Al Spagnolo, Chairman, SGA
Al Spagnolo, Chairman of SGA, sat down with Invest: to discuss the state of architecture in New England, exciting developments in sustainable design, how technology is impacting the design and construction industry, and more. “The economy is starting to change,” he said. “Especially in life sciences, statistics indicate that Boston will come roaring back in 2025.”
What significant achievements defined the past year for SGA in Greater Boston?
One of SGA’s highest accomplishments is sustainability and how we are being recognized for the impact we have on the built environment. SGA designed the 90 Arboretum, a 72,000 square-foot, three-story office building in Newington, New Hampshire, as the first all-new mass timber frame office building in New England. This is significant because this environmentally-friendly method emits around 30% fewer carbon dioxide emissions than traditional steel or concrete construction. In addition, once the CO2 sequestered in its fiber is counted, wood becomes carbon-negative. The firm has also completed passive housing projects, a critically important set of design principles used to attain a quantifiable and rigorous level of energy efficiency. They exceed the requirements of LEED protocols. We also designed Innovation Square 3, the first LEED Platinum and net-zero-ready life sciences building in Boston, and it is under construction for a major pharmaceutical company. There are about 15 LEED Platinum projects underway right now.
Our other major advancement is this firm’s use of technology. We are now employing artificial intelligence in our practice, which is a pioneering step in our space as architects. SGA is also a leader in project delivery employing virtual design and construction (VDC). VDC is a proven delivery method that utilizes a combination of people, processes, and technology and is altering the way in which architects support clients. I also teach a course on VDC at my first alma mater, Wentworth Institute of Technology.
What have you observed and learned regarding new technologies?
Though in the exploratory phase, we are coming up on our first year of using artificial intelligence in our practice. Most is through machine learning and exploring vast amounts of data from the documentation we generate. For instance, we can use our AI systems to evaluate details that may have been problematic in the field. How many times have they been revised or adjusted while other details are unchanged? What is the reason for that? We can evaluate this at a deeper level with AI. The added value is that we can look to expand and improve upon certain types of building systems.
The most important area that affects many clients is VDC—a complement to AI. We are one of the leaders in the United States for employing this in our practice. It is revolutionary and is breaking down the silos that are big problems in the construction and architecture sector. These silos prevent the kind of collaboration needed to bring value to clients. We have completed 10 projects using VDC. Four years ago, we introduced a new platform called ESGA, a dashboard project that is a front-door VDC and gives our clients a fuller picture of project delivery. It is very unusual for an architect to elevate their role in project delivery, as that is often delegated to the general contractor in the construction phase. The results speak for themselves, however. We’ve saved our clients millions of dollars, delivered their projects on shortened schedules, and provided sustainable solutions using VDC in coordination with the construction teams.
How has SGA’s new office location enhanced operational capabilities and client services?
It has been dramatic, to say the least. We are in a new tower in Boston on the Greenway with fantastic views. The location has really helped to elevate our presence in the marketplace. We have hosted multiple events with major real estate companies, what we in Boston call OPMs, or owner project managers. We have hosted some of the largest construction management companies as well. The space really lends itself to celebrations and social gatherings.
Something unique about the new office is that our in-house team designed it themselves. It was a great opportunity to test our design approach within our own environment. We leaned harder into the integrated process and the result is a design that was envisioned and programmed by—and for—its hybrid, creative workforce.
What goals are you pursuing in the next two to three years as the economy evolves?
The economy is starting to change. Especially in life sciences, statistics indicate that Boston will come roaring back in 2025. While we wait for that shift, this allows us to advance projects in higher education. This has happened throughout my career. When there is a down cycle on the commercial side, universities see an opportunity as commodity prices change. We are aggressively expanding our presence in the higher education sector as a result. We have directors here who are very attuned to the acquisitions in higher academia, which is very different from the commercial sector. Another phenomenon is public-private partnerships (P3). For the first time in my career, New England is finally seeing a robust amount of activity in these types of projects. Developers from across the country are coming to New England to engage.
What is your outlook for architecture in the next two to three years in Boston?
We are a part of a very unique roundtable led by the Cox Group. I have been a member for 18 years. There are 20 architecture firms from 20 cities that meet twice each year, and I recently attended in Nashville. Based on the information gathered from 20 firms in 20 cities, the coastlines of the United States are very quiet in life sciences. Interestingly enough, there has been a reversal for firms from the Midwest, South, and Upper Midwest. They are expanding and very productive right now in finding new prospects in the public sector and mixed-use projects. Large-scale mixed-use is redefining urban communities, and we are a part of many of these types of projects in the Boston area. There will be a lot of opportunities here.
Additionally, if we can solve the cost issues in housing, there are tremendous amounts of avenues for multi-family housing. There is a huge need in our country to find ways to house one another. We are breaking ground on an important workforce housing project in my hometown of Providence. While the life sciences sector has quieted, SGA is very entrepreneurial, and there is much potential in other areas.
What are your top priorities for SGA looking ahead?
SGA is looking to expand regionally. We have been examining a Mid-South expansion, as the Raleigh area is very attractive to us, and we love working in Nashville—not just for the music scene, but because it is a wonderful space to participate in as architects. There is an appreciation for the value we may bring to that market.
We will continue to push our success with VDC. There are significant possibilities for architects to embrace these new paradigms, not just to add value for clients, but also to increase revenue. Architects need to break from the traditional roles we have held in the past. I am teaching this course for a reason – to convince young people there are new opportunities in architecture. For SGA, there are great prospects because of the way we employ innovation.
