Lloyd Rosenberg, Chairman & Founder, DMR Architects
Design continues to be the backbone of any project across market sectors. In the face of rising challenges in the design and construction industry, experts like DMR Architects Chairman and Founder Lloyd Rosenberg say proper planning and working with a dedicated team of professionals is key to conquering any of the ongoing hurdles facing a project. “You can make a problem or you can solve a problem, and if you solve the problem, then you do not have a problem,” Rosenberg told Invest:.
What changes have most impacted your operations in the past year?
We finished a successful year. The growth of the economy in New Jersey has spurred the work that we do. The strong sectors have been healthcare, education, and real estate. We do healthcare projects directly with the institutions, but we do auxiliary projects that are a result of what they do and the transformation of what they do when acquiring sites and replacing facilities. We have also been involved in changing things that we did years ago because of technology. We might have done a building or a space in a hospital that had the latest technology a few years ago, but with advances in technology, we have had to go back and redo that building or space to accommodate those new technologies. These are the kinds of projects that keep us busy.
We also do a lot of work in the education market. As the population goes through transformations and educational programs change, we also need to keep up with that. We work with school districts that are replacing, remodeling, or building new facilities. We have many of those projects, and we also work with the community colleges. These are all activities that happen throughout the state.
Another project is a result of the World Cup coming to MetLife Stadium. We are building infrastructure facilities there.
How have changes such as work shortages or supply chain disruptions impacted your work process?
There are two sides to this. There is the political side, the side that appears on the news, such as supply chain shortages, shortages of materials, and tariffs, for example. Then there is the practical side of how to implement and how to get something done. Working with the correct design and the correct contractor to ensure the correct execution of a building, we find these aspects to be easily overcome. With proper planning, proper budgeting, proper scheduling, and integrating the right people, success comes, as opposed to focusing on the obstacles. During the pandemic era, we had serious supply chain issues that impacted construction, but only for a brief period of time, and we found ways to overcome those challenges. We do a lot of public and private work. We have millions of dollars that we are managing and overseeing. Those perceived challenges do not affect the day-to-day operations because of proper planning. You can make a problem or you can solve a problem, and if you solve the problem, then you do not have a problem. We like to look at the solution and work with people who can successfully get things done and move forward.
What sectors are impacting the available opportunities in the state?
The number of opportunities is enormous in our field. We see aspects that we need to stay on top of, such as regulations, environmental issues, and the costs of things. All these factors need to be programmed when you are doing a project, whether it is a small project or a multimillion-dollar project. Those elements need to be incorporated. Certainly, regulations always have to be considered as state and federal guidelines change constantly, whether that be for a school, healthcare, or a multifamily development. All of these different factors need to be incorporated into what we do. With proper planning and smart people, we get it done.
How does your work across sectors and municipalities integrate your architectural strategy?
This is a part of the challenge that we face. We have about 50 people in our firm, and we have to be knowledgeable about many market sectors, technologies, and the language of those sectors. When we speak to a healthcare client, we have to be cognizant of the healthcare language and jargon that is part of that industry, for example. When we speak with an educational client, we need to be up to date with what is happening in that area. When we speak with a multifamily developer or any other market sector, we have to be up to date with their industry. We also help companies with branding in terms of their exposure. We recently helped a local bank with rebranding its logo as part of the company going public. We helped them redevelop their headquarters and a few dozen branches throughout Northern New Jersey. It was a successful rebranding and achieved a new investment in their world.
We work with all these different sectors, so we need to be cognizant of their unique needs and able to articulate them in all those areas.
How has green and sustainable design evolved over the years?
We have been doing sustainable design for a long time. We have the first school that was LEED-certified in New Jersey. We were doing green building and sustainable design before it was a popular trend. We were doing it because it was the right thing to do. We had clients who wanted to take advantage of that opportunity. We have completed many certified buildings, both public and private. Sustainability was a buzzword for a long time, but we were already doing it as part of our normal, day-to-day operations. In that way, we have been ahead of the curve. Now, sustainability is a normal part of the industry. We have many clients that we assist with energy efficiency, regulations, and all the factors that go into green and sustainable design.
What are your priorities for the next couple of years?
We were founded in 1991 and have grown to approximately 50 people today. We have expanded regionally by doing work outside of New Jersey. Personally, I have done work in Nigeria and China. Keeping the pace of what we are doing is important. Stability is important, as well as being ahead of the curve.
