Let’s start with your role. As Associate Principal and Director of Project Management, how does this position impact the way you lead teams, manage projects, and help maintain design excellence across the firm?

Amy: This role was created with the intention to support and mentor our designers as they step into project management roles, particularly those who are ready for more responsibility but still growing in experience. I’ve always gravitated toward project delivery and enjoy the challenge of managing large, complex efforts. Now, I’m focused on helping our teams across our firm’s seven offices build the confidence, tools, and structure they need to lead projects effectively.

That includes being a hands-on resource, connecting regularly with PMs to talk through challenges, provide guidance, and create space for professional growth. I’m also developing a consistent foundation of training, procedures, and QA/QC protocols that strengthen project delivery firmwide.

From your perspective, why is QA/QC such a vital part of the design process, and how does it shape coordination, client trust, and overall project success?

Amy: In interiors, especially, projects move fast. Compared to architecture, we often have less time to coordinate with consultants or review drawings thoroughly before issuing. That’s why QA/QC is so essential. It’s the extra set of eyes that helps ensure we’re not missing something or overlooking a detail that could affect buildability or code compliance.

We value design excellence, but we also value execution. QA/QC is where those two things meet. It helps us document the design intent clearly and make sure the contractor can actually build what we’ve envisioned for our clients.

It’s about evolving, not just what we design, but how we show it.

Are there any specific tools, systems, or workflows you’ve implemented that have helped elevate the quality and consistency of documentation across teams and offices?

Amy: We’re expanding our project toolkit to create consistency right from the start.

One important shift is moving from reactive “checking” to proactive “mentoring.” Ensuring QA/QC is baked into the way we work.

Where do project management and QA/QC most often overlap, and how do you strike the right balance between efficiency, quality control, and design intent?

Amy: Project management and QA/QC are deeply connected. They both require clear communication, proactive planning, and a big-picture understanding of how design decisions affect execution. The overlap is often in how we manage schedules, align deliverables, and ensure that design intent doesn’t get lost in translation.

It’s about building processes that support creativity, not stifle it. When done right, QA/QC can protect a designer’s vision while still meeting all the technical and construction requirements.

Can you share a recent project or scenario where a strong QA/QC process led to a measurable impact, whether it helped avoid risk, save time, or improve the final outcome?

Amy: We had a recent office project where the coordination between mechanical and architectural systems was extremely tight. By implementing early QA/QC checks, specifically looking at ceiling layouts and equipment, we were able to identify a major conflict between ductwork and lighting before it hit the job site.

That one adjustment saved the client both time and money and preserved the design intent without compromise. That’s the kind of impact QA/QC can have when it’s embedded from the beginning.

What strategies do you use to foster collaboration across project managers, designers, and consultants, especially when multiple disciplines are working in tandem on fast-paced projects?

Amy: Open, frequent communication is key. I always encourage our teams to reach out early, whether it’s a quick check-in with a consultant or a 15-minute internal sync. We also use coordination drawings and weekly milestone goals to help everyone stay aligned.

For our PMs, I try to instill the mindset that collaboration isn’t a phase, it’s a constant. When everyone understands their role and timeline, it creates a smoother path to the finish line.

How do you ensure design consistency and quality across offices and project teams, particularly as ADG continues to grow and diversify its portfolio?

Amy: It starts with setting clear expectations, supported by tools and templates that empower teams to meet those expectations. But consistency also comes from culture—from people understanding why it matters.

Part of my role is helping embed that mindset into our teams across all offices. Through training, mentorship, and structured QA/QC practices, we’re able to deliver work that feels cohesive, no matter where it’s coming from.

In what ways has process innovation helped better manage timelines, budgets, and changing scopes, while still maintaining accountability and delivering value to clients?

Amy: Innovation doesn’t always mean flashy new tools. Sometimes it’s refining a workflow, adjusting a timeline, or finding a better way to track changes. We’ve introduced checkpoints that help PMs flag issues earlier, and built templates that speed up repetitive tasks while improving accuracy.

These process improvements give us more room to be creative, not less, because they reduce risk and keep everyone focused on design quality and client goals.

Looking ahead, how do you see project management continuing to evolve? Both within ADG and in the broader architecture and design industry?

Amy: I think the PM role will become more strategic. It’s not just about coordinating tasks; it’s about understanding client priorities, anticipating roadblocks, and helping shape the path forward.

At Abel Design Group, we’re already seeing this shift. Our project managers are becoming more involved in early conversations and more empowered to guide client decisions that protect both design and budget.

What has been the most rewarding part of leading the project management team at ADG, and what continues to drive your passion for thoughtful, high-quality design delivery?

Amy: Seeing people grow into confident, trusted leaders has been incredibly rewarding. I love watching someone go from feeling unsure in their role to taking ownership, solving challenges, and delivering great work.

What drives me is the impact our work has not just on clients and end users, but on the teams that bring it to life.

High-quality design delivery doesn’t happen by accident. It happens through care, collaboration, and a commitment to doing things the right way.