In an interview with Focus:, John Davidson, president and CEO of Parmenter Realty Partners, shared insights on office market dynamics, tenant expectations, and sustainability. “We’re preparing to enter a period of heavy acquisition,” Davidson said. “There’s opportunity in every market we’re watching.”

What have been the most defining moments for the firm over the past year?
We operate in the commercial office sector, and it feels like things bottomed in 2024 and are improving very slowly in that market right now.

We haven’t closed any deals yet this year, though we are close on a few. We sold an office asset late last year in Doral, Miami, but for this year, there hasn’t been anything I’d call truly defining.

What trends are shaping the office market today?
Transactions are starting to happen again. Acquisition debt is slowly returning, and there are more buyers than we’ve seen in a while. There are deals to be made.

We’re leaning into several transactions now, more in Florida than Georgia, but really across the Southeast. We have equity capital available, mostly opportunistic in nature. The debt, on the other hand, tends to be more focused on stabilized assets, so putting the two together to make a deal happen continues to be a challenge.

How do you view risk and opportunity in the current environment?
We see tremendous opportunity in the office market. There are fewer buyers than ever. Many of our competitors have moved on to other asset classes, but we still see strong office user demand across our portfolio, which makes us bullish on the long-term prospects for office.

Rents are rising, occupancies are going up, and there’s virtually no new supply. In fact, some office buildings are being converted or even demolished altogether. Virtually no new buildings are being developed.  So supply is decreasing, while demand remains stable or even increasing.

Tenants who were hesitant about return-to-office mandates are starting to feel more confident. They’ve been cautious and operating in an employee-focused environment, but that seems to be shifting to a focus on productivity and profitability. For the first time in my career, not everywhere, but in most of our markets, tenant incentives are declining. Tenant improvement packages are either flat or decreasing. That arms race with competitors to offer bigger incentives seems to be slowing down as office owners and lenders are more clear-eyed on tenant concessions.

What are tenants expecting today in terms of amenities, flexibility, and lease terms?
Right after the pandemic, flexibility was everything. Tenants wanted their employees back in the office but weren’t sure they could pull it off. So, shorter lease terms were often the main point of negotiation. I think those days are behind us now.

Parking lots are full again. Except for Fridays and sometimes Mondays, our buildings are busy. I don’t think we’ll return to fully occupied buildings on Fridays. Most of our assets are less than 50% occupied that day, reflecting companies continuing to offer hybrid schedules. That said, tenants are still showing up most of the week.

In terms of amenities, we focus on assets near high-quality retail and residential areas, primarily in the suburbs. Tenants want walkable buildings with access to strong retail centers focused on food and entertainment. That applies to our CBD assets as well, when the location fits.

Outdoor spaces remain highly desirable, especially in markets with great weather. We have upgraded these throughout the portfolio to provide places to work, places to socialize, and places to eat with comfortable furnishings, WiFi, and power. Most of our properties already include fitness centers, conference facilities, tenant lounges, and similar features.

We’re also seeing tenants invest more in their own spaces. Many are offering upgraded food options — not just coffee, but real food offerings — and some are even subsidizing or providing free food to enhance their employees’ office experience. In some markets, we’ve partnered with tenants by offering cafe credits to help support food operators and provide added value to employees.

The pendulum has swung. It was tough for employers to bring their teams back, but now the labor market is softening again, employers have a bit more leverage.

I don’t think employers resented the efforts they made to entice workers to return to the office. They wanted people back in the office and were willing to do what it took. Mandates weren’t always effective, so food and other incentives became tools. Whether those stick around long term is unclear, but they served a purpose.

Workplace culture has shifted as well. Attire is much more casual now. We used to have casual Fridays. These days, unless there’s a meeting, casual dress is the norm.

How important are co-investment and joint venture partnerships to your model today?

Historically, we’ve invested alongside institutional partners. We raised five funds over the years, but around 2018, we shifted our strategy. At the time, we were strictly a value-add, opportunistic firm, but opportunities in that space were becoming less compelling as more money flooded into the space. We pivoted toward more stabilized returns available in the core-plus space, so we put the fund model on hold and began cultivating relationships with institutional investors focused on longer holds and stabilized yields.

Today, those institutional investors are generally not investing new equity in the office market until they can reduce their current exposure, as hold periods have pushed-out. It has returned to being a space for hyper-opportunistic investors. That’s very similar to what I saw in the early 1990s during the Resolution Trust Corporation days. Back then, there was an oversupply of office space, and most investors were chasing other property types.

Now, the groups stepping into office are mostly family offices, foreign capital, high-net-worth individuals, and some debt funds that are looking at equity-like positions. These are the investors who recognize that the office sector has been oversold and see the potential created in the capital dislocation.

Throughout my career, I’ve watched other property types dominate distressed cycles. This time, it’s our office, and that’s our space. There’s plenty of product to evaluate, allowing us to be very selective. That’s why we’re enthusiastic. It’s about sifting through the opportunities and finding the right ones.

Where are you seeing the most return on sustainability investments?
Sustainability has been a focus for us for a long time. Before joining Parmenter Realty Partners, I ran a company that handled energy conservation retrofits for commercial buildings. That included projects at Miami International Airport and across Dade and Broward counties. I brought that experience into our firm.

We consistently look for efficiency gains in cooling systems, lighting, and plumbing fixtures. Some of our assets have green roofs. We participate in the EPA’s ENERGY STAR program scoring across the portfolio, and our engineers even compete to see whose buildings perform the best. 

Sustainability isn’t a new initiative for us. It has been part of our DNA for years as we’ve always seen the economic benefits associated with reducing energy consumption. That said, we haven’t seen tenants prioritizing sustainability as much as they did five or six years ago. Today, the top concern for most tenants is the size and configuration of their space, followed by amenities.

We saw sustainability early on as a competitive advantage. It helped us cut operating expenses, which increased net operating income and ultimately, asset value. It benefited the environment and our tenants, but it also supported our financial performance. It was a win for everyone.

We’ve looked at solar but have never been able to make the numbers work in a meaningful way. Where we do have solar, it’s limited. Our biggest gains have come from upgrades to lighting, HVAC, and water systems.

What are your top priorities for the next three to five years?
We’re preparing to enter a period of heavy acquisition. Over the past couple of years, our focus was more defensive. We were managing our existing portfolio, navigating market disruption, and addressing lender conservatism. That occurred even in cases where we didn’t have real distress.

We had buildings that were fully occupied but still faced headwinds based on the broad brush assessment that the office sector was in serious trouble, and in many gateway markets, that was the reality. That period seems to be behind us now. The challenges are fading, and we can shift our attention fully to new opportunities.

There’s opportunity in every market we’re watching. South Florida, in particular, is an area we’re very optimistic about. We’re pleased to have a foothold in West Palm Beach, where there’s a lot of energy and momentum. It’s a dynamic market, and we’re excited to be part of it.

We’ve been fortunate in the past to enter markets just before major growth cycles. We were in Nashville at the start of its boom, and in Charlotte just before its major development cycle. West Palm feels like the next one. There’s strong in-migration, a growing talent pool, substantial investment, and plenty of land to support future growth.

From Gov. Ron DeSantis to Stephen Ross, a lot of influential voices are highlighting the potential of West Palm Beach. We feel lucky to be there now and are actively looking for additional opportunities in that market.

In an interview with Focus:, Lily del Berrios, president emeritus of Sizemore Group, discussed evolving priorities in civic and institutional design. “Sustainability, inclusivity, and adaptive reuse are reshaping projects,” she said, highlighting the need for expansive inclusivity and strategic real estate evaluations to align facilities with community needs and long-term missions.

What have been some key milestones and achievements for the firm over the last 12 to 18 months?

We have achieved several significant architectural milestones over the past 12 to 18 months. One of the most notable is the Brookhaven City Hall commission, which stands out due to its aggressive approach to sustainability. The project is strategically located on a brownfield next to a MARTA station to encourage mass transit use, ensuring accessibility for citizens and visitors without reliance on personal vehicles. It uses granite native to the region, and locally mined. Additionally, the design incorporates mass timber in key portions, further emphasizing sustainable construction practices. This project, which has been under construction for over 12 months, is nearing completion and will soon open to the public.

Another major milestone is the design of a new courthouse in Transylvania County, North Carolina, led by our Asheville office. This development represents a critical achievement for the local community. Beyond these brick-and-mortar projects, we have also seen a broader increase in advanced public planning efforts targeted for direct capital funding, particularly in the Atlanta metro area. These initiatives range from visionary, large-scale community planning to more localized strategies based on demographics that include adaptive reuse of existing structures.

A proactive approach to funding has been central to these efforts, with municipalities assessing their real estate inventory and securing community buy-in and financial backing before execution. This trend, previously prominent in higher education, is now gaining traction in civic projects as well. The focus remains on evaluating properties to determine how they can be repurposed to better serve institutional missions and community needs.

What role is sustainability playing in sourcing materials for community design, and what is the demand from clients? 

Sustainability is playing an increasingly central role in both material sourcing and community design, with client demands evolving to reflect this priority. In terms of materials, there is continued emphasis on locally sourced products, particularly for state of Georgia projects. In Georgia, for instance, state-funded work actively encourages the use of materials produced within the state. This local focus not only supports regional economies but also reduces transportation emissions. Beyond sourcing, clients are looking at sustainability through a broader lens that encompasses human wellness and experience. The Brookhaven City Hall project exemplifies this holistic approach, seeking Gold status as a LEED and WELL building. This dual certification reflects how design priorities have expanded from environmental impact alone to include how buildings affect occupant health and well-being.

The concept of sustainable design now explicitly includes creating spaces that accommodate diverse physical, mental, and emotional needs. We are designing dedicated areas where people facing various challenges, whether behavioral, mental, or emotional, can find comfort and solace. This goes hand-in-hand with careful selection of calming materials and colors, sound control, and optimized air exchange systems to ensure healthy indoor environments. The approach represents an evolution beyond basic Americans with Disabilities Act (ADA) compliance to create truly inclusive spaces that serve all users effectively. Externally, we are implementing pedestrian-first environments that actively reduce car dependency, creating communities where walking and public transit become the preferred options.

With campuses and larger developments, we are seeing innovative approaches to shared infrastructure that represent the next level of sustainable design. These include interconnected utility systems where power redundancies and mechanical distribution networks serve multiple buildings simultaneously. Such smart systems not only improve efficiency but also create more resilient facilities. The most successful projects we see are those that balance all three circles of sustainability: environmental responsibility, economic viability, and social benefit. Our recent work has shown that when these elements intersect effectively, the results are spaces that are not just greener, but also more functional, comfortable, and future-ready. Clients are increasingly recognizing this comprehensive value, which is reshaping how we approach both new construction and adaptive reuse projects.

What challenges and opportunities is the industry navigating, and how are you addressing them?

The industry faces several key challenges that are shaping how we approach projects. Economic factors, including material tariffs and potential labor restrictions, are creating significant volatility in construction costs. We are advising clients to maintain their long-term plans while building in appropriate contingencies for price fluctuations. Contractors are particularly sensitive to these market conditions, requiring us to develop more flexible project timelines, budgets, and approaches to procuring materials. At the same time, we are seeing growing opportunities in helping institutions reassess their real estate portfolios, especially regarding older or underutilized facilities. Many organizations hold properties that no longer align with their current needs or mission, presenting both a challenge and an opportunity for creative solutions.

Our approach to these challenges involves guiding clients through a structured evaluation process. We begin by helping them clearly define their core business objectives and identify what their users truly need, both now and in the foreseeable future. This forward-looking analysis often reveals mismatches between existing facilities and actual requirements. For properties that are unsuitable or too costly to adapt, we explore alternatives like strategic leasing or sale, both are options that many institutions initially overlook due to traditional attachment to physical assets. What we have found is that when clients approach these decisions through the lens of mission fulfillment rather than simple facility management, they often identify innovative ways to maximize the value of their real estate holdings. This might involve repurposing spaces for community partnerships or converting underused buildings into revenue-generating assets.

The most successful transformations occur when clients are willing to challenge assumptions about how their spaces must be used today and in the future. We are seeing particular traction with educational institutions and government entities that recognize that their older facilities may be hindering rather than helping their ability to serve their constituencies. By focusing on functional suitability rather than just physical condition, these organizations are making smarter decisions about where to invest in renovation versus when to pursue alternative options. The key insight driving this change is understanding that buildings are tools for achieving institutional missions. When they stop serving that purpose effectively, it is often better to find new tools rather than keep maintaining outdated ones. This mindset shift, while sometimes difficult, is enabling our clients to create more sustainable, functional, and cost-effective facilities portfolios.

What advice do you have for organizations to evaluate whether their existing facilities still align with their current and future mission?

Two critical themes from last year are still relevant. First, the evolving conversation about inclusivity deserves deeper consideration. We must push beyond basic Americans with Disabilities Act (ADA) compliance to create environments that accommodate the full spectrum of human diversity, including different abilities, behaviors, and ways of moving through space. True inclusivity means designing with intentionality by selecting calming materials, thoughtful color palettes, and creating spaces where all people feel comfortable and supported. This approach naturally aligns with sustainability when we create spaces that endure because they work for everyone.

Second, we need to fundamentally rethink how we assess real estate value. This conversation must occur at the highest strategic level, beginning with core questions: What is our mission today? What will it become? Who are we serving? Only then can we properly evaluate whether our physical assets align with our purpose. We must examine facilities through the dual lenses of both their physical condition and their functional suitability. When mismatches appear, we should courageously consider all options: renovation, adaptive reuse, temporary leasing, or disposition. The most forward-thinking organizations recognize that holding onto underutilized assets often represents the greatest cost of all, as the opportunity cost of not investing those resources where they could better fulfill the mission. These two principles — expansive inclusivity and strategic real estate evaluation — represent where the most meaningful progress is happening in our field today.

In an interview with Focus:, Techie Homes CEO Booker Washington highlighted the company’s efforts to create choice for consumers with its innovative cottage homes and its reimagining of what the future of homeownership may look like. “Five years from now, someone who bought a microhome can sell the home with some equity and they can look at other options without starting from scratch. They start from a position of choice,” Washington said.

What key changes across the past year have most impacted the company’s plans and priorities?

There are many factors that influence real estate development and particularly homebuilding. As a driver over the past decade, Atlanta has seen more and more industries coming into the market. This increase in industries drives the growth in population that is happening in the market. Over the past decade, evaluating the growth of business and the local economy, you can see the push in housing prices and population growth. Hence, now there is a race to get to more city-centered live-work-play areas. You can see this in developments such as Centennial Yards and the Beltline expansion. All of these factors influence my decision-making around development and how to drive more innovative options for people starting out in real estate or people who want to transition. 

Looking at a post-COVID world, people are more intentional about decisions related to how and where they live, and family size as well. Following this push for industry growth, it seems that the market is now tracking back to handling the population growth. Local leadership has committed to approximately 20,000 units of affordable housing. With these plans, there are market segments that get left behind, such as the young professionals who are starting out in real estate. There are almost no developments of single-family homes geared toward them as the medium price in the market is approximately $440,000. All in all this is a good problem to have but we need to control some of the economic leakage regarding housing and housing choice and keep in mind that the basis of all economies still revolves around homeownership and a loyalty to the communities that drive the cities forward.

What trends are you watching closely both nationally and regionally?

A key trend is related to first-time homebuyers. The average age of first-time homebuyers has increased to approximately 40 years old, per the New York Times,  when a few years ago was 32 years old. This means that college graduates and young professionals spent close to two decades renting. The average person has spent close to $300,000 renting, which means they have missed out on creating any equitable value for themselves. As a result of this, the push for rental units has increased, evidenced by the “rent forever” term. People are being strategically forced into a model that features no available homes that could be purchased. The only option is a lifestyle of renting. In this renting lifestyle model, people are paying into something that does not have a return economically, only experientially. As the industry pushes into enhancing the experience for the renters, it comes at the sake of people’s personal economic development. This is why the age of the first-time homebuyer has increased. The trend we have around city centers creating more experiential and more expensive places to live has pushed out discretionary income and the ability to save. As such, people save less. The finish line to purchase a home has moved farther out.  The more this line is pushed back, the more it impacts local municipalities because they rely on the related tax revenue. As a result, having less homeownership impacts municipalities over time, especially when it comes to infrastructure and service offerings, which in turn impact all residents no matter where they live. 

What motivated your plans to develop microhomes?

People need to operate within the options that are provided to them. If you live in one of these major city centers, your available choices are tied to what the developers made for the market. We chose to build microhomes in an effort to match up the size and square footage of an apartment or condo that a person is currently renting and reverse it into an option for them to have something to purchase around that same equitable amount. In today’s age, the mortgage will be more expensive than rent. People choose to rent because of the lack of available options. We want to drive the comparison of your average rent to an average mortgage on a less than median value home. For example, in the Atlanta area, our microhomes are priced between $250,000 and $275,000. The average rent is $2,100 a month, but a 30-year mortgage on $250,000 is approximately $1,700 a month. This is the biggest impact we have when developing our microhomes, which is to allow people to have the same experiences by living in the city centers, but also have an opportunity to grow equity while they grow their families. 

We want to grow our unit count in the Atlanta market to provide options to residents. Five years from now, someone who bought a microhome can sell the home with some equity and they can look at other options without starting from scratch. They start from a position of choice.

What are your top priorities in the next three to five years?

We want to grow our development of cottage homes by 300 units. We are focused in the Atlanta metro but have plans for the Texas and South Florida markets. We will be breaking ground in at least three communities in the Atlanta market. We want to bring housing affordability and home ownership to the downtown area. We want people to see the options that can be developed. We are joining with landowners and creating strategic partnerships. The different entities in the development sector are starting to see that we are running out of room in terms of consumers being able to enter the real estate realm. It is not a healthy factor when you box out large segments of people from being involved in real estate. Our goal is to expand the canopy and bring in 300 more homes into the metro communities across different markets. We want to bring a product that is less than the median home price in those areas while offering a luxurious feel to small-home living. We expect to develop more than $60 million worth of cottage homes and bring them to the mainstream.

In an interview with Focus:, Jackie Ware, CEO of real estate firm Pegasus Residential, said that navigating a saturated and competitive multifamily market in Atlanta has made investing in people — not just properties — the core of her company’s strategy. Ware explained that while new developments offer similar luxury amenities, exceptional customer service delivered by a well-trained team is the ultimate differentiator. “The materials and the properties themselves are very competitive in certain markets, but the people can really make the difference,” Ware said.

What shifts over the past year have most shaped your leadership priorities?

One of the major impacts for our industry has been the extreme growth in Atlanta, which has been very good. But that also means there has been a lot of saturation, with a lot of apartment communities going up. With that, the competitive market is extreme right now. For us, a big focus is having top talent. We are a third-party property management company, so we don’t actually own the assets, but what we have is our people. So, a big shift for us is just focusing on having the right people in the right seats and focusing on their development. The materials and the properties themselves are very competitive in certain markets, but the people can really make the difference. That has been our real focus over the last year.

Could you expand on what you’re seeing in the economic environment, and how your team is helping clients navigate the challenges it presents?

We try to really partner with our clients. That’s what sets us apart from the companies that we compete against. We get into the market, we dive into it based on the intel that we have, and then we put together a strategy to help us make sure that we can foresee and build relationships with the top employers for the demographic that we’ll be serving in our community. We want to make sure that we’re aligned on what those rents are going to look like and what their performance business plan is going to be as well. We tie all that together and make sure that we’re aligned, so that, no matter what economic shifts there are, the property is full and the property is successful.

What are tenants looking for today, and what defines a successful property?

When clients are building properties, they put in all the bells and whistles. Some developers really focus on having spectacular amenities. The apartments themselves are a little bit more conservative in nature. 

The renter today is different from the renter five years ago. Their expectations are higher because, given some of the economic challenges, some people are no longer wanting to live in a home. They want to live a renter lifestyle. They want to be mobile. They want to have that ability to come and go as they please. A lot of people are really drawn to metro Atlanta because of all the different amenities the city itself offers, from the cultural amenities to the educational pieces that we have, and because it is also a beautiful green space along with having great jobs. All those things really tie in to what developers are building and the different levels of amenities versus interior features the apartments are offering. 

Having the right customer service at the properties to provide today’s renters with what they really want makes all the difference in their choice and decision-making. People still want that personal touch.

What innovations or operational changes have you found most effective in driving site-level performance and helping your team thrive?

Multifamily is like many industries right now, where we have an abundance of vendor technologies coming into our space, which is great. What we try to do is avoid product fatigue by making sure everything is well vetted, and that it’s going to help our people save time. If it’s a technology that is not going to give them time back in their day, then we don’t go forward with it. That is how we really form our tech stack. That’s an area of focus for us because people can do more if they have the right tools. It’s all about having the right tools and training in place so our people can be successful.

Could you expand on how you’re approaching training and development, particularly to equip teams to deliver consistent service across such a large and diverse portfolio?

Our education is ever evolving. It is based on tactical skills, which is learning how to use all of our tech stack to get the proper analysis and hold their teams accountable through the data. There’s also the emotional element because we are dealing with so many people. We have a lot of employees, and they deal with people in their homes, the residents. We have a lot of training around de-escalation, around customer service, around all of the different changing laws that are going on in every state, because there are various changes at all times. So, it’s a constant education. We’ve found that de-escalation training has also served our leadership really well. People seem to have a shorter fuse. It’s just important for our people to learn how to step back, make sure they’re not taking anything personally, and ensure they’re able to find a good compromise with that resident so we can find a path forward and a happy ending for everybody.

Karen Hatcher, CEO of Sovereign Realty & Management, spoke with Focus: about how to succeed in the robust Atlanta market: “You need to be intimately engaged and involved in the industry and in the community. The market is changing quickly, and you have to network and get involved to learn the market trends.”

With the evolving landscape of property management, how is Sovereign Realty + Management adapting to new challenges and opportunities in the metro Atlanta area?

Property management is a core focus at Sovereign. With the current landscape, many investors are interested in development projects. In the rental market, interest rates and taxes are preventing investors from getting the returns they want. Investors are less able to leverage their assets to access cash. We are on the single-family rental (SFR) side of property management, and we’ve had to incentivize rents with renewing specials and providing longer-term leases. With the built-to-rent and large multi-family inventory out there, tenants will leave for a newer construction property. We are getting creative about extending lease cycles and escalating leases. Many tenants want to stay where they are but want to lock in lease terms for extended periods. Retaining leases and tenants already in place is a priority. Atlanta has many neighborhood clusters that are all different. Some neighborhoods have maintained or increased in value because tenants have stayed longer. Emerging neighborhoods have been more challenging, but we are adjusting to the market.

Would you describe the real estate and property management market in Atlanta as a buyer’s or a seller’s market, and why?

Based on inventory, it’s a stabilizing market, days on market have been about 4.5 months at the time of this interview. We’re seeing price pressures on both for-sale and for-rent products. For real estate sales, properties need to be positioned well on price with sellers offering concessions. Listings need to be staged appropriately to showcase the property in the highest and best light. Sellers and agents are investing more upfront to capitalize on the initial time the property is on the market and plan for continued investment for longer days on market. Rental rates are declining in emerging areas and stable in others. Areas with high built-to-rent inventory and large multi-family inventory are experiencing increased pressure due to new construction units. Older SFR inventory is also experiencing pressure compared to newer constructed units.

Given your significant experience and success, what advice would you offer to someone entering the Atlanta metro area’s real estate market today?

Anybody new in the industry should join industry groups. They have to learn the business, people, and neighborhood trends. Real estate is vast, so you have to figure out where you want to get started and where you will focus. You have to be curious, get to know people, neighborhoods, and schools, be humble, and be interested. You need to add value, listen, show up to meetings, and join committees. You need to be engaged and involved in the industry and the community. The market is changing quickly, and you have to network and get involved to get the information and learn the market trends.

Sovereign Realty & Management prides itself on utilizing technology for better management and client interaction. Can you elaborate on the latest tech innovations you have implemented?

We are high-tech and high-touch. As a small business, we leverage technology for everything. I love AI, and we use it for analysis and increasing productivity. AI helps our entire team get things done more efficiently. To synthesize information and do things faster, you have to leverage AI. We are looking to increase our AI use in listings, graphics, analysis, trend analysis, training and virtual staging. I take AI classes, and I take what I learn and apply it in new ways to help our business.

How do you ensure consistent quality and service across different property types?

We focus on our process and leverage technology. With scattered site management, the only thing we can standardize is our processes. Processing everything the same way, every time. We use AI to help analyze information faster. I have an MBA in real estate and a CPM designation, and I used to do all of that manually. Now we can export data and get themes summarized quickly. I meet with my team weekly, and we leverage global support with virtual assistants to help our team members work more efficiently on the ground. Leveraging the global labor force helps us take in new inputs and ideas and offers more coverage around the clock. We have a multigenerational team that helps us assist landlords and tenants from affordable to luxury. Our use of technology at all levels of the organization ensures efficient communication between everyone.

In an interview with Focus:, Larry Padilla, CEO of the Decatur Housing Authority, discussed strategic expansion, resident empowerment, and the need for regulatory reform. “To make a real impact, we need to do more than develop 200 units a year. We’re working toward a pipeline of more than 1,000 units. That may sound ambitious, but it reflects what the moment demands,” Padilla added.

What recent developments have had the greatest influence on the housing authority’s priorities this year?
The Village of Legacy (Legacy) project has been one of our most impactful initiatives as of late. Located within Legacy Park in Decatur, it’s unique because it brings housing within a park environment that also features a variety of nonprofit organizations that are based within the park, nature trails, and a state-of-the-art track field. This combination helps build a fuller sense of community.

It’s the first affordable and attainable multifamily housing development for families in Decatur in decades. Much of our previous work focused on replacement housing, where previous public housing communities were either completely demolished and re-developed or substantially rehabilitated, replacing the previously existing units one-for-one. With Legacy, we are adding 132 new units, expanding Decatur’s affordable and attainable residential options.

This development has really become our calling card. While our official name is still the Decatur Housing Authority, we’ve intentionally stepped away from using the word “authority” in our day-to-day work. The term can carry outdated perceptions about what public housing agencies do, and it doesn’t fully reflect who we are today.

We want to be recognized for our high standards, our strong stewardship of public resources, and our ability to responsibly administer federal rental subsidies as part of a true public–private partnership. Our goal is to expand opportunities for working families who want to live, work, and play in Decatur, and to be seen as what we really are: a developer, owner, and operator of quality, modern, and safe housing of choice.

While dropping a single word might seem like a small or purely symbolic marketing move, it sends a clear message. It pushes back against the stereotypes and misinformation that often surround housing agencies and can slow progress in addressing the affordability crisis.

At the same time, our charter gives us tools that most developers simply don’t have — the ability to issue bonds, preserve tax incentives, and place project-based vouchers — and those tools are essential to sustaining attainable housing. The project has also attracted new partners and opened the door for us to expand across DeKalb County, throughout Georgia, and potentially beyond.

Today, we operate much more like a real estate developer with a strong CORES designated services component we refer to as our Resident Experience department, and which operates within our services subsidiary, Decatur Housing Initiatives, Inc. 

For us, it’s more than buildings — it’s about creating real communities: supporting youth, connecting adults to training and jobs, and helping seniors age in place with dignity.

How has the economic landscape affected your ability to expand affordable housing?
It’s definitely a challenge. In the city of Decatur, there is approximately 2% of available vacant land, and not all of that is actually developable. In a small city, roughly five square miles, that scarcity drives acquisition costs up significantly. It’s been a real local constraint, and we’re starting to see similar pressures emerge across the region.

At the same time, the broader multifamily market is beginning to soften. We’re seeing more concessions, and in parts of metro Atlanta, there are signs the market is already overbuilt — or headed that way.

For us, though, affordable and attainable housing isn’t optional — it’s essential. It’s like bread and water; it’s basic sustenance for a community. Demand will always outpace supply, especially for working families. So even in a tough environment, the need remains strong, and we’re committed to meeting it.

The biggest obstacles right now are land costs, higher interest rates, shifting restrictions on soft financing from government sources, and broader political uncertainty. But despite all of that, it’s actually an exciting time to be in this field. If the work were easy, it probably wouldn’t be worth doing. The challenge is what makes it meaningful.

How are resident needs and preferences shaping the way you create community experiences?
Our resident experience team is CORES certified (Certified Organization for Resident Engagement & Services), a designation that recognizes organizations that have developed a robust commitment, capacity, and competency in providing resident services coordination in affordable rental housing. As a CORES organization we have the ability and flexibility to meet people where they are. We serve a broad range of residents, from those with public housing backgrounds to young professionals and working families, and our goal is to support all of them and address challenges early, before they become larger problems. We are about providing a hand and not holding hands, which is a significant distinction. In supporting our residents, we help to ensure that they are also positively contributing to the vibrancy and economic viability of the community at large.

Decatur’s strong schools attract many families, but housing costs are still a significant barrier. We work hard to make sure our youth have access to every opportunity available. That includes after-school tutoring with certified teachers, robotics programming, wellness activities through partnerships with Parks and Recreation, and college preparatory services among many others.

We also have self-funded scholarships for graduating seniors and for residents continuing their education in college or trade school. It’s about creating consistency and long-term support, not just one-time assistance.

For our senior residents, we focus on stability and quality of life — offering wellness programs, financial literacy workshops, estate planning, and insurance education. We also operate a food pantry in partnership with a major regional food bank and other local partners to ensure no one in our community goes without basic necessities.

For adults, particularly those who grew up in public housing, we emphasize workforce development. We connect residents with nonprofit partners, training programs, and career pathways, and we reinforce the idea that it’s never too late to learn new skills and grow.

Beyond our own properties, we have started to export this model to other housing authorities and affordable housing providers that may not have a dedicated resident services component. We deliver many of these programs through our nonprofit subsidiary, Decatur Housing Initiatives, which gives us the structure and flexibility to provide services externally.

What role does homeownership play in your long-term strategy?

It really depends on the opportunity. We’ve developed homeownership units in the past, typically on land we already owned or strategically acquired. Those homes were sold and are no longer part of our portfolio, but they demonstrated that homeownership can be an important pathway for the families we serve.

We’re currently working on a new homeownership initiative — I can’t share all the details just yet — but it reflects our continued commitment to creating more avenues to ownership. We’re also exploring models like rent-to-own, which can help residents who may not have the resources for a large down payment begin building equity. At the same time, we’re partnering with financial institutions to provide financial literacy and homebuyer training so residents are prepared not just to purchase a home, but to sustain it long term.

Strategically, we want the flexibility to pursue both multifamily and single-family development that doesn’t rely too heavily on subsidies. Programs like the Low-Income Housing Tax Credit and bond financing are incredibly valuable tools, but they can also be restrictive and complex. We’re looking to complement those with approaches that allow us to move more nimbly and serve a broader segment of the market.

Ultimately, that includes the middle-income workforce — people who work hard, contribute to the community, and simply need stable, attainable housing options. Homeownership is one more way we can help create that stability and build long-term generational wealth.

How are you approaching funding and financial strategy in today’s climate?

We proactively monitor interest rates and track changes in grant and loan availability, especially as a few of these funding sources have begun to dry up, tighten, or disappear altogether. There is a lot of uncertainty right now at the federal, state, and municipal levels, which makes it even more important to be disciplined and strategic with every dollar.

We are fortunate to be well capitalized but maximizing that capital is critical. Grants and soft financing allow us to stretch our hard dollars further so we can do more with the same resources. I’m encouraged by conversations about reducing some of the regulatory barriers that slow housing development, but even if federal requirements ease, there are still significant municipal regulations that add cost and complexity.

Today, more than 40% of multifamily development costs can be tied to regulatory requirements. For single-family housing, it’s closer to 20–25%. If we could reduce even a portion of those costs, we could deliver significantly more housing to the community.

So we remain alert and ready to move. Funding opportunity windows do not remain open for too long, and it takes coordination and experience to act quickly. Fortunately, we have strong leadership within our board and in the leadership of our real estate development subsidiary. Our development efforts are driven by our internal team, me, and a variety of strategic and well-positioned partners that allow us to be creative and innovative. As a team, we bring both technical expertise and the vision to capitalize on opportunities as they arise. There is much to be concerned about within our existing economic environment; however, I remain confident and excited about where we are headed.

What are your top priorities over the next three to five years?
Internally, our focus is on continuing to build a culture that is entrepreneurial, innovative, and forward-thinking. Identifying candidates who demonstrate the right balance of skills and mindset remains a challenge. Over the past year, we have made significant strides in assembling a well-balanced team capable of contributing to our future goals, but talent acquisition and development will remain a top priority in 2026.

Externally, we are focused on expanding the organization through the creation of new subsidiaries and diversifying revenue streams. Reducing reliance on federal funding and becoming more self-sustaining is a major priority. We already operate with relatively minimal dependence on these sources, which gives us a strong foundation to build from.

We are also working to align our existing tools, resources, and partnerships to support more innovative residential and mixed-use development and investment initiatives. This includes leveraging our Housing Choice Voucher authority to support development projects and create innovative models that generate sustained revenue while strengthening the public-private partnerships essential for long-term success.

What role do you see your organization playing in the broader housing landscape?

First, I appreciate the opportunity to highlight our work. While we’re not the largest organization addressing housing challenges, we are aggressive in our expansion strategy. Our goal is to be the go-to partner for private investors, developers in both the nonprofit and for-profit sectors, and other housing authorities who may not have the capacity or technical expertise. Expanding our platform is essential to addressing the affordable and attainable housing crisis.

To make a real impact, we must do more than develop 200 units a year — we are building toward a pipeline of over 1,000 units. It’s ambitious, but the scale of the crisis demands it. Achieving this requires continuous self-development, close collaboration with like-minded agencies, and strong cross-sector partnerships.

We are assembling a team capable of managing this level of growth, and our focus is on execution. The industry often talks about the housing crisis, but we are focused on action. We understand what needs to be done — and now we are committed to making it happen.

In an interview with Focus:, Janet Simpson, CEO of TVS, discussed evolving priorities in architecture, from sustainable design to data-driven decision-making. She explained how AI and real-time analytics are reshaping project workflows and emphasized the need for firms to establish strong data infrastructure.

What have been some of the standout projects or milestones that TVS has achieved over the past year?

We continue to be active in Atlanta, where many of our projects have long timelines. One notable project is 1072 West Peachtree, developed by the Rockefeller Group. That project is now under construction and will be the tallest residential tower in Atlanta.

Another major project is Centennial Yards, where we continue to make steady progress. We are also working on the Tennessee Titans Stadium in Nashville. In addition, another significant Atlanta project is the renovation of the former CNN Center, now referred to as The Center. TVS originally designed the building in the 1970s, and we have been commissioned again to lead its comprehensive redevelopment.

As a leader in architecture, what trends do you foresee dominating the design industry in the next few years?

Sustainability and resilient design have been central themes in the industry for some time, but those concepts have matured. Initially, the focus was largely on energy efficiency, but it has expanded to include sustainable materials and responsible sourcing. There is now greater emphasis on the full lifecycle of materials — where they come from, how they are produced, and their environmental impact. Manufacturers are becoming more transparent, allowing architects to make more informed decisions.

Beyond sustainability, artificial intelligence and data integration are transforming the industry. While digitization has been underway for years, the next phase is ensuring firms are truly data-ready to fully leverage AI. That requires rethinking business models to treat technology as an asset rather than simply an expense. The industry is still in the early stages of aligning operations with AI capabilities, particularly around data accessibility and real-time decision-making. AI offers the potential for deeper insights, streamlined workflows, and improved design accuracy, but only if the proper infrastructure is in place.

How does TVS integrate community needs and environmental sustainability into its projects, particularly in a growing region like Atlanta?

We participate in the AIA Large Firm Roundtable and have long been committed to the 2030 Challenge, which tracks energy use and carbon performance. Our goal is to achieve carbon neutrality in our operations, including the purchase of carbon offsets. We are also prioritizing material sourcing, aligned with AIA guidelines for tracking sustainable materials across five key categories. The industry is still working toward standardized reporting methods for these metrics.

Beyond individual firm efforts, we recognize the importance of collective industry impact. We are engaged in broader conversations about sharing data across the architecture and construction sectors to improve sustainability outcomes. For example, there is growing interest in extracting real-time performance data from Revit models to inform design decisions proactively, rather than relying solely on post-construction analysis.

What types of services are currently in high demand at TVS, and how are you adapting to meet client needs in Atlanta and across the country?

Data is increasingly critical in two areas: business operations and project design. From an operational standpoint, we are integrating data across the firm to improve visibility and agility. In a volatile market, timely decision-making is essential, and centralized data allows us to respond more quickly to changing conditions.

On the project side, we are actively involved in industry discussions around data sharing and real-time analytics. Improving how we extract and use data from Revit models can lead to more sustainable and efficient designs. The challenge, and opportunity, lies in creating platforms that enable firms to share insights at scale, leading to better-informed decisions across the industry. While we are still early in this transition, the potential for AI and advanced analytics to transform architecture is significant.

With rising inflation and high interest rates, how have these factors impacted the industry?

Over the past several years — beginning during the pandemic and continuing into the current period of AI-driven disruption — volatility has affected operations industry-wide. In the past, project execution was more predictable. Firms could secure a project, follow a set schedule, and forecast revenue with relative certainty.

Today, financing challenges, construction pricing fluctuations, and material sourcing issues have introduced far more uncertainty. Projects often pause or change between proposal and final pricing, particularly as construction costs and external factors, such as tariffs, shift. That uncertainty affects financing decisions, which can lead to delays. As a result, it has become much harder to predict revenue streams with confidence.

To adapt, we are leveraging real-time data and improving internal connectivity to identify fluctuations earlier and respond proactively. The challenge is not a single delayed project, but the cumulative impact of multiple delays, which can significantly disrupt monthly revenue forecasts. Cash flow and profitability depend on predictability, making data visualization and analytics increasingly critical assets.

Where do you see the most promising opportunities for growth in Atlanta over the next year?

Atlanta remains a strong and attractive market. The population continues to grow, infrastructure investments support that growth, and the city has been intentional about creating a favorable business environment. While financing remains challenging, developers are still vision-driven, and our longstanding relationships in the region position us well to contribute to meaningful projects.

We are optimistic about Atlanta’s trajectory and value being headquartered here. Capitalizing on these opportunities requires strong relationships and clear communication of our value across multiple platforms.

Looking ahead, what are your top priorities for the next two to three years?

We take a market-specific approach, with each segment defining where to compete and how to win. As a firm, we focus on solving meaningful problems through design, ensuring our solutions address real challenges and consider the broader context of the built environment.

A key priority is leveraging technology, including AI, to enhance our ability to deliver value. Advanced platforms allow us to design more accurately and respond to evolving conditions. However, technology is a tool, not the end goal. At the core of our work is a clear sense of purpose — understanding what we are trying to achieve and delivering solutions that are responsible for the long-term impacts the built environment has on communities and the environment.

In an interview with Focus:, Brian McGowan, president of Centennial Yards, discussed how the development is designed to support the economic and community needs of downtown Atlanta. “One of our investors described Centennial Yards as a development that will be remembered alongside Atlanta’s airport as one of the most impactful projects of the past 50 to 60 years,” McGowan said.

What recent milestones have reflected Centennial Yards’ long-term vision?

The biggest milestone is momentum. We completed two buildings last year after two years of construction and a year of design. The Mitchell is a 304-unit apartment complex that opened in September 2025 and will include three restaurants at the base. Hotel Phoenix, with 292 rooms, opened last December.

In the summer of 2024, we broke ground on the entertainment district, which spans seven and a half acres and includes four buildings totaling 500,000 square feet, a fan zone in the center capable of accommodating 2,000 to 3,000 people. We signed leases with Live Nation to build a 5,300-seat live music theater, which will be its crown jewel venue in the United States. We also signed a lease with Cosm, a unique sports bar concept featuring 70,000 square feet of space, highlighted by a sphere similar to the Las Vegas Sphere, scaled to fit inside the building for sports, movies, and more.

In addition, we broke ground on another 230-room hotel, and a fourth building is planned as a multi-tenant space primarily for food and beverage. A historic building has already reopened as Lofts at Centennial Yards South, offering 162 apartment units. In the near future, we’ll be announcing a number of new leases, primarily with restaurants.

How has public–private partnership shaped your approach to revitalizing the area?

This project exists because of public-private partnership. For decades, this 50-acre site was a hole in the heart of downtown, at the center of a region of six million people, and no one could figure out how to make it work. The project began with Tony Ressler, owner of the Atlanta Hawks, who envisioned a sports-adjacent entertainment district.

The site was challenging due to multiple owners, complex easements, air rights, parking rights, active train lines, and insufficient infrastructure. The city worked with CIM Group to create a unique financing structure that allowed the project to move forward. Without a strong partnership with the City of Atlanta and the State of Georgia, this project would not be underway.

How is the project balancing commercial opportunity with community impact?

In partnership with the city, 20% of all residential units are designated as affordable at 80% of area median income for 99 years. In addition, 38% of our subcontractors are required to be minority- or female-led enterprises. We are currently at 35%, with a goal of 38%. One of the most rewarding aspects of this work has been bringing in smaller contractors who typically would not have the opportunity to participate in a project of this scale and helping change the trajectory of their businesses.

We are also building a police substation and a fire station within Centennial Yards. We replaced a condemned pedestrian bridge, contributed $10 million to rebuild a recreation center, and committed an additional $33 million to equity and inclusion initiatives across the city. We have also pledged to allocate 25% of entry-level jobs to local residents.

How does Centennial Yards use design to meet the evolving needs of the community?

We hired Foster + Partners to create a human-scale master plan. We intentionally avoided very tall buildings because they can create uncomfortable wind patterns and discourage outdoor activity. Our focus has been designing for people and prioritizing pedestrians.

The entertainment district currently under construction, along with the bridge we built, is pedestrian-only. Residential buildings are positioned around the entertainment areas but set back from noise and light. Working with the city, we prioritize people over vehicles by ensuring safe crossings and easy access throughout the site, while encouraging alternatives to driving. There are also two transit stops adjacent to the property, and we are working with MARTA to create a direct connection that encourages transit use.

How does the current economic environment impact your strategy for navigating challenges?

It’s a difficult environment for real estate, with a high level of uncertainty. We mitigate that by raising equity, reducing reliance on debt, and choosing to self-perform as the general contractor. That approach allows us to control costs by eliminating third-party fees and operating more efficiently.

We have the flexibility to move forward and pivot when necessary. Four years ago, we were focused on building office space, but demand shifted as major tech companies reduced their office footprints. We pivoted to residential and hospitality. Now, as office demand begins to return, our mixed-use approach allows us to adapt in real time.

How is your team planning for environmental and economic resilience?

All of our buildings will be LEED Platinum certified. We are also exploring a shared energy system that allows chillers and cooling systems to serve multiple buildings. An elevated 2.5-acre park, 40 feet above ground, will provide green space, shade structures, and relief from Atlanta’s summer heat.

Our consultants have also implemented science-based strategies to mitigate the urban heat island effect created by surrounding concrete, ensuring long-term environmental resilience.

How does the project incorporate art and culture into its placemaking?

Every element of the project is designed to reflect Atlanta’s story. Hotel Phoenix is named after Atlanta’s official bird and symbolizes the city’s rebirth after being burned during the Civil War in 1864. Centennial Yards represents a second economic rise for the city.

We want visitors to leave with a deeper understanding of Atlanta’s culture and identity. The shade structures themselves will serve as public art, drawing inspiration from the Atlanta Hawks, Atlanta Falcons, and Hotel Phoenix. That spirit, always rising, defines Atlanta.

How does Centennial Yards define the next era of growth for Atlanta?

This project represents a major private investment in downtown after decades of limited development. A $5 billion commitment signals confidence and encourages others to invest, creating a powerful multiplier effect across the city. Construction cranes are in the air, and there is a renewed belief that this is a pivotal moment in Atlanta’s history — one that will deliver the downtown the city deserves, as envisioned by Tony Ressler, the owner of the Atlanta Hawks and an investor in Centennial Yards.

We are building a new neighborhood with more than 2,000 apartments that will become Atlanta’s most visible and dynamic district — its own version of Times Square. It will be a place for gathering, culture, and memorable moments, connecting surrounding neighborhoods and reshaping the city’s economic and cultural trajectory. One of our investors described Centennial Yards as a development that will be remembered alongside Atlanta’s airport as one of the most impactful projects of the past 50 to 60 years.

In an interview with Focus:, John Yates, Partner at law firm Gunderson Dettmer, discussed the firm’s strategic expansion and its commitment to innovation in legal services. “We believe Atlanta is the most exciting region in the United States for tech growth,” he said, highlighting how the firm’s unique focus on emerging growth companies and venture funds positions it at the forefront of a rapidly evolving industry.

What strategic factors influenced the decision to establish a presence in Atlanta, and how does this expansion align with your broader growth objectives?

I’ve been very fortunate to spend my entire career in technology law. I was initially intrigued by this area because my sister started a tech company in Silicon Valley in 1980. When I graduated from law school, the IBM PC had just been released, and I decided I wanted to work with fast-growing tech companies and fascinating entrepreneurs. Fast forward to today, I’ve recently become a partner at Gunderson Dettmer, a firm founded in Silicon Valley that has expanded to more than a dozen cities. Along with several colleagues, I’m proud to be a co-founding partner of the new Gunderson office in Atlanta. We believe Atlanta is the most exciting region in the United States for tech growth. Gunderson represents thousands of tech companies and hundreds of funds, creating a powerful synergy when we bring companies and funds together, along with the value-added relationships and introductions we offer. It’s truly a winning formula, and we feel very fortunate to be part of the Gunderson Dettmer team.

What have been the firm’s most notable recent successes, especially regarding new deals and strategic partnerships, even though the Atlanta office is relatively new?

We’ve had an incredible start. Despite the Gunderson firm being new to Atlanta, we already represent over 100 clients. We’ve been able to leverage decades of relationships and significantly expand them through the firm’s platform. Our unique model focuses exclusively on emerging growth companies and the funds that support them. Unlike other firms that diversify into multiple areas, we stay laser-focused on our core. Some of the most successful companies globally have followed this model, and it’s helped us build a broad, national, and even international network that benefits the entrepreneurs and tech companies we serve. Being on the Gunderson team has exponentially magnified our practice, giving us a unique advantage when delivering our value-added services to companies, entrepreneurs, and strategic partners.

In what ways is your firm innovating its legal services or business model to stay competitive in this dynamic environment?

That’s one of the most exciting parts about Gunderson Dettmer — not only do we work with technology companies, but we actively develop and implement technology ourselves. We have a dedicated team advancing our digital platform by integrating AI and other efficiencies to deliver services faster and smarter. For instance, we have a contract generator that allows clients to create customized agreements without having to start from scratch with a lawyer, saving time and reducing costs. We also offer a client portal allowing access to key corporate records and facilitating communication with our legal team. These unique digital tools demonstrate Gunderson’s commitment to client-focused innovation, which is something entrepreneurs and emerging companies truly value.

How do you ensure cohesive service delivery while maintaining a localized, specialized focus in each key market?

Technology is truly a global business now, and that’s why it’s essential for us to have over a dozen offices across the United States and internationally. We’re fortunate to have a presence in Southeast Asia, Latin America, and North America. We’ve also built trusted relationships with top-tier law firms worldwide that align with our quality and focus areas. This global, but focused approach enables us to efficiently find the right legal experts, whether from within Gunderson or through our strategic partners, to address country-specific issues like privacy, AI, contract nuances, or restrictive covenants. Although the world lacks uniformity in many legal aspects, we’ve developed a strong platform to deliver seamless service across diverse jurisdictions.

How are you leveraging legal tech and AI to better serve startups and investors in Atlanta and beyond?

AI is incredibly dynamic, with new innovations emerging almost hourly. In Atlanta, our city’s goal is to become the capital of applied AI, meaning we focus on using AI in real business applications. With so many Fortune 100 headquarters in Atlanta, companies are eager to integrate AI into their operations, and that aligns perfectly with our strengths. Internationally, we also have to stay abreast of developments like the European AI Act, which adds another layer of complexity. We’ve developed a carefully curated AI platform that minimizes errors like AI “hallucinations” and focuses on the goal of delivering secure, accurate information. Our investment in AI is about staying at the forefront and applying these tools effectively in our practice to benefit both our clients and our attorneys.

What progress has your firm made in DEI, particularly in the Southeast?

Gunderson Dettmer has always prioritized fairness and respect for everyone, long before I joined the firm. Our lawyers come from all over the country and the world, creating a vibrant, diverse community. In today’s environment, maintaining a culture of fairness, adherence to the rule of law, and treating people with respect is more important — and more challenging — than ever. We’re proud that our culture has remained consistent with these values.

Are there any ESG-related services or initiatives resonating with your clients in Atlanta and the Southeast?

ESG is a fascinating and evolving area. Many of our clients are involved in governance, regulatory compliance, and related sectors. We often work with companies developing digital platforms for ESG compliance, helping businesses meet regulatory and customer expectations. Our clients build software that allows companies to monitor and adhere to environmental and governance standards globally. It’s a natural fit for our business-to-business software focus and an important part of the broader compliance landscape our clients navigate.

How does the firm foster a strong culture, mentorship opportunities, and career growth to attract and retain top talent locally and globally?

Culture is a cornerstone of our success. At Gunderson Dettmer, and in our Atlanta office, we prioritize trust, open communication, and innovation. Trust allows us to have honest discussions and even disagreements without damaging relationships. We strive to maintain an environment where people feel heard, valued, and supported. Our leadership has been instrumental in fostering this culture. We also emphasize innovation, not just for our clients but for our lawyers as well, using AI and digital platforms to make work more efficient and satisfying. When employees feel supported and empowered, it naturally translates into better service for clients.

How are you guiding your clients through the evolving regulatory landscape?

The current regulatory environment is incredibly dynamic, and regulations come from multiple levels: local, state, and federal agencies and executive orders. Our role is to help clients understand how these regulations apply and monitor legal developments closely, particularly as courts interpret and sometimes challenge new rules. This is one of the most dynamic periods I’ve seen in my 40-year career, and it requires a careful, measured approach. We have to be vigilant but not reactive, understanding that some changes may take time to settle through the judicial process. It’s a fascinating time, especially for current law students who are entering a legal landscape very different from previous generations.

What are your key goals and objectives for the next two to three years?

Our main goals include being at the forefront of the changing technology landscape and providing trusted advice, where our clients lead the charge on innovation. We will continue to leverage safe and ethical AI solutions to make legal work more efficient and allow for higher-quality services. Another key focus is maintaining our strong culture even as we integrate more technology. We’re also expanding our reach throughout the Southeast, building communities in cities like Charlotte, Birmingham, Tampa, Charleston, and Raleigh-Durham — all with Atlanta as our hub. The Southeast is the fastest-growing region in the country right now, and we have the tools and the Silicon Valley connections to provide world-class services. Lastly, we’re focusing on succession planning, ensuring that our incredible next generation of attorneys is ready to lead and continue building on our success.

In an interview with Focus:, Richard Spady, Managing Partner for Bain & Company Atlanta, said that rapid advancements in technology — particularly in AI and digital tools — are fundamentally reshaping how businesses create and deliver value. “The real opportunity lies in transforming the front end of the business — how companies engage with customers, and how they deliver products and services.”

What have been some of the most significant changes within the broader marketplace that have impacted Bain & Company’s operations?

I think the biggest change affecting the business community, and really the world, is around technology. While it’s gotten a lot of attention over the past two or three years, we’ve actually been supporting our clients with digital transformation, AI, and broader technological adoption for more than a decade. In the last three or four years in particular, we’ve seen technology become central to how companies operate and plan for the future.

That shift has two key implications for us. First, we need to have the right expertise to help clients solve problems. Second, it changes how we operate internally — how we use tools, digitize processes, and integrate new technologies into our client work. But ultimately, the most important thing is using that knowledge to help clients take the right next steps in their business strategy.

What about the security risks tied to technologies such as AI, like deepfakes, phishing, and cyber fraud?

That’s an important concern. I’ll start by saying I’m not an IT expert, so I won’t offer deep technical insight on cybersecurity. But it’s certainly something that must be considered in any solution we provide for clients. Cybersecurity needs to be built into the strategy, the investment decisions, and the day-to-day operation of any tech solution — especially those that are consumer-facing. We don’t treat it as a separate concern; it’s integrated into how we help clients think through and implement technology.

How have you seen consumer preferences evolve over the past year?

Consumer preferences have certainly shifted toward value in the last year or two, largely in response to macroeconomic uncertainty. Consumers are being more deliberate, looking for value in what they purchase.

At the same time, digital disruption has completely changed how brands reach and engage consumers. It’s much easier now than it was 20 years ago for a new brand to market itself using digital and social media. This opens the door for quicker, broader distribution and greater visibility, especially for insurgent scaling brands — whether from startups or major CPG companies. The speed to market is dramatically faster today, creating more competition and, ultimately, more consumer choice. That’s a positive development, as it fosters innovation and helps better meet consumer needs.

What do you see as the greatest opportunities in the current business landscape, and how are you advising clients to capitalize on them?

I’m going to sound like a broken record here, but I have to go back to technology. It’s not just about operational efficiency anymore. The real opportunity lies in transforming the front end of the business — how companies engage with customers, and how they deliver products and services.

Technology, especially AI, enables companies to redefine their value proposition to customers. It’s about using tech not just internally, but externally to create step-change improvements in the customer experience. So our focus with clients isn’t just adding technology around the edges — it’s helping them rethink their business models and embed tech into their core offerings to drive long-term value.

How have developments affected the way you build client relationships and your broader strategy in the Atlanta market over the past year?

It hasn’t changed our fundamental approach to client relationships — we’ve always focused on trusted, high-impact partnerships — but it has elevated the importance of having the right capabilities on hand. That means enterprise tech experts, advanced analytics specialists, and AI talent who can not only develop a strategy but actually build and pilot solutions.

For Bain, that meant evolving our talent model. We’ve been intentionally hiring and integrating more data engineers, analytics experts, and technology specialists into our teams. This shift has been happening for over a decade, and it allows us to go beyond theoretical strategies and actually help clients implement tools that drive outcomes.

What practices have you found most effective in building high-performing, adaptive teams?

Our industry is unique because each client project involves a different team, often with a different skill mix, depending on the client’s needs. That model has been in place throughout Bain’s 50-year history, and it allows us to be highly flexible and responsive.

Over the last decade, we’ve adapted that model by bringing in different types of talent — data scientists, AI specialists, enterprise tech experts — and embedding them into our existing client service teams. This integration means those experts aren’t siloed; they’re working side by side with consultants, contributing to strategy and execution from day one.

What are the biggest headwinds your clients are currently facing?

The biggest headwind this year has been macroeconomic uncertainty. Early in the year, that uncertainty created a bit of hesitation across the market — companies were pausing big decisions to see how things would play out. 

But increasingly, clients are realizing that uncertainty is the new normal. You can’t wait for things to stabilize — you have to plan and make smart decisions with the information you have today, and take a long-term view. Disruption isn’t going away, and in some ways, that creates more demand for the type of work we do — helping companies transform and stay ahead.

What do you believe is essential for building supply chain resilience today, and how can emerging technologies help?

In the past, supply chain resilience meant having one or two backup sources around the globe. But today, that’s no longer sufficient. The new definition of resilience is flexibility. Companies need to be able to reroute and adapt quickly, not just in emergencies but as a regular part of their operations.

That requires a more segmented approach. You don’t need to duplicate your entire supply chain everywhere, but you do need to tailor different parts of it for different product types or service categories. Emerging technologies and data-driven tools can help model and manage this complexity in real time, allowing for greater agility and responsiveness.

How would you describe the current demand for auditing and consulting services, specifically in the Atlanta market?

I’ve lived in Atlanta for 20 years, and I believe the city, and the Southeast more broadly, is a significant growth region, both for our industry and the national economy. The Atlanta economy is incredibly diverse. Many major companies have either headquarters or major operations here, and more are relocating to the region.

We’ve seen growth in consumer products, retail, heavy industry, transportation, and communications. Norfolk Southern, for example, moved its headquarters here. That diversity helps Atlanta weather industry-specific downturns better than markets that are more concentrated in one sector, like New York with finance or the West Coast with tech.

At Bain, even though we’re a global firm, we maintain a strong local orientation. We staff most of our teams from the geography where the office is located. So the fact that the Southeast is growing so rapidly across multiple industries is a huge advantage for Bain Atlanta and our ability to continue delivering great client outcomes.

What’s your larger outlook for the region over the next two to three years?

I think Atlanta and the Southeast are poised for continued strong growth. We’re attracting significant investment — both from corporations and private equity — and that momentum speaks volumes. The entrepreneurial ecosystem is thriving, innovation is increasing, and capital is flowing in.

All of that tells me that investors and business leaders believe in the region’s future, and so do I. I expect to see even more expansion, more talent migration, and more companies calling Atlanta home. The outlook is strong, and I think this region is only going to become more important on the national and global stage in the years to come.