memorial Parkway, which begin to mark the territory

Map of Alexandria County (1878), including what is now Arlington County and the City of Alexandria. Map includes the names of property owners at that time. City boundaries roughly correspond with Old Town. Map courtesy of the United States Library of Congress’s Geography & Map Division

TOP LEFT:

TOP RIGHT: June 1911. Alexandria, Virginia. Old Dominion Glass Co. | A few of the young boys working on the night shift at the Alexandria glass factory-Photograph by Lewis Wickes Hine.

Alexandria, Virginia., 1861-69. The Marshall house, King & Pitt Streets. Wet plate glass negative, left half of stereo pair. Photographer unknown.

BOTTOM:


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of the abandoned urban grid that defines Old Town Alexandria.

LEFT: King

Street in Alexandria, Virginia. 1921 or 1922. Courtesy National Photo Company Collection, glass negative.

After being devastated and forever changed by the Civil War, during which two-thirds of its residents left, Alexandria entered a period of reconstruction and renaissance from 1866-1920, starting with the revival of struggling businesses, which had thrived before the war. During the Civil War, Alexandria was a “major supply center, hospital and campground for the Federal Army and, of course, the result was a total cessation of commercial activity from which Alexandria never fully recovered.”5 After the Civil War, Alexandria’s harbor lay in ruins and, consequently, it was robbed of its human industry, maritime culture and trade. Alexandria was “as melancholy and miserable a town as the mind of man can conceive…all trade was at an end. In no town at that time was trade very flourishing; but here it was killed altogether.”6 Nevertheless, by 1900, Alexandria began to prosper and repopulate as new housing developments, suburban communities, manufacturing industries and enterprises began to spread and grow. By 1945, after two world wars, Alexandria was stronger than ever after being “transformed into a workshop for the war effort[s]…[while] demand

for housing and real estate soared as workers flooded the city and new industries were created.”7 From 1945 on, Alexandria - a place that seemed to be relevant only during times of war due to its location and resources - began to lose its selfidentity and significance, until the early 1970s when a large city-wide effort moved to restore Old Town to its former glory. The 1980s marked the beginning of a revival with the construction of the King Street Metro that breathed new life into the Old Town environs. Today, Old Town represents a community’s conscious effort to preserve, restore and celebrate its past through a revived historical district combined with modern transportation and convenience. This has firmly established Old Town Alexandria as an extremely successful and active town with a distinct sense of community impervious to the surrounding gentrification of the greater city of Alexandria and surrounding suburbs. Old Town is a pedestrianfriendly historic district, defined by a spatial arrangement that was a product of its time, designed in an effective size and scale that is not only distinctly human but also impervious to gentrification. Old Town remains an entity unto itself and expresses a delicate balance between

modern relevance and historic charm. Over the centuries, the houses in Old Town have become offices and hospitals, businesses became restaurants and churches became schools such that the spatial configurations of each block became increasingly more individual and dynamic. Commercial and residential terrain have become interchangeable over the years, such that there is “no residential section as apart from a business district. Private residences and shops live together congenially, as they always have, often combined in the same building.”8 Other areas where the properties were not of historic value have been changed, with public housing in several areas and condominium conversions in others. New townhouses within a city block surround a communal court or mews, in keeping with historic tradition. While there has been frequent adaptive reuse over the years, Old Town displays a successful and sophisticated historical model centered on preservation, restoration and tasteful renovation where the only potential modern development can occur to the north and west of the area and then only in moderation because of the boundaries that act as barriers to further development. With this in mind, Cooper Carry has gone to great AS P I R E

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lengths to not only secure work in Old Town Alexandria, but also respect and celebrate the history of its various sites and structures. One of our most recent works - The Mill at 515 North Washington Street - was originally built as a cotton factory in 1847 and, since then, it has functioned as a Civil War prison, a bottling plant, and a spark plug factory. Through exhaustive research, collaboration, and close adherence to the entitlements and 60

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approval processes, we were able to take a local landmark with a tremendously rich history, honor it and add to it by carefully converting the structure into an apartment building comprising 26 modern industrial lofts. Acquiring this particular project, which is located across the street from our office, was quite fitting given the history of the building as it was a bottling factory for the Robert Portner Brewing Company – Alexandria’s

first brewery dating back to 1862, which stood where our office stands today. The life of The Mill as a building, in and of itself, is a microcosm of Old Town’s history as a whole. Built initially for agricultural purposes, converted to aid the Civil War effort, repurposed for the production of goods and, finally, renovated into a residential building, this one building represents the lifespan of many buildings in Old Town Alexandria that many of us


The Mill at 515 North Washington Street exterior. Renovation by Cooper Carry.

LEFT:

RIGHT: The Mill at 515 North Washington Street which has housed the Mount Vernon Cotton Factory, a prison for Confederate soldiers, Portner Brewing Co., the Express Spark Plug Co. (as seen in the photo,) and the International Association of Chiefs of Police. 1918. Photograph courtesy of the Alexandria Times.

endeavor to preserve by virtue of their individually rich histories. From its founding in 1749 as a major port through wartime occupation to twentieth century population explosion in the Washington, D.C. suburbs, Old Town Alexandria has never lost its sense of community or its very special identity. The fact that its boundaries were historically limited by its topography and more recently by major highways, rail lines and national parkland has been a major factor in adding ongoing preservation efforts. One of the remarkable facts about Alexandria is that “its citizens have managed to preserve so much and use it the way it was meant to be used.”9 Otherwise it could have yielded to the economic threats of overdevelopment and been swallowed up by ever-increasing suburbia. Along the way, the city survived wartime occupation in the Civil War, developed industry to support the war effort through two World Wars and, more recently, experienced a rebirth as a much sought-after

residential area and major tourist attraction. Gone are most of the waterfront warehouses, replaced with parks, and those warehouses on streets near the river now house shops and restaurants. New townhouses, although larger, conform to the architectural styles and traditions of the past. The old Torpedo Factory, with a facelift, is now an arts center with condominiums across the street. Old Town Alexandria is one of the places in modern America where today’s families can walk the same streets, see the same houses and visit the same historic buildings, which were here in the time of George Washington.”10 Through it all, Old Town has survived with its historical identity and overall charm intact, and it has become a truly unique and historical destination within the United States.

SOURCES: 1 “Alexandria: Before 1749.” Virginia Historical Society. 20 April 2010. 2 Nettie Allen Voges, “Old Alexandria, Where America’s Past is Present.” EPM Publications, McLean, Virginia. 1975, p.32. 3 William Francis Smith. “A Seaport Saga: Portrait of Old Alexandria, Virginia.” Donning Company Publishers, Virginia Beach, Virginia. 1989, p.83. 4 Robert H. Wilson, “The Story of Old Town & ‘Gentry Row’ in Alexandria Virginia.” 1983, p.11. 5 Penny C. Morrill. “Old Town Alexandria Architecture, 1750-1900.” Arlington, Virginia: Vol. 1, 1979, p.1. 6 Robert H. Wilson, “The Story of Old Town & ‘Gentry Row’ in Alexandria Virginia.” 1983, p.11. 7 William Francis Smith. “A Seaport Saga: Portrait of Old Alexandria, Virginia.” Donning Company Publishers, Virginia Beach, Virginia. 1989, p.106. 8 Nettie Allen Voges, “Old Alexandria, Where America’s Past is Present.” EPM Publications, McLean, Virginia. 1975, p.129. 9 Nettie Allen Voges, “Old Alexandria, Where America’s Past is Present.” EPM Publications, McLean, Virginia. 1975, p.10. 10 Robert H. Wilson, “The Story of Old Town & ‘Gentry Row’ in Alexandria Virginia.” 1983, p.12.

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STE PH E N B USCH,

AS LA

associate, landscape architect

I really did not pick up drawing as a skill until I was midway through my college career. At the start of landscape architecture classes, I was required to take an introduction to architectural drawing with Professor Gregg Coyle at the University of Georgia. His talents, with the ability to articulate and teach his methods, were really a leap off point for me and my drawing process. While we learned many techniques, from pen, to marker, to colored pencil, my “go to” favorite technique has been pencil on velum. Utilizing the softness of the pencil allows for a texture to the drawing that lends itself well to the character of the natural environment. Through shading, lines are able to be blurred in a way that mimics movement

in the landscape. From professor’s teachings to architectural drawing books I’ve read, I’ve learned to stay loose, take risks and have a good attitude and have fun while drawing and designing. Now drawing for me is the first step in design. Broad strokes whittle down to more purposeful lines and eventually turn into a sketch that can be translated into the hardware of the computer. It’s important for me to always start with pencil on paper. As technology becomes more and more a part of our lives the art of drawing, regardless of one’s skill level, hopefully will always be an important and visceral component of our days as designers.

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Wearing a sling on my right arm, I stood near the easel looking at the bottle painting with my high school art teacher. I had painted it with my left arm due to the lack of mobility in my right shoulder from surgery the month prior. “This is the way I want you to paint!” my teacher exclaimed pointing out the looseness and energy in the brushstrokes on the drying canvas. It is a lesson in drawing and painting I still remember today when picking up a pencil, pen or paintbrush. I have always enjoyed art but it was not until my high school art teacher’s influence that I started to feel like an artist.

KYLE R E I S,

AICD

associate principal, planner

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While I do not do it nearly as much as I would like, I love to draw. Many of my college classmates griped about not touching a computer for a school architecture project until midway through our fourth year curriculum, but for me, looking back on that requirement now, it makes so much sense. We learned how to draw what we see, not what we think we see, watercolor architecture elevations, plans and plein air, hand

draft on Borco using a Mayline and set up a perspective rendering. I am fortunate that I get to draw almost every day for work. We often begin a master planning project with big ideas on paper and keeping a loose shoulder when doing this is important. It is enjoyable to get down lots of initial thoughts on trace paper this way before narrowing down and combining ideas to a handful of concepts. Ultimately, we draw a black and white line drawing and color render many of our final master plans by hand, using a technique we have been developing for many of the years I have worked at Cooper Carry. I have found the ability to sketch an idea to a client or fellow employee and communicate it clearly is the most effective tool when sitting around a table discussing a project. I credit my high school art teacher and all those timed five minute freehand drawing exercises in college for helping me develop an ability to communicate in this way.


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Cooper Carry Examines Connection Between Modern Schools and Corporate Offices Cooper Carry’s office and K-12 education studios have joined forces to launch a SlideShare, “From Classrooms to Boardrooms,” which examines the connection and parallels between designing modern schools and offices. Studies have shown the experiences students have in school will have a profound impact on their adult lives. To cultivate children’s learning process, today’s designers create classrooms and schools that enhance human interaction, foster creativity, inspire students, 68

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nurture relationships and build the necessary non-cognitive skills.

learning how to work and innovate together.”

“As we strive to prepare students for the future with jobs that in many cases are yet to exist, school administrators are looking to harness learning strategies that focus on active based collaborative spaces,” said Bob Just, AIA, principal of Cooper Carry’s K-12 education studio. “Whether a student is bound for the corporate world, small business or vocational work, education is more than learning the ABC’s, it’s also about

Technology has brought great change across all industries but often times at the expense of human jobs. To prepare future generations for a technology-fueled workforce, it is more important than ever to teach school children noncognitive skills, which include how to gather information, work in teams, problem solve and think critically. Experts associate this with 21st Century Learning, which focuses on interactive education. The need


for 21st Century Learning extends beyond the classroom and into office environments. Just said, “It’s interesting to notice that innovative corporate leaders are asking our designers to provide spaces that encourage their people to work together in a collaborative manner, much the way our school administrators are asking us to employ 21st Century Learning design strategies that encourage student interaction. To further this point, research shows students retain information at a higher rate when they are engaging each other, as opposed to simply being spoken to in a traditional lecture style classroom. It’s not surprising that how we work together and how we learn are connected.” “Corporate leaders understand that design is critical in supporting business objectives, staying competitive and driving innovation,” said Kim Rousseau, NCIDQ, principal of Cooper Carry’s interior design studio. “Our designers from the education and office studios regularly work

together, sharing ideas and methods to create 21st century spaces that transcend the building’s use and focus on the shared human experience.” Cooper Carry’s designers have noticed learning and innovation happens in spaces that include the following features:

Corporate leaders understand that design is critical in supporting business objectives, staying competitive and driving innovation.

• Natural light • Collaborative, open concepts • Stimulating colors • Flexibility • Transparency • Fun, creative space “Spaces that incorporate these design features provide greater opportunities for students and employees to work together, learn and produce high-quality work,” said Just. “Both public and private entities recognize that design matters, and they are continuing to allocate funds and invest in the modernization of space to better cultivate 21st Century Learning.” To learn more, visit the SlideShare in full here. AS P I R E

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busine ss + le isure =

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YE N DI N H market ing c oordinat or

Are you here for business or leisure? Both? Well then you are here for bleisure. The term “bleisure” is a portmanteau of the words “business” and “leisure.” It emerged over recent years and is defined by business travelers who are extending trips or weaving in activities to include vacation time. To avoid any confusion, however, this is not a new phenomenon only a new term. Not surprisingly, bleisure is popular among millennials who frequently travel for work. According to BridgeStreet Global Hospitality’s 2014 Bleisure Study, 94 percent of younger travelers would like to take a bleisure trip within the next five years. This cohort—typically identified as adventure-seeking, independent and desire a strong work-life balance—make up a large portion of business travel expenditures. Studies show that this is not just a result of the influx of millennials into the workforce, but also because this generation is more likely to spend and prioritize travel, whether on company dime or within their personal budget. Employer expensed or not, there is incentive to work in personal time when traveling—if airfare is already taken care of, why not take advantage of the transportation cost saving?

SO WHAT? But why is it significant that the young people are bleisure traveling or that they have the time for it? As more and more of this generation starts entering the workforce and, thus, making up a larger part of it, those traveling for work are not just getting off the plane, going to a few meetings and then hopping back on the plane. They prioritize travel and are looking for opportunities to turn what may have been a routine work trip into something enjoyable, which adds personal value. This “kill two birds with one stone” mentality changes consumer needs and preferences as it combines the business professional and the tourist. Instead of booking a hotel room a few short blocks from a meeting site, one might choose a location more central or in closer proximity to somewhere they want to be socially, whether that be the cool hotel bar downstairs or the much talked about restaurant down the street. Location is key. Millennials are looking to collect unique experiences and are recognizing ways to maximize their time by blending the lines between the professional and the personal.

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BE-LONGING

Master of Architecture Thesis Heba Bella


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In the age of digital design and building information modeling (BIM), handbuilt models still play an important role in the architectural design process. A scale model designed and built by Cooper Carry’s own Heba Bella with help from Scott McGhee, was recently featured in the American Institute of Architects (AIA) D.C.’s “Built to Scale” exhibit, which explored the use of scale models by architects. Bella’s model of the hypothetical “Boarding School for the Liberal Arts” was designed as part of her Master of Architecture thesis project at the Virginia Tech Washington-Alexandria Architecture Center. The model and corresponding thesis examine the design of a multi-discipline school located on a site in Washington, D.C.’s Dupont Circle neighborhood. Exploring the concepts of identity and belonging, Bella’s design incorporates the façade remains of the St. Thomas Parish Episcopal Church, which was badly damaged by a fire in the 1970s.

The models and works, which were included in the Built to Scale exhibit were selected by a small jury of AIA DC Board members. The exhibit was on display at the District Architecture Center from June 8 through August 27. To learn more about her model, view Bella’s thesis.

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A HISTORY OF

Installment Three of a Series of Articles

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An Eastern Vision of Western Modernism

part three

By Robert Edsall Architectural Designer

T

he German-American architect Ludwig Mies van der Rohe was a European modernist who was a pioneering master of Modern architecture, but his own style also showed strong influences from traditional Japanese architecture, Frank Lloyd Wright’s Prairie style and Russian Constructivism. From the late 19th to early 20th century, Mies developed an “intermediary style from a single building defined by a simple series of perpendicular planes rotating in space.”1 Much like Frank Lloyd Wright, Mies van der Rohe believed in an effective “juxtaposition of geometry with nature… [where] the simplicity of forms [enhance] the natural setting.”2 The Barcelona Pavilion he designed was “a product of the 1929 International Exposition in

Barcelona, and, although it was dismantled only nine months later, it was considered to be one of the most influential styles in the history of modern architecture.”3 Before the design and construction of the Barcelona Pavilion, Mies van der Rohe developed the Brick Country House in 1923 and, although it was never constructed, the design of the building represented his initial exploration into an intermediary style that ultimately defined the Barcelona Pavilion. This style was merely in its infancy with the Brick Country House, but it was, however, a highly definitive style with elements that displayed Mies van der Rohe’s understanding of the structural and experiential qualities of rotating planes. He had architectural ideas characterized by a “startling simplicity…[that were]

the result of an endless process of purification and crystallization of an idea – until that idea becomes so disarmingly simple… [and] ‘obvious’ that it must… represent the ultimate truth.”4 Additionally, the Brick Country House, in a way, served as a logical counterpart to the Barcelona Pavilion, which had a certain power derived from its lack of function or purpose. From this, the Brick Country House represented the functional and programmatic precursor to the Barcelona Pavilion and, although it was never constructed, it represented a prescient and profound element of Mies van der Rohe’s style. The Brick Country House, designed in 1924, was intended to be built in Potsdam, Germany and the plan for this unconstructed work is AS P I R E

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SOURCES: 1 Robert Edsall, “Architecture: The Sustainable Origami,” Architectural Theory. 22 Oct. 2008, 6. 2 James A. Speyer, Mies van der Rohe (Chicago: Hillison & Etten, 1968) 42. 3 Robert Edsall, “Architecture: The Sustainable Origami,” Architectural Theory. 22 Oct. 2008, 6. 4 Peter Blake, The Master Builders (New York, NY: W.W. Norton & Company, Inc., 1996) 183. 5 John Zukowsky, organizer, Mies Reconsidered: His Career, Legacy and Disciples. Chicago: The Art Institute of Chicago (New York: Rizzoli International Publications, 1986) 18. 6 Matilda McQuaid, Shigeru Ban (London: Phaidon Press, 2006) 14. 7 Peter Blake, The Master Builders (New York, NY: W.W. Norton & Company, Inc.,1996) 169.

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reminiscent of de Stijl paintings of the time. Mies van der Rohe was interested in the potential of materials in his work and, in this case, brick was the proposed material. The plan indicates that the walls were free standing and would be connected to large panes of glass that would act as large enclosures. Additionally, the walls were designed in a way that they would begin to pull away from the roof and engage the surrounding landscape. The Brick Country House represented a radical alternative to the 1920s lifestyle and challenged the prevailing architectural styles and standards of the time. Mies van der Rohe later applied these concepts to their full potential in the Barcelona Pavilion. Mies van der Rohe is one of “the very few modern architects who has carried [his] theories beyond a barren functional formula into the plastically beautiful. Material and space disposition are the ingredients with which he gets his effect of elegant serenity.”5 While the Barcelona Pavilion may have been the physical manifestation

of Mies van der Rohe’s intentions for his Brick Country House, the Pavilion was inherently devoid of function and purpose, thus removing the architect’s true intention and potential to design a house defined by these profound concepts – a potential that motivated Shigeru Ban to design the Sagaponac House. Largely inspired by the potential of Mies van der Rohe’s Brick Country House, Shigeru Ban designed and built the Sagaponac House in Sagaponac, NY, entirely based upon Mies van der Rohe’s original plan. Although slightly altered according to site, structure and program, the Sagaponac House is a direct interpretation and architectural critique of Mies van der Rohe’s work. While the original material was to be brick, Ban decided to make the design distinctly his by making his version of the Brick Country House an exploration of various materials. Ban challenges the implicit relationship between “the strength and sustainability of a material and the corresponding strength


TOP LEFT: Home ABOVE: Plan

House

at Sagaponac

of the Brick Country

and sustainability of a structure. For him, these factors depend on the building technique and on how much one knows about the inherent qualities of the chosen materials.”6 The material explorations exhibited in Ban’s Sagaponac House can be seen as an homage to Mies van der Rohe who was “a master at the manipulation of spaces and forms, [and] materials and finishes.”7 Thus, while the design is distinctly Mies van der Rohe, the style and sustainable and architectural sensibilities are definitely Shigeru Ban in his attempt to both honor and critique one of his greatest Western counterparts as he tried to bring forth Mies van de Rohe’s latent Asian influences. AS P I R E

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COOPER CARRY SOCCER TEAM HAS WINNING SEASON

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This past spring, more than a dozen Cooper Carry employees gathered each week at Central Park in Midtown and Old Fourth Ward Park to unwind with a game of soccer. “It’s fun, fast paced and it brings everyone together,” says Andrew Lakatosh, a designer in Cooper Carry’s Mixed-Use Studio. Members from various studios in the firm participated, which gave staff the opportunity to network with colleagues that they may not regularly interact with in the office on the day-to-day. Soccer is one of several after hour activities organized for Cooper Carry employees. The team had a winning season, finishing 4th in the league.

LEFT: Team

Big Yellow

Standing from left to right:

Allison Miles (supporter), Torrance Wong, Andrew Lakatosh, Andrew Miller, Nic Orvoine-Couvrette, Alex Carusi, Chase Moon, Brian Campa, Juan Chirinos Kneeling from left to right: Trey Howard, Blake Rambo, Camila Hellebuyck Players not pictured: Lauren

Thomas, Rebeka Flamenco, Marrisa Peral, Zach Wilson, Brad Mann, Kate Matthews

TOP RIGHT: Goalie, Blake Rambo, kicks the ball back into play. BOTTOM RIGHT: Brian Campa prepares the gain control of the ball.

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Cooper Carry employees share their

trip of a lifetime


THAILAND -Lynnette McKissic The most memorable trip I have been on was backpacking through Thailand for three weeks. It was my first time to Asia, so experiencing the culture was amazing. On top of that, out of the 16 people that were a part of my backpacking group, 14 of them were from various parts of the U.K. I was learning not only Thai culture but a bit about UK culture, as well.

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MACHU PICCHU -Jorge Abad, AIA As a Peruvian, I have often been asked about Machu Picchu. Unable to give a reference when asked, the ancient site atop a mountain in the Lower Andes had been the forefront of mind for a number of years. This past April, my wife and I decided to visit the site as part of a family trip to Peru. In planning the adventure, we learned that to reach Machu Picchu one needed to first get to Cusco, a city at more than 11,000 feet above sea level and from there choose a mode of travel. Considering the traverse to reach the ruins - and the fact our time in-country was limited - we opted for the fastest, most hassle free, travel route. 84

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The train ride itself was an amazing experience. As the train rolled down a winding path along the river the views shifted from picturesque little towns, cultivated fields, snowcapped peaks and remnants of Incan construction. Anticipation builds along the ride as the panoramic view of a deep valley, with severely sloped heavily vegetated mountains, opens up. We reach the top and proceed through the gates and along a narrow path where upon turning a corner we were encountered with the most breathtaking of views.

Cooper Carry Architect, Eric Phan, RA, poses with his wife Xuan at the top of Machu Picchu


-Ali Gagliardo This spring, I took my first trip to Japan for Hanami, which translates to “Cherry Blossom Viewing.” The Japanese are very proud of this time of year and you can find people having “Hanami parties” throughout the city to view the Sakura cherry blossoms. My friend and I often joked that it looked like they were in a trance because everyone just stared at the trees and watched the blossoms fly off in the wind. The trip in general was an amazing experience, from the culture and traditions, to the amazingly polite people, to the incredible food. It was a trip of a lifetime and one that I will never forget. I look forward to new adventures in equally unique countries.

JAPAN

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FALLING WATER

“I had goosebumps when I saw the house. It was so beautiful. I studied about this house from the time I started architecture school and I finally got to see this master piece.” -Patricia Brown, ASSOC. AIA

-Marco Pieri, RA Last summer, I went on a trip called “The Yacht Week” in the British Virgin Islands with a group of my close friends from college. Ten of us, including the captain, sailed around from island to island on a catamaran, along with 16 other boats, which were also part of the trip. People from all over the U.S. and the world came together to participate in this trip. We snorkeled, sailed, hiked, climbed, swam and more. It was a great trip bonding with old friends and making new friends from around the world!

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YACHT WEEK


-Gwen Kovar, LEED AP We went on Hot Rod Magazine’s Power Tour in June of this year, an epic road trip of amazing cars from classics to the unique. We attempted to make the trip in our restored ’57 Chevy Belair but the transmission broke just outside Atlanta. So, we took our back up ’09 Mustang and met up with the tour in Gonzalez, La. for the kick-off. We then drove to Baytown, Texas to the drag strip followed by Circuit of the Americas in Austin, Texas where we got to do a parade lap around the Formula 1 track. Moving from place to place was amazing and to see all these cars out on the road was the most incredible experience.

POWER TOUR GERMANY+AUSTRIA

-Meg Robie, LEED GA Back in the day, I was lucky enough to be accepted into the Arts Magnet at my high school and spent four years playing in the Chamber Orchestra there (proud Orch Dork!). My senior year, our amazing director paired up with the music department of our sister high school to organize a tour through Germany and Austria as a full orchestra of 50+ high school musicians. I lugged my cello across Austria as we performed our way through an old cathedral in Graz, a children’s music school in Innsbruck, a historic venue in Salzburg and a Baroque palace in Vienna. As a music enthusiast, it was incredibly meaningful to experience it internationally and in a historic context where classical music is so deep rooted and very much still alive. AS P I R E

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ITALY

-Stephanie Smid The summer before my final year at college, I participated in a study abroad trip to northern Italy. One weekend, a teacher’s assistant proposed a hiking trip up to the Schlernhaus, a lodge in the Dolomites of South Tyrol. None of us in the group had brought real hiking gear but the trip sounded too fun to pass up. In what was probably the most ill-prepared hikes ever, we trekked 2,457 meters up to the plateau of Schlern Mountain—most of us in jeans and carrying grocery bags. To round it all off, what should have been an awe-inspiring stroll across the plateau ended up being a mad dash to get out from the torrential hailstorm, which blew in seconds after our arrival. Luckily, we had nothing but blue skies for our descent the next day but even with the less than ideal weather from the previous day. The trip was definitely worth it.

-Keith Schutz, AIA I did some growing up in the Great Lakes Area and have family all around, so my wife Mary Frances and I loosely planned this trip to swim in all five. In order: 1. Stops in Chicago, Milwaukee and Green Bay, Wis. for Lake Michigan 2. Upper Peninsula Michigan for Lake Superior 3. East Coast of the Lower Peninsula Mich. to Detroit for Lake Huron 4. Toronto & Niagara Falls for Lake Ontario and Erie, Pennsylvania and Cleveland, Ohio for Lake Erie 88

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GREAT LAKES


-Francis Rogg Any of the national parks are enough of a destination to warrant a road trip. Recently, however, my roommate and I set out to backpack in nine national parks and other attractions in Utah, Arizona and Colorado.

GREAT SAND DUNES

It has been said that the national parks were America’s best idea and it is not hard to see why, but there is also much to be impressed by when looking through the lens of an architect. Many of the visitors’ centers, museums and other facilities feature thrombi walls, natural ventilation and various forms of electricity production. They are excellent examples of what the built environment can look like when the natural environment is cherished.

While maybe not the “trip of a lifetime” for Associate Principal and Director of Marketing, Pratt Farmer, it certainly was for his dog “Little Jerry.” After being adopted by Pratt and his wife Melanie, Little Jerry and his sister Chloe have been living the good life and enjoying regular trips to Rosemary Beach and Seaside, Florida.

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Congrats! get to Don’t for late them u t a r g n o c

A heartfelt “Thank You” to those celebrating an employment anniversary in the 1st Quarter of 2016.

In

on Linked

lifers

10 56 to

years

Jerry Cooper Founder, Principal 56 Years

Sherry Wilson Vice President of Finance, Associate Principal | 34 Years

Greg Miller Principal 31 Years

Keith Simmel Principal 24 Years

Christopher Bivins Associate Principal 20 Years

Brent Amos Associate Principal 8 Years

Bobbi Sweeney Environmental Graphic Designer 7 Years

Jason King Associate 3 Years

Andrew Telker Architectural Designer 3 Years

tweeners

49 to

years

Steve Jackson Senior Associate 12 Years

Cherie Caines Architect 11 Years

Steve Carlin Senior Associate 10 Years

newbies

13

to years

Zach Wilson Architect 5 Years

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Oscar Perez Director of Design, Government 4 Years

Rick Snider Senior Graphic Designer 4 Years


1Q 2016 Layton Golding Associate Principal 17 Years

Nancy Gomez Billing Supervisor 16 Years

Rod Johnson Office Assistant 15 Years

Chris Culver Senior Associate 13 Years

Nate Williamson Associate Principal 13 Years

Markus Wilms Senior Associate 12 Years

Amanda D’Luhy Marketing Manager 6 Years

Matthew Carr Senior Associate 10 Years

Rick Casey Associate 5 Years

Krista Dumkrieger Associate 5 Years

Gary Elder Interior Designer 5 Years

Brandi Melanson Marketing Coordinator 5 Years

Kelly Zimmer Interior Designer 2 Years

Jessica Burgard Architect 2 Years

Whitney Carter Architect 2 Years

Kim Rousseau Principal, Director of Interior Design 2 Years

Mushtaque Abban Architect 2 Years

Richard Berrios Architectural Designer 2 Years

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Congrats! A heartfelt “Thank You” to those celebrating an employment anniversary in the 1st & 2nd Quarter of 2016.

get to Don’t for late them congratu In

on Linked

newbies

13

to years Conrad Bobach Architect 2 Years

Venuss Gervin Architect 1 Year

Vincent Brownbill Architect 2 Years

Andrew DaCosta Architect 2 Years

Will Goethe Architect 1 Year

Uranus Shojachaghervand Architectural Designer 1 Year

Leslie Tyrone Architect 1 Year

Ben Wauford Principal 31 Years

Betsy Kill Librarian 29 Years

Sheila Rickles Facilities Manager & Exectuive Assistant 28 Years

Robin Lackey Associate 2 Years

Joseph Martin Architectural Designer 2 Years

Dannah Yu Architectural Designer 1 Year

lifers

10 31 to

years

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Mark Jensen Principal 27 Years

Katie Peterschmidt Project Manager 21 Years


1Q 2016 Andrew Thomas Architectural Designer 2 Years

Aylin Nazli Architectural Designer 1 Year

Levy Nguyen Architectural Designer 1 Year

Daniel Sweeney Architect 1 Year

Scott Fleming Architect 1 Year

Jorge MendeaSchiaffino Architect 1 Year

2Q 2016 David Thomson Associate Principal 21 Years

Rob Uhrin Principal 21 Years

Dots Colley Associate Principal 18 Years

Christina Bailey Marketing Services Manger 16 Years

Mike Daniell Senior IT Manager 11 Years

Mike Linker Senior Associate 12 Years

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Congrats! A heartfelt “Thank You” to those celebrating an employment anniversary in the 2nd Quarter of 2016.

lifers

get to Don’t for late them u t a r g n o c In

on Linked

tweeners

10 31

years

49 to

to

years

Karen Trimbach Associate 10 Years

Xantha Burghardt Database Administrator 9 Years

Stephen Busch Associate 5 Years

Kathy Logan Senior Associate 5 Years

newbies

13

to years

Chelsea Lindsey Architect 4 Years

Jerry Victorian Architect 2 Years

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Bill Abballe Technical Services Manager 1 Year

Lauren Thomas Architectural Designer 3 Years

William Callahan Architectural Designer 3 Years

Meg Robie Landscape Designer 3 Years

Sunggu Lee Project Manager 1 Year

Karen Popham Accounts Payable 1 Year

Hannah Patel Interior Designer 1 Year

Lee Sewell Landscape Architect 3 Years


2Q 2016 Elizabeth Muscroft Associate 5 Years

Matt Guelcher Associate 5 Years

Jon Cakert Associate 4 Years

Audrey Hardesty Associate 4 Years

Jonathan Woodruff Systems Engineer 4 Years

Torrey Law Architect 4 Years

Melinda Daniels Project Accountant 2 Years

Matt Nickel Architect 2 Years

Adedotun Olugbenle Architecture Student 2 Years

Judy Simmons Human Resources Director, Associate Principal | 2 Years

Sophia Tarkhan Associate 2 Years

Valerie Hasse Interior Designer 2 Years

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Welcome!

Don

’t fo

cong

on L

ratu

late

inke

We are excited to welcome to the team the new employees beginning their careers at Cooper Carry.

rget

dIn

to

them

just getting started

James Cagle Illustrator

Kellie Steele Project Accountant

Ali Gagliardo Interior Designer

Sophie Liu Architectural Designer

Michael Groff Architect

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Tenay Gonul Architectural Designer

David McLean Architect

Sean Williams Architect

Jason Knight Architectural Designer

Rebecca Thompson Interior Designer

Tixoc Loza Systems Engineer

Jessica Been Interior Designer

Alex Williams Architectural Designer

Sarah Jane Bonn Planner


Architects have upbeat reviews of new downtown Hilton

Designing For Customer Engagement

Millennial Workspace: Coffee, Bike Racks and Pets

2016 Fairfax County Exceptional Design Awards Winners Announced

Cooper Carry-Designed Hyatt House-Hyatt Place Charleston Opens on King Street in Charleston, SC

Lifestyle Centers: Reinvented Communities or Dressed-up Shopping Malls?

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WHAT’S NEW at Cooper Carry

Exciting things are happening at Cooper Carry! Here’s a quick snapshot of what’s been going on at the firm over the last few months.

Kim Rousseau, Principal and Director of Interior Design, sat on a National Association of Real Estate Editors (NAREE) panel to discuss creative office space for Millennials.

Our Hotel at Avalon and Alpharetta Conference Center projects broke ground.

A summer luau for a great cause: Cooper Carry is a sponsor and a participant for the Children’s National Hospital Race for Every Child.

Summer calls for volleyball by the waterfront.

We hit the green and participated in the NAIOP DC/MD Golf Tournament

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Cooper Carry’s Karen Trimbach helped organize a Commercial Real Estate Women (CREW) Washington, D.C. WeLive event.


Site visits are always fun. Our Atlanta office took a trip to see our Park Center project in Dunwoody, Ga.

We visited the students of Cooper Carry-designed Bailey’s Upper Elementary School to give a lesson on Architecture 101.

The Atlanta Interior Design Studio enjoyed a group outing to TopGolf in Midtown Atlanta.

Our Retail Studio took more than 15,000 steps at the ICSC RECon in Las Vegas.

The highly anticipated Hilton Norfolk The Main Hotel is making progress.

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ON BOARDS THE

CHECK OUT SOME OF COOPER CARRY’S CURRENT PROJECTS:

MIDTOWN MEDICAL OFFICE BUILDING Atlanta, GA CLIENT: Northside Hospital SCOPE: 574,000 SF

CAPITOL POINT SOUTH Washington, D.C. CLIENT: The JBG Companies SCOPE: 543,800 SF

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CAPITOL VIEW Nashville, TN CLIENT: North Charlotte Holdings SCOPE: 21-Acre Master Plan 1,000,000 SF or Office 300,000 SF of Retail 380 Residential Units

OAKVILLE TRIANGLE Alexandria, VA CLIENT: Stonebridge Carras SCOPE: 14.2 Acres 1,500,000 SF

COLUMBIA PLACE Washington, D.C. CLIENT: Quadrangle Development Corp. SCOPE: 1.6 Acres 500 Key Hotel 200 Residential Units

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New Projects 26-28 BROAD STREET, CHARLESTON, SC The Johnson Studio at Cooper Carry, Holland Management Services, Inc. 275 PARK AVENUE, CONCEPT DESIGN, BROOKLYN, NY Residential, Brickman 5550 FRIENDSHIP BLVD, CHEVY CHASE, MD Mixed-Use, RJS Realty Services, LLC 7359 WISCONSIN AVENUE WITH PICKARD CHILTON, BETHESDA, MD Office, StonebridgeCarras, LLC 7712 LOBBY RENOVATION, ATLANTA, GA Interior Design, C and J Atlanta LLC ABE & LOUIE’S STEAKHOUSE AND A&L GRILLE CONCEPT DESIGN, BOCA RATON, FL The Johnson Studio at Cooper Carry, Tavistock Restaurant Collection AMLI SITE B CITY PLACE BUCKHEAD, ATLANTA, GA Residential, AMLI Residential ARLINGTON BLVD DUAL BRAND HOTEL, ALEXANDRIA, VA Hospitality, Alliance Hospitality ATLANTA ATHLETIC CLUB, JOHNS CREEK, GA The Johnson Studio at Cooper Carry, Atlanta Athletic Club CARPENTER’S SHELTER RESIDENTIAL REDEVELOPMENT, ALEXANDRIA, VA Residential, Alexandria Housing Development Corporation CLARK ENTERPRISES CORPORATE HEADQUARTERS, BETHESDA, MD Office, CEI Realty, Inc. CONNOR’S STEAK AND SEAFOOD - WESTFIELD SOUTHGATE MALL, SARASOTA, FL The Johnson Studio at Cooper Carry, Connor Diner, Inc.

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DANIEL ISLAND BREWPUB, DANIEL ISLAND, SC The Johnson Studio at Cooper Carry, Holland Management Services, Inc. DELTA SKY CLUB, JOHN F. KENNEDY INTERNATIONAL AIRPORT, NEW YORK, NY The Johnson Studio at Cooper Carry, Delta Airlines, Inc. ELEMENT HOTEL AT SKYSONG, SCOTTSDALE, AZ Hospitality, Jackson Shaw FENLEY OFFICE BUILDING COMMON AREAS, LOUISVILLE Interior Design, Fenley Real Estate

KY,

GREAT HOUSE #24 LEVEL 3 CAMANA BAY, GRAND CAYMAN, CAYMAN ISLANDS The Johnson Studio at Cooper Carry, Dart Realty (Cayman) Ltd. GUESTHOUSE INN & SUITES NASHVILLE/VANDERBILT, NASHVILLE, TN Hospitality, Magna Hospitality Group, LC HICKORY CITY WALK, HICKORY, NC Landscape Architecture, Amec Foster Wheeler JONESBORO HIGH SCHOOL ADDITION AND RENOVATIONS, JONESBORO, GA K-12 Education, Clayton County Public Schools KING STREET HOTEL, ALEXANDRIA, VA Hospitality, Magna Hospitality Group, LC MARRIOTT ARUBA RESORT AND STELLARIS CASINO, PALM BEACH, ARUBA The Johnson Studio at Cooper Carry, Aruba Marriott Resort MEADOWCREEK/LYNBROOK RESIDENTIAL - RENOVATION DESIGN SERVICES, ALEXANDRIA, VA Residential, The JBG Companies MIDTOWN MEDICAL CENTER BLUE SKY, ATLANTA, GA Office, Brand Properties

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New Projects NEW RESTAURANT BUILDING AT 640 S. ORLANDO AVE, MAITLAND, FL The Johnson Studio at Cooper Carry, Concentrics NPTC 400 COMMON AREA IMPROVEMENTS, ATLANTA, GA Interior Design, Cousins Properties Incorporated OGLETHORPE UNIVERSITY NEW ACADEMIC BUILDING, ATLANTA, GA Science + Technology, Oglethorpe University PARKVIEW ON PEACHTREE – BUILDING C, CHAMBLEE, GA Residential, Spruce Street Partners PEARL RIVER MASTER PLAN, PEARL RIVER, NY Planning, IRG Realty Advisors, LLC PORT VIRGINIA CURIO BY HILTON, VIRGINIA BEACH, VA Hospitality, Herndon International Hotel Properties RENFROE MIDDLE SCHOOL PHASE II, DECATUR, GA K-12 Education, City Schools of Decatur RESTAURANT AT EIGHTH AND CLARK AT WESTIN NASHVILLE, NASHVILLE, TN The Johnson Studio at Cooper Carry, Castle Rock Asset Management LLC RESTAURANT AT MERCEDES-BENZ STADIUM, ATLANTA, GA The Johnson Studio at Cooper Carry, Atlanta Falcons RESTAURANT RENOVATION-OMNI ATLANTA CNN CENTER, ATLANTA, GA The Johnson Studio at Cooper Carry, Omni Hotels RESTON GATEWAY CONCEPT DEVELOPMENT AND ENTITLEMENTS, RESTON, VA Mixed-Use, Boston Properties

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SOLIS CHURCH STREET, ATLANTA, GA Mixed-Use, Terwilliger Pappas THE ESPLANADE PHASE II, DUBAI, UAE Mixed-Use, Muzoon Holdings, LLC THE MADISON BY FENLEY, LOUISVILLE, KY Residential, Fenley Real Estate THE SCHEDULING INSTITUTE INTERIORS, ALPHARETTA, GA Interior Design, The Scheduling Institute THE UNIVERSITY OF NORTH CAROLINA AT CHAPEL HILL, GRAHAM STUDENT UNION FEASIBILITY STUDY, CHAPEL HILL, NC Higher Education, Vines Architecture, Inc. UNIVERSITY OF MARYLAND - THIRD CLASSROOM AND ENGINEERING BUILDING, CALIFORNIA, MD Science + Technology, University of Maryland UNIVERSITY OF VIRGINIA, TOWN CENTER FOUR OFFICE BUILDING, CHARLOTTESVILLE, VA Higher Education, University of Virginia Foundation UNIVERSITY OF WEST GEORGIA, BIOLOGY BUILDING RENOVATION & EXPANSION, CARROLLTON, GA Science + Technology, University of West Georgia WIREGRASS PLAZA RENOVATION, WESLEY CHAPEL, FL Retail, Forest City Enterprises

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Aspire - Volume XIII Contributors

STEPHANIE ALLEN, NCIDQ, IIDA Interior Designer

STEPHEN BUSCH, CLARB, ASLA Associate

ROBERT EDSALL Architectural Designer

HEBA BELLA, AIA NOVA, LEED Architectural Designer

KEVIN CANTLEY, AIA, NCARB Chief Executive Officer, Principal

MARK KILL, AIA, NCARB, LEED AP Chief Operating Officer, Principal

STEPHEN CARLIN, SEGD, LEED AP Senior Associate

KYLE REIS, APA, NCARB, LEED AP Associate Principal

Aspire - Volume XIII Mentions Jorge Abad, AIA, NCARB Patricia Brown, Assoc. AIA, NCARB, LEED Green Assoc. Ali Gagliardo, IIDA Bob Just, AIA, NCARB, LEED AP Gweneth Kovar, LEED AP Lynnette McKissic, SDA Abbey Oklak, APA, LEED AP

Eric Phan, RA, NCARB, NCIDQ Marco Pieri, NCARB Meg Robie, LEED Green Assoc. Francis Rogg Kim Rousseau, IIDA, NCIDQ, LEED AP ID+C Keith Schutz, AIA Stephanie Smid


CONTRIBUTORS

SNEAK PEEK Kilpatrick Townsend Stockton, LLC Community Hub Atlanta, Georgia


atlanta 

new york 

washington

Aspire | Volume XIV  

© Cooper Carry | 2016