October 2025 — Invest: spoke with Wes Good, president and chief executive officer of Kirksey Architecture, to discuss industry recognition and how that lends itself to client opportunities, the shift toward office environments that enhance engagement and flexibility, and major community-driven projects, including the Kids’ Meals facility expansion and the Houston Food Bank.

How do the Houston Business Journal Landmark Awards impact your firm’s reputation and future opportunities?

Our firm has built a strong reputation over the past 50 years, and these awards help reinforce that. Many clients choose to work with us because of our reputation and how we approach projects. On a broader scale, these awards validate the quality of our work year after year.

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What are some major milestones or standout projects from the past year?

One of my favorite projects is a small one with a huge impact:  Kids’ Meals, a nonprofit that feeds preschool-aged children who don’t have access to lunch programs. We designed a facility that will allow them to expand from feeding 6,000 kids a day to over 25,000. It’s opening this year.

We’ve also been working on a larger-scale version of that for the Houston Food Bank, which will have an even greater community impact. That project will start construction this year. Both projects make a real difference in the lives of people who need support, and that’s exciting for us.

Why is Houston an ideal market for your firm?

Houston has been growing for years, and that creates demand for new infrastructure. Schools need to expand, housing has to keep up, and corporate relocations drive office development. Growth fuels what we do as a firm.

Texas is experiencing similar trends, but Houston stands out because of its diverse economy. We have strong sectors in healthcare, science and technology, education, and corporate development. We’re also one of the most diverse cities in the country, if not the most. That diversity drives innovation and opportunity.

How are rising construction costs affecting client decision-making?

We tell everyone the same thing: if you’re thinking about building, do it now. Costs aren’t going down. They might slow in terms of how fast they increase, but they rarely drop.

What trends are shaping architectural design in Houston?

One of the most exciting trends we’re leading in is mass timber construction. Houston is embracing it more, and there’s growing curiosity around its benefits: sustainability, speed of construction, and the warmth of natural materials.

New manufacturing plants are being built closer to the South to take advantage of our region’s natural forests, like the Southern yellow pine in East Texas. That will make mass timber even more viable here.

We already have several mass timber projects completed or under construction, including an office building in Bridgeland, a restaurant that finished last year, and a student housing project at Rice University. We also designed the largest collegiate classroom building in the country at San Jacinto College, which was built using mass timber. There’s a lot of momentum in this space, and we’re excited to be at the forefront in Houston.

How is the conversation around bringing people back to the office evolving?

It’s not just about architecture. We can design incredible spaces that make people excited to come in, but the solution also has to be operational. One of the biggest things employees value now is access to leadership. That’s not something we can fully design; it requires leadership to buy in and be present. Office culture is a mix of physical space and how a company chooses to operate within it.

How is workplace culture shifting in response to hybrid work?

When the pandemic hit, remote work ramped up quickly. Then we saw a leveling off — technology didn’t continue evolving at the same rapid pace, and companies began reassessing their long-term office strategies. Beyond technology, companies are recognizing that the office needs to be more than just a place to work; it needs to support a variety of work styles. People aren’t doing the same thing all day; they need different environments for collaboration, focus, and casual interactions. Designing an office as an ecosystem of spaces that support those needs is a major trend right now.

What sectors are driving demand for your services, and where are you focusing future growth?

This year, we’re seeing more balance across different markets rather than one sector dominating. In previous years, collegiate projects were booming, and healthcare was expanding rapidly. Now, things have leveled out, and we’re seeing steady activity across multiple sectors. Growth last year was strong, but 2024 looks like a more stable year — not every year has to be about rapid expansion. Having a more measured pace allows us to manage projects effectively as we head into 2025.

For the past few years, there’s been constant talk of an impending recession, creating uncertainty in the market. Many businesses have been cautious, waiting to see how things play out. But looking at where we are now, I think we’ve navigated through a slowdown without it turning into a full recession. I expect to see new momentum toward the end of the year, especially in Texas and across the South. A lot of companies have been holding back on big projects, and we could be on the verge of another upswing.

How is Texas’ economy impacting business, especially with a new administration taking office?

Texas, and Houston in particular, is a business-driven city. People come here to do business, and companies move here to take advantage of the opportunities. While politics play a role in certain industries, Houston’s economy tends to keep moving forward regardless of what’s happening in Washington.

How is the competitive labor market affecting your firm’s ability to attract and retain top talent?

There is an intense competition for talent, and while recruiting is always a priority, things have stabilized compared to the past couple of years. We’re still looking for the best talent, especially new graduates and professionals moving from other states, but the firm-to-firm competition has cooled down.

Our strength is our culture. People love working here because of the projects we take on, our work-life balance, and the flexibility we offer. Remote work options and an engaging office environment help us retain top talent. While some turnover is inevitable, we don’t see people leaving just for the sake of switching firms.

How is technology, particularly AI, shaping your design processes and improving efficiency?

AI is another tool we’re actively exploring. Last year, we touched on AI’s potential, and it continues to be an area of focus. Right now, there are more software options available, and we’re testing different platforms to see how they can best integrate into our workflow. The key for us is not just using AI to make our jobs faster or easier but leveraging it to improve project outcomes — making buildings more efficient, sustainable, and user-friendly.

Another exciting area we’re focusing on is data. Every project we work on generates massive amounts of data, and we’re looking at ways to harness that information more effectively. AI plays a role here as well because the more data we collect and refine, the better our insights become. For example, if we analyze 100 past projects, we can identify patterns in space utilization, energy efficiency, or material waste. That knowledge can directly influence smarter, more effective designs. We’re already seeing a direct impact on our workflow. How we gather, record, and manage data is becoming just as important as the design itself. If the input is structured properly from the start, the output becomes much more powerful. We’re building that mindset into our operations so we can make smarter, data-driven decisions moving forward.

What are your top priorities for the next two to three years, and how will you ensure the firm remains a leader in the industry?

One of the biggest priorities is staying ahead of technological advancements. We want to continue refining how we use AI and data while staying agile in our approach. The only thing we know for certain is that things will continue to evolve, so we must be ready to adapt quickly. That means maintaining an open mindset, being able to pivot when needed, and making strategic decisions that keep us competitive in an ever-changing industry.

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