Construction Today - Volume 16, Issue 2 - 125
outs this past summer. "Our approach is completely different than
doing a small, rural hospital like CMC," she adds. "It's an integrated
process with the contractor and a BIM-coordinated effort where it
was modeled and completely built electronically. All the trades built
everything out in their warehouses and brought it together like a
3-D jigsaw puzzle. It was an incredible thing to watch, coordinate
and see come together."
Whether large or small projects, CDH says creating physical
mockups can be invaluable. "We have done virtual mockups using
the CAD programs, but we have actually mocked up patient rooms
and work stations so the client can touch, feel and place elements
and devices in the room to work best for their needs so we can make
changes prior to constructing it," Mackey says.
"We have done cardboard mockups to actual full-scale mockups
using real material and equipment," he continues. "We found that
being able to convey a design to a client who doesn't have construction experience helps translate the design to what it would actually
become in reality."
Empowering the Youth
CDH rebranded last year when it celebrated its 40th anniversary.
"We changed our logo slightly to be more forward-thinking," Mackey
explains. "Our tagline is, 'Imagine More.' We want to be in business
another 40 years at least and to do so we need the next generation
coming out of school and taking advantage of their knowledge in
technology and the latest trends in materials and techniques."
The company mentors its newcomers to allow them to understand
the more practical aspects of architecture and real world techniques.
"We empower them to step up and take leadership roles with some
of the senior leadership or principals to take more active roles and
not only get to sit at a desk," Lindeman says. "We collaborate and put
them in more engaging roles so they can participate in how we want
to approach our design or do cross-pollination between studios.
We are synergizing and engaging internally with the staff so they
get taken to meetings, site visits and are engaged early and active
rather than sitting at a desk.
"The younger team members react positively to this and we are
starting to see them grow very quickly because they enjoy having
early engagement and involvement," she adds.
CDH prides itself on having a family atmosphere where the principals and owners are approachable. "We look after one another and
have each other's backs," Mackey says. "There are no predetermined
egos that we have over others that prevent us from accomplishing
the project as we see to be best fit. We are continually improving the
firm and encourage all age participation in a group that we call the
Nexus Group. The group meets periodically to look at firm processes and initiatives as well as team building and morale. The senior
leadership addresses it by making recommendations and positive
changes to help foster and create an atmosphere where people come
and want to work for us."
Every other Friday, CDH holds a "wine and design" event for all
employees, which gives them an opportunity to socialize and talk
about projects from that week. "We have the project leader make a
presentation on a project and we critique it and have fun that way,"
Mackey adds. "We throw out ideas that the design team may not
have thought about or confirm something they have."
Moving forward, CDH plans to continue nurturing the firm's
next generation of leaders while expanding its footprint. The
company is looking to broaden the healthcare arm of the firm into
Florida and Alabama, and eventually nationwide. "We work out
of a single office here in Marietta, but our church work has grown
nationwide into Ohio, Iowa, Illinois, Florida and places out west,"
Mackey notes. "We are trying to do the same thing with our healthcare ion sectors."
has taken on a number of large
replacement hospital projects, like the WellStar
Paulding Hospital Replacement Campus.
VOLUME 16, ISSUE 2 CONSTRUCTION-TODAY.COM