My Responses to the Emerging Professional Questions

Each year the candidates for National AIA office are asked questions on behalf of the National Associates Committee(NAC) and the Young Architects Forum (YAF). These are my responses:

1. What are specific examples of things you have done in your own professional activities and in your local component to build future leaders and promote active participation in the AIA by Emerging Professionals?

I’m a unique candidate in this year’s election as I’m the only one who fits into the “emerging professional” label. I hope to provide equally unique responses

AIA Colorado hosts the Young Architect’s Awards Gala each year. I was on the committee from the early years in 2002 until 2010. I’ve also served five years on the AIA Denver board where I’ve been a strong advocate for the issues affecting students, interns and new architects. I’m a frequent juror and speaker at events at the University of Colorado at Denver and with their AIAS.

My firm, EVstudio, was founded when I was only 29. One of the things that really sets us apart is a belief in challenging every member of the staff to grow as well rounded professionals. In some firms you have a hard time getting all the credits for the IDP, but with the variety at EVS it’s almost automatic. In addition to design and production, we engage all of our architectural staff in marketing, fee setting, contract writing and direct client communication. We also have our architectural interns participate in our engineering work to give them a better understanding of that critical piece.

 

2. Given the current status of the repositioning, what role(s) do you see emerging professionals playing in the leadership and future of the AIA?  What are a few specific examples of these roles?

For my own sake, I have to say it would be great to see an emerging professional elected to the AIA National Board as Vice President. I’m running because I believe that the people most affected by the AIA of the future are those of us who will see AIA200. We need the AIA to be strong and to be an advocate for our long careers rather than a footnote.

The old approach to promoting EP diversity is to create unique positions for under-represented groups on boards. This approach is totally wrong. Instead the roles need to be reformatted to be appealing to those of us who are early in our career. We are busy people with new careers, children, student loans and expenses that require our attention.

I propose that we reformat boards to be smaller and more efficient. We have fewer meetings and use technology to have the almost no meetings that you must attend in person. We place more of our responsibilities on the staff who are able to provide continuity and expertise in their field. Then we eliminate programs that are not providing value and finally push to be on the leading edge of technology.

 

3. What do you perceive to be the cultural and generational differences between Emerging Professionals’ and your own generations within the profession? How have you encountered these differences, and how can the Institute begin to bridge the gap particularly at the leadership levels of the organization? 


As an emerging professional myself I’d say that the generational differences are fairly slim for me. A great thing about being a young firm owner is the variety. I’ll communicate with clients who are 40 years older than I am and don’t do email and then turn around and communicate with a 15 year-old who wants to tour the office for career day and set it up entirely by text message.

The question asks how we “begin to bridge the gap.” One thing about my generation is that we’re ready to jump in now and embrace the change. Typically we do not participate in organizations that come across as stodgy, bureaucratic and slow moving. The AIA needs to be reformatted with flexibility and an ability to respond to change and it needs to be done quickly. To get young people involved we need to forget about the next round of surveys and take decisive action.

The big question is if the other generations are willing to take a leap of faith with us. Traditionally the route to success in the AIA is through tenure, my campaign is at odds with that and asking the voters to vote for fresh ideas.

 

4. What changes do you think need to be made in education of new architects in school to prepare them for effective careers in Architecture today?

As an employer one of the biggest challenges that I have is the lack of experience with many graduates. Obviously this has been aggravated by the lack of openings in the last five years. When I was at Georgia Tech, one of the best features of the education was the co-op program. For over 100 years Tech has put students into structured job experiences where they earn credit and the employer makes a contribution that largely offsets tuition. Many of my classmates in the M.Arch program used this to program to gain experience, make industry connections and pay for their education.

At EVstudio we are a fully integrated AE firm with architects, engineers, surveyors, planners and landscape architects. The future that I see is a multidisciplinary future. Architecture schools need to engage the engineering disciplines throughout the process. Not only is it great for the architects but the bonus is we’ll get better engineers.

It is also important that we keep options open for aspiring architects who want to take less traditional approaches. I favor rigorous requirements for licensure but many fantastic people come to architecture as a second career and cannot afford to spend several years on school.

 

5. Emerging professionals feel that career advancement is an important issue for the AIA to focus on – how do you intend to address this need?

At the local level, chapters need focused programs to help interns complete their IDP and the ARE. That is a minimum expectation for every chapter. I’ve also advocated that we need good reciprocal mentoring programs pairing professionals of all experience levels so that they can learn from each other.

At the national level, the AIA should be an advocate for the aspiring and new architect with groups that we can’t influence as individuals. The number one item that I hear from emerging professionals is complaints about the cost of NCARB and their rules. Every year I pay a $225 maintenance fee to NCARB and a $400 fee to have them email my record to a new state. The AIA should be advocating for us in these situations.

It is also important that we recognize our firms that are focused on the development of our next generation. Generally speaking, AIA awards are based on design. We should also be recognizing firms that have training programs, provide advancement opportunities and develop sustainable business plans that keep people employed during market downturns.  We need to build an AIA culture that is focused on developing the next generation of architects.

Q&A with AIA California Council

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Each year AIA California Council sends out a series of questions to each of the candidates for National office. This year’s questions were very thought provoking. The responses for all of the candidates will be on their website next week. They were looking for longer responses so its not quite as pithy as I usually aim for. Here are my thoughts:

1. Positioning the Profession for the Future

The impact and duration of the economic downturn has impacted the design and construction industry in ways we are just starting to realize. While by all accounts the tide has turned, the architectural profession has yet to fully recover. Firms that have “survived” the recession are now looking ahead toward a very different future, one where they will potentially have to change their business practices, and refocus their energies to be successful in a new economy.  At all levels, how can the AIA support members to network and pursue opportunities in a recovering market?

My partner and I founded our firm, EVstudio, in 2006, right before the economic downturn. We not only survived, but also flourished during the economic downturn because we are a designed for the new economy. Our secret is fairly simple in that we are flexible in our project types, we plan our finances, we are multidisciplinary and we are client focused.  The future will be different but I think it’s a very exciting future for architects.

The question specifically asks about networking and creating opportunity. That is a local chapter issue and ultimately will be answered with variations in each location. For many of our members their networking needs are with other architects, but all of our members benefit by networking beyond the AIA.

Chapters will need to reach out to organizations with potential for networking whether they are closely aligned like USGBC and AGC or more broad scope like ULI and BOMA. Ultimately people from these types of groups need to be at the events with our members and the events need to be potent. I recently attended a roundtable in Denver put on by AIA, ACEC and AGC where owners came and talked about delivery methods. Not only great networking but also great information that directly informs getting work.

 

2. Repositioning the AIA for the Future

The success of the Repositioning requires our collective energy to shift our perspective about what the AIA can do to serve members, advance the profession, and provides a tremendous opportunity for change. If you could make only one change to the AIA as part of the Repositioning Initiative, what would that be? Please be specific in the details and explanation of why.  

We need the AIA to be a flexible and nimble organization. That’s the first change and essential before we can make any real improvements to the Institute. The current setup is large and cumbersome with many layers and a bureaucracy that inhibits the speed required in these times.

The reality is that times have changed and we need to keep up. Think about the massive changes in your own practice in just the last 5 or 10 years. How can the AIA plod along at the old pace and hope to stay relevant? The short answer is that we can’t continue on this path.

We need to take several steps as soon as the current system will allow to make this one big change. We need to reduce the size of the National Board and move to a board based on competency over tenure. This isn’t meant as an affront to the current board, but rather to say that with a small board the selection of the absolute best people becomes very critical.  This might even mean eliminating my own position, but I’m running for the members of the Institute, not for personal gain.

Then we need to reduce our number of programs and layers and focus on quality over quantity of programs. Not only will focused programs better serve our member but it will also give us significantly more freedom to move the AIA to react to changing member needs. We already have the data on which programs provide value and we need to act swiftly and decisively.

I know that this sounds like a radical change in the short term, but it makes up for years of not changing to reflect the times. We’re jumping back into the fast lane.

 

3. Member Resources

While the economic climate has been challenging for all in the design and construction industry, it has been especially difficult for “seasoned” professionals who are often times unable to compete in today’s technology-based delivery environment. How is the AIA positioned to support these experienced members?

We need to first recognize that there are many roles within the architectural profession and mastery of a particular piece of software isn’t a prerequisite for employment. At the same time as we advance in our career we need to develop specialties that are not easily interchangeable with other architects. Architects should be encouraged to develop their talents and these specialties and to be lifelong learners.

This is another issue that I see being addressed primarily at the local level. The local chapters should provide continuing education and access to resources for our more seasoned professionals. Architecture is not a profession based on seniority but it is a profession that benefits from a significant amount of experience.

I would also encourage the local chapters to facilitate reciprocal mentoring programs. The traditional model of mentoring is a senior architect handing out advice to an intern. A better approach is to create relationships where both mentor and mentee are expecting to learn from each other.  Our profession benefits when we share good ideas and this is a change readily accepted by the newer generations.

 

4. Organizational Structure

While all can agree that a revitalized, relevant, and robust AIA to lead and support the profession is critical, there is still uncertainty whether the AIA has the will to make the significant and substantive changes necessary. In view of the findings of the Repositioning Study, what recommendations would you make about the AIA’s current service and delivery model to the membership?

Before I answer the question, I wanted to address the will needed to make real change. I am running for Vice President because I saw that will at Grassroots. I also saw a slate of candidates for VP who have already been on the National Board and in order to improve we need to bring some new people in. If the voters put me in, I think it’s a mandate for pushing real change and an answer to any questions about will.

The current delivery model is not working because there is a significant disconnect between the National level of the AIA and the membership. I think that the members are best served by strong local chapters. This is where our members currently see most of the value and where we need to reinvest our efforts. Flipping the organizational triangle makes perfect sense to me. We can cut down the National level of the AIA to its core purposes, reconfigure the chapters and better serve our members.

I’d also like to set up a system where each of the staff who work at the National level are loaned out to local chapters so that they can see that part of the AIA and bring the knowledge back to improve the model. Staffing at the local level allows you to see waste and inefficiencies that negatively impact the members and we need to cut that out.

 

5. Emerging Professionals

Across all levels of the organization members lament the lack of engagement of emerging professionals both in practice and within the AIA. The decline of a culture of mentoring within firms and the profession is blamed for the correspondingly low numbers of new licensees. What can the AIA do to affect a cultural shift to among experienced professionals and encourage all involved in the delivery of architectural services to stay connected with the organization?

I am actually very excited about the future of the profession and the professionals who are up and coming. My candidacy is only one small example of the real excitement that emerging professionals have about the architectural profession and the AIA. I was a juror at an event put on by our local AIAS a couple weeks ago and blown away by the excitement there. Not only were the projects excellent, but the students put a first class event together on their own volition. I see that same excitement in my office from the interns and young architects.

At the same time I know the realities of the emerging professional. We are busy people with many competing items demanding our attention. In any given week I’ll be a business owner, a landlord, an AIA director, my son’s scout leader, my daughter’s soccer coach, my other daughter’s playmate, caretaker of the dogs, a husband, a son and somewhere in there I fit being an architect. AIA programs and our positions need to slot into the emerging professional’s life, not expect them to mold their life around the AIA calendar.

Firms that see a perceived lack of engagement from their emerging professionals need to take a hard look at their culture. Are the younger people not involved or are they just involved differently from previous generations? Are the firms open to new ideas and adaptable to rapid and ongoing change?

Changes are happening and both architectural firms and the leadership of the AIA must evolve to meet these challenges. It will take vision and it won’t be easy but we are the profession of solutions and if anyone can design the organization of the future it is the members of the AIA.

 

Letter of Support from Mike Wisneski, AIA – 2013 President AIA Colorado

Greetings Colleagues and Friends!

I am writing to encourage your support of Sean O’Hara, AIA for Vice President of AIA.    Sean attended the AIA Grassroots and Leadership Conference this year and was greatly moved by the announcement of the AIA Repositioning.  So much so, that he recognized now is the time for him to join the AIA board at in order to facilitate the changes necessary for AIA to be more relevant to our members and our profession.

Sean O’Hara, AIA is just the person AIA needs as Vice President next year.  Repositioning requires much more than talking about it at Board meetings.  Sean is a man of thoughtful and considerate action.  He sees the big picture and grasps strategic issues with both hands.  His knowledge and experience at the local AIA level coupled with his business savvy makes for a great combination to move AIA out of the “business as usual” model into a stronger, more viable and relevant professional association.

If you are serious about a positive, constructive change to how AIA serves us, the members, then you will vote Sean O’Hara, AIA for Vice President.

Thank you for your consideration,

Mike Wisneski, AIA
2013 President – AIA Colorado

Letter of Support from AIA Executive Director Sonia Riggs, Hon AIA

Dear Colleagues and Friends:

I am writing to encourage your support of Sean O’Hara, AIA for Vice President of AIA.  Sean announced his candidacy after being inspired at the AIA National Grassroots conference to change the way we are working and to “reposition” the organization.

I have known Sean for twelve years.  During these twelve years, I have watched Sean become an active committee member and board leader in AIA Denver.  I have come to know him as someone with a strong business sense, as an entrepreneur and as someone who is not afraid to take a stand on important issues.  Sean is someone who follows through with projects that he starts.   Sean is a “young architect” who brings fresh ideas to the table.

So why does he deserve your vote?   Why should he earn a spot on the national board when others have spent twenty years working for this?  Because it is time for a change.

Sean has both the experience that you are looking for and the fresh perspective that we need!

Sean is someone who can help us to reposition the institute into something we can truly be proud of.

Sean will help us bridge the gap between today’s professionals and tomorrow’s leaders.

As your colleague I ask you this.  Are you and your members really serious about positive change?  If you are, you will vote for Sean O’Hara, AIA, for Vice President.  Now is the time for us to make a difference.

Sean will be reaching out to you to discuss his candidacy.  I encourage you to speak with him and ask him your burning questions.  (You can also call me.)  I am confident that you will find he is the right choice.  You can also visit sean4aiavp.com to find out more about Sean and his candidacy.

Thank you for your consideration,

Sonia Riggs, Hon. AIA, CAE | Executive Director
AIA Colorado
303 E. 17th Ave., Ste. 110
Denver, CO 80203
303.446.2266 (ext. 117)

720.937.3992 (cell)
303.446.0066 (fax)

Reducing the Size of the National Board

RaceForRelevanceAs part of my campaign preparation I’m reading the latest books on the future of associations. One of these is Race to Relevance by Harrison Coerver and Mary Byers. In the book, the authors state that an association board should only have five members plus the CEO/executive director. They believe that these board members need to be carefully picked based on qualifications rather than time served in the organization.

The National AIA board has 57 people currently showing on the roster and its my understanding that with staff there are typically about 62 people in attendance at the meeting. Now clearly there is a pretty big disconnect here.

The National AIA board has been set up to primarily focus on geographic representation with Regions established and representatives allotted according to the relative population of each region. Being in Colorado, I’m in the AIA Western Mountain Region where we have two representatives to the board. Then the board has a few set asides to bring a representative on board for the students and another for the not-yet-licensed professionals.

This outdated model is a waste of resources and isn’t the streamlined model that we need for the future. While there are differences for members in different parts of the country and outside the continental US, they are better handled by the local boards. I’ve spoken with enough architects to know that the big national issues that concern architects are understood.

We need to streamline the leadership structure of the AIA and refocus those thousands of volunteer efforts on programs that directly benefit our members and the greater society. On top of the waste of time, our members do not need to pay for 50 extra board members to travel to conferences and board meetings. If we want to attract more emerging professionals into the leadership we need to build a compact board focused on effective governance and shed the weight of the old model. Let’s cut the size of the National AIA Board as one of the first steps in repositioning the AIA.

AIA Yellow Book Statement – Sean M. O’Hara, AIA

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The AIA gives each of the voters at the National Convention a book referred to as “the yellow book” with statements about the candidates and the issues. The candidate statements are limited to 400 words, this is what I just turned in for that book:

Sean M. O’Hara, AIA

I was inspired to run for AIA Vice President after experiencing a massive amount of energy for real, positive changes at Grassroots. The other candidates spoke about their plans yet I still saw a need for a candidate to push for real change in the AIA.

We must be engaged with the next generation of architects in a real, immediate manner. The ExCom needs a young architect who still remembers the IDP, the ARE and the cost of student loans, but who is experienced enough to know the role of the architect, how firms work and how the AIA functions. This generation represents the future of the AIA and I would like to provide this critical voice at the Institute’s highest levels. 

The ExCom also needs a member who is focused on streamlining and evaluating the AIA initiatives and how they produce member value. The AIA is a $56 million company with 200 employees in Washington DC and yet our members do not see the benefits. Instead, most of the value that members see comes from the local chapters, so we need to flip the organization on its head with individuals and their local chapters at the top.

We need to reach out to the public and let them know why an AIA architect matters. Architecture and architects already fascinate the public with popular books, websites and TV shows featuring them. Let’s take that good will and become leaders in that dialogue.

The time has come for the AIA to make significant changes to our organization to remain relevant. I am the candidate who can lead the effort and bring a fresh perspective to the ExCom and the AIA.

Work

I’m a founding principal and architect for EVstudio based in Denver. EVstudio is a forward thinking architecture and engineering firm founded in 2006. We’ve grown throughout the recession and currently have over 30 team members.

Professional Organization Experience

 AIA Denver Board – Director 2011-2013
AIA Denver Board – Treasurer 2009
AIA Denver Board – Treasurer-elect 2008
AIA Denver Design Awards Chair 2006-2009 Committee 2002-2011
AIA Colorado Young Architects Awards Gala Committee 2002-2010
AIA Denver Representative to Stapleton Citizen’s Advisory Board 2008-2012

CNU Colorado Chapter – Founding Member and Vice President 2008-2011
Stapleton Zoning and Planning Committee Co-Chair 2008-2012

Education

Master of Architecture – Georgia Institute of Technology
Master of Education – University of Oklahoma
Bachelor of Science in Environmental Design – University of Oklahoma

 

AIA Members – I’d Like to Hear From You

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I’m running for AIA Vice President because I want to represent the voice of our membership to the National Board. I’ve already had hundreds of conversations with our members and non-member architects about the future of the profession and of the AIA.

Now, I need to hear from you about what you think we should be doing. Please reach out to me with an email to my campaign address sean@sean4aiavp.com or leave a comment on a post, or connect on LinkedIn, or through Twitter. I’d love to hear from you and start a conversation.

The Missing Person on the National AIA Board

A big part of why I’m running for the AIA National board is my belief that I’m a part of what is missing from the AIA National Board and more specifically the Executive Committee.

The board includes many accomplished architects and longtime contributors to the AIA. The other candidates for VP fit in this well represented category.

The board has also created set asides to try to bring the voices of both Associates and Students to the conversation. These are definitely important positions to have covered.

Now the voice that we really need to see on the board and specifically the ExCom is a young architect.  We need someone who can still remember the IDP, the ARE and the cost of student loans, but who is experienced enough to know the role of the architect, how firms work and how the AIA functions.

As I sat in a large ballroom at Grassroots in March, I did not see a candidate on stage that represented this group and I decided that I should run. When you cast your votes at the National Convention, cast one of your VP votes for someone who represents the next generation of the AIA.

A Brief Biography

I think its fair that you should know a bit more about me, if I’m asking for your vote for such an important role in the AIA.

I was born in Baton Rouge, Louisiana and I grew up in Midland, Texas. My mother was a teacher and librarian and my father still teaches college physics there. Growing up there, I participated in theater and academic competitions, became an Eagle Scout and held my first few jobs. I graduated near the top of my 1994 high school class and was fortunate to receive a full academic scholarship to the University of Oklahoma.

When I first got to OU I wasn’t sure exactly what I’d major in, but by the end of the first semester I’d found both architecture and my future wife, Stephanie. After a couple years in Gould Hall I knew that I wanted to go to graduate school and I decided to finish with a four year architecture degree in 1998. Steph was working on the same degree for another semester, and I thought that I might want to teach, so I took that last year of my scholarship to earn a Master of Education in Instructional Technology.

After our time in Norman, we got married in New Mexico, packed up our dog and our stuff and moved to Atlanta to attend Georgia Tech. I received a great education at Tech and finished my MArch there while Steph finished her Master of City Planning. I was fortunate that while I was at Tech I was able to work at LKS Architects where Lisa Stacholy was always ready to throw me in the deep end.

I’d always wanted to move to Colorado, which as a Texan was the land of summer vacations, and Steph was excited about it too. We came at a great time in 2001 where she was able to get a job at Jefferson County and I was hired on by Phil and Cheri Gerou. The Gerou’s provided my first exposure to AIA with Cheri pulling me into both the Young Architects Awards Gala and the AIA Denver Design Awards. That job also provided me with several connections who are now part of my business and my friends.

Unfortunately as the economy slowed I was laid off, which on later reflection was a great lesson about the career. My AIA involvement paid off and within weeks I’d been hired on by Bryan Schmidt at Semple Brown Design. SBD was a great experience in a high design firm and the Ellie Caulkins project that we did is still one of my favorites.

As the Ellie was wrapping, I was offered a lot of responsibility in a new position at Odell Architects and I jumped at the chance. That job helped give me real project management skills that were the groundwork for the excitement of the next challenge.

In 2005 my son Hayden was born and a year later in 2006 my friend Dean Dalvit and I started EVstudio. The next year was very exciting with new clients, new projects, passing the ARE, our first employees and a year later the birth of my daughter Ally. After Ally was born in 2007 we decided that Steph would be a stay-at-home mom while the kids were little. Of course that really meant that the pressure was on with EVstudio being our only source of income.

EVstudio is designed to be both a first class architecture firm and a first class business. We’re a bootstrap company where the principals work very hard to make sure that every month our billings exceed our costs and that is a big part of our success. We were fortunate to come into the recession hiring people at such a high rate, that our solution wasn’t to lay people off, but only to stop hiring for a while. Those years saw the birth of my second daughter Carys, a new relationship with Gene Dane in Texas and the beginnings of EVstudio becoming an integrated AE firm.

From the beginning EVstudio had offered structural engineering on residential projects which architects could do. Then Dean and I had lunch at El Noa Noa and decided that the future was really having a fully integrated AE firm. Like so many decisions we came to a quick agreement and now I can’t imagine doing it another way. EVstudio has really prospered and we’ve added more disciplines and grown to about 30 people in four offices.

Throughout this time I remained involved with AIA, serving as the chair of the Denver Design Awards for five years and on the AIA Denver board as a treasurer and later as a director. I also co-founded the Congress for the New Urbanism Colorado Chapter, served on the Stapleton Citizen Advisory Board and I’m currently a Cub Scout leader for Hayden’s group and Ally’s soccer coach.

The latest chapter is actually a result in part of Denver hosting the AIA convention. Because our board didn’t have to pay for our President and President-elect to travel it was decided that we’d send two extra people to Grassroots. I was one of those people and I was so inspired by the possibility for making real and positive changes that I chose to run for VP.

An Open Letter on My Candidacy

Some of the local boards in Colorado asked me to put together a brief letter on why I’m running for AIA Vice President, here it is:

AIA Colorado board members,

I am writing you a brief letter to let you know who I am and why I’m running for national Vice President. I’m at very early stage in a very short campaign so I’m interested not only in your support but also in your feedback and suggestions.

Most candidates for the national positions spend months if not years planning for their run. Personally, I was inspired after hearing a massive amount of energy for real and positive changes to the AIA at Grassroots. I also heard the other candidates speaking about their plans and I felt that there was a disconnect between the repositioning and the candidates. They’d been working for years to get to this candidacy and the timing with the repositioning was just a coincidence. That inspired me to run as the candidate who is pushing for real change in the AIA.

I’ve been a member of the AIA from the time that I finished graduate school and moved to Colorado in 2001. I have been a board member on the AIA Denver Board for the last three years as a Director and I was the Treasurer-elect and Treasurer in 2008-2009. I served as the chair of the AIA Denver Design awards for 5 years and was on that committee for a total of 10 years. I actually think that’s a real sweet spot for a candidate, familiar with the workings of AIA, but not institutionalized into thinking that’s the only way that it can be done.

The National AIA needs to look at all of the initiatives and simplify and prioritize what we are doing. The AIA is a $56 million company with 200 employees in Washington DC and yet most of our members aren’t benefitting from these programs. Instead, most of the value that members see comes from the local chapters, so we need to flip the organization on its head with individuals and their local chapters at the top.

We need to reach out to the public and let them know why an AIA architect matters. Architecture and architects already fascinate the public with popular books, websites and TV shows dedicated to them. Let’s take that good will and become leaders in that dialogue.

We need to be engaged with the next generation of architects. One of the troubles that we’ve created in the AIA is a need to classify people in order to represent them. But, in truth, this new generation is not a monolithic block. Personally, I’m a 36 year old with 6 years of licensure but I’m also a founder of a 28 person A/E firm with four offices in two states. In the AIA I’m an emerging professional but that’s not my job description.

In order to remain relevant, the time has come for the AIA to make some significant changes to our organization. I plan to be a member for the next 40 years or so and the time is now to make these changes. I’m asking for your support in my candidacy to join the National AIA board as Vice President.

Sincerely,

Sean M. O’Hara, AIA