As the workplace continues to evolve, so does the design thinking behind it. At Abel Design Group, that evolution is led by designers who understand both the technical demands and the human impact of every space. One of those leaders is Associate Principal Mallory Gaylor, who has grown with ADG over the years, from a technical designer to an Associate Principal shaping strategy, delivery, and mentorship across the firm’s workplace design practice.

In this Q&A, we asked her to share insights from her journey, how workplace expectations are shifting, and the design strategies helping teams stay agile, high-performing, and brand-aligned in a post-pandemic world.

Let’s start with your role. You’ve grown with Abel Design Group over the years, starting in a technical role and rising to Associate Principal. How has that progression shaped your leadership style, and how does it influence how you guide workplace design strategy, project delivery, and team mentorship, especially as ADG continues to grow and diversify its corporate interiors portfolio?

Mallory: It’s been a journey, for sure. I started as an Associate IV, managing both design and project responsibilities, and quickly stepped into a leadership role once I found my rhythm leading a team. But even then, learning how to work within a collaborative studio environment took time, and that’s where mentorship really came into play.

With support from my peers and the leadership team, I learned the importance of trust, delegation, and giving people space to grow. You can’t mentor effectively unless you’re creating opportunities for others to take on challenges. I’ve also realized that staying connected at every level—whether it be project, team, or client—is essential to guiding both people and design strategy.

That same mindset shapes how we approach workplace design. Every client culture is different, and our job is to tune into what makes it work. Do they need more areas for focused heads-down time? Or do they need to encourage spontaneous cross-functional interaction? Understanding those nuances is what allows us to create environments that truly reflect and support each company’s values.

As workplace expectations continue to evolve, how have you seen those changes impact planning, programming, and design priorities across industries?

Mallory: Workplace design is becoming more human-centered, with an increased focus on spaces that support a wide range of working styles, energy levels, and sensory preferences. Teams are looking for environments that allow individuals to thrive, whether that means access to quiet zones for focus, open areas for collaboration, or spaces to recharge throughout the day.

Companies are also rethinking how to make the office a place people genuinely want to be. That includes elevating amenities and layering in more hospitality-inspired experiences—lounges, libraries, wellness zones, and curated social spaces. A great example is our project with Gray Reed, where we designed a private employee bar. It’s a space just for their team to relax, connect, and unwind—an amenity that supports culture, connection, and a better everyday experience.

How do you help clients balance flexibility, culture, wellness, and efficiency, while still achieving a high-design outcome at any budget?

Mallory: It’s always a balancing act. Some clients manage half of the amenities themselves—things like collaborative lounges and café spaces—while they rely on the building to provide fitness or meeting areas. Others want it all in one. We assess the full picture and guide them on how to get the most out of their investment.

We’re constantly tracking materials and construction trends to keep designs smart and efficient. Our goal is always the same: deliver a space that looks high-end, regardless of the price tag. A $100/SF office can absolutely feel like $150/SF if you’re strategic with materials, planning, and infrastructure reuse.

How does ADG’s integrated architecture and interiors approach help deliver seamless, functional, and branded environments in workplace projects?

Mallory: Collaboration is key. We’re constantly sharing knowledge across disciplines. For example, on a recent terrace project, our architecture team stepped in to guide us on technical shading solutions we hadn’t detailed before. That kind of cross-pollination makes our work stronger. If they need help with finishes or layout, we’re there. If we need support on systems or detailing, they step in.

It’s that blend of expertise, cross-disciplinary engagement, and open communication that helps us deliver truly integrated, branded environments for our clients.

With evolving client expectations and tighter budgets reshaping today’s design process, how has your approach adapted from early planning through final delivery?

Mallory: Clarity upfront makes everything smoother. We spend time early on gathering all the key details—equipment, AV, user preferences—so we’re not reworking things later.

The other big piece is client responsiveness. When decisions are made quickly, we’re able to maintain momentum and avoid budget creep. It’s all about setting a clear process, managing expectations, and building trust. Our process is lean for a reason—it allows us to deliver thoughtful design without sacrificing quality or speed.

How do you foster alignment across internal teams, consultants, and clients in fast-paced workplace projects, and in what ways does collaboration shape both the design process and end result?

Mallory: We’ve built a tight internal QAQC system led by Associate Principal Amy Bowdre that keeps everything in check. Beyond that, we bring consultants in early and give them everything they need to hit the ground running—drawings, specs, templates, checklists.

We also host kickoff meetings and drawing reviews at 50% and 90% completion to keep everyone aligned. Those touchpoints aren’t just about checking boxes—they’re about reinforcing intent and catching anything that could affect budget or coordination downstream.

Can you share a project or moment where adaptability, planning, or process innovation made a measurable difference, whether in outcome, timeline, or client satisfaction?

Mallory: Adaptability isn’t just a skill, it’s part of our DNA. We understand that every client moves at their own pace, and internal approvals or market shifts can impact timelines. That’s why we stay nimble. Whether it’s phasing a project to meet evolving needs or issuing a “permit-light” set to maintain momentum with city approvals, we adjust as needed to support the full team.

We’re team players from start to finish, collaborating closely with construction managers, general contractors, and consultants to keep everything on track. Our robust QAQC process helps reduce back-end changes and permit comments, and with multiple layers of review—including both designers and technical PMs—we ensure alignment, quality, and speed.

Ultimately, our goal is always the same: deliver thoughtful, high-impact work with minimal friction.

How does your team translate client input into thoughtful design concepts that reflect brand identity, support performance, and maintain visual impact, regardless of price point?

Mallory: It all starts with listening. Every client has their own story and set of values, and our role is to distill that into space. Whether we’re working with a large corporate brand or a rapidly growing startup, we dig deep to understand their operational model and how their teams function best.

We find that sometimes budget constraints actually create the most inventive design moments. Our team is skilled at combining thoughtful planning with creative material choices and strategic reuse to make even the most constrained budget feel intentional and impactful.

What trends or shifts do you see on the horizon for the future of workplace design, and how are you preparing your team for what’s next?

Mallory: Workplace design is leaning more and more into hospitality. We’re designing office spaces that feel like boutique hotels, with layered textures, lounges, quiet zones, and amenity-driven experiences.

Flexibility remains key as hybrid work evolves. Internally, we’re investing in training, exploring new tools, and keeping our vendor network sharp so we can adapt quickly and bring new ideas forward. Our goal is to stay responsive, curious, and future-facing.

What do you find most rewarding about leading workplace design efforts at ADG, and what continues to drive your passion for this sector?

Mallory: For me, it’s all about telling the right story. Every client has a unique culture—a set of values, a way their teams interact—and our job is to translate that into space. That’s where the design starts. We’re not just creating environments that look good, we’re crafting experiences that reflect who our clients are and how they want to work, connect, and grow.

The most rewarding part is seeing a space come to life and knowing it tells the right story—not just visually, but operationally and emotionally. That’s the power of intentional design, and that’s where our value comes in.