Spotlight On: Nicole Kalafut, Market President, PMC

Key points:

• • PMC’s diversified portfolio allows it to adapt across sectors as corporate and life sciences demand rebounds.
• • Workplace design is shifting toward experience-driven, tech-integrated environments rather than traditional office setups.
• • Growth strategy centers on consultative services, strong culture, and steady regional expansion.

April 2026 — In an interview with Invest:, Nicole Kalafut, president of PMC, discussed how the commercial interiors firm’s diverse portfolio and consultative approach have positioned it as a trusted partner across the Carolinas and the Southeast. “The workplace is no longer furniture first, it’s ecosystem first,” Kalafut said, capturing PMC’s evolution into an integrated provider of furniture, technology, and workplace strategy for a market in the midst of a significant shift.

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What changes or milestones over the past year have had the greatest impact on PMC’s work across the Carolinas and the Southeast?

Several wins stand out, not just for their size but for what they represent. We’ve secured key projects in corporate sectors, local government, and higher education that position us as long-term partners. In the Raleigh market, there has been an uptick in new construction and development, and because our portfolio is so diverse — spanning higher education, hospitality, multifamily, corporate, and local government — we’re able to adapt when the market changes. Life science was pretty active for a period, then started to decline, and now it’s coming back. That diversity means we can align with whichever vertical is performing well, and we have a full team capable of focusing on those opportunities. Our success isn’t individual; it’s team execution.

Which asset classes are driving the most demand right now, and what are you seeing in today’s market?

Corporate is beginning to make a comeback. For a period, there was hesitancy as companies were trying to figure out how to bring employees back to the office without forcing the issue, what policies to create, all of that. Now we’re seeing end users become more confident in their decisions. They’re approaching it differently, though. It’s not necessarily about expanding square footage, but about being intentional with design and what they’re offering their employees: less of a push, more of a pull to the office. Life sciences is also returning to the Raleigh market after a period of stagnation. Higher education and local government are also verticals where we’re seeing meaningful growth.

How is PMC approaching workplace design to create that pull, that experience that draws employees back?

There are a few major trends shaping our market right now. The conversation has moved well beyond return-to-office. It’s now about experience. If employees are coming in, it must be purposeful and intentional. We’re helping clients design spaces that foster collaboration, culture, and focus, not just occupancy.

The second trend is the integration of technology and furniture. The workplace is no longer furniture first; it’s ecosystem first. Our team combines furniture, technology, and strategy so clients don’t have to coordinate across multiple silos. PMC’s differentiator in this market is that we also offer technology packages, including audio-visual, with a dedicated team that executes that work. There’s so much coordination required between technology and furniture that having both under one roof is almost a no-brainer for our clients.

The third trend is financial scrutiny. Budgets are tighter and approvals are more layered, so we’re helping clients phase projects, prioritize high-impact areas, and work with transparent pricing strategies so they can move forward with confidence. Our team has always leaned into consultative selling: asking better questions, listening, and engaging earlier in the design process, which positions us as a knowledge expert.

How are you building culture internally at PMC, and how does that translate into the client experience?

We’re intentional about building culture on both fronts. Internally, we focus on developing a high-accountability, high-support environment where our team is aligned, empowered, and clear on expectations. When your internal culture is strong, it naturally translates into how you show up for clients. PMC was recognized by the Triangle Business Journal in 2023 as Best Places to Work, and we’re proud of that because it reflects how much we genuinely care about our people — and that’s already showing up externally to prospective employees and clients alike.

On the client side, we operationalize the experience. We’re building a defined five-star experience playbook that covers everything from first impression to project closeout, ensuring consistency, personalization, and attention to detail at every touchpoint — unreasonable hospitality. When you combine a strong internal culture with a deliberate external experience, what you create is sustainable. It’s good for service and good for reputation.

What fundamentals make the Triangle a strong market, and how is PMC positioned to capitalize on them?

Economic shifts signal changes in the market — interest rates fluctuate, corporate leadership hesitates, projects pause — and uncertainty creates opportunity. We’ve responded by diversifying our vertical markets, investing in team development, strengthening broker and architecture and design relationships, and focusing on operational excellence and speed.

We recently hosted an economic outlook for Raleigh-Durham through Corenet Carolinas, where we brought together a commercial real estate firm, a local bank, a community college, and the RDU Airport Authority. Every single one of them spoke to growth in this market and a positive outlook across sectors. The absorption rate in real estate and the continued expansion at RDU, with more domestic and international traffic flowing through, are signs pointing to real opportunity in the region.

What are PMC’s priorities looking ahead, and how are you thinking about the role of AI in the industry?

The Triangle remains one of the strongest growth markets in the country, and with continued expansion across the life science, education, and corporate sectors, the long-term outlook is positive. For PMC, our focus is steady and sustained growth. We’re not chasing volume for the sake of headlines. We’ve recently acquired a dealer in Richmond, so our footprint now extends from Richmond to Raleigh to Charlotte, with three additional locations in South Carolina.

Industrywide, I expect continued right-sizing rather than massive expansions, with increased demand for adaptable, flexible environments and greater emphasis on employee experience metrics. Companies are still choosing the Triangle because of talent, universities, and infrastructure, and when businesses invest here, the workplace investment follows. As for AI, what it can do is help generate layouts, analyze space utilization, automate proposals, and speed up decision-making. But this work isn’t just about output; it’s about relationships, client nuances, and reading the room, literally and figuratively. You have to guide decisions with experience, and while AI can make things faster, you can’t differentiate on value with it alone.

Want more? Read the Invest: Raleigh-Durham report.