We structured the first deliverable as a research-based set of recommendations on how to shift their creative culture and output. I interviewed the principals and lead architects on their history with the company, their active roles, and asked them about current problems they were facing as a team. We also discussed workflow, their technology stack, and how they would like themselves to be as a creative organization. Everyone at GMA had outside creative interests - from writers to musicians and visual artists. Many had started pitching ideas for products the company could fabricate and sell themselves. To support this tendency within the culture, I proposed a quarterly ideation/prototyping schedule that would allow everyone to participate, but also help them curate their time and resources towards projects that felt right.
I also researched the competition - from a service offering perspective as well as for visual identity. There are more than a few “GMA” architects in the country, so we also discussed the possibly of changing the name. This was not a path they wanted to go down, given the initials were of the original founder who had passed away recently. They also had a lot of equity in the name given their 30 year history and involvement in the building of many key sites in the area.
After developing an initial set of logomark ideas I met with the entire team to talk about what felt like a good direction and what didn’t. It’s always risky having too many “cooks in the kitchen”, but this was a sharp group and their feedback was really helpful. Subsequent review rounds were done with just the principals.
Research & Design
A multi-phase project that took place over 3 years.