08.18.08
GIVING VOICE TO THOSE WHO CREATE WORKPLACE DESIGN & FURNISHINGSPAGE 3 OF 29
companies
Young + Wright & The IBI Merger
by David LaskerSucceeding at succession: Earlierthis year,
Young + Wright Architects
,a 125-person Toronto-based
fi
rm, joined forces in a merger/acquisitionwith cross-town giant
IBI Group
. Theircombined
fi
rm has a new handle,
Young + Wright/IBI Group Architects
.Consistently pro
fi
table, Young +Wright (Y+W) has designed projectsvalued at least $1-billion in construc-tion value every year since 2000.Unique, because they work in thefull range of building types, (excepthealthcare). The
fi
rm has not onlycompleted over a quarter of a mil-lion housing units and many of thecountry’s largest laboratory buildings,but it also has designed half a dozenchurches recently. Eight designerswork full-time on custom residences(featured in
Architectural Digest)
inthe $1 million-to-$5 million range.As designers of Toronto’s SkyDome(recently renamed the Rogers Cen-tre), Chairman Emeritus,
Rod Robbie
,invented and patented the mecha-nism for a retractable roof on a largestadium. The
fi
rm’s Wickaninnish Innon Vancouver Island was named thetop hotel in North America in 2002and the third-best hotel in the world by
Travel and Leisure
.The Y+W staff is subdivided intostudio groups of eight to 12 so thatemployees have the informality of asmall practice and the bene
fi
t of teamwork. The
fi
rm even has a partner incharge of human relations guardingthe culture they have developed overthe past 30 years.There is another very unusualaspect to Y+W’s business model: Over10 years ago, Y+W had hired architect
Gerry McMaster
, formerly in-houseproject manager for a large Canadianbank, to manage its extensive work inCanada and the Eastern United Stateswith an American multiplex theatrecompany. Mr. McMaster was on theY+W payroll, yet he thought of himself,and their client thought of him, as theDirector of Project Development. Thisallowed Y+W to expand the traditionalrole of the architect as well as its in
fl
u-ence on the project.As the cover-story feature in busi-ness section of
The Globe and Mail
ex-plained, Mr. McMaster, “knew not onlythe ins and outs of the architecturalside of the business but the more pro-saic planning details of securing leaseagreements, hiring lawyers, developingmarketing plans and even securingfavorable
fi
nancing.” He even attendedto the installation of seats and projec-tors in a virtual turnkey operation.“This is unusual,” said Mr. Mc-Master in an interview. “It’s unheardof. I don’t know of any other similararchitectural example.”Over the years, the founding part-ners
Richard Young
and
Jamie Wright
utilized a little country of
fi
ce upstairson the main street of Creemore, ON,where members of the
fi
rm wouldgo every four months for manage-ment brainstorming sessions. Duringone such retreat, they devised their18-point “go/no-go” Business Devel-opment decision grid. For instance,whereas relevant experience wouldearn one point on the 35-point scorenecessary to proceed, personalrelationships with one of the clientdecision-makers, or strategic marketpositioning, gained more value on the
fi
rms evaluation chart. This helpedminimize time and money wasted onunsuccessful project bids.As for IBI Group, the publicly traded
fi
rm offers services in four areas of practice: urban land, building facilities,transportation networks and systemstechnology. The integration of thearchitectural personnel at the com-bined of
fi
ces of Y+W with IBI GroupArchitects aggregates approximately450 personnel in Canada – the biggest
GARY ERICKSON & JAMIE WRIGHTRICHARD YOUNG
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